FY 2022 Program Budget & Nine Year Summary of Enhancements and Reductions This page has been intentionally left blank
MI
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3
Ci
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5
Ci
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s
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7
Co
d
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o
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p
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e
.
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1
1
Ec
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1
3
En
v
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o
n
m
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t
&
Su
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t
a
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a
b
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1
5
Fi
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1
9
Fi
r
e
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2
5
Fl
e
e
t
M
a
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a
g
e
m
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n
t
..
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2
9
Ho
u
s
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n
g
&
C
o
m
m
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n
i
ty
S
e
r
v
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3
1
Hu
m
a
n
R
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s
ou
r
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s
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3
5
In
f
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m
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n
Te
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ol
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y
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3
9
Ma
r
k
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t
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g
&
C
o
mm
u
n
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c
a
t
i
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n
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4
1
Ma
y
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r
&
C
o
m
m
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s
s
i
o
n
..
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................. 43
Or
g
a
n
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a
l
D
e
v
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l
o
p
m
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r
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m
a
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In
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......................... 45
Of
f
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o
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t
h
e
Ci
t
y
A
t
t
o
r
n
e
y
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Of
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Of
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.... 51
Of
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me
n
t
&
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d
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............................... 53
Pa
r
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g
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5
5
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a
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..................... 57
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6
3
Po
l
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6
9
Pr
o
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7
5
Pr
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7
9
Pu
b
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8
3
To
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s
m
&
Cu
l
t
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r
e
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9
1
Tr
a
n
s
p
o
r
t
a
ti
o
n
&
M
o
b
i
l
i
t
y
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9
5
Re
s
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t
T
a
x
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d
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9
9
Re
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g
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1
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..................... 109
Ni
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......................... 131
MI
A
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BE
A
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2
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2
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(C
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S EC
T
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Bu
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f
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b
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k
FY 2021 DEPARTMENTAL PROGRAM BUDGET
In response to the City Commission’s feedback regarding greater transparency and understanding of the existing programs and
services currently included in the City’s budget, the Office of Management and Budget (OMB) has facilitated the development of
a program budget (activity-based costing) for each department.
Fiscal Year (FY) 2021 marks the fourth year of program budgeting citywide. This analysis is a useful management tool that has
been reviewed during budget meetings with the City Manager and should be the basis for the various reduction and
enhancement options to be considered in balancing the FY 2022 budget.
The following pages present the Adopted FY 2021 program information for the various departments in alphabetical order for ease of
reference. Each department’s service programs are identified, along with a description of each program. Additional information
presented includes the budgeted FY 2021 expenditures, full-time equivalents (FTEs), program revenues, and related performance
measures and targets.
Program
A group of related activities that support a common purpose. It is trackable and preferably is comparable to activities in other
organizations.
Full-Time Equivalents
A unit that indicates the workload of a full-time employee. A part-time employee is represented as 0.5 FTEs.
Program Revenues
Revenues specifically generated by a program, including user fees, grants, and other revenues directly attributed to the program.
Performance Measures
Indicators that reflect the level of service and how well this program is being provided. Multiple performance measures may be
included for each program.
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Department: Building - Enterprise Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Average turnaround time for Residential & Commercial
plan review (days)4.0 3.4 4.0
% of plans submitted over three times 5.0%7.0%5.0%
# of expired permits ** 1,157 **
# of plan reviews (per year)50,000 36,119 50,000
# of permits applied for ** 9,088 **
# of permits issued ** 6,749 **
NEW - Average Number of submissions processed
daily by permit counter N/A N/A **
NEW - Average Number of plan review completed per
day N/A N/A **
NEW - Average turn around time from online
application submission to submission review start
(days)
N/A N/A 2 ****
NEW - # of online submissions annually N/A N/A **
NEW - # of in-person submissions annually N/A N/A ****
# of Temporary Certificates of Occupancy (TCO) -
Temporary Certificates of Completion (TCC) Issued 79 137 80
# of Temporary Certificates of Occupancy (TCO) -
Temporary Certificates of Completion (TCC) Extensions
Issued
136 187 140
# of Certificates of Occupancy (CO) Issued **176 **
# of Certificates of Completion (CC) Issued **68 **
# of Miami-Dade County reviews conducted
electronically (DERM)**534 **
Daily Average # of Inspections 225 145 225
# of violations **711 **
% of cases with violations that were resolved 65%38%65%
# of buildings 40 years or older in recertification
"applied" status **201 **
# of buildings 40 years or older in recertification
"finaled" status **104 **
Neighborhoods
Violations section issues violations for those projects
where construction was done without or not in
compliance with the approved permits. As mandated
by Florida Statutes 553
1,271,418 7.21 251,700
Re-certifications Neighborhoods 40 year re-certifications as mandated by Miami Dade
County Code 8-11 243,819 2.21 256,000
Permit Review
Permit review section is responsible for administering the various provisions of the Florida Building Code,
including accepting permit applications, reviewing and
approving construction plans in accordance with the
provisions of the Florida Building Code. As mandated
by Florida Statutes 553
6,148,775 35.21 5,329,750 Neighborhoods
5,329,750
Violations
Inspections Neighborhoods
Inspections is responsible for inspecting construction to
ensure compliance with the approved plans. As
mandated by Florida Statutes 553
3,898,646 20.21
1
Department: Building - Enterprise Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of building department records requests that were
completed within Building department target (2 days)90%90%90%
# of notice of commencements e-recorded by the
Building department **N/A **
NEW - # of Building department IT request tickets per
year **N/A **
NEW - Average # of days to close out building
department tickets.**N/A **
NEW - # of calls received in the Building customer
service center per year N/A N/A **
NEW - Average # of minutes on hold for calls received
in the Building customer service center N/A N/A **
NEW - # of emails received in the Building customer
service center annually N/A N/A **
NEW - Average turn around time for email responses
annually N/A N/A **
NEW - % of Customer Service survey results of
Satisfied & Very Satisfied N/A N/A 70%
Environment & Sustainability Environment & Infrastructure One (1) Environmental Technician position 86,196 1.00 -
Administration Organizational Innovation
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, and planning.
Includes:
North Beach Office facility cost - $109,132 Share of City Hall Security Services - $67,333
Neighborhood Affairs Positions - $4,000
Admin Fee to General Fund - $1,501,000
2,572,473 4.76 5,404,000 Average # of training hours completed 6 8 6
Total 16,596,000$ 90.04 16,596,000$
FOOTNOTES:
*** Data only through March 18. New processes will require new measures
**** This measure is currently inactive and will resume once the Building department has an appointment system in place in order to serve customers in person. Anticipated March 2021
-
Records Neighborhoods Maintains plans, blueprints, and other building related
documentation and records 473,568 3.71
Information Technology Organizational Innovation
The department has 2 Information Technology (IT)
positions for the purpose of providing service to the
department related to the permitting systems
242,630 2.00 -
Customer Service
(Building and Finance)Organizational Innovation
The department fully funds 2 positions and partially
funds 2 other positions in the Finance Department Call
Center for the purpose of providing customer service
support to the department. This program also includes
Building personnel and a portion of Administration.
1,658,476 13.71
24,800
**Indicates measure is not targetable or performance based
* 1 Full-time Environment & Sustainability position funded by the Building Department
2 Full-time Finance positions are fully funded and 2 Full-time Finance positions are partially funded (0.5) by the Building Department
2 Full-time Information Technology positions are funded by the Building Department
2
Department:Office of Capital Improvement Projects (CIP) - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of CIP projects turned around within contractual time
constraints 100% 100% 100%
% of CIP projects for which the close-out procedure was
completed 100% 100% 100%
% of respondents rating quality of public engagement
efforts as fair or better 85%85%85%
% of ROW projects that hold community pre-
construction meetings and issue periodic progress
updates to the community
100% 100% 100%
% of Parking and Parks construction projects where
community advisories are issued 100% 100% 100%
Ensure value and timely delivery of quality capital
projects 100% 100% 100%
% of residents rating quality of CIP projects as Good or
Better 85%87%85%
% of businesses rating quality of CIP projects as Good
or Better 85%87%85%
Ensure value and timely delivery of Quality Capital
Projects 100% 100% 100%
% of active ROW projects meeting the most current
storm water management criteria 100% 100% 100%
% of consultants evaluated 100% 100% 100%
% of contractors evaluated 100% 100% 100%
% of projects with substantially completed construction
and in beneficial use within 120 days of construction
schedule
100% 100% 100%
Ensure value and timely delivery of quality capital
projects 100% 100% 100%
Average # of days to process invoices from contractors
and consultants 25 20 25
Total change order value as percent of original
contracted construction amount (outside of additional
scope)
10%4%10%
Totals:5,544,000$ 34.08 5,544,000$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
5.00 549,927
Administration
Formulates direction and policies for the department
and the CIP program; oversees all divisions and all
projects; coordinates and works to resolve
interdepartmental issues with projects; provides project
control support in the areas of records management;
provides financial and administrative support for the
Department; approves all financial transactions
(payments, encumbrances, etc.); develops and enforces
all City policies, processes and procedures that includes
development and monitoring of operating and capital
budget, processing payroll, processing
invoices/applications for payment; encumbering funds,
receptionist responsibilities, scheduling of meetings,
and other support as required
2,187,855 7.00 2,187,855Environment & Infrastructure
Construction Management
Manages the development and implementation of
capital projects during the planning, design, permitting
and construction phases, including coordination with
City Departments, Consultants, Regulatory Agencies
and Community groups; responsible for estimating,
scheduling and quality control of all capital projects,
reviews and approves contractor / consultant payment
applications, change orders, budget allocations,
construction schedules, and compliance with contract
documents
2,465,585 19.75 2,465,585Environment & Infrastructure
Quality Assurance/
Quality Control/
Inspections
Environment & Infrastructure
Standardization of quality control practices and
processes during planning, design and construction;
field inspections of project construction sites and
reporting observations to Project Managers
Performance Measures/
Records Management
Provides project control support in the areas project
management software applications, construction
scheduling systems, work processes and reports needed
to support construction management efforts for all
Capital Projects
136,124
549,927
1.00 136,124Organizational Innovation
Community Outreach
Oversees and coordinates communications for all
capital projects, from the planning through the
construction phase; updates and maintains the
departmental website; builds relationships with HOA's,
NA's, and other civic groups within the City and
updates these groups as it relates to capital projects;
develops, execute and oversees communication
strategies for the department; coordinates projects
closely with internal City Departments, including the
Marketing and Communications Department, and
produces materials for distribution through internal City
media (MB Magazine and MB Line)
204,509 1.33 204,509Organizational Innovation
3
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Commission Agenda Organizational Innovation
Utilize NOVUS automated agenda for the preparation
and printing of Commission Meetings, Special
Commission Meetings and Workshops; Executes
adopted Resolutions and Ordinances. Prepare and
conduct Personnel Board elections for the City.
160,062 1.10 - NEW - % of time for after action and Special Master
Orders to be completed within 30 days N/A N/A 100%
Boards & Committees
Lobbyists Organizational Innovation
Publish Weekly Meeting Notices of Board and
Committee meetings or other City related meetings.
Maintain records for Boards & Committees; process
incoming Board & Committee Applications and
appointments. Post on the Office of the City Clerk’s
website a searchable database of all Boards &
Committees on a weekly basis, along with a database
of current Boards & Committees openings, to assist
residents wishing to become involved in City
government. Produce Boards & Committees Quarterly
Attendance Reports, Boards & Committees Biannual
Reports and Boards and Committees Minority Reports.
Transmit LTCs & City Manager's Memorandums to
Mayor, City Commission and Executive Staff.
114,206 1.00 -
Lobbyist Organizational Innovation
Register lobbyists, charge necessary fees, and maintain
annual disclosure records. Track lobbyist fines and
reports to Miami-Dade County Commission on Ethics
and Public Trust.
121,706 1.00 244,000 NEW - # of lobbyist registrations processed N/A 168 N/A
Records Management/
Public Records Organizational Innovation
Coordinate and monitor all Citywide public records
requests to ensure prompt response. Domestic
Partnership registration and payroll.
280,579 2.00 34,000 % of public records requests completed by the City
Clerk's Office within 7 days. 70%83%70%
Average # of Days from Initiation of Case to 1st
Hearing Date 90 76 N/A
# of Special Master Cases Resolved N/A 1,287 N/A
# of Special Master Cases Scheduled & Held N/A 184 N/A
# of Special Mater Cases Heard N/A 1,065 N/A
# of Fire Cases Heard N/A 7 N/A
# of Code Compliance Cases Heard N/A 174 N/A
# of Appeal Cases Heard N/A 903 N/A
City Clerk - General and Internal Service Funds
84,000 Special Master Organizational Innovation
The Clerks of the Special Master serve as the official
secretary to the Special Masters. The Special Masters
issue orders having the force of law commanding
whatever steps are necessary to bring a violation into
compliance. The Special Masters hear cases brought
before them by the Code Compliance, Parking, Parks &
Recreation, Police/Marine Patrol and Fire Departments.
In addition, the Special Masters hear Historic
Preservation Board Appeals, Short Term Rentals and
Red Light Cameras.
300,638 2.00
5
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Average # of days to complete printing jobs per month 3.0 1.5 3.0***
Equipment downtime status monitoring 20%11%15%
Mail Organizational Innovation
Provide high volume copying, printing, and typesetting
services to all City Departments. Operate high speed,
industrial machinery, and utilizing various paper
mediums, producing professional results.
434,319 1.00 -
Administration Organizational Innovation
The City Clerk is responsible for management and
coordination of department operations related to
budgeting, accounting, payroll, human resources, and
employee development. The City Clerk serves as the
Municipal Secretary of the City, the Official Secretary of
the City Commission/Redevelopment Agency, and the
Supervisor of Elections for the City of Miami Beach. The
Office of the City Clerk is also the corporate
headquarters of the City, and serves as the depository
for all corporate contracts and records. The City Clerk
oversees the Special Master Clerks and supervises the
Central Services Division, which provides printing,
copying, cutting and binding services to all City
departments; and sorts and distributes incoming and
outgoing mail (U.S. and Interoffice). The Department
has been functionalized as follows: Office of the City
Clerk, Special Masters Division and Central Services.
1,067,687 3.90 65,000 NEW - # of days to pay invoices 5 days 5 days 4 days
Totals:2,871,000$ 14.00 427,000$
FOOTNOTES:
*1 Code Violation Clerk in the City Clerk's Office funded by the Red Light Camera Program not reflected above
**All internal service department expenditures are allocated to departments citywide
***Measure has been changed as a result of staffing adjustments
Printing Organizational Innovation
Provide high volume copying, printing, and typesetting
services to all City Departments. Operate high speed,
industrial machinery, and utilizing various paper
mediums, producing professional results.
391,804 2.00 -
City Clerk - General and Internal Service Funds
6
Department:Citywide Accounts - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
City Services Organizational Innovation
Provides funding for services received which benefit the
City and are not readily identifiable to any specific
department including:
• Water, Sewer, Storm water usage in General Fund
City-owned facilities - $3,269,000
• 777 17th Street Building utilities, maintenance, and
security - $410,000
• Historic City Hall utilities, maintenance, and security -
$209,000
• Annual External Audit - $175,000
• State Court Costs Article V - $20,000
• Property Mgmt. City-Owned Facilities Chargeback -
$3,000
4,086,000 - -
Special Projects Organizational Innovation
Provides funding for studies, association fees,
performance improvement, workshops, community
surveys, maintenance of various monuments and
fountains citywide, and for miscellaneous use of Central
Services.
336,000 - -
Grants & Contributions - - 991,000
Provides sponsorships for various organizations and
events linked to the City including:
• Artists in Residence Program - $200,000
• Miami Beach Garden Conservancy, Inc. - $152,000
• Miami Beach Senior High Courtyard Renovation -
$60,000
• Restaurant Delivery Reimbursement Program -
$60,000
• Food Trucks - $50,000
• FIU - Jewish Museum - $50,000
• Fourth of July - $50,000
• Jewish Community Services of South Florida -
$47,000
• Veteran's Day - $40,000
• Miami Beach Chamber/Visitor Center - $36,000
• Miami Beach Senior High Fencing and Landscaping -
$33,000
• Sister Cities - $25,000
• Miami Beach Gay & Lesbian Chamber of Commerce -
$25,000
• South Pointe Elementary Fencing and Security -
$25,000
• South Florida Hispanic Chamber of Commerce -
$24,000
• Miami Design Preservation League - $23,000
• Douglas Gardens Community Mental Health Center -
$22,000
• Miami Beach Community Health Center - $22,000
• Orange Bowl - $17,000
• Boys and Girls Club - $17,000
• Mask in Schools Campaign - $10,000
• Hispanic Affairs - $3,000
Neighborhoods
7
Department:Citywide Accounts - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Elections Organizational Innovation Provides funding for bi-annual elections.719,000 - -
General Fund Capital Projects Environment & Infrastructure
Provides Pay As You Go funding for Capital Projects
(PAYGO), primarily based on dedicated millage rate,
with an exception in FY 2021 due to the COVID-19
($2,592,000 generated from Dedicated Millage Rate;
$2,340,000 million will be transferred to the General
Fund’s reserve, consistent with the City’s budget
balancing plan)
252,000 - -
Capital Renewal and
Replacement Environment & Infrastructure
Provides funding for Renewal & Replacement projects
for General Fund departments broken down into:
• Capital Renewal & Replacement projects over $25K
($807,000 generated from Dedicated Millage Rate;
$764,000 transferred to the General Fund's reserve,
consistent with the City's budget balancing plan)
• Capital Renewal & Replacement projects under $25K
- $341,000
384,000 - -
Normandy Shores Neighborhoods
Provides funding for the Normandy Shores Local
Government Neighborhood Improvement District based
on dedicated millage rate which is reflected in the
budget approved by the Normandy Shores
Homeowners' Association:
• $17,900 from Normandy Shores Homeowners (16%)
• $93,100 from City's General Fund (84%)
111,000 - -
Citywide Contingency Neighborhoods
Provides funding for unforeseen expenditures that may
be incurred during the fiscal year. Expenditures are not
charged directly against contingency; instead, funds
are transferred to the specific projects.
• Operating Contingency - $1,102,000
1,102,000 - -
Employee Costs Organizational Innovation
Provides funding for the following:
• Payment of General Fund City employee's leave
settlement - $1,500,000
• Section 415 Excess Pension Plan contributions -
$820,000
• Employee tuition reimbursement - $190,000
• Employee appreciation events - $64,000
• New American Workforce - $10,000
• 401(A) disability insurance - $5,000
2,589,000 - -
8
Department:Citywide Accounts - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Other Environment & Infrastructure
Provides funding for the following:
• Transfer to General Fund Reserve - $3,104,000
• Parking transfer (right-sizing plan) - $1,211,000
• IT Steering Committee transfer - $300,000
• Marina submerged land lease - $212,000
• Sunset Islands 3 & 4 Undergrounding debt service -
$211,000
• Equipment loan debt service - $40,000
• Ameresco debt service transfers - $12,000
5,090,000 - -
Totals:15,660,000$ - -$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
9
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Number of Short Term Rental Violations N/A 185 N/A
Number of Short Term Rental Inspections 1,321 1,091 1,200
Number of Short Term Rental Business Tax Receipt
Violations N/A 42 N/A
Number of Sidewalk Café Inspections 1,012 874 1,174
Number of Sidewalk Café Violations N/A 79 N/A
Number of High Liability Inspections 59 38 58
NEW - Number of Violations on Ocean Drive N/A 928 N/A
Number of Alcohol Sale Inspections 2,024 5,799 3,015
Number of Noise Complaints N/A 4,135 N/A
% of Noise Complaints resulting in Compliance 100%98% 100%
Total Number of City Code Violations N/A 5,129 N/A
Number of Code violations in North Beach N/A 1,061 N/A
NEW - % of Inspections resulting in immediate
compliance N/A 22%3%
NEW - Number of vacant and abandoned lots
remediated by the City of Miami Beach N/A 38 25
NEW - % of Code Employees that maintain Florida
Association of Code Enforcement Level 1 Certification N/A 100% 100%
NEW - % of Code Employees that maintain Florida
Association of Code Enforcement Level 2 Certification N/A 60%60%
NEW - % of Code Employees that maintain Florida
Association of Code Enforcement Level 3 Certification N/A 15%26%
NEW - % of Code Employees that maintain Florida
Association of Code Enforcement Level 4 Certification N/A 33%40%
Total Number of Inspections 21,578 49,249 23,000
Number of Sanitation Violations N/A 2,077 N/A
Entertainment
The Entertainment District consists of Ocean Drive,
Collins Avenue, and Washington Avenue between 5th
and 15th Street, Lincoln Road, and Espanola Way.
Officers assigned to this detail respond to complaints
and proactively patrol these areas to ensure compliance
with City Codes of businesses, sidewalk cafes, vendors,
and other applicable entities.
617,340 5.00 271,500
Short Term Rental**
This program focuses on addressing complaints and
proactively investigating short term rental activities in
zoning districts where this activity is prohibited. In
areas where short term rentals are permitted, the team
conducts investigations to ensure compliance with
licensing requirements.
939,816 8.00 503,500
Field Operations***
Addressing complaints and proactively patrolling all
areas of the City to enforce a variety ordinances
including but not limited to: Noise, Zoning, Litter,
Graffiti, Artist Vendor/Street Performers, Property
Maintenance, Marine, Signage, Sidewalk Cafes,
Business Tax Receipt, Operating Hours, and
Environmental Regulations. Each Code Compliance
Officer conducts one hour of alleyway/sanitation
inspections per shift and a weekly sweep is conducted
in conjunction with Sanitation.
4,323,129 35.00 400,000
Code Compliance - General, Special Revenue, and Resort Tax Funds
Neighborhoods
Prosperity
Neighborhoods
11
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Code Compliance - General, Special Revenue, and Resort Tax Funds
High Impact Events Prosperity
Provide essential City services during high impact
periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, and Miami Beach
Air and Sea Show.
180,000 - 180,000
Administration Organizational Innovation
Provides direction and leadership to the department,
using the ISO-9001:2015 standards to provide services
that meet customer and regulatory requirements.
Processes payroll, maintains department budget and
personnel records. Provides administrative support to
all programs, including processing of cases, certified
mailings of notices, creation and mailing of invoices,
records retention, customer service, lien processing,
public records requests, and other duties as required.
1,287,715 6.00 -
Totals:7,348,000$ 54.00 1,355,000$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
**Since revenue from Short Term Rental Violations are not reflected in the Code Compliance Program Budget since they are earmarked for Homeless Services and Workforce Housing
***2 additional full-time Code Compliance Officer positions funded from the Sanitation Enterprise Fund
12
Department: Economic Development - General Fund and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program Rev $Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Total number of business tax renewals 5,501 6,774 5,650
Stakeholder workshop / presentation attendees 75 230(1)78
Business Retention Visits (interactions)
*80% remote interactions occurred during COVID-19 75 1,724(1)60
Business Welcome Letters sent 50 0 50
Unemployment Rate - Miami Beach 3.2%8.6%(1)3.1%
Unemployment Rate - Miami Dade County 3.2%13.0%(1)(2)3.2%
Retail Occupancy Rate 90.0%92.6%(3)90.0%
Office Vacancy Rate 8.0%11.6%(3)8.0%
Multifamily Vacancy Rate 4.8%7.1%(3)4.8%
Redevelopment Agency Fund
Administration Organizational Innovation
Includes a management fee of $537,000 allocated to
the General Fund to pay for indirect staff support (City
Manager, Assistant City Manager, City Attorney, City
Clerk, Finance, etc.); $173,000 for internal services
expenditures; County and City administrative fees
based on 1.5% of annual TIF revenues (County of
380,000 and City of 467,000); $21,000 for auditing
fees; and $12.8 million from prior year excess RDA
Trust fund revenues pursuant to 4th Amendment to
Interlocal Agreement with Miami-Dade County ($1.5
million for beach renourishment initiatives, $5.7 million
for reimbursement to County for proportionate share of
prior year expenditures, $4.4 million to General Fund,
and $1.2 million to Fleet Fund for replacement of
General Fund vehicles)
14,392,000 - 57,968,000
Redevelopment Agency
Fund/Convention Center Organizational Innovation
Includes debt service for Convention Center of $21.7
million, transfer to Convention Center Enterprise Fund of
$3.3 million, and set-aside for early debt payoff of
$18.6 million
43,576,000 - -
65%*65%% of businesses that would recommend Miami Beach to
others as a place to run a business
Economic Development 1,009,000 4.43 - Prosperity
Develops, implements and administers economic plans,
programs, and policies, as well as maintains a
database of vacant or underutilized commercial office
and tenant spaces. Provides business assistance,
facilitates private capital investments, supports joint
venture development, and conducts market research.
