HomeMy WebLinkAbout2006-26239 Reso
RESOLUTION NO. 2006-26239
A RESOLUTION OF THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA, SETTING THE
PROPOSED MILLAGE RATES FOR FISCAL YEAR (FY)
2006/07, THE CALCULATED "ROLLED-BACK" RATE, AND
THE DATE, TIME, AND PLACE OF THE FIRST PUBLIC
HEARING; FURTHER AUTHORIZING THE CITY MANAGER
TO TRANSMIT THIS INFORMATION TO THE MIAMI-DADE
COUNTY PROPERTY APPRAISER IN THE FORM
REQUIRED BY SECTION 200.065, FLORIDA STATUTES
WHEREAS, Section 200.065, Florida Statutes, has specified the method by which
municipalities may fix the millage rate and adopt an annual budget; and
WHEREAS, the City of Miami Beach is required to advise the Miami-Dade County
Property Appraiser of the Proposed Millage Rates, the "Rolled-Back" Rate, and the date,
time, and place of the first public hearing.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the following
recommendations of the Administration be and are hereby ratified for transmittal to the
Miami- Dade County Property Appraiser, as specified in Section 200.065, Florida Statutes:
1) Proposed Millage Rates for FY 2006/07
General Operating
Capital Renewal & Replacement
Debt Service
7.192 mills
0.182 mills
0.299 mills
7.673 mills'
2)
"Rolled-Back" Rate
5.872 mills
3) The first public hearing on the proposed millage rate and the tentative budget for FY
2006/07 shall be held on Wednesday, September 6,2006 at 5:01 P.M., in the City
Commission Chambers, City Hall, 1700 Convention Center Drive, Miami Beach,
Florida.
PASSED and ADOPTED, this 12th day of Julv, 2006.
Robert Parcher
,.
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MAYOR
~ Vice-Mayor Jerry Libbin IVED AS TO
LANGUAGE
~EXECU~~ p,
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A7loSLJr Q ev-d.--
CITY CLERK
COMMISSION ITEM SUMMARY
Condensed Title:
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA
SETTING 1) THE PROPOSED OPERATING MILLAGE RATE; 2) THE REQUIRED DEBT SERVICE
MILLAGE RATE; 3) THE CALCULATED "ROLLED-BACK" RATE; AND, 4) THE DATE, TIME, AND
PLACE OF THE FIRST PUBLIC HEARING TO CONSIDER THE MILLAGE RATES AND BUDGETS FOR
FISCAL YEAR (FY) 2006/07; FURTHER AUTHORIZING THE CITY MANAGER TO TRANSMIT THIS
INFORMATION TO THE MIAMI-DADE COUNTY PROPERTY APPRAISER IN THE FORM REQUIRED
BY SECTION 200.065, FLORIDA STATUTES
Ke Intended Outcome Su orted:
Ensure expenditure trends are sustainable over the long term
Improve the City's overall financial Health and maintain overall bond rating
Increase Communit Satisfaction with Cit Services
Issue:
Shall the Mayor and City Commission adopt the attached resolution which sets the Proposed General
Fund Operating Millage Rate; the Calculated Rolled-Back Rate; and sets the date, time and place for
the first public hearing?
Item Summary/Recommendation:
The Proposed FY 2006/07 General Fund Operating Budget (Proposed General Fund Budget), net of the
Redevelopment Agency (RDA), totals $237.7million and reduces the overall combined millage rate from
8.073 to 7.673, an unprecendented reduction of 0.4 mills. For the average homeowner, this results in a
reduction in taxes paid to the City of Miami Beach by $30.75. It is recommended that the Commission
adopt resolution the Proposed Operating Budget for FY 2006/07 which sets the Proposed General Fund
Operating Millage Rate; the Calculated Rolled-Back Rate; and sets the date, time and place for the first
public hearing.
Advisory Board Recommendation:
I
Financial Information:
Source of Amount Account Approved
Funds: 1
c:J 2
3
4
aSPI Total
Financial Impact Summary:
City Clerk's Office Legislative Tracking:
I
Si n-Offs:
Department Director
Assistant City Manager
City Manager
m
.....
MIAMI BEACH
AGENDA ITEM
DATE
R C""J fJ
7-12-0<0
~ MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
FROM:
Mayor David Dermer and Members of the City Commission
Jorge M. Gonzalez, City Manager \ ~ ~
July 12, 2006 tJ
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA SETTING 1) THE PROPOSED OPERATING MILLAGE
RATE; 2) THE REQUIRED DEBT SERVICE MILLAGE RATE; 3) THE
CALCULATED "ROLLED-BACK" RATE; AND, 4) THE. DATE, TIME, AND
PLACE OF THE FIRST PUBLIC HEARING TO CONSIDER THE MILLAGE
RATES AND BUDGETS FOR FISCAL YEAR (FY) 2006/07; FURTHER
AUTHORIZING THE CITY MANAGER TO TRANSMIT THIS INFORMATION TO
THE MIAMI-DADE COUNTY PROPERTY APPRAISER IN THE FORM
REQUIRED BY SECTION 200.065, FLORIDA STATUTES.
TO:
DATE:
SUBJECT:
SUMMARY
The Administration is recommending the City's total millage rate be reduced by an
unprecedented 0.400 mills to a rate of 7.673 mills. The operating millage rate will decrease
to the rate of 7.192, a decrease of 0.1 07 mills, and debt service millage rate will decrease by
0.293, from 0.592 to 0.299. The General Fund Capital Renewal and Replacement millage
will remain at the current millage of 0.182 mills. Further, the combined millage rate overall is
more than an entire 1.0 mills lower than it was in Fiscal Year 2000, and lower than most
municipalities in Miami-Dade County.
In addition to the overall millage decrease by 0.400 mills, and despite increases in assessed
value there will be a net decrease of $30.75 in the amount of taxes that "the average
residential homeowner" (who owns a $247,000 home with homestead exemption) will pay to
the City in the coming fiscal year. The County has announced a decrease in their property
tax rate, but changes in millage rates for other jurisdictions are unknown at this time and so
are assumed unchanged. None-the-Iess, it is anticipated thatthe $30.75 decrease in taxes
paid to the City of Miami Beach for the average homesteaded property will help offset
estimated increases in taxes paid to other jurisdictions due to increases in assessed values.
ADMINISTRATION RECOMMENDATION
The Administration recommends that the Mayor and City Commission adopt the attached
resolution which authorizes the City Manager to transmit the following information to the
Miami-Dade County Property Appraiser:
1) Proposed Millage Rates for FY 2006/07:
General Operating 7.192mills (7.299 last year)
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 2
Capital Renewal & Replacement
Debt Service
Total
0.182 mills
0.299 mills
7.673 mills
(0.182 last year)
(0.592 last year) ,
(8.073 last year)
2) "Rolled-Back" Rate (Truth in Millage)
5.872 mills
3) The first public hearing to consider the proposed millage rates and tentative budgets for
FY 2006/07 shall be Wednesday, September 6, 2006 at 5:01 p.m., in the City
Commission Chambers, City Hall, 1700 Convention Center Drive, Miami Beach, Florida
DECISION-MAKING PROCESS
The budget development process has included participation from within and from outside
City Hall. A Commission Retreat was held on April 28thth and 29th to provide preliminary
budget information to the Commission and establish priorities. Additionally, budget briefings
were held on June 1 st and June 2nd to inform the Commission and the citizens of department
expenditure requests for FY 2006/07. Further, and overview of the Proposed Operating
Budget for FY 2005/06 was presented to the Finance and Citywide Projects Committee and
to the Budget Advisory Committee on July 6th, 2006. In addition, the Budget Advisory
Committee (BAC) reviewed major budget issues and trends and department expenditure
requests and offered comments and suggestions throughout the process. In addition, this
year we have been able to refine our strategic priorities with information obtained through
focus groups held throughout the City in follow-up to the first -ever set of community surveys
conducted in FY 2006/07.
The Proposed FY 2006/07 General Fund Operating Budget (Proposed General Fund
Budget), net of the Redevelopment Agency (RDA), totals $237.7million and reduces the
overall combined millage rate from 8.073 to 7.673, an unprecendented reduction of 0.400
mills. For the average homeowner, this results in a reduction in taxes paid to the City of
Miami Beach by $30.75. Further, the combined millage rate overall is more than an entire
1.0 mills lower than it was in Fiscal Year 2000, and lower than most municipalities in Miami-
Dade County.
In addition, the Proposed Operating Budget continues our focus on enhancing "value of
services for tax dollars paid" by increasing the homeowners dividend from $200 to $300;
providing fee relief in water, sewer, sanitation, and life safety inspections; enhancing free
services to the community; providing over $3.7 million in enhancements in the Proposed
General Fund Operating Budget (and $6 million across all departments) primarily in public
safety, sanitation, landscaping and beautification, parks and cultural arts programming, and
in the Building Department; and continues structural changes that enhance capital funding
and reserves.
Increases in the cost of current service levels and the cost of enhancements increase the
budget by percentages similar to prior years. Current service levels increase the budget by
8.1%, as compared to 7.2% and 7.5% in each of the last 2 years; enhancements increase
the budget by 1.8% as compared to 2.3% and 1.9% in each of the last 2 years.
In addition, the Proposed General Fund Budget absorbs the impact of the General Fund
component of the pension restructure approved in 2006 of $2.7 million.
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 3
Further, the Proposed General Fund Budget includes $4.9 million for a Miami Beach
Homeowners Dividend Fund to provide a return on investment to homesteaded property
owners, an increase of $1.6 million and absorbs $ 1 million in cost of the impact of the
County's fee increases to wholesale water and sewer rates. Finally, the Proposed General
Fund Budget continues to enhance structural changes that will help ensure the long term
financial sustainability of the City and ensure that our capital assets are fully funded. These
initiatives represent an increase of $3.6 million and increase the prior year General Fund
budget by 1.7%.
% Increase over prior
Budget year Adopted Budget
FY 2005/06 Adooted Budget $ 207.925,117
FY 2006/07 Prooosed Budoet
Maintaining Current services $ 224,865,381 8.1%
One-Time Pension Restructure 2,715.000 1.3%
Service Enhancements 3,652,111 1.8%
Impact of Internal Service Fund Enhancements 209,724 0.1%
Increase in Homeowners Dividend 1,630,880 0.8%
Absorbing Partial FY 2005/06 WASD fee impact 1,000,000 0.5%
Structural Enhancements 3,600,000 1.7%
Total FY 2006/07 $ 237,673,096 14.3%
Therefore, the total Proposed General Fund Operating Budget is $237,673,096 which is
$29.7 million or 14.3% greater than the FY 2005/06 adopted budget of $207,925,117.
