HomeMy WebLinkAbout2006-26329 Reso
RESOLUTION NO. 2006-26329
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, ADOPTING FINAL OPERATING BUDGETS
FOR THE GENERAL FUND, GENERAL OBLIGATION (G.O.) BOND DEBT
SERVICE, RDA FUND-AD VALOREM TAXES, ENTERPRISE, AND
INTERNAL SERVICE FUNDS FOR FISCAL YEAR (FY) 2006/07.
WHEREAS, on September 6, 2006, the Mayor and City Commission tentatively adopted
the operating and debt service budgets for FY 2006/07; and
WHEREAS, Section 200.065, Florida Statutes, specifies the manner in which budgets
are adopted; and
WHEREAS, following a second public hearing, the final millage rate for both general
operating and debt service is adopted, and immediately thereafter, final budgets (by fund) are
adopted.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission hereby adopts final budgets for the General Fund, G.O. Bond Debt Service, RDA
Fund-Ad Valorem Taxes, Enterprise, and Internal Service Funds for FY 2006/07, as
summarized and listed below.
REVENUES
GENERAL RDA ENTERPRISE TOTALS INTERNAL
SERVICE
GENERAL OPERATING REVENUES
Ad Valorem Taxes $ 136,782,868 $ 136,782,868
Ad Valorem Taxes-Capital Renew/Repl. 3,266,096 3,266,096
Ad Valorem Taxes-S.Pointe Cap R & R. 258,990 258,990
Ad Valorem Taxes-Normandy Shores 87,949 87,949
Other Taxes 22,153,300 22,153,300
Licenses and Permits 13,025,335 13,025,335
Intergovernmental 11,160,640 11,160,640
Charges for Services 7,490,350 7,490,350
Fines and Forfeits 1,826,000 1,826,000
Interest 5,300,000 5,300,000
Rents and Leases 2,934,251 2,934,251
Miscellaneous 6,013,515 6,013,515
Other-Resort Tax contribution 19,571,309 19,571,309
Other-Non Operating revenues 7,802,493 7,802,493
Subtotal $ 237,673,096 $ 237,673,096
G.O. DEBT SERVICE
Ad Valorem Taxes $ 6,561,271 $ 6,561,271
Subtotal $ 6,561,271 $ 6,561,271
FUND TOTAL $ 244,234,367 $ 244,234,367
RDA FUND
Ad Valorem Taxes-RDA City Center $ 18,991,324 $ 18,991,324
FUND TOTAL $ 18,991,324 $ 18,991,324
REVENUES - continued
GENERAL RDA ENTERPRISE TOTALS INTERNAL
SERVICE
ENTERPRISE FUNDS
Convention CenterlTOPA $ 16,630,117 $ 16,630,117
Parking 25,330,512 25,330,512
Sanitation 14,793,905 14,793,905
Sewer Operations 30,586,841 30,586,841
Stormwater Operations 8,368,000 8,368,000
Water Operations 24,623,011 24,623,011
FUND TOTAL $ 120,332,386 $ 120,332,386
INTERNAL SERVICE FUNDS
Central Services $ 861,167
Fleet Management 7,430,539
Information Technology 14,296,593
Property Management 9,082,496
Risk Management 19,564,677
FUND TOTAL $ 51,235,472
TOTAL - ALL FUNDS $ 244,234,367 $ 18,991,324 $ 120,332,386 $ 383,558,077 $ 51,235,472
APPROPRIATIONS
GENERAL RDA ENTERPRISE TOTALS INTERNAL
DEPARTMENT/FUNCTION SERVICE
MAYOR & COMMISSION $ 1,418,860 $ 1,418,860
ADMINISTRATIVE SUPPORT SERVICES
CITY MANAGER 2,328,805 2,328,805
Communications 1,188,552 1,188,552
BUDGET & PERFORMANCE IMPROVE 1,985,126 1,985,126
FINANCE 4,559,048 4,559,048
Procurement 902,160 902,160
Information Technology 14,296,593
HUMAN RESOURCES 1,579,690 1,579,690
Risk Management 19,564,677
LABOR RELATIONS 315,820 315,820
CITY CLERK 1,683,647 1,683,647
Central Services 861,167
CITY ATTORNEY 4,319,400 4,319,400
ECONOMIC DEV. & CULTURAL ARTS
Economic Development
ECONOMIC DEVELOPMENT 915,191 915,191
BUILDING 8,268,849 8,268,849
PLANNING 3,173,702 3,173,702
Cultural Arts
TOURISM & CULTURAL DEVELOP. 3,212,468 3,212,468
CONVENTION CENTERlTOPA 16,630,117 16,630,117
OPERATIONS
NEIGHBORHOOD SERVICES 5,646,042 5,646,042
PARKS & RECREATION 28,068,400 28,068,400
PUBLIC WORKS 7,033,709 7,033,709
Property Management 9,082,496
Sanitation 14,793,905 14,793,905
Sewer Operations 30,586,841 30,586,841
.