Serves as the City's representative as an economic
development partner with the private sector to provide
assistance in exploring/securing their relocation efforts
and in areas such as permits and regulations,
workforce training, financing, and marketing. Such
work is performed either directly or by providing
linkages with specialists in the City and other economic
development service organizations. The division also
manages day-to-day operations of the Redevelopment
Agency (RDA), including the funding for capital projects
and programs in City Center
*Salaries with Benefits-$872,000
*Professional Services- $76,000
*Dues & Memberships- $10,000
*Bryan Carlyle-Utilities-Property Mgmt.-$51,000
13
Department: Economic Development - General Fund and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program Rev $Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Administration
Economic Development Organizational Innovation
Provides ongoing oversight and coordination of all
departmental functions, including administration, policy,
strategy, planning, and internal charges
*Operating Expenditures-$6,000
*Internal Charges-$58,000
*OIG-$1,000
*OPEB Pay-Go-$34,000
99,000 1.00 - Percentage completion of training and professional
development goals 95%95%95%
Totals:59,076,000$ 5.43 57,968,000$
FOOTNOTES:
*Indicates measure was not tracked and/or conducted during reporting period
(3) Source for Actuals: -Costar Real Estate Analytics
(1) Large discrepancies between target values and actual values as a result of the COVID-19 pandemic
(2) Source for Actuals: -TradingEconomics.com
14
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
REWORD: # of canopy trees planted in Right-Of-Ways
(ROWs), parks and green spaces 300 759 300
NEW: Percentage of initial site inspections conducted
within 10 days of tree permit entering applied status 91%95%91%
NEW: Percentage of final inspections conducted
within 10 days of required 1 year establishment
period
95% 100%95%
NEW: Percentage of Building permits reviewed within
8 days of submittal 95% 100%95%
NEW: Percentage of Expired permits that have
property owners notified within 10 days of expiration 90%95%95%
Maintain National Pollutant Discharge Elimination
System (NPDES) Compliance 100% 100% 100%
# of proactive environmental inspections 200 50 200
# of environmental compliance trainings offered to
other city departments 5 2 5
NEW: Percentage of Building permits reviewed within
8 days of submittal 95%64%95%
NEW: Conducts monthly water quality sampling and
timely response to incidents requiring sampling 100% 100% 100%
Waterway Cleanliness - # of quarters where the
average assessment score of 2.0 or better***4 2 4
Regulatory and education signage provided at every
beach entrance 100%80% 100%
REWORD: Compile an annual Greenhouse Gas (GHG)
Emissions Inventory for government operations and
citywide
Yes Yes Yes
NEW: Adaptation of Climate Action Plan in FY 2021
with energy and GHG reductions targets N/A N/A Yes
Reforestation
- 0.25 235,900
Manages ongoing oversight and coordination of
environmental regulatory compliance including the
National Pollutant Discharge Elimination System
(NPDES) Program and emergency environmental
remediation. The Environmental Specialist (funded by
PW Stormwater Fund) and the Environmental
Technician (funded by Building department) have a
critical role in the processes of the program's successes.
Environment & Infrastructure
Environmental
Regulatory
Compliance**
Environment & Sustainability - General and Special Revenue Funds
Environment & Infrastructure -
- 2.90 252,200
-
Administration of the Reforestation, Tree Preservation,
and Commemorative Tree Programs. Protect existing
tree canopy and increase tree canopy within City of
Miami Beach Right-Of-Ways (ROWs), parks and green
spaces.
Environment & Infrastructure
Environmental Resources
Management
Manages planning, education and management of the
city's natural resources including waterways, beaches,
dunes, and shorelines.
221,900 0.25
1.50 193,694
Provides ongoing oversight, coordination, and promote
implementation of sustainability initiatives within the city
and reduce GHG emissions for government operations
and city-wide. This includes city assessments related to
mitigation (ex. energy, fleet assessments), Climate
Action Plan and management of grants related to GHG
reduction.
Environment & InfrastructureGreenhouse Gas Emissions
15
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Environment & Sustainability - General and Special Revenue Funds
REWORD: Compliance for Citywide Recycling:
Commercial and Multi-Family Homes 85%96% 100%
NEW: # of residents registering at the North Beach
Composting Hub 100 178 200
#PlasticFreeMB Environment & Infrastructure #PlasticFreeMB Campaign - Implementation of citywide
program.64,222 0.20 - Number of businesses joining PlasticFreeMB 170 123 170
Resiliency Engagement Environment & Infrastructure
Provide creative place-making and educational
information on resiliency throughout our parks and
public rows.
162,470 0.20 - Number of parks and greenspace with educational
signage 6 0 6
Number of events provided per year: Public 20 41 20
Number of workshops/trainings provided per year for
City employees and the community 8 32 20
NEW: Percentage of grantees accomplishing grant
goals 100%N/A 100%
Complete an event for National Turtle Day Yes Yes Yes
Blocks of dune restored 16 0 16
NEW: Conduct a comprehensive evaluation of the dune
system including strategy to continue dune
enhancement and protection
Yes No Yes
Percentage of initial site inspections conducted within
10 days of tree permit entering applied status 91%95%91%
Percentage of final inspections conducted within
10 days of required 1 year establishment period 95% 100%95%
Percentage of Building permits reviewed within 8
days of submittal 95% 100%95%
Percentage of Expired permits that have property
owners notified within 10 days of expiration 90%95%95%
Trainings and workshops for employees and residents
to learn more about the city's sustainability initiatives.
Environmental outreach campaigns regarding anti-
littering, recycling and sea-turtle for residents and
visitors.
Environment & InfrastructureEducation & Outreach 1,530,000 0.30 1,706,949
Tree Preservation Program
Provides ongoing oversight and coordination of Tree
Preservation Program including planning and
implementing tree reforestation; tree risk assessments;
tree removal permitting and inspections; and mitigation
in order to protect existing canopy.
105,000 0.10
Environment & Infrastructure
Waste reduction initiatives to reduce waste and
encourage recycling including education and outreach
and creating new initiatives such as community
composting.
127,165 0.80 590,000 Waste Reduction
Environment & Infrastructure 105,000
16
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Environment & Sustainability - General and Special Revenue Funds
Commemorative Tree Program Environment & Infrastructure
Provides ongoing oversight and coordination of
Commemorative Tree Program functions, including
administration, policy, planning to promote additional
tree canopy within the City.
Includes $3,000 fund balance.
3,000 - 3,000 % of Commemorative Trees installed within 3 month of
receiving request 100% 100% 100%
REWORD: Percentage completion of training and
professional development goals 100% 100% 100%
NEW: Department administrative functions operate to
ensure budget and deadlines are met Yes Yes Yes
NEW: Average employee turnover < 15%25% < 15%
NEW: Continued efforts to maintain international
accreditation through International Organization for
Standardization (ISO)
Yes Yes Yes
Totals:3,380,000$ 9.00 2,228,000$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
**1 Additional Full-time Environment & Sustainability position funded by the Building Department and 1 Full-time Environment & Sustainability position funded by Storm Water operations
***Index assessment scoring is based on a scoring range of 1.0 (Very Well Maintained) to 6.0 (Not Maintained)
****Waterway cleanliness assessment program suspended for FY 2021 due to COVID-19 and freeze on non-essential expenditures Citywide
Administration - 2.50 307,500
Provides ongoing oversight and coordination of all
departmental administrative functions. In addition,
policy, strategy, and planning for all divisions;
Environmental Resources Management, Sustainability
and Urban Forestry. Provides oversight and
coordination of all department funds including the
general fund and special revenue funds.
Environment & Infrastructure
17
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's *
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Property tax collection rate 95%94%95%
Percentage of Accounts Receivable billing collected
within the year 85%93%85%
Percentage of Utility Bills annually billing collected
within the same year 98%96%98%
Days accounts payables outstanding in the Finance Department 7 3 7
Number of invoices processed by each member of AP
staff 4,750 5,088 4,750
Average number of days for off-site agencies to be
paid 10 Pending 10
Average number of days after end of month for
completion of bank reconciliations <45 days 44 days <45 days
Days of completion for all quarterly reconciliations non-
banking related <45 days 93 days^ <45 days
Comprehensive Annual Financial Report filed with
GFOA by March 31 or April 1 when March 31 is on
a weekend
March 31 June 24^^ March 31
Average number of days to close the previous month <15 days 11 days <15 days
Number of Residential parking zone accounts 10,500 8,944 10,500
Number of monthly Parking Garage accounts 2,900 493 2,900
Number of monthly Surface Lot accounts 1,500 170 1,500
Number of Park Mobile accounts 8,500 3,553 8,500
Average customer wait/transaction times for parking
transactions (minutes)15m/10m 11m/8m 15m/10m
Percentage compliance with IRS and state payroll filing
requirements 100% 100% 100%
Percentage of employee adjustments processed within
2 payroll cycles 100% 100% 100%
- 4.25375,232
14,000 5.00 633,381
- 3.38
Revenues and Cash Receipting
/ Recording
- 6.75 579,289
Managing compliance with Chapter 218.32, Florida
Statutes, Governmental Accounting Standard Board
(GASB) requirements, Government Finance Office
Association (GFOA) guidelines, Rules of the State of
Florida Auditor General and several other internal
controls. The Department also complies and publishes
an audited Comprehensive Annual Financial Report
(CAFR) in accordance with debt covenant and Chapter
218.32, Florida Statutes. The Department provides
support and collaborates with other City departments
on financial and accounting matter and financing
strategies.
Accounting, Reconciliations
and Reporting
95,000 4.75Organizational InnovationAccounts Payable
Parking: Residential Parking,
Municipal Surface Lot &
Garage Parking, & Pay-By-Cell
Parking Accounts
Processing bi-weekly payroll for approximately 2,000
employees, including police and fire staff. This
division also handles compliance with IRS and state
payroll filing requirements.
Organizational InnovationPayroll
Finance Department - General and Resort Tax Funds
Organizational Innovation
Organizational Innovation
Organizational Innovation 335,707
Provide customer service, process new applications,
and manage renewals for the residents involved in the
City's Residential Parking Program. Administer visitor
parking program for residential zones. Provide
customer service, process new applications, and
manage monthly billings for the customers partaking in
our Municipal Surface Lot & Parking Garage Program.
Register and administer Residential Pay-By-Cell parking
accounts.
Receipts, records and reports on approximately $1.3
billion in revenue annually. Receipts include but are not
limited to ad-valorem and resort taxes, Redevelopment
Agency tax increment revenues, utilities, parking,
leasing, intergovernmental revenue sharing, franchise
fees, permits, special assessments, impact fees,
business tax receipts and grants. The Department is
also responsible for maintaining all computer systems
associated with the process.
581,155
Processing all invoices received for payment in
accordance with Florida Prompt Payment Act and for
undertaking the payment of all creditors in an
accurate, efficient and timely manner. This division also
manages the City’s p-card program and employee
reimbursements, IRS required forms 1099 distribution
and 1096 filing and provides customer service for
other City departments and vendors.
19
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's *
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Finance Department - General and Resort Tax Funds
Average customer wait/transaction times for BTR
transactions (minutes)15m/20m 17m/20m 15m/20m
Number of BTR renewals 7,000 6,774 7,000
Annual renewal rate for business tax receipts by
October 1st deadline 85%
75% paid as of
12/31/2020;
87% paid as of
3/31/2021
85%
Utility Billings Organizational Innovation
Processing of utility bills for water and sewer, storm
water, and sanitation accounts for customers. Work
with the Public Works Depts. on meter reading, rates
and other non-routine customer service issues.
242,218 1.78 - Number of utility bills per year 120,000 120,648 120,000
GO bond ratings: Moody's/S&P Aa2/AA+ Aa2/AA+ Aa2/AA+
Percentage of debt payments made on time 100% 100% 100%
Compliance with CAFR and other debt covenant
requirements 100% 100% 100%
Completion of continuing disclosure requirements with
U.S. Securities and Exchange Commission (SEC) Rule
15c2-12 due 270 days after September 30
June 30 June 30 June 30
Audit findings from internal or external auditors on
capital assets 0 3 0
Proposed audit adjustment for capital assets from
external auditors 0 0 0
Percentage of City departments verifying capital assets
inventory by September 30 75%80%75%
Number of single audit findings 0 1 0
Date single Audit report filed with the Federal Clearing
house (required by May 30 of each year)May 30 June 24 May 30
Number of Citywide grant trainings completed
annually 2 0 2
- 1.10
- 0.75 199,238
Managing the City's debt, which includes debt
issuance, servicing, accounting and financial
reporting.
Financing & Debt Management
4,706,000 2.60 299,979
Processing, reviewing and routing of new Business Tax
Receipt (BTR) applications. Mailing of annual BTR
renewals. Review of holds on BTR accounts. If the
customer is delinquent on City obligations and
payment for a BTR renewal has been received,
pursuant to Article V, Section 102-374 of the City
Code, the City withholds the BTR document and sends
a letter to the customer stating the amount due and that
the delinquencies must be resolved before receiving
their BTR.
Business Tax Receipts,
Certificates of Use and Annual
Fire Permits
Capital Asset Management
- 1.15164,568
Monitors federal, state and local grants in accordance
with OMB Circular A-133 compliance supplement,
work with the external auditors and other city
departments.
Grants Organizational Innovation
Organizational Innovation
Organizational Innovation
Organizational Innovation 186,225
Record keeping, accounting and reporting of the City’s
fixed capital assets which includes annual review of
capital asset inventory with City departments and
quarterly reconciliations of the fixed asset module to
the general ledger.
20
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's *
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Finance Department - General and Resort Tax Funds
Number of general phone calls answered at call center
(Finance Department calls)52,000 54,822 52,000
NEW - Average abandoned rate for phone calls
to the Customer Service Center Call-Center N/A N/A 5%
Number of general calls going to voicemail (Finance,
Parking, Transportation, 305-673-7000 & 305-604-
CITY).
90 weekly 146 weekly 90 weekly
Percentage compliance with Florida Statute 218.415 -
Investments of Public Funds [annually audited by
external auditors]
100% 100% 100%
Investment Program rating: S&P Global AAAf/S1 AAAf/S1 AAAf/S1
Compliance with Florida Statute on safety, liquidity
and yield. No funds lost, sufficient cash on hand and
reasonable earnings on investments
100% 100% 100%
Percentage compliance with the City's investment
policy 100% 100% 100%
Utilities/Resort Tax/Special
Assessments Accounting,
Reporting, and Collections
Organizational Innovation
Manages receipting, recording, accounting and
reporting for the utilities accounts. Schedule cut-offs of
delinquent accounts and files liens for uncollectible
accounts with Miami-Dade County.
141,655 0.90 - Number of County liens filed: Utilities/Resort
tax/Special Assessments 40/10/80 36/7/1 40/10/80
Number of passport transactions 2,500 631 2,500
Average customer wait/transaction times for passport
transactions (minutes)15m/8m 14m/9m 15m/8m
Number of lottery applications per quarter 350 157 350
Number of garage sale permits sold 50 37 50
Average number of days for lien searches 5 5 5
Number of expedited liens completed within 24 hours 1,200 842 1,200
Treasury and Banking
625,000 0.68116,288 Processing of lien statements (estoppel letters) on
annual basis for real estate sales & refinancing.Organizational InnovationLien Statements
58,000 0.80101,344
Processing of applications for participation in the three
lotteries (each done on quarterly basis). Processing of
Real Estate Sign, Garage Sale, Buss Pass applications
for permits. Processing of US Passport applications.
Miscellaneous Permits: Lotteries
(Artist Vendors, Street
Performers and Non-Profit
Entities), Passports, Garage
Sale, Real Estate Signs, Bus
Passes and others.
2,769,000 1.25 161,962
- 1.28146,907
Provide customer service for the City's in-house call-
center, where phone calls are answered for the
Finance, Parking and Transportation departments.
Additionally answer phone calls to 305-604-CITY and
the 305-673-7000 (main line).
Call Center & 305-604-
City/305-673-7000 Organizational Innovation
Organizational Innovation
Managing the City’s treasury and banking, which
includes investment, cash flows, distributions,
collections, and relationships with banks and
investment firms. The Department also manages the
banking relationships and daily financial transactions.
Organizational Innovation
21
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's *
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Finance Department - General and Resort Tax Funds
Resort Tax-Accounting,
Reporting, Collections Organizational Innovation
Recording, reconciling and reporting of resort tax revenues and collection of delinquent accounts.
The Finance Department manages compliance with
Chapter 218.32, Florida Statutes, Governmental
Accounting Standard Board (GASB) requirements,
Government Finance Office Association (GFOA)
guidelines, Rules of the State of Florida Auditor
General and several other internal controls. The
Department also complies and publishes an audited
Comprehensive Annual Financial Report (CAFR) in
accordance with debt covenant and Chapter 218.32,
Florida Statutes. The Department provides support and
collaborates with other City departments on financial
and accounting matter and financing strategies.
96,604 0.45 - Average number of days to produce Resort Tax Report
after end of the month 10 8 10
Number of BTR violations assessed 450 63 450
Number of RT violations assessed 180 84 180
Percentage of resort tax customer filing and paying
online 98%98%98%
Average number of days to record resort tax receipts
and complete monthly postings 5 5 5
Percentage of resort tax assessments completed by
Internal Audit compared to paid or non-payment within
the same year
80%80%80%
Average number of days to produce Resort Tax Report
after end of the month 10 8 10
Number of days for recording and posting Resort Tax
receipts 5 5 5
- 0.15 66,897 Prosecution of Business Tax Receipt (BTR) & Resort Tax
(RT) violations at Special Master hearings.Special Master
209,531 0.50 209,531
Resort taxes can be paid on-line, in person or by mail.
The Resort Tax data is housed in separate software
system from the City Enterprise System.
Any rental of rooms in any hotel, motel, rooming house
or apartment house or restaurant that sells food,
beverages, and alcoholic beverages are required to
register and remit resort tax to the City of Miami
Beach. There is a 4% tax on the rent of a room or
rooms in any hotel, motel, rooming house or apartment
house, and a 2% tax levied on the total sales price of
all food, beverages, alcoholic beverages (including
beer and wine) sold in any restaurant, bar, or
nightclub.
Resort Tax- Revenues and Cash
Receipting / Recording
167,948 1.50 167,948
The Finance Department is responsible for recording,
reconciling and reporting of resort tax revenues and
collection of delinquent accounts. The Finance
Department reconciles resort tax receipts to banking
transactions, including on-line and on premises
payments.
Journal entries and several reports are prepared
monthly from distribution to the City Commission,
Management and external stakeholders. Audits on tax
payers and assessments, interest and penalties are
performed and calculated by the City's Internal Audit
Department. Finance is responsible for collections of
unpaid assessments and associated costs.
Resort Tax- Accounting,
Reporting and Collections
Organizational Innovation
Organizational Innovation
Organizational Innovation
22
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's *
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Finance Department - General and Resort Tax Funds
Average excellent customer satisfaction rating for rated
Resort Tax visits to the Customer Service Center 98%96%98%
Total average visit time for Resort Tax transactions
processed at the Customer Service Center (minutes)15m/17m 17m/17m 15m/17m
Number of active Resort Tax accounts 3,500 3,941 3,500
Percentage of visits rated as “excellent” at the Customer Service Center 98%98%98%
Total average visit time for all transactions processed
at the Customer Service Center (minutes) 22 23 22
Average employee turnover <15%10% <15%
Number of face-to face transactions processed at
Customer Service Center 35,000 10,584 35,000
Totals:6,772,000$ 44.30 8,745,000$
FOOTNOTES:
* 1.5 Full-time Financial Analyst III positions, 1 Full-time Financial Analyst II positions, 7 Full-time Financial Analyst I positions, and 0.25 of the Chief Financial Officer's position are funded by the Parking Department
1.5 Full-time Financial Analyst I positions and 0.45 of the Chief Financial Officer's position are funded by the Public Works Department
0.5 of a Full-time Financial Analyst II position and 2.50 Full-time Financial Analyst I positions are funded by the Building Department
100,521 1.50 100,521 Opening and closing resort tax accounts, call center
functions for Resort Tax, and general inquiries.Organizational InnovationResort Tax-Customer Service
Center
^Delays due to the COVID-19 pandemic disruptions for City staff
^^The Finance Department did not meet the March 31, 2020 deadline due to the COVID-19 pandemic disruptions for City staff and external auditors, as well as delays resulting from OPEB actuarial discrepancies and subsequent OPEB restatements in the Comprehensive Annual Financial
Report for the period ending September 30, 2019
Leadership, direction and strategy for the Finance
Department.Administration - 3.801,865,351 Organizational Innovation
23
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Department:Fire Department - General, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
NEW - First responding engine travel time for 90% of
all Fire Responses (CFAI standard - 6 minutes 20
seconds or less)***
00:06:20 00:04:44 00:06:20
NEW - Time in which initial full alarm assignment for
low and medium hazard responses was assembled on
scene for 90% of structure fire responses (CFAI
standard - 8 minutes or less)
00:08:00 00:08:32 00:08:00
NEW - Turn out time for 90% of all Fire Suppression
Responses (CFAI standard - 80 seconds or less)00:01:20 00:01:33 00:01:20
NEW - Turn out time for 90% of all EMS Incident
Responses (CFAI standard - 60 seconds) 00:01:00 00:00:56 00:01:00
NEW - EMS call response time (from receipt of call to
arrival) for 90% of incidents (CFAI standard - 6 minutes
or less)
00:06:00 00:07:48 00:06:00
NEW - % of Patient's with non-traumatic chest pain,
greater than 35 y/o treated by EMS, who get a 12-
lead ECG within 10 minutes of patient contact.
90%98%90%
% of fire inspections performed of all existing buildings
(excluding single family) in the City to create a fire safe
environment for the residents and visitors.
100%78%100%
# of presentations on fire and life safety issues. 60 95 62
% of Fire Department apparatus that receive vehicle
preventive maintenance three times per year. 100%92%100%
% of employees receiving a minimum of 48 hours of
training per quarter per ISO and MBFD requirements. 98%99%98%
% of employees receiving a minimum of 15 hours of
EMS training per quarter.90%98%90%
Ocean Rescue Neighborhoods
Responsible for providing ocean lifeguarding for 7.1
miles of beach, via 36 lifeguard towers and four sub-
head quarters. (95 FTE and 47 PTE)
13,124,500 117.50 - % of publicly accessible beach areas covered by
existing lifeguard towers 100%100%100%
1,945,000
Suppression
Responsible for mitigating the dangers and destruction
caused by fire, explosives, weapons of mass
destruction, and Hazardous Materials. Conduct
building inspections, develop pre fire plans on target
hazards, and respond to emergency incidents.
31,986,860 113.00
Support Services & Training
Responsible for Mechanical Maintenance and
Communications. Repairs all firefighting apparatus and
equipment, conduct tests and maintain records of
same. Coordinate with PSCD for QA/QC for dispatch
and radio maintenance. Responsible for Training and
establish in-service training, new hire and promotional
standards.
3,176,201 7.00
120,000
Rescue
Neighborhoods
Neighborhoods
Neighborhoods
Neighborhoods
3,647,000
-
Respond to all emergency medical incidents and
provide pre-hospital care to the sick and injured.
Transport those patients to area hospitals and release
to emergency room staff. Respond to all structure fires
and perform the functions of fire companies on those
incidents.
Prevention
Responsible for enforcing all Fire and Life Safety
Codes. Conducting building inspections, plan reviews
for new construction and major renovations, places of
assembly inspections, investigation of fires for cause
and origin.
27,809,835 91.00
3,600,513 14.00
25
Department:Fire Department - General, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of calls dispatch time within 90 seconds for fire
calls. 90%92%90%
% of 911 calls answered within 10 seconds.90%92%90%
High Impact Periods and
Special Events Neighborhoods
Offsetting the General Fund overtime expenditures
needed to provide essential City services, including
during high impact periods, including, but not limited
to Halloween, Memorial Day, July 4th, New Year's,
and Spring Break.
180,000 - 180,000 # of special events staffed by Fire safety personnel 5 3**5
Continued efforts to maintain an Insurance Services
Office (ISO) score of 100. 100%100%100%
Continued efforts to maintain international
accreditation through the CFAI.100%100%100%
Maintain an annual succession plan that will
proactively meet the needs of all divisions department
wide.
100%100%100%
Update CEMP and annexes annually as needed and
update Record of Changes 100%100%100%
# of meetings with Departments to discuss and update
departmental emergency plans and procedures 26 26 26
After-action plans prepared 1 1 1
Total number of incident action plans 4 15 4
Logistics Environment & Infrastructure
Logistical Coordination, Asset and Resource
Management (includes Facilities Management,
Equipment Management, and Staffing Resources).
218,200 1.00 -
Mitigation/Recovery Environment & Infrastructure Flooding; Historic Preservation; Environmental Action;
FEMA Grants; Volunteer Services;57,250 0.50 -
669,000
Administration - Fire
The Fire Administration ensures a constant state of
mission readiness through the efforts of the Fire
Suppression Division, the Fire Rescue Division, the Fire
Prevention Division, the Support Services Division,
Training Division, Ocean Rescue Division and the
Public Safety Communications Division and implements
best practices, creating a workforce that is flexible,
proactive and identifies, reduces and eliminates
redundancies. The Administration's expectation is that
the workforce be well trained, innovative, and ethical
at all times.
2,453,645 20.00 -
57,250 0.50 -
Plan Development, Plan Review, Data Management
and Systems Analytics, Research, Strategic Planning,
and Project Management.
Planning
Neighborhoods
Neighborhoods
Environment & Infrastructure
Communications (PSCD)
Provides 24/7 public safety support services to
multiple departments, residents, visitors, and the
business community. Public Safety Communications
Division (PSCD) answers all 9-1-1 Emergency Calls,
Non-Emergency Calls, as well as dispatching Fire and
Police. Performs all CJIS Entries and Records
Management. Partially offset by E-911 funds.