Please see my attached transmittal letter for the FY 2006/07 City Of Miami Beach
Proposed Operating Budget and Work Plan for specific details.
STATUTORY REQUIREMENTS
FS 200.065, entitled "Method of Fixing Millage" establishes specific guidelines that must be
used by all local government entities in setting millage (property tax) rates. Under the
statute, the City is required, within 35 days of receipt of the "Certification of Taxable Value"
(received June 30, 2006), to advise the Miami-Dade County Property Appraiser of the
proposed general operating millage rate, the calculated "rolled-back" rate and the date, time,
and place of the first public hearing to consider the proposed millage rates and tentative
budgets for FY 2006/07. The required Debt Service millage rate must also be set at the
same time.
After setting the proposed operating millage rate, the Commission may, at any time
prior to the final adoption, lower the rates by adjusting priorities. Increasing the
millage rate may only be accomplished by an expensive mailing and advertising
process to every property owner on Miami Beach.
ANALYSIS OF PROPERTY VALUES IN MIAMI BEACH
On June 30, 2006, the City received the "2006 Certification of Taxable Value" from the
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 4
Property Appraiser's Office stating that the taxable value for the City of Miami Beach is
$22,739,947,828, including $785,995,928 in new construction.
The preliminary 2006 value represents an increase of $5.5 billion or 32 percent over 2005's
final value of $17,231 ,010,766, the largest increase this City has experienced in its recent
history. Alternately, the increase is $5.3 billion or 30.3 percent over 2005's preliminary value
of $17,445,766,574. The difference of $214,755,808 between 2005's preliminary and final
values represents the equalization loss of less than 1.2 percent due to appeals, etc.
The comparative assessed values for the Miami Beach Redevelopment Agency City Center
redevelopment district increased from $2,270,499,203 to $3,003,565,939, an increase of
$733,066,736, or a 32.3% increase in values over 2005 values. In addition, assessed
values within the geographic area formerly known as the South Pointe redevelopment district
increased from $2,174,516,070 to $2,905,687,850, an increase of $731 ,171,780, ora 33.6%
increase in values over 2005 values.
DETERMINING THE OPERATING MILLAGE LEVY
The first building block in developing a municipal budget is the establishment of the value of
one mill of taxation, wherein the mill is defined as $1.00 of ad valorem tax for each $1 ,000
of property value. For the City of Miami Beach, this value for each mill is determined by the
2006 Certification of Taxable Value and has been set at $22,739,948. Florida Statutes
permit a discount of up to five percent for early payment discounts, delinquencies, etc. For
the City of Miami Beach, the discount utilized is 3.5 percent. Therefore, the 96.5 percent
value of the mill is $21,944,050.
Based on preliminary budget estimates, the millage rate of 7.374 mills will be sufficient to
fund a current, basic service level as it presently exists, and service enhancements desired
by the community, into the next year. It also reserves 0.182 mills for Capital Renewal and
Replacement needs.
The proposed millage rate of 7.192 mills for general City operations will generate ad valorem
tax revenues of $157.8 million, $35 million more than the prior year levy of $122.9 million,
reflecting a 28% increase. This increase is net of $2.35 million due to the decrease in the
millage for general operations from 7.299 mills, a decrease of 0.107 mills.
Of the total citywide ad valorem tax revenues of $157.82 million, $18.52 million will be
transferred to the Redevelopment Agency for the City Center Redevelopment district for a
net of $139.3 million. Further $7.72 million of the $139.3 million is restricted for operating
expenditures within the geographic area formerly known as South Pointe redevelopment
district and an additional $2.52 is transferred for capital projects within that geographic area.
The net result is an increase in the General Fund ad valorem revenue available for use
Citywide from $101.45 million to $129.06 million, an increase of $27.61 million, or a 27%
increase in General Fund ad valorem revenue available for use Citywide.
DETERMINING THE DEBT SERVICE MILLAGE LEVY
The debt service payment for FY 2006/07 is $6,651,271 and requires a tax rate of 0.299
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 5
mills. This rate is 0.293 mills, or twenty and fifty percent (50%) less than the FY 2005/06 rate
of 0.592 mill, reducing the overall millage by the same 0.293 mills.
COMBINING THE OPERATING AND DEBT SERVICE MILLAGE LEVIES
Illustrated below is a comparison of the combined millage rates and ad valorem revenues to
the City of Miami Beach for FY 2005/06 (final) and FY 2006/07 (preliminary) including RDA.
Tax Rate Tax Levy
FY FY Inc/ FY FY
2005/06 2006/07 (Dee) 2005/06 2006/07 Inc/(Dec)
General
Operating 7.481 7.374 (0.107) $124,393,514 $161,815,425 $37,421,911
Debt 0.592 0.299 (0.293) 9.843.732 6.561.271 ($3.282.461 )
TOTAL 8.073 7.673 (0.400) $134.237.246 $168.376.696 $34.139.450
If these recommended millage rates are tentatively adopted, then the overall combined tax
rate millage will decrease by 0.400 mills as compared to the current year, the operating
millage will decline by 0.107 mills and the debt service millage will decrease by 0.293mills.
COMBINING JURISDICTIONAL OPERATING AND DEBT SERVICE MILLAGE LEVIES
City of Miami Beach property owners must also pay property taxes to Miami-Dade County,
the Miami-Dade County School Board, the South Florida Water Management District, and
the Florida Inland Navigation District.
Revised FY 2006/07 tax rates may be considered by Miami-Dade County on September 7,
2006. The countywide tax rate is proposed to decrease to 5.775 mills; the County's debt
service will remain at 0.285 mills. The Library District has proposed that the millage will
remain at 0.486 mills. While it is not possible to determine the exact amount returned in
additional services. it should be noted that Miami-Dade County is estimated to return
approximatelv $30 million durino FY 2006/07 in tax-increment funds for the Redevelopment
Aoencv and the South Pointe area.
Changes in tax rates for other jurisdictions are unknown at this time and are shown as
unchanged.
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 6
Using tax rates known at this time, the changes in tax rates is estimated as follows:
an C1eSln ax a es
Adopted Inc/ % %of
Taxina Jurisdiction FY 05/06 FY 06/07 (Dec) Chanae Total
Miami Beach
General Operating 7.299 7.192 (0.107) (1.5%)
Capital Replacement 0.182 0.182 0.000 0.0%
Debt Service 0.592 0.299 (0.293) (49.5%) 32.2
Miami-Dade County
Countywide Operating 5.835 5.775 (0.060) ( 1.0%)
Library 0.486 0.486 0.000 0.0%
Children's Trust 0.429 0.429 0.000 0.0% 29.3
Debt Service 0.285 0.285 0.000 0.0%
School Board 8.438 8.438 0.000 0.0% 35.4
Other 0.736 0.736 0.000 0.0% 3.1
Totals 24.282 23.822 (0.460) (1 .9% ) 100.0
Ch . T R t
In FY 2005/06, the Miami Beach portion of the total tax bill was 33.3 percent. The
recommended millage rates for FY 2006/07 will place the Miami Beach portion of the
tax bill at 32.2 percent based on tax rates known at this time.
COMBINED MILLAGE LEVY IMPACT ON THE HOMEOWNER
Amendment 10 to the State Constitution took effect on January 1, 1995 and limited the
increase in assessed value of homesteaded property to the percentage increase in the
consumer price index (CPI) or three percent (3%), whichever is less. For 2005, the CPI has
been determined to be 3.4 percent and therefore, the increase is capped at 3% for
increased values as of January 1,2005. The $25,000 homestead exemption is applied after
the increase in value as follows: assuming that the average residential property in Miami
Beach was valued at $239,990, that value is increased by the 3% to a new value of
$247,190. The homestead exemption of $25,000 is then deducted, yielding a taxable value
of $222,190.
Changes in tax rates for other jurisdictions are unknown at this time and are shown as
unchanged. None-the-Iess the $30.75 decrease in taxes paid to the City of Miami Beach by
the "average homeowner", will offset increases in taxes paid to other jurisdictions.
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 7
Using tax rates known at this time, the changes in taxes paid is estimated as follows:
Changes in Tax Millage & Assessment to II Average
Homeowner"
Taxing Jurisdiction FY 2006/07
Changes
Taxes
City of Miami Beach
Operating $28.78
Capital Renewal & Replacement 1.31
Debt Service f60.841
Total Savings $(30.75)
Other Jurisdictions:
Miami-Dade County $37.31
School Board 60.75
Other 5.31
Total increase to County, School Board and Others $103.37
Total Combined ChanQe $72.62
BUDGET RECOMMENDATION
The Administration recommends that you adopt the operating millage rate of 7.374 mills
(includes 0.182 for Capital Renewal & Replacement) and 0.299 mills for debt service,
which will maintain current basic service levels, fund operational costs for projects as they
come on-line, fund enhanced service levels as possible and continue dedicated funds for
Capital Renewal and Replacement. In addition, you may select any millage rate up to the
constitutional cap of 10 mills.
FIRST PUBLIC HEARING
The first public hearing on the proposed millage rates and tentative budgets for Fiscal Year
2006/07 must be held no later than 80 days (September 18th) or earlier than 65 days
(September 3rd) from the start of the TRIM ("Truth In Millage") calendar (July 1st). Other
guidelines are: 1) the public hearing cannot be scheduled on a Sunday or on those days
utilized by Miami-Dade County or the Miami-Dade County School Board for their public
hearings; and 2) if on a day other than Saturday, the public hearing must be after 5:00 P.M.
Based on these guidelines, the first hearing must be held between September 3rd and
September 18th. These dates are unavailable for the following reasons:
September 3, 10 and 17
September 7 and 20
Sundays
Proposed dates for Miami-Dade County
Public Hearings
Miami-Dade County School Board Public
Hearing
September 13
FY 2006/2007 Proposed Millage Rate
July 12, 2006
Page 8
Of the remaining days, it is recommended that the first public hearing be set for Wednesday,
September 6, 2006 at 5:01 P.M., in the City Commission Chambers, City Hall, 1700
Convention Center Drive, Miami Beach, Florida.
ACKNOWLEDGEMENTS
The development of this year's Proposed Operating Budget has taken a great deal of time,
energy, and hard work. I would like to thank you, Mayor Dermer, and the Members of the
Miami Beach City Commission, for your continued guidance, support and leadership with the
budget process and in helping to accomplish so much on behalf of our residents and for the
entire Miami Beach community. Together, we continue to make Miami Beach a world-class
city and a better place for everyone to live, work, visit and play.