APPROPRIATIONS - continued
GENERAL RDA ENTERPRISE TOTALS INTERNAL
DEPARTMENT/FUNCTION SERVICE
Stormwater Operations 8,368,000 8,368,000
Water Operations 24,623,011 24,623,011
CAPITAL IMPROVEMENT PROJECTS 3,126,464 3,126,464
PARKING 25,330,512 25,330,512
FLEET MANAGEMENT 7,430,539
PUBLIC SAFETY
POLICE 75,252,774 75,252,774
FIRE 43,303,018 43,303,018
CITYWIDE ACCOUNTS
Capital Investment & Upkeep 2,000,000 2,000,000
Normandy Shores District 135,254 135,254
Operating Contingency 1,300,000 1,300,000
Other Accounts 11,792,612 11,792,612
Transfers
MB Homeowner's Dividend Fund 4,900,000 4,900,000
Capital Reserve Fund 2,500,000 2,500,000
Pay-As-You-Go Capital Fund 7,500,000 7,500,000
Info & Comm Technology Fund 1,400,000 1,400,000
Risk Management Fund 1,000,000 1,000,000
11 % Emergency Reserve Contribution 3,338,419 3,338,419
CAPITAL RENEWAL & REPLACEMENT 3,266,096 3,266,096
S.POINTE CAPITAL R & R 258,990 258,990
Subtotal $ 237,673,096 $ 0 $ 120,332,386 $ 358,005,482 $ 51,235,472
G.O.DEBT SERVICE
Debt Service 6,561,271 6,561,271
Subtotal $ 6,561,271 $ 6,561,271
RDA FUND
RDA City Center $ 18,991,324 $ 18,991,324
$ 18,991,324 $ 18,991,324
TOTAL - ALL FUNDS $ 244,234,367 $ 18,991,324 $ 120,332,386 $ 383,558,077 $ 51,235,472
,
//
PASSED and ADOPTED this 21st day of Se
~a-t~
CITY CLERK
Robert Parcher
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
q/{f.f
COMMISSION ITEM SUMMARY
..
Condensed Title:
A resolution of the Mayor and City Commission of the City Of Miami Beach, Florida, adopting final budgets
for the General, G.O. Bond Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds
for Fiscal Year 2006/07.
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 Communi Satisfaction with Ci Services
Issue:
Shall the Mayor and City Commission adopt the attached resolution which adopts the final budgets for the
General, G.O. Bond Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for
Fiscal Year 2006/07?
Item Summary/Recommendation:
The Mayor and City Commission should adopt the attached resolution which adopts the final budgets for
the General, G.O. Bond Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for
Fiscal Year 2006/07.
Advisory Board Recommendation:
I
Financial Information:
ctt
$237,673,096
6,561,271
18,991,324
Source of
Funds:
OBPI
120,332,386
51,235,472
$383,558,077*
General Fund
G.O. Bond Debt Service
RDA Fund-Ad Valorem
Taxes
Enter rise Funds
Internal Service Funds
* Net of Internal
Service Funds
Financial Impact Summary:
City Clerk's Office Legislative Tracking:
I
to
~
MIAMI BEACH
AGENDA ITEM
DATE
1<7 A L..
q- 2..1..ofb
..
G 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 } ~
September 21, 2006 tI
TO:
DATE:
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ADOPTING FINAL BUDGETS FOR THE GENERAL
FUND, GENERAL OBLIGATION (G.O.) BOND DEBT SERVICE, RDA AD
VALOREM TAXES, ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR
FISCAL YEAR (FY) 2006/07.