Funds used to offset the PSCD expenditures from the
General Fund:
-Main and Backup Phone Service
-Salaries / Overtime for Communications Operators
(Call Takers)
-Operating Expenditures
8,582,446 64.00
26
Department:Fire Department - General, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Community Outreach/Public
Information Neighborhoods
Business & Industry; Organizations Active in Disasters;
Faith-Based and Neighborhood Partnership Program;
Public Outreach Publications; Community Emergency
Response Teams (CERT)
73,200 1.00 - Number of public outreach/education events with
emergency management messaging 30 17 30
Total number of mass emergency notification system
tests 2 6 2
Total # of hours of contact training for all emergency
management training for Emergency Management
personnel
150 163 150
Total # of hours of emergency management training for
Emergency Management personnel 150 155 150
# of hazard specific exercises 1 4 1
High Impact Periods and
Special Events - Emergency
Management
Neighborhoods
Provide essential City services, during high impact
periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
10,000 - 10,000
Total amount of funding through grants or alternative
funding sources $100,000 $0 $100,000
NIMS Compliance (Emergency Management)100%100%100%
NIMS Compliance (First Responders)100%100%100%
Totals: $ 92,030,000 432.50 $ 6,571,000
FOOTNOTES:
*Part-Time positions are equivalent to 0.5 FTE
***Previous version of the standard used in this measure (4 minutes) did not reflect the time from receipt of call to arrival. All actuals reported include the time of receipt of call.
2.00 -
177,300 1.00 Neighborhoods -
**As a result of the Coronavirus pandemic, the Department was unable to meet the target number of events due to special event cancellations.
Emergency Operations
Center/Event Coordination
Center (EOC/ECC)
Central coordination facility responsible for carrying
out the principles of emergency preparedness and
emergency or disaster management functions at a
strategic level during an emergency, and ensuring the
continuity of operation of the organization. The EOC
is responsible for the strategic overview of a disaster.
The common functions is to collect, gather and analyze
data to help the City make decisions that protect life
and property, maintain continuity of the organization,
within the scope of applicable laws; and disseminate
those decisions to all concerned agencies and
individuals. Emergency Operation Areas; Emergency
Response Teams; Shelters; Training and Exercises.
Administration - Emergency
Management Organizational Innovation
Provides overall management, direction and fulfillment
of the Office’s mission, to include payroll, Finance,
Budget Management, Grants Management, Financial
Analysis, Contract Management, and Requisition
Management.
522,800
27
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Department:Fleet Management (Division of Property Management) - Internal Service Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
YTD Fleet Availability - Police Pursuit Vehicles, Monthly 96.0% 96.9% 96.0%
YTD Fleet Availability - Sedans & Light Trucks, Monthly 95.0% 96.9% 95.0%
YTD Fleet Availability - Police Pursuit Vehicles, Monthly 96.0% 96.9% 96.0%
YTD Fleet Availability - Sedans & Light Trucks, Monthly 95.0% 96.9% 95.0%
Maintenance and Repair -
Village of Key Biscayne Environment & Infrastructure Contracted vehicle repairs and maintenance for the
Village of Key Biscayne 52,290 0.12 58,400
Maintenance and Repair -
North Bay Village Environment & Infrastructure Contracted vehicle repairs and maintenance for North
Bay Village 78,436 0.18 87,600
Parts Management Environment & Infrastructure
This area is responsible for: ordering, stocking, and
issuing automotive parts required for the operation and
maintenance of vehicles/equipment; maintaining a
perpetual inventory stocking level to meet stakeholders'
expectation; maintaining the Fleet building facility
maintenance program.
171,953 2.15 - Inventory Variance %, Annual 0.2%0.3%0.2%
Gasoline Gallons Purchased, Annually 740,000 752,436 726,000
Diesel Gallons Purchased, Annually 175,000 138,937 170,000
Environment & Infrastructure
Environment & Infrastructure
Environment & Infrastructure
In-House preventative maintenance and repairs of:
Sedans & Light trucks, Heavy-duty vehicles &
equipment, Special duty/Critical service
vehicles/equipment
Outsourced maintenance and repairs involving:
collisions, marine vessels, dealers, transmissions, and
safety equipment installations
3,815,070
217,877
12.70
0.50 -
- In-House Maintenance & Repair
Outsourced Maintenance &
Repair
Fuel Management
This area is responsible for purchasing and dispensing
fuel on-site and off-site (retail). Responsibilities include:
management and maintenance of dispensing facility at
Terminal Island; administration of Fuel Card program
and various retail accounts; management of fuel
inventory; tanker distribution of gas and diesel fuel to
various City facilities; fuel management system
administration, maintenance and repair; and fuel key
management.
2,287,398 0.35 127,000
29
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Vehicle Replacement Environment & Infrastructure
This area is responsible for the purchase and disposal
of sedans, light trucks, heavy-duty vehicles and
equipment, and special duty/critical services vehicles
and equipment.
4,758,738 0.70 300,000 Units Replaced by Department, Annually 270 162 333
YTD Employee Training Hours, Annually (a)24.0 6.0 24.0
Service Shopper Ratings, Quarterly
(this program is used to help assess how well the City
is serving its customers. The score ranges from 1 to 5, with 5 being the highest.)
4.0 **4.0
Totals:13,216,000$ 19.00 639,000$
FOOTNOTES:
*All internal service department expenditures are allocated to departments citywide
**Indicates measure was not tracked and/or conducted during reporting period
Environment & InfrastructureAdministration
Includes Assistant Director, Senior Admin Manager
and Office Associate Salaries; supplies and utilities
expenses; and site security and maintenance costs.
1,834,237 2.30 66,000
Fleet Management (Division of Property Management) - Internal Service Fund
30
Department:Housing & Community Services - General and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Number of certified access staff maintained 3 3 3
Number of individuals/ households assisted with
Access Florida services 150 318 100
AIDS Foundation Parking Mobility Manage funding for AIDS Foundation mobile event
parking 4,000 - - Number of paid parking events 25 25 25
Number of elder events 10 1 4
Number of home visits / welfare visits conducted annually 40 5 5
Number of elderly served annually 400 332 400
Number of households provided with Cash/Funding
assistance 90 7,034 3,500
Number of residents served annually 2,500 8,720 2,500
Number of people receiving tax preparation services
annually 300 429 300
UNIDAD Meals Program Mobility Grant oversight for UNIDAD of Miami Beach Senior
Meals Program 230,000 - - Number of people served by meals program 180 180 180
Youth Services
(partially grant-funded)Mobility
Provide administrative and contract compliance
support for three programs funded by The Children's
Trust: All Stars (afterschool program serving Nautilus
Middle School students ); Parent-Child Program
(serving new parents and infants and toddlers); and
Success University (serving students and parents within
the Miami Beach Feeder Pattern Schools with a variety
of educational, financial and family supports)
248,016 - - Total # of Youth Served
(varies depending on grant contract)427 489 427
Number of capital projects funded and monitored for
compliance annually 5 5 4
Real Estate Assessment Center (REAC) score for City-
owned residential housing projects 85 85 85
Number of residential properties monitored for life
safety and property standards compliance 5 5 5
Number of First-Time homebuyers assisted (SHIP
funded)3 10 4
Number of owner-occupied homeowners assisted (SHIP
funded)1 0 1
Elder Services
Resident Services
Housing and Community
Capital Projects
(partially grant-funded)
Conduct workshops / presentations for elder serving
residents; conduct welfare checks and home visits;
complete needs assessments; complete amplified
phone registration and delivery for hearing-impaired
residents; home-based services registration for
disabled, frail elderly residents; emergency evacuation
registration ;identity theft prevention education; among
other services.
Provide emergency and support services to residents
facing eviction or utility services cut-off; grocery
delivery program to address residents facing food
insecurity; advocacy and housing placement for those
at-risk of homelessness; IDEA; ADA, entitlements
advocacy; and also provides free tax preparation
services; child support enforcement support; and
criminal records expungement; among other services.
1.00 -
- 1.00
151,172
153,223 Mobility
Mobility
ACCESS Florida Center
Conduct application and screening for public
assistance/entitlement services including SNAP (food
stamps); Senior SHINE Program; delivered meals;
companionship program; home health aide services;
among others services
123,008 1.00 - Mobility
1.00 - 412,297
Capital project compliance and Project Management
for City-owned residential properties and Federally-
funded capital projects. Federal and State compliance
for CDBG, HOME and SHIP funded projects including
private and public development projects (balance of
positions funded by HUD dollars)
Mobility
31
Department:Housing & Community Services - General and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Workforce Housing Promotion
and Development
(partially grant-funded)
Mobility
Promotion and development of Workforce housing
projects including those acquired and/or developed by
the City (balance of positions needed funded by HUD
dollars)
25,000 - - Number of workforce housing projects acquired/
maintained 2 0 0
Number of homeless contacts annually 5,200 4,187 5,200
Shelter bed admissions annually 500 402 500
Number of Shelter providers contracted annually 3 3 3
Number of individuals transitioned to self-sustaining or
permanent housing 250 31 250
Number of relocated homeless individuals 190 139 190
Number of individuals permanently placed not
returning to homelessness 100 20 20
Homeless Employment / Peer
Outreach Program Mobility
Provide career development including fundamental
employment skills and job integration opportunities for
sheltered homeless through a peer support model that
reinforces the transition from the streets to independent
living
67,531 - - Number of sheltered homeless individuals provided
with employment training 32 28 32
Emergency Rent/ Utility
Assistance Mobility
Provide rent and utility assistance to individuals
transitioning from shelter to self-sustaining permanent
housing with the goal of also ensuring that outstanding
court fees are resolved as a means of improving credit
scores, compliance with the law ensuring the
elimination of berries to permanent success
56,000 - - Number of individuals/ households assisted with rent/
utility assistance and care coordination services 4 1 4
Number of tenant recertifications preformed annually 89 80 81
Number of tenants housed 89 80 89
Percentage of vacancies annually
Estimated
percentage of vacancies = 5%10%5%
Domestic Violence - Miami
Dade County Homeless Trust Mobility
Provision of rent assistance to eligible homeless
persons and emergency hotel/motel services for
homeless persons
- - - Number of homeless persons assisted 10 0 0
Homeless Outreach and
Shelter Placement Services
(partially grant-funded)
7.25 - Provide assistance to individuals in need of basic
shelter 1,642,806 Mobility
Residential Housing Portfolio
Management, tenant screening and maintenance of
City-owned affordable housing units ensuring
compliance with applicable US. Department of
Housing and Urban Development rules and
regulations:
• Lottie Apartments (9 units, completing Phase 1
renovations in 2019)
• Madeleine Apartments (16 units, replacing sea wall
and commencing Phase 1 renovations in 2019)
• Neptune Apartments (35 units, and pursuing funding
for roof replacement, facade renovation, and internal
improvements)
• London House Apartments (24 units)• Barclay Apartments (Issuance of development RFP in
2019)
• Biscayne Beach House (5 units, completing Phase 1
renovations in 2020)
813,000 3.10 813,000 Mobility
32
Department:Housing & Community Services - General and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Domestic Violence - Domestic
Violence Oversight Board Mobility
Provision of funds for the following services to benefit
domestic violence victims within our City:
* Emergency hotel placement
* Rent/Utility Assistance
* General Support Services to include up to $750 per
household assisted
- - - Number of households assisted 50 0 0
Administration Mobility
Provide direction and administrative support to all
programs and divisions within Housing and
Community Services
375,947 2.30 - Percentage completion of training and professional
development goals 100% 100% 100%
Totals: 4,302,000$ 16.65 813,000$
FOOTNOTES:
* Part-time positions are represented as 0.5 FTE
**Indicates measure was not tracked and/or conducted during reporting period
***Housing and Community Services is supported by 1.70 FTEs from the Community Development Block Grant and 0.90 FTE's from the HOME Entitlement grant
****Expenditures for the Domestic Violence programs were incorporated into the General Fund budget for FY 2021
33
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of employees who received tuition reimbursement 125 74 125
Tuition Reimbursements - Certifications $70,000 $15,597 $30,000
Tuition Reimbursements - Bachelors Degree $70,000 $57,709 $50,000
Tuition Reimbursements - Masters Degree $160,000 $94,073 $80,000
Amount of Tuition Reimbursements $300,000 $167,380 $160,000
Average Salary (Full-time UNC)$70,000 $77,215 $70,000
# of new hires processed 300 132 150
# of promotions processed 225 235 225
# of applicants processed by recruitment functional
area 15,000 9,291 15,000
# of hours consulting on employee relations issues 750 108 150
# of total employees drug tested 3,000 1,377 3,000
% of Equal Employment Opportunity Commission
charges ruled in City's favor 100% 100% 100%
% of new employees with access to OD online
required training within two weeks of official
employment start date
100% 100% 100%
# of citywide administrative procedures updated 10 7 10
# of employees trained on HR related topics 650 0 650
% of contract employees trained in customer service
standards 100% 100% 100%
Human Resources - General and Internal Service Funds
Organizational Innovation
Organizational Innovation
Organizational Innovation
- 1.00 133,200
Supports the development and coordination of the
comprehensive training and development programs,
sustains citywide e-learning program and development
of new training programs, facilitates and trains
supervisory program, leadership culture program, and
employee academy, develops and supports SNAP
surveys including employee reward and recognition
program oversight.
Organizational Innovation
Recruitment/Testing
Onboarding of employees; One-stop Shop to include
background, hiring and identification processing;
administering testing for promotional opportunities.
612,000 6.00 -
Compensation & Payroll
Provide ongoing cyclic reviews of citywide positions &
classifications to ensure fair & equitable market
compensation for employees.
718,400 5.00 -
Process disciplinary matters; investigate and respond to
EEOC complaints; report on City's diversity program;
prepare reports required by DOJ Office of Civil Rights
and EEOC.
Employee Relations 3.00 319,300
Training & Development
-
35
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Human Resources - General and Internal Service Funds
# of grievances received from unions N/A 11 10
# of hours of internal step 3 hearings N/A 51 40
# of arbitration cases N/A 3 3
# of recordable claims 250 294 250
Employee Hours on Injury Service Connected (ISC)12,500 20,340 12,500
Injury Service Connection (ISC) Claims Cost $350,000 $743,328 $350,000
Average value of workers' compensation claim $5,500 $6,515 $5,500
# of 3rd party liability claims received 150 137 150
Value of 3rd party liability claims settled $2,700,000 $4,354,079 $2,700,000
# of subrogation claims 85 60 65
Amount collected in subrogation claims $250,000 $107,108 $200,000
Insurance (Property & Casualty) Organizational Innovation
Analyze and recommend risk transfer and risk
avoidance strategies in reducing the City's financial
risks; manage insurance compliance for vendors
contracted with the City.
7,108,000 0.50 - # of citywide contracts monitored for insurance
compliance 1,600 896 850
# of safety training classes 40 40 30
# of person hours of training 80 50 40
# of facility inspections for safety hazards 35 35 20
# of City vehicle accidents N/A 170 135
Value of damage to City vehicle N/A $140,670 $110,000
Organizational Innovation
Organizational Innovation
Organizational Innovation
Organizational Innovation
Safety program in compliance with F.S. 440.1025,
increases the awareness, reduce occupational injuries
and accidents; evaluate and inspect facilities and
operations for identify and correct hazards.
Handling of 3rd party bodily injury and property
damage claims pursuant to F.S. 768.28; subrogation
against responsible parties of City property damage;
City auto liability claims.
Liability 1.00 5,938,000
Workers Compensation
Manage workers' compensation program pursuant to
F.S. 440 in conjunction with Third Party Administrator
(TPA); Liaison between TPA and City employees.
6,193,000 1.00 -
Labor Relations
Conduct & administer the city's collective bargaining
process in developing final agreements between the
city & the five (5) various bargaining groups.
585,400 2.00 -
1,097,000
Safety - - 1,590,000
36
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Human Resources - General and Internal Service Funds
# of personnel action changes/updates to
active/retiree benefit plans 4,000 2,925 2,750
% of change for group employer medical premium
(includes HSA contribution)5%5%5%
% of change for group employer dental premium
(includes HSA contribution)5%5%5%
% of change for group employee medical premium 15%0%15%
% of change for group employee dental premium 10%0%10%
# of FML certifications 800 831 800
Average value of medical claims per employee per
month $950 $1,035 $950
Average value of dental claims per employee per
month $65 $64 $65
# of NRG fitness participants per day 35 15 20
# of Yoga participants per day 15 3 10
# of Zumba participants per day 10 1 10
% of Engagement in Go365 Wellness program 60%49%60%
# of Medical Screenings Unlimited participants 550 361 400
Total wellness points accumulated by participants 7,000,000 4,814,307 5,500,000
3rd Party Medical & Dental
Insurance Organizational Innovation Retiree Fully Insured Plan 8,361,600 - -
Administration of Risk
Management & Employee
Benefits program functions
Organizational Innovation
Provide ongoing oversight, support and coordination
of all department functions inclusive of administration,
policy, strategy, budget management & planning
(Risk Management & Employee Benefits).
1,626,000 4.65 943,000 # of hours on management consulting in Workers
Compensation/Liability claims/Insurance Compliance 3,250 4,921 4,400
Organizational Innovation
Organizational Innovation
Employee Wellness Program
Management of Wellness programs:
NRG Fitness
Yoga
Zumba
Medical Screenings Unlimited
309,000 - -
3,582,000 1.00 31,406,200 Administer employee and retiree benefits program
including negotiating contracts with vendors,
conducting annual open enrollment.
Employee & Retiree Benefit
Management
37
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Human Resources - General and Internal Service Funds
# of hours of strategic consulting with departments 300 416 350
# of job audits conducted 3 0 2
# of reclassification request processed 25 7 10
# of hours on management consulting in Workers
Compensation/Liability claims/Insurance Compliance 3,250 4,160 3,250
# of hours consulting on medical/dental program 3,250 4,921 4,400
Totals:65,507,000$ 28.00 5,622,000$
FOOTNOTES:
*All internal service department expenditures are allocated to departments citywide
Organizational Innovation
Provide ongoing oversight, support and coordination
of all department functions inclusive of administration,
policy, strategy, budget management, billing for
benefits services, and planning.
Administration - 2.85 606,900
38
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of Trouble Tickets Resolved within Service Level
Agreement (SLA)95%95%95%
% of Local Area Network (LAN) Availability 99%99%99%
% of Wide Area Network (WAN) Availability 99%99%99%
% of Website Availability 99%99%99%
% of Exchange Availability 99%99%99%
% of Munis Availability 99%99%99%
% of EnerGov Availability 99%99%99%
% of Telephony Availability 99%99%99%
% of Computer Aided Dispatch (CAD) Availability 99%99%99%
% of Quarterly Compliance with Payment Card
Industry (PCI)100% 100% 100%
% of Information Security Phish Prone Tendency 5%2%6%
% of Window Patching 80%80%80%
Public Safety Organizational Innovation
Pertains to implementation and maintenance of systems
that are used by Police, Fire, Ocean Rescue, PSCD and EOC.
744,386 2.00 - % of Computer Aided Dispatch (CAD) Availability 99%99%99%
Cybersecurity Organizational Innovation
Providing essential controls and assurance mechanisms
to maintain acceptable levels of risk for the enterprise
and guarding against breaches of Confidentiality,
Integrity, and Availability of information and systems. Protecting City Information Assets includes but is not
limited to: Enterprise Virus Protection/SPAM Filtering,
Enterprise Intrusion Detection/Monitoring, Enterprise
Vulnerability Assessments, Investigations, Computer
Forensics/Data Recovery Services for the Enterprise,
Enterprise Data Security Risk Management/ Protection,
Enterprise Security Policies/Best Practices, Enterprise
Security Awareness Program, and Regulatory
Compliance.
1,776,730 2.00 -
223,000
Information Technology - Internal Service and Special Revenue Funds
Operations and Maintenance Organizational Innovation
Maintaining business services that are essential to City
operations on a day to day basis including but not
limited to: Enabling the Business Office with email,
mobile/desktop phones, voicemail, personal
computers, printers, software licenses and distribution.
Enabling Public Self-Service including credit card
processing, official public records access, City website,
and automated telephone processing. Maintaining
Production Applications for both commercial and in-
house products such as Eden, Munis, Energov,
Laserfiche, Telestaff, Novatime, SharePoint, Egov
Customer Support Center, and Strategic Planning for
Production Growth.
12,457,270 29.03
39
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Information Technology - Internal Service and Special Revenue Funds
# of financial transactional processes automated this
year 20 20 20
# of new projects started this year 25 20 20
Data Integration and Business
Intelligence Organizational Innovation
Creation and maintenance of aggregated data sets
that can be analyzed and presented to business
owners to represent graphical depictions of trends,
analysis and statistics that help track key metrics and
assists in the making informed decisions based on
accurate business intelligence. Going forward, there is
a critical for resources to migrate legacy systems into
new frameworks that will assist with the automation of
transactions. There is also a critical need to augment
current resources to add new skills, tools and methods
to improve the ability to integrate and produce
business intelligence.
727,671 3.00 - # of data sets integrated into data warehouse 20 15 15
Administration Organizational Innovation
Department Administration, Human Resource
Management, Contracts Administration, Internal
Services & Budgeting.
1,318,582 4.00 1,894,000
Totals:17,952,000$ 44.03 2,417,000$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
**2 additional full-time positions funded by the Building Department. (1 Senior Systems Analyst and 1 Systems Analyst)
***All internal service department expenditures are allocated to departments citywide
Process Improvement and
Digitization**Organizational Innovation
This program focuses on the analysis and automation
of business and operations workflows with the goal of
streamlining while also improving the customer
experience. This program also handles the
implementation of new systems and projects that
ultimately lead to true digital transformation.
IT Tech Fund - Projects approved by the IT Steering
Committee and in progress include:
• Miami Beach Rising Above Portal
• Miami Beach Rising Above Portal
• MBPD Off-Duty Employment Software's
• Police Subpoena Notification System
• Bldg. Dev Process Ent System
• Forensics & Identity Management Platform
• Utility Bill & Energy Mgt Software
• Residential Housing Tenant Management software
• Kronos
927,360 4.00 300,000
40
Department:Marketing & Communications - General Fund and Resort Tax
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
NEW - # of YouTube video views per year N/A 265,000 100,000
# of videos produced 150 151 150
# of social media followers 200,000 226,849 205,000
# of press releases 135 122 135
# of bi-weekly e-newsletters 245 307 245
# of text alerts 500 1,826 500
# of executed quarterly MB magazines 4 2 4
# of video views on social media platforms (except
YouTube)500,000 470,000 480,000
# social media impressions per month 1,500,000 1,500,000 1,500,000
# of NextDoor residents 13,000 12,849 13,000
# of Neighborhood Leadership Academy attendance 10 15 10
# of community events attended 100 150 100
NEW- # of public meeting attendees annually N/A 500 600
NEW - # of direct mail/EDDM sent annually N/A 4,000 4,000
- Community Outreach Neighborhoods
Program includes continuous liaising with homeowner
associations, communicating via NextDoor and serving
as city’s condo ombudsman; communicating with
residents for feedback on the quality of communication
between the city and the community; attending public
and neighborhood meetings, and gathering resident
feedback; coordination and execution of
Neighborhood Leadership Academy; communicating
with local businesses and taking note of their concerns;
coordinating public outreach with all departments as
needed.
150,000 1.49
Public Information/Media
Relations
Program includes MB magazine, social media, email
blasts, media outreach and public records
management, press releases, and overseeing all
internal and external communications; spearhead
traffic text alerts; execution of quarterly MB magazine;
create and increase video views across social media
platforms to promote city initiatives.
515,000 3.50 Organizational Innovation
Audio Visual Communications
-
Organizational Innovation
Program includes creating content for MBTV including,
but not limited to, telecasted meetings; citywide
promotional videos for programs, initiatives, facilities
and events; creation of timely, effective and innovative
videos that can be utilized across all communication
channels; videography and photography of all public
meetings and city happenings; and managing the
emergency radio system.
400,000 3.00 -
41
Department:Marketing & Communications - General Fund and Resort Tax
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Graphic Design Organizational Innovation
Program includes creating all collateral for city
departments, programs and events, including print,
digital, large format, custom, etc.; design of quarterly
MB magazine and Recreation Review; manages the
daily usage of the city brand; deliver timely and
creative work products that resonate with the intended
audience; ensures the brand image of the city is
represented accurately in all visual communication
pieces.
265,000 2.00 - NEW - # of projects completed N/A 345 250
Marketing Organizational Innovation
Program includes marketing and advertising all city
programs, events and facilities, branding of the city
and creation, generating revenue through sponsorships
and advertising, and management of the licensing
program.
410,000 1.00 200,000 # of marketing campaigns 20 14 20
$ of sponsorships & advertising $535,000 $608,393 $535,000
$ of in-kind sponsorships $300,000 $33,765 $300,000
Website Organizational Innovation
Program manages the day-to-day coordination of the
website and all pages therein. Assists with all daily
requests from staff as well as oversees any major
changes or upgrades needed. Also oversees the
branding and content to ensure that it accurately
reflects the brand of the City of Miami Beach.
110,000 1.00 - Website page views per month 375,000 387,000 375,000
Administration Organizational Innovation
Program manages the day-to-day coordination of
project requests for the department; overall department
budget; ordering and fulfillment of all supplies and
equipment requests; maintains accurate records and
accounts for all department equipment, programs and
resources; manages the department accounts
receivable and payables; and offers first-class customer
service.