I would also like to thank all our employees for their continued commitment to the City's
mission of providing excellent public services and working so hard to help accomplish so
many positive results that benefit the entire community. Finally, I would like to thank all staff
from throughout the City who worked so hard to ensure that this year's process resulted in a
fiscally prudent and balanced budget. I would particularly like to thank my Assistant City
Managers, Chief Financial Officer, and all Department and Division Directors. I appreciate
all of us working together to accomplish our goals.
In particular, I would like to recognize and thank Kathie Brooks, Director of the Office of
Budget and Performance Improvement (OBPI), Jose Cruz, Budget Officer, Carmen Carlson,
William Gonzalez and Joseph Reilly, Senior Management and Budget Analysts,
Management Consultants Jorge Fraga and Isabel Stillone, as well as Paula Calderon and
Sailyn Arce-Christiansen, Office Associates. OBPI has worked particularly hard to continue
to enhance the budget process by facilitating greater input and direction from the City
Commission and all City departments in developing the Proposed Operating Budget, as well
as ensuring that we continue to focus on our community's priorities and measurable
performance results.
JMG:KGB:JC
in
-
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
Jorge M. Gonzalez, City Manager
Tel: 305-673-7010, Fax: 305-673-7782
July 12, 2006
Honorable Mayor David Dermer and Members of the City Commission:
I am pleased to submit for your consideration the Proposed Operating Budget and Work Plan for
the Fiscal Year (FY) 2006/07, commencing on October 1, 2006 and ending on September 30,
2007 (Proposed Operating Budget). Balancing the priorities of the community with the need to
ensure long term sustainability is increasingly important. While the City has experienced
unprecedented growth in assessed values in recent years, it would not be prudent to envision that
the recent rate of growth can be sustained long into the future. Further, the effects of the current
and expected economic environment are reflected in the Proposed Operating Budget. These
include the rising cost of property insurance, fuel and electricity, inflation, and resulting pressures
on employee salaries. In addition, the dramatic change in the City since 1980 and the unique
nature of our vibrant, urban City continues to result in greater demand for services. Our average
daily population of over 163,000 is almost double the resident population and has grown steadily
since first measured in 2000, resulting in greater demand for sanitation and public safety services.
Similarly, costs associated with special events continue to increase. In FY 2006/07 we are
already planning for several major events, including the Super Bowl, Memorial Day 2007, Bike
Week, Spring Break, etc. Therefore, this Proposed Operating Budget continues to promote fiscally
prudent practices, and supports our Strategic Plan Key Intended Outcomes of "ensuring
expenditure trends are sustainable in the long term" and "improving overall Financial health and
maintain bond rating".
The Proposed FY 2006/07 General Fund Operating Budget (Proposed General Fund Budget), net
of the Redevelopment Agency (RDA), totals $237.7 million and reduces the overall combined
millage rate from 8.073 to 7.673, an unprecedented reduction of 0.400 mills. For the average
homeowner, this results in a reduction in taxes paid to the City of Miami Beach by $30.75.
Further, the combined millage rate overall is an entire 1.0 mills lower than it was in FY 1999/00,
and lower than most municipalities in Miami-Dade County.
The proposed millage reduction represents the largest
reduction in more than r 5 years
We are commilfed fO providing excellent public seNice and safety to all who live, work, and play in our vibrant, tropical, historic community
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 2
In addition, the Proposed Operating Budget continues our focus on enhancing "value of services
for tax dollars paid" by increasing the homeowners dividend from $200 to $300; providing fee
relief in water, sewer, sanitation, and life safety inspections; enhancing free services to the
community; providing over $3.7 million in enhancements in the Proposed General Fund Operating
Budget (and $6 million across all departments) primarily in public safety, sanitation, landscaping
and beautification, parks and cultural arts programming, and in the Building Department; and
continues structural changes that enhance capital funding and reserves. I would like to thank the
Mayor and Commission for your guidance and direction throughout the budget process and the
City staff who contributed greatly to this effort.
The recommendations made in the Proposed Operating Budget for FY 2006/07 are aligned with
and support the City's Strategic Plan adopted by the Commission in 2005 to address priorities
identified through surveys of our residents, businesses and community organizations and those
from the more recent focus groups in 2006. The recommendations also address priorities
identified through an environmental scan of the City's demographics, socioeconomics, and service
workloads and performance data. A summary of our Citywide Work Plan aligning Citywide
initiatives for FY 2006/07 and resulting budget impacts is attached for your review along with the
highlights presented below.
Cleaner and Safer
Key Intended Outcomes:
· Increase resident ratings of Public Safety services
· Maintain crime rates at or below national trends
The resident surveys revealed that safety is one of the top quality of life factors
for our residents. I am proposing the addition of 22 new officers over the next
2 years, 17 of which are incorporated in this year's Proposed Operating
Budget. Following the recommendations of the recently completed staffing
study for our Police Department, the Proposed Operating Budget includes 13
new officers for recently implemented 4th shift with duty hours from Bpm to 6am
with an additional 5 to be added in FY 2007/08; 2 new AN units on the
beaches at night, and 2 new motor units to assist the Parking Department with
traffic enforcement. Together with the midnight shift deployments that occurred
in FY 2005/06, planned refinements to shift hours, and redeployment of 2
community policing officers from the redevelopment district officers, 27 officers
will be available on the 4th shift between the hours of Bpm and 6am as compared to 7 currently.
Addition
of 22 new
police
officers
over the
next two
years
These officers will supplement those already assigned in the afternoon and evening and, together
with community policing officers, will provide a staffing level of 71 officers available between the
hours of 10pm and 20m. Further, 47 of these officers will be deployed in the South Beach area,
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 3
providing for more proactive assignments and reducing the need for officers to respond to calls for
service from the mid-beach and north beach districts.
In addition, the City will expand the Neighborhoods contact program initiated in FY 2005/06,
expand lifeguard coverage by adding 3 new lifeguard stands at srh Street, Lincoln Road, and 18th
Street and fund a new quality assurance position for fire inspections. With the addition of the 3
lifeguard stands 100% of our publicly accessible beaches will be covered by lifeguard towers.
Key Intended Outcomes:
· Improve cleanliness of Miami Beach rights-of-way, especially in business areas
· Improve cleanliness of Miami Beach waterways
Cleanliness of streets remains a top priority for our residents and
businesses. We have significantly expanded services in recent
years, enhancing service along Washington Avenue from 51h Street
to Lincoln Road, the Flamingo Park area, Lincoln Road between
Washington and Collins Avenue Harding Avenue from 79th Street
to Indian Creek, including Abbott, Byron and Carlyle (five days per
week), the Beach and Boardwalk zones, and 4151 Street and 71 sl
Street. Through our recently implemented cleanliness assessment
program we are beginning to see results from these initiatives, but
further improvement is still needed. This is further supported by
benchmark data from comparable cities that indicate that our
resources dedicated to sanitation are low. The Proposed Operating
Budget incorporates the following enhancements to ensure the
cleanliness of our rights-of-way and public areas:
Expanded
sanitation services
for commercial
and entertainment
areas, alleys,
parking lots and
the beaches
New roving liller
squads in mid.
beach and north
beach
· Expanded sanitation services on Washington Avenue, Lincoln Road, and Ocean Drive,
including a new entertainment shift;
· Enhanced service levels in alleys citywide and City parking lots;
· Roving litter squads in each of mid-beach and north beach;
· Enhanced beach cleanliness through the addition of new sandsifting equipment, and enhanced
sanitation services from 14th street to S. Pointe; and
· Additional funds for waterway cleaning.
These enhancements will bring us more in line with our comparable benchmark cities.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 4
More Beautiful and Vibrant; Mature and Stable; Unique Historic and Urban
Environment
Key Intended Outcomes:
· Increase resident satisfaction with the level of code enforcement; Ensure compliance with
code enforcement within a reasonable timeframe
The Proposed Operating Budget absorbs funding for code enforcement positions previously funded
by Community Development Block Grant (CDBG) funds and adds a code ombudsman position to
assist in problem resolution, expedite special master cases, and provide quality assurance
oversight.
Key Intended Outcome:
· Maintain Miami Beach public areas and rights-of-way, especially in business areas
· Ensure all historically significant structures and districts are considered for local designation
by the Commission; Protect historic building stock:
A hall
million in
new
funding
for
replacing
trees
Funding for landscaping and beautification continues to be a priority.
Landscape stock has been replaced in needed areas, including: Julia Tuttle
interchange, Collins Avenue, MacArthur Causeway, Sunset Harbour
Streetscape, Pinetree/Flamingo Bark Parks, Marseille Drive, and Lincoln Road
Tree/Palm replanting. The Proposed Operating Budget continues funding
replacement of landscaping, pavers, up-lighting, etc. through the Capital
Investment Upkeep Account and provides additional funding for replacing
landscaping and trees damaged or destroyed by hurricanes. Additional
funding is also proposed for an inspector position to allow follow-up inspections
to monitor compliance with plan requirements after a project is complete.
Key Intended Outcomes:
· Increase satisfaction with recreational programs
· Increase satisfaction with neighborhood character and increase satisfaction with
development and growth management across the City
In addition to maintaining the free programs and access to facilities
implemented in FY 2005/06, the Proposed Operating Budget expands
the scholarship program to traveling athletic leagues, provides a
reduced fee for intramural athletic leagues for residents, increases
funding for the teen club, and expands hours of operation at Flamingo
Park Pool as a result of the lighting improvements that will be in place
by the end of FY 2005/06. Further, enhancements to after school and
summer camp programs ensure that our camps provide a program
consistent with recommendations from the Children's Trust, provide a
uniform level of service between programs funded by the Children's
Trust and programs funded by the City, and cover literacy and the
cultural arts, in addition to other athletic and recreation programs. The
New programs
oHer ehildren
enrolled in our
parks after-
sehool and
summer
programs
weekly e/asses in
visual or
performing arts
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 5
City of Miami Beach has received over $600,000 in funding from the Children's Trust to fund
these enhancements and offset other program related costs for after school and summer camps at
the North Shore Youth Center over the past 2 years, in addition to almost $200,000 in funding
received for truancy intervention programs. Over $700,000 in additional funding is approved for
the next year.
Key Intended Outcome:
· Reduce the number of homeless
Much has been accomplished in the last several years, with the census count for the number of
homeless in the City declining from 314 in November 2000 to 218 in January 2006. Despite
these decreases, homelessness remains a major concern throughout the City. In FY 2006/07, the
City will continue our enhanced funding of approximately $500,000 per year for homeless
services from prior years, including partnering with Citrus Health to provide a coordinated
approach to addressing mental health issues often associated with the chronically homeless.