ADMINISTRATION RECOMMENDATION
SUBJECT:
The Administration recommends that the City Commission adopt the attached Resolution
which establishes final budgets for the General, RDA Ad Valorem Taxes, Enterprise, and
Internal Service Funds for Fiscal Year 2006/07.
PROCEDURE
As outlined in the companion Agenda Item R7 A 1, Section 200.065, Florida Statutes
specifies the manner in which budgets are adopted. Following a second public hearing, the
final millage rate for both the general operating and debt service is adopted, then
immediately thereafter, final budgets by fund are adopted. The attached Resolution adopting
final budgets for the General, RDA Ad Valorem Taxes, Enterprise, and Internal Service
Funds for Fiscal Year 2006/07 is therefore presented to you at this time for adoption.
ANALYSIS
The Mayor and City Commission adopted the tentative millage rate for general and debt
service, and the tentative operating budgets, by fund at the first public hearing on September
6, 2006. During the public hearing, the Commission instructed the Administration to identify
possible funding for senior citizen programs, especially transportation, in the amount of
$150,000 and one-time funding in the amount of $15,000 for the Little Havana Meals on
Wheels program to offset CDBG funding reductions. Additionally, the Commission instructed
the Administration to request that representatives from Miami-Dade County attend the
second public hearing on the proposed operating budget on September 21,2006 to provide
justification for the 20% increase in wholesale water and sewer rates, an impact of $2.5
million to the City of Miami Beach.
BACKGROUND
On July 12, 2006, the Administration released a Proposed Budget balanced with a proposed
operating millage of 7.192 mills for General Operating, 0.182 mills for Capital Renewal &
Replacement, and 0.299 mills for Debt Service. 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 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 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 released in July 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.
The Proposed General Fund Budget also absorbs the impact of the General Fund
component of the pension restructure approved in 2006 of $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%.
Please see my attached transmittal letter for the FY 2006/07 City Of Miami Beach Proposed
Operating Budget and Work Plan for specific details.
CHANGES INCORPORATED FROM THE SEPTEMBER 6. 2006 PUBLIC HEARING
Senior Services
In response to direction from the Commission at the first budget hearing on September 6
2006, the Proposed Operating Budget also includes an additional $150,000 in one-time
funding for a senior transportation program, funded from the Citywide Operating
Contingency. The $150,000 will be used to create a new Senior Transportation fund. The
City will issue Requests for Proposals from entities serving the senior community including
qualifications, as well as detailed proposals relating to frequency of use of proposed
transportation services, types of events, and numbers of proposed participants.
Transportation services provided to eligible proposers will be paid from the fund and usage
levels will be tracked. This fund will be used to reimburse transportation eligible expenses.
Any future additions or allocations to the fund will require subsequent Commission approval.
In addition, an expenditure category for the Little Havana Meals on Wheels program has
been added to the Citywide accounts fora one-time appropriation in the amount of $15,000,
also funded from the Citywide Operating Contingency, in the same manner as Prime Time
Seniors was funded in FY 2005/06. Like Prime Time Seniors, the Little Havana Meals on
Wheels program has been directed to proceed through the CDGB process in subsequent
years.
These senior funding initiatives are in addition to senior programs and projects already
receiving funding from the City of Miami Beach. As outlined in my Letter to the Commission
on September 1,2006 (L TC# 212-2006), the City is funding approximately $1.35 million for
Senior programs through the Parks and Recreation Department and through CDBG funding.
Approximately $50,000 more in services is provided by the Neighborhood Services
Department primarily for elders in need of support services (predominantly seeking
relocation), referrals to DCF for elder neglect, implementing the Telephone Reassurance
Program, and providing a life-line for the City's Special Needs Population. Further,
approximately $47,000 is included in the Proposed Budget Citywide Accounts for funding
Hot Meals-JVS, primarily serving seniors. Thus, in addition to the above new items for
$165,000, approximately $1.45 million is previously funded for senior services.
