Presented to · presented to raul aguila dan gelber mayor commissioners city manager city attorney city clerk jimmy l. morales rafael granado micky steinberg mark samuelian

Presented to

RAUL AGUILA

DAN GELBERMAYOR

COMMISSIONERS CITY MANAGER

CITY ATTORNEY

CITY CLERK

JIMMY L. MORALES

RAFAEL GRANADO

MICKY STEINBERG

MARK SAMUELIAN

MICHAEL GONGORA

DAVID RICHARDSON

RICKY ARRIOLA

STEVEN MEINER

BUDGET ADVISORY COMMITTEERONALD STARKMAN

CHAIRPERSON

JONATHAN BELOFF TERRI ECHARTE

MOJDEH KHAGANSTEVE ZUCKERMAN

OFFICE OF MANAGEMENT & BUDGETJOHN WOODRUFF

CHIEF FINANCIAL OFFICER

TAMEKA OTTO STEWARTBUDGET DIRECTOR

RICHARD AJAMIBUDGET OFFICER

AYANNA DACOSTA-EARLEFERNANDO PESTANA

PEDRO DE FARIASENIOR MANAGEMENT & BUDGET ANALYSTS

DAMARIS LOZANOGIRLANDE BERTRAND

MANAGEMENT & BUDGET ANALYSTS

FRANCIS FRANCESEXECUTIVE OFFICE ASSOCIATE II

JOHN BOWESMARC GIDNEYCARL LINDER

D istinguishedB udget P resentation

A w ard

G O V E R N M E N T FIN A N C E O FFIC E R S A S S O C IA TIO N

October 1, 2019

For the Fiscal Year Beginning

PRESENTED TO

City of Miami Beach

Executive Director

Florida

CITY MANAGER’S MESSAGE Budget Message………………………………………………………………………...................…………………............... 1Attachment A Proposed Reductions and Efficiencies....……..………………………..………........................................... 27Attachment B Proposed Enhancements..................……………………………………................................................... 39Attachment C Confiscations-Federal & State Funds………………………………………................................................. 43

ORGANIZATION CHARTCitywide Organizational Chart……..………………………………………………………………...................................... 45

OVERVIEWMiami Beach Profile........................................................................................................................................... 47Guide For Readers............................................................................................................................................. 55Budget Processes................................................................................................................................................ 58Financial Policies................................................................................................................................................ 62

STRATEGIC PLANNING AND MANAGEMENTStrategic Planning...........................……………………………………………………………......................................... 65General Fund Financial Trends............................................................................................................................. 71

FINANCIAL SUMMARIES Citywide Budget Overview

Fund Structure Chart ..................................................................................................................................... 77Operating And Other Budgets........................................................................................................................ 78Total Revenues By Fund And Major Category -- FY 2021.................................................................................... 79Total Expenditures By Fund And Department -- FY 2021..................................................................................... 80Expenditure Appropriation Summary By Fund And Department........................................................................... 82General Fund Revenue Summary..................................................................................................................... 84Explanation Of Revenues................................................................................................................................ 89Millage Summary Taxable Value..................................................................................................................... 96FY 2021 Proposed Millage – All Jurisdictions In Miami-Dade County................................................................... 97

CAPITAL AND DEBT Introduction....................................................................................................................................................... 99Process & Preparation Of The CIP And Capital Budget............................................................................................ 101Sources Of Funds............................................................................................................................................... 103Overview Of Five-Year Capital Improvement Plan (CIP)........................................................................................... 105Overview Of FY 2021 Capital Budget (One Year Capital Budget)........................................................................... 107Project Highlights By Program Areas..................................................................................................................... 112Financing.......................................................................................................................................................... 1182018 General Obligation (G.O.) Bond Program.................................................................................................... 119Debt Management.............................................................................................................................................. 120

MAYOR AND CITY COMMISSIONMayor And City Commission .............................................................................................................................. 129

TABLE OF CONTENTS

ADMINISTRATIVE SUPPORT Office of the City Attorney................................................................................................................................... 133Office of the City Clerk....................................................................................................................................... 137Office of the City Manager.................................................................................................................................. 143Office of the Inspector General............................................................................................................................ 149Finance............................................................................................................................................................. 155Human Resources & Labor Relations..................................................................................................................... 161Information Technology....................................................................................................................................... 171Marketing & Communications.............................................................................................................................. 179Office of Management & Budget …………………….……………………………………………....................................... 187Organizational Development Performance Initiatives............................................................................................... 193Procurement....................................................................................................................................................... 203

ECONOMIC DEVELOPMENT & CULTURAL ARTS Building............................................................................................................................................................ 209Code Compliance.............................................................................................................................................. 217Economic Development....................................................................................................................................... 223Environment & Sustainability................................................................................................................................ 231Housing & Community Services............................................................................................................................ 243Planning............................................................................................................................................................ 253Tourism & Culture............................................................................................................................................... 259

OPERATIONS Capital Improvement Projects............................................................................................................................... 273Fleet................................................................................................................................................................. 281Parking............................................................................................................................................................. 287Parks & Recreation............................................................................................................................................. 297Property Management........................................................................................................................................ 307Public Works..................................................................................................................................................... 321Transportation and Mobility................................................................................................................................. 339

PUBLIC SAFETY Fire................................................................................................................................................................... 347Police................................................................................................................................................................ 357

CITYWIDE ACCOUNTSCitywide Accounts.............................................................................................................................................. 373

RESORT TAXResort Tax.......................................................................................................................................................... 377

MIAMI BEACH REDEVELOPMENT AGENCY (RDA)Miami Beach Redevelopment Agency (RDA).......................................................................................................... 383

POSITION SUMMARY AND DETAILPosition Summary & Detail................................................................................................................................... 393

APPENDIX Acronyms.......................................................................................................................................................... 412Glossary Of Key Terms....................................................................................................................................... 416Fund Definitions................................................................................................................................................. 420Directory........................................................................................................................................................... 421

TABLE OF CONTENTS

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MESSAGEFROM THECITY MANAGERJIMMY L. MORALESSeptember 16, 2020

Honorable Mayor Dan Gelber and Members of the City Commission:

This is not a typical budget year in the City of Miami Beach or anywhere else for that matter. The COVID-19 pandemic which has now been impacting us for over six months has touched and transformed nearly every aspect of life, not the least of which is the operation and financing of a city government. The City of Miami Beach was and continues to be particularly impacted since we are far more dependent on revenue sources (e.g. resort taxes and parking revenues) that fluctuate drastically during serious economic downturns and/or natural disasters. COVID-19 required us to make timely revisions and adjustments to our FY2020 budget so that we could continue to operate and meet our financial obligations through September 30th of this year. I appreciate your leadership and support in implementing the tough decisions to maintain a balanced budget during the current fiscal year. And I appreciate all the hard work and sacrifices made by our employees during this time.

My team and I had hoped that the pandemic would be mostly behind us by the time we held our first public hearing for the FY 2021 budget. Unfortunately, on the contrary, we now know that the pandemic is likely to be with us through next spring (if not longer) and that the economic effects of the pandemic may continue well beyond that, and in some cases we have been forever impacted by society’s response to the virus. As such, we have had to make assumptions and estimates about this year and years beyond as we formulated a proposed budget that is achievable in fiscal year 2021 and represents a realistic platform going forward in future fiscal years. Sadly, we do not have a crystal ball, so we have had to pursue a more conservative approach.

In that spirit, I hereby transmit the Proposed Work Plan and Operating Budget for Fiscal Year 2021, commencing on October 1, 2020 and ending on September 30, 2021, including the Proposed Work Plan, the Proposed Operating Budget, the Proposed Capital Budget, and the associated Capital Improvement Plan for FY 2021 through FY 2025.

The total Proposed General Fund Operating Budget is $327.6 million, which is $22.6 million or 6.4 percent less than the FY 2020 Adopted Budget of $350.1 million. This reduction in the General Fund budget is the result of the transfer of the Office of the Inspector General ($1.5 million) and the Building Department ($16.6 million) to non-General Fund departments, as well as the City’s response to the fiscal impact of COVID-19 on our finances, as noted in further details below.

BUDGETHIGHLIGHTS• The Proposed operating millage rate of 5.7288 remains

the same as last year

• The overall full-time position count is 59 less than in FY2007, and is 61 positions less than in FY 2020

• The FY 2021 General Fund budget includes $2.8 millionof recurring reductions as well as $56,000 of recurringservice enhancements including $27,000 to support thePublic Safety Citizens on Patrol Volunteer Program

• The FY 2021 budget includes a one-time enhancementof $900,000 for the 2021 National College FootballChampionship event

FISCAL YEAR 2021 PROPOSEDWORK PLAN AND BUDGET MESSAGE

On September 11, 2019, the Mayor and City Commission adopted the Administration’s recommendation, through Resolution 2019- 30954, which addresses the City’s exposure to weather events and dependence on volatile Resort Tax revenues to help ensure continuity of operations during emergencies and maintain or improve the City’s credit ratings. The September 30, 2019 General Fund available balance of $80.6 million is equivalent to approximately 23.3 percent of the ensuing year’s budget.

As a result of the impact of COVID-19 on the City’s finances, the FY 2020 projections estimate the use of $2.8 million of reserves (excluding COVID-19 related expenses that are considered reimbursable) and the Proposed FY 2021 budget is balanced using $8.0 million of reserves. The resulting remaining General Fund reserve balance is estimated at $69.8 million, or 20.0%. This balance still exceeds the minimum 17.0% General Fund unrestricted budgetary fund balance recommended by the Government Finance Officers Association (GFOA).

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FINANCIAL IMPACT OF COVID-19

On March 1, 2020, the Governor issued an Executive Order directing the Surgeon General of the State of Florida to issue a public health emergency, and in response to the pandemic outbreak of COVID-19, the Governor declared a State of Emergency on March 9, 2020. In direct response to the first confirmed case of COVID-19 in Miami-Dade County on March 11, 2020, the Miami-Dade County Mayor declared a State of Emergency for Miami-Dade County. The City Manager declared a State of Emergency in the City of Miami Beach on March 12, 2020. Subsequently, both the County and the City issued various Emergency Orders temporarily closing public and private facilities, including the temporary closure of all non-essential retail and commercial establishments and identifying essential retail and commercial businesses which may remain open. These actions have greatly limited the amount of economic activity taking place in the City of Miami Beach and continue to result in significant impacts to the City’s finances.

In response to the projected revenue losses through the end of the fiscal year (FY), the Administration presented the City’s budget-balancing plan to the Finance and Economic Resiliency Committee (FERC) on April 17, 2020. These plans emphasized cost reductions as much as possible, including a reduction in capital expenditures, and judiciously using reserves to make up the difference.

The chart below summarizes the total projected gap between the General Fund and Resort Tax Fund Preliminary FY 2021 Budgets, as presented at the June 16, 2020 FERC meeting.

PROPERTY VALUES UPDATE

On July 1, 2020, the City received the 2020 Estimated Taxable Values from the Miami-Dade County Property Appraiser indicating that the overall taxable value for the City of Miami Beach was $41.7 billion, including $1.3 billion in new construction. Overall, this represents a 4.1 percent increase in values from the 2019 Certification of Taxable Value provided by the Miami-Dade County Property Appraiser on July 1, 2019.

Overall Property Value Trend

It is important to note that while the City’s overall values increased by 4.1 percent, existing property values increased by 0.8 percent. Additionally, of the $1.3 billion in new construction values, 77 percent was generated by 4 properties.

Existing Property Value Trend

FISCAL YEAR 2021 PROPOSED WORK PLAN AND BUDGET MESSAGEMESSAGE FROM THE CITY MANAGER CONT’D

The City’s Proposed FY 2021 Operating Budget, in total, is $625.6 million (6.5% lower than last year) including the General Fund, General Obligation Debt Service, Enterprise Funds, Special Revenue Funds and the City’s transfer to the Redevelopment District. This amount is net of Internal Service Funds and Interfund Transfers.

As in past years, the Proposed Work Plan and Budget was developed through an intensive review process with our City Commission. Preliminary budget information was provided at budget briefings to the Finance and Economic Resiliency Committee (the “Committee”) on June 16th, July 17th, and July 24th.

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PROPERTY VALUES UPDATE CONT’D

The Preliminary FY 2021 General Fund budget based on the 2020 Estimated Taxable Values as of June 1, 2020 provided by the Miami-Dade Property Appraiser’s Office reflected a revenue increase of $5.9 million, or 3.2 percent. The 2020 Certified Taxable Values provided by the Miami-Dade County Property Appraiser’s Office as of July 1, 2020 reflect an increase in values of $258 million, or 0.6 percent, compared to the 2020 Estimated Taxable Values provided by the Miami-Dade County Property Appraiser’s Office as of June 1, 2020, for an overall increase in citywide General Fund property tax revenues of $3.3 million. Of this increase, $1.4 million was due to the increase in property values.

In addition, the preliminary property tax revenue projections as of June 1, 2020 assumed property values within the City Center RDA would increase by approximately 5.0 percent over the certified July 1, 2019 values based on historical trends. However, based on the certified July 1, 2020 values provided by the Miami-Dade County Property Appraiser’s Office, property values within the City Center Redevelopment Agency (RDA) decreased by approximately $54.0 million, or 0.9 percent, from the certified July 1, 2019 values. This reduction in the RDA’s property value resulted in a $1.9 million increase in citywide General Fund property tax revenues over the revenues projected as of June 1, 2020.

As in past years, the Proposed Work Plan and Budget was developed through an intensive review process with our City Commission. Extensive preliminary budget information was provided in meetings with the Finance and Economic Resiliency Committee on June 16, July 17, and July 24, 2020.

The General Fund is the primary source of funding for many City services. Revenues are derived from ad valorem property taxes, franchise and utility taxes, business license and permit fees, revenue sharing from various statewide taxes, user fees for services, fines, rents and concession fees, and interest income. Additionally, intergovernmental revenues from Miami-Dade County and Resort Tax contribute funding for tourist-related activities provided by General Fund departments.

At the June 16, 2020 Finance and Economic Resiliency Committee (FERC) 1st Budget Briefing, the Mayor and City Commission were briefed regarding the Preliminary FY 2021 General Fund budget, including the projected impact of COVID-19 on the City’s revenues. The preliminary budget represents the cost of providing the same level of services as in the prior year and serves as the baseline of funding for the annual budget development process.

Based on the 2020 Certified Taxable Values provided by the Miami-Dade County Property Appraiser’s Office as of July 1, 2020, citywide values increased approximately $1.6 billion, or 4.1%, over the 2019 Certified Taxable Values, which resulted in an increase of $9.2 million in General Fund property tax revenues. Property taxes comprise approximately 60.1% of total FY 2021 General Fund revenues and are a key driver of the proposed revenues.

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PROPERTY VALUES UPDATE CONT’D

At the July 17, 2020 FERC meeting, the Administration identified a combination of revenue and expenditure refinements, expenditure reductions/efficiencies, and expenditure enhancements, including those recommended due to the projected impact of COVID-19 on the City’s revenues. These recommendations, if approved by the Committee, would have resulted in a proposed unallocated General Fund surplus of $2,000,000.

Based on direction received from the FERC on July 17, 2020 and July 24, 2020, the changes below were incorporated into the Proposed General Fund Operating Budget, which, if approved, would have resulted in a balanced budget for FY 2021.

The Committee accepted the Administration’s recommendations as summarized above.

ADJUSTMENTS SUBSEQUENT TO BUDGET BRIEFINGS

Over the summer recess, the Administration further refined the FY 2021 Proposed budget based on recommendations from the Budget Briefings, updated FY 2020 third quarter projections, and refinements to recommended enhancements. These adjustments are based on the changes below.

Revenue Refinements – ($510,000)• Finalization of calculation of General Fund Administrative

Fees – ($510,000)

Expenditure Refinements – ($594,000)• Reduction in the Internal Service Department Chargebacks

based on finalization of the FY 2021 Internal Service Department Budgets – ($542,000)

• Increase in General Fund contribution to Office of Inspector General (OIG) Fund based on finalization of the FY 2021 OIG budget – $30,000

• Reduction in Transfer to Normandy Shores based on Final FY 2021 Budget – ($3,000)

• Increase for Miami Beach Efforts & Small Business Support Strategic Campaign – $11,000

• Reduction in the set-aside for General Fund Contingency – ($90,000)

Recurring Expenditure Enhancements – $27,000 • On July 29, 2020, the City Commission adopted Resolution

2020-31374 authorizing the Miami Beach Police Department to proceed with development of a Public Safety Citizens on Patrol. Volunteer Program, which also approved funding for the creation of this program – $27,000

Recurring Expenditure Efficiencies/Reductions – $57,000• As part of the balancing plan presented at the July 17,

2020 2nd FERC Budget Briefing, it was recommended that the full-time Program Supervisor position in the Office of Organizational Development & Performance Initiatives be eliminated in FY 2021. However, based on organizational changes recommended by the Administration, at the July 24, 2020 FERC 3rd Budget Briefing, the Administration recommended that the Program Supervisor position not be eliminated in FY 2021.

FISCAL YEAR 2021 PROPOSED WORK PLAN AND BUDGET MESSAGE

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PROPOSED FY 2021 GENERAL FUND BUDGET

Based on the direction given at the various Budget Briefings during the summer, and the budget adjustments made over the summer recess, the Administration proposes the FY 2021 General Fund budget as noted below, which, if approved, will result in a balanced budget.


The charts below reflect the major revenue and expenditure categories of the Proposed FY 2021 General Fund budget.

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Attachment A – Recommended Expenditure Reductions/Efficiencies – ($2,810,000)

Attachment A reflects a listing of all recommended FY 2021 service reductions and efficiencies with detailed descriptions, which are summarized below:

* Estimated savings from Internal Service Fund Reductions

Attachment A – Recommended “One-Time” Expenditure Reductions/Efficiencies – ($9,430,000)

Attachment A also reflects a listing of all recommended “one-time” FY 2021 service reductions and efficiencies to offset the projected impact of COVID-19 on the City’s revenues, including detailed descriptions, which are summarized below:


PROPOSED FY 2021 GENERAL FUND BUDGET CONT’D

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Attachment B – Recommended Expenditure Enhance-ments – $110,000

Attachment B reflects a listing of all recommended FY 2021 expenditure enhancements, which are detailed below:

• Living Wage – $19,000This enhancement increases the total minimum living wage rate from $15.00 per hour including health benefits to $15.15 per hour including health benefits, effective January 1, 2021. The proposed increase is comprised of a 1% in-crease in the living wage rate and 1% increase in the health benefits rate.

• Public Safety Citizens on Patrol Volunteer Program – $27,000This enhancement is to establish a Public Safety Citizens on Patrol Volunteer Program to meet the changing needs of the community and further promote an enhancement of the City’s Community Policing philosophy by having members of the new program assist in patrolling neighborhoods, parks, schools, and commercial areas as additional eyes in public spaces throughout the City in accordance with Resolution 2020-31374 adopted by the City Commission on July 29, 2020.

• Trap, Neuter, Vaccinate, and Release (TVNR) Program – $10,000This enhancement is to allocate additional funding of $10,000 to continue the Trap, Neuter, Vaccinate, and Re-lease (TVNR) Program for FY 2021 based on direction from the Finance and Economic Resiliency Committee at its July 17, 2020 meeting.

• General Fund Impact of Recommended Internal Service Fund Enhancements – $54,000This enhancement will fund the estimated General Fund im-pact of the proposed enhancements on the FY 2021 Internal Service Funds. Internal Service Fund budgets are completely allocated to the General, Enterprise, and Special Revenue Funds.

USE OF RESERVES

As noted at the June 16, 2020 FERC meeting, the General Fund reserve balance is approximately $80.6 million, or 23.3%, as of September 30, 2019. The projected use of this balance during FY 2020 (excluding COVID-19 related expenses that are considered reimbursable) is $2.8 million. If the FERC and City Commission approve the General Fund’s budget balancing recommendations outlined by the Administration for FY 2021, the remaining General Fund reserve balance would be $69.8 million, or 20.0%. This balance would still exceed the minimum 17.0% General Fund unrestricted budgetary fund balance recommended by the Government Finance Officers Association (GFOA).

PARKING & RDA FUND TRANSFERS TO THEGENERAL FUND

The Proposed FY 2021 General Fund budget includes a $3.3 million decrease in Pension Debt expenditures that resulted from the planned retirement of the City’s Pension Debt in FY 2021. Additionally, FY 2022’s budget will recognize an additional $1.2 million savings as there will be no further Pension Debt expenditures, which represents $4.5 million of recurring savings in the operating budget.

It is important to note that the Administration’s long-term objective has been to reduce the subsidy from the Parking Enterprise Fund to the General Fund in order reduce the burden on the Parking Enterprise Fund. Consistent with this strategy, and due to the significant reduction in revenues being experienced by the Parking Fund resulting from COVID-19, the Proposed FY 2021 budget includes the elimination of this $1.2 million transfer to the General Fund in FY 2021.

Similarly, the Administration’s objective has been to reduce the General Fund’s reliance on the transfer from the City Center Redevelopment Agency (RDA) Fund, which became available through approval of the Fourth Amendment to the Interlocal Agreement between the City of Miami Beach, the Miami Beach Redevelopment Agency, and Miami Dade County. Like the Parking Enterprise Fund, the City’s long-term objective is to reduce the General Fund’s reliance on this one-time source of funding from the RDA, which ends in FY 2024.

To eliminate the City’s reliance on Parking Funds and RDA one-time funds, the Proposed FY 2021 budget includes offsetting the savings from the Pension Debt against the reduction in transfer from the RDA, which would release the RDA funds to be utilized for one-time purposes in the budget through FY 2023.


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Use of Resort Taxes to offset Tourism Eligible Expenditures in the General Fund

Based on an outside consultant study conducted in FY 2020 using actual expenses for FY 2019, the study estimated that there are approximately $151.5 million in eligible Resort Tax expenditures in the General Fund.

These include expenditures associated with police officers serving entertainment areas; a portion of fire rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced code compliance provided to respond to evening entertainment area violations and staffing of special events; other code compliance activities in tourism and visitor related facilities/areas; operations of the Tourism and Culture Department and the Cultural Arts Council; museums and theaters (Garden Center, Bass Museum, and Colony Theater); golf courses (net of revenues); Memorial Day and other special event costs; homeless services; July 4th; Visitor Center funding; holiday lighting; Jewish Museum; Miami Design Preservation League (MDPL); etc.

Due to the projected impact of COVID-19 on the City’s Resort Tax revenues for FY 2021, the total Proposed Resort Tax Fund transfer to the General Fund for FY 2021 is $18.6 million, which is approximately a $18.1 million, or 49.3%, decrease from the FY 2020 transfer of $36.8 million. Although the uncertainty of when the economy will return to normalcy still remains, it is anticipated that FY 2022 Resort Tax revenues transferred to the General Fund will return to a level that is closer to historical actuals (approximately 90% of the FY 2020 budget).

BUDGET AND POSITION TRENDS

The Current Economic Conditions Report (Environmental Scan) prepared by BusinessFlare Economic Development Solutions in October 2019 shows that the average daily population in the City has grown from 163,062 in 2007 to 196,483 in 2018, which is approximately 20.5%. Having 20.5% more people in the City over the last eleven years, without a proportional increase in the budget, can impact the level of services provided over time. The chart below reflects the General Fund budget and General Obligation Bond Debt Service budget divided by the Average Daily Population (ADP) from FY 2007 to FY 2018. The chart shows that the General Fund Budget per ADP has increased by approximately 1.2% each year since FY 2007.

General Fund and G.O. Debt by Average Daily Population FY 2007 – FY 2018


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Despite the 20.5% growth in ADP and tourism, the City’s position count is 2.8%, or 59 positions, less in FY 2021 than in FY 2007, as reflected in the chart below. The overall position count in FY 2021 is 2.9%, or 61 positions, less than in FY 2020.

Position Count FY 2007 - FY 2021

ANALYSIS OF PROPERTY VALUES IN MIAMI BEACH

On July 1, 2020, the City received the 2020 Certification of Taxable Value from the Miami-Dade County Property Appraiser indicating that the overall taxable value for the City of Miami Beach was $41.7 billion, including $1.3 billion in new construction. Overall, this represented a 4.1% increase in values from the 2019 Certification of Taxable Value provided by the Miami-Dade County Property Appraiser on July 1, 2019.


BUDGET AND POSITION TRENDS CONT’D

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Further, the following table shows the difference between the 2020 Certification of Taxable Value from the Miami-Dade Property Appraiser as of July 1, 2020 and the 2020 Estimated Taxable Value as of June 1, 2020 provided by the Miami-Dade County Property Appraiser.

Preliminary property tax revenue projections as of June 1, 2020 assumed property values within the City Center RDA would increase by approximately 5.0% over the 2019 Certification of Taxable Value based on historical trends. However, based on the 2020 Certification of Taxable Value provided by the Miami-Dade County Property Appraiser’s Office as of July 1, 2020, property values within the City Center RDA decreased 0.9%, thereby increasing citywide General Fund property tax revenues by a greater percentage than originally projected as of June 1, 2020.

Lastly, citywide taxable values, excluding the City Center RDA district as of July 1, 2020, increased from $33.8 billion to $35.5 billion, which is an increase of approximately $1.7 billion, or 5.0%, over the 2019 Certification of Taxable Value provided by the Miami-Dade Property Appraiser.

DETERMINING THE VOTED DEBT SERVICE MILLAGE LEVY

On November 6, 2018, the City of Miami Beach voters approved the issuance of a $439 million G.O. Bond to fund a total of 57 capital projects citywide, ranging from vertical construction, roadwork, park constructions and renovations, technology implementation, renewals and repairs, and underground infrastructure work. The required FY 2021 Voted Debt Service millage rate provides for the funding of the first tranche, totaling $153 million, of the $439 million G.O. Bond program through the assessment, levy, and collection of ad-valorem tax on all property within the City and the full faith, credit, and taxing power of the City pledged to the payment of the principal and interest on the bonds issued as part of the voter-approved G.O. Bond Program.

For FY 2021, the total required debt service payment is $12.8 million, which requires the levy of a Voted Debt Service millage rate of 0.3227 mills. The FY 2021 Voted Debt Service millage rate is 0.0294 mills more than the Adopted FY 2020 Voted Debt Service millage rate of 0.2933. The required $12.8 million payment for FY 2021 is comprised of remaining debt service required for the City’s outstanding 2011 G.O. Bonds of $2.3 million, plus $10.5 million attributed to the G.O. Bond Program that was approved by the voters in 2018.

FISCAL YEAR 2021 PROPOSED WORK PLAN AND BUDGET MESSAGEANALYSIS OF PROPERTY VALUES IN MIAMI BEACH CONT’D

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IMPACT OF PROPOSED MILLAGE LEVY ON PROPERTY OWNERS

Homesteaded Properties

In 1992, voters approved an amendment to the Florida Constitution known as Amendment 10, also known as Save Our Homes (SOH). SOH is an assessment limitation, or “cap”, on increases in the assessed value of a homestead residence. Those increases are limited to 3.0% or the percent change in the CPI (Consumer Price Index), whichever is less. The “cap” goes into effect beginning the year after a homestead exemption is granted.