455,000 1.00 - - - - -
Totals:2,380,000$ 12.99 674,000$
FOOTNOTES:
*Part-Time positions are equivalent to 0.5 FTE
**Other revenues generated from this program are reflected in the Transportation Fund
Organizational InnovationSponsorships/ Advertising**
Oversees all alternative revenue generation for the City
including sponsorships of facilities/event/programs,
sales of advertising in MB Magazine, management of
Coca-Cola Contract and oversees advertising on
trolleys and in parking garages; work closely with all
city department to assist in securing alternative revenue
sources as needed.
75,000 474,000
42
Department:Office of Mayor & Commission - General Fund
Program Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Mayor & City Commissioners
(Elected Officials)
Personnel expenditures related to the administration
and functions of the Office of the Mayor and
Commissioners and support staff.
332,000 7.00 -
Mayor & City Commissioners
Support Staff
Activities supporting City Mayor & Commissioners
such as office management and its integral role in
channeling the concerns and perspectives of the
community.
2,185,000 14.50 -
Totals:2,517,000$ 21.50 -$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
43
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Department:Organizational Development Performance Initiatives - General and Special Revenue Funds
Program Vision Area Description FY 2021Program
Exp $
FY 2021
FTE's*
FY 2021 Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of residents with elementary school children satisfied or very satisfied (includes
neutral) with public schools within Miami Beach (MB Survey)
Health & well-being 80%*80%
Safety 80%*80%
Student Achievement 80%*80%
% of residents with Middle School children satisfied or very satisfied with public schools in Miami Beach
Health & well-being 80%*80%Safety 80%*80%
Student Achievement 80%*80%
# of dual enrollment student class participants at Miami Beach Senior High School
and Miami Beach Nautilus Middle School 30 41 35
% of parents agreeing their child is receiving a good education at Nautilus Middle
School (School Climate Survey MDCPS)90% *90%
% of students agreeing they are receiving a good education at Nautilus Middle
School (School Climate Survey MDCPS)80% 76% 80%
% of parents agreeing the overall climate or feeling at Nautilus Middle School is
positive and helps them/their child learn (School Climate Survey MDCPS)80%* 80%
% of students agreeing the overall climate or feeling at Nautilus Middle School is
positive and helps them/their child learn (School Climate Survey MDCPS)80% 57% 80%
% residents that agree or strongly agree that employees are courteous and
professional (MB Survey)80%*80%
% residents that agree or strongly agree that employees that assisted them during
their most recent contact with the City had the proper knowledge (MB Survey)80%*80%
% businesses that agree or strongly agree that employees are courteous and professional (MB Survey)80%*80%
% businesses that agree or strongly agree that employees that assisted them during
their most recent contact with the City had the proper knowledge (MB Survey)80%*80%
# of employees recognized through Reward and Recognition Programs (Employee
Suggestion and Service Recognition only)650 75 650
NEW - # of Motions made by Youth Commission 5 5 5
NEW - # of youth participating in Steam Activities 2,500 2,915 2,500
# of youth participants Common Threads 500 550 500
# of youth in dual enrollment classes (MDC and FIU)900 N/A 900
NEW - $ saved by families of dual enrollment students since inception $5.00M $5.02M $5.50M
NEW - # of dual Enrollment classes at Miami Beach Senior High School and Nautilus Middle School N/A 38 41
NEW - # of Miami Beach Adult Residents Taking ESOL-GED funded by CMB 390 109 N/A
# of Hours of Reading Interventionists 1,000 900 500
# of youth participating in reading interventionist program 500 400 400
% improvement in reading performance 15%15%15%
# of hours of Math Interventionist 1,000 250 250
% improvement in Math Performance 15%2%5%
# of youth utilizing Nurse Initiative / Behavioral Health Program 1,400 1,885 1,400
# of Youth participants ADL 7,095 7,100 7,100
# of Miami Beach public schools implementing International Baccalaureate (IB)6 6 6
# of IB diplomas graduates 75 85 85
% of eligible IB students attaining diploma 80%87%85%
% VPK program capacity met 100% 100% 100%
# of youth participating in Drug Prevention Program 2,000 1,000 1,000
# of Parent/ guardian participating in Drug Prevention Program 50 60 50
% License Utilization Prepworks 100% 100% 100%
# of youth accessing college prep program (Prepworks)500 500 500
# of youth using the school agenda 7,500 4,985 4,985
# of Afterschool Enrichment participants - Fienberg Fisher K-8 Center 100 250 150
# of Afterschool Enrichment participants - Biscayne Elementary 100 257 150
NEW - # of high school youth participation in ACT/ SAT MOCK 50 N/A 50
Education Initiatives Prosperity 1,193,300 1.40 350,000
The Education Initiatives program supports programs through the General Fund ($563,000)
These program include:Common Threads $19,000
Math Interventionist $20,000
Reading Interventionist $50,000Youth Job Fair $1,000
Miami Dade College Dual Enrollment $28,000
FIU Dual Enrollment $62,000
STEAM Plus Program $378,000
Youth Commission $5,000
The Education Initiatives Program also supports several programs from the Education
Compact's Program Budget ($350,000)
These program include:
Mental Health $139,000Nurse (Mental Health) - Municipal Partnership $16,000
VPK $35,000
Anti-Defamation League no Place for Hate $9,000International Baccalaureate (IB) $50,000
Drug Prevention and Intervention Program $6,000
College Prep. Program / Materials $12,500
Agenda Planners $15,000
Extracurricular activities afterschool Fienberg/Biscayne/MBSH $60,000ACT / SAT Mock Test (FY 2021 Budget Only) $3,000
Misc. $4,500
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Department:Organizational Development Performance Initiatives - General and Special Revenue Funds
Program Vision Area Description FY 2021Program
Exp $
FY 2021
FTE's*
FY 2021 Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of new employees with access to OD online required training within two weeks
of official employment start date 100% 100% 100%
NEW - Employee Suggestion Program - # of employee suggestions submitted 40 47 60
NEW - Service Recognition Program - # of employees recognized 40 40 50
# of citywide administrative procedures updated 10 4 4
% Public Area assessments scoring 2.0 or better (cleanliness index)**80%85%80%
% of Restroom Assessments scoring 2.0 or better Average Restroom Assessment
Score**90%78%90%
% of Garage Assessments scoring 2.0 or better Average Garage Assessment Score**90%73%90%
% of Mystery Rider Assessments scoring 2.0 or better**90%94%90%
Average Mystery Rider Assessment Score**1.50 1.34 1.50
Average Garage Security Assessment Score**4.00 4.51 4.00
Average Garage Attendant Assessment Score**4.00 4.70 4.00
NEW - % Café Index Assessments no Hawking 80%45%80%
% Café Index Assessments no Hawking 80%45%80%
# of graduate interns placed 5 20 10
# of undergraduate interns placed 5 25 10
# of dual enrollment courses provided 22 22 22
% completion for Garage Index, Garage Attendant, and Garage Security
assessments 90%90%***
Average number of assignments completed for Mystery Rider 8 8 ***
% completion for Restroom assessments based on 80% complete per shift 100% 100%***
% completion for Cleanliness assessments 95%95%***
Overall % of shift assessments completed 100% 100%***
Totals: $ 1,417,500 4.25 $ 399,500
FOOTNOTES:
* Part-Time positions are equivalent to 0.5 FTE
** Index assessment scoring is based on a scoring range of 1.0 (Very Well Maintained) to 6.0 (Not Maintained)
*** All FY 2021 performance initiatives measures will be adjusted should the programs commence following COVID-19 restrictions
Prepare payroll for staff, interns and assessors, assist in the recruitment of interns
and assessors, assist in the scheduling of assessors, maintain petty cash fund, track
pcard transactions, assist in Procurement duties for department, perform regular clerical duties, assist in routing of Citywide Procedures, and maintain Service
Shopper database.
72,800 0.80 - Organizational Innovation
** Data Not Available
Organizational Development
Supports the development and coordination of development programs, develops
and supports SNAP surveys including employee reward and recognition program oversight for employee suggestion program and service recognition program. 28,400 -
Administration
University Partnerships
Facilitate all university partnerships including:
• Internships with Florida International University graduate and undergraduate
students• Workshop collaborations with FIU workgroups: Arts, Culture & History,
Transportation, Florida Coastal Resilience & Adaptation, Youth & Education
Development.
• Dual enrollment adjunct professor recruitment for Florida International University
and Miami Dade College.
• MetroLab partnership facilitator for 3 projects.
• Innovating Adaptation - Research, Development and Deployment of Projects to
Mitigate Coastal Flooding, Adapt to Sea Level Rise and Enhance Resilience.• Fight the Bite - Research, Development and Deployment of Projects, Programs and
Protocols to Eliminate and Address the Impacts of Climate-related Diseases.
• Moving Up and Moving Around: Research, Development and Deployment of Projects to Increase Economic Prosperity for Individuals and Families, Increase
Affordable Housing, and Create Multi-modal Transportation options.
37,500 0.20 - Prosperity
Excellence Programs Neighborhoods
Organizational Innovation
Develop Excellence Programs to identify areas for improvement and manages
assessments for Excellence Program Indexes, including but not limited to cleanliness index, appearance index, service shopper program, garage index, bathroom
index, mystery rider program, garage attendant, security and valet program and
cafe index.
85,500 1.75 49,500
0.10
46
Department:Office of the City Attorney - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Outside Legal Counsel
(Litigation)Organizational Innovation
City Attorney contracts with outside legal counsel for
matters involving a conflict, specialized litigation or
litigation that would require extensive utilization of legal
staff.
405,000 - -
Outside Labor Legal Counsel Organizational Innovation
City Attorney contracts with outside legal counsel for
matters involving Union negotiations, personnel matters
and labor disputes.
250,000 - -
Administration Organizational Innovation
Providing legal services and counsel to the Mayor,
Commission, City Manager, staff and all City Boards
and Committees pursuant to Article III of the City
Charter.
5,088,000 24.00 -
Totals: 5,743,000$ 24.00 -$
FOOTNOTES:
* Part-Time positions are equivalent to 0.5 FTE
47
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Department:Office of the City Manager - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of residents very satisfied or satisfied with the City of
Miami Beach as a place to live.80%**80%
% of residents very satisfied or satisfied with the quality
of life within the City.80%**80%
% of residents very satisfied or satisfied with the overall
image of the City.74%**74%
% of businesses that think the Miami Beach Convention
Center adds to the success of their business.85%**85%
% of businesses that think the tourism industry in the
City adds to the success of their business.90%**90%
General Obligation Bond Organizational Innovation
By the community, for the community, the $439 million
General Obligation Bond Program is revitalizing
public spaces, public structures and public security for
the future of Miami Beach. Upgrading city functions
and enhancing city aesthetics at an unprecedented
scale, the G.O. Bond Program is working to implement
57 separate improvement projects that will positively
impact quality of life, economic health and overall
resilience in all North Beach, Middle Beach and South
Beach areas.
479,000 3.00 479,000 % of residents who are very satisfied or satisfied with
City efforts to prepare for the future.49%**49%
265,000
City Administration Organizational Innovation
The City Manager is appointed by the Mayor and City
Commission and vested with the responsibility to ensure that policies, directives, resolutions, and
ordinances adopted by the City Commission are
enforced and implemented. As the City’s Chief
Executive Officer, the City Manager is responsible for
providing executive-level leadership, vision, and
guidance to the organization, providing
recommendations to the City Commission and
implementing policy directives in an efficient and
effective manner. In addition, the City Manager is
responsible for the daily operations of the City,
preparing and administering the budget, planning the
development of the City, supervising City employees,
interacting with citizen groups and businesses, and is
otherwise responsible for the health, safety, and
welfare of the residents, members of the business
community and the visitors to the City of Miami Beach.
2,850,881 9.25
Convention Center District Prosperity
The Miami Beach Convention Center is currently
undergoing a $620 million renovation and expansion
which started in December 2016 and is 99.5%
complete. Through a combination of municipal and
county bonds, the center has been redesigned as a
state-of-the-art facility. The new 1.4 million square foot,
LEED certified building includes a 60,000 square foot
grand ballroom, there junior ballrooms, additional
meeting rooms with flexible arrangements and 800
parking spaces located within the building. The center
continues to host internationally acclaimed trade shows
such as Art Basel Miami Beach and eMerge Americas,
and attracting new international and national events
and conventions, assuring its significance as one of the
largest visitor draws for the South Florida region.
265,000 1.00
-
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Department:Office of the City Manager - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Resilience & Strategic Planning Organizational Innovation
The City Manager’s Office is focused on increasing the
city’s overall resilience through regional planning,
strategic planning, and special projects. Urban
resilience is the capacity for individuals, communities,
institutions, businesses and systems within a city to
survive, adapt, and grow no matter what kinds of
chronic stresses and acute shocks they experience.
Miami Beach is working to address our regional
shocks and stresses through Resilient305, a resilience
strategy created through a unique collaboration with
Miami-Dade County and the City of Miami. The
CMO is also implementing the city’s updated Strategic
Plan through the Lens of Resilience, convening all city
departments and the budget process to focus on the
city’s priorities and to maximize quality of life benefits that come with building resilience.
311,744 2.00 - % of residents who support spending tax dollars to
address Rising Sea Levels 83%**83%
Grant Applications Prosperity
Research, prepare, and submit applications for federal,
state and foundation funds to support the City's
priorities and Key Intended Outcomes.
285,513 1.45 - Grant revenues brought into the City per fiscal year (in
Millions)$5.000 $7.960 $5.000
Grant Monitoring Prosperity
Monitor grant and funding applications for compliance
with grant guidance, Federal OMB circulars and Code
of Federal Regulations.
155,122 1.10 - Utilization Rate 80% 100%80%
State and Federal Legislative
Agenda Organizational Innovation
The Intergovernmental Affairs Division is tasked with
the oversight and management of both State and
Federal Lobbyist agreements as well as contract
negotiation and monitoring in consultation with the
lobbyists, all organizational planning and program
activity. Coordination between city, state, and federal
governments regarding administrative, funding and
policy issues.
450,740 0.70 -
Totals:4,798,000$ 18.50 744,000$
FOOTNOTES:
** Indicates survey was not conducted during reporting period
* Part-time positions are equivalent to 0.5 FTE
50
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Internal Audit Organizational Innovation
Conduct operational, compliance and performance
based audits as well as reviews, inspections and/or
investigations
372,000 4.00 -
Resort Tax Audits Organizational Innovation Conduct revenue audits of registered businesses to
help ensure that collections are completely remitted. 321,000 4.00 350,000 % Completion of planned resort tax audits 75%84%75%
Investigations Organizational Innovation
The Inspector General is vested with the responsibility
to preserve the accountability and integrity of the City's
programs, operations, contracts, and employees. As
the City’s main deterrent to fraud and inefficiencies, the
Inspector General acts in the interest of the public; with
the primary goal of enhancing public trust in
government. To satisfy this objective, the investigators
conduct investigations in connection to City
departments, processes, external contractors, etc.
232,000 2.00 -
Administration Organizational Innovation
Provide ongoing oversight and coordination of all
departmental functions. Includes portion of salaries,
health, pension, Medicare, Other Post Employment
Benefits (OPEB), OPEB Pay-Go, department-wide
internal service allocations, and a portion of operating
costs.
1,181,000 3.00 297,000
Totals:2,106,000$ 13.00 647,000$
FOOTNOTES:
**All internal service department expenditures are allocated to departments citywide
Office of the Inspector General - Internal Service and Resort Tax Funds
*The department also has 1 FTE of a Tax Auditor position funded from the Sanitation Fund
51
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of Operating Budget amendments processed within
10 business days of adoption 90% 100%90%
% of internal customers satisfied with technical
assistance received 80%88%80%
% of internal customers satisfied with timely processing
of budget amendments 80%88%80%
Government Finance Officers Assocation (GFOA)
scores for Adopted Budget document*3.50 3.25 3.50
Capital Improvement Program Prosperity
Capital budget preparation and management: CIP
document production, capital projects budget
maintenance, processing CIP budget amendments and
resolutions, CIP project status report production,
coordination of CIP Action Team, training, and
technical assistance to departments.
165,625 1.10 - % of Capital Budget amendments provided to Finance
within 2 business days of adoption 90% 100%90%
Administration Organizational Innovation
Provides ongoing oversight and coordination of all
departmental functions. Includes personnel and internal service allocation costs.
454,000 - -
Totals:1,466,000$ 8.00 280,594,000$
FOOTNOTES:
Office of Management & Budget - General Fund
846,375
Operating budget preparation and management
including: annual budget process coordination, Truth in
Millage (TRIM) compliance, budget document
preparation, revenue forecasting, debt management
and disclosure, process budget amendments,
performance measurement and benchmarking,
quarterly projections (required by City Charter),
strategic planning support, training, and technical
assistance to departments.
Program revenues are comprised of the following for
FY 2021:
-Ad Valorem Property Tax Revenues: $196,635,000
-Intergovernmental Revenues: $11,123,000
-Other Taxes and Fees: $25,053,000
-Miscellaneous Citywide Revenues: $2,635,000
-Internal Transfers: $45,148,000
Organizational Innovation
*GFOA scores range from 1 to 4, with 4 being the highest. A score of 4 is indicative of an Outstanding budget presentation.
Operating Budget Preparation
& Management 280,594,000 6.90
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Department:Parking - Enterprise and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Overall Garage Index Assessments 2.0 or better**90%********
Garage Turnover Ratio 1.40 0.84 1.40
Public Area Cleanliness Index Score Over 2.0***90%N/A N/A
Graffiti Removal Response Time 1 Day 1 Day 1 Day
90% of Curb Painting Request Response Time 3 Days 3 Days 3 Days
90% of Construction Parking Management Plan
(CPMP) Approvals Turnaround 2 Days 2 Days 2 Days
Average Parking Transaction Time (Customer Service
Center)8 minutes 8 minutes 8 minutes
Total Parking Transactions (Customer Service Center)22,000 13,160 22,000
90% of Complaint Calls Response Time 1 HR 1 HR 1 HR
# of citations issued for illegal loading activities on
major thoroughfares 20,000 5,764 20,000
NEW - # of scofflaws detected 40 321 700
# of New Members 3,300 2,003 3,300
% of lost/stolen bikes 12%11%12%
# of Trips 1,650,000 935,263 1,650,000
NEW - Average customer service satisfaction ratings
(On a scale from 1-10)N/A N/A 9 or above
NEW - Customer retrieval time during MBCC events
for vehicles stored at Convention Center Garage G11 N/A N/A 15 minutes or
less
NEW - Customer retrieval time during MBCC events
for vehicles stored at all other Garages N/A N/A 20 minutes or
less
Mobility City-wide Public bike sharing operated by Deco bike
and Sponsored by Citi Group - - 377,300
Valet Parking Services Mobility Operation and Management of Valet Parking services
for city owned properties - - 162,800
7,693,500
29.50 21,803,700
8,846,555 9.00
Metered Parking Services
Maintenance and operation of on-street public curbed
parking and off-street surface lots throughout the city
boundary.
13,173,964
• G-2 Parking Garage located on 512 12th St
• G-3 Parking Garage located on 1301 Collins Ave
• G-5 Parking Garage located on 640 17th St
• G-6 Parking Garage located on 400 West 42nd St
• G-7 Parking Garage located on 1755 Meridian
Ave.
• G-10 Parking Garage located on 1900 Bay Rd
• G-11 Parking Garage located on Convention
Center Dr
• G-12 Parking Garage located in Collins Park
Maintenance and operation of
municipal Parking Garages Prosperity
Mobility
Bike Sharing
Responsible for upholding city-wide parking
regulations.Enforcement 7,302,437 41.00 3,936,300
Permits
Coordination and issuance of public, private, city,
residential and commercial parking privileges
throughout the city boundary.
2,825,646 12.50 3,298,200 Mobility
Mobility
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Transfers Prosperity • Support for 5th & Alton: $251,000
• Debt Service: $3,699,000 3,950,000 - -
Overall Garage Index Assessments 2.0 or better**90%N/A N/A
Overall Garage Index Assessments 2.0 or better**90%N/A N/A
Garage Turnover Ratio 1.50 0.89 1.50
Overall Garage Index Assessments 2.0 or better**90%N/A N/A
Garage Attendant Index Score **4.00 N/A N/A
Garage Turnover Ratio 1.50 0.61 1.00
Overall Garage Index Assessments 2.0 or better**90%N/A 90%
Garage Turnover Ratio 0.90 0.45 0.50
% of Completed Citywide Training 100%N/A N/A
NEW - 85% Completed Request for Administrative
Dismissals (RADS) Review N/A 30 Days 30 Days
90% of LR-EVC Voucher Request Fulfillment 3 Days 3 Days 3 Days
Totals:43,624,000$ 106.29 43,624,000$
FOOTNOTES:
7th Street G-1 Parking Garage
Joint venture public/private project between City of Miami beach and Goldman Properties in which the
City owns land and air rights for the garage and
Goldman maintains ownership of retail component.
2,028,000 - 2,028,000 Prosperity
5th & Alton G-8 Parking
Garage Prosperity
Development agreement between the City of Miami Beach and AJ&J Sobe LLC in which the City owns 496
spaces of the total 1070 total parking spaces. As a
result of the ownership split the Fund accounts for 46%
of the revenues and expenditures for the garage on the
City's books
643,000 - 643,000
Anchor Garage
Pennsylvania Avenue Garage
G4 Parking Garage located on 100 16th St
G9 Parking Garage located at 694 Lincoln Lane North
2,475,000 - 2,475,000
920,000 - 920,000
Prosperity
Prosperity
Administration Prosperity
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, and planning.
1,459,398 14.29 286,200
Index Scores:
*Part-Time Employees are equivalent to 0.5 FTE
**Miami Beach Garage Index is an objective measurement of performance ranging from 1. 0 ( Very Well Maintained) to 6. 0 ( Not Maintained) and includes assessments for cleanliness and interior/exterior appearance of the parking area, stairwells, and elevators.
***Public Area Cleanliness Index Score is scored on a scale of 1 to 6, with 1 being very clean.
**** Indicates measure was not tracked and/or conducted during reporting period
Parking - Enterprise and Special Revenue Funds
56
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of child care program participants 1,000 786 600
# of child care programs 11 9 7
# of kids on partial scholarship (after school)200 28 200
# of kids on discounted rate (after school siblings, etc.)100 66 100
% of child care programs at 75% to 99% enrollment
capacity 35%44%35%
% of child care programs at full capacity or on a
waiting list 65%44%65%
% of participants rating child care programs as
excellent or good 90%90%90%
# of summer camp program participants 2,300 544 650
# of summer camp programs 12 6 6
# of summer specialty camp programs 20 16 16
# of kids on partial scholarship (summer camp)400 117 100
# of kids on discounted rate (early bird, siblings, etc.)300 49 50
% of summer camp programs at 75% to 99%
enrollment capacity 50%50%50%
% of summer camp programs at full capacity or on a
waiting list 50%2%50%
% of specialty camp programs at 75% to 99%
enrollment capacity 50%19%50%
% of specialty camp programs at full capacity or on a
waiting list 50%6%50%
% of participants rating summer programs as excellent
or good 90%90%90%
# of new summer camp programs added 3 18 3
# of youth program participants 2,400 2,265 1,200
# of youth programs 38 39 29
# of kids on partial scholarship (youth) 5 0 5
% of youth programs at 75% to 99% enrollment
capacity 35%36%35%
% of youth programs at full capacity or on a waiting
list 65%23%65%
% of participants rating youth programs as excellent or
good 90%90%90%
# of new youth programs added 2 2 2
Youth Programs
This includes specialized youth programs which take
place in the youth centers such as Gymnastics,
Cooking, Dance, etc.
98,332 1.10 135,000 Neighborhoods
Child Care****This includes the Playtime Program and the Afterschool
Programs throughout all park facilities. 2,091,105 39.83 226,000
Summer Camps
This includes Traditional Summer Camps, Playtime
Summer Camp and Specialty Summer Camp
throughout all park facilities.
2,913,594 54.93 627,000
Neighborhoods
Neighborhoods
57
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of teen program participants 1,250 70 1,250
# of teen programs 27 28 15
% of teen programs at 75% to 99% enrollment
capacity 35%21%50%
% of teen programs at full capacity or on a waiting list 65%39%50%
% of participants rating teen programs as excellent or
good 90%90%90%
# of new teen programs added 2 4 0
# of adult program participants 20,000 8,745 9,000
# of adult programs 20 18 16
% of adult programs at 75% to 99% enrollment
capacity 35%0%35%
% of adult programs at full capacity or on a waiting list 65%0%65%
% of participants rating adult programs as excellent or
good 90%90%90%
# of new adult programs added 1 0 1
# of senior scenes program participants 1,000 998 500
# of senior programs 17 14 9
# of senior fieldtrips 17 10 0
# of senior major special events 5 2 1
% of senior programs at 75% to 99% enrollment
capacity 35%13%25%
% of senior programs at full capacity or on a waiting
list 65%0%50%
% of participants rating senior programs as excellent
or good 90%90%90%
# of new senior programs added 1 1 0
# of senior riders provided free transportation 1,000 1,870 100
# of special population program participants 100 87 102
# of special population programs 14 11 8
% of special population programs at 75% to 99%
enrollment capacity 35%0%35%
% of special population programs at full capacity or on
a waiting list 65%27%65%
% of participants rating special population programs
as excellent or good 90%90%90%
# of new special population programs added 2 0 0
Adult Programs This includes specialized programs for ages 18+ such
as yoga, zumba, open gym and fitness centers. 69,571
Senior Programs
This includes a variety of activities and programs for
seniors ages 55+ such as field trips, bingo nights, Tai-
Chi, Yoga and more.