Water and Sewer Fees
In follow-up to the September 6th public hearing on the operating budget, Commissioner
Matti Bower attended the Miami-Dade Board of County Commissioners meeting of
September 7, 2006 to express the City's concerns about the not fully justified rate increases
for FY 2005/06 and FY 2006/07. Commissioner Bower on behalf of City of Miami Beach
Commission also requested that Miami-Dade Board of County Commissioners, just as they
did in September 2005, re-instate FY 2004/05 rate levels until a proper justification is
provided to the municipalities. She also requested that if the Miami-Dade Board of County
Commissioners decides to approve the ordinance maintaining the FY 2006/07 rates at FY
2005/06 levels that Miami-Dade County Administration sent a senior representative to the
City of Miami Beach Commission meeting on September 21,2006 to explain the water and
wastewater rate increases and to show how wholesale revenues received from
municipalities are spent by Miami-Dade County Water and Sewer Department. A letter was
also sent from the City to the County requesting that a representative attend the City of
Miami Beach Commission meeting on September 21, 2006 for the same purpose.
The FY 2006/07 wholesale water and sewer rates proposed by Miami-Dade County remain
the same as rates implemented by Miami-Dade County for FY 2005/06. These rates
became effective mid-year after objections by the City of Miami Beach to a proposed 40%
increase in wholesale water rates and a 15-17 % increase in wholesale sewer rates charged
to municipalities. Based on concerns expressed by Cities, most especially Miami Beach and
Hialeah, accomplishments to date have been as follows:
· Providing cities with a payment plan over 36 months beginning October 1, 2006
to pay for the October through December 2005 rate increase due to the delayed
implementation;
· Reduction in the rate increase for FY 2005/06 by almost half; and
· Notification from the County that rates for FY 2006/07 would be maintained at
FY 2005/06 levels, as illustrated in the following table.
Final % Increase
FY FY 2005/06 FY 2004/05
2004/05 Proposed Rate Proposed Rate to FY
Rate Sept. 2005 March 2006 FY 2006/07 2005/06
Water $0.85 $1.19 $1.10 $1.10 29%
Sewer/Wet Season $1.90 $2.18 $1.95 $1.95 3%
Sewer/Dry Season $1.50 $1.78 $1.52 $1.52 1%
As a result, the estimated annual impact to the Water and Sewer fund decreased from $5.25
million to $2.5 million; a more than 50% decrease.
Since the City did not support the increase in rates initially proposed by the County, no rate
increase was passed through to City customers in FY 2005/06. As a result, the City has
proposed to absorb the impact of the fee increase for FY 2005/06. The impact of the rate
increase, estimated at $2.5 million is proposed to be absorbed by the General Fund over two
years ($1.5 million in FY 2005/06 and $1 million in FY 2006/07). The alternative to
absorbing the one-year increase would be to retroactively charge the customers over the
coming fiscal year, in effect, doubling the impact of the increase.
The Administration has re-submitted the ordinance for first reading increasing City of Miami
Beach water and sewer rates in by 4.75% to allow passing through the increase in Miami-
Dade County wholesale water and sewer rates that was implemented by the County in FY
2005/06 as a companion item on this agenda. Should the City Commission approve the rate
ordinance on first reading based on the presentation to be provided by Miami-Dade County,
a second reading on October 11 would provide sufficient time to implement the rate increase
effective for the entire Fiscal Year.
In the event the ordinance is not approved by the City Commission, for every month of delay,
the impact to the City would be approximately $200,000. If the ordinance is resubmitted for
first reading in October and second reading in December, the impact would be $400,000.
Please note however, that the Administration recommends passing through the fee increase
in the water and sewer rates. This is the most equitable way of addressing the increase in
the wholesale rates and ensuring that residential customers do not end up subsidizing high
volume commercial or multi-family users.
Summary
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.
CONCLUSION
The Administration recommends adoption ofthe attached Resolution which establishes final
budgets for General Fund, G.O. Bond Debt Service, RDA Ad Valorem Taxes, Enterprise,
and Internal Service Funds for Fiscal Year 2006/07.
JMG:KGB:JC
C9 !v~IAtv\1 BEACH
City of Miami leach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
Jorge M. Gonzalez, City Manager
Tel: 305-673-7010. Fox: 305-673-7782
July 12, 2006
Honoroble 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 sustoinability 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, inRation, 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 grea1er 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 ore
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 #he 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 overage
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-Oode County.