Based on property values as of July 1, 2020, the median value of homesteaded property in Miami Beach is $212,696 while the average is $545,281. The impact of the City’s proposed FY 2021 Total Combined millage rate of 6.0515 mills on the median homesteaded property within the City would be an increase of $110 while the impact to the average value homesteaded property within the City would be an increase of $286 as summarized in the table below.

Impact on Non-Homesteaded Properties

The annual increase in market value of a non-homesteaded property is capped at 10.0% (does not apply to school millage rates). While the citywide average increase in property values is 4.1%, the property value of individual properties may increase up to, but not more than 10.0% (excluding the school millage portion of the property tax bill). However, an individual property owner may see a higher than 10.0% increase if there is a change in ownership of a capped property resulting in a reset of the cap. Another potential factor, if applicable, would be the value of new construction which can contribute to a property value increase of higher than 10.0%.

OVERLAPPING JURISDICTIONAL OPERATING AND DEBT SERVICE MILLAGE RATES

City of Miami Beach property owners must also pay property taxes to Miami-Dade County, the Miami-Dade County School Board, the Children’s Trust, the South Florida Water Management District, Okeechobee Basin, Everglades Project, and the Florida Inland Navigational District. These taxing authorities represent 68.7% of a Miami Beach property owner’s tax bill.

The proposed FY 2021 countywide tax rate for Miami-Dade County remained flat at 4.6669 mills; the library tax rate also remained flat at 0.2840 mills; and the debt service remained flat at 0.4780 mills. The tax rate for the Miami-Dade School District decreased by 0.0190 mills to 7.1290 mills. The Children’s Trust tax rate decreased by 0.0173 mills to 0.4507 mills. Combined, the millage rates for the South Florida Water Management District, Okeechobee Basin, Everglades Project, and Florida Inland Navigational District decreased by 0.0120 mills to 0.2995 mills.


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With the proposed rates for FY 2021, the Miami Beach portion of the tax bill is approximately 31.3% of the total tax bill. It is important to note that the FY 2021 Countywide millage rate is 0.9571 mills, or 15.0%, less than the Countywide millage in FY 2007, as compared to the City’s FY 2021 millage rate that is 1.6215 mills, or 21.1%, less than the City’s FY 2007 millage. Further, the School Board millage is 0.9760 mills below the FY 2007 School Board millage of 8.1050 mills. The significant difference in the total overlapping millage rate is a direct result of the City’s continuing effort to keep millage rates as low as possible. A summary of the rate changes is provided in the following table.

FISCAL YEAR 2021 PROPOSED WORK PLAN AND BUDGET MESSAGEOVERLAPPING JURISDICTIONAL OPERATING AND DEBT SERVICE MILLAGE RATES CONT’D

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IMPACT OF COMBINED TAX RATES OF OVERLAPPING JURISDICTIONS ON HOMESTEADED PROPERTIES

The City of Miami Beach’s preliminary 2019 median and average homesteaded residential taxable values are $195,522 and $500,407 respectively. Applying the total combined millage rates adopted for FY 2020 to the median and average taxable values results in a property tax increase of approximately $135 for the median and $413 for the average homesteaded residential tax bill in the City of Miami Beach.

Median properties would pay approximately $3,788 for all taxing jurisdictions combined, while the property taxes generated for average homesteaded residential properties would be approximately $9,698 per homesteaded property. Of these taxing jurisdictions, the highest component is the Miami-Dade School Board at $1,398 for a median valued homesteaded property and $3,577 for an average valued homesteaded property.

The following table provides examples of changes in the property taxes levied for homesteaded properties using the tax rates adopted for FY 2020.

As with the City of Miami Beach millage rates, impacts of the combined jurisdictional millage rates for non-homesteaded properties are based on the individual property values.


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HISTORICAL PERSPECTIVE

It is important to note that in prior years, the City of Miami Beach significantly reduced tax rates as property values increased. Between FY 2000 and FY 2010, property tax rates declined approximately 2.8 mills. In FY 2008 alone, the property tax rate declined by approximately 1.8 mills with annual savings to the average homesteaded property of over $400. In addition, in FY 2006 and FY 2007, the City funded $200 and $300 homeowner dividends paid to homesteaded property owners in the City. The City’s Total Combined millage rates for FY 2017, FY 2018, and FY 2019 were the lowest it has been in at least 20 years. For FY 2020 and FY 2021, the slight increases in the Total Combined millage rates are solely attributed to the approved G.O. Bond Program approved by the voters on November 6, 2018.


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Property Values and Tax Levy

The General Fund operating budget reflects a greater diversification of revenues since FY 2007. The City Administration’s long-term objective has been to reduce the subsidies from the Parking Enterprise Fund and the City Center RDA Fund to the General Fund in order reduce the burden on the Parking Enterprise Fund and City Center RDA Fund. Consistent with this strategy, and due to the significant reduction in revenues being experienced resulting from COVID-19, the Administration recommends the elimination of the $1.2 million transfer from the Parking Enterprise Fund to the General Fund in FY 2021 while the City Center RDA subsidy is recommended to remain the same as FY 2020 at $4.4 million to partially offset the decrease in General Fund revenues impacted by COVID-19.


Total Combined Millage Rates

HISTORICAL PERSPECTIVE CONT’D

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STATUTORY REQUIREMENTS

Florida Statute 200.065, entitled “Method of Fixing Millage,” establishes specific guidelines that must be used by all local government entities in setting millage (property tax) rates. Under the Florida Statute, the City is required, within 35 days of receipt of the “Certification of Taxable Value” (received July 1, 2020), to advise the Miami-Dade County Property Appraiser of the proposed total general operating millage rate, the calculated “rolled-back” rate and the date, time, and place of the first public hearing to consider the proposed millage rates and budgets for FY 2021. The required Voted Debt Service millage rate must also be set at the same time as the total general operating millage rate.

After setting the proposed FY 2021 millage rate, the Mayor and City Commission may, at any time prior to the final adoption, lower the rates by adjusting priorities. However, increasing the millage rate may only be accomplished by an expensive mailing and advertising process to every property owner on Miami Beach. The City’s proposed operating millage rate as well as that of other taxing authorities will be included in the Truth-in-Millage (TRIM) statement sent to each property owner in the City.

MAXIMUM MILLAGE DETERMINATION

As presented at the June 16, 2020, July 17, 2020 and July 24, 2020 Finance and Economic Resiliency Committee (FERC) Budget Briefings, the FY 2021 Total General Operating millage rate is proposed at 5.7288 mills, which reflects no change from the prior year Adopted FY 2020 Total General Operating millage rate. Based on the July 1, 2020 Certification of Taxable Value received from the Miami-Dade County Property Appraiser, the levy of 5.7288 mills would generate approximately $196.6 million in General Fund property tax revenues, which is an increase of approximately $9.2 million over the FY 2020 budgeted property tax revenues Citywide (net of the City Center RDA).


Property Values and Tax Levy Trend

HISTORICAL PERSPECTIVE CONT’D

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Further, pursuant to State Statute, the City may elect to approve millage rates above the “rolled-back” rate up to the constitutional cap of 10 mills, subject to the following votes by the Commission or referendum:

• Option I: A majority approval of the Mayor and City Commission is required to approve a millage up to 6.2694 mills (equivalent to a 3.22% increase in Property Tax revenues). The 1.0322 increase is the State per capita personal income gain for the prior calendar year.

• Option II: A two-thirds approval (5 of 7 votes) of the Mayor and City Commission is required to approve a millage up to 6.8963 mills (equivalent to a 10.0% increase in Property Tax revenues above Option I).

• Option III: A unanimous approval of the Commission or referendum is required to approve a millage above 6.8693 mills.

Adoption of the total general operating millage rate of 5.7288 mills proposed for FY 2021 would, therefore, require a majority approval (4 of 7 votes) by the Mayor and City Commission per the State of Florida’s Truth-in-Millage (TRIM) requirements.

ENTERPRISE FUNDS

Enterprise Funds are comprised of Sanitation, Water and Sewer, Storm Water, Parking, Convention Center, and Building Departments. The FY 2021 Enterprise Funds Budget is $217.3 million. This represents a decrease of $12.0 million, or 5.2%, from the FY 2020 budget of $229.3 million, primarily due to the following:

• Water reflects an overall decrease of $1.4 million, or 3.8%, primarily due to the elimination of one-time expenditure enhancements budgeted in FY 2020, as well as a reduction in the budgeted set-aside for renewal and replacement of Water assets that is based on projected revenues in excess of expenditures. These decreases are, however, partially offset by increases in operating expenditures and expenditure enhancements recommended for FY 2021, as outlined in Attachment B.

• Sewer reflects an overall decrease of $3.2 million, or 6.1%, primarily due to the elimination of one-time expenditure enhancements budgeted in FY 2020, as well as a reduction in the budgeted set-aside for renewal and replacement of Sewer assets and transfers to reserves that are based on projected revenues in excess of expenditures. These decreases are, however, partially offset by increases in operating expenditures and expenditure enhancements recommended for FY 2021, as outlined in Attachment B.

• Storm Water reflects an overall decrease of $839,000, or 2.6%, primarily due to the elimination of one-time expenditure enhancements budgeted in FY 2020, as well as a reduction in the budgeted set-aside for renewal and replacement of Storm Water assets, which is partially offset by increases in operating expenditures and expenditure enhancements recommended for FY 2021, as outlined in Attachment B.


MAXIMUM MILLAGE DETERMINATION CONT’D

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PARKING FUND

As a result of the significant decline in Parking revenues due to COVID-19 restrictions, the Preliminary FY 2021 Parking Fund budget reflected a gap of $13.8 million, as discussed at the July 17, 2020 FERC meeting. This gap assumed that there would be no transfer to the General Fund and no transfer to the Transportation Fund from the Parking Fund.

Recommended Reductions in the Parking Fund

At the Finance & Economic Resiliency Committee meetings on July 17th and July 24th, the Committee was briefed on the recommended budget reductions necessary to right-size the Parking Department. Although recognizing the financial need for the recommended changes, the Committee expressed concern regarding the impact to a significant number of employees, especially in parking enforcement. As a result, the Committee requested that the Administration review the recommendation to determine if there is any way to help mitigate the impact to the affected employees, especially given the economic impacts from COVID-19.

Following the meeting, the Administration engaged the Human Resources Department to determine the potential to place the full-time positions that were either proposed for elimination or to be converted to part-time positions. The analysis showed that due to the high number of currently vacant positions from the hiring freeze enacted in March, all full-time employees impacted by the proposed reductions including those in the Parking Department, will be offered a full-time position with the City, based on their individual skills and abilities and willingness to accept different work in another department. The full-time parking staff that do not choose to accept alternative work would have an opportunity to stay in Parking, but on a part-time basis.

In the Parking Department, this means that all 8 filled full-time positions proposed for elimination and all 32 filled full-time positions proposed to be converted to part-time would have an opportunity to continue their service to the City by accepting full-time positions in other departments.

In addition, by avoiding the conversion of full-time positions to part-time, many of the current 16 filled part-time positions would no longer be proposed for elimination as they could serve as part of the in-house component of the new 50% in-house and 50% contract model proposed for parking enforcement.


SANITATION FUND

During the development of the FY 2020 budget, the Administration conducted a Zero-Based budget exercise for the Sanitation Fund, which has been structurally imbalanced for a few years. The City Commission adopted several recommendations that helped close a portion of the imbalance, but two are still pending. The first is the implementation of the Alternate Side Parking (ASP) program with an estimated savings of $228,000. This program has been placed on hold as a result of the COVID-19 pandemic due to neighborhood parking impacts. The second item is the pending implementation of the recycling fee pass-through from Miami-Dade County, which would generate $231,000 of revenue.

A significant impact affecting the Sanitation Fund for the FY 2021 budget is the loss of $1.5 million of revenue from the Parking Fund. As part of the Parking Fund’s budget balancing plan, Parking will pay only the actual cost of the positions providing sanitation services and potentially transition to a private service provider at some point during the fiscal year. As a result, Sanitation has identified $1.2 million of reductions that will help address the $1.5 million impact from Parking as noted below and detailed in Attachment A.

It is important to note that these reductions may result in decreased response times to service requests in areas such as RDA, NBRC, and the MXE and lower cleanliness scores. To address the remainder of the Parking impact, additional efficiencies and cost saving opportunities will continue and be evaluated over the next 3 to 6 months.

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CONVENTION CENTER FUND

As a result of the cancelation of events at the Convention Center and the creation of the Alternate Care Facility due to COVID-19, the Preliminary FY 2021 Convention Center Fund budget reflects a gap of $5.6 million.

The Administration’s recommended adjustments, which are necessary to respond to the decline in Convention Center revenues, would result in a balanced budget if approved by the City Commission and are outlined in Attachment A.

Use of Convention Center Fund Reserves

At the Finance & Economic Resiliency Committee meetings on July 17th, the Committee was briefed on the amount of reserves projected to be used during FY 2020 and FY 2021 in the Convention Center Fund. The third quarter analysis showed that although the reserve at the end of FY 2019 totaled $12.9 million, that $1.9 million is projected to be used during FY 2020 and $5.1 million during FY 2021 to balance the budget due to the significant impact of COVID-19 to events in the Convention Center.

The Committee expressed concern given the slow pace of recovery from COVID-19 that contingency planning should take place given that there is a reasonable likelihood that additional currently scheduled events may be canceled or rescheduled.

Following the meeting, staff met with Spectra, the operator of the Convention Center, and determined that 17 events with a net revenue of $1.7 million would be at risk if events were not able to be held during the first quarter (October through December 2020). Of the $1.7 million, half of the amount would be attributable to Art Basel (room rental is at $750,000). Spectra confirmed that they have a contingency plan to cut expenses that could offset the potential loss of $1.7 million of net revenue. The expense reductions include $1.1 million in personnel cost savings (frozen positions, furloughed positions, no merit/COLA) and 600,000 in operational savings (reduction in capital expenses and various other areas).

For the second quarter (January through March), Spectra has identified 24 events with a net revenue of $2.2 million that would be at risk if they have to be canceled or rescheduled. The capacity for Spectra to make additional reductions would be reduced in the second quarter to approximately $700,000 given the expense reductions that would be needed to offset the potential loss in the first quarter. As a result, it is likely that approximately $1.5 million of revenue is at risk would have to come from the use of additional Convention Center reserves over and above the $5.1 million assumed in the FY 2021 Budget.

INTERNAL SERVICE FUNDS

Internal Service Funds are comprised of Central Services, Fleet Management, Information Technology, Risk Management, Medical and Dental, Property Management, and Office of the Inspector General. The FY 2021 budgets for Internal Service Funds is $107.0 million, which is an increase of $8.1 million, or 8.2%, over the FY 2020 budget.

A major driver of the FY 2021 budget increase is a $2.9 million, or 7.7%, increase in the Medical and Dental Fund budgets based primarily on a projected increase in paid medical and prescription claims based on FY 2020 third quarter actuarial projections and claims experience.

Another significant driver of the FY 2021 budget increase is a $2.8 million, or 14.2%, increase in the Risk Management Fund budget primarily due to an increase in premiums across all lines of insurance projected for FY 2021, as well as projected claims based on FY 2020 third quarter actuarial projections.

It is important to note that prior to FY 2021, the Office of the Inspector General was included in the budget as a General Fund entity. Beginning in FY 2021, this $1.5 million budget is included as an Internal Service Fund.

Internal Service costs are completely allocated to the General Fund and Enterprise Fund departments, as well as Special Revenue Funds. The Risk Management Fund, however, reimburses the General Fund for the cost of legal services provided.

TRANSPORTATION FUND

As a result of the significant decline in Resort Tax and Parking revenues due to COVID-19, the Preliminary FY 2021 Transportation Fund budget reflected a gap of $4.7 million, which included a $2.37 million reduction in revenues from the 1% Resort Tax Fund and a $981,000 decrease in the transfer from the Parking Fund (as noted above in the Parking balancing plan).

The Administration’s recommended adjustments, which are necessary to respond to the decline in Resort Tax and Parking revenues, would result in a balanced budget if approved by the City Commission, and include adjustments to trolley services as noted below, as well as other budget adjustments as outlined further in detail in Attachments A and B.

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Trolley Service

The recommended balancing plan assumes that a modified trolley service will be reinstated with an adjusted level of service as outlined in the table below. It is important to note that trolley vehicle assignment, service frequency, and service hours will be subject to change based on demand and the service levels could be increased incrementally, depending on budget availability. It also includes the operation of the Middle Beach Freebee at the service level approved by the City Commission, as well as the costs for cleaning and sanitizing the vehicles. The Administration is currently pursuing dedicated Freebee service for seniors.

USE OF ONE-TIME REVENUES FOR RECURRING EXPENDITURES

The City’s current policy regarding the use of one-time revenues states that “the City of Miami Beach will use one-time, non-recurring revenue for capital expenditures or one-time expenditures and not subsidize recurring personnel, operations, and maintenance cost.” Due to the projected impact of COVID-19 on the City’s revenues, the FY 2021 budgets for the General Fund, Building Fund, and Convention Center Fund require the use of fund balance for recurring FY 2021 operating expenditures as set forth in the budget balancing plans presented at the FERC Budget Briefings.

As a result, it is recommended that the Mayor and City Commission waive this policy, as adopted by Resolution No. 2006-26341, providing for the one-time use of fund balance for the FY 2021 General Fund, Building Fund, and Convention Center Fund. During the upcoming fiscal year, the Administration will continue to explore and recommend further actions to ensure that these funds move toward being structurally balanced.

RESORT TAX FUNDAt the June 16, 2020 and July 17, 2020 FERC Budget Briefings, the Mayor and City Commission were also briefed regarding the Preliminary FY 2021 Resort Tax budget.

Based on actual collections as of May 2020, the projected 2% Resort Tax gap for FY 2021 is approximately $11.8 million. This assumes that, as time elapses, 2% Resort Tax revenues will gradually rebound from the impact of COVID-19 during FY 2020 and continue into FY 2021. For FY 2021, the assumptions utilized by the Administration project that the City will collect, on average, approximately 75% of the revenues that would have been collected without the impact of COVID-19 based on prior year trends.

Approach to Balance

As a result of the preliminary $11.8 million gap projected for FY 2021, the Administration recommended the following expenditure refinements, service reductions/efficiencies, and one-time expenditure enhancements, which if approved by the Committee, would have resulted in a balanced Resort Tax budget.

The Committee accepted the Administration’s recommendations as summarized above.

Adjustments Subsequent to Budget Briefings

Over the summer recess, the Administration further refined the FY 2021 Proposed budget based on refinements to projected FY 2021 expenditures. These adjustments are comprised of the changes below.

Expenditure Refinements – $12,000• Increase in the Internal Service Department Chargebacks

based on finalization of the FY 2021 Internal Service Department Budgets – $15,000

• Reduction in the Administrative Fees paid to the General Fund based on the Final FY 2021 Resort Tax budget – ($230,000)

• Increase in Resort Tax Contribution to Offset Decrease in Administrative Fees paid to General Fund based on Final FY 2021 Resort Tax budget – $227,000

Recurring Expenditure Efficiencies/Reductions – ($12,000)• Reduction in FY 2021 contribution to the Miami Beach Visitors

and Convention Authority based on the VCA’s proposed FY 2021 budget – ($12,000)

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PROPOSED FY 2021 2% RESORT TAX BUDGET

Based on the direction given at the various Budget Briefings during the summer, and the budget adjustments made over the summer recess summarized above, the Administration proposes the FY 2021 Resort Tax budget as noted below, which, if approved, will result in a balanced budget.

Attachment A – Recommended “One-Time” Expenditure Reductions/Efficiencies – ($3,709,000)

Attachment A reflects a listing of all recommended “one-time” FY 2021 service reductions and efficiencies with detailed descriptions for the 2% Resort Tax Fund, which are summarized below:

Attachment B – Recommended “One-Time” Resort Tax Enhancements – $900,000

In addition, the following Resort Tax item, which is considered a “one-time” enhancement, is being recommended for funding in FY 2021:

• Police Services-National College Football Championship – $900,000This enhancement request is to fund necessary overtime, rentals, security guards, and equipment to provide comprehensive police services and resources for the 2021 National College Football Championship. The request amount is based on experience with past Super Bowls, Memorial Day, Spring Break and other high-impact events.

Overall, the total FY 2021 Resort Tax budget is $69.3 million, which is a decrease of $24.3 million, or 26.0%, from the adopted FY 2020 budget. This decrease assumes that, as time elapses, 2% Resort Tax revenues will gradually rebound from the impact of COVID-19 during FY 2020 and continue into FY 2021. For FY 2021, the assumptions utilized by the Administration project that the City will collect, on average, approximately 75% of the revenues that would have been collected without the impact of COVID-19 based on prior year trends. The FY 2021 Resort Tax budget includes:

• $18,639,000 (decrease of $18,118,000 from FY 2020) provided to the General Fund to support continuing tourism eligible expenditures such as Code enforcement, cleanliness, the Park Ranger program, homelessness at Lummus Park, increased support for the Miami Beach Botanical Gardens and the City’s cultural facilities, public safety programs such as Ocean Rescue, Police services on Lincoln Road, Ocean Drive/Lummus Park, Collins Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic enforcement and staffing during high impact periods. Funding also supports Code Compliance enforcement in the entertainment areas, a portion of the operational costs of the Tourism and Culture Department and Economic Development Department, and a portion of the management agreements for operations of the Bass Museum, Colony Theatre, and Byron Carlyle Theatre.

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FISCAL YEAR 2021 PROPOSED WORK PLAN AND BUDGET MESSAGEPROPOSED FY 20212% RESORT TAX BUDGET CONT’D

• $5,780,000 (increase of $3,241,000 over FY 2020) contribution to the Sanitation Fund for cleaning services provided throughout the entertainment areas. This includes a one-time transfer of $2,758,000 in FY 2021 for prior year Sanitation Fund services provided throughout the City’s tourism areas.

• $4,527,000 (decrease of $2,600,000 over FY 2020) contribution to the Greater Miami Convention and Visitors Bureau (GMCVB) based on an amended agreement with the GMCVB for one year to assist the City with the projected loss of Resort Tax revenue during FY 2021 due to the impact of COVID-19.

• $4,323,000 (one-time increase of $900,000 for the College Football National Championship 2021) for enhancing City services, inclusive of Goodwill Ambassadors, during high impact periods such as Memorial Day, July 4th, Spring Break, and Art Basel.

• $1,075,000 contribution to the Miami Beach Visitor and Convention Authority (VCA) based on an updated legislated contribution formula for one year to assist the City with the projected loss of resort tax revenue during FY 2021. The VCA will receive 2.5% instead of 5.0% of 2% Resort Tax collections, net of the 4% allowance, for FY 2021.

• $1,000,000 (year six of a fifteen-year annual grant) contribution to Mount Sinai Medical Center to fund the design and construction of a new emergency room facility. It is important to note that the FY 2020 contribution was deferred to a subsequent fiscal year as part of the City’s COVID-19 balancing plan.

• $1,000,000 (increase of $793,000 over FY 2020) in contingency for unforeseen expenditures incurred during FY 2021.

• $500,000 (decrease of $175,000 over FY 2020) for enhanced holiday decorations throughout the City’s tourism areas.

• $542,000 to support the initiative to provide better service by adding attendants to the beachfront restrooms in Lummus Park and 21st street on weekends, holidays, and during high impact periods.

• $350,000 contribution to partially offset expenditures for the Miami Beach Air and Sea Show.

• $200,000 to continue the local Miami Beach marketing campaign, which is matched with funds from the Greater Miami Convention and Visitors Bureau (GMCVB), the Miami Beach Visitor and Convention Authority (VCA), and the Cultural Arts Council (CAC).

• $188,000 sponsorship to Miami Beach Pride for the annual Pride festival, which includes $25,000 for rental of a Ferris wheel.

• $151,000 City subsidy for the Ocean Drive Tourist Oriented Policing Services Off-Duty Police program.

• $150,000 sponsorship to the Orange Bowl Committee to expand and deepen the Committee’s footprint in Miami Beach for the College Football National Championship to be held in Miami in 2021.

• $135,000 for Memorial Day weekend cultural activation events.

• $100,000 contribution to partially offset expenditures for the Miami Design Preservation League – Art Deco Weekend

• $100,000 to provide funding for activation of cultural programming to increase the City’s portfolio of free arts and cultural events throughout the City.

• $100,000 contribution towards the July 4th fireworks event in North Beach.

• $82,000 allocated for professional consulting fees ($61,000) and annual audit services ($21,000).

• $49,500 for continuation of the Enhanced Secret Shopper Program

• $36,000 for the painting of lifeguard stands on the beach every other year so that they are on a constant painting cycle instead of an ad-hoc or as-needed basis.

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PROPOSED FY 20212% RESORT TAX BUDGET CONT’D

• $25,000 for completion of an updated Resort Tax Cost Allocation Study

• $10,771,000 for North, Middle, and South Beach Quality of Life (QOL) Capital Projects that enhance Miami Beach’s tourist related areas, plus continued support of transportation initiatives and various arts and cultural programs based on the following allocation adopted by the City Commission commencing FY 2019: Transportation – 60%, North Beach (QOL) – 10%, Middle Beach (QOL) – 10%, South Beach (QOL) – 10%, Arts – 10%.

• $10,771,000 for debt service associated with the Resort Tax revenue bonds issued in 2015 for the expansion and renovation of the Miami Beach Convention Center and Convention Center Renewal and Replacement projects in accordance with Resolution 2012-27902. Due to the impact of COVID-19 on the City’s Resort Tax revenues, an additional $1,686,000 is budgeted in the 2% Resort Tax Fund for coverage of the required FY 2021 debt service.

CAPITAL BUDGET

The City’s annual Capital Budget contains capital project commitments appropriated for Fiscal Year 2021. Preparation of the Capital Budget occurred simultaneously with the development of the FY 2021 – FY 2025 Capital Improvement Plan and FY 2021 Operating Budget.The Proposed Capital Budget for FY 2021 totals $60.0 million and will be appropriated on October 1, 2020. Projects will address many needs in different areas of the City including: neighborhood enhancements such as, landscaping, reforestation, transportation enhancements; bridge restoration; water, sewer, and drainage system improvements; park construction, renovation and upgrades; parking lot and garage renovation, construction/renovation of public facilities; and vehicle replacement.

For a detailed listing of all capital projects and additional information, please refer to Capital and Debt Section in the Proposed FY 2021 Budget document.

On November 6, 2018, the citizens of the City of Miami Beach voted in favor of issuing $439 million in general obligation bonds (“G.O. Bonds”) to:

• Improve the City’s police, fire, and public safety facilities, in addition to equipment, technology, and lighting to improve security throughout the City

• Improve the City’s parks, recreational and cultural facilities, inclusive of playgrounds, baywalks, beachwalks, waterways, landscaping, equipment, lighting, security, and parking related to such facilities

• Improve the City’s neighborhoods and infrastructure, including stormwater and flooding mitigation projects, sidewalk and street renovation and repairs, protected bicycle lanes, pedestrian paths, landscaping, and lighting

GENERAL OBLIGATION BOND PROJECTS

At the March 4, 2019 G.O. Bond workshop, the City Commission reviewed the proposed G.O. Bond Implementation Plan, which outlines the sequencing of the 57 approved projects. At the March 13, 2019 Commission Meeting, the City Commission approved the G.O. Bond execution plan for the first tranche and authorized the issuance of General Obligation Bonds, Series 2019, for the funding of these projects. The fourth amendment to the FY 2019 Capital Budget, which was approved at this meeting, allowed for the expedited funding of seven of these approved first tranche projects in the amount of $19,760,000.