Further, the Proposed Operating Budget includes funding for the purchase of 2 treatment beds for
placement of homeless persons with mental health or drug addiction issues.
Cultural, Entertainment and Tourism Capital
Key Intended Outcomes:
· Increase community rating of cultural activities
· Improve availability and accessibility of major events
The City continues to expand support of the arts in recent years, providing $643,000 for grants in
FY 2006/07 and focusing on arts for our children as well as family-oriented cultural activities.
Anticipated new programs include 0 partnership with Arts for Learning to offer each of the
selected park sites a resident artist who will teach up to 4 classes per week ,divided up according
to age and/or grade levels and offering children enrolled in our parks after-school and summer
program weekly classes in visual or performing arts. The type of program (for example visual,
dance, theater, music) to be offered will depend largely upon the site's ability to facilitate the
class. In addition, a new, free "Music in the Parks" series will provide monthly concerts.
International Center for Innovation in Culture, Recreation and Business
Key Intended Outcome:
· Make City more business friendly
New positions
added in Building
Department to
improve customer
service and reduce
wait times
Under the direction of a new Building Department Director, the
Proposed Operating Budget includes positions to reduce the number
of open Temporary Certificates of Occupancy and number of
overdue re-certifications, reduce the backlog of building plan
reviews, and reduce response time to Answer Center requests. In
addition, positions will be added to improve customer service,
particularly the ability to help expedite wait times. Technology
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 6
upgrades, including a more customer-friendly inquiry system, and upgrades to the wireless devices
for inspections to allow greater flexibility in adapting the software to a changing environment,
allow the department to track reasons for rejections, and provide the ability to view on-line the
daily inspections assigned to each Building inspector. These technology upgrades will be funded
from the Building Department Training and Technology Fund.
Well-Improved Infrastructure
Key Intended Outcomes:
. Maintain or improve traffic flow
. Ensure well designed quality capital pro;ects
. Ensure well-maintained facilities and well-maintained infrastructure
Along with, and related to, growth management, traffic flow is one of our community's major
concerns. In FY 2006/07 we will continue to focus on traffic flow enforcement related to vehicles
blocking traffic lanes for deliveries, vehicles blocking intersections, etc.; developing our coastal
communities master plan to evaluate how best to address traffic concerns; and implementing
pedestrian and bike path enhancements and bicycle rack needs to include in our capital program,
providing alternatives to the large portion of our community who do not use a car as their primary
mode of travel.
Our priority is to continue to expedite the City's capital improvement program. In the last year
alone, we have completed the Colony Theatre, Fairway Park Lighting, Lummus Park Restroom,
Maurice Gibb Memorial Park, North Shore Open Space Park Improvements, 18th Street Streetend
and Beach Connector, Espanola Way Reconstruction, Sunset Harbour Stormwater Pump Stations,
and Washington Avenue Streetscape. In addition to funding new positions, the Proposed
Operating Budget continues the annual funding of the Capital Reserve Fund to help ensure that
projects are not delayed due to funding shortfalls, and provides funding for the capital pay-as-you-
go fund. Together with other sources of funds, such as Quality of Life, South Pointe and City
Center capital funds, People's Transportation funds, etc., this will allow funding of several
important projects in FY 2006/07, including full funding for the Normandy Shores Golf Course
clubhouse, cart barn, maintenance facilities and course restrooms, and development of
transportation improvements such as enhanced cross walks, speed monitors and countdown
signals.
In FY 2004/05 the city began two important initiatives: (1) funding of the Capital Renewal and
Replacement Reserve for general fund facilities; and (2) initiation of assessments of our facilities to
identify and plan for both renewal and replacement needs, as well as the more routine
maintenance, both of which are continued in FY 2006/07. In addition, the Proposed Operating
Budget continues to fund a citywide pavement assessment and repair program, broken sidewalk
replacement, a regular maintenance program for outfall and catch basin cleaning as well as
adding funding for street light maintenance and assessments.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 7
Communications, Customer Service and Internal Support Functions
Key Intended Outcomes:
· Enhance external and internal communications from and within the City
· Increase resident satisfaction with employee contact
. Expand hours and service through e-government
· Improve processes through information technology
· Ensure expenditure trends are sustainable over the long term and improve the City's overall
financial health and maintain overall bond rating
. Attract and maintain a quality workforce
· Increase overall community satisfaction with City Service
We have also prioritized Key Intended Outcomes to ensure the long-term sustainability of our City
government, including improved communications with our residents, ensuring financial
sustainability and ensuring that we have the best possible employees to deliver services to our
community. The Proposed Operating Budget includes funding to enhance the availability of city
services and processes that can be accessed and transacted via the internet, and enhances our
technology infrastructure through continued funding of the Information and Communications
Technology Fund. Further, the Proposed Operating Budget funds organizational development
focusing on leadership development, a results-oriented organizational culture, technology skills,
process improvement and performance management.
While our community satisfaction levels were overall very favorable, "Value of City Services for
Tax Dollars Paid" was a key driver for residents' perceptions by residents and businesses of the
City of Miami Beach as a place to live, and their perceptions of whether City government is
meeting their needs. The FY 2006/07 Proposed Operating Budget continues to focus on
increasing the value of services for taxes paid by the community as outlined below. In addition, the
Proposed Operating Budget also includes funding for a set of follow-up community surveys in
2007.
'ncreasing the "value of services for taxes paid"
continues to he our focus
Millage Reduction
'07 millage is
almost hall the
level of '87
millage
The Proposed Operating Budget also significant tax relief to both
residents and business owners in Miami Beach by reducing the overall
combined millage rate by 0.400 mills. This represents a reduction of
$30.75 of taxes paid to Miami Beach by the average residential
property owner. The Proposed Budget represents the largest millage
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 8
reduction in more than 10 years while at the same time enhancing services.
Miami Beach Homeowners Dividend
The Adopted Operating budget for FY 2005/06 incorporated the Miami
Beach Homeowners Dividend Fund proposed by Mayor David Dermer
during his 2005 State of the City address to provide a mechanism for a
return-on-investment to homesteaded property owners that reside in the City
of Miami Beach. In April 2006, each Miami Beach year-round homeowner
received a return of $200. The Proposed Operating Budget incorporates
continued funding for this program and increases the amount of the return
to $300. The estimated impact of this program is $4.9 million, to be
funded from non ad valorem revenues such as franchise fees, utility taxes,
occupational licenses, interest earnings, fines, etc.
$300
Dividend
for
Homeowners
Fee Relief for Businesses and Residents
As the City of Miami Beach continues to prosper, the Proposed Operating Budget also focuses on
businesses by providing a one-time relief in the fees paid for life safety inspections. This is an
annual fee that is paid by businesses that hold an occupational license. It is proposed that this fee
be suspended next year as the General fund has sufficient revenues to offset the related expenses.
The Proposed Operating Budget absorbs the impact of increases in water and sewer wholesale
rates charges to cities for FY 2005/06 which the County has allowed to be deferred until FY
2006/07. In effect, the Proposed Operating Budget absorbs a charge of $0.29 per thousand
gallon for households and businesses - equivalent to $38 per household for the average
residential customer - an increase that otherwise would have been passed on to households, as
well as to our businesses.
Further, for the second year in a row, the Proposed Operating Budget also absorbs the impact of
contractual CPI increases in payments to the contractor responsible for the collection and disposal
of waste from single and multi-family households in the City, as well as Miami-Dade County's
disposal fee increases. In effect, the Proposed Operating Budget absorbs a $8.40 per household
fee increase that otherwise would have been passed on to these households, for a total of $17 per
household over the past 2 years.
Average household saves $77 due 10 reduced tax rate and absorbing
lee increases in water, sewer and sanitation
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 9
Free or Reduced Fee OHerings for Residents
The Proposed Operating Budget continues to add benefits specifically for City of Miami Beach
residents, including:
· A new, free "Music in the Parks" series;
· Expanded access to free cultural arts programs (theater, dance, music and visual arts) for
children involved in after school and summer camps;
· Elimination of the residential alarm permit fee; and
· Expansion of scholarship programs for traveling athletic leagues.
These benefits are in addition to some our residents currently enjoy, including:
· Free access to City pools on weekends and during non-programmed hours;
· Free general admission to our Youth Centers on weekends and during non-programmed
hours, including both Youth Centers seven days per week;
· Free Family Saturday Nights at one of our park facilities four times per year - families are
welcomed, free of charge, to experience special activities;
· Free Learn-to-Swim programs for 3 to 4 year old residents;
· Expanded scholarship programs for specialty camps in the summer, in addition children to
participating in day camps;
. Free "family friendly" Movies in the Park;
· Special programming by the Miami City Ballet for the Miami Beach community, including
a new contemporary dance series;
· Free admission to museums on Miami Beach, including the Bass and Wolfsonian Museums
every day and the Jewish Museum on Wednesdays, Fridays and Saturdays;
· Free "Fundays" - residents are welcomed to experience special activities, games, and food at
some of our Parks facilities including North Shore Park and Youth Center, the Scott Rakow
Youth Center/Ice Rink, and Flamingo Park pool;
· Free bi-annual Sports Expo for our residents -hosted in fall and spring, residents have an
opportunity to register for sports programs offered throughout the year - games and activities
(bounce house, climbing wall, music, inflatable slide, etc.) are provided;
· Free access to the majority of our senior citizen programs and special populations programs,
including several free dances that take place throughout the year;
· Free of charge play at the Par 3 golf course for all residents;
· Free crime analysis of residents' homes by our Police Department; and
· Free child safety seat checks by our Fire Department.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 0
The Proposed budget continues to strengthen funding for structural changes incorporated in the FY
2005/06 budget as follows:
· Continues the annual transfer of $2.5 million to the City's Capital Reserve to fund
unforeseen capital project costs throughout the year;
· Provides for a $7.5 million transfer to maintain the pay-as-you-go component of the capital
budget, an increase of $2.5 million from the prior year;
· Continues the annual $1.5 million transfer to the Capital Investment Upkeep Fund for non-
facility related upkeep (landscape renewal and restoration, replacement of up-lighting and
pavers, etc.), and funds an additional $0.5 million to begin a comprehensive reforestation
program to replace trees lost through hurricanes in the last 2 years;
· Provides a $1.4 million transfer for the Information and Communications Technology Fund;
· Maintains the $1 million transfer to the Risk Management Fund as part of the multi-year
plan to continue to address funding shortfalls in the reserve for claims against the City;
· Continues to provide $3.3 million in funding for the City's 11 % emergency reserve; and
· Provides for the first time $200,000 towards hazard mitigation funding to be used to
supplement grants received for shutters, generators, etc.