We ore commlHed 10 prOViding excel/em publiC service ardlCJfety 10 011 ,vhc h'l? work, ond ploy Jr our vlbront, tropical hlSIOIJC 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 wa1er, 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 land $6 million across all departments) primarily in public safety, sanitation, landscaping
and beautification, parks and cultural arts programming, and in the Builcling Department; and
continues structural changes that enhance copital funding and reserves. I would like ta thank the
Mayor and Commission for your guidance and direction throughout the budget process and the
City staff who contributed greorly to this effort.
The recommendations mode in the Proposed Operating Budget for FY 2006/07 ore 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 ancl 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 4'" shift with duty hours from 8pm to 6am
with an additional 5 to be added in FY 2007/08; 2 new ATV 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, plonned 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 8pm and 6am as compared to 7 currently.
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 progrom initiated in FY 2005/06,
expand lifeguard coverage by adding 3 new lifeguord slands at 511. Street, Lincoln Road, and 18'"
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 Intendec:l 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 5th Street
to Lincoln Road, the Flamingo Park area, Lincoln Road between
Washington and Collins Avenue Harding Avenue from 7~ Street
to Indian Creek., including Abbott, Byron and Carlyle (five days per
week), the Beach and Boardwalk. zones, and 4111 Street and 71st
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 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
. Additionol funds for wo1erway 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 Viltrant; Mature anel Stable; Unique Historic and Urban
Environment
Key Intended Outcomes:
· Increase resident satisfoct;on 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 fCDBGI 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 011 historically significant structures and districts ore considered for local designation
by the Commission; Protect historic building stock:
Funding for landscaping and beautiAcation continues to be a priority.
Landscape stock has been replaced in needed areas, including: Julio Tuttle
interchange, Collins Avenue, MacArthur Causeway, Sunset Harbour
Streetscape, Pinetree/Flamingo Bark Parks, Marseille Drive, and Lincoln Rood
Tree/Palm replanting. The Proposed Operating Budget continues funding
replacement of landscaping, pavers, up-lighting, etc. through the Capitol
Investment Upkeep Account and provides additional funding for replacing
landscaping and trees damaged or destroyed by hurricanes. Additional
funding is a/so proposed for an inspector position to ollow follow-up inspections
to monitor compliance with pion requirements after a proiect is complete.
Key Inlended Outcomes:
· Increase satisfoction with recreational programs
· Increase satisfoction with neighborhood character and increase satisfaction with
development and growth management across the City
In addition to mointaining 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 1een 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
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 comps 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 home/eu
Much has been accomplished in the lost severol 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 partoering with Citrus Health to provide a coordinated
approach to addressing mental health issues often associated with the chronically homeless.
Further, the PropoMd Operating Budget includes funding for the purchose of 2 treatment beds for
placement of homeless persons with mental health or drug addiction issues.
Cultural, E"";nnwtt and Tourism Capital
Key Infended Outcomes:
· Increase community rating of cultural activities
· Improve availability and acceuibi/ity of maior 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 fcmily-oriented cultural activities.
Anticipated new programs include a 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 paries 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 oddition, a new, free "'Music in the Parks'" series will provide monthly concerts.
International Cen.... for Innovation in Culture, Recreation and Busines.
Key !n/ended Outcome:
· Make City more business friendly
Under the direction of a new Building Department Director, the
PropoMd Operating Budget includes positions to reduce the number
of open Temporary Certificates of Occupancy and number of
overdue rKertifications, reduce the back.1og 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 10 help expedite wait times. Technology
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 6
upgrades, including a more customer-rriendly inquiry system, and upgrades to the wireless devices
for inspections to allow greater Rexibility 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 Deportment Training and Technology Fund.