At the April 10, 2019 Commission Meeting, the City Commission approved the funding of the remaining $131,379,000 of tranche 1 projects, for a total of $151,139,000, as summarized below and detailed in Attachment A.

• 19 Parks projects totaling $86,733,000• 11 Public Safety projects totaling $36,406,000• 8 Neighborhood/Infrastructure projects totaling $28,000,000

In an effort to increase transparency and to provide detailed information on the G.O. Bond program, the City recently launched a robust website which provides a wealth of information on the status of each project, including an interactive dashboard that provides real-time information at users’ fingertips. For more information, go to https://www.gombinfo.com/.

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CORONAVIRUS RELIEF FUND

Miami-Dade County has received an allocation from the Coronavirus Relief Fund (CRF) under the Coronavirus Aid, Relief, and Economic Security (CARES) Act. $100 million of that funding is being allocated for an award program for local municipalities. Of the $100 million, $75 million is for operational costs and $25 million for new municipal programs.

Funds from this program may only be used to (1) cover costs that are necessary expenditures incurred due to the public health emergency with respect to COVID-19, (2) were not accounted for in the budget most recently approved as of March 27, 2020, and (3) were incurred during the period of March 1, 2020 through December 30, 2020. The County will consider reimbursement for COVID-19 related and incurred operating expenses, as well as certain new programs proposed by municipalities.

The following are not eligible under the program: (1) equipment and capital expenses; (2) loss of revenue; (3) utility payment forgiveness. Examples of eligible costs for the $75 million program include:

• Costs to enable remote work• FEMA cost share (the 12.5% local cost component of FEMA PA)• Personnel costs for hours dedicated to mitigating or responding to COVID-19• Contact tracing• Public health• Expenses to facilitate compliance with public health precautions

Examples of eligible costs for the $25 million program include:

• Rental and mortgage assistance programs• Job training• Childcare• Small business grants for business interruption

The City of Miami Beach has executed an interlocal agreement with the County and as of September 8th has submitted approximately $13.8 million of year-to-date expenditures for potential reimbursement. Between now and December, additional COVID-19 related costs are estimated to be incurred that may also be eligible for reimbursement. Funding awards are pending, and periodic updates will be provided to the City Commission as to the status of these funds.

Any funds received from the program would be one-time in nature and the Administration’s recommendation would be to restore all reserve amounts in the General Fund and Resort Tax Fund that have been or will be used to balance the FY 2020 and FY 2021 budgets. In addition, given the uncertainty regarding the pace of recovery for Resort Tax revenue, it may be necessary to use more of the General Fund reserve than originally planned.

Please note that virtually all of the COVID-19 related expenses have been incurred in the General Fund and Resort Tax and reserves in both funds have been used to cover budget shortfalls from the economic impact of COVID-19. Any funds over and above the amount necessary to restore all reserves used to balance the budget are recommended to be put towards the General Fund reserve goal of 3 months, or 25% of total revenue, and/or the Resort Tax reserve goal of 6 months, or 50% of the 2% Resort Tax.

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FUTURE OUTLOOK

Each year, the Administration prepares a five-year financial forecast which presents estimated information based on past, current and projected financial conditions, using assumptions about economic conditions, and future spending scenarios. This analysis is included in the annual budget document and helps to identify future revenue and expenditure trends that may have an immediate or long-term influence on government policies, strategic goals, and community services. The forecast is an integral part of the annual budget process; and allows for improved decision-making in maintaining fiscal discipline and delivering essential community services.

Challenges

Throughout the past three budget development cycles, the discussion focused on the need to recognize the impact of the slow-down in the City’s property value increase and resulting property tax revenues, exacerbated by annual growth in operating expenditures due to contractually required payroll costs, and enhanced levels of services.

Other conditions which could present further challenges to future budgets include:

• Fiscal Impact of COVID-19 on the City’s finances• Slow recovery in tourism • Declining growth rate of property values • Potential downward property value adjustment of commercial properties • Softening of the condominium real estate market • Declining rate of parking utilization trend• Increases in operating and maintenance expenditures related to the G.O. Bond projects• Increasing cost of health insurance

In response to these challenges, the Administration is exploring various options including new revenue sources, aligning future expenditures to the programs which support the City’s strategic plan and aggressively pursuing long-term cost saving opportunities. The fourth year of program budget development will continue to be refined to increase the usefulness of this tool. In addition, the innovative use of zero-based budgeting will be expanded to help identify efficiencies in operating departments.

Opportunities

• The full impact of the newly reimagined Miami Beach Convention Center was expected to be recognized during FY 2020 and FY 2021. This new, world-class, venue represents a critical revenue stream for the City of Miami Beach, as well as a tourism and destination attraction, and will attract high-quality events that measurably benefit the City, its residents, visitors, and businesses alike. It is expected that when the economy returns to normalcy, the fiscal impacts of the renovated Center will be realized. Based on future forecasts, this is not likely to be realized until the second half of FY 2021 or possibly even into FY 2022.

• In July 2018, the City Commission approved a development and lease agreement for the 2.6-acre property at the northeast corner of 17 Street and Convention Center Drive. On November 6, 2018, voters approved the construction and operation of an 800-room hotel and related facilities, including and up to 52,000 square feet of accessory retail and restaurant facilities for the public. Once completed, the Convention Center hotel will help attract even more high-quality events that would measurably benefit the City, its residents, visitors, and businesses alike. Given the current uncertain economic conditions in the hospitality industry and the financial markets, however, we do not know as of today when construction of the hotel will commence and, therefore, when the hotel will open for business.


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CONCLUSION

Through rigorous review and proper planning, the Proposed Work Plan and Budget for FY 2021 is balanced and enables the City of Miami Beach to continue delivering outstanding services to our residents, businesses and visitors and continuing structural enhancements to ensure the long-term sustainability of the City.

The Proposed operating millage rate of 5.7288 mills remains the same as last year and the voted debt millage rate of 0.3227 mills is the required rate to cover the cost of the voter-approved General Obligation Bonds. The FY 2021 Budget includes reductions which further streamline government operations and service level enhancements that address high priority needs of the City.

ACKNOWLEDGMENTS

I would like to thank Mayor Dan Gelber and the Members of the Miami Beach City Commission for your continued guidance, support and leadership with the budget process and in helping to accomplish so much on behalf of our residents and for the entire Miami Beach community.

I would also like to thank the Budget Advisory Committee and its Chairperson, Ronald Starkman, as well as all staff from throughout the City who worked hard over the last year to respond to changes in priorities from the City Commission. I would particularly like to thank my Assistant City Managers and all Department and Division Directors. I appreciate all of us working together towards developing a balanced budget that will help improve our community. In particular, I would like to recognize and thank John Woodruff, CFO; Tameka Otto Stewart, Budget Director; Richard Ajami, Budget Officer; Ayanna DaCosta-Earle, Fernando Pestana and Pedro De Faria; Senior Management and Budget Analysts; Damaris Lozano and Girlande Bertrand, Management and Budget Analysts; and Francis Frances, Executive Office Associate II.

Respectfully Submitted,

Jimmy L. MoralesCity Manager


CITY MANAGER’S MESSAGE

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ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

City

wid

e Fu

rloug

hsIn

tern

al S

ervi

ce$1

50,0

00$1

50,0

00$0

Mul

tiple

Pro

gram

s

Furlo

ugh

days

for a

ll em

ploy

ees

in a

ll ba

rgai

ning

uni

ts us

ing

a tie

red

appr

oach

bas

ed o

n em

ploy

ee s

alar

y:

Empl

oyee

s ea

rnin

g $5

0,00

0 an

d le

ss -

1 da

y

Em

ploy

ees

earn

ing

betw

een

$50,

001

and

$60,

000

- 2 d

ays

Em

ploy

ees

earn

ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

City

wid

e Fu

rloug

hsRe

sort

Tax

$22,

000

$22,

000

$0 M

ultip

le P

rogr

ams

Furlo

ugh

days

for a

ll em

ploy

ees

in a

ll ba

rgai

ning

uni

ts us

ing

a tie

red

appr

oach

bas

ed o

n em

ploy

ee s

alar

y:

Empl

oyee

s ea

rnin

g $5

0,00

0 an

d le

ss -

1 da

y

Em

ploy

ees

earn

ing

betw

een

$50,

001

and

$60,

000

- 2 d

ays

Em

ploy

ees

earn

ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

City

wid

e Fu

rloug

hsRD

A$3

3,00

0$3

3,00

0$0

Mul

tiple

Pro

gram

s

Furlo

ugh

days

for a

ll em

ploy

ees

in a

ll ba

rgai

ning

uni

ts us

ing

a tie

red

appr

oach

bas

ed o

n em

ploy

ee s

alar

y:

Empl

oyee

s ea

rnin

g $5

0,00

0 an

d le

ss -

1 da

y

Em

ploy

ees

earn

ing

betw

een

$50,

001

and

$60,

000

- 2 d

ays

Em

ploy

ees

earn

ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

City

wid

e Fu

rloug

hsEn

terp

rise

$310

,000

$310

,000

$0 M

ultip

le P

rogr

ams

Furlo

ugh

days

for a

ll em

ploy

ees

in a

ll ba

rgai

ning

uni

ts us

ing

a tie

red

appr

oach

bas

ed o

n em

ploy

ee s

alar

y:

Empl

oyee

s ea

rnin

g $5

0,00

0 an

d le

ss -

1 da

y

Em

ploy

ees

earn

ing

betw

een

$50,

001

and

$60,

000

- 2 d

ays

Em

ploy

ees

earn

ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

Effi

cien

cy/R

educ

tion

Fund

Reque

sted

Ef

fici

ency

/ Re

duc

tion

Reco

mm

end

ed

Effi

cien

cy/

Reduc

tion

Des

crip

tion

Yea

r 2

Imp

act

Posi

tions

Prog

ram


28

FTPT

Effi

cien

cy/R

educ

tion

Fund

Reque

sted

Ef

fici

ency

/ Re

duc

tion

Reco

mm

end

ed

Effi

cien

cy/

Reduc

tion

Des

crip

tion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

City

wid

e Fu

rloug

hsSp

ecia

l Re

venu

e$2

6,00

0$2

6,00

0$0

Mul

tiple

Pro

gram

s

Furlo

ugh

days

for a

ll em

ploy

ees

in a

ll ba

rgai

ning

uni

ts us

ing

a tie

red

appr

oach

bas

ed o

n em

ploy

ee s

alar

y:

Empl

oyee

s ea

rnin

g $5

0,00

0 an

d le

ss -

1 da

y

Em

ploy

ees

earn

ing

betw

een

$50,

001

and

$60,

000

- 2 d

ays

Em

ploy

ees

earn

ing

betw

een

$60,

001

and

$70,

000

- 3 d

ays

Empl

oyee

s ea

rnin

g be

twee

n $7

0,00

1 an

d $8

0,00

0 - 4

day

s Em

ploy

ees

earn

ing

grea

ter t

han

$80,

000

- 5 d

ays

City

wid

e Tr

avel

and

Tra

inin

g Fr

eeze

Gen

eral

Fun

d$4

30,0

00$4

30,0

00$0

Mul

tiple

Pro

gram

s Fr

eeze

80%

of e

xpen

ditu

res

budg

eted

for t

rain

ing

and

trave

l

Non

-Ess

entia

l Tui

tion

Reim

burs

emen

t Fre

eze

Gen

eral

Fun

d$1

15,0

00$1

15,0

00$0

Mul

tiple

Pro

gram

s Fr

eeze

exp

endi

ture

bud

gete

d fo

r non

-ess

entia

l tui

tion

reim

burs

emen

t

City

wid

e H

iring

Fre

eze

Gen

eral

Fun

d$2

,799

,000

$2,7

99,0

00$0

Mul

tiple

Pro

gram

s Fr

eeze

vac

ant p

ositi

ons

incl

uded

in th

e bu

dget

, allo

win

g fo

r the

fle

xibi

lity

to fi

ll cr

itica

l pos

ition

s on

an

as-n

eede

d ba

sis

Free

ze o

n N

on-E

ssen

tial

Expe

nditu

res

Gen

eral

Fun

d$4

,000

,000

$4,0

00,0

00$0

Mul

tiple

Pro

gram

s Fr

eeze

bud

get f

or n

on-e

ssen

tial e

xpen

ditu

res

whi

le th

e un

certa

inty

of

reve

nues

per

sists

FIRE

Lifeg

uard

and

Boa

t Sav

ings

Gen

eral

Fun

d$3

29,0

00$3

29,0

00$0

Oce

an R

escu

e To

refle

ct im

pact

of C

OVI

D-19

, tem

pora

rily

redu

ce li

fegu

ard

hour

s du

ring

non-

peak

tim

es a

nd u

se o

f Oce

an R

escu

e bo

at to

wee

kend

s an

d sp

ecia

l eve

nts.

ATTA

CH

MEN

T A

FY

202

1 O

NE-

TIM

E EF

FIC

IEN

CIE

S A

ND

RED

UC

TIO

NS


29

FTPT

Effi

cien

cy/R

educt

ion

Fund

Req

ues

ted

Ef

fici

ency

/ Red

uct

ion

Rec

om

men

ded

Ef

fici

ency

/ Red

uct

ion

Des

crip

tion

Yea

r 2

Imp

act

Posi

tions

Pro

gra

m

TOU

RIS

M &

CU

LTU

RE

Gre

ater

Mia

mi C

onve

ntio

n an

d Vi

sito

rs B

urea

u A

gree

men

t (G

MC

VB)

Reso

rt Ta

x$2

,600

,000

$2,6

00,0

00$0

Res

ort T

ax -

GM

CVB

Am

ende

d ag

reem

ent w

ith th

e G

MC

VB fo

r on

e ye

ar to

ass

ist t

he

City

abs

orb

the

proj

ecte

d lo

ss o

f res

ort t

ax r

even

ue d

urin

g FY

20

21 d

ue to

the

impa

ct o

f CO

VID

-19.

Ins

tead

of a

flat

bas

elin

e fe

e w

ith a

n in

cent

ive

fee,

the

GM

CVB

will

rece

ive

10.5

% fr

om th

e pr

ocee

ds o

f the

2%

Res

ort T

ax.

This

met

hodo

logy

will

gen

erat

e an

es

timat

ed s

avin

gs o

f $2.

6 m

illio

n in

FY

2021

bas

ed o

n th

e m

ost

curr

ent R

esor

t Tax

pro

ject

ions

. C

onve

rting

the

base

fee

into

a

perc

enta

ge a

lso p

rovi

des

dow

nsid

e pr

otec

tion

to th

e C

ity if

the

colle

ctio

ns fr

om th

e 2%

Res

ort T

ax c

ome

in b

elow

pro

ject

ion.

Thi

s m

etho

dolo

gy a

llow

s th

e C

ity to

bet

ter

man

age

the

unce

rtain

ties

rela

ted

to th

e fin

anci

al im

pact

of C

OVI

D-1

9 in

FY

2021

.

Mia

mi B

each

Vis

itor a

nd

Con

vent

ion

Aut

horit

y (V

CA

) A

gree

men

tRe

sort

Tax

$1,0

87,0

00$1

,087

,000

$0 M

iam

i Bea

ch V

isito

r's

and

Con

vent

ion

Aut

horit

y

Revi

sed

VCA

agr

eem

ent f

or o

ne y

ear t

o as

sist

the

City

abs

orb

the

proj

ecte

d lo

ss o

f res

ort t

ax r

even

ue d

urin

g FY

202

1. T

he V

CA

will

re

ceiv

e 2.

5% in

stead

of t

he 5

% r

equi

red

in th

e C

ity C

harte

r fro

m

the

proc

eeds

of t

he 2

% R

esor

t Tax

.

Gra

nd

Tota

l of

Posi

tions

Rec

om

men

ded

00

Fund

Req

ues

ted

Ef

fici

ency

/Red

uct

ion

Rec

om

men

ded

Ef

fici

ency

/Red

uct

ion

Yea

r 2

Imp

act

Gen

eral

Fun

d$9

,430

,000

$9,4

30,0

00$0

$104

,000

$104

,000

$0In

tern

al S

ervi

ce im

pact

(% b

ased

on

FY 2

020

Prel

imin

ary

Allo

catio

ns)

$9

,53

4,0

00

$9

,53

4,0

00

$0

Inte

rnal

Ser

vice

$150

,000

$150

,000

$0Re

sort

Tax

$3,7

09,0

00$3

,709

,000

$0RD

A$3

3,00

0$3

3,00

0$0

Ente

rpris

e$3

10,0

00$3

10,0

00$0

Spec

ial R

even

ue$2

6,00

0$2

6,00

0$0

ON

E-TI

ME

ATTA

CH

MEN

T A

FY

202

1 O

NE-

TIM

E EF

FIC

IEN

CIE

S A

ND

RED

UC

TIO

NS


30

FTPT

CAPI

TAL

IMPR

OV

EMEN

T PR

OJE

CTS

(CIP

)

Impa

ct o

f Rea

lloca

ting

Porti

on o

f Se

nior

Cap

ital P

roje

cts

Coo

rdin

ator

Pos

ition

from

Par

king

En

terp

rise

Fund

Gen

eral

Fun

d-$

118,

000

-$11

8,00

0-$

152,

000

-1 C

onstr

uctio

n M

anag

emen

t Re

duce

cos

t bur

den

to th

e Pa

rkin

g Fu

nd b

y re

allo

catin

g a

porti

on o

f a

Seni

or C

apita

l Pro

ject

s C

oord

inat

or p

ositi

on to

the

Gen

eral

Fun

d.

COD

E CO

MPL

IAN

CE

Rene

gotia

ted

Con

tract

Sav

ings

- Bo

dy C

amer

a A

gree

men

tG

ener

al F

und

$6,0

00$6

,000

$6,0

00 M

ultip

le P

rogr

ams

Savi

ngs

from

rene

gotia

tion

of b

ody

cam

era

cont

ract

.

ENV

IRO

NM

ENT

& S

UST

AIN

ABI

LITY

Full-T

ime

Ass

istan

t Env

ironm

ent &

Su

stain

abili

ty D

irect

or P

ositi

on

(Vac

ant)

Gen

eral

Fun

d$1

36,0

00$1

36,0

00$1

78,0

001

Adm

inist

ratio

n Th

e ta

sks

of th

e el

imin

ated

Ass

istan

t Dire

ctor

pos

ition

will

be

distr

ibut

ed a

mon

g th

e re

mai

ning

sta

ff in

the

depa

rtmen

t to

min

imiz

e th

e im

pact

to o

pera

tions

.

FIN

AN

CE

Full-T

ime

Fina

ncia

l Ana

lyst

II Po

sitio

n (F

illed

)G

ener

al F

und

$91,

000

$91,

000

$116

,000

1 O

ff-Du

ty P

olic

e Th

e ta

sks

of th

e el

imin

ated

Fin

anci

al A

naly

st II

posit

ion

will

be

distr

ibut

ed a

mon

g th

e re

mai

ning

sta

ff in

the

depa

rtmen

t to

min

imiz

e th

e im

pact

to o

pera

tions

.

FIRE

Full-T

ime

Emer

genc

y Sp

ecia

list

Posit

ion

(Fill

ed)

Gen

eral

Fun

d$1

01,0

00$1

01,0

00$1

32,0

001

Mul

tiple

Pro

gram

s Th

e ta

sks

of th

e el

imin

ated

Em

erge

ncy

Spec

ialis

t pos

ition

will

be

distr

ibut

ed a

mon

g th

e re

mai

ning

sta

ff in

the

depa

rtmen

t to

min

imiz

e th

e im

pact

to o

pera

tions

.

Rene

gotia

ted

Con

tract

Sav

ings

- Bo

dy C

amer

a A

gree

men

tG

ener

al F

und

$1,0

00$1

,000

$1,0

00 P

reve

ntio

n Sa

ving

s fro

m re

nego

tiatio

n of

bod

y ca

mer

a co

ntra

ct.

Effi

cien

cy/R

educ

tion

Fund

Reque

sted

Ef

fici

ency

/ Re

duc

tion

Reco

mm

ended

Ef

fici

ency

/ Re

duc

tion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


31

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

FLEE

T M

AN

AG

EMEN

T

Full-T

ime

Flee

t Man

agem

ent

Dire

ctor

Pos

ition

(Fill

ed)

Inte

rnal

Ser

vice

$215

,000

$215

,000

$280

,000

1 A

dmin

istra

tion

Elim

inat

ion

of D

irect

or p

ositi

on fr

om c

onso

lidat

ion

of th

e Fl

eet

Man

agem

ent d

epar

tmen

t to

a di

visio

n in

the

Prop

erty

Man

agem

ent

depa

rtmen

t.

Con

vert

Full-T

ime

Offi

ce A

ssoc

iate

IV

Pos

ition

(Vac

ant)

to S

enio

r A

dmin

istra

tive

Man

ager

Pos

ition

Inte

rnal

Ser

vice

-$27

,000

-$27

,000

-$35

,000

Adm

inist

ratio

n

Recl

assif

icat

ion

of a

n O

ffice

Ass

ocia

te IV

pos

ition

to a

Sen

ior

Adm

inist

rativ

e M

anag

er p

ositi

on to

effe

ctiv

ely

abso

rb w

orkl

oad

from

po

sitio

n re

duct

ions

ass

ocia

ted

with

the

cons

olid

atio

n of

the

Flee

t M

anag

emen

t dep

artm

ent t

o a

divi

sion

in th

e Pr

oper

ty M

anag

emen

t de

partm

ent.

Elim

inat

e Fu

ll-Tim

e O

ffice

Ass

ocia

te

IV P

ositi

on (F

illed

)In

tern

al S

ervi

ce$7

0,00

0$7

0,00

0$9

0,00

01

Adm

inist

ratio

n El

imin

atio

n of

Offi

ce A

ssoc

iate

IV p

ositi

on fr

om c

onso

lidat

ion

of th

e Fl

eet M

anag

emen

t dep

artm

ent t

o a

divi

sion

in th

e Pr

oper

ty

Man

agem

ent d

epar

tmen

t.

HU

MA

N R

ESO

UR

CES/

LABO

R R

ELA

TIO

NS

Full-T

ime

Safe

ty O

ffice

r Pos

ition

(F

illed

)In

tern

al S

ervi

ce$8

0,00

0$8

0,00

0$1

05,0

001

Saf

ety

The

task

s of

the

elim

inat

ed S

afet

y O

ffice

r pos

ition

will

be

distr

ibut

ed

amon

g th

e re

mai

ning

sta

ff in

the

depa

rtmen

t to

min

imiz

e th

e im

pact

to

ope

ratio

ns.

Rene

gotia

ted

Con

tract

Sav

ings

- H

uman

a &

Cor

vel

Inte

rnal

Ser

vice

$72,

000

$72,

000

$72,

000

Mul

tiple

Pro

gram

s Sa

ving

s fro

m re

nego

tiatio

n of

Hum

ana

(Wel

lnes

s) a

nd C

orve

l (W

orke

rs C

ompe

nsat

ion)

con

tract

s fo

r sev

eral

pro

gram

s.

OFF

ICE

OF

THE

CITY

MA

NA

GER

Full-T

ime

Legi

slativ

e M

anag

er

Posit

ion

(Fill

ed)

Gen

eral

Fun

d$8

6,00

0$8

6,00

0$1

11,0

001

Mul

tiple

Pro

gram

s Th

e ta

sks

of th

e el

imin

ated

Leg

islat

ive

Man

ager

pos

ition

will

be

distr

ibut

ed a

mon

g th

e re

mai

ning

sta

ff in

the

depa

rtmen

t to

min

imiz

e th

e im

pact

to o

pera

tions

.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


32

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

OFF

ICE

OF

THE

INSP

ECTO

R G

ENER

AL

Impa

ct o

f Rea

lloca

ting

Porti

on o

f De

puty

Chi

ef A

udito

r and

Aud

itor

Posit

ions

from

Par

king

Ent

erpr

ise

Fund

Inte

rnal

Ser

vice

-$69

,000

-$69

,000

-$92

,000

-1 O

IG -

Inte

rnal

Aud

it Re

duce

cos

t bur

den

to th

e Pa

rkin

g Fu

nd b

y re

allo

catin

g a

porti

on o

f a

Depu

ty C

hief

Aud

itor a

nd A

udito

r pos

ition

to th

e ne

w In

spec

tor

Gen

eral

Fun

d.

PARK

ING

Park

ing

Initi

ativ

e #1

- Re

mov

e A

ll O

n-str

eet (

curb

side)

and

Off-

stree

t (lo

ts) P

arki

ng P

ay S

tatio

nsEn

terp

rise

$1,6

91,0

00$1

,691

,000

$1,7

72,0

004

Met

ers

The

Park

ing

depa

rtmen

t cur

rent

ly h

as a

ppro

xim

atel

y 70

4 pa

rkin

g pa

y sta

tions

for o

n-str

eet a

nd o

ff-str

eet m

eter

ed p

arki

ng. T

his

redu

ctio

n w

ould

rem

ove

all o

n-str

eet (

curb

side)

and

off-

stree

t (lo

ts)

park

ing

pay

statio

ns th

us p

rovi

ding

for t

he p

hone

app

licat

ion

(Par

kmob

ile) a

s th

e on

ly P

arki

ng p

aym

ent o

ptio

n (T

ouch

less

Par

king

Pa

ymen

t Opt

ion)

. In

addi

tion,

it in

clud

es th

e el

imin

atio

n of

four

full-

time

posit

ions

that

mai

ntai

n th

e pa

y sta

tions

, as

wel

l as

repu

rpos

ing

of o

ther

Par

king

pos

ition

s to

per

form

ance

mai

nten

ance

in th

e C

ity's

gara

ges.

Park

ing

Initi

ativ

e #1

- Re

mov

e A

ll O

n-str

eet (

curb

side)

and

Off-

stree

t (lo

ts) P

arki

ng P

ay S

tatio

ns

Spec

ial

Reve

nue

$80,

000

$80,

000

$80,

000

Met

ers

The

Park

ing

depa

rtmen

t cur

rent

ly h

as a

ppro

xim

atel

y 70

4 pa

rkin

g pa

y sta

tions

for o

n-str

eet a

nd o

ff-str

eet m

eter

ed p

arki

ng. T

his

redu

ctio

n w

ould

rem

ove

all o

n-str

eet (

curb

side)

and

off-

stree

t (lo

ts)

park

ing

pay

statio

ns th

us p

rovi

ding

for t

he p

hone

app

licat

ion

(Par

kmob

ile) a

s th

e on

ly P

arki

ng p

aym

ent o

ptio

n (T

ouch

less

Par

king

Pa

ymen

t Opt

ion)

.