131,992 0.90 14,000
Special Populations Programs
This includes programs for children ages 16+ and
adults with intellectual disabilities to participate in
regularly scheduled recreational activities. This also
includes the annual $85k grant to the Shane Rowing
Center.
186,456 2.33 2,000
75,000 Neighborhoods
Neighborhoods
Neighborhoods
0.60
Teen Programs
The Miami Beach Teen Club is an After School
Program designed for Teens. The program offers
weekly theme events, field trips, performing arts and
volunteer opportunities
275,676 4.25 1,000 Neighborhoods
58
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of youth & teen athletic program participants 1,550 1,127 850
# of youth & teen athletic programs 4 5 5
# of kids on full scholarship (youth & teen athletics) 0 0 0
# of kids on partial scholarship (youth & teen athletics)24 21 24
% of youth & teen athletic programs at 75% to 99%
enrollment capacity 35%35%35%
% of youth & teen athletic programs at full capacity or
on a waiting list 35%45%35%
% of participants rating youth & teen athletic programs
as excellent or good 90%90%90%
# of new youth & teen athletic programs added 2 3 1
# of adult athletic program participants 5,000 789 2,000
# of adult athletic programs 20 5 5
% of participants rating adult athletic programs as
excellent or good 90%90%90%
# of new adult athletic programs added 2 0 0
# of aquatic program participants 1,450 328 1,275
# of aquatic programs 31 31 20
# of aquatic program participants receiving services
at no cost 150 18 30
# of learn to swim programs at no cost to participants 3 3 3
% of aquatic programs at 75% to 99% enrollment
capacity 35%0%35%
% of aquatic programs at full capacity or on a waiting
list 35%0%35%
% of participants rating aquatic programs as excellent
or good 90%90%90%
# of new aquatic programs added 2 0 0
# of individuals utilizing swimming pools during FY 160,000 52,500 70,000
# of ice rink program participants 10,000 4,830 5,500
# of ice rink programs 11 12 12
% of ice rink programs at 75% to 99% enrollment
capacity 35%42%50%
% of ice rink programs at full capacity or on a waiting
list 65%0%50%
% of participants rating ice rink programs as excellent
or good 90%90%90%
# of new ice rink programs added 1 1 1
# of individuals utilizing ice rink during FY 21,000 10,393 10,000
Aquatics
This includes all operational expenses and
programming revenue such as Swim Team, Learn to
Swim programs and Pool Entrance fees at the City's 3
aquatic centers.
2,020,395 26.50 196,100
Scott Rakow Ice Rink
This includes all operational expenses and
programming revenue such as public skating sessions,
private lessons and rentals.
558,497 4.50 368,000
Neighborhoods
Neighborhoods
Youth & Teens Athletics
This includes athletic programs for youth and teens
such as Danny Berry Baseball, Travel Soccer and the
Teen Basketball League.
210,471 0.10 118,000
Adult Athletics This includes all adult athletic leagues such as Sand
Volleyball, Co-ed Softball League, and Flag Football.- - 22,000 Neighborhoods
Neighborhoods
59
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of special events at parks 20 11 16
% of participants surveyed rating special events at
parks as excellent or good 90%95%90%
Estimated # of participants who attend special events
in parks during fiscal year 15,000 9,863 5,000
# of tennis program participants 2,800 6,400 3,000
# of tennis programs 38 6 6
# of kids on full scholarship (tennis programs) 2 1 1
# of kids on partial scholarship (tennis programs) 1 1 1
% of tennis programs at 75% to 99% enrollment
capacity 50% 100%75%
% of tennis programs at full capacity or on a waiting
list 50%66%50%
% of participants rating tennis programs as excellent or
good 95%95%95%
# of new tennis programs added 5 1 1
# of members 300 396 325
# of Special Events 25 1 1
# of participants 5,000 1,000 100
# of tennis program participants 1,200 893 700
# of tennis programs 4 4 4
# of kids on full scholarship (tennis programs) 1 0 0
# of kids on partial scholarship (tennis programs) 0 0 0
% of tennis programs at 75% to 99% enrollment
capacity 75%60%60%
% of tennis programs at full capacity or on a waiting
list 40%32%35%
% of participants rating tennis programs as excellent or
good 90%90%90%
# of new tennis programs added 0 0 0
# members 125 77 80
# of Special Events 10 3 5
# of expected participants 3,000 2,000 500
Miami Beach Tennis Center
The Miami Beach Tennis Center is currently managed
by a Contractor. They are respobsible for all
maintenance and staffing expenses. The Contractor
collects the revnue and pays the City a monthly fee.
- - 60,000 Neighborhoods
Special Events
This includes all special events organized by the
department such as the following:
- Spring Eggstravaganza
- Youth Music Festival
- Black History
- Jose Marti
- Memorial Day Weekend (Kid Zone)
- Winter Wonderland- Hispanic Heritage
- Halloween Safe Night of Fright
391,091 4.80 13,000
Flamingo Park Tennis Center
The Flamingo Park Tennis Center is currently managed
by the City. All expenses are paid by the City and all
revenues are collected and deposited into a City
account.
1,228,000 4.50 1,104,000
Prosperity
Neighborhoods
60
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of public area cleanliness assessments scoring 2.0
or better (Parks)90%***90%
Public area cleanliness rating index (Parks)^^2.00 ***1.50
% of public area cleanliness assessments scoring 2.0
or better (Parks)90%***90%
Public area cleanliness rating index (Parks)^^2.00 ***1.50
# of capital projects completed during current FY
managed by Parks 8 9 8
# of improved or renovated playgrounds and fitness
circuits 5 5 5
% of park repair requests completed 95%98%95%
# of park repair requests received **146 100
# of park repair requests completed **146 100
Park Ranger Program Neighborhoods
This program serves to patrol park facilities and
grounds enforcing park rules and regulations. This
includes explaining and enforcing regulatory codes
and ordinances.
2,143,000 24.50 164,000 Service shopper score (Parks)4.00 ***4.00
Total # of rounds of golf at Miami Beach Golf Club
during fiscal year 44,025 44,399 44,000
% of costs recovered through revenue, exclusive of
debt service 135% 155% 105%
% of costs recovered through revenue, inclusive of debt
service 110% 123% 100%
Total # of rounds of golf at Normandy Shores Golf
Club during fiscal year 34,570 31,881 37,000
% of costs recovered through revenue, exclusive of
debt service 90%73%70%
% of costs recovered through revenue, inclusive of debt
service 75%63%60%
Adopt-a-Bench Program Neighborhoods
On November 9, 2016, City Commission passed
Resolution No. 2016-29649 supporting the creation of
an “Adopt-A-Bench Program.” Funds donated will
benefit park improvements. The adoption fee is the
following:
Tier 1 Parks (Pocket/Mini Parks)
- Existing Bench: $1,000
- New Bench: $4,000
Tier 2 Parks (Neighborhood Parks)
- Exisiting Bench: $1,500
- New Bench: $4,500
Tier 3 Parks (Special, District & Regional Parks)
- Exisiting Bench: $2,000
- New Bench: $6,000
20,000 - 20,000
Neighborhoods
Parks Grounds Maintenance
This program oversees the landscape maintenance
services. In addition, this division is responsible for the
management of vendor contracts pertaining to grounds
maintenance, athletic fields and dog parks.
2,273,902 9.10 310,000 Neighborhoods
Park Facilities
This program oversees the facility maintenance operations, preparation of park maintenance,
swimming pools, Flamingo Park Tennis Center and
neighborhood courts. This division as facilities all
repairs and small capital projects within the
department.
4,641,220 49.20 -
Miami Beach Golf Club
The Miami Beach Golf Club is managed by a
contractor which oversees the golf operations, course
maintenance and food & beverage.
4,245,000 - 4,690,100
Normandy Shores Golf Club
The Normandy Shores Golf Club is managed by a
contractor which oversees the golf operations, course
maintenance and food & beverage.
2,845,000 - 2,274,800
Neighborhoods
Neighborhoods
61
Department:Parks & Recreation - General, RDA, Resort Tax, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
High Impact Periods and
Special Events Neighborhoods
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
-Parks & Recreation - $12,000
12,000 - 12,000
Beachfront Restroom Services Neighborhoods
Provide enhanced services to the beachfront restrooms
in Lummus Park and 21st Street on weekends,
holidays, and during high impact periods.
542,000 - 542,000
Restroom Index Scale
1.0 - (Very Well Maintained)
6.0 - (Not Maintained)
2.10 ***2.10
Overall satisfaction with the facility rental process 95%95%95%
Overall satisfaction with quality of services provided during facility rentals 95%95%95%
# of online registrations during fiscal year 5,000 2,700 5,000
Service shopper score (Parks)4.00 ***4.00
Totals:34,536,000$ 255.50 11,219,000$
FOOTNOTES:
* Part-Time Employees are equivalent to 0.5 FTE
** In order to gather this information, we are waiting for the new Corrigo system or Cityworks. We hope to gather FY 2020 information.
*** Indicates measure was not tracked and/or conducted during reporting period
**** Three additional part-time positions are grant-funded (Children's Trust)
This program includes all administrative expenses and
revenue such as rentals, telephone and internal
services.
Administration Neighborhoods 245,000 28.38 7,638,697
62
Department:Planning - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
4.62 713,528
Staff all Land Use Boards, establish hearing calendars
and coordinates with the City Clerk for use of
Chambers. Prepare meeting agendas, progress
reports, discussion, and continued items. Process new
applications and amendments to the Land
Development Regulations; prepares, prints all mail
notices pursuant to Section 118-102 of the City Code
and Chapters 125, 163, and 166 Florida Statutes
and provides public notice via print media, posting on
site, and electronic notice via constant contact.
Invoices fees associated with the board applications,
pursuant to Section 118-6, 118-7, and Appendix A of
the City Code. Publish agenda items available
electronically or downloadable for print. Coordinate
agenda with the Communications Dept. for streaming
meetings online and video indexing to facilitate the
public’s review of individual items. Acts as the Records
Custodian for the department and boards. Section
manages records retention and digitizing of over
4,485 archived boxes containing documents currently
in paper format stored off-site. Manage the
department’s electronic media and webpage,
providing information regarding departmental
functions as well as links Enterprise Resource Program
(ERP) solutions for the submittal of Land Use
applications, permits, maps, forms, Municode, and
County Clerk. Manage the MiMo webpage which
provides information regarding Local and Nationally
Designated properties and Districts. Manage and
maintain Score Card qualitative and quantitative data
for the department. Record all board orders,
covenants, development agreements and other
documents for Planning as well as the City Attorney’s
Office. Manage all public records requests and
coordinates with the City Clerk and City Attorney’s
Office for response and compliance.
Organizational InnovationClerk of Boards 5%***5%**100%
Digitize and upload 2000 sheets to Project
Management module in Energov. This will facilitate
access of information to technical staff and the public.
66,500
63
Department:Planning - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
21 1,075,044
Review of all building permits requiring Planning
approval for compliance with the city’s Land
Development Regulations as ( LDRs) well as Board
Orders governing the project development. Review all
building permits requiring Planning approval as it
relates to Concurrency Management, state and local
regulations including Department of Environmental
Resources Management (DERM) and Water And
Sewer Department (WASD). Conduct inspections
related to Planning approvals for building permits.
Review applications for Certificates of Use required to
obtain Business Tax Receipts for compliance with
zoning regulations and board issued Conditional Use
Permits. Review applications for Sidewalk Café Permits
for compliance with Concurrency Management
impacts, Conditional Use Permits, and applicable
design guidelines based on locations, i.e. Lincoln
Road, Ocean Drive, etc. Issue Permits Planning &
Zoning (P&Z) permits such as Signs and Paint. Provide
Zoning Verification Letters and zoning information to
general public. Review and issue Letters of No
Objections for projects in environmentally sensitive
areas. Analyze and calculate fees for Concurrency as
well as Fee in Lieu programs. Conduct inspections related to the Fee in Lieu of Parking program to
determine consistency with reported deficiencies
pursuant to parking requirements outlined in Chapter
130 of the city code.
Neighborhoods 2,292,500 Number of days to review 90% of plan submittals.
Plans Review (Building Permits,
Sidewalk Café, Certificates of
Use (CU), and PZ Permits)
8.10 21 21
64
Department:Planning - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
NEW: Number of days to review First and Final
Submittals associated with a Land Use Board
Applications
10 days each 10 days each 10 days each
Provides support for the Resiliency Code project.
Staffs the Historic Preservation Board, Planning Board,
Design Review Board and Board of Adjustments,
collectively Land Use Boards, (LUB). Review all
applications requiring approval from the LUB per
Code secs 118-531, 118-564, produce staff reports
and draft orders for consideration by the boards.
Coordinates with the St. of Fla. Historical Resources
and the Federal Agency for Historic Preservation for
compliance with applicable regulations to maintain the
City’s designation as a Certified Local Government
under the CLG Program, under the National Historic
Preservation Act Amendments of 1980. Prepare
preliminary evaluation and designation reports for
individual properties and historic districts, per sec.118-
591. Assists plans review staff for review and
approval of modifications to properties located within
a local historic district, per sec.118-563(d). Provide
guidance to residents and development teams reg.
proposed projects and compatibility with preservation
guidelines intended to maintain the city’s rich historic
architecture. Conduct onsite inspections of properties
as needed. Provide professional testimony to the City
Commission regarding issues associated with Historic
Preservation and maintains the Historic Properties
Database per City Code sec.118-534. Review all
applications requiring approval from the Design
Review Board per sec.118-253 Code. Analyzes
proposed projects for compliance with LDR’s,
generates staff reports and draft board orders for the
review and consideration of the board. Coordinate
with City departments for development impacts
including, Transportation, Sustainability, Urban
Forestry, Capital Improvements, Public Works and
Parks. Coordinate with plans review staff to review
and approve construction projects eligible for
administrative approval. Provides guidance to
residents and development teams regarding proposed
projects and compatibility with LDR's intended to
maintain the city’s diverse and unique urban fabric.
Review all applications requiring CUP's from the
Planning Board per sec.118-193. Review all
applications for Lots Splits per sec.118-321. Review
waivers of LDR’s for public-private partnerships on City-
Owned parcels, per Ch.142, Div. IX. Prepare analysis
for CUP's and NIE's. Coordinate with the City depts.
to mitigate impacts of development relating to regional
transportation, business operations, noise, pedestrian
circulation, security, mechanical parking and other
elements affecting the urban fabric. Coordinate with
Code Compliance on the enforcement of CUP's.
Schedules progress reports before the board to
evaluate compliance with conditional approvals.
Review all applications requiring Variance approval
from the Board of Adjustments per Ch.118, Art. VIII.
Review administrative appeals of decisions of the
Planning Director per Ch.118, Art. VIII. Review
requests for Variances of Flood Elevation
Requirements, per Ch.54, Art. II.
7.99 1,224,000
Finalize and record Board Orders within seven
business days from date of public hearing.90% 100%100%
Land Use Boards Prosperity 1,582,862
65
Department:Planning - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Adopt recommendations from the Evaluation and
Appraisal Report (EAR) based amendments pursuant
to 2018 / 2019 EAR calendar cycle.
100% 100% 100%
Draft new Resiliency Code 30%5%25%***
Interpret and maintain the City’s Comprehensive Plan,
and review for compliance with the Florida Community Planning Act (Chapter 163, Part II, Florida Statutes).
Analyze amendments to the Land Development
Regulations (LDRs) for consistency with the
Comprehensive Plan. Prepare and process
amendments to the Comprehensive Plan. Provide
recommendations regarding Comprehensive Plan
amendments to the Planning Board in its capacity as
the Local Planning Agency (LPA), as required by
Section 163.3174, Florida Statutes. Manage the
Evaluation and Appraisal Review (EAR) process of the
Comprehensive Plan and coordinate with City
Departments in its preparation, as required by Section
163.3191, Florida Statutes. Coordinate with
consultants and other City departments in the
preparation of neighborhood master plans. Prepare
and process amendments to the City’s LDR’s to
implement the Comprehensive Plan, neighborhood
plans, or other City priorities. Prepare concept plans
for City-owned land, pursuant to section 82-38,
Florida Statutes. Prepare analysis for sale or lease of
City-owned properties as required by City Code.
Participate in the Miami-Dade Planner’s Technical
Committee as required by ICE Policy 3.4 of the
Comprehensive Plan. Coordinate with the Environment
and Sustainability Department to research new
standards and prepare amendments. Prepare and
process amendments to the Comprehensive Plan and
LDR’s that improve the resiliency and sustainability of
development in the City. Review amendments to the
Comprehensive Plan and LDR’s, to ensure that they are
consistent with the City’s resiliency and sustainability
standards. Prepare and manage studies for use in the
creation of guidelines and regulations to increase the
resiliency of new and existing development. Assist in
the creation of the City’s Resiliency Strategy Plan.
Represent the department during applicable board
proceedings, including the Land Use and Development
Committee (LUDC) and Planning Board.
1.60 - 754,251 Community Planning &
Sustainability Mobility
66
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Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Chief's Office
Internal Affairs Organizational Innovation
Conducts immediate, objective and thorough
investigations of all allegations of employee
misconduct involving department employees.
2,009,824 10.00 - % of cases resolved within 180 days 100% 100% 100%
Community/outreach programs conducted annually 4 4 4
Community youth served through PAL outreach
annually 2,000 4,050 2,000
% of responses to media public records requests within
5 days 100% 100% 100%
Average of combined social media postings shared
with public each month 35 40 35
Accreditation Organizational Innovation
Ensures continued national law enforcement
accreditation through the Commission on Accreditation
for Law Enforcement Agencies, Inc. (CALEA).
200,982 1.00 - Annual CALEA assessment status Pass Pass Pass
Intelligence Unit Organizational Innovation
Gathers, evaluates, analyzes, disseminates criminal
intelligence. Conducts threat assessments. Investigates
threats against public officials. Works w/FBI re:
terrorism. Provides dignitary protection services.
The School Resource Officer supports and facilitates
the educational process by providing a safe and
secure environment by establishing meaningful
relationships with students and staff and proactively
interacting with the school community.
1,005,000 5.00 - # of threats to public officials and City workers
investigated N/A 1 N/A
Operations
Major crime index compared prior year-based on
crime occurrences percentage change with a +/-
margin of error to account for crimes on area borders
Below Covid -29.72% 2% below
2019
Average response time to emergency calls (mins)2 2 Under 2
Community meetings or outreach contact events
conducted annually 100 70 70
1.00 -
Police Athletic League Supports the Police Athletic League (PAL) by assigning
one full-time officer administrator. 201,000 1.00 - Neighborhoods
Area 1 South District (South
Pointe to Dade Blvd)Neighborhoods
Provide basic patrol services, specialized services and
community policing-related services to residents and
visitors. Manage RDA Unit. Manage MDA Traffic
Operations Unit.
Staffing per Shift:
Day shift - 37.5 FTE
Afternoon shift - 29 FTE
Midnight shift - 18 FTE
22,282,329
NeighborhoodsPIO/Communications
Prepares, presents and disseminates an array of public
information on behalf of the City and Police
Department, with an emphasis on building
relationships, maximizing safety and community
awareness.
200,982
Police Department - General, Special Revenue, and Resort Tax Funds
85.50 479,464
69
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Police Department - General, Special Revenue, and Resort Tax Funds
Major crime index compared prior year-based on
crime occurrences percentage change with a +/-
margin of error to account for crimes on area borders
Below Covid -22.83% 2% below
2019
Average response time to emergency calls (mins)2 2 2
Community meetings or outreach contact events
conducted annually 60 45 60
Major crime index compared prior year-based on
crime occurrences percentage change with a +/-
margin of error to account for crimes on area borders
Below Covid -8.80% 2% below
2019
Average response time to emergency calls (mins)2 2 Under 2
Community meetings or outreach contact events
conducted annually 60 9 60
Major crime index compared prior year Below Covid -48.50% 2% below
2019
Average response time to emergency calls (mins)2 2 Under 2
Community meetings or outreach contact events
conducted annually 20 10 20
Support Services
% of budgeted staffing number to maintain recruitment and hiring goals within for sworn personnel annually 3%3%4%
% of candidates for hire within 90 days of completed
application 95%97%95%
Court Liaison Office Neighborhoods
Responsible for coordinating the attendance of
Department employees to all judicial proceedings
arising from the Department's law enforcement efforts.
451,302 2.00 -Number of days from the end of the previous month to
produce court attendance report 20 20 20
Area 2 (Mid-Beach, Dade
Boulevard to 63rd Street)
12,509,377 48.00 269,173
Provide basic patrol services, specialized services and
community policing-related services to residents and
visitors. Manage K-9 Unit.
Staffing per Shift:
Day shift - 22 FTE
Afternoon shift - 20 FTE
Midnight shift - 17 FTE
NeighborhoodsArea 3 (North Beach, 63 Street
to 87 Street)
Area 4 (Entertainment District,
5th to 15th Street, Ocean Drive
to Washington Ave)
Provide basic patrol services, specialized services and
community policing-related services to residents and
visitors. Manage Homeless Outreach Unit and Ocean
Drive Squads.
Staffing per Shift:
Day shift - 20 FTE
Afternoon shift - 32 FTE
Midnight shift - 17 FTE
17,982,230 69.00 386,936
902,603 4.00 - Responsible for recruitment and selection of all
Department personnel and for maintaining staffing of
budgeted positions.
Recruitment/Backgrounds
Neighborhoods
Neighborhoods
14,333,662 55.00 308,427
Provide basic patrol services, specialized services and
community policing-related services to residents and
visitors. Manage Marine Patrol Unit.
Staffing per Shift:
Day shift - 33 FTE
Afternoon shift - 21 FTE
Midnight shift - 18 FTE
Neighborhoods
70
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Police Department - General, Special Revenue, and Resort Tax Funds
Special Events/Off-Duty Unit Neighborhoods
Responsible for planning police response to all special
events and for managing all off-duty employment for
qualified employees.
902,603 4.00 -Hours prior to all special events to provide
comprehensive plans to Command Staff 74 74 74
% compliance to maintain with Criminal Justice
Information Services (CJIS) security rules for sworn
personnel
95%96%95%
NEW - % Increase of proactive patrol/investigative
time for sworn employees by providing dedicated
computer hardware
80%85%80%
NEW - Number of Unmanned Aerial Systems
missions/deployments 10 10 10
% of field-deployed cameras and license plate readers
each month maintained as operational 95%95%95%
% of attendance for a minimum of 40 hours of in-
service training annually for all sworn personnel 99%99%99%
NEW - % of training certifications recorded and
electronically documented via PowerDMS for 516
employees.
75%75%75%
Minimum community training courses conducted
annually 30 40 30
Sworn vacancy in patrol field strength due to
retirements. Avoided by ensuring that a new recruit is
always trained up and available to fill a position
vacated by an MBPD Officer's retirement.
0 0 0
Records Unit Organizational Innovation
Responsible for retention, maintenance, dissemination
and disposition of all records produced by the
Department.
2,482,159 11.00 -% of customers who make requests of the Records Unit
who are provided same day service 92%95%95%
% of Property & Evidence Unit audit deficiency
achieved each year
<2% <2% <2%
Average % of vehicles street worthy each month 90%90%90%
-
Organizational InnovationTechnical Services Unit
Training Unit Provides all required training and supplemental
training to sworn employees. 1,805,206 8.00 -
Organizational InnovationProperty & Evidence Unit
Organizational Innovation
2,030,857 9.00 -
Plans, implements and directs all technology initiatives
of the Department, including hardware and software
programs and field-deployed technology, and ensures
seamless integration with City's IT Department.
Responsible for: impounding, storing and disposing of
all property and evidence; for ensuring continuity and
consistency in the safekeeping of property and
evidence to meet the requirements of the judicial
system; for managing the Department's fleet of
vehicles, physical plant and Body Worn Camera
Program.
4,513,016 20.00
71
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Police Department - General, Special Revenue, and Resort Tax Funds
Payroll Unit Organizational Innovation
Responsible for the proper tracking and processing of
all employees' work time to ensure each person is
accurately compensated.
451,302 2.00 -% of payroll deficiencies processed/corrected within 2
business days 92%95%95%
# of community engagements and meetings 100 200 100
NEW - Meetings with Students, Faculty and PTA to
share public safety information 3 3 due to
COVID 3
# of Monthly visits to school classrooms through SRO’s,
Kindergarten COPs, Keep a Clear Mind Program, Bigs
in Blue, and the PAL programs.
100 125 120
Criminal Investigations
Average number of cases per detective that are closed
by arrest, not including case-related arrests by patrol
personnel
8 17 12
% of cases assigned within 60 days-based upon case
assignment criteria (*tracked in 2018 only- new metric
below)
85%83%85%
Special Investigations (Crime
Suppression, Narcotics and
Vice Enforcement)
Neighborhoods Conduct investigations of robberies, narcotics-vice
crimes and human trafficking 6,664,188 32.00 - Average # of special operations conducted per month 8 11 10
Crime Scene Unit Organizational Innovation Provide forensic evidence retrieval and investigative
support to detectives. 2,707,326 13.00 - Average number of crime scenes processed per month 200 150 200
Victim Services Unit Organizational Innovation
Provide comprehensive services to victims of crime,
including social services and well being support, and
serve as liaison to detectives and to support agencies..