Well-Improved Infrastructure
Key Intended Outcomes:
. Maintain or improve traffic Row
· Ensure well designed quality capital pro;em
. Ensure well-maintained facilities and well-maintainecJ infrastructure
Along with, and related to, growth management, traffic Row 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 coostal
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 copital 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 Pork Improvements, 18'" Street Streetend
and Beach Connector, Espanola Way Reconstructi9n, 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 poy-as-you-
go fund. Together with other sources of funds, such as Quality of Life, South Poin. 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 bosin 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."'" 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 &-government
· Improve processes through information technology
· Ensure expenditure trends ore sustainable over the long term and improve the City's overall
financial health and maintain overall bond rating
. Attract and maintain 0 quality worIcforce
· Increase overall community satisfaction with City Service
We hove also prioritized Key Intended Outcomes to ensure the long-term sustainobility of our City
government, including improved communications with our residents, ensuring financial
sustoinability ond ensuring that we have the best possible employees to deliver services to our
community. The Proposed Operating Budget includes funding to enhance the avoilobility of city
services and proc8S$8$ 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 resukiented organizational culture, lechnology 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 0$ ourlined below. In addition, the
Proposed Operating Budget also includes funding for a set of follow-up community surveys in
2007.
Millage Reduction
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 overage 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.
Fee Relief for Busi........ and a_dents
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 occupationollicense. 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 overage
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 hove been passed on to these households, for a tolal of $17 per
household over the post 2 years.
FY 2006/07 Proposed Budget Message
July 12, 2006
Poge 9
Free or Reduced Fee Offerings 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 (theOter, dance, music and visual orts) 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 Leorn-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 "Fundoys. - residents ore welcomed to experience special activities, games, ond food at
some of our Parks facilities including North Shore Pork 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 regis1er for sports programs offered throughout the year - games ond activitiest(bounce house, climbing wall, music, inflatable slide, etc.) are provided;
· Free access 10 the majority of our senior citizen programs and special populations programs,
including several free dances that lake 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 Capitol 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 capitol
budget, an increase of $2.5 million from the prior year;
· Continues the annual $1.5 million transfer to the Copitallnvestment Upkeep Fund for non-
facility related upkeep (landscape renewal and restoration, replacement of up-lighting and
pavers, etc.I, 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-yeor
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 FuncI Maior Expenditure Components
Fiscal
Sustainabillty
2%
Transfer to
Capital ~t
Funde
7%
MB
Homeowne,.
Dividend
Fund
2%
On-going
Operatione
It%
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 post 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 outstanding
general obligation bonds. This budget reduces the overall combined millage for the City by
O.Aoo 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 rote overall is an entire 1.0 mills lower than it
was in Fiscal Year 1999/00.
Overall Combined Tax Rates
o
0\
I I I I I I I I I
s
~
~ 0
cO
o
,...:
98 99 '00 '01 '02 '03 '04 'OS '06 '07
Fiscal Years
Property Values and Ad Valorem Taxes
According to the 2006 Certification of Taxable Value received from the Miami-Dode 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 12
32% over 2005's final taxable values of $17.23 billion, and represents another record setting
year.
The comporative 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 D.velopment Tax (COTjlnterlocal
Agreement with Miami-Dode 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 COT Interlocal Agreement
provides for additional intergovernmental revenues for a limited
number of years that can be used to offset COT 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 3.4% over 2005 values. The Proposed Operating
Budget continues to provide funding for operating costs previously
funded through this redevelopment district.
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, reRecting 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 tox 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 13
General Obligation Debt s.vice 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 10 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
:s
1:1
2
.. .. '00 '01 '02 'OS '04 'OS 'M '07
Fiscal Years
Mil.... for Capital Renewal and RepIac.....t
In FY 2004/05, the City established a restricted account for the renewal and replacement of the
City's General Fund facilities to exlend 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 10 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 10 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 10 the South Pointe area, and $0.5 million is included for renewol and replacement in
the City Center budget.