Park

ing

Initi

ativ

e #1

- Re

mov

e A

ll O

n-str

eet (

curb

side)

and

Off-

stree

t (lo

ts) P

arki

ng P

ay S

tatio

nsRD

A$1

98,0

00$1

98,0

00$1

98,0

00 M

eter

s

The

Park

ing

depa

rtmen

t cur

rent

ly h

as a

ppro

xim

atel

y 70

4 pa

rkin

g pa

y sta

tions

for o

n-str

eet a

nd o

ff-str

eet m

eter

ed p

arki

ng. T

his

redu

ctio

n w

ould

rem

ove

all o

n-str

eet (

curb

side)

and

off-

stree

t (lo

ts)

park

ing

pay

statio

ns th

us p

rovi

ding

for t

he p

hone

app

licat

ion

(Par

kmob

ile) a

s th

e on

ly P

arki

ng p

aym

ent o

ptio

n (T

ouch

less

Par

king

Pa

ymen

t Opt

ion)

.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


33

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

Park

ing

Initi

ativ

e #2

- Re

duce

Pa

rkin

g En

forc

emen

t Ope

ratio

nsEn

terp

rise

$1,1

66,0

00$1

,166

,000

$1,7

86,0

0033

-7 E

nfor

cem

ent

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

Park

ing

enfo

rcem

ent o

pera

tions

. Thi

s pr

opos

ed re

duct

ion

chan

ges

the

statu

s of

28

full-t

ime

Park

ing

Enfo

rcem

ent S

peci

alist

pos

ition

s an

d 5

full-t

ime

Disp

atch

er p

ositi

ons

to p

art-ti

me

statu

s, a

nd e

limin

ates

22

part-

time

Park

ing

Enfo

rcem

ent S

peci

alist

pos

ition

s an

d 4

part-

time

Park

ing

Disp

atch

er p

ositi

ons

that

are

pro

pose

d to

be

repl

aced

with

an

out

side

cont

ract

ed s

ervi

ces

prov

ider

. Th

is ch

ange

wou

ld re

sult

in

a m

odel

whe

re 5

0% o

f enf

orce

men

t is

in-h

ouse

, with

the

rem

aind

er

cont

ract

ed o

ut to

pro

vide

add

ition

al fl

exib

ility

and

resil

ienc

y to

dea

l w

ith h

igh

impa

ct e

vent

s an

d oc

casio

nal s

hock

s re

sulti

ng in

reve

nue

dow

ntur

ns (C

OVI

D-1

9, Z

ika,

hur

rican

es, e

tc.)

Park

ing

Initi

ativ

e #3

- El

imin

ate/

Tran

sfer C

osts

for O

ther

De

partm

ent P

ositi

ons

Fund

ed b

y Pa

rkin

g

Ente

rpris

e$5

09,0

00$5

09,0

00$6

63,0

006

Mul

tiple

Pro

gram

s

The

Park

ing

Depa

rtmen

t has

hist

oric

ally

fund

ed p

ositi

ons

in o

ther

de

partm

ents

due

to th

e de

man

d an

d su

ppor

t req

uire

d fo

r par

king

op

erat

ions

. Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt p

ande

mic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le

back

pro

ject

s an

d re

duce

ser

vice

s. F

or th

is re

ason

, thi

s pr

opos

ed

redu

ctio

n w

ould

elim

inat

e th

ree

posit

ions

fund

ed b

y Pa

rkin

g fo

r the

Fi

nanc

e De

partm

ent a

nd o

ne p

ositi

on fu

nded

by

Park

ing

for P

rope

rty

Man

agem

ent,

as w

ell a

s tra

nsfe

r a p

ortio

n of

one

pos

ition

fund

ed b

y Pa

rkin

g fo

r the

Offi

ce o

f Cap

ital I

mpr

ovem

ent P

roje

cts

(CIP

) to

CIP

an

d tw

o po

sitio

ns p

artia

lly fu

nded

by

Park

ing

for t

he O

ffice

of t

he

Insp

ecto

r Gen

eral

(OIG

) to

the

OIG

's of

fice.

Park

ing

Initi

ativ

e #4

A -

Elim

inat

e/Re

duce

Par

king

O

pera

tions

Ser

vice

s an

d A

ctiv

ities

Ente

rpris

e$1

,163

,000

$1,1

63,0

00$1

,165

,000

Mul

tiple

Pro

gram

s

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

Park

ing

serv

ices

and

act

iviti

es re

late

d to

the

mai

nten

ance

and

op

erat

ion

of th

e C

ity's

mun

icip

al g

arag

es a

nd lo

ts.

Park

ing

Initi

ativ

e #4

B - G

roun

ds

Mai

nten

ance

Agr

eem

ent

Ente

rpris

e$2

77,0

00$2

77,0

00$2

77,0

00 M

ultip

le P

rogr

ams

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

the

leve

l of s

ervi

ces

for g

roun

ds m

aint

enan

ce in

the

City

's p

arki

ng

faci

litie

s fro

m 3

6 to

24,

as

wel

l as

reco

gniz

e th

e pr

ojec

ted

savi

ngs

from

the

new

Gre

ensp

ace

Man

agem

ent c

ost p

ropo

sal a

ntic

ipat

ed to

be

impl

emen

ted

in F

Y 20

21.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


34

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

Park

ing

Initi

ativ

e #4

B - G

roun

ds

Mai

nten

ance

Agr

eem

ent (

7th

Stre

et

Gar

age

Fund

)

Spec

ial

Reve

nue

$80,

000

$80,

000

$80,

000

Mul

tiple

Pro

gram

s

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

the

leve

l of s

ervi

ces

for g

roun

ds m

aint

enan

ce in

the

City

's p

arki

ng

faci

litie

s fro

m 3

6 to

24,

as

wel

l as

reco

gniz

e th

e pr

ojec

ted

savi

ngs

from

the

new

Gre

ensp

ace

Man

agem

ent c

ost p

ropo

sal a

ntic

ipat

ed to

be

impl

emen

ted

in F

Y 20

21.

Park

ing

Initi

ativ

e #4

B - G

roun

ds

Mai

nten

ance

Agr

eem

ent (

RDA

A

ncho

r and

Pen

nsyl

vani

a A

venu

e G

arag

e Fu

nds)

RDA

$11,

000

$11,

000

$11,

000

Mul

tiple

Pro

gram

s

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

the

leve

l of s

ervi

ces

for g

roun

ds m

aint

enan

ce in

the

City

's p

arki

ng

faci

litie

s fro

m 3

6 to

24,

as

wel

l as

reco

gniz

e th

e pr

ojec

ted

savi

ngs

from

the

new

Gre

ensp

ace

Man

agem

ent c

ost p

ropo

sal a

ntic

ipat

ed to

be

impl

emen

ted

in F

Y 20

21.

Park

ing

Initi

ativ

e #4

C -

Redu

ce

Sani

tatio

n Le

vel o

f Ser

vice

s an

d O

utso

urce

Fun

ctio

nsEn

terp

rise

$556

,000

$556

,000

$297

,000

Mul

tiple

Pro

gram

s

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

As

a re

sult,

this

redu

ctio

n w

ould

redu

ce

the

leve

l of S

anita

tion

serv

ices

util

ized

by

the

Park

ing

Depa

rtmen

t for

th

e fir

st qu

arte

r of F

Y 20

21 w

hile

the

proc

urem

ent p

roce

ss fo

r an

outsi

de c

ontra

ctor

is ta

king

pla

ce. S

ubse

quen

t to

com

plet

ion

of th

e pr

ocur

emen

t pro

cess

, an

outsi

de c

ontra

ctor

is a

ntic

ipat

ed to

be

used

by

Par

king

for S

anita

tion

serv

ices

at 8

0% o

f prio

r yea

r ser

vice

leve

ls be

ginn

ing

in th

e se

cond

qua

rter o

f FY

2021

.

Park

ing

Initi

ativ

e #5

- Re

duce

Pa

rkin

g Po

sitio

ns d

ue to

Red

uctio

n of

Ser

vice

s an

d A

ctiv

ity/U

tiliz

atio

n in

Mun

icip

al G

arag

es

Ente

rpris

e$5

00,0

00$5

00,0

00$6

50,0

006

Mul

tiple

Pro

gram

s

Due

to th

e re

duct

ion

in d

eman

d fo

r par

king

and

the

rece

nt

pand

emic

, the

Par

king

Dep

artm

ent h

as b

een

forc

ed to

sca

le b

ack

proj

ects

and

redu

ce s

ervi

ces.

Thi

s re

duct

ion

wou

ld e

limin

ate

6 op

erat

iona

l and

adm

inist

rativ

e po

sitio

ns a

nd c

onve

rt th

e tw

o A

ssist

ant P

arki

ng D

irect

or p

ositi

ons

to a

Sen

ior P

arki

ng O

pera

tions

M

anag

er a

nd C

ontra

ct C

ompl

ianc

e A

dmin

istra

tor.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


35

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

PARK

S &

REC

REA

TIO

N

Rene

gotia

ted

Con

tract

Sav

ings

- Pa

rks

Land

scap

e A

gree

men

tG

ener

al F

und

$500

,000

$500

,000

$500

,000

Par

ks G

roun

ds

Mai

nten

ance

Sa

ving

s fro

m re

nego

tiatio

n of

gro

unds

mai

nten

ance

con

tract

.

POLI

CE

Civ

ilian

izat

ion

of P

olic

e Po

sitio

nsG

ener

al F

und

$120

,000

$120

,000

$247

,000

Mul

tiple

Pro

gram

s

This

redu

ctio

n re

flect

s th

e co

st im

pact

from

civ

ilian

izat

ion

of tw

o sw

orn

posit

ions

in th

e Te

chni

cal S

ervi

ces

divi

sion.

An

addi

tiona

l fiv

e po

sitio

ns a

re a

lso b

eing

con

sider

ed fo

r civ

ilian

izat

ion

over

the

next

12

to 1

8 m

onth

s.

Polic

e St

affin

g Pl

an C

hang

esG

ener

al F

und

$795

,000

$795

,000

$795

,000

Mul

tiple

Pro

gram

s Sa

ving

s fro

m le

ss o

verti

me

due

to s

taffi

ng p

lan

chan

ges

whi

ch

incl

ude

addi

ng m

ore

offic

ers

to th

e da

ily s

taffi

ng c

onfig

urat

ion.

Rene

gotia

ted

Con

tract

Sav

ings

- Bo

dy C

amer

a A

gree

men

tG

ener

al F

und

$59,

000

$59,

000

$59,

000

Mul

tiple

Pro

gram

s Sa

ving

s fro

m re

nego

tiatio

n of

bod

y ca

mer

a co

ntra

ct.

PUBL

IC W

ORK

S

Rene

gotia

ted

Con

tract

Sav

ings

- G

reen

spac

e M

aint

enan

ce

Agr

eem

ent

Gen

eral

Fun

d$7

95,0

00$7

95,0

00$7

95,0

00 C

ontra

ct La

ndsc

ape

Mai

nten

ance

Sa

ving

s fro

m re

nego

tiatio

n of

gro

unds

mai

nten

ance

con

tract

.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


36

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

PUBL

IC W

ORK

S -

SAN

ITA

TIO

N

Elim

inat

e (1

1) F

ull-T

ime

Sani

tatio

n Po

sitio

nsEn

terp

rise

$559

,000

$559

,000

$719

,000

11 M

ultip

le P

rogr

ams

Due

to a

per

man

ent r

educ

tion

of $

1.5

mill

ion

of re

venu

e fro

m th

e Pa

rkin

g Fu

nd, t

his

redu

ctio

n w

ill e

limin

ate

11 S

anita

tion

posit

ions

in

the

Sani

tatio

n Fu

nd, w

hich

is c

ompr

ised

of (2

) Hea

vy E

quip

men

t O

pera

tor I

pos

ition

s; (1

) Mun

icip

al S

ervi

ce W

orke

r III

posit

ion;

(5)

Mun

icip

al S

ervi

ce W

orke

r II p

ositi

ons;

and

(3) M

unic

ipal

Ser

vice

W

orke

r I p

ositi

ons.

Thi

s re

duct

ion

may

resu

lt in

dec

reas

ed re

spon

se

time

to s

ervi

ce re

ques

ts in

are

as s

uch

as R

DA

, NBR

C &

MXE

and

lo

wer

cle

anlin

ess

scor

es.

Redu

ce S

anita

tion

Tem

pora

ry

Labo

rEn

terp

rise

$506

,000

$506

,000

$506

,000

Mul

tiple

Pro

gram

s

Due

to a

per

man

ent r

educ

tion

of $

1.5

mill

ion

of re

venu

e fro

m th

e Pa

rkin

g Fu

nd, t

his

redu

ctio

n re

duce

tem

pora

ry la

bor w

hich

may

re

sult

in d

ecre

ased

resp

onse

tim

e to

ser

vice

requ

ests

in a

reas

suc

h as

RD

A, N

BRC

& M

XE a

nd lo

wer

cle

anlin

ess

scor

es.

Redu

ce S

anita

tion

Ope

ratin

g Ex

pend

iture

sEn

terp

rise

$145

,000

$145

,000

$145

,000

Mul

tiple

Pro

gram

s Du

e to

a p

erm

anen

t red

uctio

n of

$1.

5 m

illio

n of

reve

nue

from

the

Park

ing

Fund

, thi

s re

duct

ion

wou

ld e

limin

ate

the

Big

Belly

con

tract

al

ong

with

oth

er m

iscel

lane

ous

redu

ctio

ns.

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


37

FTPT

Effi

cien

cy/R

educ

tion

Fund

Requ

este

d Ef

fici

ency

/ Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/ Re

duct

ion

Yea

r 2

Imp

act

Posi

tions

Prog

ram

Des

crip

tion

TRA

NSP

ORT

ATI

ON

Elim

inat

e Fu

ll-Tim

e O

ffice

Ass

ocia

te

IV P

ositi

on (F

illed

)Sp

ecia

l Re

venu

e$7

3,00

0$7

3,00

0$9

5,00

01

Mul

tiple

Pro

gram

s

Due

to a

per

man

ent r

educ

tion

of re

venu

e fro

m th

e Pa

rkin

g Fu

nd a

nd

a sig

nific

ant l

oss

of R

esor

t Tax

reve

nue

from

the

impa

ct o

f CO

VID-

19,

the

Tran

spor

tatio

n D

epar

tmen

t will

elim

inat

e an

Offi

ce A

ssoc

iate

IV

posit

ion.

The

task

s of

the

elim

inat

ed p

ositi

on w

ill b

e di

strib

uted

am

ong

the

rem

aini

ng s

taff

in th

e de

partm

ent t

o m

inim

ize

the

impa

ct

to o

pera

tions

.

Elim

inat

e Fu

ll-Tim

e Tr

ansp

orta

tion

Man

ager

(Fill

ed)

Spec

ial

Reve

nue

$147

,000

$147

,000

$191

,000

1 M

ultip

le P

rogr

ams

Due

to a

per

man

ent r

educ

tion

of re

venu

e fro

m th

e Pa

rkin

g Fu

nd a

nd

a sig

nific

ant l

oss

of R

esor

t Tax

reve

nue

from

the

impa

ct o

f CO

VID-

19,

the

Tran

spor

tatio

n D

epar

tmen

t will

elim

inat

e a

Tran

spor

tatio

n M

anag

er p

ositi

on.

The

task

s of

the

elim

inat

ed p

ositi

on w

ill b

e di

strib

uted

am

ong

the

rem

aini

ng s

taff

in th

e de

partm

ent t

o m

inim

ize

the

impa

ct to

ope

ratio

ns.

Con

vert

Full-T

ime

Tran

spor

tatio

n A

naly

st Po

sitio

n (V

acan

t) to

Sen

ior

Tran

spor

tatio

n Po

sitio

n

Spec

ial

Reve

nue

-$27

,000

-$27

,000

-$36

,000

Mul

tiple

Pro

gram

s Re

clas

sific

atio

n of

a T

rans

porta

tion

Ana

lyst

posit

ion

to a

Sen

ior

Tran

spor

tatio

n po

sitio

n to

effe

ctiv

ely

abso

rb w

orkl

oad

from

two

posit

ion

redu

ctio

ns.

Trol

ley

Ope

ratio

nsSp

ecia

l Re

venu

e$5

,526

,000

$5,5

26,0

00$5

,526

,000

Mul

tiple

Pro

gram

s

Due

to a

per

man

ent r

educ

tion

of re

venu

e fro

m th

e Pa

rkin

g Fu

nd a

nd

signi

fican

t los

s of

Res

ort T

ax re

venu

e fro

m th

e im

pact

of C

OVI

D-1

9,

the

Tran

spor

tatio

n D

epar

tmen

t will

be

redu

cing

the

serv

ice

leve

l of

the

trolle

y pr

ogra

m a

s fo

llow

s: fr

om 1

8 ho

urs

of s

ervi

ce to

12-

14; 2

5 ve

hicl

es to

15;

freq

uenc

y of

20

min

utes

to 3

0 m

inut

es; a

nd

elim

inat

ion

of th

e 11

th S

treet

Loo

p an

d m

odifi

catio

n of

the

Belle

Isle

sto

p.

Gra

nd T

otal

of

Posi

tions

Rec

omm

ende

d67

-7

Fund

Requ

este

d Ef

fici

ency

/Re

duct

ion

Reco

mm

ende

d Ef

fici

ency

/Re

duct

ion

Yea

r 2

Imp

act

Gen

eral

Fun

d$2

,572

,000

$2,5

72,0

00$2

,805

,000

$238

,000

$238

,000

$293

,000

Inte

rnal

Ser

vice

impa

ct (%

bas

ed o

n FY

202

0 Pr

elim

inar

y A

lloca

tions

)$2,8

10,0

00

$2,8

10,0

00

$3,0

98,

000

Inte

rnal

Ser

vice

$341

,000

$341

,000

$420

,000

Reso

rt Ta

x$0

$0$0

RDA

$209

,000

$209

,000

$209

,000

Ente

rpris

e$7

,072

,000

$7,0

72,0

00$7

,980

,000

Spec

ial R

even

ue$5

,879

,000

$5,8

79,0

00$5

,936

,000

RECU

RRI

NG

ATTA

CH

MEN

T A

FY

202

1 R

ECU

RR

ING

EFF

ICIE

NC

IES

AN

D R

EDU

CTI

ON

S


39

ATTA

CH

MEN

T B

FY

202

1 O

NE-

TIM

E EN

HA

NC

EMEN

TS

FTPT

ORG

AN

IZA

TIO

NA

L D

EVEL

OPM

ENT

PERF

ORM

AN

CE IN

ITIA

TIV

ES

Early

Chi

ldca

re P

ilot P

rogr

am

(One

-Tim

e)G

ener

al F

und

$0$0

$250

,000

Edu

catio

n In

itiat

ives

This

enha

ncem

ent c

omm

its to

fund

ing

$250

,000

for a

pilo

t pr

ogra

m fo

r ear

ly c

hild

care

pre

-kin

derg

arte

n sti

pend

for t

he 2

021-

22 s

choo

l yea

r, w

hich

wou

ld re

quire

fund

ing

to b

e ap

prop

riate

d as

par

t of t

he C

ity's

FY

2022

bud

get.

POLI

CE

Col

lege

Foo

tbal

l Pla

yoff

Cha

mpi

onsh

ip (O

ne-T

ime)

Reso

rt Ta

x$9

00,0

00$9

00,0

00$0

Res

ort T

ax

This

enha

ncem

ent r

eque

st is

to fu

nd n

eces

sary

ove

rtim

e, re

ntal

s,

secu

rity

guar

ds, a

nd e

quip

men

t to

prov

ide

com

preh

ensiv

e po

lice

serv

ices

and

reso

urce

s fo

r the

202

1 N

atio

nal C

olle

ge F

ootb

all

Cha

mpi

onsh

ip. T

he re

ques

t am

ount

is b

ased

on

expe

rienc

e w

ith

past

Supe

r Bow

ls, M

emor

ial D

ay, S

prin

g Br

eak

and

othe

r hig

h-im

pact

eve

nts.

PUBL

IC W

ORK

S D

EPA

RTM

ENT

- ST

ORM

WA

TER

Tem

pora

ry P

umps

(O

ne-T

ime)

Ente

rpris

e$4

18,0

00$4

18,0

00$0

Sto

rm w

ater

Mai

nten

ance

This

enha

ncem

ent r

eque

st is

to in

crea

se fu

ndin

g fo

r ren

tal o

f te

mpo

rary

pum

ps a

nd a

cces

sorie

s to

fulfi

ll th

e C

ity C

omm

issio

n's

requ

est t

o in

crea

se d

eplo

ymen

t of p

orta

ble

tem

pora

ry p

umps

du

ring

King

Tid

es, H

urric

ane

Seas

on, a

nd ra

in e

vent

s. T

he a

mou

nt

requ

este

d is

for t

he d

eplo

ymen

t of 1

4 te

mpo

rary

pum

ps fo

r six

(6)

mon

ths.

Thi

s is

bein

g su

bmitt

ed a

s a

one-

time

requ

est f

or F

Y 20

21.

The

need

for t

empo

rary

pum

ps w

ill b

e re

valu

ated

as

part

of th

e FY

20

22 b

udge

t pro

cess

.

Stor

m W

ater

Sys

tem

Mai

nten

ance

Ba

cklo

g (O

ne-T

ime)

Ente

rpris

e$4

00,0

00$4

00,0

00$0

Sto

rm w

ater

Mai

nten

ance

This

enha

ncem

ent r

eque

st is

to in

crea

se fu

ndin

g to

add

ress

the

back

log

of m

aint

enan

ce fo

r 48

exist

ing

inje

ctio

n w

ells

to im

prov

e dr

aina

ge a

nd d

ecre

ase

flood

ing

thro

ugho

ut th

e C

ity.

Des

crip

tion

Posi

tions

Prog

ram

Yea

r 2

Imp

act

Enha

ncem

ent

Fund

Requ

este

d

Enha

ncem

ent

Reco

mm

end

ed

Enha

ncem

ent


40

FTPT

Des

crip

tion

Posi

tions

Prog

ram

Yea

r 2

Imp

act

Enha

ncem

ent

Fund

Requ

este

d

Enha

ncem

ent

Reco

mm

end

ed

Enha

ncem

ent

PUBL

IC W

ORK

S D

EPA

RTM

ENT

- W

ATE

R

Fire

Hyd

rant

Den

sity

Eval

uatio

n (O

ne-T

ime)

Ente

rpris

e$1

50,0

00$1

50,0

00$0

Wat

er S

yste

m

Man

agem

ent

This

enha

ncem

ent r

eque

st is

for t

he e

valu

atio

n of

the

fire

hydr

ants

thro

ugho

ut th

e C

ity's

the

wat

er s

yste

m, w

hich

ser

ve a

s an

ess

entia

l pa

rt of

the

firef

ight

ing

proc

ess,

as

they

allo

w fi

refig

hter

s to

acc

ess

a ste

ady

flow

wat

er s

uppl

y du

ring

emer

genc

y op

erat

ions

.

Wat

er F

uel T

ank

(One

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e)En

terp

rise

$51,

000

$51,

000

$0 W

ater

Sys

tem

M

aint

enan

ce

This

enha

ncem

ent r

eque

st is

to u

pgra

de th

e C

ity's

infra

struc

ture

by

repl

acin

g ol

d di

esel

tank

s th

at a

re c

orro

ding

and

inef

ficie

nt s

o th

at

they

are

com

plia

nt w

ith th

e M

iam

i-Dad

e C

ount

y De

partm

ent o

f Re

gula

tory

and

Eco

nom

ic R

esou

rces

(DER

M).

TOU

RISM

& C

ULT

URE

Add

ition

al C

OVI

D-19

Rel

ief

Fund

ing

for C

ultu

ral O

rgan

izat

ions

(One

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e)

Spec

ial

Reve

nue

$500

,000

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rant

s Pr

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m

This

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ent a

lloca

tes

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dditi

onal

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0 m

illio

n of

Cul

tura

l A

rts C

ounc

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AC

) res

erve

in th

e FY

202

1 bu

dget

to p

rovi

de

addi

tiona

l fun

ding

relie

f to

Cul

tura

l Org

aniz

atio

ns in

the

City

of

Mia

mi B

each

impa

cted

by

CO

VID-

19 a

s re

com

men

ded

by th

e C

AC

and

sup

porte

d by

the

City

Adm

inist

ratio

n. $

500,

000

is re

com

men

ded

for a

ppro

pria

tion

at th

e co

mm

ence

men

t of F

Y 20

21

with

the

rem

aini

ng $

500,

000

bala

nce

to b

e ap

prop

riate

d m

id-

year

of F

Y 20

21.

00

Fund

Requ

este

d

Enha

ncem

ent

Reco

mm

end

ed

Enha

ncem

ent

Yea

r 2

Imp

act

Gen

eral

Fun

d$0

$0$2

50,0

00$0

$0$0

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rnal

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vice

impa

ct (%

bas

ed o

n FY

202

0 Pr

elim

inar

y A

lloca

tions

)$

0$

0$

25

0,0

00

Inte

rnal

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vice

$0$0

$0Re

sort

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$900

,000

$900

,000

$0RD

A$0

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rpris

e$1

,019

,000

$1,0

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00$0

Spec

ial R

even

ue$5

00,0

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ON

E-TI

ME

Gra

nd T

ota

l of

Posi

tions

Rec

omm

ende

d

ATTA

CH

MEN

T B

FY

202

1 O

NE-

TIM

E EN

HA

NC

EMEN

TS


41

FTPT

CITY

WID

E

Livin

g W

age

Gen

eral

Fun

d$1

9,00

0$1

9,00

0$0

This

enha

ncem

ent i

ncre

ases

the

tota

l min

imum

livi

ng w

age

rate

fro

m $

15.0

0 pe

r hou

r inc

ludi

ng h

ealth

ben

efits

to $

15.1

5 pe

r ho

ur in

clud

ing

heal

th b

enef

its, e

ffect

ive

Janu

ary

1, 2

021.

The

pr

opos

ed in

crea

se is

com

prise

d of

a 1

% in

crea

se in

the

livin

g w

age

rate

and

1%

incr

ease

in th

e he

alth

ben

efits

rate

.

Livin

g W

age

Inte

rnal

Ser

vice

$9,0

00$9

,000

$0

This

enha

ncem

ent i

ncre

ases

the

tota

l min

imum

livi

ng w

age

rate

fro

m $

15.0

0 pe

r hou

r inc

ludi

ng h

ealth

ben

efits

to $

15.1

5 pe

r ho

ur in

clud

ing

heal

th b

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its, e

ffect

ive

Janu

ary

1, 2

021.

The

pr

opos

ed in

crea

se is

com

prise

d of

a 1

% in

crea

se in

the

livin

g w

age

rate

and

1%

incr

ease

in th

e he

alth

ben

efits

rate

.

Livin

g W

age

RDA

$6,0

00$6

,000

$0

This

enha

ncem

ent i

ncre

ases

the

tota

l min

imum

livi

ng w

age

rate

fro

m $

15.0

0 pe

r hou

r inc

ludi

ng h

ealth

ben

efits

to $

15.1

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r ho

ur in

clud

ing

heal

th b

enef

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ffect

ive

Janu

ary

1, 2

021.