260,320 1.25 - Average number of victim service contacts per month 100 130 110
% of compliance with grant obligations each year 100% 100% 100%
Amount of grant revenue achieved each year >$500,000 $1,200,000 >$500,000
Grants/Planning/Research
General Investigations
1.00 220,369
Identify, review, and complete grant opportunities.
Ensures compliance with all federal, state and local
grant requirements, including performance reporting
and audits. Identification and administration of
programs to enhance the effectiveness and efficiency
of the MBPD. Preparation of all MBPD related
documentation for the City Commission meetings and
various committees.
Neighborhoods
Expand community policing concept through the
addition of the Community Affairs Unit and the many
associated forms of outreach to build strong
partnerships with the community. The CAU consists of
the Homeless Liaison Unit, School Resource Officers,
Neighborhood Resource Officers, Park Rangers,
School Crossing Guards, and City Security Guards.
7,474,066 36.00 - Community Affairs Unit
Organizational Innovation
8,538,491 41.00 -
Conduct investigations of major crimes, economic
crimes, burglaries, larcenies, batteries, sexual assaults,
special victim crimes and missing persons.
Organizational Innovation
-
72
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Police Department - General, Special Revenue, and Resort Tax Funds
Crime Analysis Unit Organizational Innovation
Provide comprehensive crime analysis support to
Chief's Office, Criminal Investigations Division and
entire Department.
937,151 4.50 -Number of Crime Strategy meetings conducted per
month 5 5 5
City Center RDA Operations Neighborhoods
Provide patrol and specialized services to City Center,
including Lincoln Road corridor, Convention Center
area and Collins Park neighborhood
Staffing per Shift:
Day shift - 0
Afternoon shift - 19
Midnight shift - 0
5,030,000 19.00 5,030,000 Average response time to emergency calls Under 2
minutes 2 minutes Under 2
minutes
State Asset Forfeiture Funds
Operations Organizational Innovation Dispersed for law enforcement training and equipment
only, as required by state law 164,000 - 164,000
Federal Asset Forfeiture Funds
Operations Organizational Innovation Dispersed for law enforcement training and equipment
only, as required by federal law 130,000 - 130,000
Annual average of tickets uncontested and promptly
paid by violators 55%51%55%
Average accidents per Photo Red Light location
annually Under 8 12.7 Under 8
Crash Report Sales Operations Organizational Innovation Revenue from sale of vehicle accident reports 25,000 - 25,000
LETTF Training Operations Organizational Innovation Revenue source for portion of Department Training
Budget, from county ticket surcharges 25,000 - 25,000
Unclaimed Evidence
Operations Organizational Innovation Revenue from sales of unclaimed property in custody of
Police Department 29,000 - 29,000
High Impact Periods and
Special Events Neighborhoods
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, and Miami
Beach Air and Sea Show.
3,781,000 - 3,781,000 Average response time to emergency calls Under 2
minutes 1.5 minutes Under 2
minutes
Under 2
minutes
Entertainment District
Operations Average response time to emergency calls
Photo Red Light Camera
Program Operations
Manage the Photo Red Light (PRL) program's
operational and administrative elements, including all
court-related process
1,407,000 4.00 1,407,000
Under 2
minutes 1 minute
Organizational Innovation
2,488,000 12.00 2,488,000
(Resort Tax-Funded Positions): Provide enhanced
services to Ocean Drive corridor for crime reduction,
homeless issues, community policing/problem solving.
Includes High Impact Periods.
Staffing per Shift:
Day shift - 3
Afternoon shift - 6
Midnight shift - 3
Neighborhoods
73
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Police Department - General, Special Revenue, and Resort Tax Funds
Totals:128,246,000$ 518.25 14,523,000$
FOOTNOTES:
*Part-Time positions are equivalent to 0.5 FTE
**Total position count does not include 4.75 grant-funded positions in the Victim Services Unit program
Provide leadership and managerial oversight for all
functions of the Office of the Chief of Police. Prepares
and manages the Department’s annual operating
budget within the guidelines of all City rules and
regulations.
Administration - 19.00 4,100,654 Organizational Innovation
74
Department:Procurement - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Average # of calendar days to award bids (ITB'S)90.0 68.7 90.0
Average # of calendar days to award proposals
(RFPs/RFQ/ITN)120.0 116.1 120.0
Average # of responses to procurement solicitations
(Proposals - RFPs/RFQ/ITN/ITBs)4.0 6.0 4.0
# of contract awards for competitive sealed bids and
proposals (ITB/RFPs/RFQ/ITN)60 52 60
NEW - # of contract awards for competitive sealed
bids and proposals (ITB/RFPs/RFQ/ITN) per FTE 12 11 12
Contracting (B) - Contract
Negotiations Organizational Innovation
Lead all post-award contract administration and
compliance requirements for all City expenditures to
assure compliance with risk guidelines, City policy,
restate law and federal rules.
• Lead and liaise with stakeholders and City Attorney’s
Office on contract negotiation and contract
development phase on all contracts, including GO
Bond projects while ensuring compliance with the
Sunshine Law.
• Lead contract onboarding (including deliverable
requirements, schedule of values, and material terms)
and vendor/departmental contract training/kick-off,
including contract kick-off training sessions with
awarded contractors and affected departments.
• Conduct all negotiation related cost and market
analysis to achieve best value.
219,076 2.00 - Estimated Total for Contracts Negotiated Savings N/A 3,250,759 N/A
Contracting (A) - Competitive
Solicitation Organizational Innovation
Lead all post-award contract administration and
compliance requirements for all City expenditures to
assure compliance with risk guidelines, City policy,
restate law and federal rules.
• Develop bids and specifications that meet requesting
department needs yet do not restrict competition.
• Conduct market research to identify competitive
options, market viability, market trends, and available
competition.
• Manages e-procurement solicitation process and
conduct due diligence on bids and contractors while
ensuring compliance with the Sunshine Laws and all
local, state and federal requirements, including:
managing evaluation committee process, bidder
responsiveness, contractor background verifications
cost analyses, analyzing comparative cost data and
assisting negotiation team.
• Works with the departments and stakeholders to
expedite all GO Bond purchases --projects instead of
purchases.
• Manage communications with all stakeholders within
the cone of silence and state public access rules,
including bidder conferences, addendums, and related
communications with user departments and project
consultants.
• Liaise between the City Attorney’s Office, bidders
and other stakeholders (e.g., FDOT, state or federal
agencies and grantors) on all procurement matters.
• Provide ongoing training to City staff on the
solicitation and contracting process.
691,476 5.00 -
75
Department:Procurement - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Estimated Total for Requisition Savings N/A 174,441 N/A
Average # of calendar days to approve requisitions
and change orders in the Procurement Department 3.0 2.8 3.0
% of contracts renewed or replaced prior to expiration 100% 98.4% 100%
NEW - % of Living Wage Compliance 100% 100% 100%
Compliance & Contract
Administration (A) - Buying
Team (Purchase Orders,
Change Orders, Informal
Solicitations, Expenditure
Analysis)
Organizational Innovation
Compliance & Contract
Administration (B) - Compliance
(Living Wage, Insurance,
Bonds, Local Workforce,
Renewals)
Organizational Innovation
Leads all post-award contract administration
requirements for over 2,000 Purchase Orders, 800
City contracts and GO Bond projects within the
requirements of City policy, risk management
guidelines, state and federal rules, including:
• Lead review of over 2,000 Purchase Order requests
annually totaling over $91 million dollars to assure
compliance with relevant contracts, policy and
insurance, bond and applicable state and federal
requirements.
• Lead or assist departments with informal solicitations
(Invitation to Quotes and Request for Letters of Interest)
for purchases under the formal bid threshold amount.
• Complete cost/benefits analysis required by City
policy for cooperative purchases.
• Conducts strategic analysis and annual strategic
procurement planning conferences with all departments
to aggregate purchases and maximize volume
whenever possible to achieve maximum cost savings
and best value.
• Provide ongoing training and support to departments
on purchase orders, change orders, and informal
solicitations.
Leads all post-award contract administration
requirements for over 2,000 Purchase Orders, 800
City contracts and GO Bond projects within the
requirements of City policy, risk management
guidelines, state and federal rules, including:
• Lead general contract compliance, including contract
terms; contract amendments; liaising with contractors
and departments on violations; assisting departments
with vendor performance reviews; and contract
closeouts.
• Lead social program compliance, including and
living wage, local workforce and prevailing wages
(construction), and Davis Bacon Federal Wages
(federally funded construction). Liaises with contractors
on payroll record submittals, monitoring payroll record
compliance, managing and resolving violations, and
managing electronic contractor compliance portal for
reporting and compliance, training contractor on
requirements and usage of electronic portal.
• Manage risk compliance including, insurance and
bonding requirements. Liaises with contractors on
violations and “stop work” orders.
• Manage centralized contract repository, including
contract public records portal.
• Support contract audits.
• Provide ongoing training and support to vendors and
departments on contract compliance and
administration matters.
382,115 3.50 -
172,801 1.50 -
76
Department:Procurement - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Value of Emarketplace Orders 1,500,000 1,983,215 1,500,000
NEW - Credit Card Rebate (1.45%)N/A 28,757 21,750
NEW - Increase # e-Marketplace Contracts N/A 0 1
# of Vendor Advocate Help Desk Items Resolved N/A 2,900 N/A
GO Bond Organizational Innovation
Assists with the Competitive Solicitation and Contract
Negotiations Program specifically with (General
Obligation Bond Projects), including:
• Leads award recommendations for all GO Bond
contracts resulting from the procurement process. •
Leads major GO Bond contract negotiations. • Works
with the departmental GO Bond Committee.
129,511 1.00 -
Support Team (Supplier Support, External/Internal
Training, Technology, Systems,
Diversity, & Admin Support)
Organizational Innovation
• Leads all technology initiatives for the department
and trains, supports, troubleshoots and liaises between
City users and technology system providers.
• Provides ongoing development/enhancements of ERP
modules relative to procurement (requisitions, purchase
orders, contract management, vendor self-service).
• Provides ongoing support, maintenance and bidder
support for: BidSync e-procurement systems;
PublicSurplus system for sale of surplus, obsolete
assets.
• Manages the Miami Beach e-Marketplace for the
purchase of MRO items. Conducts strategic analysis for
enhancements to system offerings to maximize savings
and pcard rebates.
• Manages the Vendor Advocate Help Desk to provide
general support or assist vendors with expediting late
payments, contractual issues or other difficulties
vendors may encounter in working with City
departments. Provides training to City vendors in a
wide range of matters, including (but not limited to)
how to do business with the City.
• Manages department budget, payroll and all finance-
related matters.
• Tracks and reports on departmental key performance indicators.
513,120 4.50 -
77
Department:Procurement - General Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Totals:2,699,000$ 19.50 -$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
2.00 590,901
•Leads Procurement Department and oversees all
activities for the acquisition of goods and services city-
wide.
•Recommends procurement policies and procedures
for meeting organizational needs, while maximizing
cost and operational efficiencies.
•Establishes training programs to assist department
and city staff, and contractors with meeting City policy,
state law and federal rules for contracts and
purchases.
•Yielded $3.4 million in savings in FY20 by
maximizing competition and negotiations.
•Reviews and makes recommendations to annual
expenditure reports for all departments to facilitate
strategic sourcing and maximize taxpayer resources.
•Establishes key performance indicators that facilitate
efficient procurement processes.
•Leads major contract negotiations.
•Works with the departmental directors and managers
to enforce and ensure compliance with all procurement-
related City code requirements, state requirements or
federal requirements for grants and awards.
•Liaises with local, county, state and federal authorities, and NIGP – the Institute for Public
Procurement.
Organizational InnovationAdministration 24 23 24 # of Procurement Department Trainings Facilitated-
78
Department:Property Management - General Fund, Internal Service, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $*
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of skilled, professional & non-skilled staff per square
footage
41% (15.0 FTE's)
28% (16.0 FTE's)
51% (16.5 FTE's)^
31% (15.8 FTE's)
51% (16.5 FTE's)
31% (15.8 FTE's)
% of residents rating the appearance and maintenance
of the City's public buildings as excellent or good 85%**87%
% of Work Orders completed within 7 days of
issuance 75%71%75%
% of budgeted projects completed each fiscal year 65%46%***68%
% reduction of deferred maintenance and deferred
maintenance backlog 65%8%***68%
% of Facility Condition Index rating scoring below
0.15 (good and excellent)35%**35%
Operation, occupancy and utility cost. Performance in
terms of currency expended per unit area, person, or
output/product.
$9.52/Sq. Ft.^^ $9.52/Sq. Ft.
Repair and Maintenance
Materials Warehouse Organizational Innovation
This program provides an inventory of all the
necessary materials to complete routine maintenance
and repairs throughout the City facilities.
219,120 1.00 -
% of necessary material in stock in order to streamline
maintenance materials to reduce work order time
response time.
100%88%100%
Facilities Operations and
Maintenance Environment & Infrastructure
This program maintains and operates over 4 million
square feet of facilities, monuments, fountains and
pedestrian areas owned by the City of Miami Beach.
Oversight of professional services, quality control, and
facility assessments. Daily deferred and preventative
maintenance as identified by lifecycle management,
industry standards, and the City’s Facilities Condition
Assessment. Additionally, this program assists in
special events, and is tasked with completing service
requests in a timely manner in line with the industry
standards and the City's vision plan. This program is
also tasked with analyzing vulnerabilities including (but
not limited to) basic safety and security, acts of
terrorism, natural disasters, workplace violence, and
chemical/biological incidents.
3,834,600 14.80 667,800
Capital Renewal/ Replacement
Project and Space Planning
Management
Environment & Infrastructure
This program provides construction project
management for projects funded by Capital Renewal
and Replacement. Grant project administration,
facilities renewal/replacement, lifecycle planning,
surveys, coordination of professional services, design
services, space planning, code compliance and
workspace allocation projects. This program also
helps address deferred and preventative maintenance
needs as identified in the City's Facilities Condition
Assessment.
1,095,600 3.75 -
Environment & Infrastructure
This program oversees the contract maintenance and
repairs for facility maintenance contracts such as fire
prevention systems, generators, elevator maintenance,
janitorial, and pest control services. Oversees life-cycle
management, facility condition assessment
requirements, capital planning prioritization and
planned spending up to 15 years per industry
standards. Additionally this programs plans and
prepares for stressors to minimize disruption and
assure a speedy recovery process. These plans
encompass analyzing vulnerabilities, develop and
implement protection strategies, leveraging of
resources (equipment, materials, etc.), pre and post
emergency plans, essential personnel functions, and
facility assessments based on risk rating and risk
mitigation. Below are just some examples of contracts
being utilized under this program.
• Janitorial Services
• Generators Maintenance
• Fire Alarm Maintenance
• Pest Control
• Elevator Maintenance
4,163,280 3.20 - Contracted Maintenance &
Repairs
79
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $*
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Operation, occupancy and utility cost. Performance in
terms of currency expended per unit area, person, or
output/product.
$9.52/Sq. Ft.^^$8.52/Sq. Ft.
% of Work Orders completed within 7 days of
issuance 75%65%75%
% of Facility Condition Index rating scoring below
0.15 (good and excellent)75%**75%
Anchor Shops Prosperity
The retail component of the Anchor Parking Garage.
The Anchor shops consists of several ground floor
retail and restaurant spaces comprising a total of
approximately 20,500 square feet.
1,302,000 - 1,302,000 NEW: % of occupancy of leased spaces N/A N/A 80%
Pennsylvania Shops Prosperity
The retail component of the Pennsylvania Avenue
Parking Garage. The ground floor retail space is
approximately 7,722 square feet.
323,000 - 323,000 NEW: % of occupancy of leased spaces N/A N/A 90%
% of Work Orders completed within 7 days of
issuance 75%71%75%
% of invoices paid within 20 days 85%37%82%
% of operating purchase orders/encumbered contracts
opened by November 1st 95%28%90%
% of Work Orders completed within 7 days of
issuance 75%53%75%
% of invoices paid within 20 days 85%0%82%
% of operating purchase orders/encumbered contracts
opened by November 1st 95%25%75%
NEW: % of Work Orders completed within 7 days of
issuance N/A N/A 75%
NEW: % of invoices paid within 20 days N/A N/A 85%
NEW: % of operating purchase orders/encumbered
contracts opened by November 1st N/A N/A 95%
Normandy Shores Maintenance
& Operations Neighborhoods
This program provides administrative functions, as
well as maintenance and repairs for the Normandy
Shores guard house.
• Other operating expenditures
• Contracted Repairs / Upgrades
• Contingencies
• Internal Services
• Security Services
249,000 - 249,000
RDA Facilities Operations and
Maintenance Environment & Infrastructure
This program oversees the administrative functions of
maintenance for Lincoln Road and other areas within
the RDA.
1,066,200 2.20 1,066,200
Biscayne Point Maintenance &
Operations Environment & Infrastructure
This program provide maintenance and repairs for the
Biscayne Point guard house.
• Other operating expenditures
• Security Guard Services
• Contracted Repairs / Upgrades
• Contingencies
154,700 - 154,700
Allison Island Maintenance &
Operations Environment & Infrastructure
This program provide maintenance and repairs for the
Allison Island guard house.
• Other operating expenditures
• Security Guard Services
• Contracted Repairs / Upgrades
• Contingencies
154,700 - 154,700
Property Management - General Fund, Internal Service, and Special Revenue Funds
80
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's
FY 2021
Program
Rev $*
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
NEW: % of Work Orders completed within 7 days of
issuance N/A N/A 75%
NEW: % of invoices paid within 20 days N/A N/A 85%
NEW: % of operating purchase orders/encumbered
contracts opened by November 1st N/A N/A 95%
% of occupancy of leased spaces and concession
agreements. ^^^^^^80%
% of accounts in full compliance with all internal and
client specific policies, procedures, billing and
collection of revenues.
^^^^^^65%
% of maximun value of portfolio ^^^^^^50%
% of overall quality of the beaches as excellent or
good ^^^^^^78%
% of Work Orders completed within 7 days of
issuance ^^^^^^75%
Holiday Decorations Neighborhoods Provide annual holiday lighting decorations throughout
the City's tourism areas funded by Resort Tax 500,000 - 500,000
Lifeguard Towers Environment & Infrastructure Painting of lifeguard towers funded by Resort Tax 36,000 - 36,000
% of invoices paid within 20 days 85%65%85%
% of operating purchase orders/encumbered contracts
opened by November 1st 95%14%75%
Totals: $ 17,697,000 45.07 $ 12,484,000
Biscayne Beach Maintenance &
Operations
Administration Organizational Innovation
This program oversees the administrative functions for
the Department, contract maintenance and compliance,
centralized maintenance/work order system
management, payroll, budgetary, and fiscal oversight
(accounts payable, new work transactions).
Quantitative data, performance measures,
benchmarks, streamline of processes, and what-if
scenarios based on impact, logistics and available
funding. Additionally, this program also includes
chargebacks from other internal service departments
such as Fleet, Central Services and Information
Technology.
This includes administration for the following:
•Internal Service $1,643,400
•RDA $60,800
•Allison Island $66,300
•Biscayne Beach $66,300
•Biscayne Point $66,300
•Beach Maintenance $463,000
2,906,100 14.12 1,143,800
6,597,000
Beach Operations and
Maintenance 135,100
Environment & Infrastructure
This program provide maintenance and repairs for the
Biscayne Beach guard house. • Other operating expenditures
• Security Guard Services
• Contracted Repairs / Upgrades
• Contingencies
154,700 - 154,700
FOOTNOTES:
^FTE increase was due to position reallocations between Internal Service and RDA, not due to additional bodies within the department
*All internal service department expenditures are allocated to departments citywide
** Score pending new FCI assessment estimated to be completed on 2/1/2021 or indicates measure was not tracked and/or conducted during reporting period
***Deferred projects during COVID-19
^^Operating cost per facility pending review of additional facilities for holistic review^^^ During FY 2020, the Asset Management Division of the Economic Development Department and the Beach Maintenance Division of the Parks and Recreation department were transferred to the Property Management department.
Management of City Real Estate
Assets Prosperity
Manages overall portfolio of 170 contracts governing
the use of City-owned properties, inclusive of 88
leases, concession agreements,
management/operation agreements, in addition to 82
beachfront concession permits.
843,500 2.00
Environment & Infrastructure
This program oversees the administrative functions of
maintenance for 7 miles of beach and other areas
within beach inclusive of beach showers, lifeguard
stands, and Beachwalk.
694,500 4.00
Property Management - General Fund, Internal Service, and Special Revenue Funds
81
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Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Revenue collected from water bills including interest
and miscellaneous water revenue.
% of billable water revenue collected from the county
on monthly based on consumption 95%90%95%
Purchase of potable water from WASD.% of potable water purchased with permits based on consumption from the county 95%90%95%
Sec 24-18 of the Miami-Dade County Code requires
all water and sewer utilities to have a valid operating
permit.
% of turnaround time and timely remittance of the utility
service fee to Miami-Dade County 95%90%95%
The purchase of new water meters including
professional consulting services related to updating ad
reviewing City standards.
% of meters purchased and installed within the
budgeted year 95%90%95%
Coordination and distribution of water meter reading
and billing for contractors also includes the purchase
of hydrant meters.
% of time meters are accounted for, read and billed
quarterly 95%90%95%
% of time the U.S. Environmental Protection Agency
Safe Drinking Water Act standard is met 95%90%95%
% of valves exercised annually 95%90%95%
Monthly reading of all water meters % of meters that are working and read as scheduled 100% 100% 100%
Respond to any water monthly billing requests % of time service orders are scheduled within two (2)
business days 95%95%95%
Cleaning, maintenance and inspection of six (6) pump
stations and necessary preventative maintenance of
City's 23,000 water valves
% of time maintenance is scheduled to ensure Pump
Stations are operational 100%99%99%
Maintain the operability of 180 miles of water lines
and 3,000 fire lines and 1,500 fire hydrants
% of time the water distribution system provides an
uninterrupted supply of pressurized safe drinking water
with appropriate quantity to all consumers
99%99%99%
Control Room Operations Environment & Infrastructure
Provide support for residents and businesses 24 hours
a day, 7 days a week. Operates automated pumping
equipment and dispatches staff to emergencies.
984,717 9.00 -% availability of PW Operations 24/7 call center to
address all City related issues or concerns 100%100% 100%
Warehouse Operations Environment & Infrastructure Handle the purchases and distribution of materials and
supplies for daily use by various divisions 439,835 4.00 -% of the sample inventory physical count differences <10%<3% <10%
Water System Maintenance
and Repair Environment & Infrastructure 5,413,682 19.29 -
Water System Management Environment & Infrastructure 17,276,046 1.20
Water Meter Management Environment & Infrastructure 1,949,427 14.30
Testing drinking water for biological and chemical
safety, permits and aesthetics.
-
34,475,000
83
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Water and Sewer Debt Service Environment & Infrastructure
The Finance department manages the payment of the
principal and interest on the water and sewer bonds:
• 2000 Series Water and Sewer Bonds
• 2006 Series Water and Sewer Bonds• 2017 Series Water and Sewer Bonds
• Line of Credit Fees
• Cost of Debt Issuance
11,773,000 - - % of timely payment of principal and interest of the
water and sewer bonds 100%100% 100%
Revenue collected from sewer bills including interest
and miscellaneous revenue and costs for sewage
disposal
% of billable sewer revenue from the county on monthly
based on consumption 95%95%95%
Maintain the operability of 644,160 feet of sewer
lines % of time system functions without overflows 95%95%95%
Preventative and corrective maintenance, including
breaks, gravity and force mains, sewer disconnects, and sewer connections
% of time service orders are scheduled within two (2)
business days 95%95%95%
Sec 24-18 of the Miami-Dade County Code requires
all water and sewer utilities to have a valid operating
permit
% of turnaround time and timely remittance of the utility
service fee to Miami-Dade County 95%95%95%
Pump Station: Cleaning and inspection non-operable
components of 23 pump stations and electricity % of time system functions without overflows 95%95%95%
Portable Pumps & Generators: Rental equipment costs
and labor requirements for preventative and corrective maintenance including emergency situations
% of time maintenance is scheduled to ensure Pump
Stations are operational 95%95%95%
Sewer Fees - Satellite Cities Environment & Infrastructure
Provides sewage conveyance for disposal services to
Town of Bal Harbour, Surfside and Bay Harbour
Islands
- - 3,068,000 % of time billing of the sewage conveyance for the
satellite cities occurs by the 10th of every month 100% 100% 100%
Revenue collected from storm water bills including
interest and miscellaneous revenue % of billable storm water revenue 95% 100%95%
Cleaning and inspection of storm water system $1.6M
by contracted maintenance and 4 FTE, includes in-house contractual services, inspection and
maintenance of all drainage structures and to help the
storm water system function properly
% of storm water structure inspected and maintained 95% 100%95%
DERM permit requirements; enforces the storm water
ordinance to have permits in place prior to dewatering % timely remittance of permits 100% 100%95%
45,102,250 Sewer System Management Environment & Infrastructure 25,322,294 0.20
30,263,000
- Sewer System Maintenance and
Repair Environment & Infrastructure
Environment & InfrastructureStormwater System
Management
10,078,403 19.00
563,738 4.30
84
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
% of time maintenance is scheduled to ensure Pump
Stations are operational 100% 100% 100%
% of time that low lying areas are not flooded and
storm water pump stations have continuous power 100% 100% 100%
% of timely remittance of permits 100% 100% 100%
Service call responses, standing water for mosquitoes,
debris clean-up from the right-of-way and repair to
storm structures. Includes in-house and contractual
services. Repairs to components and responses to
resident requests including professional services, repair
and maintenance on all stormwater pump stations
% of time service orders are scheduled within three (3)
business days 100% 100% 100%
Stormwater Outfall Maintenance and Repair:
Inspection, maintenance, and repair of 367 outfalls
includes in-house and contractual services
Ensure that all outfalls are functional and maintained
annually 100% 100% 100%
Stormwater National Pollution
Discharge Elimination System
(NPDES)
Environment & Infrastructure
Enforce stormwater ordinance violations and performs
facility and stormwater inspections per National
Pollution Discharge Elimination System's (NPDES)
permit requirements
241,858 1.00 - % of time NPDES permit requirements are met
annually 100%85% 100%
Storm water Debt Environment & Infrastructure
Debt includes following:
-Equipment Loan
-2009 Gulf Breeze
-Line of Credit Fees
-Series 2011 Bonds
-Series 2015 Bonds
-Series 2017 Bonds
16,511,000 - - % of timely remittance of principal and interest on
all Stormwater Bonds 100% 100% 100%
Litter Control/ Debris Removal Neighborhoods
Includes the cleaning of streets and sidewalks by removing litter, leaves, and other debris which
accumulate, and crews cover areas citywide to work in
an efficient manner. The personnel assigned to litter
control/hand sweeping are deployed with tools that
consist of brooms, pick sticks, and leaf blowers in
order to perform their duties of cleanliness in their
areas of responsibility.