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 14
Impact on the Homuteaclecl 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. 1 07)
Renewal & Replacement QJ.a2 Aa1I2 QJKKl
Total Operating Millage un Lal! (0. 1 07)
Debt Service Q.522 a.m (0.2931
TOTAL .MZ3. L6la (0.4001
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 af January 1,
2006. The $25,000 homestead exemption is applied after the increase in value as follows: the
overage 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. Despi1e these increases in assessed
values, there is net decrease of $30.75 in the estimated taxes that "the average homeowner" will
poy 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-less the $30.75 decrease in taxes paid to the City
of Miomi Beach by the "overage homeowner", will offset increases in taxes paid to other
jurisdictions. Using tax rates known at this time, the changes in taxes poid is estimated as follows:
Changes in Tax Millage & As......... to II Avwage ttom.owner"
Taxing JurIsdictIon FY 2006/07 Changes
Mi Taxes
city of Miami leach
Operating
Capital Renewal &. Replacement
Debt ServIce
Total increase to Coun , School Board and Others
Total Combined Cha
Other Jurisdictions:
Miami-Dade County (Countywide, library, Debt & Children's Trust)
School Board
Other
FY 2006/07 Proposed Budget Message
July 12, 2006
Page 15
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 poyment 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 ra1es. 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 COT Interlacal Agreement, that were
used to offset COT 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 bUdset by 8.1%, as
compored 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 ore 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 16
FY 2006/07 OperatlullucIeet Hithlights
FY 2005 06 B et
FY 2006/07 Proposed Budget - Major Changes
Maintoini Current services
Pension Restructure
Service Enhancements
Impact of Internal Service Fund Enhancements
Increase in Homeowners Dividend
Absorbing Partial FY 2005/06 WASD fee impact
Structural Enhancements
T etal FY 2006 07 Pro sed 0
$
o ncrease over
prior year Adopted
Bu t
8.1%
1.3%
1.8%
0.1%
0.8%
0.5%
1.7%
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 !eYe1 costs are primarily as the result of increases in Miami-Dade
County wholesale water and sewer rates, salaries and benefits including one-time pension benefi1s,
offset by deferred water and sewer debt payments due i:) 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 COT 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 17
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 budset is $35.9 induding a $19.6 million transfer to the
General Fund for tourism-related services provided by General Fund deportments, $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, t.kJyor 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 worlcklass 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 Deportment 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 hove provided tremendous support,
not only in the preparation of this budget document but throughout the entire budget development
process.
M.ore 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 Soilyn Arce-
Christiansen, Office Associates. OBPI has worked porticularly hard to facilitate greater input and
direction from the City Commission and all City deportments 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 freEH>f-charge "learn to Swim" programs to 89 3 to 4-year old
residents in the first 4 months of operation; and
· Expanded cultural offerings freEH>f-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, 18th 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 46th 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, 21 st 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 program 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
C <ll
.2 ~ Key Intended . . ... Proposed FY 2006/07 Budget
.~ ~ Outcome: FY 2006/07 Citywide Initiatives Resource Allocation
> .-
....J (/Jell fllmlll)(! $ s)
Increase resident
ratings of Public
Safety services
Maintain crime
rates at or below
national trends
~
oS!
co
en
Improve
cleanliness of
Miami Beach
rights of way
especially in
business areas
-
~
<ll
c:
co
(I)
C3
. 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 Department
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
fundina 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
t01am
($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 sandsifting
equipment, and enhanced sanitation
services from 14th Street to S. Pointe
.2 ~ Key Intended . . ... Proposed FY 2006/07 Budget
(/) ~ 0 t. FY 2006/07 Citywide Initiatives Resource Allocation
.- c u come.
> :.:i (/Wll' fUIJc!IIJQ $ .s)
...
~
ell
(j)
Improve
cleanliness of
Miami Beach
waterways
. 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
($100,000 Service Enhancement):
. Further expands funding for waterway
cleaning based on new contract for
services
-
...
Q)
C
ell
Q)
C3
Increase resident
satisfaction with
level of code
enforcement
c
Q)
E
C
e
'S
C
W
u
'C
.g
Ul
:f
"t:l
C
ell
C
ell
-e
::::l
~
'2
::J
E
E
o
()
]!
c
Q)
"t:l
'in
Q)
0::
Q)
:0
S
(j)
~
::J
m
:E
Ensure
compliance with
code within
reasonable time
frame
Maintain Miami
Beach public
areas & rights of
way especially in
business districts
Ensure all
historically
significant
structures, sites,
and districts are
considered for
local designation
by the
Commission
...
c
~
.c
:>
"t:l
c
ell
:a
~
::J
ell
Q)
co
Protect historic
building stock
Increase
satisfaction with
neighborhood
character
. 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 methods/systems 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
($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 overQrown 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
ell
t: OJ
o C1l Key Intended FY 2006/07 C't 'd I 't' t' Proposed FY 2006/07 Budget
'Vi .::t:. I YWI e nI la Ives ,
:; ,;:: Outcome: Resource Allocation
....J (new func/ing $ s)
'C
ell
::J
.5
C
~
C
ell
E
t:
e
'$
c:
w
o
'C:
o
iii
J:
1:1
c:
<Il
c:
<Il
.0
:s
;5
'2
::J
E
E
o
()
(ij
..