These structural improvements continue to ensure that the General Fund Budget is comprised of
almost 89% for on-going operations, and a little more than 11 % for structural components that
help ensure long term sustainability of the City and value for our residents. While ensuring greater
value for our resident, and a continuous reinvestment in our City's assets, this continues to provide
flexibility in the future, and the ability to more easily adapt to changing economic conditions.
FY 2006/07 General Fund Maior Expenditure Components
On-going
Operations
89%
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 11
The General Fund is the primary source of funding for the majority of City services. Revenues are
derived from ad valorem property taxes, franchise and utility taxes, business license and permit
fees, revenue sharing from various statewide taxes, user fess for services, fines, rents and
concession fees and interest income. Additionally, intergovernmental revenues from Miami-Dade
County and Resort Taxes contribute funding for tourist-related activities provided by General Fund
departments.
General Fund Revenues
As in past years, the largest increase in budgeted revenues for FY 2006/07 comes from ad
valorem property tax, which includes a levy for the general operations of the City, a levy for a
Capital Renewal and Replacement reserve, as well as a levy for the debt service on outstonding
general obligation bonds. This budget reduces the overall combined millage for the City by
0.400 mills from 8.073 to 7.673, the largest reduction in the past 10 years.
The City's FY 2006/07 operating millage for general operations is reduced to the rate of 7.192
mills, a decrease of 0.107 mills. The funding for the General Fund Capital Renewal and
Replacement Reserve is maintained at 0.182 mills, and the Debt Service Millage is 0.299, a
reduction of 0.293 mills. The combined millage rate overall is an entire 1.0 mills lower than it
was in Fiscal Year 1999/00.
Overall Combined Tax Rates
o
(j\
I
I I I I I I I I I
OJ
en
~
:a ~
o
r-.
98 99 '00 '01 '02 '03 '04 '05 '06 '07
Fiscal Years
Property Values and Ad Valorem Taxes
According to the 2006 Certification of Taxable Value received from the Miami-Dade County
Property Appraisers Office, the taxable value for the City of Miami Beach increased from $17.45
billion (preliminary taxable value as of January 1, 2005) to $22.74 billion as of January 1, 2006.
This included over $786 million in new construction. This preliminary taxable value represents an
increase of $5.3 billion or 30.3% over 2005's preliminary taxable value and $5.5 billion and
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 2
32% over 2005's final taxable values of $17.23 billion, and represents another record setting
year.
The comparative taxable values for the Miami Beach Redevelopment Agency City Center
redevelopment district increased from $2.27 billion to $3 billion, an increase of $733 million, a
32.3% increase in values over 2005 values.
The Proposed Operating Budget continues to include the impacts of the expiration of the South
Pointe redevelopment district as of September 30, 2005. With the expiration of the district, and
pursuant to the 2001 and 2003 amendments to the Convention Development Tax (CDT) Interlocal
Agreement with Miami-Dade County, one half of the City ad valorem revenues previously
restricted to the South Pointe redevelopment district became available
for use Citywide. Further, the Amended CDT Interlocal Agreement
provides for additional intergovernmental revenues for a limited
number of years that can be used to offset CDT or municipal resort tax
type eligible expenditures. The South Pointe redevelopment district
was the most successful redevelopment district in the State of Florida
to date. Assessed values increased from $59 million when the district
was established in 1976 to almost $2.2 billion when the district
expired, and $2.9 billion as of January 1, 2006 - an increase of
$731 million and 34% over 2005 values. The Proposed Operating
Budget continues to provide funding for operating costs previously
funded through this redevelopment district.
The South Pointe
redevelopment
district was the
most successful
redevelopment
district in the
State 0' Florida
to date
The Proposed reduced millage rate of 7.192 mills for general City operations will generate ad
valorem tax revenues of $157.82 million, $35 million more than the prior year levy of $122.88
million, reflecting a 28% increase. The impact of reducing the millage by 0.107 mills is net of
$2.35 million.
Of the total citywide ad valorem general operating tax revenues of $157.82 million:
· $18.52 million will be transferred to the Redevelopment Agency for the City Center
Redevelopment district;
· $7.72 million is restricted for operating expenditures within the geographic area formerly
known as the South Pointe redevelopment district; and
· $2.52 is transferred for capital projects within that geographic area.
The net result is an increase in the General Fund ad valorem operating revenue available for use
Citywide from $101.45 million in FY 2005/06 to $129.06 million for FY 2006/07, an increase
of $27.61 million, or 27% increase in General Fund ad valorem revenues.
Of the $129.06 million, $9.21 million are equivalent to the tax increment revenues that would
have been transferred to the South Pointe redevelopment district tax had it still been in place.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 3
General Obligation Debt Service Fund
The general obligation debt service payment for FY 2006/07 is approximately $6.56 million,
reflecting a decrease of $3.4 million. These bonds require the levy of a reduced debt service
millage of 0.299 mills, a reduction is 0.293 mills from the prior year. This is 50% less than the FY
2005/06 rate of 0.592 mills and a cumulative decrease of 1.185 mills since the $92.465 million
General Obligation Bond Referendum in FY 1999. This decrease is due to the increase in
assessed property values, the reduction in outstanding principal and lower interest rates on more
recent debt issues. Further, the reduced rate provides capacity to address important capital needs
that could arise in the future should it be needed.
General Obligation Debt Service Millage
Cl
N
~
~ C!
.-I
Cl
d
98 99 '00 '01 '02 '03 '04 '05 '06 '07
Fiscal Years
Millage for Capital Renewal and Replacement
In FY 2004/05, the City established a restricted account for the renewal and replacement of the
City's General Fund facilities to extend the useful life or replace equipment whose useful life has
expired. Project specific appropriations from the fund are reviewed and approved each year by
the City Commission as part of the budget process, and are used exclusively for those capital
expenditures that help to extend or replace the useful life of our facilities. The Proposed Operating
Budget for FY 2006/07 maintains the level of Renewal and Replacement millage at 0.182 mills.
Ad valorem revenues restricted to the City's Capital Renewal and Replacement Reserve will
increase from $2.529 million to $3.266 million, an increase of $0.74 million or 29% due to
increased property values. An additional $0.26 million in renewal and replacement revenues is
restricted to the South Pointe area, and $0.5 million is included for renewal and replacement in
the City Center budget.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 4
Impact on the Homesteaded Properties
The chart below illustrates the changes in overall combined millage:
Overall Combined City of Miami Beach Tax Millage
FY 2005/06 FY 2006/07 Inc/(Dec)
General Operating 7.299 7.192 (0.107)
Renewal & Replacement 0.182 0.182 0.000
Total Operating Millage 7.481 7.374 (0.107)
Debt Service 0.592 0.299 (0.293)
TOTAL 8.073 7.673 (0.400)
Amendment 10 to the State Constitution took effect on January 1, 1995 and limited the increase in
assessed value of homesteaded property to the percentage increase in the consumer price index
(CPI) or three percent (3%), whichever is less. For 2006, the CPI has been determined to be 3.4
percent and, therefore, the increase is capped at 3 percent for increased values as of January 1,
2006. The $25,000 homestead exemption is applied after the increase in value as follows: the
average assessed value of residential property as of January 1, 2006 in Miami Beach was
estimated at $239/990/ that value is increased by the 3 percent to a new value of $247/190. The
homestead exemption of $25/000 is then deducted/ yielding a taxable value of $222/190 and
an increase of $7/200 in taxable value over the prior year. Despite these increases in assessed
values/ there is net decrease of $30.75 in the estimated taxes that lithe average homeownerll will
pay to the City of Miami Beach next year.
The County has proposed a decrease in their property tax rate/ but changes in tax rates for other
jurisdictions are unknown at this time. None-the-Iess the $30.75 decrease in taxes paid to the City
of Miami Beach by the lIaverage homeownerll/ will offset increases in taxes paid to other
jurisdictions. Using tax rates known at this time/ the changes in taxes paid is estimated as follows:
Changes in Tax Millage & Assessment to II Average Homeowner"
Taxing Jurisdiction FY 2006/07 Changes
Millage Taxes
City of Miami Beach
Operating (0.107) $28.78
Capital Renewal & Replacement 0.000 1.31
Debt Service 0.293 (60.84)
Total Savinas lO.400} $(30.7S)
Other Jurisdictions:
Miami-Dade County (Countywide, Library, Debt & Children's Trust) (0.060) $37.31
School Board 0.000 60.75
Other 0.000 5.31
Total increase to County, School Board and Others 100601 $1 03 37
Total Combined ChanQe (0460\ $72.62
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 5
For homesteaded property owners, in addition to decreases in the City portion, the increases in
taxes levied by other jurisdictions are more than offset by the $300 Miami Beach Homeowners
Dividend Fund payment to year-round homeowners.
Other General Fund Revenues
Resort tax revenues transferred to the General Fund for tourism-related expenditures are
anticipated to remain at $19.6 million, the same as in the FY 2005/06 budget, to help offset
tourism-related services provided by General Fund departments. Although occupancy rates and
annual revenue per available room continue to be at record levels, the Proposed Operating
Budget takes into account anticipated reduced resort taxes from 2 major hotels due to the
Fountainebleau hotel closure and the Eden Roc hotel renovation, as well as any unknown effects of
hurricanes.
Interest revenues are projected at $5.3 million, approximately an increase of $1 million over the
FY 2005/06 budget, primarily due to increased interest rates. Franchise fees and utility taxes are
projected to increase by $1.4 million based on current revenue trends, primarily due to increased
electrical rates. Licenses/permits and sales tax revenues are increased by $1 million each, based
on FY 2005/06 trends. The FY 2005/06 General Fund Budget included approximately $2.9
million intergovernmental revenues, pursuant to the Amended CDT Interlocal Agreement, that were
used to offset CDT or municipal resort tax type eligible expenditures. In FY 2006/07 these
revenues are used to fund capital projects within the South Pointe area.
General Fund Expenditures
Increases in the cost of current service levels and the cost of enhancements increase the budget by
percentages similar to prior years, despite the impacts of current economic conditions such as the
rising cost of property insurance, fuel and electricity, the impact of inflation on employee salaries,
increases in special event costs, etc. Current service levels increase the budget by 8.1 %, as
compared to 7.2% and 7.5% in each of the last 2 years; enhancements increase the budget by
1.8% as compared to 2.3% and 1.9% in each of the last 2 years. Details of proposed
enhancements are contained in the attached City of Miami Beach Work Plan for FY 2006/07.