The

pr

opos

ed in

crea

se is

com

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d of

a 1

% in

crea

se in

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livin

g w

age

rate

and

1%

incr

ease

in th

e he

alth

ben

efits

rate

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Livin

g W

age

Ente

rpris

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42

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43

ATTACHMENT C MIAMI BEACH POLICE DEPARTMENT

CONFISCATIONS - FEDERAL & STATE FUNDSFY 2021 PROPOSED BUDGET

Federal Funds (603):

FY 2021 Proposed Budget

Organizational Development Travel & Off-site Testing 70,000$ Bulletproof Vest Partnership 60,000 Total Federal Funds (603) 130,000$

State Funds (607):

FY 2021 Proposed Budget

Costs connected with the prosecution/processing of forfeitures 18,000$ Crime Prevention initiatives & School Liaison Projects 15,000

AR Rifle Program/initiative- City's match for reimbursement of rifles at $500 15,000 Drug abuse treatment, drug and crime prevention education, and non-profit community based programs

32,500

Departmental training 83,500 Total State Funds (607) 164,000$

Total Federal & State Funds 294,000$

45

ORGANIZATIONAL CHART

THE

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47

Miami Beach is a City with an exciting past and equally enticing future. Beginning in 1879, Henry B. Lum arrived with his son Charles at the shores of what would later be known as the City of Miami Beach. The two were quite impressed by the fact that coconut palms were growing at the water’s edge. The Lums had visions of a great coconut plantation on the shores. When Lum returned to South Florida in 1881, he and a group of investors, including John S. Collins, purchased large tracts of land from the Federal government from between $0.75 and $1.25 an acre. Unfortunately, the beach did not prove to be an ideal locale for growing the palms commercially and their plans were dashed.

Collins visited Miami in 1896 to check on his plantation investment. After the partnership disintegrated in 1907, Collins became the sole owner of a five-mile strip of land between the Atlantic Ocean and Biscayne Bay (from approximately fourteenth to sixty-seventh streets). He decided to try his hand at growing avocados, bananas, and mangoes as well as a host of vegetables. Collins’ family members, including son-in-law Thomas Pancoast, traveled to Miami Beach in 1911 to see what the patriarch was up to.

At the time they arrived The Biscayne Navigation Company was in full operation running ferry boats from the mainland so that people could take advantage of the sun and surf. Bathing “casinos” were beginning to appear at the ocean’s side.

The Collins family set up the Miami Beach Improvement Company, which was charged with making two major capital improvements: the first, a canal to be dredged through the mangroves from the Collins’ farm to Biscayne Bay; the second, and loftier goal, a bridge to the mainland. Both projects were underway by 1912.

Coincidentally, Carl Graham Fisher was vacationing with his wife, Jane, across the Bay at about the same time. Collins acquired $50,000 in much-needed capital from Fisher to finish the bridge, which was built in 1926 and is the predecessor to today’s Venetian Causeway. Collins had sweetened the deal by deeding 200 acres of land to Fisher. He was also granted loans from the Lummus brothers (J.N. and J.E.). With this vital transportation link in place, Fisher began clearing the swampland and promoting Miami Beach as a tropical resort. With his financial backing and foresight, a great land sale began in Miami Beach.

History of Miami Beach

OVERVIEW -MIAMI BEACH PROFILE

48

Fisher wasn’t content with the existing land, however. In 1913, he put John Levi in charge of dredging up Biscayne Bay and creating new islands to develop with his newest company, Alton Beach Realty. Fisher and friend Jim Allison had made their first fortune with Prest-O-Lite, one of the first successful automobile headlights manufactured. The flamboyant Fisher is credited with bringing Miami Beach its first bathing beauties, which is an idea he capitalized on to focus attention on the oceanside village. He built golf courses and polo fields, tennis courts, and grandstands to watch speedboat racing.

The Lummus brothers had acquired most of the land in what is now the South Pointe area of the City, calling it Ocean Beach. They built the first sidewalks, paved streets, and a roadway named Atlantic Boulevard, which later became one of the most famous streets in the world - Collins Avenue.

On March 26, 1915, Alton Beach Realty, Ocean Beach Realty, and the Miami Beach Improvement Company incorporated their respective territories into a new town called Miami Beach. J.N. Lummus was elected as the community’s first mayor.

The great land boom of the early 20s was still in progress in 1926 when South Florida was rocked by one of its worst hurricanes. More than 100 lives were lost in South Florida during that storm, along with millions of dollars in property damage. But the pioneers persevered and began to rebuild their city and their lives. Though it only took a few months to construct new homes and hotels, it took years for Miami Beach to recover economically.

The City ultimately evolved as a major convention destination and, when daily trans-Atlantic airline service was inaugurated, became an international resort as well. The advent of air conditioning changed the City’s status from that of a winter-only retreat, shuttered during the summer months, to a year-round tropical resort. After a period of decline in the 1970’s and 1980’s, the City re-emerged as a vibrant urban community with world-wide recognition for its cultural activities, its nightlife and its beaches, and a highly desirable location to live and visit.

Population figures tell Miami Beach’s history as dramatically as any other. When incorporated in 1915 there were just over 100 people residing in Miami Beach. The first census in 1920, listed 644 residents. By 1940, the population expanded to 28,012. As of the 2010 census there were 87,779 people residing year-round in this oceanfront community. The 2016 population was estimated at 92,792 residents; however, the average daily population is closer to twice that number, and on special event periods may increase to several times that number. More recent changes have been the dramatic decrease in the average age of the City, from 65 in 1980 to 40 today, a reflection of the change from a retirement community to a vibrant City.


49


Miami Beach TodayToday Miami Beach provides a variety of experiences for both residents and visitors; from dazzling nightclubs to unique family experiences; from world class shopping to cultural events and art venues. The City is home to several museums and art galleries, as well as the New World Symphony Orchestra and Miami City Ballet. Walking the streets and esplanades of Miami Beach provides a world of artistic treasures including neon welcome signs, monuments and sculptures, and colorfully painted bridges and bandshells. International art, boat and car shows, and wine and food festivals make their home here every year while streets such as Lincoln Road, Española Way, Ocean Drive, and Collins Avenue provide a wide variety of boutiques, popular retailers and restaurants.

New World Symphony Concert Hall

City Government OverviewThe City of Miami Beach was incorporated on March 26, 1915. Miami Beach operates on a “Commission/City Manager” form of government. The City Commission consists of the Mayor and six Commissioners who serve as the policy-making body of the City. Authority is vested in the City Commission to enact ordinances, hold public hearings, approve contracts, establish the City’s budget and tax assessments, and authorize construction of all public improvements. The Mayor and Commission are elected on a citywide, nonpartisan basis. Elections are held in odd-numbered years with the Mayor elected to serve two-year terms with a limit of three consecutive terms. Commissioners are elected to serve four-year terms with a limit of two consecutive terms. Commission terms are staggered so that not all Commissioners are up for re-election at the same time. On a rotating basis, the City Commission selects one of its members to serve as Vice Mayor for a three-month term. The Mayor, who is the presiding officer at Commission meetings, may vote on all matters that come before the City Commission, but has no power to veto. The City Commission appoints the City Manager, City Attorney, and City Clerk. All other department heads are appointed by the City Manager with the consent of the City Commission.

The City Manager is vested with the responsibility to ensure that policies, directives, resolutions, and ordinances adopted by the City Commission are enforced and implemented. As the Chief Executive Officer, the City Manager is responsible for providing executive level leadership, vision and guidance to the organization, providing recommendations to the City Commission, and implementing policy directives in an efficient and effective manner. In addition, the City Manager is responsible for the daily operations of the City, preparing and administering the budget, planning the development of the City, supervising City employees, interacting with citizen groups and other units of government, and is otherwise responsible for the health, safety, and welfare of the residents of and visitors to the City of Miami Beach.

Vibrant Lincoln Road

50

Facts About Miami BeachThe City of Miami Beach, located on the southeast coast of Florida, is a unique, historic, diverse residential community of approximately 92,000 residents and over 10 million annual visitors. The City has an average daily population of approximately 196,483 comprised of residents, hotel guests, day-tourists, and local visitors. Miami Beach is a cosmopolitan, tropical island city with a strong emphasis on historic preservation and whose residents are as diverse as its visitors.

The following sections provide statistical information on the City of Miami Beach at a high level.

Land

7.1 square miles of land plus ten miles of water

Water Frontage

63.26 miles

Weather

Average annual temperature of 76.2° F

Surf Temperature

Average annual temperature of Miami Beach’s coast is

approximately 74° F

City Limits

Government Cut at the southern tip to 87th Terrace at the northernmost boundary and Biscayne Bay to the

Atlantic Ocean

City Hall

1700 Convention Center DriveMiami Beach, FL 33139305-604-CITY (2489)

or 305-673-7000www.miamibeachfl.gov

General Obligation Rating

Moody’s: Aa2Standard & Poor’s: AA+


The City boasts over seven miles of beaches, three golf courses, 23 parks, art and culture, dining and nightlife, and world-class shopping, all within just 7.1 square miles. As a trend-setting arts and entertainment mecca, and a shopping and cultural wonder situated between Biscayne Bay and the blue waters of the Atlantic, Miami Beach is enjoyed by visitors, world travelers, celebrities, and locals alike.

51


The demographics and economic information for the City of Miami Beach reflects the dramatic change since 2000, as the City has changed from a retirement community to a younger, higher income, working community.

CALENDAR YEAR 2000 2008 2010 2012 2013 2014 2015 2016 2017 2018

Total Population 87,933 84,633 87,779 88,628 91,026 90,669 91,564 91,784 92,187 91,826

Population under 18 11,815 11,970 11,220 13,980* 13,912 11,605 14,899 13,480 13,559 13,236

Population over 65 16,927 13,628 14,233 1,344 14,262 14,544 14,599 15,259 14,942 15,209

Median Age 39 41 41 39 39 40 40 42 42 42

White 86.7% 88.5% 87.6% 77.0% 78.4% 77.0% 77.6% 78.3% 76.4% 75.2%

African American 4.8% 2.8% 4.3% 4.9% 4.9% 4.8% 4.7% 4.6% 3.9% 4.1%

Asian 1.4% 1.7% 1.8% 2.1% 2.6% 1.8% 1.7% 2.4% 1.5% 1.7%

Other 7.1% 8.5% 3.4% 13.8% 15.2% 14.3% 14.5% 16.4% 18.1% 19.0%

Hispanic Origin 53.4% 49.4% 53.2% 52.3% 52.4% 53.5% 53.2% 53.8% 54.9% 55.6%

Total Households 46,242 41,463 47,168 43,115 43,312 43,650 43,266 44,190 44,475 45,523

Median Household Income $27,322 $42,274 $38,640 $43,321 $43,316 $42,547 $44,342 $47,216 $50,193 $55,058

% Income from Earnings 72.2% 78.0% 77.5% 78.1% ** ** ** ** ** **

Mean Earnings $56,767 $81,863 $77,829 $86,688 $83,225 $85,725 $94,806 $97,084 $97,370 $105,865

Average Household Size 1.87 1.94 1.94 2.03 2.04 2.05 2.09 2.05 2.05 2.0

Family Households 18,342 16,228 18,350 17,979 17,844 18,476 18,777 19,223 19,074 19,071

Median Family Income $33,440 $53,491 $50,758 $54,155 $53,351 $54,513 $58,486 $61,949 $65,691 $75,105

Family Size 2.76 2.96 2.91 2.99 3.01 3.00 3.06 2.97 2.97 2.86

Total Housing Units 59,723 66,194 67,499 68,237 67,975 68,388 68,103 69,771 70,628 70,516

Owner: Occupied 16,895 22,804 18,194 15,521 16,154 15,683 15,876 16,425 16,621 15,684

Renter: Occupied 29,299 18,659 28,974 27,932 27,158 27,967 27,390 27,765 27,854 29,839

Vacant 13,529 n/a 20,331 27,784 24,663 24,738 24,837 25,581 26,153 24,993

Vacant: Seasonal Use 7,668 10,979 11,988 ** ** ** ** ** ** **

Lower Quartile $603 n/a $746 n/a n/a $786 n/a n/a n/a n/a

Median $747 n/a $933 $1,059 $1,088 $1,115 n/a n/a n/a n/a

Upper Quartile $958 n/a $1,248 n/a n/a $1,576 n/a n/a n/a n/a

*Population calculated for 2012 as ages 0-17**Information Source is no longer available

All data based on Census for 2000, and 2008, 2010, 2012, 2013, 2014, 2015, 2016, 2017, 2018 data based on American Community Survey.

DEMOGRAPHIC AND ECONOMIC INFORMATION

APARTMENT RENTS (ADJUSTED FOR INFLATION)

HOUSING UNIT OCCUPANCY

HOUSEHOLDS

RACE

POPULATION

52

With legendary beaches, availability of the arts, nightclubs and restaurants, tourism continues to be a major thriving industry in Miami Beach. This is evidenced through hotel occupancy rates, room rates and annual resort tax collections. The local labor force is a primary driver of our tourism industry and trends are reflected in the Citywide Labor Supply Chart.


YEARLABOR FORCE

EMPLOYED UNEMPLOYEDEMPLOYED

IN MBLEAVE MB LOCAL JOBS

NON-RESIDENT WORKERS

2007 49,607 48,164 1,443 18,784 (29,380) 43,351 24,567

2008 48,769 46,859 1,910 18,275 (28,584) 43,802 25,526

2009 48,150 44,436 3,714 17,330 (27,106) 46,315 28,985

2010 49,981 44,922 5,059 17,520 (27,402) 47,772 30,252

2011 50,613 45,802 4,811 17,863 (27,939) 49,169 31,306

2012 50,349 46,767 3,582 18,239 (28,528) 51,125 32,886

2013 50,594 48,097 2,527 19,308 (28,759) 52,621 33,312

2014 51,535 49,191 2,344 19,184 (30,007) 52,192 33,018

2015 55,844 53,301 2,543 19,654 (32,513) 52,734 33,080

2016 55,715 53,439 2,276 20,925 (32,514) 53,282 32,357

2017 56,487 54,467 2,020 21,215 (35,272) 61,587 32,357

2018 56,884 55,189 1,695 21,364 (35,520) 64,854 32,257% Changesince 2007

15% 15% 17% 14% 21% 50% 31%

*Year 2015-2018 Labor Supply data based on Environmental Scan data compiled by Economic Development Department

CITYWIDE LABOR SUPPLY

53

Resort taxes are a primary source of revenue for the City of Miami Beach and the tourism industry supports many community programs in the City.


CALENDAR YEAR 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Total # of Rooms 16,538 16,572 16,481 16,624 17,816 19,357 19,667 19,569 19,670 19,982

Occupancy 68% 75% 76% 78% 82% 74% 78% 79% 76% 77%

Average Daily Room Rate

$198.09 $211.23 $227.19 $242.07 $304.39 $266.10 $266.10 $276.68 $271.09 $268.36

Revenue Per Available Room Per Day (REV PAR)

$140.53 $167.66 $168.92 $188.98 $249.44 $201.32 $228.10 $218.27 $205.74 $205.87

Revenue Per Available Room Per Year

$51,293 $61,194 $61,657 $68,978 $91,046 $73,482 $83,257 $79,669 $75,095 $75,143

Resort Tax per Available Room Per Day

$6.96 $8.10 $9.09 $9.82 $10.38 $11.62 $11.51 $11.62 $12.05 $12.14

Resort Tax per Available Room Per Year

$2,539 $2,957 $3,317 $3,586 $3,788 $4,240 $4,202 $4,242 $4,400 $4,433

Resort Tax Collections (Fiscal Year)

$41,986,105 $49,011,381 $54,673,976 $59,613,311 $61,692,151 $67,478,933 $82,082,371 $83,008,583 $86,544,078 $88,576,819

1% Resort Tax Collections (Fiscal Year)

$7,370,708 $8,761,801 $9,872,237 $11,093,511 $12,760,351 $12,852,804 $13,689,248 $13,400,735 $14,062,319 $14,334,978

2% Resort Tax Collections (Fiscal Year)

$34,615,397 $40,249,580 $44,801,739 $48,519,799 $54,718,583 $551,471,112 $57,107,779 $56,207,113 $58,419,440 $59,906,863

1% Resort Tax Collections - CC Debt Service (Fiscal Year)

$ - $ - $ - $ - $ - $ - $11,836,117 $13,400,735 $14,062,319 $14,334,978

Convention Development Tax*(Fiscal Year)

$44,788,451 $51,646,056 $58,159,032 $63,919,046 $69,191,843 $75,512,712 $78,624,763 $78,188,283 $88,513,592 $90,970,531

CDT Miami Beach* $22,789,694 $27,318,283 $29,217,730 $32,537,713 $35,812,405 $39,405,697 $40,749,325 $40,411,129 $44,523,911 **

**Not available

*Source: Miami-Dade County Office of the Tax Collector

INVESTMENT IN THE ARTS / GROWTH OF THE ENTERTAINMENT INDUSTRY

54

Hotels and condominiums are the major tax payers in the City with Arts, Entertainment, Recreation, Accommodation, and Food Services accounting for 21.8% of employment in Miami Beach industries.

Accomodations/Food Services accounted for 27.6% of total Business Tax Receipts within the City of Miami Beach in 2019.

Real Estate / Rental / Leasing, 24.4%

Accomodation / Food Services, 27.6%

Professional / Scientific / Technical,

7.5%

Other Services, 10.0%

Retail Trade, 8.9%

Health Care / Social Assistance,

11.2%

Transportation / Warehousing,

3.7%

Finance / Insurance, 3.3%

Arts / Entertainment / Recreation,

2.4%

Educational Services, 0.7%

Administrative / Support / Waste Management,

0.3%

2018Miami BeachIndustriesPercent ofEmployment*

2019Miami BeachBusiness Tax Receipts (BTRs)6,929 Total BTRs


*Based on 2018 American Community Survey Estimate

Arts, entertainment, and recreation, and

accommodation and food services

21.8%

Professional, scientific, and management, and

administrative and waste management services

15.4%

Educational services, and health care and social

assistance14.7%

Finance and insurance, and real estate and rental

and leasing11.1%

Other services, except public administration

7.9%

Retail trade7.3%

Transportation and warehousing, and utilities

6.3%

Construction5.4%

Wholesale trade3.2%

Manufacturing2.7%

Public administration2.6%

Information1.1% Agriculture, forestry,

fishing and hunting, and mining0.5%

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OVERVIEW-GUIDE FOR READERS

INTENDED PURPOSES

The Proposed Fiscal Year (FY) 2021 Work Plan and Budget for the City of Miami Beach, Florida, is intended to serve four purposes:

1. The Budget as a Policy GuideAs a policy document, the Proposed Work Plan and Budget serves to inform the reader about the organization and its policies. The budget includes organization-wide financial and programmatic policies and goals that address long-term concerns and issues, as well as its short-term financial and operational policies that guide the development of the budget for the upcoming year. This Proposed Work Plan and Budget document details the services the City will provide during the twelve-month period from October 1, 2020 through September 30, 2021.

2. The Budget as a Financial PlanAs a financial plan, the Proposed Work Plan and Budget details the costs associated with providing municipal services and how the services will be funded. The General Fund section includes a summary and detailed description of all revenues and expenditures. The Proposed Work Plan and Budget document explains the underlying assumptions for the revenue estimates and discusses significant revenue trends. In addition, there is a discussion of the City’s accounting structure and budgetary policies.

3. The Budget as an Operations GuideAs an operations guide, the Proposed Work Plan and Budget details how Departments and the General Fund are organized.

4. The Budget as a Communication DeviceAs a communication device, the Proposed Work Plan and Budget provides summary information to aid the reader in interpreting the document. Charts, graphs, tables, and text are included in every section to consolidate the information as much as possible. The Proposed Work Plan and Budget document also includes a detailed table of contents and a glossary of terms to make it easy to locate the City Manager’s Budget Message, which provides readers with a condensed analysis of the fiscal plans of the City for the upcoming fiscal year.

FORMAT OF THE PROPOSEDWORKPLAN AND BUDGET DOCUMENT

The City of Miami Beach Proposed Work Plan and Budget is composed of two separate documents: the Proposed FY 2021 Work Plan and Operating Budget and the Proposed FY 2021 - FY 2025 Capital Improvement Plan & FY 2021 Capital Budget. The Proposed Work Plan and Operating Budget starts out with the City Manager’s Message, which includes a discussion of initiatives outlined in the City’s Strategic Plan, as well as issues that guided the development of this budget.

The Introductory Section includes this “Guide For Readers” and is also intended to give the reader a comprehensive perspective of our City.

The Guidelines and Strategic Planning Section explains how we developed our budget and the thoughts, framework, and policies that guided our process. In addition, the reader will find the linkage between the Proposed Work Plan and Budget and the City’s vision, mission, value statements, environmental scans, input from surveys, and performance monitoring. It also presents the linkage between the City’s Strategic Plan and the individual department work plans.

The Citywide Budget Section provides information on the City’s entire budget. This includes a narrative overview, as well as summary financial information by Fund, by Department, and by functional area. A comparison of current property tax rates and property values for current and prior years is also included to show historical trends. Additionally, included is a chart showing how the City of Miami Beach property tax rate compares favorably with other municipalities in Miami-Dade County. This section also provides revenue, expenditure, and fund balance details for each of the following funds: General Fund including General Obligation Debt, Enterprise Funds, Internal Service Funds, and Special Revenue Funds. Lastly, this section includes a discussion of Capital and Debt providing information on the capital program, General Obligation Bonds, Debt Service, and Other Long-Term Debt.

The Department Work Plan and Budget Section shows the department name, department mission/purpose statement department description table of organization budget highlights, and significant accomplishments (see the Sample Department Work Plan in the following pages).

The Other Budgets Section includes budget information that is not specific to a department. This includes Citywide Accounts in the General Fund; the Resort Tax Budget which describes the collection and allowable uses of this municipal tax and budgeted amounts; and the Redevelopment Agency (RDA) which provides the budget and history of the City Center RDA.

A listing of Citywide staffing by department can be found in the Positions Summary and Details Section. Finally, the References Section (see Appendix) has the Glossary of Key Terms and Acronyms, Fund Definitions, and Directory of City government contacts by department.

South Pointe Park Lighthouse

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SAMPLE DEPARTMENT WORK PLAN

1. TitleIndicates the name of the department

2. Department Mission / Purpose StatementStatement which identifies the role of the department

3. Department DescriptionBrief description of department, including significant historical events that continue to impact the Department’s mission or purpose, overview of major duties and responsibilities, list and map of department facilities, if applicable, current innovative programs, as well as descriptive (workload measures) measures related to the Department

4. Table of OrganizationAn organizational chart showing the breakdown of divisions and major functions for the department

5. Fiscal EnvironmentDefines the major funding sources of the department and includes discussion of fees for Enterprise and Special Revenue Fund departments

6. Business EnvironmentDescribes community partners and competing entities if applicable. Also includes general support requirements needed from other departments in the City

7. Significant AccomplishmentsList of prior year accomplishments and status of current year budget initiatives that support the City’s Strategic Plan

8. Critical Success FactorsIncludes key factors for the current and future success of the department

9. Future OutlookDiscussion of trends and events anticipated over the next five years


Table of Organizat ion

57

SAMPLE DEPARTMENT WORK PLAN CONT'D

10. Budget SummaryA summary of the prior years’ actuals, as well as budgeted departmental revenues and expenditures

*Some Department Work Plans may contain maps, charts, and other tables not indicated in the Guide for Readers Chart

11. Budget HighlightsA summary of Changes in the annual department budget compared to the prior fiscal year, including enhancements or initiatives, that move the department and the City towards achievement of Department objectives


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedPermits-Planning (Review Plans) 2,968,531 3,756,096 2,675,000 2,140,000 Design Review Board 2,121,103 1,780,804 1,029,000 1,224,000 Other Planning Revenue 390,977 593,059 260,000 384,000 Total 5,480,611$ 6,129,959$ 3,964,000$ 3,748,000$

Expenditure AreaSalaries & Benefits 3,422,501 3,541,535 3,752,000 3,766,000 Operating Expenditures 459,424 1,086,333 1,240,000 868,000 Internal Services 557,000 563,000 518,000 558,000 Total 4,438,925$ 5,190,869$ 5,510,000$ 5,192,000$

Total Budgeted Positions 27.00 + 0.00 PT 27.00 + 0.00 PT 27.00 + 0.00 PT 27.00 + 0.00 PT

DEPARTMENT FINANCIAL SUMMARY - GENERAL FUND

- 500,000

1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000

Salaries & Benefits Operating Expenditures Internal Services

Expenditure Summary

FY 2019 Actual FY 2020 Adopted FY 2021 Proposed

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OVERVIEW-BUDGET PROCESS

How the Budget is CreatedThis section provides an overview of the City of Miami Beach’s budget process for matching City priorities with available resources and the financial policies that guide budget decisions and spending in the City.

The City of Miami Beach begins its budget process with a strategic planning process to identify the needs and priorities of the community that results in broad goals to guide the City’s budget process. These are combined with a preliminary projection of revenues and expenditures based on financial trends and analysis that continue to be refined throughout the budget process.

ESTABLISHING PRIORITIES

A significant driver in developing Citywide priorities is the community input received through the community satisfaction surveys with residents, businesses and community organizations, focus groups, and outreach meetings with the community. The surveys provide an understanding of current satisfaction levels among community groups with the City of Miami Beach government and the services it provides and provides benchmarks to similar jurisdictions and recommendations for improving satisfaction and quality of life, i.e. “key drivers for improving satisfaction”. Focus groups and community outreach meetings allow the City to gain more in-depth insight into specific topics.

Surveys conducted in 2019, 2016, 2014, 2012, 2009, 2007, 2005 and additional focus groups in 2008 and along with an environmental scan of demographics, socio-economic data, and department workload and performance measures; financial trends; and comparatives with other cities resulted in refinement to the City’s multi-year goals linked to the City’s vision, and more specific annual Citywide Initiatives, endorsed by the City Commission.

The strategic planning process identifies measures to determine whether the City is successful in achieving its goals. Together, these comprise the City’s Strategic Plan which is disseminated to the community and shared with every employee in the organization.

The Strategic Plan is used to guide departments as they analyze existing services and prepare their Work Plans and Budgets. Allocation of resources is based on department work plans developed to support the Strategic Plan. Department work plans are required to support the City’s strategic planning priorities and are the basis upon which recommendations for enhancements, reductions, realignments, and efficiencies are made.

BUDGET DEVELOPMENT CYCLE

In December, the Office of Management and Budget (OMB) prepares the annual budget calendar which covers the period of January to September of each year and outlines the steps to be followed throughout the budget development and adoption processes. It lists milestones and critical due dates for all processes and conforms to prescribed deadlines set forth in State of Florida Truth in Millage (TRIM) Legislation (F.S.S.200).

OMB schedules the Citywide department budget workshop, which is held in January. During the workshop, all departments are provided a budget manual that includes instructions for work plan development, current service level projections, and budget packages. The instruction manual also contains preliminary OMB expenditure projections of salaries and benefits for the upcoming fiscal year. After attending the budget workshop, each department prepares their Proposed Department Work Plan for the ensuing fiscal year. The City Manager has a preliminary meeting with each department to review the Department’s Proposed Work Plan performance priorities and ensure that they support the City’s strategic priorities. While not necessarily financial, factors critical to the success of the department’s Work Plan are also discussed at this time.

Upon receipt of the Work Plans and Current Service Level budget projections, the analyst assigned to the respective department will review the budget submission for accuracy and completeness, in accordance with the tenets of the budget instruction manual. The analyst then begins to evaluate the requests submitted. Each expenditure category (salary/fringe benefits, operations, and capital items) is reviewed for accuracy and justification. The supporting narrative, organizational chart, and position authorizations are also reviewed. OMB summarizes the department’s draft current service level request in a spreadsheet with supporting information and binds all materials in a notebook for subsequent review with the Director of OMB, the appropriate Assistant City Manager, and the City Manager.