9,276,501 74.64 699,000 % Litter Control is provided citywide seven days per
week 100%95%98%
Residential Collection of Solid Waste Neighborhoods
Collection and disposal of residential solid waste, yard
trash, bulk waste, and operations of the City's green
waste facility through the Residential Agreement
2,458,000 - 3,601,000 % of trash/garbage collection 100%95% 100%
Stormwater System
Maintenance and Repair Environment & Infrastructure
*Maintain the operability of 49 pump stations
including electricity costs, all pipes, pumps and panel
electrical components. Includes in-house and contractual services
*Rental equipment and labor costs required to mitigate
flooding in low-lying areas and standby power for
stormwater pump stations
- 8,083,110 15.31
85
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Code Enforcement/Illegal
Dumping/Violations Neighborhoods
Illegal dumping is generated by properties and/or
individuals who choose not to properly dispose of
trash. This function is supported by code compliance
officers, Heavy Equipment Operators and MSW II
positions(crane crew). The crane crew assists Code
with violations and special pickups. Sanitation Impact
fees are assessed on all bldg., elec., plumbing.,
mechanical and demolition permits from the Building
Dept. to help offset the cost of removing illegally
dumped debris in streets & alleyways. Code 8-3, Sub
Sec. L. Tipping Fee Cost of disposing and transferring
debris to Miami Dade County facilities including illegal
dumping.
745,699 6.00 1,878,000 % of enforced codes related to clean up of illegal
dumping 100%95%98%
Street Sweepers Neighborhoods Function supported by a vehicle equipped to collect
debris along curbside and rights-of-way.932,124 7.50 860,000 Cleanliness rating index of the ROW**1.50 1.64 1.50
Recycling Neighborhoods
Miami Dade County's Memorandum of Understanding
to provide curbside recycling to Miami Beach
properties which are on city waste service. The County
sends a quarterly report on the amount of residential
recycling tons collected which is forwarded to the
City's Environmental Department to evaluate this
program.
233,000 - -
Commercial Solid Waste
Management - Franchise Waste
Haulers
Neighborhoods
Franchise Agreement between the City and
Commercial Waste Haulers to provide Commercial
and Multi-Family solid waste & recycling collection
services to properties of 8 units or more. Also includes
providing additional services to City facilities, parks
and right of ways (litter cans)
135,283 1.00 3,941,000
Roll-Offs Neighborhoods
Roll-off containers are used to dispose various type of
debris which do not include chemical waste. 1
Administrative Aide is assigned to processing permit
applications for issuance
124,283 1.00 1,114,000 % of cleanliness of the streets 100%95%95%
City Center RDA Neighborhoods Crews provide litter control and mobile street sweeping within the RDA district.4,791,119 38.55 3,994,000 Cleanliness rating index for mobile street sweeping in
the RDA district**1.50 1.60 1.50
Parking Lots and Garages Neighborhoods
Responsibility includes litter control, pressure washing
and mobile street sweeping of parking lots and garage
facilities
535,661 4.31 64,000
Cleanliness rating index for pressure washing and
mobile street sweeping of parking lots and garage
facilities**
1.50 1.60 1.50
Pressure Washing Sidewalks Neighborhoods
Pressure washing is the process by which the division
uses of a high pressure water spray to remove
organics, dirt, paint; algae and/or other objects from
the surface of sidewalks, walkways, and litter cans
1,118,549 9.00 - % of cleanliness of the sidewalks and walkways 100%95%95%
86
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Doggie Bags Neighborhoods
The crews are responsible for refilling these dispensers.
The North Fly Squad is responsible for the dispensers
in the following areas: N Bay Rd & Pine tree Dr; 63rd
St & Alton Rd, 64th St & Collins Ave; 76th St &
Harding Ave;' Abbott Ave & Indian Creek; & Dickens
Ave & Tatum Waterway. The South Fly Squad is
responsible for the dispensers located in the following
areas: West Ave from 9th St to Lincoln Rd on both
sides of the street; Collins Ave & 28th St; Meridian Ave
on 39th & 42nd St; Prairie Ave on 28th St & 33rd St.;
S Pt Dr/ Nikki Bch; Hibiscus Island; 6th St & Jefferson
Community Ctr; &The Filmore14th St & Bay Rd.
248,566 2.00 - Cleanliness rating index for doggie bags dispensers**1.50 1.60 1.50
Can on Every Corner Program Neighborhoods To add litter cans where needed and/or replace
existing cans 27,342 0.22 -Cleanliness rating index to measure the replacement or
addition of litter cans**1.50 1.60 1.50
Big Belly Neighborhoods
The program currently includes removal of Big Belly
cans and compactors that are serviced 7 days per
week during the night & day shift in the Entertainment
area.
124,283 1.00 - Cleanliness rating index for litter cleanliness**1.50 1.60 1.50
Special Events Neighborhoods
Overtime, shift pay, allowances, dumping and other
operating expenditures attributed to Art Basel,
Memorial Day Weekend , New Years, Art Deco,
Spring Break, Halloween, Orange Bowl, July 4th,
Wasteful weekends
248,566 2.00 - -
Clean Waterways (Managed
by Sustainability)Neighborhoods
The Sanitation Division provides funding through
Professional Services to the City's Environmental
Department to contract services to help keep our
waterways cleaned
200,000 - - % of cleanliness of waterways 95%95%95%
Cat Network Neighborhoods
This program is partially grant-funded. The City's
contribution provides assistance to the spay and neuter
program as well as marketing needs. Assistance from
Engineering, Operations and Sanitation is also
provided to ensure a efficient operations
214,017 1.43 -% of spay and neuter completed to reduce the cat
population 100%46%75%
H.O.P.E Day Labor Neighborhoods
$44K funded through Professional Services to Jewish
Community Services Self Sufficiency Program for the
homeless. They conduct litter maintenance
approximately 23 days per month between 5th Street
and 11th Street from Lenox Avenue to Meridian
Avenue
44,000 - - % of litter control between 5th and 11th Street from
Lenox Avenue to Meridian Avenue 100% 100% 100%
Cleanliness Assessors Neighborhoods
Part-time employees who assess cleanliness city-wide
25% of 6 Cleanliness assessors conducting 4 hour
shifts for a total of 1,440 hours per quarter
30,802 1.50 - -
87
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Surveying Environment & Infrastructure
Provide surveys, legal descriptions, construction
layouts, line and grade for water and sewer, streets,
streetlights, and stormwater improvements. Provide
underground locates for internal and external requests
701,653 6.00 -% of locates for construction are scheduled within two
(2) business days of requests 100% 100% 100%
% of customer satisfaction on ROW permit procedures 100%98% 100%
% of sewer allocation letter processed within five (5)
business days or less 100%98%100%
% of right of way permit application processed within
two business days of receiving information from
customers
95%95%95%
Geographical Information
Systems (GIS) Management Environment & Infrastructure
A computer based system for mapping and analyzing
assets that exist and events that occur. Many
departments City-Wide utilize the GIS mapping system
including Transportation, Fire, Parking, Parks and
Recreation, Public Works and Planning.
700,887 5.00 -% of all GIS requests are scheduled within two (2)
business days 95%97%95%
% of timely remittance of current contracts and
procurement of new contract begins 6 months prior to
expiration of previous contract
95% 100%95%
% of completion of Capital projects are met and
on budget 80% of the time, except scope increases 80%90%80%
% of capital projects commencing within 6 months
after funding 90%90%80%
Elevator Environment & Infrastructure
Responsible for permitting the installation of new and
the alteration of any existing vertical conveyances,
including all inspections
666,027 5.00 1,101,000 % of timely remittance of permits and plans for Elevator 100%97% 100%
Streets Management Environment & Infrastructure
Maintain and repair roads, including pot holes, sink
holes, and damages caused by utility cuts and
emergency work
598,853 5.00 -% of time service orders are scheduled within two (2)
business days 95%95%95%
Street Light Management Environment & Infrastructure
Maintain and repair City-owned streets and beach
walk lights, and contract management of street lights
located on Florida Department of Transportation
roadways.
2,908,596 9.00 182,000 % of time service orders are scheduled within two (2)
business days 95%93%95%
Right-of-Way Inspections Environment & Infrastructure
Public Works Department-issued permits subjected to
inspection. Inspection includes roadway utility
excavations, sidewalk tree plantings, damaged
sidewalks, curb realignment, roadway defects, street
restoration projects, and other necessary and related
infrastructure work
479,971 4.30 -% timely remittance of permits for inspection 95%95%95%
7.00 2,143,000 888,145 Right of Way Management
Issue all right of way permits and inspects utilization of
the right-of-way. Issues utility construction permits,
reviews Planning and Zoning Board issues and
conducts building plan reviews
Capital Projects Management Environment & Infrastructure
Maintain Engineering and Utility records, inspections
on the City's bridges, seawalls, storm sewer, sanitary
sewer, water and street lighting systems. ADA
planning and accessibility projects.
Environment & Infrastructure
1,878,854 11.00 100,000
88
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Sidewalk, Curb, Gutter Maint.
& Repairs Environment & Infrastructure Maintain, repair, and restore or replace City's
sidewalks, ADA ramps, curbs, and gutters 923,164 6.00 -% of time service orders are scheduled within two (2)
business days 95%95%95%
Cleanliness rating index landscape maintenance
service in the ROW**1.50 1.75 1.50
Percentage of City E-Govs addressed within 10 days 95%75%90%
Landscape & Irrigation
Repair/Renovation Projects Neighborhoods
Citywide small-scale renovation of existing landscapes
and irrigation systems, new small-scale landscape
installations, and short-term mitigation of effects of
natural disasters
326,077 1.00 - % increase in tree canopy Citywide 15%11%15%
Tree Maintenance Neighborhoods
*Emergency tree trimming services.
*New ROW tree installations.
*Training and supplies/equipment for Tree Trimmers.
*Public Outreach for special events (e.g.. Arbor Day)
462,732 3.00 - % of City E-Gov concerns addressed within 10 days 95%70%90%
In-House Landscape
Maintenance Neighborhoods
Internal landscape maintenance activities and
supplies/materials necessary to address items not
included in contracts and constituent concerns in a
quick, professional manner. Standby personnel
852,565 6.00 - % of City E-Gov concerns addressed within 10 days 95%75%90%
Contributions - Hazardous
Waste Environment & Infrastructure Collection of household hazardous waste in November
and April 60,700 - 60,000 Service providers prepare a daily job report which
logs chemical waste after each event 95%95%95%
Contributions - Recycling Environment & Infrastructure Contribution for 15 trash cans from the franchise
agreement 37,200 - 37,000 # of cans purchased to promote recycling 100% 100% 100%
Contributions - Security Guards Environment & Infrastructure Free bulk drop-off for residents once per month 8,100 - 8,000 % of residential bulk drop off provided monthly.100% 100% 100%
Citywide Cleanliness Index based on the landscape
maintenance service in the ROW**1.50 1.75 1.50
% of City E-Gov concerns addressed within 10 days 95%75%90%
% increase in tree canopy Citywide 15%11%15%
6.00 799,500
Contract Landscape
Maintenance 4.00 1,877,810
Service the City's rights-of-way (North & South Rights-of-
Way, Lincoln Rd. Mall, Parking Lots & Facilities,
Coastal Areas,) Irrigation System Services, and Pest
Control
Neighborhoods 282,000
Greenspace Operations
Contracted Landscape Maintenance services for the
City's rights-of-way (North & South Rights-of-Way,
Lincoln Rd. Mall, Parking Lots & Facilities, Coastal
Areas,) Irrigation System Services, and Pest Control
Neighborhoods 799,500
89
Department:Public Works - General, Enterprise, and Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Sanitation Operations Neighborhoods
Sanitation employees provide litter control & pressure
washing services to Lincoln Rd, Beach walk & cultural
campus 7 days a week during the day & night shifts at
a productive hourly rate of $67.61 in FY 18.
3,994,000 - 3,994,000
Citywide Costs Environment & Infrastructure
Bank Fees, Security Guard Services, Administration
Fees, Contingencies, Transfers Out, and Internal
services - Central Services, Property Management, Fleet
Management, Self-Insurance, IT
14,637,000 - -
NEW - % of community data collected on solid waste
service levels through within 6 months N/A N/A 100%
NEW - % of reviewed existing solid waste franchise
agreements and provide recommendations o within 6
months
N/A N/A 100%
NEW - % of current contract, cost of services and
comparisons to other cities in helping develop service
alternatives reviewed within 90 days
N/A N/A 100%
NEW - # of public workshop meetings with the City
Commission attended N/A N/A 2
Totals:156,472,500$ 342.42 146,713,500$
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
8,947,750 Administration Environment & Infrastructure
Provide ongoing oversight, coordination, policy and
planning of all departmental functions, including
administrative tasks, payroll, procurement, human
resources, financial and budgetary support
3,545,759 26.37
**Cleanliness and Appearance Index - The sites are assigned a score ranging from 1.0 to 6.0, with 1.0 being the best possible score. The City’s goal is for 90% of the assessments to receive a score of 2.0 or better, and to have all assessments receive a score of 1.5 or better in the future.
90
Department:Tourism & Culture - General, Enterprise, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Annual attendance for Arts in the Parks 13,500 12,000 13,500
Annual attendance for SoundScape Cinema Series 8,500 5,313 8,500
Number of Major Films 5 2 0
Number of Film/Prints Permits processed 1,200 554 300
Special Events Neighborhoods This division processes more than 200 special event
permits each fiscal year. Expenses are administrative.108,000 2.00 364,000 Number of Special Event Permits processed 230 196 190
Number of yearly attendees 35,000 26,407 35,000
Number of Events 125 146 175
Percentage Agreement Compliance 100%83% 100%
Attendance at Bass Museum 75,000 36,300 50,000
Annual Fund Raising by Friends of the Bass 2,803,542 2,712,569 2,209,291
Art In Public Places (AIPP) Neighborhoods
Yearly Maintenance and Conservation of City's public art projects and administrative support to all AIPP
projects
•Salaries-$108,000
•Conservation under fund "147" Special Revenues
108,000 1.00 -Percentage of proposed AIPP conservation work
completed 70%80%85%
Administration
Tourism and Culture (General
Fund)
Organizational Innovation
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, OIG funding, planning, and internal
charges.
691,000 2.73 -Percentage completion of training and professional
development goals 95%92%95%
Number of events held
The event schedule was determined through a
collaborative effort with the City of Miami so as not to
impede the renovation timeline.
39 21 35
# Priority 1 Events-requires a minimum of 3 nights in
Miami-Dade County with 1,500 Hotels Rooms on the
peak night
11 4 2
# Priority 2 Events-requires a minimum of 2 nights in
Miami-Dade County with 500-1,499 Hotels Rooms on the peak night
9 1 6
# Priority 3 Events-do not have a peak room night
requirement 19 15 22
Miami Beach Convention
Center - contracted function
The MBCC is a multi-purpose public assembly facility
hosting large scale business, trade, civic and cultural
events. Revenues include rent, food and beverage,
electric service, IT and Telecom service, Security and
guest services and other income. Expenses include payroll ( 70 Spectra positions & 31Centerplate
positions) and fringe benefits, utilities, contracted
services (capex allowance of 250,000), contract
maintenance, temp labor, advertising and promotions,
other operating expenses, internal support charges,
and debt payments related to Ameresco energy
improvements.
•Spectra-$18,267,000
•Centerplate-$4,129,000
•Pride Park (4th Amendment to Spectra Agmt.)-
$1,192,000
23,588,000 - 13,504,000 Prosperity
Bass Museum
Personnel costs (2 positions), and management fee
paid to the Friends of Bass Museum for the operation
of the Bass Museum and annual management fee
•Salaries-$326,000
•Management Fee-$825,000
•Internal Charges-$345,000
1,496,000 2.00 - Neighborhoods
Colony Theater
Miami New Drama commenced operations in
partnership with the City of Miami Beach as the
managing resident company
536,000 - - Neighborhoods
Film Production & Incentive
Miami Beach Film Incentive Program, along with suggested amendments to current film and print
guidelines to entice scripted film and television
productions to film in Miami Beach and to support the
current industry working locally
168,000 1.00 - Neighborhoods
Arts in the Park & Soundscape
Cinema Series
Provide support for free cultural performances and
curate weekly SoundScape Cinema Series along with
Lummus Park Cultural Activation and Programming
55,000 - - Neighborhoods
91
Department:Tourism & Culture - General, Enterprise, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Tourism & Conventions Prosperity Miami Beach sustaining hotel occupancy levels for
calendar year 264,000 1.85 - Hotel occupancy level 81%41%55%
Administration-City Side
(Enterprise Fund)Prosperity
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, and planning. Revenues include
Convention Development Tax - Due Annually from
Miami-Dade County ($4.5 million) and $3,250,000
million due from RDA FY 2020 per 3rd Amendment
Interlocal Agreement. Due to COVID-19 pandemic.
•Included-Spectra/ Centerplate Management Fee/
Incentive-$982,000
•Included-MBCC Transportation Plan-$360,300
•Included-City Administrative Fees-$323,000
•Contingencies-Covid-19 expenditures-$499,000
•Audit-$40,000
•Collins Canal Park-$200,000
•Other Operating Expenses-$61,700
2,466,000 - 12,814,000 Percentage completion of training and professional
development goals 95%92%95%
Internship Program Neighborhoods
Annual internships provided within the Miami Beach
Convention Center that are administered by the City in
collaboration with the Miami Beach Convention Center
80,000 - 80,000 NEW - Percentage completion of training and professional development goals 95%95%95%
Arts for Learning Neighborhoods
Arts for Learning Provides in-depth visual and
performing arts programs at City of Miami Beach
schools, preschools and parks.
81,000 0.20 - Annual # of students served 1,200 1,200 1,200
Arts in the Parks Neighborhoods Arts in the Parks programming 25,000 0.20 - Attendance for Arts in the Parks 22,000 17,313 22,000
Number of Grants Issued 46 46 52
Percentage of Grant Compliance 100%98% 100%
Temporary Art Installations Neighborhoods
Temporary artistic installations can serve to educate
and inspire communities, stimulate local business
corridors, increase pedestrian traffic to engage and
transform communities.
- - - Number of temporary artistic installations per Fiscal
Year 1 0 0
Art In Public Places Neighborhoods
Additional Yearly Maintenance and Conservation of
City's public art projects and additional training for
AIPP Coordinator.
Budgeted revenue is funded by 2% AIPP contribution of
hard costs from all City Capital Projects
21,000 - - Percentage of proposed AIPP conservation work
completed 70%80%85%
Administration
Tourism and Culture (Special
Revenues)
Organizational Innovation
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, planning, internal services and
reserves
•Salaries-$245,000
•Operating Expenditures-$27,000
•Internal Charges-$22,000
294,000 0.60 1,771,000 Percentage completion of training and professional
development goals 95%92%95%
Grants Program
The grants programs were originally created in 1998
as an essential component of the mission of the Miami
Beach Cultural Arts Council, which is to develop,
coordinate, and promote the arts in the City of Miami
Beach community.
•Grants Program-$850,000
•COVID-19 Relief Funding-$500,000
1,350,000 1.00 - Neighborhoods
92
Department:Tourism & Culture - General, Enterprise, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Resort Tax - High Impact
Periods and Special Events Neighborhoods
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
Goodwill Ambassadors: $160,000
Administration Fees: $1,199,000
Professional Services/Debt Service: $88,000
Contingency/Other: $1,000,000
Office Inspector General: $47,000
2,494,000 - 2,494,000 Hotel Occupancy Average of all weeks during High
Impact Periods
84%58%55%
Miami Beach Convention Center Bookings
Priority 1 (1,500 + hotel rooms at peak)
Priority 2 (500-1,499 + hotel rooms at peak)
Priority 1: 11
Priority 2: 9
Priority 1: 4
Priority 2: 1
Priority 1: 2
Priority 2: 6
In-House Miami Beach Hotel Bookings 233 134 38
# of Media Driven Bookings 10,753 10,367 7,552
Room nights Generated by Overall DMO Effort 996,791 456,990 618,168
- 26,647,000
For ongoing oversight and coordination of all
departmental functions and activities. This includes
transfers to the General Fund and Sanitation Fund to
support continuing tourism eligible expenditures such
as cleanliness, homelessness at Lummus Park, the Park
Ranger program, the City's cultural facilities, public
safety programs, Sanitation services throughout the
City's tourism areas, and enhanced Beachfront
Restroom Attendant Services in Lummus Park during
high impact periods and events
Tourism Eligible Expenditures in General Fund and
Lummus Park Restroom services during high impact
periods. Costs identified to this function represent the
allocated overhead cost for services borne by the
General Fund in support of Resort Tax Eligible
operations: $19,181,000
Transfer to Sanitation Fund for Entertainment District
Cleanliness: $5,780,000
Transfer to 1% Resort Tax Convention Center Debt
Service Fund for Convention Center Bonds:
$1,686,000
NeighborhoodsResort Tax - Transfer to General
Fund and Sanitation Fund 26,647,000
Resort Tax - GMCVB
The City has been contracting with the Greater Miami
Convention and Visitor's Bureau (GMCVB) since 1984
for the purpose of promoting the Miami Beach
Convention Center and the destination. The GMCVB is
the entity primarily responsible for pursuing and
securing Convention business for the Convention
Center, with the Convention Center management
company also responsible for pursuing booking
business, which typically includes shorter term uses. A
booking policy governs priority of bookings. A
booking policy governs priority of bookings. The
GMCVB also engages in local, national and
international marketing of the overall destination in an
effort to promote tourism.
4,527,000 - 4,527,000 Neighborhoods
93
Department:Tourism & Culture - General, Enterprise, Special Revenue, and Resort Tax Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Art Deco-Number of Attendees/Visitors 150,000 150,000 0
Annual Hotel Occupancy for Miami Beach 81%41%55%
Resort Tax - Quality of Life (1%
Bed Tax)Neighborhoods
Provides for funding of North, Middle, and South
Beach Quality of Life Capital Projects that enhance
Miami Beach's tourist related areas, plus continued
support of transportation initiatives and various arts
and cultural programs.
-Transportation Operating - 60% - $6,463,000
-North Beach Capital - 10% - $1,077,000
-Mid Beach Capital - 10% - $1,077,000
-South Beach Capital - 10% - $1,077,000
-Arts - 10% - $1,077,000
10,771,000 - 10,771,000
Resort Tax - Convention Center
(Addt'l 1% Bed Tax)Prosperity
Provides for funding of annual debt service associated
with the Resort Tax revenue bonds issued in 2015 for
the expansion and renovation of the Miami Beach
Convention Center. Any funds in excess are to be set-
aside for Convention Center renewal and replacement
12,457,000 - 12,457,000
# of Grants Annually 30 22 18
Percentage of Grant Compliance 100% 100% 100%
Mount Sinai Hospital Neighborhoods Annual contribution to Mount Sinai to fund the design
and construction of a new emergency room facility.1,000,000 - 1,000,000 Percentage of Completion based on construction
benchmarks 100%90%90%
Totals:91,596,000 12.58 88,798,000
FOOTNOTES:
*Part-time positions are equivalent to 0.5 FTE
Miami Beach Visitor's and
Convention Authority
The MBVCA is a seven-member authority, appointed
by the City of Miami Beach Commission, with the goal
of encouraging, developing and promoting the image
of Miami Beach locally, nationally and internationally
as a vibrant community and superb tourist destination.