In addition, the Proposed General Fund Budget absorbs the impact of the General Fund
component of the pension restructure approved in 2006. The total restructure was estimated to
cost the City $4.5 million, and the General Fund component is $2.7 million.
Further, the Proposed General Fund Budget includes $4.9 million for a Miami Beach Homeowners
Dividend Fund to provide a return on investment to homesteaded property owners, an increase of
$1.6 million and absorbs $ 1 million in cost of the impact of the County's fee increases to
wholesale water and sewer rates. Finally, the Proposed General Fund Budget continues to
enhance structural changes that will help ensure the long term financial sustainability of the City
and ensure that our capital assets are fully funded. These initiatives represent an increase of $3.6
million and increase the prior year General Fund budget by 1.7%.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 6
FY 2006/07 Operating Budget Highlights
/0 Increase over
prior year Adopted
BudQet Budqet
FY 2005/06 Adooted Budqet $ 207,925,117
FY 2006/07 Proposed Budget - Major Changes
Maintainina Current services $ 16,940,264 8.1%
Pension Restructure 2,715,000 1.3%
Service Enhancements 3,652 111 1.8%
Impact of Internal Service Fund Enhancements 209,724 0.1%
Increase in Homeowners Dividend 1,630,880 0.8%
Absorbing Partial FY 2005/06 WASD fee impact 1,000,000 0.5%
Structural Enhancements 3,600,000 1.7%
Total FY 2006/07 Proposed OperatinQ Budqet $ 237.673,096 14.3%
Therefore, the total Proposed General Fund Operating Budget is $237,673,096 which is $29.7
million or 14.3% greater than the FY 2005/06 adopted budget of $207,925,117.
Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention
Center Departments. The Proposed FY 2006/07 Enterprise Fund Budget is $120.3 million including
enhancements. This represents an increase of $12.6 million from the FY 2005/06 Enterprise Fund
Budget. Increases in current service level costs are primarily as the result of increases in Miami-Dade
County wholesale water and sewer rates, salaries and benefits including one-time pension benefits,
offset by deferred water and sewer debt payments due to refunding water and sewer bonds.
Approximately $2.9 million in enhancements are proposed, with over $1.9 million for Sanitation
improvements offset by $0.4 million in equipment loan financing. In addition, approximately $1.0
million in the Parking Fund primarily for the cost of the police department motor units and the payment
to Sanitation for enhanced cleaning of parking lots. These are offset by approximately $1.1 million
in increased intergovernmental revenues received through the Amended CDT Interlocal Agreement for
sanitation services along major thoroughfares, walkways, alleys, parking lots and beaches
throughout the City.
Internal Support Services are comprised of the Central Services, Fleet Management, Information
Technology, Risk Management and Property Management Divisions. The Proposed FY 2006/07
Internal Service Fund budget is $51.2 million. This represents an increase of $5.1 million from the
FY 2005/06 budget. The current service level increases are primarily the result of increases in
salaries and benefits, fuel, increased software maintenance, and additional property insurance.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 7
This includes approximately $300,000 in enhancements, primarily in information technology.
These costs are completely allocated to the General Fund and Enterprise Fund departments.
The Proposed FY 2006/07 Resort Tax budget is $35.9 including a $19.6 million transfer to the
General Fund for tourism-related services provided by General Fund departments, $5.8 million for
operating expenditures and debt service and $3 million is transferred for quality of life capital
projects and the arts. In addition, $5.3 million and $1.4 million are transferred to the Greater
Miami Convention and Visitors Bureau and Miami Beach Visitors Convention Authority,
respectively; $400,000 is funded for a Miami Beach marketing campaign; and $400,000 is
funded in contingency. The Resort Tax marketing funds will be added to by contributions from the
Greater Miami Convention and Visitors Bureau, The Miami Beach Visitors Convention Authority,
and the Cultural Arts Council to market Miami Beach as a local destination.
Although the development of our budget this year has been rigorous, through fiscal prudence and
good leadership, the Proposed Operating Budget and Work Plan for FY 2006/07 is balanced
and enables the City of Miami Beach to continue delivering outstanding, enhanced services to our
residents, businesses and visitors, while reducing the overall tax rate, providing a return for
homesteaded property owners, providing fee relief, and continuing structural enhancements to
ensure the long-term sustainability of the City.
The development of this year's Proposed Operating Budget has taken a great deal of time, energy,
and hard work. I would like to thank you, Mayor Dermer, and the Members of the Miami Beach
City Commission, for your continued guidance, support and leadership with the budget process
and in helping to accomplish so much on behalf of our residents and the entire Miami Beach
community. Together, we continue to make Miami Beach a world-class city and a better place for
everyone to live, work, visit and play.
I would also like to thank all our employees for their continued commitment to the City's mission of
providing excellent public services and working so hard to help accomplish so many positive
results that benefit the entire community. Finally, I would like to thank all staff from throughout the
City who worked so hard to ensure that this year's process resulted in a fiscally prudent and
balanced budget. I would particularly like to thank my Assistant City Managers, Chief Financial
Officer, and all Department and Division Directors. I appreciate all of us working together to
accomplish our goals.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 1 8
I would also like to thank our Central Services Division. They have provided tremendous support,
not only in the preparation of this budget document but throughout the entire budget development
process.
More specifically, I would like to recognize and thank Kathie Brooks, Director of the Office of
Budget and Performance Improvement (OBPI), Jose Cruz, Budget Officer, Carmen Carlson,
William Gonzalez and Joseph Reilly, Senior Management and Budget Analysts, Management
Consultants Jorge Fraga and Isabel Stillone, as well as Paula Calderon and Sailyn Arce-
Christiansen, Office Associates. OBPI has worked particularly hard to facilitate greater input and
direction from the City Commission and all City departments in developing the Proposed
Operating Budget, as well as ensuring that we continue to focus on our community's priorities and
measurable results.
Respectfully submitted,
J~o
Jorge M. Gonzalez
City Manager
CITY OF MIAMI BEACH
FY 2006/07
PROPOSED WORK PLAN
MISSION, VISION, STRATEGIC PRIORITIES, AND FY 2006/07 INITIATIVES
The City of Miami Beach continues to make great strides in accomplishing our mission of
providing excellent public service and safety to all who live, work, visit and play in our
vibrant, tropical, historic community; and in achieving our vision of becoming a community
that is cleaner and safer; more beautiful and vibrant; mature and stable with a well-improved
infrastructure; a unique historic, urban environment; a cultural, entertainment and tourism
capital; and an international center for innovation in culture, recreation and business. By
staying focused on our mission, vision and strategic priorities, the City has achieved a great
deal.
In FY 2005/06 we introduced several major initiatives to address the priorities of the
community:
· In the second quarter of FY 2005/06 over 3,000 contacts were made with residents
and with businesses through the new police "neighborhoods contacts" program
. Ocean rescue response capability was expanded by adding ATVs at five lifeguard
stations and replacing lifeguard towers
. Improved cleanliness throughout the City.
· Landscape restoration projects have been completed at several sites, with other in
various stages of progress including but not limited to: Julia Tuttle; Collins Avenue;
MacArthur Causeway; Sunset Harbour Streetscape; Pinetree/Flamingo Bark Parks;
Marseille Drive; Lincoln Road Tree/Palm replanting; Star Island, Palm/ Hibiscus
Islands, 5th Street, Washington Avenue South of 5th Street; 41 st Street, North Shore
Streetscape; Allison Island; and Espanola Way.
. New and expanded recreational programming has
· Increased participation in our senior scenes club from 75 to 200, in our Teen
Club at North Shore Youth Center to 100 teens;
· Provided 6 movies per year as part of our free movies in the parks series;
· Provided 291 scholarships for intramural athletics, gymnastics, and summer
specialty camps as of June 1, 2006;
· Provided free-of-charge "Learn to Swim" programs to 89 3 to 4-year old
residents in the first 4 months of operation; and
· Expanded cultural offerings free-of-charge to participants in our after school
programs and summer camps, including free band participation, animation of
their drawings through the "Little Director program, field trips to plays, violin
lessons through the Youth Symphony, etc.
· Expanded support of the arts, providing $587,000 in grants in FY 2005/06.
· Created a one stop lien shop consolidating building, code, finance and fire lien
functions, in addition to 8 positions added to the Building Department in mid FY
2004/05.
· Expedited implementation of bikeways and pedestrian walkways throughout the City
with a new bike pedestrian network coordinator.
· Expedited plan review and project management for our capital improvement program
with several construction projects completed to date this year (Colony Theatre, Fairway
Park Lighting, Lummus Park Restroom, Maurice Gibb Memorial Park, North Shore
Open Space Park Improvements, 181h Street Streetend and Beach Connector, Espanola
Way Reconstruction, Sunset Harbour Stormwater Pump Stations, and Washington
Avenue Streetscape) and more in construction (Water/Wastewater Pump Station
Upgrades, additional Convention Center Restroom and ADA Improvements, Fire
Station Nos. 2 and 4, , Oceanfront Restroom at 461h Street and 64th Street, and
Normandy Isle Park and Pool).
· Increased maintenance levels at City facilities including identification of multi-year
assessments of 17 buildings as of June 2006 (City Hall, Old City Hall, the Police
Building, 2151 Street Community Center, 777 Building, Bass Museum, Convention
Center, Theatre of the Performing Arts, Miami City Ballet building, Little Acorn
Bandshell and Theatre, Fire Stations 1 and 3, North Shore Youth Center, South Shore
Community Center, and Miami Beach Golf Course Clubhouse) - completed capital
renewal and replacement projects totaling approximately $1.2 million and began
renovations of historic City Hall.
· Replaced over 1,000 linear feet of sidewalk, paved 3,000 linear feet of streets and
alleyways, and rebuilt 15 sidewalks to be ADA compliant.
· Implemented a regular maintenance progrom for outfalls and catch basins cleaning
over 240,000 linear feet of stormwater lines.
While we have accomplished much in the last five years, our community surveys, focus
groups, environmental scan and benchmark data continue to provide insight into areas that
the city can focus on and improve even further. We have used this information to develop
measurable performance goals to achieve over the next few years (Key Intended Outcomes _
KIO's) .
The following section highlights our initiatives and enhanced funding levels for next fiscal year
to address these priorities.