The second phase entails submitting budget packages for enhancements, reductions, realignments, and efficiencies. After OMB completes the informal review of all departmental budget packages, a formal review of the submission is conducted before the City Manager with the OMB Director and department. After each department director has presented its budget to the City Manager, OMB makes a funding recommendation in June, based upon directives received by the City Manager, resulting from the departmental meetings. Concurrent with this internal process is an external process: City boards/committees composed of citizens and City staff usually meet at least once monthly. Current service level budgets are refined through this process and input is obtained regarding alignment with the City’s Strategic Plan. In addition, City Commission briefings are held throughout the process to advise them of the status of the budget process and preliminary funding levels.

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BUDGET DEVELOPMENT CYCLE CONT’D

On July 1st, OMB receives the annual Certification of Taxable Value from the Miami-Dade County Property Appraiser which states the assessed value of real and personal property within the City of Miami Beach. Since property taxes are the largest revenue stream to the City, this information provides the basis for final adjustments to the annual operating budget.

Workshops with the City Commission are held to obtain input regarding preliminary funding levels recommended by the Administration for the upcoming fiscal year. These public meetings are advertised in the newspaper, held in City Hall, and hosted by the Administration. Based on directives received at these workshops, OMB prepares an agenda item for submission to the Commission. At the Commission meeting in July, the Commission seeks to set the tentative operating and debt service millage rates for both the principal taxing authority and its dependent taxing district (Normandy Shores), provides an approach to balance the City budget based on these millage rates, and sets the date, time, and location of the first of two public hearings during September to consider the operating and debt service millage rates and budgets.

Based upon Commission action taken at the meeting held in July, the OMB transmits the following Department of Revenue Forms: (1) Certification of Taxable Value-DR-420; (2) Tax Increment Adjustment Worksheet-DR-420 TIF; (3) Maximum Millage Levy Calculation-DR-420 MM-P; and (4) Voted Millage Addendum-DR-420-VMA to both the Miami-Dade County Property Appraiser and Tax Collector pursuant to TRIM legislation. This plan is then translated into a Proposed Work Plan and Budget document which is released to the City Commission, Administration, department directors, and the public in late summer along with the Proposed 5-year Capital Improvement Plan and Capital Budget.

BUDGET ADOPTION

At the first public hearing in September, the City Commission adopts the tentative operating and debt service millage rates and budgets for both the principal taxing authority and its dependent taxing district (Normandy Shores) and sets the date, time, and location for its second public budget hearing. In addition, at the first hearing in September, the City Commission adopts the preliminary non-ad valorem assessment roll and operating budget for the Biscayne Point Security Guard Special Taxing District in accordance with Florida Statutes.

Advertisement for the second public budget hearing is prepared by OMB in accordance with TRIM Legislation. The notice contains the tentatively adopted millage rates and budget from the first public hearing, a notice of tax increase, if applicable, and the date, time, and location for the second public budget hearing. The advertisement must be placed in a newspaper of general circulation within 15 days of adopting the tentative millage and budget, and two (2) to five (5) days prior to the September 29, 2020 public budget hearing.


The hearing must be scheduled after 5:00 P.M. on any weekday. The agenda item for the second public budget hearing is prepared by OMB and serves as the final public hearing required to adopt the final millage rates and budgets for both the principal taxing authority and its dependent taxing district (Normandy Shores).

Based on Commission action taken at the second public hearing in September, OMB transmits within three days, certified Resolutions on the final millage rates and budgets, to both the Miami-Dade County Property Appraiser and the Tax Collector. Within 30 days, OMB submits the “Certificate of Compliance” on Department of Revenue Form Number DR-487 to the Florida Department of Revenue in Tallahassee pursuant to TRIM Legislation. OMB ensures that an Adopted Work Plan and Budget is printed and released to the Commission, Administration, department directors, and the public along with the Adopted 5-year Capital Improvement Plan and Capital Budget.

The following is a general overview of key budget development process dates.

60

Update Environmental Scan (Demographics,

Socio-Economic Indicators, Dept.

Performance Measures, Benchmarks)

Update Strategic Plan: KIOs, KPIs, targets and

initiatives based on preliminary survey results and environmental scan

Review Results from Community Surveys,

Focus Groups, and other Citizens Outreach such as Mayor on the Move

COMMUNITYINPUT

OCTOBER

JANUARY

MAY

NOVEMBER

FEBRUARY

JUNE

AUGUST

DECEMBER

APRIL

MARCH

JULY 1

SEPTEMBER

JULY 31

Budget Advisory Committee Review of Proposed Department

Workplans and Budgets

Commission Retreat (Focus Group Results, Scan, Comparatives - Refine KIOs / KPIs, Review Initiatives) for Strategic Plan update

Meetings with Manager Review 1st Quarter Performance

Reports & Proposed Work Plan

Manager Meetings with OMB and Departments - Identify Non-Priority

Reductions

Develop Prioritized Program Breakdown of Each Department

Budget

2 Public Hearings to Adopt Final Millage & Work Plan and Budget

Certification of Taxable Values &

Set Preliminary Millage

Executive Staff Refine Department and

Citywide Work Plans

Finalize AdoptedBudget Book

Roll-out Updated Work Plan & Budget Process

Complete Preliminary CSL Projection

Proposed Department Work Plans Due

Work Plan & Budget Process Feedback

Manager’s Proposed Budget & Work Plan

STRATEGICPLANNING

WORK PLAN / BUDGET DEVELOPMENT


61


BUDGET AMENDMENT & AUTHORIZATION

The budget is adopted at the fund and department level. Once the budget has been approved, any transfers between funds and/or departments must be approved by the City Commission. During the fiscal year, the budget may have to be amended to cover unexpected deviations in estimated revenues or expenditures. Since State of Florida Statutes mandate that the budgets be balanced, the City Manager must present to the City Commission the necessity for the amendment, as well as the source for the needed funds.

In accordance with Item #12 in the Citizen Bill of Rights contained in the City Charter, Resolution No. 94-21258, and Letter to the Commission (LTC) 162-1994, quarterly reports on the fiscal condition of the City are presented to the City Commission. This analysis compares budget to actual variances and projects year-end revenues and expenditures for General, Enterprise, Internal Service, and Special Revenue Funds. Recommendations for remedial actions to correct weaknesses and amendments to the budget, if necessary, are provided by the Administration.

ACCOUNTING BASIS

The accounts of the Governmental Funds (General, Special Revenue, and Debt Service Funds) have been prepared on the modified accrual basis of accounting. Modifications of the accrual basis of accounting are as follows:

1. Revenues susceptible to accrual and material revenues that are not received at their normal time are recorded on the accrual basis, while other revenues are recorded when received in cash.

2. Expenditures are recorded on an accrual basis with these exceptions: prepaid expense items are recognized as expenditures at the time of purchase and interest on long-term debt is recognized as expenditures at maturity date.

3. Encumbrances are recorded as reservations of fund balance until they are expended or accrued as a liability in the fund.

The accounts of the Proprietary Funds (Enterprise and Internal Service) have been prepared on the full accrual basis of accounting. Revenues are recognized in the accounting period in which they are earned; expenses are recognized in the period in which they are incurred. Water, Sewer, Sanitation and Stormwater utility service revenues are recognized as billed.

BUDGETARY BASIS

Annual budgets are adopted for the General Fund, General Obligation Debt Service Fund, Enterprise Funds, Internal Service Funds, and Special Revenue Funds. All budgets are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) (i.e., the governmental funds use the modified accrual basis of accounting while the proprietary funds use the full accrual basis). Exceptions to GAAP are as follows: (a) Principal payments on long-term debt within the Proprietary Funds are applied to the outstanding liability on a GAAP basis, as opposed to being expended on a Budget basis; and (b) Capital outlay within the Proprietary Funds are recorded as assets on a GAAP basis and expended on a Budget basis. Depreciation expenses for the Proprietary Funds are listed as Renewal & Replacement transfers.

The appropriated budget is prepared by fund and department. Pursuant to State of Florida Statute 166.241, the amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves. The government’s department directors may make transfers of appropriations within a department line item subject to OMB approval. Transfers of appropriations between departments require the approval of the City Commission. The legal level of budgetary control (i.e., the level at which expenditures may not legally exceed appropriations) is the department level. Appropriations lapse at year-end except appropriations for Grant funds and Capital Improvement Project Funds which are carried forward until the project is completed.

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The City of Miami Beach’s Strategic Plan, through the Lens of Resilience, has been developed to ensure the long-term sustainability of City government: ensure expenditure trends are sustainable over the long term and improve overall financial health and maintain overall bond rating. Beginning in January 2007, the Budget Advisory Committee (BAC), with support from City administration, undertook the task of analyzing the City’s existing policies, identifying best practices as recommended by the Government Finance Officers Association (GFOA), and reviewing policies of other highly-regarded municipalities. City staff conducted extensive research and provided insight regarding rating agency considerations for improving their perspective on the financial outlook for the City. The following policies include those that have been adopted by the City Commission as a result of that effort, as well as policies have had existed prior to that time.

Policy: Stabilization Funds and Fund Balance/Contingency Planning and Cash Reserves

On June 5, 1996, the City Commission adopted Resolution No. 96-22014 which appropriated $10 million into a reserve for contingencies in the General Fund. This resolution called for this reserve to remain at 11% of the General Fund Operating Budget of the ensuing year. On February 18, 1998, the City Commission adopted Resolution No. 98-22661 which defined a public emergency for which funds could be used as well as stipulating that expenditure specifically requires a 5/7 vote rather than a majority of the Commission.

On September 21, 2006, the Commission adopted Resolution No. 2006-26341 which stated that in addition to the 11% of General Fund Operating Budget Emergency Reserve, the City shall have a goal to maintain a General Fund Reserve for Contingencies equal to 6% of the General Fund Operating Budget. In combination with the 11% of Emergency Reserve, this represents 2 months of the General Fund Operating Budget expenditures.

Further, the Resolution stated that the City of Miami Beach shall have a goal to develop and maintain appropriate levels of reserves in the Enterprise Funds as in the General Fund, and a goal of maintaining a reserve of 100% of pending claims in the Risk Management Fund and shall strive to fund 2/3 of the estimated value of insurance claims incurred but not reported.

On September 11, 2019, the City Commission adopted Resolution 2019-30954, based upon the recommendations of the Budget Advisory Committee, amending the City’s General Fund reserve policy set forth in Resolution 2006-26341, by increasing the required reserve for emergencies from 11% to 17% and the goal for reserve for contingencies from 6% to 8%, effectively increasing the total reserve target from 17% to 25%, or from 2 months to 3 months of the City’s General Fund operating budget.

Policy: Debt Issuance

Article V of the City Charter and Article III of the City Code empower the City Commission with the authority, by Resolution, to issue bonds for the purpose of paying all or part of the cost of projects. The principal of and interest on each series of bonds shall be payable from pledged revenues. At the option of the City Commission, the City may covenant to budget and appropriate from non-ad valorem revenue sources identified by the City by Resolution or from general non-ad valorem revenues of the City an amount necessary to make up any deficiency in the payment of the bonds.

Policy: Use of Non-Recurring Revenues

Pursuant to Resolution 2006-26341, the City of Miami Beach will use one-time, non-recurring revenue for capital expenditures or one-time expenditures and not to subsidize recurring personnel, operations and maintenance cost.

Policy: Balancing the Operating Budget

The Office of Management and Budget (OMB) is responsible for ensuring the financial stability and integrity of the organization by maintaining a balanced budget. This is accomplished by the development, presentation, and adoption of the organization’s annual operating budget in accordance with the requirements of Florida State Statute 200.065, commonly referred to as TRIM (TRUTH IN MILLAGE). Additionally, Florida State Statute 166.241 requires that the amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves. A budget ordinance is balanced when the sum of estimated net revenues and appropriated fund balances is equal to appropriations.

Further, Resolution 94-21258 adopted on July 27, 1994 requires review and reporting to the Miami Beach City Commission of adjustments and amendments to the City of Miami Beach annual budget for the purposes of conforming actual expenditures to the adopted budget at least once every quarter.

Policy: Pension Reform

On July 17, 2013, the City Commission adopted Resolution 2013-28290, which includes policies and guidelines intended to address increasing costs derived from the benefits provided to the pension plan members, particularly in the City Pension fund for Firefighters and Police Officers in the City of Miami Beach, which represent the fastest growing costs to the City’s budget in recent years. These policies and guidelines address four perspectives to ensure long-term pension reform: (1) Affordability and Sustainability, (2) Appropriate Benefits to Provide to Employees, (3) Recruitment and Retention, and (4) Management of Risk/Risk Sharing.

Financial Policies

FINANCIAL POLICIES

63

Policy: Guiding the Design of Programs and Services

Pursuant to Resolution 2006-26341:

• The City of Miami Beach shall create a strategic plan that identifies multi-year strategic priorities with corresponding result measures for each priority.

• Annually, the City of Miami Beach shall use a strategic planning process to develop initiatives that support the strategic plan priorities.

• The budget process and format shall be performance-based and focused on performance measures.

• Any new initiatives not core to the City’s core mission identified in the strategic plan that is greater than 0.5% of budget for the fund impacted per year, or cumulatively, shall be first considered as part of the City’s annual strategic planning process to develop initiatives.

Policy: Cash Management

Excess cash during the year is invested in cash deposits, money market funds, U.S. Treasury obligations, U.S. government agencies, commercial paper, corporate bonds, and repurchase agreements. The investment policy of the City is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, deposits were either covered by federal depository insurance or a collateral pool held by the State Treasurer for the benefit of all public deposits in Florida, or by collateral held by third parties in trust in the name of the City. All cash and investments of the City currently meet the criteria for Risk Category #1 as defined by the Governmental Accounting Standards Board.

Policy: Managing Investments

On September 27, 1995, Resolution 95-21726, as amended by Resolution 97-22315 on March 5, 1997, adopted an investment policy for the City of Miami Beach which specifies the authorized investment options and defines the percentage of City funds which may be invested in said categories. The investment objectives are safety of capital, return on capital and liquidity of capital. Investment returns are important and can make significant contribution to the City’s operations and capital projects.

Resolution 2004-25456, adopted on January 14, 2004, authorized the Administration to contract with MBIA Municipal Investors Service Corp provides Investment Advisory services to the City to manage and direct the investment of excess funds in accordance with the City of Miami Beach Investment Policy investment objectives.

On December 12, 2018, the City Commission adopted Resolution 2018-30623 amending the City’s Investment Policy and Procedure by updating percentages and maturity limits per issuer, adding new types of investments, updating the policy to conform to current government industry best practices, and providing that the Investment Program be reviewed and rated by the Association of Public Treasurer (APT) and Standard and Poor’s.

FINANCIAL POLICIES

Policy: Capital Asset Acquisition, Maintenance, Replacement and Retirement

Pursuant to Resolution 2006-26341, the City of Miami Beach shall have a goal to fund at least 5% of the General Fund for the following capital needs as a permanent part of the budget.

Capital Renewal and ReplacementTo ensure adequate funding for the renewal and replacement of the City’s General Fund facilities to extend the useful life or replace equipment whose useful life has expired. City of Miami Beach Resolution No. 2004-25697, dated September 28, 2004, established a restricted renewal and replacement account is funded by dedicating a portion of the millage. The dedicated millage and project specific appropriations from the fund are reviewed and approved each year by the City Commission as part of the budget process. Unused funds stay in the account until projects are completed or can be used for other projects subject to Commission approval. The City Commission Resolution No. 2005-25832, dated February 23, 2005, established more stringent criteria for the use of these funds by summarizing the criteria into three critical areas; include a preamble/whereas clause pertaining to emergency use of funds; and provide a provision for emergency use of the funds.

Capital Reserve FundTo help ensure adequate funding related to previously approved capital projects for expenditures due to bids that are over-budget, change orders, or other unforeseen items for General Fund projects.

1. Further, Resolution 2006-26341, stipulates that the City of Miami Beach shall have a goal to develop and maintain appropriate levels of capital reserves in the Enterprise Funds as in the General Fund.

2. In addition, Resolution 2002-24764 requires that at least 50% of the annual General Fund revenues in excess of expenditures shall be transferred to the Capital Reserve Fund.

Pay-As-You-Go Capital FundTo ensure adequate on-going reinvestment in capital plant and equipment and avoid deferring capital needs until there is a major bond issue, City of Miami Beach Resolution No. 2018-30429, dated July 25, 2018, established a dedicated millage commencing in FY 2019 to continue funding General Fund capital projects while simultaneously allowing for growth over time with property values.

Capital Investment Upkeep FundTo help ensure adequate funding for General Fund non-facility related upkeep.

Information and Communications Technology FundTo help ensure adequate funding for the procurement of new or enhanced information and technology needs of the City.

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Policy: Resort Tax Reserve Fund

On April 23, 2014, the City Commission adopted Resolution 2014-28543 based upon the recommendations of the Budget Advisory Committee, which established a financial policy for the establishment of a reserve in the City’s Resort Tax Fund. The adopted reserve policy for the Resort Tax Fund addresses the volatility of this key funding source to minimize potential future negative impacts from unforeseen events, ensures continuity of operations in both the Resort Tax Fund and General Fund, and maintains or improves the City’s credit ratings.

On January 16, 2019, the City Commission adopted Resolution 2019-30664 based upon the recommendations of the Budget Advisory Committee, which amended the City’s Resort Tax Fund reserve policy as set forth in Resolution 2014-28543. The Resort Tax Fund reserve policy was amemded as follows: (1) The City of Miami Beach shall maintain a minimum reserve in the Resort Tax Fund (Fund 160) of two months of total revenue of the 2% resort tax and shall have a goal of maintaining a minimum reserve equal to six months of total revenue of the 2% resort tax; (2) Said goal of six months of total revenue of the 2% resort tax shall be established within the timeframe of ten years effective as of October 1, 2019; (3) A permanent contingency reserve is hereby established in an amount not less than two months of total revenue of the 2% resort tax in the Resort Tax Fund to be held for use in a public emergency if and when an emergency affecting life, health, property, public safety, or a significant economic impact on resort tax collections, and the expenditure of such funds is authorized by a five-sevenths (5/7) vote of the City Commission; (4) Said contingency reserve shall be increased or decreased annually, but shall be maintained at a minimum amount of two months of total revenue of the 2% resort tax of the then existing Resort Tax Fund Budget; (5) As the reserve level increases over time to meet the six month goal, the minimum required 2% Resort Tax reserve will increase above the initial two months, as a moving floor, beginning an attainment of the remaining target. For example, once the reserve attains the four month target at the end of a fiscal year, the minimum reserve would increase to three months and so on, until the six month minimum reserve is achieved; (6) Prior to any expenditures from this reserve, the Mayor and City Commission must declare an emergency affecting life, health, property, public safety, or a significant economic impact on resort tax collections, and authorize said expenditures by a five- sevenths (5/ 7) vote. The Administration is directed to restore the reserve to its aforementioned level in an amount of not less than five hundred thousand dollars ($500,000) annually, by an amendment to the Adopted Resort Tax Fund Budget.

FINANCIAL POLICIES

WANT EVEN MOREINFORMATION?

For more information on these Resolutions and other documents, visit the City of Miami Beach’s document center at:

http://docmgmt.miamibeachfl.gov/WebLink/Browse.aspx

From there, you can browse a large collection of official City documents by using the search bar.

Policy: Fees and Annual CPI Increases

During the Fiscal Year 2019 budget process, the City Commission directed City staff to review the City's current approaches for annually indexing the City's rates, fees, and charges (collectively, the "City Fees"). The purpose of this review was to help ensure that the City Fees kept up with inflation and were sufficient to recover the costs of providing services to the City's residents and customers. From a best financial management practices standpoint, smaller incremental increases over time can help avoid future "rate shock" and large "catch up" rate increases. Annual rate indexing is looked upon favorably by credit rating agencies and can help position the City for higher credit ratings and lower interest rates when debt financing high-priority capital improvements for the betterment of the City.

On September 25, 2019, the City Commission passed Ordinance 2019-4299, which established an annual adjustment for certain specified fees and charges to reflect increases in the Consumer Price Index (CPI). It also established that certain other fees and charges shall be subject to adjustment as otherwise provided in the city code.

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STRATEGIC PLANNING

MIAMI BEACH’S STRATEGIC PLAN THROUGH THE LENS OF RESILIENCE

The Miami Beach Strategic Plan Through the Lens of Resilience was adopted by the Mayor and Commission on July 17, 2019. It outlines an innovative effort that tackles our city’s vulnerabilities head-on with an integrated plan to achieve organizational goals while also improving quality-of-life opportunities for the local community. The strategic plan compliments the Resilient305 Resilience Strategy - the official intergovernmental resilience strategy of the Greater Miami and the Beaches (a unique partnership that consists of the City of Miami Beach, the City of Miami, and Miami-Dade County), which was launched in May of 2019 in partnership with the Rockefeller Foundation’s 100 Resilient Cities program (100RC) and is now supported by the new Global Resilient Cities Network (GRCN). Since the adoption of Miami Beach’s Strategic Plan through the Lens of Resilience over a year ago, the city has worked towards our vision, tracking progress. Progress reports were issued in October of 2019 and February of 2020 and strategic planning Commission Retreats were held in January and March of 2020. In January of this year, the Miami Beach Community Survey dashboard was launched, which gives elected officials and staff an easy way to view and analyze citywide survey results of Miami Beach viewpoints. As we continue to review and discuss the progress of each Strategic Plan action item, the ongoing response and recovery from the COVID-19 pandemic remains priority #1. Since March 2020, the city has remained in a state of emergency due to the COVID-19 pandemic. As a result, there are some Strategic Plan action items that have been paused or have had to be re-evaluated. That said, Miami Beach’s Strategic Plan is designed to be adaptable. Although priorities have shifted, it is still our guiding document. The following outline of the Miami Beach COVID-19 response highlights the adaptive and agile response required of all departments.

Organizational Innovation

Leadership

• Created an emergency management response structure for daily COVID-19 response coordination. • Monitored COVID-19 daily, issuing situation reports and communicating key health indicators while preparing for hurricane season.• Integrated City Commission in administrative decision making, updating them through daily and weekly meetings to participate in the

response, to establish policies, and emergency orders. • Completed construction close-out details to quickly repurpose the Miami Beach Convention Center as an Alternate Care Facility,

essentially a pop-up field hospital, for COVID-19 patients.

Miami Beach is a city that ingrains its strategic plan, daily operations, and vision for its future in the concept of “resilience”. It is a city with a culture of preparedness that is constantly learning, planning and adapting to be stronger and readier than it was before. This year, our city has experienced shocks and stresses that are unprecedented. It has tested the economic, emotional and physical resilience of our residents, our staff and our businesses. It has flipped our community, nation and world upside down. Still, with every challenge we see opportunity. With a history of thriving come-backs after significant setbacks like the great recession, major hurricanes and the Zika crisis, the City of Miami Beach is known to lead its way out of a crisis.

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STRATEGIC PLANNING

Leadership Cont’d

• Worked with the State Office of Emergency Management to authorize the creation of a drive-up and walk-up COVID-19 testing center at the Miami Beach Convention Center.

• Created a COVID-19 Health Advisory Team, made up of public health experts from universities and hospitals, to inform policy decisions.

• Coordinated emergency management procedures with the County Office of Emergency Management and the Florida Division of Emergency Management on protocols for storm response and evacuation while adhering to social distancing guidelines.

• Deployed emergency response during the pandemic the threat of two tropical storms threatening the south Florida area.• Mobilized the city workforce to provide help to our most vulnerable, services to the community, and turned into a virtual city hall to

keep the economy moving while continuing to provide direct services.

Community Engagement

• Implemented Zoom technology to allow public meetings to continue. Through the use of this technology, there has been a drastic increase in public attendance.

• Developed a webpage on the City’s website that houses all information pertaining to COVID-19 and placed a banner on the homepage of the website to allow for easy access to the page.

• Created custom graphics to encourage and educate residents and visitors on precautions and rules related to COVID-19. Graphics include pole banners, digital graphics, banners, a-frame signs and a completely custom reopening campaign.

• Created email blasts for residents and businesses about COVID-19.

Coordination and Collaboration

• Participated in Miami-Dade County and Miami-Dade League of Cities meetings, advocating for Miami Beach residents and business needs and tailoring emergency orders and reopening to unique areas such as the beaches, parks, and restaurants.

• Carefully opened the beaches in coordination with Miami-Dade County, utilizing Beach Ambassadors to educate on safety procedures.• Acquired best practice knowledge and connections through the Rockefeller Foundation’s Testing Solutions Group and the Rockefeller

Foundation COVID-19 Testing Action Plan Miami Beach, as part of Resilient305. • Accessed global best practices through the Global Resilient Cities Network “Cities on the Front Line” and Cities for a Resilient Recovery.

Workforce and Workplace Safety

• Secured all the necessary PPE and other supplies needed to protect first responders and employees amid significant supply and pricing challenges.

• Developed reopening plans for employees and the workplace to prevent the spread of infection and an internal contact-tracing program.

• Developed employee testing procedures to require testing of all employees and following all recommended CDC and other protocols. • Provided remote work technology to all city employees, enabling full telecommuting services to maintain city services. • Enabled organization wide adoption of Microsoft Teams for collaboration and teleconferencing through live and recorded training

sessions, increasing utilization by over 1,900%. • Implemented e-signatures city wide to support digitization initiatives and streamline work from home and mobile staffing models.• Deployed modernized SharePoint intranet, including cutting edge workflows and digitization solutions for improve efficiencies and

streamline internal processes.• Created a new telework policy and forms in the beginning of the pandemic to guide a virtual workforce and telecommuting. • Distributed information on Telehealth services, Employee Assistance Program, and transition of the City’s Wellness program to an

online format. • Installed glove dispensers at all fuel stations and hand sanitizers for vehicles.• Adopted procedures for Code Compliance staff to reduce exposure and cross-contamination. Procedures included roll calls with

proper social distancing, limited building capacity and cleaning and sanitation of office and vehicles.• Adjusted customer service hours to respond to calls while minimizing risk. Expanded answer center hours. • Sanitized and prepared city hall for opening to employees and the public.


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STRATEGIC PLANNING

Fiscal Stewardship

• Implemented fiscal measures to continue providing services under the pandemic. Measures implemented include a hiring freeze, a hold on all non-COVID related expenses over $5,000, canceled city travel, ceased overtime and suspended non-essential city contracts.

• Rebid or renegotiated standing agreements resulting in approximately $725,000 in savings to date.• Structurally balanced the FY 2021 Preliminary Budget, relying on the city’s healthy budget reserves and cost saving measures.

Neighborhoods

Public Safety

• Created a first of a kind COVID-19 Fire Rescue unit responding from the city’s backup EOC at Mt. Sinai Hospital Medical Center. 911 call-takers implemented emergency pandemic surveillance, which allowed fire and police dispatchers to alert first responder prior to arriving at locations where suspected coronavirus patients may reside. Implemented testing for homebound residents 65+ years in age. Ocean Rescue assisted with Feeding America food distribution at Collins Park and helped with education on the Beachwalk. Fire Prevention Division personnel visited senior living facilities and high-rise buildings with a majority of senior residents.

• Created a Police Department Quarantine Response Team (QRT) to deal specifically with the Governor’s Executive order on quarantine following travel and continue to implement mask and social distancing rules.