Annual Contribution: $1,075,000
Annual VCA Audit: $21,000
1,096,000 - 1,096,000 Prosperity
Resort Tax - Special Events
Programming-Sponsorships
Air & Sea Show: $350,000
4th of July Event: $100,000
Special Event Sponsorships: $50,000
Memorial Day Weekend Cultural Activation:
$135,000
Miami Beach Gay Pride Contribution: $188,000
Art Deco Weekend: $100,000
Orange Bowl: $150,000
Cultural Arts Programming: $100,000
Lummus Park Programming: $100,000
1,273,000 - 1,273,000 Neighborhoods
94
Department:Transportation & Mobility - Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Average headways South Beach Loop A 20 minutes or
better 19 minutes 30 minutes or
better (1)
Average headways South Beach Loop B 20 minutes or
better 20 minutes 30 minutes or
better (1)
Average headways South Beach Loop Via 11 St 40 minutes or
better 42 minutes N/A -
discontinued
Average headways Middle Beach Loop 15 minutes or
better 17 minutes 30 minutes or
better (1)
Average headways Collins Express 17 minutes or
better 15 minutes 30 minutes or
better (1)
Average headways North Beach Loop 15 minutes or
better 16 minutes 30 minutes or
better (1)
On-time performance South Beach Loop A 85% or better 83%85% or better
On-time performance South Beach Loop B 85% or better 79%85% or better
On-time performance Via 10 St Loop 85% or better 72%N/A -
discontinued
On-time performance Middle Beach Loop 85% or better 79%85% or better
On-time performance Collins Express 85% or better 86%85% or better
On-time performance North Beach Loop 85% or better 83%85% or better
Annual ridership 5,360,000 1,128,615 497,919 (2)
Overall Miami Beach Transit Index (Mystery Rider)
percent of Miami Beach trolley assessments meeting
target of 2.0
90%95%90%
Overall Miami Beach Transit Index (Mystery Rider) score for all routes 1.5 or lower 1.29 1.5 or lower (1)
NEW - Middle Beach On Demand Transit Services
(average wait times from ride request to pickup) N/A 13 minutes
20 minutes or
better (7)
(Pending City's
decision on
resumption of
services or not
and service
plan)
NEW - FreeBee On Demand Services- Elderly (COVID-19 related) Daily Ridership N/A N/A 100
5,638,359 Citywide Trolley Service and
On-Demand Transit Service Mobility
Responsible for managing turnkey trolley operation
and maintenance services of 4 trolley routes throughout
the City (North Beach Loop, Middle Beach Loop,
Collins Express, and South Beach Trolley). Includes
installation and maintenance of approximately 220
trolley signs citywide, service advertising, promotional
material, and printing of trolley related maps and
brochures. Includes cell phone related cost for
Transportation Operations Supervisor and cost of
uniforms for Transit Division. Revenue generated by
advertising on board of trolley vehicles (tv monitors or
hard copy ads). Also coordinates on-demand transit
service for first mile/last mile trips and Mystery Rider
Program in conjunction with ODPI.
This program is funded by $164,988 from
Advertising, $1,234,371 from 1% QOL Resort Tax.
*Peoples Transportation Plan (PTP) Fund - Half Cent
Surtax of $4,239,000 (20% PTP funds must be used
for Citywide Trolley Service).
5,707,371 1.39
95
Department:Transportation & Mobility - Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Bus Shelters Mobility
Responsible for managing contracts for design and
installation of new bus shelters; and installation,
operation, and maintenance of the existing bus shelters
and bus benches throughout the City.
Revenues are generated by advertisement on bus
shelters.
69,012 0.57 69,012 % of bus stops with shelters 35%35%
Solicitation has
been issued for
construction,
operation and
maintenance of
new bus
shelters. Until
new vendor has
been selected
and contract
negotiated, we
won’t be able
to set target as
we do not know
at this time what
the construction schedule will
look like.
# of bicycle racks installed annually at locations
identified in the BPMP, including garages, street-ends,
dead zones, and community requests
40 49 50
% complete (cumulatively) and swap order of 1 and 2
of bike rack installation identified in the BPMP 100%N/A N/A -
discontinued
NEW - # of bicycle repair stations installed annually N/A N/A 2
# of long-term bicycle parking facilities implemented TBD 0 1
% initiated of budgeted feasibility studies 100% 100% 100%
% completion of feasibility studies for TMP Priority 1
projects (excluding multi-department right-of-way
improvement projects)
7%50%65%
% citywide transit mode split 12%4.8% (3)5%
% of citywide trips by walking (pedestrian mode split) 11%8% (3)10%
% citywide trips by bicycle 6%2% (3)5%
NEW - Linear feet (cumulative) of new temporary
pedestrian faculties and bicycle lanes implemented
during the COVID-19 Pandemic.
N/A 32,880 40,000
Transportation Master Plan
(TMP) Implementation
Coordinate mobility planning, conceptual design, and
implementation of the 2016 Transportation Master
Plan as individual projects or as part of Neighborhood
Improvement Projects. This includes bicycle and
pedestrian related improvements, congestion
management initiatives, management of related
contracts, and interagency coordination.
This program is funded by $638,233 from Bus Shelter
Revenue and $151,361 from Transportation Fund
Balance.
789,594
Mobility
Mobility 789,594
Bicycle Amenities
1.84
65,767 0.24 65,767
Responsible for installation of short and long-term
bicycle parking citywide, including locations identified
as part of the Transportation Master Plan
(TMP)/Bicycle Pedestrian Master Plan (BPMP) effort as
well as installation of bicycle repair stations.
This program is funded by $65,767 from Bus Shelter
Revenue.
96
Department:Transportation & Mobility - Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Number of bike/ped accidents per year 60 76 (4)-
% of constituent requests (e-gov, emails, and calls)
responded to within 48 hours of receipt 95%88%95%
% incident congestion management strategy deployed
within 25 minutes of incident within monitoring hours 95%97.5% (5)
N/A -
discontinued
(Will remove
Measure for
FY2022)
Travel time reduction from prior year (by corridor
excluding events). Corridors not anticipated to
experience construction projects
0.5 Minutes 0.1 Minutes (5)
N/A -
discontinued
(Will remove
Measure for
FY2022)
Travel time reduction achieved by corridor retiming
projects in that year during off-peak hours 8%2.3% (5)
N/A -
discontinued
(Will remove
Measure for
FY2022)
Travel time reduction achieved by corridor retiming
projects in that year during peak hours 5%10% (5)
N/A -
discontinued
(Will remove
Measure for
FY2022)
Dispatch damaged or malfunctioning electronic
signage for repair by contractor within 48 hours. 95% 100% 100%
Complete traffic impact study reviews one week prior
to the Board deadline 100% 100% 100%
NEW - Deployment of signalization improvements for
pedestrians at intersections (Lead Pedestrian Intervals,
Exclusive Pedestrian Phases, Pedestrian Flashing
Beacons and New Crosswalks)
N/A N/A 10 locations
NEW - Travel time savings by signal retiming on major
corridors (Minimum of two corridors per year)N/A N/A 2 minutes
NEW - Automatic pedestrian signal improvements
deployed during COVID-19 Pandemic N/A 242
N/A -
discontinued
(Will remove Measure for
FY2022)
% completion of projects resulting from feasible and
approved traffic operations studies 75%40% (6)75%
Complete maintenance of traffic plan reviews with 72
hours of submission 90%60% (6)95%
NEW - Complete Warrant Analyses and Engineering
Studies related to transportation requests within 30
days of receipt.
N/A N/A 90%
Complete plan reviews within five business days of
submission (City standard is 10 business days)90%60% (6)90%
Mobility 1,862,645 1.61 1,862,645
Perform traffic studies and assessments to develop
countermeasures which reduce congestion and
improve safety and traffic flow on the City's roadway
network.
Management of design, implementation, maintenance,
and operations of devices for congestion management,
incident management, traveler information, and
resources dispatching while establishing measures and
goals for network performance.
Management of special event/incident signal
operations, and installation and maintenance of
pavement markings and signage.
This program is funded by $1,862,645 from 1% QOL
Resort Tax.
Traffic Operations
Traffic Engineering
Management of in-house design and consultant
management for non-TMP Projects (e.g., FDOT
Roadway Plans), design plans review, and
maintenance of traffic plans review for transportation
projects
This program is funded by $748,059 from Transfers In-
1% Resort Tax QOL.
748,059 748,059 1.45 Mobility
97
Department:Transportation & Mobility - Special Revenue Funds
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
# of vanpools registered 42 N/A (7)32
# of carpools registered 5 N/A (7)4
# of schools participating in school-pool efforts 1 N/A (7)1
# of Corporate Discount Program registrants 15 agencies N/A (7)11 Agencies
# of bicycle-friendly businesses 1 N/A (7)1
Average # of City of Miami Beach employees
registered in the transit subsidy program 65 77 (8)TBD (8)
Totals:12,090,000$ 10.03 12,090,000$
FOOTNOTES:
(5) Current travel time along major corridors was determined from the Acyclica devices installed throughout the City and accounts for nationwide factors for traffic delays due to construction. Travel Time Evaluations from October 2019 to March 2020 due to discontinuation of the service to reduce expenses during COVID-
19 Pandemic.
(6) These programs were significantly impacted by reductions in staff due to the COVID-19 Pandemic
(7) These programs were not started or discontinued as a result of the COVID-19 Pandemic.
(8) Transit Subsidy Program has been suspended as of March 2020. At this time, the City of Miami Beach has not determined resumption of services for employees.
* Part-time positions are equivalent to 0.5 FTE
(1) FY2021 Targets subject to change based on changes in service levels due to COVID-19 Pandemic.
(2) Assuming trolley service resumes in February 2021 at 50% service level. Due to reduction in service level, estimate assumes 50% reduction in ridership. Furthermore, due to COVID-19 impact, ridership is further reduced by 70% as nation-wide trends show 60-80% decline in ridership due to ongoing pandemic. That is
3,954,207 passengers (January-September of 2019) x 0.5 x 0.3 = 593,131
(3) New study has been conducted which includes new variables and more specific data samples such as ride share and scooters which were not taken into account in the 2015 study
(4) According to United States Department of Transportation Bureau of Transportation Statistics: there are approximately 42 Pedestrian/Bicycle Crashes per 100,000 Population.
33,483 33,483 0.31
Provide support to all programs within the
Transportation Department as well as interagency
coordination on general transportation issues affecting
the City. Includes various essential needs such as
uniforms, telephones, salaries/benefits, supplies, etc.
The following are the remaining (non-revenue) funding
sources for Transportation programs:
• 1% QOL Resort Tax: $2,584,442
• Transportation Fund Balance: $298,639
Administration Mobility 2,883,081
Transportation Demand Management (TDM) Program
Administration
2,814,069 2.62
Mobility
Management and oversight of a citywide
Transportation Demand Management (TDM) Program.
This program is funded by $33,483 from Transfers In-
1% Resort Tax QOL.
98
Department:Resort Tax - Special Revenue Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Number of Short Term Rental Violations N/A 185 N/A
Number of Short Term Rental Inspections 1,321 1,091 1,244
Number of Short Term Rental Business Tax Receipt
Violations N/A 42 N/A
High Impact Events Prosperity
Provide essential City services during high impact
periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, and Miami
Beach Air and Sea Show.
180,000 - 180,000
Percentage of resort tax customer filing and paying
online 98%98%98%
Average number of days to record resort tax receipts
and complete monthly postings 5 5 5
Percentage of resort tax assessments completed by
Internal Audit compared to paid or non-payment within
the same year
80%80%80%
Average number of days to produce Resort Tax Report
after end of the month 10 8 10
Number of days for recording and posting Resort Tax
receipts 5 5 5
Average excellent customer satisfaction rating for rated
Resort Tax visits to the Customer Service Center 98%96%98%
Total average visit time for Resort Tax transactions
processed at the Customer Service Center (minutes)15m/17m 17m/17m 15m/17m
Number of active Resort Tax accounts 3,500 3,941 3,500
Code Compliance
Finance
Short Term Rental
This program focuses on addressing complaints and
proactively investigating short term rental activities in
zoning districts where this activity is prohibited. In
areas where short term rentals are permitted, the team
conducts investigations to ensure compliance with
licensing requirements.
503,500 5.00 503,500
Resort Tax- Revenues and Cash
Receipting / Recording
Resort taxes can be paid on-line, in person or by mail.
The Resort Tax data is housed in separate software
system from the City Enterprise System.
Any rental of rooms in any hotel, motel, rooming house
or apartment house or restaurant that sells food,
beverages, and alcoholic beverages are required to
register and remit resort tax to the City of Miami
Beach. There is a 4% tax on the rent of a room or
rooms in any hotel, motel, rooming house or apartment
house, and a 2% tax levied on the total sales price of
all food, beverages, alcoholic beverages (including
beer and wine) sold in any restaurant, bar, or
nightclub.
209,531 0.50 209,531
Resort Tax- Accounting,
Reporting and Collections
The Finance Department is responsible for recording,
reconciling and reporting of resort tax revenues and
collection of delinquent accounts. The Finance
Department reconciles resort tax receipts to banking
transactions, including on-line and on premises
payments.
Journal entries and several reports are prepared
monthly from distribution to the City Commission,
Management and external stakeholders. Audits on tax
payers and assessments, interest and penalties are
performed and calculated by the City's Internal Audit
Department. Finance is responsible for collections of
unpaid assessments and associated costs.
167,948 1.50 167,948
Resort Tax-Customer Service
Center
Opening and closing resort tax accounts, call center
functions for Resort Tax, and general inquiries.100,521 1.50 100,521
Neighborhoods
Organizational Innovation
Organizational Innovation
Organizational Innovation
99
Department:Resort Tax - Special Revenue Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
High Impact Periods and
Special Events Neighborhoods
Offsetting the General Fund overtime expenditures
needed to provide essential City services, including
during high impact periods, including, but not limited to Halloween, Memorial Day, July 4th, New Year's,
and Spring Break.
190,000 - 190,000 # of special events staffed by Fire safety personnel 5 3**5
Resort Tax Audits Organizational Innovation Conduct revenue audits of registered businesses to
help ensure that collections are completely remitted. 321,000 4.00 350,000 % Completion of planned resort tax audits 75%84%75%
Administration Organizational Innovation Provide ongoing oversight and coordination of all
departmental functions 326,000 0.90 297,000
High Impact Periods and
Special Events Neighborhoods
Provide essential City services, including during high impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
-Parks & Recreation - $12,000
12,000 - 12,000
Entertainment District
Operations Neighborhoods
(Resort Tax-Funded Positions): Provide enhanced
services to Ocean Drive corridor for crime reduction, homeless issues, community policing/problem solving.
Includes High Impact Periods.
Staffing per Shift:
Day shift - 3
Afternoon shift - 6
Midnight shift - 3
2,488,000 12.00 2,488,000 Average response time to emergency calls Under 2
minutes 1 minute Under 2
minutes
High Impact Periods and
Special Events Neighborhoods
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, and Miami
Beach Air and Sea Show.
3,781,000 - 3,781,000 Average response time to emergency calls Under 2
minutes 1.5 minutes Under 2
minutes
Resort Tax - High Impact
Periods and Special Events Neighborhoods
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
Goodwill Ambassadors: $160,000
Administration Fees: $1,199,000
Professional Services/Debt Service: $88,000
Contingency/Other: $1,000,000
Office Inspector General: $47,000
2,494,000 - 2,494,000 Hotel Occupancy Average of all weeks during High
Impact Periods
84%58%55%
Fire
Office of the Inspector General
Parks & Recreation
Police
Tourism & Culture
100
Department:Resort Tax - Special Revenue Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Miami Beach Convention Center Bookings
Priority 1 (1,500 + hotel rooms at peak)
Priority 2 (500-1,499 + hotel rooms at peak)
Priority 1: 11
Priority 2: 9
Priority 1: 4
Priority 2: 1
Priority 1: 2
Priority 2: 6
In-House Miami Beach Hotel Bookings 233 134 38
# of Media Driven Bookings 10,753 10,367 7,552
Room nights Generated by Overall DMO Effort 996,791 456,990 618,168
Art Deco-Number of Attendees/Visitors 150,000 150,000 0
Annual Hotel Occupancy for Miami Beach 81%41%55%
26,647,000 - 26,647,000
For ongoing oversight and coordination of all
departmental functions and activities. This includes
transfers to the General Fund and Sanitation Fund to
support continuing tourism eligible expenditures such
as cleanliness, homelessness at Lummus Park, the Park
Ranger program, the City's cultural facilities, public
safety programs, Sanitation services throughout the
City's tourism areas, and enhanced Beachfront
Restroom Attendant Services in Lummus Park during
high impact periods and events
Tourism Eligible Expenditures in General Fund and
Lummus Park Restroom services during high impact
periods. Costs identified to this function represent the
allocated overhead cost for services borne by the
General Fund in support of Resort Tax Eligible
operations: $19,181,000
Transfer to Sanitation Fund for Entertainment District
Cleanliness: $5,780,000
Transfer to 1% Resort Tax Convention Center Debt
Service Fund for Convention Center Bonds:
$1,686,000
The City has been contracting with the Greater Miami
Convention and Visitor's Bureau (GMCVB) since 1984
for the purpose of promoting the Miami Beach
Convention Center and the destination. The GMCVB is
the entity primarily responsible for pursuing and
securing Convention business for the Convention
Center, with the Convention Center management
company also responsible for pursuing booking
business, which typically includes shorter term uses. A
booking policy governs priority of bookings. A
booking policy governs priority of bookings. The
GMCVB also engages in local, national and
international marketing of the overall destination in an
effort to promote tourism.
4,527,000 - 4,527,000 Neighborhoods
Resort Tax - Special Events
Programming-Sponsorships
Air & Sea Show: $350,000
4th of July Event: $100,000
Special Event Sponsorships: $50,000
Memorial Day Weekend Cultural Activation:
$135,000
Miami Beach Gay Pride Contribution: $188,000
Art Deco Weekend: $100,000
Orange Bowl: $150,000
Cultural Arts Programming: $100,000
Lummus Park Programming: $100,000
1,273,000 - 1,273,000 Neighborhoods
Resort Tax - GMCVB
NeighborhoodsResort Tax - Transfer to General
Fund and Sanitation Fund
101
Department:Resort Tax - Special Revenue Fund
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
Resort Tax - Quality of Life
(1% Bed Tax)Neighborhoods
Provides for funding of North, Middle, and South
Beach Quality of Life Capital Projects that enhance
Miami Beach's tourist related areas, plus continued
support of transportation initiatives and various arts
and cultural programs.
-Transportation Operating - 60% - $6,463,000
-North Beach Capital - 10% - $1,077,000
-Mid Beach Capital - 10% - $1,077,000
-South Beach Capital - 10% - $1,077,000
-Arts - 10% - $1,077,000
10,771,000 - 10,771,000
Resort Tax - Convention Center
(Addt'l 1% Bed Tax)Prosperity
Provides for funding of annual debt service associated
with the Resort Tax revenue bonds issued in 2015 for
the expansion and renovation of the Miami Beach
Convention Center. Any funds in excess are to be set-
aside for Convention Center renewal and replacement
12,457,000 - 12,457,000
# of Grants Annually 30 22 18
Percentage of Grant Compliance 100% 100% 100%
Mount Sinai Hospital Neighborhoods Annual contribution to Mount Sinai to fund the design
and construction of a new emergency room facility.1,000,000 - 1,000,000 Percentage of Completion based on construction
benchmarks 100%90%90%
Holiday Decorations Neighborhoods Provide annual holiday lighting decorations throughout
the City's tourism areas.500,000 - 500,000
Lifeguard Towers Environment & Infrastructure Painting of lifeguard towers funded by Resort Tax 36,000 - 36,000
Marketing Organizational Innovation
Program includes marketing and advertising all city
programs, events and facilities, branding of the city
and creation, generating revenue through sponsorships
and advertising, and management of the licensing
program.
200,000 - 200,000 # of marketing campaigns 20 14 20
Excellence Programs Neighborhoods
Develop Excellence Programs to identify areas for
improvement and manages assessments for Excellence
Program Indexes, including but not limited to
cleanliness index, appearance index, service shopper
program, garage index, bathroom index, mystery rider
program, garage attendant, security and valet
program and cafe index.
49,500 1.00 49,500 % Public Area assessments scoring 2.0 or better
(cleanliness index)**80%85%80%
Totals:69,330,000$ 26.40 69,330,000$
FOOTNOTES:
*Part-Time positions are equivalent to 0.5 FTE
**As a result of the Coronavirus pandemic, the Department was unable to meet the target number of events due to special event cancellations.
Property Management
Marketing & Communications
Organizational Development Performance Initiatives
Miami Beach Visitor's and
Convention Authority Prosperity
The MBVCA is a seven-member authority, appointed
by the City of Miami Beach Commission, with the goal
of encouraging, developing and promoting the image
of Miami Beach locally, nationally and internationally
as a vibrant community and superb tourist destination.
Annual Contribution: $1,075,000
Annual VCA Audit: $21,000
1,096,000 - 1,096,000
102
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
City Center RDA Operations Neighborhoods
Provide patrol and specialized services to City Center,
including Lincoln Road corridor, Convention Center
area and Collins Park neighborhood
Staffing per Shift:
Day shift - 0
Afternoon shift - 19
Midnight shift - 0
5,030,000 19.00 5,030,000 Average response time to emergency calls Under 2
minutes 2 minutes Under 2
minutes
Number of Sidewalk Café Inspections 1,012 1,091 1,244
Number of Sidewalk Café Violations N/A 79 N/A
Number of Alcohol Sale Inspections 2,024 5,799 3,015
NEW - Number of Violations on Ocean Drive N/A 928 N/A
Number of High Liability Inspections 59 38 58
% of public area cleanliness assessments scoring 2.0
or better (Parks)90%****90%
Public area cleanliness rating index (Parks)4 ****<2.0
Park Ranger Program Neighborhoods
This program serves to patrol park facilities and
grounds enforcing park rules and regulations. This
includes explaining and enforcing regulatory codes
and ordinances.
164,000 2.00 164,000 Service shopper score (Parks)4 ****4
City Center Redevelopment Agency (RDA) - Special Revenue Fund
Entertainment Prosperity
The Entertainment District consists of Ocean Drive,
Collins Avenue, and Washington Avenue between 5th
and 15th Street, Lincoln Road, and Espanola Way.
Officers assigned to this detail respond to complaints
and proactively patrol these areas to ensure
compliance with City Codes of businesses, sidewalk
cafes, vendors, and other applicable entities.
208,500 2.00 208,500
Community Policing
Neighborhoods
This program oversees the landscape maintenance
services. In addition, this Division is responsible for the
management of vendor contracts pertaining to grounds
maintenance, athletic fields and dog parks.
310,000 - 310,000
Capital Projects Maintenance
Parks Grounds Maintenance
103
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
City Center Redevelopment Agency (RDA) - Special Revenue Fund
Operation, occupancy and utility cost. Performance in
terms of currency expended per unit area, person, or
output/product.
$9.52/Sq. Ft.** $8.52/Sq. Ft.
% of Work Orders completed within 7 days of
issuance 75%65%75%
% of Facility Condition Index rating scoring below
0.15 (good and excellent)75%***75%
RDA Administration Organizational Innovation
This program oversees the administrative functions for
the RDA for Lincoln Road, contract maintenance and
compliance, payroll, budgetary, and fiscal oversight .
Additionally, this program also includes chargebacks
from other internal service departments.
600,800 2.55 600,800 % of invoices paid within 20 days 85%65%85%
Citywide Cleanliness Index based on the landscape
maintenance service in the ROW 1.5 1.8 1.5
Percentage of City E-Gov concerns addressed within
10 days 95%75%90%
Percentage increase in tree canopy Citywide 15%11%15%
Sanitation Operations Neighborhoods
Sanitation employees provide litter control & pressure
washing services to Lincoln Rd, Beach walk & cultural
campus 7 days a week during the day & night shifts.
3,994,000 - 3,994,000
RDA Administration Neighborhoods
Administrative/Operating Expenditures
$21,000 - Audit services
$537,000 - Administrative fee allocation
$173,000 - Self-Insurance allocation
731,000 - 731,000
Administrative/Operating Expenditures
Greenspace Operations Neighborhoods
Contracted Landscape Maintenance services for the
City's rights-of-way (North & South Rights-of-Way,
Lincoln Rd. Mall, Parking Lots & Facilities, Coastal
Areas,) Irrigation System Services, and Pest Control
799,500 6.00 799,500
RDA Facilities Operations and
Maintenance Environment & Infrastructure
This program oversees the administrative functions of
maintenance for Lincoln Road and other areas within
the RDA.
1,066,200 2.20 1,066,200
104
Department:
Program Vision Area Description
FY 2021
Program
Exp $
FY 2021
FTE's*
FY 2021
Program
Rev $
Performance Measures FY 2020
Targets
FY 2020
Actuals
FY 2021
Targets
City Center Redevelopment Agency (RDA) - Special Revenue Fund
RDA Administration Neighborhoods
Reserves, Debt Service, and Other Obligations
$380,000 - County Admin Fee
$5,748,000 - County reimbursement
$467,000 - City's portion of tax increment
$18,617,000 - Set-aside for debt payoff
$4,414,000 - Transfer to General Fund
$1,500,000 - Transfer to Beach Nourishment
$3,250,000 - Transfer to Convention Center
$21,709,000 - Debt service
$1,152,000 - Transfer to Fleet
57,237,000 - 57,237,000
Totals:70,141,000$ 33.75 70,141,000$
FOOTNOTES
*Part-Time positions are equivalent to 0.5 FTE
**Operating cost per facility pending FPL submission of meter history
*** Score pending new FCI assessment estimated to be completed on 2/1/2021
****Indicates measure was not tracked and/or conducted during reporting period
Reserves, Debt Service, and Other Obligations
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To
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129
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