11
I ncrease resident
ratings of Public
Safety services
Maintain crime
rates at or below
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. Continue FY 05 enhanced community policing
in the RDA districts and expand to the non-
RDA areas
. Develop police neighborhoods contact
program
. Enhance emergency preparedness and
management
. Increase Police Officer safety, productivity and
accountability.
. Evaluate additional lighting in
business/commercial areas
. Expand lifeguard coverage area
. Develop system to provide timely information
on types of crime by geographic segments of
the community to allow more timely tactical
deployment in response to "hot spots"
. Pursue implementation of major
recommendations from the 2006 Police
Staffing Study
. Continue education outreach with nightclubs,
bars, etc. on crime prevention strategies to
reduce crimes against their patrons
. Continue FY 05 initiatives related to the City
Center RDA, South Pointe project area, Mid
Beach and North Beach commercial districts
. Continue and enhance FY 05 initiative to
provide enhanced level of service on major
thoroughfares, especially in business areas -
focus on alleys with coordination by Code
Compliance and Sanitation
. Use contractors to supplement City staff to
meet peak sanitation service requirements
during major events
. Expand enforcement related to commercial
handbills and flyers
. Research methods to improve timeliness of
bulk waste pick ups
. Improve enforcement of instances when bulky
waste is placed outside more than 24 hours
prior to pickup
. Expand community outreach and education,
including available options for disposal of bulky
waste
. Expand the 1 st Weekend of the Month
Neighborhood Pride Program
. Research options for bulk pick-ups for multi-
family buildings
. Continue FY 05 initiative to provide 'Class A'
level of service on major thoroughfares
. Continue public area cleanliness assessments
. Complete centralization of cleanliness
functions within the Sanitation De artment
111
($775,000 Service Enhancement)
. Expands the Neighborhoods contact
program initiated in FY 2005/06,
increasing the number of annual
contacts from 11,000 to 14,400
. Continues to expand lifeguard
coverage by adding 3 new lifeguard
stands at 5th St., Lincoln Road and
18th St.
. Adds a quality assurance position for
fire inspections
. Enhances Fire Department training by
fundin overtime for backfill
($172,000 Service Enhancement):
. Completes implementation of an
overlay midnight shift from Thursday
through Sunday, particularly in the
entertainment district and RDA by
adding 13 officers next year 5
additional the following for a total of 18
new officers over the next 2 years
. Adds 2 A TV police officers for the
Beach to cover Thursday through
Sunday evenings and nights from 3pm
to 1 am
($1.8 million Service Enhancement -
$400,000 financed through Equipment
Loan Program):
. Expands sanitation services on
Washington Avenues, Lincoln Road,
and Ocean Drive from 5 to 7
days/nights per week and including an
entertainment shift from 3am to 11 am
. Expands litter control services in alleys
citywide
. Enhances service levels for City
parking lots
. Adds roving litter squads in each of
mid-beach and north beach
. Enhances beach cleanliness through
the addition of new sand sifting
equipment, and enhanced sanitation
services from 14th Street to S. Pointe
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Maintain Miami
Beach public
areas & rights of
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Ensure all
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Protect historic
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Increase
satisfaction with
neighborhood
character
. Identify waterway hot-spots for additional
clean-up activities and contract for debris
removal from inland waterways to enhance
service (Collins Canal, Indian Creek dead end,
etc.)
. Provide community outreach and education on
the impact of illegal dumping/littering on our
waterways
. Re-analyze deployment of personnel to ensure
Code Compliance staff coverage (7 days/24
hours per day)
. Examine mechanisms to provide effective
coverage and enforcement for complaints
received through the Answer Center and
PSCU
. Enhance methodslsystems available for
tracking response times and follow-up
. Revise Special Master process to expedite
code cases
. Enhance landscape maintenance, particularly
in business areas
. Maintain a Capital Investment Upkeep Account
with a recurring source of funding to address
routine recurring expenses based on a pre-
defined plan needed to sustain non-facility
capital improvement projects, including
landscaping, up-lighting, pavers, etc.
. Develop a Citywide reforestation plan
. Continue to develop an inventory and
replacement schedule for all City-owned trees
and landscaping, as well as provide plan
reviews focused on green space
. Develop criteria for public area appearance
rating scale and methodology for periodic
sampling
. Maintain a list of sites to be considered for
protection
. Develop a list of buildings within the City that
need to be protected categorized by level of
risk, and develop criteria for frequency of
inspection, etc. to minimize demolition by
neglect
. Enhance enforcement around construction
sites regarding litter, impacts on public
property, and traffic impacts
IV
($100,000 Service Enhancement):
. Further expands funding for waterway
cleaning based on new contract for
services
($225,000 Service Enhancement)
. Adds a Code Ombudsman to assist in
problem resolution, expedite special
master cases, provide quality
assurance oversight, etc.
. Absorbs funding for 2 code
enforcement officers and
administrative overhead previously
funded by Community Development
Block Grant (CDBG) funds
. Continues to fund the graffiti
remediation program citywide,
remediation of overarown vacant lots
($600,000 Service Enhancement)
. Adds funding for continuing the
enhanced hedge around the Miami
Beach golf course
. Adds a landscaper supervisor partially
funded by the Parking Department,
. Adds funding for enhanced landscape
maintenance as new capital projects
such as S. Pointe Park, anticipated to
come on line in FY 2006/07
($0.5 million Structural Change)
. Increases funding for the Capital
Investment Upkeep Account to
continue to restore landscape stock
and replace landscaping and trees
damaaed or destroved bv hurricanes
(In current service level)
. Additional structures and districts will
continue to be presented to the
Commission for designation
consideration
. Continue monitoring of buildings that
need to be protected (categorized by
level of risk)
($85,000 Service Enhancement)
. Add a position for follow-up inspections
to monitor compliance with plan
requirements
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satisfaction with
development and
growth
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Increase
satisfaction with
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Reduce the
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to workforce or
affordable
housing
Increase resident
satisfaction with
availability of
commercial
service options
. Complete FY 05 Initiatives (e.g. Impact Fee
Consultant Study and use of 2 additional
planners to focus on growth management,
concurrency, neighborhood open space, and
landscape planning)
. Expand programming hours for recreation
programs
. Expand programming for teens, adults and
seniors
. Expand free access to youth centers for Miami
Beach residents
. Expand scholarships for specialty camps and
traveling athletic leagues
. Expand arts and culture programming in the
Parks
. Education and outreach to inform the public of
recent accomplishments
. Citywide campaign for
businesses on how to
(Operation Home Shore).
hotels with at-risk occupants
. Coordinate with Homeless Outreach, Police
department, and judicial systems to enable full
enforcement of Quality of Life issues (Le.
habitual offenders, trespassing, etc.)
. Pursue methods to address mental health
issues amonq the homeless
. Maximize retention of existing housing stock,
especially among the elderly
churches and
assist homeless
Target low end
. Research altemative strategies for incentives
v
($240,000 Service Enhancement)
. Expands the scholarship program to
traveling athletic leagues
. Provides a reduced fee for intramural
athletic Leagues for residents
. Increases funding for the teen club
. Add a position to help staff nighttime
coverage 7 days a week at Flamingo
Park Pool as a result of the lighting of
the facility that will be in place by the
end of FY 2005/06
. Provides for enhancements to after
school and summer camp programs at
Scott Rakow Youth Center, Flamingo
Park, North Shore Park and Youth
Center, and Muss Park that include
providing snacks, books for literacy,
and social skills (consistent with
recommendations from the Children's
Trust and providing a uniform level of
service between programs funded by
the Children's Trust and programs
funded bv the CiM
($36,500 Service Enhancement)
. Continues enhanced funding for
homeless services from prior years,
including partnering with Citrus Health
to provide a coordinated approach to
addressing mental health issues often
associated with the chronically
homeless.
. Adds funding for the purchase of 2
treatment beds for placement of
homeless persons with mental health or
drug addiction issues
(In current service level)
. Maintains existing resources for
upgrading multi-family rental housing,
purchasing and rehabilitating first time
homebuyer units, down payment
assistance to low-income homebuyers,
and rehabilitation of low income and
owner-occupied units
(In current service level)
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Increase
community
rating of
cultural
activities
Improve
availability and
accessibility of
major events
Make City
more business
friendly
Enhance
Access to
labor pool
. Ensure growth in funding for the arts
. Continue to fund operations and capital for
local performing arts centers
. Continue and expand communication &
marketing to residents & targeted groups,
including development of a co-promotion fund
. Promote availability of family-friendly cultural
activities and events
. Maximize potential use of Byron Carlyle,
Colony, Jackie Gleason Theatre, Little Acorn
Theatres, and other potential venues in the
City
. Improve communication & marketing to
targeted residents/groups for upcoming
events
. Target key events for slow periods
. Continue to improve logistics management of
events to minimize disruption, traffic, debris,
noise
. Maximize utilization and upkeep of Miami
Beach Convention Center
. Ensure resident benefits from permitted special
events
. Identify industry benchmarks, best practices,
and recommendations for improvements and
technology improvements and implement
recommendations
. Enhance distribution and access to information
on business process to community
. Inventory other City processes for potential
preliminary improvement and identify
bottlenecks
. Work with major employers and various
entities (Le. UNlOAD, South Florida Commuter
Services) to evaluate potential strategies
VI
($300,000 Service Enhancement)
. Add funding for a monthly music in the
parks series
. Expands arts and culture programming
in our schools and in our parks after
school and summer camps anticipated
through a partnership with Arts for
Learning that will offer each of the
selected park sites a resident artist
who will teach up to 4 classes per
week in the divided up according to
age and/or grade levels. Such that
each child enrolled in the arts portion
of the parks program will receive one
visual or performing arts class per
week. The type of program (e.g.
visual, dance, theater, music) to be
offered will depend largely upon the
site's ability to facilitate the class.
. Provides funding to offset the
increased cost of security guard
service at the Bass Museum
(In current service level)
. Provides funding for special events
including Super Bowl 2007
. Continues permitting requirement for
special events in Miami Beach with
focus on public benefit for Miami Beach
residents
($757,000 Service Enhancement)
. Adds 4 positions to reduce the number
of open or expired Temporary
Certificates of Occupancy and number
of overdue re-certifications, reduce the
backlog of building plan reviews, and
reduce response time to Answer Center
requests.