• Shifted compliance efforts to education and compliance with all of the new orders, for example visiting essential businesses to ensure social distancing and masks and issuing citations. Issued warning and fines related to COVID-19.

• Developed an education and compliance approach for the phased re-opening of businesses. This approach consisted of education, outreach, inspections, guidance, monitoring and enforcement.

• Conducted COVID-19 screenings at garages for employees of private sector businesses, city employees and residents. Parking lots were restricted to residents.

Parks

• Contacted seniors for wellness checks, served meals to children in need, delivered Easter Baskets, and held summer camps. • Offered a Virtual Specialty Summer Camp for kids this summer. Classes offered included coding, culinary classes and dance classes

among other activities.• Coordinated an Easter event to bring spring goodies to the front doors Miami Beach residents. 767 egg baskets were distributed to

420 families. • Reopened 36 parks, 2 golf courses, park amenities and our boat ramp implementing daily sanitization measures to help mitigate the

spread of the virus.• Repurposed recreation staff to increase our sanitizing efforts and assist in the enforcement of emergency orders.

Development and Construction

• Shifted building permit application process to online applications only. Permits due to expire were extended for an additional six (6) month period.

• Developed procedures to ensure that construction sites follow appropriate CDC social distance measures to avoid the spread of the virus. Failure to comply with this procedure results in a violation or stop work order.

• Transitioned all land use board meetings to be held virtually, allowing development processes to continue despite the pandemic.


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STRATEGIC PLANNING

Prosperity

Business, Hospitality, and Tourism • Launched a reopening website and revamped its business portal website to educate businesses and the workforce about available

economic assistance and resources• Established and staffed a Resource Center with 14 employees from multiple city departments to aid residents with city sponsored food

distribution programs and providing resources to businesses regarding staffing concerns, financial assistance and operational support.• Launched full education and outreach for distribution to the business community, including weekly meetings, materials, and code

compliance inspections. • Created MB Standard, a certification program for businesses agreeing to implement enhanced safety measures. • Allocated $200,000 of the City’s Community Development Block Grant-Corona Virus (CDBG-CV) funding for creation of a Small

Business Grant program. Eligible Miami Beach small businesses may apply for reimbursement of qualified expenses of up to $10,000, as long as the business retains or creates, over a period of 12 months, one employee.

• Partnered with PRISM Creative Group to create a strategic campaign to promote, support and spotlight businesses in Miami Beach. • Launched the Restaurant Recovery Outdoor Seating Pilot Program to provide additional opportunities for restaurants to provide outdoor

dining in an effort to promote the economic recovery of the City’s restaurants, as well as provide an opportunity for residents to resume dining at local businesses.

• Created a $2 million Cultural Arts Emergency Fund. The City Commission and the Cultural Arts Council have approved the use of an emergency reserve fund, established in 1998, to launch the Miami Beach Cultural Arts COVID-19 Emergency Relief Fund (the “Fund”).

• Launched virtual art and culture programing platforms, with Cultural Anchors and Presenters, which continue to bring cultural offerings, including virtual art-making activities, master theatre workshops, concerts by musicians from around the world, and online exhibitions to residents and visitors.

Education

• Worked with the Miami-Dade County Public School System to support meal distribution for students facing food insecurity.• Transitioned to virtual mental health support provided by partners, sustained STEAM plus cultural infusion by pivoting to virtual

classrooms and enhanced free after-school enrichment to include robust virtual offerings.

Mobility

Vulnerable Populations

• Assisted in the logistics and support of food drives during the pandemic several times a week feeding thousands of families. • Issued four separate rental assistance programs.


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STRATEGIC PLANNING


Vulnerable Populations Cont’d

• Expanded the grocery delivery program to assist families who found themselves food insecure as a result of the impacts of COVID-19. Created a food pantry, serving 250 households weekly.

• Provided hand washing stations, masks, and hand sanitizer to homeless while also encouraging to seek services and end their personal homelessness.

• Conducted targeted outreach to identify, engage and place in quarantine those homeless over aged 60 or with health issues to ensure that they would not be exposed to the virus.

Mobility and Transportation

• Transformed Ocean Drive into a pedestrian only street to allow space for outdoor dining and exercise.• Implemented automatic pedestrian traffic signals at intersections to avoid the spread of COVID-19. • Suspended citywide trolley service on March 26, 2020 and anticipate resuming service in September 2020 at a reduced service level. • Provided Freebee service to seniors living in elder facilities at the onset of the COVID-19 pandemic.• Pursued an Inclusive Mobility On-Demand grant to fund an on-demand transit service for senior residents (as an alternative to trolleys).• Prepared MOT drawings and applied for/ obtained County and State permits for a range of enhancements for businesses and

pedestrians. This includes: to close sidewalks, travel lanes, and parking lanes for restaurant expansion along Ocean Drive, Washington Avenue, Purdy Avenue, Bay Road, Lincoln Road, and Ocean Terrace; and to close a travel lane on Collins Avenue from 43 Street to 87 Terrace to create a temporary 2-way bike lane.

• Developed an Open/Slow Streets plan for various streets in the Flamingo Park neighborhood and North Beach, pending County approval.

• Applied for a NACTO grant (Streets for Pandemic Response & Recovery) to fund the Washington Avenue Open/Slow Street Initiative.

Environment and Infrastructure

• Hosted a series of virtual community and employee Sustainachella workshops, with departments, local and national partnerships and cities. The workshops focused on community cohesion, environmental stewardship and sustainable living habits.

• Re-purposed sanitation personnel to clean public spaces such as bus stops to prevent the virus from spreading.• Transitioned all Urban Forestry, Right of Way and other public infrastructure and development related permits online.

Next Steps for Strategic Planning

Throughout FY 2021, the City will continue to implement key strategic plan objectives and actions as noted throughout each department’s budget section. The impacts on timelines and budgets are being assessed and milestones and outcomes are being adjusted. Miami Beach’s prosperity depends on our ability to move forward with a resilient recovery in a way that makes us less susceptible to setbacks in the future, and with a strategy that will diversify our economy.

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STRATEGIC PLANNING

The Miami Beach Vision


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GENERAL FUND FINANCIAL TRENDS

GENERAL FUNDFINANCIAL TRENDSThe Office of Management and Budget prepares an analysis of major revenue and expenditure trends on an annual basis. This five-year forecast is prepared based on a combination of economic data, past trends, general assumptions, and specific anticipated changes known by the City. The value of the forecast is that it provides insight into sustainable trend levels, potential areas of shortfall or surplus, and areas of concern for the future. The five-year forecast shows three scenarios reflecting conservative, likely, and optimistic assumptions for key revenue and expenditure drivers. The “likely” scenario reflects the best information available at this point in time.

OVERVIEW & HISTORICAL PERSPECTIVE

A significant component of the General Fund forecast is the assumption for property tax revenue as it is the largest component of revenue representing 60.1% of total FY 2021 revenues. In reviewing changes in property values since FY 2007, it is important to understand changes in State legislation that have impacted local governments. For example, there were unusually large increases in property values in Miami Beach and across Florida (see 30.3% and 18.1% increases in FY 2007 and FY 2008 in the chart below). Due to dramatic increases throughout the State, in 2007 the Florida Legislature took action by forcing all counties, cities, and special districts to roll back property tax collections. In addition, the Legislature implemented a property tax revenue cap that, beginning in FY 2009, limits property tax revenue increases to new construction plus the statewide percentage increase in per capital personal income. This cap has not affected property tax revenues for the City of Miami Beach due to the lowering of the millage rate over the last several years but may limit growth in the future. In 2008, the voters of Florida approved Amendment One which made the following changes that reduced property tax revenues to local governments:

• “Doubled” the then existing $25,000 homestead exemption (except for school taxes)

• Allowed for up to $500,000 of the Save Our Homes exemption to be applied to another property (portability)

• Imposed a 10% cap on assessments for non-homestead property (school taxes exempt)

• Instituted a new tangible personal property exemption of $25,000

OVERVIEW & HISTORICAL PERSPECTIVE CONT’D

Beginning in FY 2010, the real estate market in Florida experienced an unprecedented decrease in values, which was exacerbated by the 2009 financial crisis. In Miami Beach, values decreased in FY 2010 and FY 2011 by 8.2% and 10.5%, respectively.

From FY 2012 to FY 2013, values increased at a new normal rate of about 5.0%. Property values increased 9.9%,13.3%, and 13.0% in FY 2015, FY 2016, and FY 2017 as the real estate market in South Florida, and especially in Miami Beach, heated up. The FY 2018, FY 2019, and FY 2020 increases of 7.8%, 4.0%, and 3.1% are reflective of the anticipated stabilization of the real estate market where the increases in property values are more moderate.

It is important to note that although the FY 2021 overall increase in property values was 4.1%, existing property values only increased by 0.8%. The majority of the property value increase was due to a $1.0 billion (or 334%) increase in new construction values, 77% of which was generated by 4 properties. This level of increase is not expected to be sustained in the upcoming years. Due to property tax revenue limits implemented by the State Legislature, there is no expectation that values will increase as dramatically as they did in FY 2007 and FY 2008.

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It is important to note that during the great recession, Miami Beach’s property values improved at a faster rate than less affluent areas within the state. While those areas are now experiencing greater effects of the recovery, Miami Beach’s values are growing at a more tempered rate.

Throughout the past three budget development cycles, the discussion focused on the need to recognize the impact of the slow-down in the City’s property value increase and resulting property tax revenues, exacerbated by annual growth in operating expenditures due to contractually required payroll costs, and enhanced levels of services.

Other conditions which could present further challenges to future budgets include pension costs, health insurance costs, and increases in operating and maintenance expenditures related to the General Obligation Bond program.

In response to these challenges, the Administration has developed a program budget (similar to activity-based costing) that breaks out the City’s budget into programs with associated costs, revenues, number of employees, and performance measures that show the service level provided. During the FY 2020 budget process, staff made innovative use of zero-based budgeting (ZBB) to address a structural imbalance in the Sanitation fund. Based on the success of this process, ZBB has continued to be used as a strategic tool during the budget process.


On March 1, 2020, the Governor issued an Executive Order directing the Surgeon General of the State of Florida to issue a public health emergency, and in response to the pandemic outbreak of COVID-19, the Governor declared a State of Emergency on March 9, 2020. In direct response to the first confirmed case of COVID-19 in Miami-Dade County on March 11, 2020, the Miami-Dade County Mayor declared a State of Emergency for Miami-Dade County. The City Manager declared a State of Emergency in the City of Miami Beach on March 12, 2020. Subsequently, both the County and the City issued various Emergency Orders temporarily closing public and private facilities, including the temporary closure of all non-essential retail and commercial establishments and identifying essential retail and commercial businesses which may remain open. These actions have greatly limited the amount of economic activity taking place in the City of Miami Beach and continue to result in significant impacts to the City’s finances.

In response to the projected revenue losses through the end of the fiscal year (FY), the Administration presented the City’s budget-balancing plan to the Finance and Economic Resiliency Committee (FERC) on April 17, 2020. These plans emphasized cost reductions as much as possible, including a reduction in capital expenditures, and judiciously using reserves to make up the difference.

As discussed in the City Manager’s Message section of this book, the FY 2021 operating budget has been balanced to adjust for the projected impact of COVID-19 on the City’s finances. The balancing plan comprises one-time expenditure reductions in all departments, including citywide furloughs, a hiring freeze, a freeze on non-essential expenditures and a freeze on training and travel. The Administration will continue to monitor the fiscal impact of COVID-19 as the epidemic unfolds and continue to make strategic adjustments as necessary.

The full impact of the newly reimagined Miami Beach Convention Center was expected to be recognized during FY 2020 and FY 2021. This new, world-class, venue represents a critical revenue stream for the City of Miami Beach, as well as a tourism and destination attraction, and will attract high-quality events that measurably benefit the City, its residents, visitors, and businesses alike. It is expected that when the economy returns to normalcy, the fiscal impacts of the renovated Center will be realized.

Finally, in July 2018, the City Commission approved a development and lease agreement for the 2.6-acre property at the northeast corner of 17 Street and Convention Center Drive. On November 6, 2018, voters approved the construction and operation of an 800-room hotel and related facilities, including and up to 52,000 square feet of accessory retail and restaurant facilities for the public. Once completed, the Convention Center hotel will help attract even more high-quality events that would measurably benefit the City, its residents, visitors, and businesses alike.


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REVENUE ASSUMPTIONS

The main revenue assumptions used in the revenue portion of the forecast are property tax values, resort tax revenues, and other revenues.

Property Tax Values

Citywide property values increased by 4.1% in FY 2021. Due to the uncertainty of the impact of COVID-19 on property values, and the fact that existing property values increased by 0.8% in FY 2021, the likely scenario below anticipates that property values will increase by a modest 1% in FY 2022 then increase incrementally each year until stabilizing at a moderate rate of 4% in FY 2026.

Resort Tax Revenues

The City is highly dependent on the tourism and hospitality industry. As a result, due to COVID-19, the City is continuing to experience dramatic impacts to its Resort Tax revenues. Resort Tax revenues transferred to the General Fund is budgeted to decrease by 49.3% in FY 2021.

EXPENDITURE ASSUMPTIONS

In the General Fund, personnel services comprise approximately 76.1% of expenditures. Within personnel services, salaries and wages comprise 58.3%, pension contributions 24.9%, and health insurance 12.2%. As a result, any changes to salaries, pension contributions, and health insurance have a large impact on recurring expenditures.

REVENUE ASSUMPTIONS

GENERAL FUND REVENUES - SCENARIO #1 CONSERVATIVE FY 2022 FY 2023 FY 2024 FY 2025 FY 2026

PROPERTY TAXES 0.0% 1.0% 1.5% 2.0% 3.0%RESORT TAX * 1.0% 2.0% 2.0% 2.0%ALL OTHER

GENERAL FUND REVENUES - SCENARIO # 2 LIKELYFY 2022 FY 2023 FY 2024 FY 2025 FY 2026


GENERAL FUND REVENUES - SCENARIO # 3 OPTIMISTICFY 2022 FY 2023 FY 2024 FY 2025 FY 2026


1.0%

1.5%

2.0%

* Projected Resort Tax revenues transferred to the General Fund in FY 2022 assumes an increase that tracks closer to the FY 2020 budget, which reflects approximately 90% of Pre-COVID-19 revenue in the Likely scenario.

REVENUE ASSUMPTIONS CONT’D

As a result of the uncertainty of when the economy will return to normalcy, the likely scenario below anticipates that FY 2022 Resort Tax revenues transferred to the General Fund will return to a level that is closer to historical actuals (approximately 90% of the FY 2020 budget), then increase by 2% in FY 2023 and then stabilizing at a moderate annual growth rate of 3%.

Other Revenues

Based on historical trends, all other revenues are projected to fluctuate differently between scenarios as outlined below. The transfer of Parking Surplus to the General Fund was eliminated in the FY 2021 budget and is anticipated to remain the same in the future. None of the scenarios assume a millage rate reduction or increase, which is an annual policy decision that must be adopted by the City Commission.

EXPENDITURE ASSUMPTIONS CONT’D

Wage Increases

Cost of Living Adjustments (COLAs) are negotiated with each of the city’s five labor bargaining units. Four of the five agreements will terminate on September 30, 2021 and the fifth will end on March 31, 2022. The likely scenario below projects a 0% COLA each year, given the projected low growth in property values and Resort Tax revenues over the forecast period. Merit and Step increases are also negotiated with each of the city’s five labor bargaining units. The likely scenario outlined below projects a 5% step increase for the police and fire unions and a 2% merit for all other bargaining units, per the current contracts.

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EXPENDITURE ASSUMPTIONS

GENERAL FUND EXPENDITURES - SCENARIO #1 CONSERVATIVEFY 2022 FY 2023 FY 2024 FY 2025 FY 2026

COLA 1.0% 1.0% 1.0% 1.0% 1.0%PENSION COSTS - F&P 7.4% 5.4% 4.2% 4.0% 3.8%PENSION COSTS - MBERP -5.6% 0.6% 2.1% 2.5% 1.2%EXCESS PENSION PMTS-IRS 415HEALTH & LIFE INSMERITSTEPOPERATING*

GENERAL FUND EXPENDITURES - SCENARIO #2 LIKELYFY 2022 FY 2023 FY 2024 FY 2025 FY 2026

COLA 0.0% 0.0% 0.0% 0.0% 0.0%PENSION COSTS - F&P 6.4% 4.4% 3.2% 3.0% 2.8%PENSION COSTS - MBERP -6.6% -0.4% 1.1% 1.5% 0.2%EXCESS PENSION PMTS-IRS 415HEALTH & LIFE INSMERIT 2.0%STEP 5.0%OPERATING* 2.0%

GENERAL FUND EXPENDITURES - SCENARIO #3 OPTIMISTICFY 2022 FY 2023 FY 2024 FY 2025 FY 2026

COLA 0.0% 0.0% 0.0% 0.0% 0.0%PENSION COSTS - F&P 5.4% 3.4% 2.2% 2.0% 1.8%PENSION COSTS - MBERP -7.6% -1.4% 0.1% 0.5% -0.8%EXCESS PENSION PMTS-IRS 415HEALTH & LIFE INSMERITSTEPOPERATING*

OTHER EXPENDITURES FY 2022 FY 2023 FY 2024 FY 2025 FY 2026OVERTIME/OTHER WAGESOTHER BENEFITSCAPITAL TRANSFERS

8.0%1.5%

10.0%2.0%

2.0%5.0%3.0%

1.0%1.0%1.0%

1.0%6.0%2.0%5.0%1.0%

* Projected Operating Expenditures in FY 2022 assume an increase that tracks closer to the FY 2020 budget, which reflects 96% of Pre-COVID-19 expenditures in the Likely scenario.


Pension Contributions

Pension contributions are determined by the actuarial valuations prepared for the City’s two pension boards, Fire & Police and Miami Beach Employees’ Retirement Plan. The likely scenario outlines the future changes in contributions outlined in the most recent actuarial reports.

Health Insurance

The City’s health insurance plan is self-funded and as a result, annual medical and prescription claims significantly impact the cost to the city. Over the past three years, changes in health insurance costs have trended down from a historical average of 10% increases annually. The City’s Wellness Program has entered its fifth plan year and has a 47% engagement rate (17% highly engaged). Participation in the City’s Wellness Program is almost 8% higher than other peers. The likely scenario below projects a conservative 8% overall increase in health insurance costs.


Other Expenditures

As previously noted, the FY 2021 operating budget has been balanced to adjust for the projected impact of COVID-19 on the City’s finances. The balancing plan comprises one-time expenditure reductions in all departments, including citywide furloughs, a hiring freeze, a freeze on non-essential expenditures, and a freeze on training and travel. As a result, the FY 2021 budget includes an 11% reduction in operating expenditures.

The likely scenario below anticipates a gradual return to operating expenditure levels in FY 2022 that are closer to historical actuals (96% of the FY 2020 budget), then increasing by 2% in the remaining years. All other expenditures are projected to increase at a moderate rate of 1% based on historical trends with the exception of operating expenditures. None of the assumptions include additional service levels or program enhancements that would be considered annually by the City Commission.

76


FIVE YEAR FORECAST

The forecast analysis provides a planning tool to enhance decision making to ensure that future expenditures do not exceed sustainable trend levels, and to implement long-term strategies to reduce projected shortfalls over the forecast period, including incorporating this trend analysis in collective bargaining negotiations.

The table below summarizes the impact of the three scenarios, which reflect a conservative, likely, or optimistic outlook. These planning scenarios represent a spectrum, of which Scenarios #1 and #3 are on opposite ends. For example, Scenario #1 is conservative on both revenues and expenditures, which results in a more extreme example of what could happen under those circumstances. The same is true for Scenario #3, which is optimistic on both revenues and expenditures.

$3.4 M gap

$3.2 M gap

$2.1 M gap

$270 K gap

$3.2 M surplus

320,000,000

330,000,000

340,000,000

350,000,000

360,000,000

370,000,000

380,000,000

390,000,000

400,000,000

2021 Budget 2022 Proj. 2023 Proj. 2024 Proj. 2025 Proj. 2026 Proj.

REVENUES EXPENDITURES

$10.4 M gap

$16.4 M gap

$21.3 M gap

$24.5 M gap

$25.5 M gap

5 Year Forecast Chart: Scenario #2 LIKELY

FIVE YEAR FORECAST CONT’D

Scenario #2 can be considered the mid-point of the spectrum or the most likely scenario of the three. In any given year, revenues and/or expenditures could come in higher or lower than expected.

In reviewing the chart showing the result of Scenario #2 Likely, the General Fund is projected to be structurally imbalanced by $10.4 million in FY 2022. It also forecasts a growth in this imbalance each year in the absence of significant adjustments to the budget.

In response to this anticipated fiscal challenge, the Administration is exploring various options including new revenue sources, aligning future expenditures to the programs which support the City’s strategic plan, and aggressively pursuing long-term cost saving opportunities. The fourth year of program budget development will continue to be refined to increase the usefulness of this tool. In addition, the innovative use of zero-based budgeting will be expanded to help identify efficiencies in operating departments.

2021 Budget 2022 Proj. 2023 Proj. 2024 Proj. 2025 Proj. 2026 Proj.REVENUESSCENARIO #1 Conservative 327,579,000 326,186,616 329,442,000 334,015,000 339,661,000 347,469,000 SCENARIO #2 Likely 327,579,000 332,236,344 337,376,000 343,932,000 352,680,000 363,785,000 SCENARIO #3 Optimistic 327,579,000 340,256,073 350,455,000 362,392,000 375,857,000 391,006,000

EXPENDITURESSCENARIO #1 Conservative 327,579,000 343,918,300 358,721,000 374,100,000 390,317,000 407,069,000 SCENARIO #2 Likely 327,579,000 342,621,516 353,815,000 365,269,000 377,214,000 389,334,000 SCENARIO #3 Optimistic 327,579,000 345,257,016 354,327,000 363,509,000 373,029,000 382,567,000

2022 Proj. 2023 Proj. 2024 Proj. 2025 Proj. 2026 Proj.(17,731,684) (29,279,000) (40,085,000) (50,656,000) (59,600,000)(10,385,171) (16,439,000) (21,337,000) (24,534,000) (25,549,000)(5,000,943) (3,872,000) (1,117,000) 2,828,000 8,439,000REV SC #3 - EXP SC #3 Optimistic

REV SC #2 - EXP SC #2 LikelyREV SC #1 - EXP SC #1 Conservative SURPLUS / GAP EACH YEAR

77

FINANCIAL SUMMARIES

Citywide BudgetOverview

CONVENTIONCENTER

ALL FUNDS WITHOFFICIALLY

ADOPTED FUNDS

ENTERPRISEFUNDS

GOVERNMENTALFUNDS

PROPRIETARYFUNDS

GARAGE OPERATIONS

SPECIAL REVENUE FUND

GENERAL OBLIGATION DEBT

SERVICE FUND

SANITATION INFORMATIONTECHNOLOGY

GENERAL FUND

OTHER SPECIALREVENUE FUNDS

WATER & SEWER CENTRALSERVICES

RESORT TAXSPECIAL REVENUE

FUND

RDA FUNDS

STORM WATER FLEETMANAGEMENT

ART IN PUBLIC PLACES

CAPITAL PROJECTSFUNDS

PARKING PROPERTYMANAGEMENT

RISKMANAGEMENT

INTERNAL SERVICEFUNDS

ALL FUNDS REPORTED IN

FINANCIAL STATEMENT

PROPRIETARYFUND TYPES

GOVERNMENTALFUND TYPES

FIDUCIARYFUND TYPES

ENTERPRISEFUNDS AGENCY FUNDSGENERAL FUND

SPECIAL REVENUEFUNDS

INTERNAL SERVICES FUNDS

CAPITAL PROJECTSFUNDS

DEBT SERVICEFUNDS

PENSION FUNDS

OPERATING BUDGET

The City of Miami Beach provides a wide range of municipal services including Police, Fire-Rescue, Parks and Recreation, Water, Sewer, Storm Water, Sanitation, etc. Our annual operating budget allows us to address the needs of the community. The total operating budget for FY 2021, net of transfers, is $625,568,000 and is comprised of the following:

• General Fund

• General Obligation Debt Service Fund

• Enterprise Funds

• Internal Service Funds (netted out)

• Special Revenue Funds

• Transfer to the Redevelopment Agency

BUILDING INSPECTOR GENERAL

78

FINANCIAL SUMMARIES

GENERAL FUND

The General Fund is the primary operating fund for the City and includes much of the usual activities of any municipality including Police, Fire, Parks and Recreation, Public Works Streets and Engineering, and Tourism and Culture, as well as general administrative functions and the Office of the Mayor and City Commission. Within the General Fund, Citywide Accounts reflect expenditures that do not fall under the purview of a specific department such as accumulated leave payments, grants to social service agencies and non-profits, special studies, etc. They are monitored by the Office of Management and Budget and the City. The FY 2021 General Fund budget is $327,579,000.

GENERAL OBLIGATION DEBT SERVICE FUND

General Obligation Debt is the debt service funding required for voter-approved bonds issued with the belief that a municipality will be able to repay its debt obligation through taxation or revenue from projects. No assets are used as collateral. The FY 2021 General Obligation Debt budget totals $12,798,000 and includes the required debt service for the first tranche of the General Obligation (G.O.) Bond Program approved by the voters on November 6, 2018.

ENTERPRISE FUNDS

The Enterprise Fund budgets are comprised of departments that use revenues received for services provided to the general public on a continuing basis and are primarily financed through user charges. The criteria used to determine if an operation should be an Enterprise Fund includes: 1) that it generates revenues; 2) that it provides services to the community; and 3) that it operates as a stand-alone entity, without subsides from taxes, etc. The City’s Enterprise Fund Departments are Convention Center, Sanitation, Storm water, Water, Sewer, Parking, and Building. The FY 2021 Enterprise Fund budgets total $217,267,000.

INTERNAL SERVICE FUNDS

An additional $107,038,000 is budgeted for the Internal Service Fund budgets. Internal Service Funds are used to account for the financing of goods and services provided by one department to other departments on a cost-reimbursement basis. Internal Service Fund rates are set to recover the full cost of providing a particular service. The Internal Service Funds’ budgeted expenditures are completely offset by revenues received from the General Fund, Enterprise Fund, and Special Revenue Fund Departments. The City’s Internal Service Fund Departments are Information Technology, Central Services, Risk Management, Property Management, Fleet Management, and Office of the Inspector General.

SPECIAL REVENUE FUNDS

Special Revenue Funds are used to account for revenues and expenditures that are legally restricted or committed for specific purposes other than debt or capital projects. Special Revenue Funds, excluding the Resort Tax Fund, total $23,824,000 and include the following funds: 7th Street Garage Operations; 5th & Alton Garage Operations; Tourism and Hospitality Scholarship Program; Green/Sustainability Fund; Waste Hauler Additional Services and Public Benefit Contribution Fund; Education Compact Fund; Red Light Camera Fund; Emergency 911 Fund; Information and Communications Technology Fund; Transportation and People’s Transportation Plan Funds; Miami Beach Cultural Arts Council; Residential Housing Fund; Normandy Shores Dependent Taxing District Fund; Biscayne Point, Allison Island, Biscayne Beach Special Taxing District Funds; Police Unclaimed Property; Police Confiscation Trust Funds (Federal and State); Police Crash Reports; Police Training and School Resources Fund; Adopt-A-Bench Program; Tree Preservation; Commemorative Tree Trust; Miami City Ballet; Domestic Violence; Beachfront Concession Initiatives; and Art in Public Places (AIPP) Fund.