c:
ell
1:1
'iij
ell
c:::
ell
::c
<Il
-
(/)
~
::J
-
<Il
::2:
Increase
satisfaction with
development and
growth
management
across the City
Increase
satisfaction with
recreational
programs
Reduce the
number of
homeless
c
e
.0
:>
1:1
c:
<Il
~
"S
<Il
ell
III
Increase access
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 amon!:! 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 City)
($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-occuoied units
(In current service level)
QJ
C OJ Key
o <'tl I t d d FY 2006/07 C't 'd I 't' t' Proposed FY 2006/07 Budget
'(ii ~ n en e I YWI e nI la Ives ,
:> :.:i Outcome: Resource Allocation
(lJel\! fUl7Cflf)g $ s)
(ij
-
'5.
al
()
E
Ul
.~
::::l
o
I-
'0
c:
al
II
E
c:
'iij
t::
,S!
c:
W
e
.a
"3
()
c:
.2
iii
~
(,)
QJ
0::
~
.a
"3
()
c:
.~ Ul
.2 l3
iii .5
~ ~
c:CO
.5'0
... c:
J2al
...
CI)
'E
CI)
()
(ij
c:
.2
iii
c:
....
,S!
.5
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 (i.e. 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 receivlO' ~~~
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
assigned to each inspector
(In current service level)
Maintain or
improve traffic
flow
~
::3
o
2
in
:
c:
"'C
Q)
>
E!
Co
..5
~
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.
s:: OJ
.2 ~ Key Intended . . ... Proposed FY 2006/07 Budget
.~ ~ Outcome: FY 2006/07 Citywide Initiatives Resource Allocation
> .-
....J (/let, fUl7c!l/lg :]; s)
Ensure well-
maintained
facilities
Ensure well-
maintained
infrastructure
'C
Q)
:::l
s::
~
c:
~
~
:::l
ts
2
1ii
<tl
~
.E
"C
Q)
>
e
Co
.E
~
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 internal
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
oroaram
. 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 County
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)
ell
t: OJ
o C1l Key Intended FY 2006/07 C't "d I "t' t" Proposed FY 2006/07 Budget
'(ii ~ . I YWI e nI la Ives "
:> .:: Outcome: Resource Allocation
..J (new fundl/)() $ s)
Enhance external
and internal
communications
from and within
the City
t:
o
'iii
:>
-
o
~
:0
as
t:
'm
Ui
:J
(J)
.s
III
Q)
E
o
B
:J
o
Cl
t:
:e
o
0.
0.
:J
(J)
Increase resident
satisfaction with
employee
contact
Expand hours
and service
through e-
government
. 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 technoloav Fund
.;
Q)
l:: OJ
o ell Key Intended FY 2006/07 C.t 'd I 't' t' Proposed FY 2006/07 Budget
'00 ~ I YWI e nI la Ives ,
:> ,~ Outcome: Resource Allocation
....J (nelV fW)(!/l19 $ s)
Ensure
expenditure
trends are
sustainable over
the long term
Improve the
City's overall
financial health
and maintain
overall bond
rating
'0
Q)
:;,
l::
.,
l::
o
U
.......
l::
o
'iij
:>
-
o
~
:0
t'O
l::
S
III
:;,
C/)
.9
III
Q)
E
~
:;,
o
Cl
l::
:e
o
a.
a.
:;,
C/)
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 concerns
. 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 (survey, 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 (YOIP)
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 Manaaement 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
..
C>
= O'l Key p
o ro I t d d FY 2006/07 C't 'd I .t. t' roposed FY 2006/07 Budget
'iji .::c. n en e I YWI e nI la Ives '
:> ~ Outcome: Resource Allocation
(/lI::ll (U/I(iJI7Cj $ s)
c::
o
'Iii
:>
-
o
~
:is
CIl
c::
'(ij
iij--
:;,'0
en~
0.5
-;;1:
Q) 8
E......
8
"S
o
Cl
c::
:e
o
Q.
Q.
:;,
en
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
($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 disDosal fee increases
Xl