. Adds 3 positions to improve customer
service, particularly the ability to help
expedite wait times
. Technology upgrades including a more
customer-friendly inquiry system, and
upgrades to the wireless devices for
inspections to allow greater flexibility in
adapting to a changing environment,
allow the department to track reasons
for rejections, and provide the ability to
view on-line the daily inspections
assianed to each insoector
(In current service level)
Maintain or
improve traffic
flow
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Improve Parking
Availability
Ensure well-
designed quality
capital projects
. Continue FY 05 initiative to work with the
Planning Department to ensure funds are
adequately captured to fund the existing
Mobility Plan (MMP)
. Work with County to expedite implementation
of technology to improve timing of lights
. Expand existing mobility strategy (parking vs.
streets, etc.) through the Coastal Communities
Transportation Master Plan, including
identification of new MMP projects
. Complete FY 05 Impact Fee study to develop a
Major Use Special Permit review process to
supplement or replace the existing
concurrency management system
. Expedite development and implementation of
comprehensive bike paths/recreation corridors/
and walkway plan for Miami Beach
. Update existing traffic baseline level of service
study
. Partner with Miami-Dade Transit to educate
public on available transit options
. Increase traffic enforcement in business
districts to improve traffic flow (loading zone,
double arkin ,blockin the intersection, etc.
. Develop and implement marketing plan for
parking and traffic
. Pursue implementation of Walker Parking
Study recommendations for development sites
in the North Beach, Cultural Campus areas,
South Pointe Park, City Hall Garage, New
World Symphony Garage, and other
opportunities
. Acquire land where possible for additional
arkin
. Continue implementation of FY 05 initiatives to
expedite: review of construction documents,
legal issues, invoice processing, and field
inspections
. Streamline program management
. Implement best-value procurement concepts
for selection of design professionals and
constructions services
. Enhance coordination with public and private
development projects
. Expand public outreach and information
regarding capital projects status, etc.
. Maintain a capital reserve fund to address
unforeseen needs in approved capital projects
. Maintain a Pay-as-you-go capital fund with an
annual funding contribution as a continuous re-
investment in City infrastructure
. Maintain a capital improvement steering
committee process for prioritization of
proposed new capital projects
Vll
($459,000 Service Enhancement)
. Adds 2 motor police officers to be assigned
full-time to the Parking Department along with
the addition of 5 Parking Operations
supervisors to deploy a cooperative effort for
traffic flow enforcement related to vehicles
blocking traffic lanes for deliveries, vehicles
blocking intersections, etc. This is partially
offset by anticipated revenues
. Prioritizes several pedestrian and bike path
enhancements and bicycle rack needs to be
included in our capital program
($77,000 Service Enhancement)
. Adds a Capital Projects Coordinator in to
manage Public Works projects including the
North Beach Recreational Corridor
($2.5 million Structural Change)
. Continues the annual funding transfer to the
capital reserve to ensure that projects are not
delayed due to funding shortfalls
. Increases the annual funding transfer to the
capital pay-as-you-go fund to be used for
projects such as the Normandy Shores Golf
Course club house, restrooms, maintenance
building, and cart barn; Flamingo Park sports
lighting, Julia Tuttle Baywalk, etc.
Ensure well-
maintained
facilities
Ensure well-
maintained
infrastructure
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Preserve our
beaches
. Complete facility condition assessments on all
City facilities
. Maintain a capital replacement renewal and
reserve with a dedicated source of funding for
general fund facilities and to identify and
implement required projects as scheduled
. Evaluate funding capital renewal and
replacement funds in all enterprise and intemal
service funds
. Continue outsourcing initiatives to augment in-
house capacity
. Expedite drainage improvement projects,
particularly in South Beach
. Update Stormwater Master Plan
. Complete implementation of a new
infrastructure management software
application for Water, Sewer & Stormwater;
implement Geographic Information Systems
(GIS) application.
. Complete a full assessment of roads,
sidewalks, curbing, and lighting
. Develop and implement criteria for assessment
and methodology for periodic sampling
. Expedite CIP projects and process for roads,
sidewalks and curbing citywide
. Work with Miami-Dade County to expedite
implementation of sidewalk improvements on
County roads programmed as part of the PTP
ro ram
. Develop initial assessment to determine which
beach areas are candidates for sand re-
nourishment
. Work with Miami-Dade County to develop a
Beach Master Plan for beach preservation,
including development of a Miami-Dade
County Master Plan for Sand/Beach re-
nourishment
. Increase federal lobbying to secure funding
. Enhance beach cleanliness through
coordination with the Count
V111
(In current service level)
. Increases the annual funding for the General
Fund Capital Renewal and Replacement Fund
for a total funding of $3.3 million for projects
that extend the useful life of General Fund
facilities
. Continues funding for FY 2006/07 to complete
assessments on 13 additional buildings
($125,00 Service Enhancement)
. Adds funding for street light maintenance and
assessments
. Continues to provide for a citywide pavement
assessment and repair program, broken
sidewalk replacement, as well as a regular
maintenance program for outfall and catch
basin cleaning
(In current service level)
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Enhance extemal
and intemal
communications
from and within
the City
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Increase resident
satisfaction with
employee
contact
Expand hours
and service
through e-
govemment
. Centralize and enhance Communications
functions within the City of Miami Beach
. Evaluate published materials for consistency
with brand and messages
. Provide Citywide training on effective
communications (e-mails, presentations,
media, etc.)
. Continue to publish and mail a community
newsletter to all Miami Beach residents and
maximize other means of communication
including Citypage, MBTV-77, neighborhood
newsletters, etc.
. Provide on-going training similar to the
Leadership Academy to Answer Center and
subsequently to other front line employees
including key contacts for each function in
department
. Research software to provide knowledge-
based information and train Answer Center
and other frontline employees regarding same
. Continue service shopper initiative
. Provide feedback reports and training to
departments with an average service shopper
score of less than 4
. Increase promotion of CMB website on all
materials, MBTV 77, vehicles, etc.
. Implement Enterprise Resource Planning web
modules to provide online information to
citizens, employees and vendors
. Redesign website for ease of use and
expansion of services offered
. Expand City services on-line through E-
government technologies
IX
($20,000)
. Provides funding for annual notification of
expired permits to property owners
. Continues enhancement of all communications
functions within the City through newly
centralized Communication Department,
including a regular advertising page in local
newspapers (CitiPage), a bi-monthly newsletter
(MB Magazine), and expanded cable
programming
($46,000)
. Replacement communications equipment for
the Commission chambers will be funded from
the Information and Communications
Technology Fund
(In current service level)
($146,000 Service Enhancement)
. Adds a new E-Government position to work
with existing Information Technology
Department resources to maximize the
availability of city services and processes that
can be accessed and transacted via the
internet through best practice research,
working with departments, etc.; and for a WiFi
technical support position
($30,000)
. Provides funding for amplified reception of
WiFi at City facilities (e.g. City Hall), an
Internet Content Management System,
throuah the IT technoloQY Fund
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.~ ~ Key Intended FY 2006/07 Cit ide Initiatives Proposed FY 2006/07 ~udget
5 .~ Outcome: yw Resource Allocation
....J (new fundmg $'s)
Ensure
expenditure
trends are
sustainable over
the long term
Improve the
City's overall
financial health
and maintain
overall bond
rating
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Improve process
through
information
technology
Attract and
maintain a quality
workforce
. Continue to work with Budget Advisory
Committee to establish financial policies to
help ensure long term sustainable expenditure
trends
. Define levels of reserves required to sustain
the financial position of the City in light of
economic, environmental or other
unanticipated challenges
. Strengthen financial process to improve
internal controls and address audit concems
. Continue to address funding shortfalls in the
reserve for claims against the risk
management fund
. Implement Enhancements to security and
network infrastructure to ensure availability of
critical systems and provide innovative cost
effective solutions
. Complete ERP implementation
. Enhance utilization of performance
management processes and software
. Continue implementing IT governance process
for prioritizing projects
. Develop an IT Master Plan
. Maximize IT/digital connectivity citywide
through WiFi, etc.
. Continue to pursue GIS deployment citywide
. Obtain information on strengths and
weaknesses of workplace (su rvey, focus
groups, etc)
. Develop a strategy to address recruitment and
retention issues
. Conduct job analysis/market studies for
classifications with critical shortfalls
(construction trades, construction engineers,
etc.)
x
($146,000 Service Enhancement)
. Adds a position to ensure more timely
reconciliation of bank accounts in the Parking
Department,
. Converts sanitation auditor to full time
. Upgrades City printing equipment, etc.
. Efficiencies achieved through elimination of an
Assistant Director position in the Parks and
Recreation Department, and a vacant security
supervisor in Parking
(In current service level)
. Maintains the $ 1 million general fund transfer
to the risk management fund
($82,000 Service Enhancement)
. Adds contracted position to oversee CAD/RMS
project
($324,000 Structural Change)
. Increases funding for the Information and
Communications Technology Fund offset by
$200,000 in WiFi savings that will be incurred
for wireless applications and through prior
VOIP implementations. The fund will support:
o Second year equipment financing for the
Storage Area Network, the Enterprise
Uninterrupted Power Supply for the City's
data center, the citywide WiFi, Voice Over
Internet Protocol (VOIP)
o The second year of a "Self-Defending
Network" solution to improve system
security and mitigate potential virus
infiltrations to the City's network;
o Disaster Recovery at Network Access Point
o Telephone Switch and Interactive Voice
Response (IVR) at Network Access Point
o Police Department Staffing Software
o Deployment of the City's Infrastructure
Management System in the Parks and
Recreation Department
o A Caoital Proiect ManaQement System
($94,000)
. Adds a position in Human Resources to assist
with maintaining personnel files
. Adds a position in Labor Relations
. Continues to fund organizational development
workshops and retreats focusing on leadership
development, a results-oriented organizational
culture, process improvement and
oerformance manaaement, and technoloav
Q,)
C OJ Key
o ell I t d d FY 2006/07 C't 'd I 't' t' Proposed FY 2006/07 Budget
'00 -'" n en e I YWI e nI la Ives .
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Increase
community
satisfaction
with City
services
. Continue development and implementation of
a results-oriented framework for the City of
Miami Beach
. Continue to pursue initiatives to provide return
on investment to our community
. Conduct second set of community satisfaction
surveys in 2007
Xl
($90,000)
. Funds a set of follow-up community surveys in
2007
($1,630,000)
. Provides a $300 dividend return for full-time,
homesteaded property owners
(In current service level)
. Reduces the overall millage by 0.400 mills
. Provides fee waivers and fee discounts to
businesses
. Continues to expand free access to many
Miami Beach programs and facilities for all
residents
. Provides relief from life safety inspection fees
. Offsets Miami-Dade County FY 2005/06 water
and sewer fee increases
. Absorbs the household garbage and trash
collection fee increase incurred due to
contractual CPI increases and Miami-Dade
County disposal fee increases