Further, an additional $69,330,000 is budgeted within the Special Revenue Funds for the Resort Tax Fund, which includes a transfer of $18,639,000 to the General Fund. This is the City’s largest Special Revenue Fund. The Resort Tax Fund is supported primarily by taxes levied on hotel, motel, rooming house and short-term apartment room rents as well as on food and beverages sold at retail in any restaurant, as authorized by State Statute, and is used to fund tourism-eligible expenditures. Additional details can be found in the Resort Tax section of this document.

OTHER BUDGETS

Additionally, the Capital Budget totaling $59,991,145 can be found in the Capital and Debt Section of this document. More detailed, in-depth information, on the Capital Budget can be found in the companion volume titled Proposed FY 2021 – 2025 Capital Improvement Plan & FY 2021 Capital Budget.

The City of Miami Beach Redevelopment Agency (RDA) is a blended major Special Revenue Fund and is a separate entity, whose Chairperson and Board of Directors, are also the City’s Mayor and Commission. The Operating Budget for the RDA is $70,141,000. The City of Miami Beach’s Operating Budget includes a transfer of $31,110,000 in tax increment revenues to the City Center Redevelopment Agency. Additional details can be found in the RDA section of this document.

79

FINANCIAL SUMMARIES

G.O. DEBT SPECIAL INTERNALFUNCTION/DEPARTMENT GENERAL SERVICE RDA REVENUES TOTALS SERVICE

GENERAL OPERATING Ad Valorem Taxes 193,218,000$ Ad Valorem- Capital Renewal & Repl. 807,000Ad Valorem- Pay-As-You-Capital 2,592,000Ad Valorem- Normandy Shores 173,000Other Taxes 24,083,000Licenses and Permits 13,925,000Intergovernmental 11,254,000Charges for Services 13,061,000Fines & Forfeits 1,069,000Interest Earnings 2,769,000Rents & Leases 5,954,000Miscellaneous 15,125,000Resort Tax Contribution 18,639,000Other Non-Operating Revenue 16,910,000Use of General Fund Reserves 8,000,000

FUND TOTAL 327,579,000$ 327,579,000$

G.O. DEBT SERVICE FUNDAd Valorem Taxes 12,798,000

FUND TOTAL 12,798,000$ 12,798,000$

RDA FUND-CITY TIF OnlyAD VALOREM TAXESProperty Taxes- RDA City Center (net) 31,110,000

FUND TOTAL 31,110,000$ 31,110,000$

ENTERPRISE FUNDSBuilding 16,596,000Convention Center 26,318,000Parking 36,347,000Sanitation 22,124,000Sewer Operations 49,226,000Storm Water Operations 31,159,000Water Operations 35,497,000

FUND TOTAL 217,267,000$ 217,267,000$

INTERNAL SERVICE FUNDSCentral Services 1,042,000Fleet Management 13,216,000Information Technology 17,652,000Office of Inspector General 1,459,000Property Management 10,956,000Risk Management 22,455,000Medical & Dental Insurance 40,258,000

FUND TOTAL 107,038,000$

SPECIAL REVENUE FUNDSEducation Compact 350,000Resort Tax 69,330,000Tourism & Hospitality Scholarships 80,000Cultural Arts Council 1,750,000Sustainability 590,000Waste Haulers 106,000Normandy Shores 269,000Biscayne Point 221,000Allison Island 221,000Biscayne Beach 221,0005th & Alton Garage 643,0007th St. Garage 2,028,000Transportation 7,851,000Tree Preservation 105,000Commemorative Tree Trust Fund 3,000People's Transportation Plan 4,239,000Police Confiscations - Federal 130,000Police Confiscations - State 164,000Police Crash Report Sales 25,000Police Unclaimed Property 29,000Police Training 25,000Red Light Camera 1,407,000Residential Housing 813,000E-911 669,000Information & Technology Tech 300,000Art in Public Places 21,000Beach Renourishment 1,500,000Beachfront Concession Initiatives 44,000Adopt-A-Bench 20,000

FUND TOTAL 93,154,000$ 93,154,000$

TOTAL ALL FUNDS 327,579,000$ 12,798,000$ 31,110,000$ 217,267,000$ 93,154,000$ 681,908,000$ 107,038,000$ Less Transfers (56,340,000) GRAND TOTAL - ALL FUNDS 625,568,000$

ENTERPRISE

REVENUE SUMMARY BY FUND AND MAJOR CATEGORYFiscal Year 2021

80

FINANCIAL SUMMARIES

G.O. DEBT SPECIAL INTERNALFUNCTION/DEPARTMENT GENERAL SERVICE RDA REVENUES TOTALS SERVICE

MAYOR & COMMISSION 2,517,000$ MAYOR & COMMISSION 2,517,000$

ADMINISTRATIVE SUPPORT SERVICES 29,471,000$ CITY MANAGER 4,798,000MARKETING & COMMUNICATIONS 2,180,000MANAGEMENT AND BUDGET 1,466,000INSPECTOR GENERAL 1,459,000ORG DEV & PERFORMANCE INITIATIVES 1,018,000

Education Compact 350,000FINANCE 6,294,000PROCUREMENT 2,699,000INFORMATION TECHNOLOGY 17,652,000

IT Tech 300,000HUMAN RESOURCES/LABOR RELATIONS 2,794,000

Risk Management 22,455,000Medical & Dental Insurance 40,258,000

CITY CLERK 1,829,000Central Services 1,042,000

CITY ATTORNEY 5,743,000

ECONOMIC DEV. & CULTURAL ARTS 131,253,000$ ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT 1,108,000HOUSING & COMM. SERVICES 3,489,000

Residential Housing 813,000BUILDING 16,596,000ENVIRONMENT & SUSTAINABILITY 1,152,000

Tree Preservation 105,000Commemorative Tree Trust Fund 3,000Sustainability 590,000Beach Renourishment 1,500,000Beachfront Concession Initiatives 44,000

PLANNING 5,192,000CULTURAL ARTS

TOURISM & CULTURE 3,162,000Convention Center 26,318,000Resort Tax 69,330,000Tourism & Hospitality Scholarships 80,000Art in Public Places 21,000Cultural Arts Council 1,750,000

OPERATIONS 251,756,000$ CODE COMPLIANCE 6,456,000PARKS & RECREATION 34,016,000

Adopt-A-Bench 20,000PROPERTY MANAGEMENT 2,001,000 10,956,000

Normandy Shores 269,000Biscayne Point 221,000Allison Island 221,000Biscayne Beach 221,000

PUBLIC WORKS 13,567,000Sanitation 22,124,000Sewer 49,226,000Storm Water 31,159,000Water 35,497,000Waste Haulers 106,000

CAPITAL IMPROVEMENT PROJECTS 5,544,000PARKING 36,347,000

5th & Alton Garage 643,0007th Street Garage 2,028,000

FLEET MANAGEMENT 13,216,000TRANSPORTATION 7,851,000

People's Transportation Plan 4,239,000

ENTERPRISE

TOTAL EXPENDITURES BY FUND AND DEPARTMENTFiscal Year 2021

81

FINANCIAL SUMMARIES

G.O. DEBT SPECIAL INTERNALFUNCTION/DEPARTMENT GENERAL SERVICE RDA REVENUES TOTALS SERVICEENTERPRISE

PUBLIC SAFETY 208,787,000$ POLICE 115,167,000

Police Confiscations - Federal 130,000Police Confiscations - State 164,000Police Unclaimed Property 29,000Police Training 25,000Police Crash Report Sales 25,000Red Light Camera 1,407,000

FIRE 91,171,000E-911 669,000

CITYWIDE ACCOUNTS 14,216,000$ CITYWIDE ACCTS 12,253,000CITYWIDE ACCTS-Normandy Shores 266,000CITYWIDE ACCTS-Operating Contingency 1,102,000Transfers

Info & Comm Technology Fund 300,000Pay-As-You-Go Capital 252,000Capital Renewal & Replacement 43,000

G.O. DEBT SERVICE 12,798,000$ G.O. DEBT SERVICE 12,798,000

RDA-City TIF Transfer only 31,110,000$ CITY CENTER 31,110,000

TOTAL - ALL FUNDS 327,579,000$ 12,798,000$ 31,110,000$ 217,267,000$ 93,154,000$ 681,908,000$ 107,038,000$ Less Transfers (56,340,000) GRAND TOTAL - ALL FUNDS 625,568,000$

$-

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

$350,000,000

TOTAL - ALL FUNDS

FY 2021 APPROPRIATION BY FUND TYPE

General Fund Enterprise Fund Internal Svcs Fund Debt Service Special Revenues RDA

TOTAL EXPENDITURES BY FUND AND DEPARTMENTFiscal Year 2021

82

FINANCIAL SUMMARIES

FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Adopted Proposed % Diff.

GENERAL FUNDMAYOR AND COMMISSION 2,224,336 2,247,408 2,500,000 2,517,000 17,000 0.7%

ADMINISTRATIVE SUPPORT

City Manager 3,830,623 4,211,946 4,314,000 4,798,000 484,000 11.2%

Marketing & Communications 2,090,411 2,427,377 2,424,000 2,180,000 (244,000) -10.1%

Management and Budget 1,705,955 1,781,462 1,963,000 1,466,000 (497,000) -25.3%

Internal Audit 669,805 645,127 0 0 0 0.0%

Inspector General/Internal Audit 0 0 1,455,000 0 (1,455,000) -100.0%

Org Dev & Performance Initiatives 708,846 757,928 1,284,000 1,018,000 (266,000) -20.7%

Finance 5,996,069 6,363,169 6,530,000 6,294,000 (236,000) -3.6%

Procurement 2,277,765 2,482,282 2,726,000 2,699,000 (27,000) -1.0%

Human Resources/Labor Relations 2,580,043 2,710,865 2,728,000 2,794,000 66,000 2.4%

City Clerk 1,639,677 1,665,752 1,790,000 1,829,000 39,000 2.2%

City Attorney 5,196,658 5,642,780 6,078,000 5,743,000 (335,000) -5.5%

ECON DEV & CULTURAL ARTS

Housing & Community Services 3,960,197 3,089,105 3,695,000 3,489,000 (206,000) -5.6%

Building 13,740,892 13,213,287 14,085,000 0 (14,085,000) -100.0%

Environment & Sustainability 1,279,864 1,352,879 1,632,000 1,152,000 (480,000) -29.4%

Planning 4,438,925 5,190,869 5,510,000 5,192,000 (318,000) -5.8%

Tourism and Culture 3,882,506 3,326,060 3,545,000 3,162,000 (383,000) -10.8%

Economic Development 0 1,379,078 2,491,000 1,108,000 (1,383,000) -55.5%

OPERATIONS

Code Compliance 5,449,569 5,516,866 6,488,000 6,456,000 (32,000) -0.5%

Parks & Recreation 35,037,910 36,596,371 37,864,000 34,016,000 (3,848,000) -10.2%

Property Management 0 0 0 2,001,000 2,001,000 100.0%

Public Works 14,626,512 13,524,434 15,391,000 13,567,000 (1,824,000) -11.9%

Capital Improvement Projects 4,638,910 4,653,793 5,327,000 5,544,000 217,000 4.1%

PUBLIC SAFETY

Police 108,115,974 112,748,750 115,174,000 115,167,000 (7,000) 0.0%

Fire 82,320,484 87,754,907 90,647,000 91,171,000 524,000 0.6%

Emergency Management 3,072,650 0 0 0 0 0.0%

CITYWIDE

Citywide Accounts 8,088,705 8,957,094 9,227,000 12,253,000 3,026,000 32.8%

Citywide Accounts-Normandy Shores 277,000 253,000 267,000 266,000 (1,000) -0.4%

Citywide Accounts-Operating Contingency 0 0 1,000,000 1,102,000 102,000 10.2%

Subtotal 317,850,285 328,492,589 346,135,000 326,984,000 (19,151,000) -5.5%

Transfers

Capital Renewal & Replacement 721,000 748,000 769,000 43,000 (726,000) -94.4%

Capital Investment Upkeep Acct 0 0 0 0 0 0.0%

Pay-As-You-Go Capital 2,400,000 3,129,000 2,939,000 252,000 (2,687,000) -91.4%

Info & Comm Technology Fund 0 300,000 300,000 300,000 0 0.0%

Subtotal 3,121,000 4,177,000 4,008,000 595,000 (3,413,000) -85.2%

TOTAL GENERAL FUND 320,971,285 332,669,589 350,143,000 327,579,000 (22,564,000) -6.4%

G.O. DEBT SERVICEG.O. DEBT SERVICE 7,783,134 5,280,180 11,796,000 12,798,000 1,002,000 8.5%

TOTAL G.O. DEBT SERVICE 7,783,134 5,280,180 11,796,000 12,798,000 1,002,000 8.5%

RDA FUND-City TIF onlyRDA City Center (net) 27,497,948 29,299,312 31,202,000 31,110,000 (92,000) -0.3%

TOTAL RDA FUND-City TIF Only 27,497,948 29,299,312 31,202,000 31,110,000 (92,000) -0.3%

FUND/DEPARTMENT Prop FY 2021-Adop FY 2020

Variance

EXPENDITURE APPROPRIATION SUMMARY BY FUND AND DEPARTMENT

83

FINANCIAL SUMMARIES

FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Adopted Proposed % Diff.FUND/DEPARTMENT

Prop FY 2021-Adop FY 2020

Variance

ENTERPRISE FUNDS CONVENTION CENTER 12,125,032 20,235,097 30,002,000 26,318,000 (3,684,000) -12.3%

BUILDING 0 0 0 16,596,000 16,596,000 100.0%

WATER OPERATIONS 37,872,292 30,535,815 36,915,000 35,497,000 (1,418,000) -3.8%

SEWER OPERATIONS 46,563,414 48,557,055 52,415,000 49,226,000 (3,189,000) -6.1%

STORM WATER 29,358,744 28,952,544 31,998,000 31,159,000 (839,000) -2.6%

SANITATION 22,219,660 21,764,906 22,420,000 22,124,000 (296,000) -1.3%

PARKING 57,631,790 52,337,986 55,532,000 36,347,000 (19,185,000) -34.5%

TOTAL ENTERPRISE FUNDS 205,770,932 202,383,403 229,282,000 217,267,000 (12,015,000) -5.2%

TOTAL GF, DEBT, RDA, ENTERPRISE 562,023,298 569,632,484 622,423,000 588,754,000 (33,669,000) -5.4%

SPECIAL REVENUE FUNDSEDUCATION COMPACT 52,219 226,369 335,000 350,000 15,000 4.5%

RESORT TAX 84,705,052 88,287,340 93,627,000 69,330,000 (24,297,000) -26.0%

ART IN PUBLIC PLACES 0 0 21,000 21,000 0 0.0%

TOURISM & HOSPITALITY SCHOLARSHIPS 0 118 174,000 80,000 (94,000) -54.0%

CULTURAL ARTS COUNCIL 1,127,487 1,743,743 1,866,000 1,750,000 (116,000) -6.2%

SUSTAINABILITY 294,046 272,877 453,000 590,000 137,000 30.2%

WASTE HAULERS 35,790 124,535 70,000 106,000 36,000 51.4%

NORMANDY SHORES 251,493 237,917 297,000 269,000 (28,000) -9.4%

BISCAYNE POINT 0 218,555 223,000 221,000 (2,000) -0.9%

ALLISON ISLAND 0 0 0 221,000 221,000 100.0%

BISCAYNE BEACH 0 0 0 221,000 221,000 100.0%

5TH & ALTON GARAGE 863,402 857,693 650,000 643,000 (7,000) -1.1%

7TH STREET GARAGE 1,567,351 1,274,953 2,891,000 2,028,000 (863,000) -29.9%

TRANSPORTATION 11,668,834 10,576,565 11,068,000 7,851,000 (3,217,000) -29.1%

TREE PRESERVATION 60,728 69,009 132,000 105,000 (27,000) -20.5%

COMMEMORATIVE TREE TRUST FUND 4,540 285 5,000 3,000 (2,000) -40.0%

PEOPLE'S TRANSPORTATION PLAN 3,701,000 4,109,000 4,158,000 4,239,000 81,000 1.9%

POLICE CONFISCATION - FEDERAL 117,694 126,595 280,000 130,000 (150,000) -53.6%

POLICE CONFISCATION - STATE 148,421 24,503 106,000 164,000 58,000 54.7%

POLICE CRASH REPORT SALES 14,302 19,665 25,000 25,000 0 0.0%

POLICE UNCLAIMED 53,992 26,073 29,000 29,000 0 0.0%

POLICE TRAINING 21,178 23,758 25,000 25,000 0 0.0%

RED LIGHT CAMERA 698,002 741,458 1,313,000 1,407,000 94,000 7.2%

RESIDENTIAL HOUSING 403,498 425,402 839,000 813,000 (26,000) -3.1%

EMERGENCY 9-1-1 466,869 598,469 603,000 669,000 66,000 10.9%

INFORMATION & TECHNOLOGY TECH FUND 261,306 412,769 300,000 300,000 0 0.0%

DOMESTIC VIOLENCE 0 0 250,000 0 (250,000) -100.0%

BEACH RENOURISHMENT 0 3,000,000 75,000 1,500,000 1,425,000 1900.0%

BEACHFRONT CONCESSION INITIATIVES 0 0 65,000 44,000 (21,000) -32.3%

MIAMI CITY BALLET 0 0 22,000 0 (22,000) -100.0%

ADOPT-A-BENCH PROGRAM 859 0 20,000 20,000 0 0.0%

TOTAL SPECIAL REVENUE FUNDS 106,518,063 113,397,652 119,922,000 93,154,000 (26,768,000) -22.3%

INTERNAL SERVICE FUNDS*INFORMATION TECHNOLOGY 15,368,539 15,635,320 16,848,000 17,652,000 804,000 4.8%

OFFICE OF INSPECTOR GENERAL 0 0 0 1,459,000 1,459,000 100.0%

RISK MANAGEMENT 14,989,187 15,551,356 19,655,000 22,455,000 2,800,000 14.2%

MEDICAL & DENTAL INSURANCE 33,913,977 32,959,580 37,367,000 40,258,000 2,891,000 7.7%

CENTRAL SERVICES 993,839 1,036,451 1,115,000 1,042,000 (73,000) -6.5%

PROPERTY MANAGEMENT 8,672,132 8,870,656 11,001,000 10,956,000 (45,000) -0.4%

FLEET MANAGEMENT 12,939,802 13,210,453 12,938,000 13,216,000 278,000 2.1%

TOTAL INTERNAL SERVICE FUNDS 86,877,476 87,263,815 98,924,000 107,038,000 8,114,000 8.2%

* Presented for informational purposes only; costs have already been allocated within the General Fund, Special Revenue, and Enterprise Fund Depts.

** Prior to FY 2021, Building Department and Office of Inspector General (OIG) operations were part of the General Fund.

EXPENDITURE APPROPRIATION SUMMARY BY FUND AND DEPARTMENT

84

FINANCIAL SUMMARIES

FY 2018Actual

FY 2019Actuals

FY 2020Adopted

FY 2021 Proposed

Difference between FY 2021

and FY 2020OPERATINGProperty Tax 175,816,001 180,726,535 184,150,000 193,218,000 9,068,000Ad Valorem Taxes-Capital R&R 721,000 748,000 769,000 807,000 38,000Ad Valorem Taxes-Pay-As-You-Go Capital 0 2,400,000 2,470,000 2,592,000 122,000Ad Valorem Taxes-Normandy Shores 181,000 165,000 174,000 173,000 (1,000)Other Taxes 24,200,088 24,182,704 23,995,000 24,083,000 88,000Licenses and Permits 30,140,724 35,260,442 30,437,000 13,925,000 (16,512,000)Intergovernmental 11,724,893 11,847,488 12,081,000 11,254,000 (827,000)Charges for Services 6,128,769 6,213,018 5,700,000 6,096,100 396,100 Golf Courses 5,993,510 6,561,256 6,822,000 6,964,900 142,900Fines and Forfeits 1,966,579 1,621,169 1,756,000 1,069,000 (687,000)Interest (31,527) 12,973,271 3,461,000 2,769,000 (692,000)Rents and Leases 6,017,262 6,238,484 5,959,000 5,954,000 (5,000)Miscellaneous 14,971,749 15,026,188 14,780,000 15,125,000 345,000Other-Resort Tax Contribution 34,950,000 35,836,000 36,757,000 18,639,000 (18,118,000)Other-Non Operating Revenue 24,361,160 19,589,347 20,832,000 16,910,000 (3,922,000)Use of General Fund Reserves 0 0 0 8,000,000 8,000,000

TOTAL 337,141,210 359,388,901 350,143,000 327,579,000 (22,564,000)

AD VALOREM TAXESProperty Tax 175,816,001 180,726,535 184,150,000 193,218,000 9,068,000Property Tax-Capital R&R 721,000 748,000 769,000 807,000 38,000Property Tax-Pay-As-You-Go Capital 0 2,400,000 2,470,000 2,592,000 122,000Property Tax-Normandy Shores 181,000 165,000 174,000 173,000 (1,000)

TOTAL AD VALOREM TAXES 176,718,001 184,039,535 187,563,000 196,790,000 9,227,000

OTHER TAXESFRANCHISE TAXESElectricity 7,553,172 7,773,807 7,520,000 7,792,000 272,000Gas 620,123 590,761 586,000 670,000 84,000Cable TV 1,458,870 1,190,041 1,441,000 1,261,000 (180,000)

Subtotal Franchise Taxes 9,632,165 9,554,608 9,547,000 9,723,000 176,000UTILITY TAXESElectricity 11,457,869 11,854,422 11,601,000 11,648,000 47,000Telephone 2,616,700 2,371,797 2,405,000 2,243,000 (162,000)Gas-People's 416,155 321,132 369,000 388,000 19,000Gas-Companies 77,145 80,684 73,000 81,000 8,000Fuel Oil 55 61 0 0 0

Subtotal Utility Taxes 14,567,924 14,628,096 14,448,000 14,360,000 (88,000)TOTAL OTHER TAXES 24,200,088 24,182,704 23,995,000 24,083,000 88,000

GENERAL FUND REVENUE SUMMARY

85

FINANCIAL SUMMARIES

FY 2018Actual

FY 2019Actuals

FY 2020Adopted

FY 2021 Proposed


and FY 2020LICENSES & PERMITSBUSINESS TAX RECEIPTSCity Business Tax Receipts 5,443,841 5,300,044 5,733,000 4,586,000 (1,147,000)County Business Tax Receipts 148,522 155,283 150,000 120,000 (30,000)

Subtotal Business Tax 5,592,363 5,455,327 5,883,000 4,706,000 (1,177,000)PERMITSBuilding 11,121,079 13,490,008 11,121,000 0 (11,121,000)Building Recertification 222,913 430,596 207,000 0 (207,000)Certificate of Completion 12,145 19,400 13,000 0 (13,000)Certificate of Occupancy 667,813 875,544 813,000 0 (813,000)Electrical (58) 0 0 0 0Elevator Inspection 921,298 1,150,416 1,137,000 911,000 (226,000)Building Training Surcharge 141,591 79,589 83,000 0 (83,000)Building Permit Extensions 71,277 59,655 74,000 0 (74,000)Other 23,736 5,002 3,000 0 (3,000)Lockboxes 21,515 22,360 22,000 18,000 (4,000)

Subtotal Building Department 13,203,308 16,132,570 13,473,000 929,000 (12,544,000)FIREFire Inspection-Annual 416,809 389,873 370,000 487,000 117,000Fire Hydrant Flow Test 29,389 31,002 30,000 24,000 (6,000)Fire Plan Review 3,622,653 4,680,573 3,557,000 2,845,000 (712,000)Fire Prevention Training Surcharge 0 0 192,000 154,000 (38,000)

Subtotal Fire Department 4,068,850 5,101,448 4,149,000 3,510,000 (639,000)PUBLIC WORKSPublic Works Fees-Building Permit 726,175 975,274 536,000 434,000 (102,000)Work in Right-of-Way 1,155,123 1,114,348 1,039,000 831,000 (208,000)News Rack Permit 0 0 0 0 0Public Works Training Surcharge 0 0 36,000 29,000 (7,000)Sidewalk Permit Fees 1,495,948 1,722,294 1,810,000 727,000 (1,083,000)

Subtotal Public Works Department 3,377,246 3,811,915 3,421,000 2,021,000 (1,400,000)PLANNINGPlans Review-Planning 2,968,531 3,756,096 2,675,000 2,140,000 (535,000)Planning Training Surcharge 0 286,988 28,000 165,000 137,000Planning Fees-Building Permit 32,000 31,200 31,000 25,000 (6,000)

Subtotal Planning Department 3,000,531 4,074,284 2,734,000 2,330,000 (404,000)OTHERPolice Towing 57,300 67,987 65,000 52,000 (13,000)Special Events 707,318 537,353 537,000 269,000 (268,000)Garage Sale 840 840 1,000 1,000 0Other 132,968 78,717 174,000 107,000 (67,000)

Subtotal Other 898,426 684,897 777,000 429,000 (348,000)Subtotal Permits 24,548,362 29,805,115 24,554,000 9,219,000 (15,335,000)

TOTAL LICENSES & PERMITS 30,140,724 35,260,442 30,437,000 13,925,000 (16,512,000)

INTERGOVERNMENTAL REVENUESSTATE REVENUE SHARINGSales Tax Proceeds 2,226,028 2,294,674 2,356,000 2,120,000 (236,000)Local Option Gas Tax (6 cents) 1,050,381 1,051,441 1,002,000 1,097,000 95,000LOGT/School Guards 13,943 13,950 13,000 11,000 (2,000)Motor Fuel Tax 688,429 683,990 674,000 681,000 7,000Liquor Licenses 311,592 339,953 312,000 340,000 28,000Local Govt Half-Cent Sales Tax 7,314,384 7,352,738 7,595,000 6,885,000 (710,000)Firefighters Supplemental 120,137 110,742 129,000 120,000 (9,000)

TOTAL INTERGOVERNMENTAL 11,724,893 11,847,488 12,081,000 11,254,000 (827,000)


86

FINANCIAL SUMMARIES

FY 2018Actual

FY 2019Actuals

FY 2020Adopted

FY 2021 Proposed


and FY 2020CHARGES FOR SERVICEGENERAL GOVERNMENTPhotocopies 35,619 40,178 42,000 34,000 (8,000)Passport Application Fees 79,558 92,086 72,000 57,000 (15,000)Concurrency Statement Fees 400 800 0 0 0Lot Clearing Lien Satisfaction 2,291 11,101 5,000 4,000 (1,000)Microfilm-Building 28,362 21,463 30,000 0 (30,000)

Subtotal General Government 146,229 165,629 149,000 95,000 (54,000)PUBLIC SAFETYFire-Rescue 2,238,154 2,011,632 2,161,000 1,945,000 (216,000)Off Duty Admin-Police 777,408 933,524 933,000 746,000 (187,000)Police Services 0 50,875 0 0 0Off Duty - Fire Watch 0 0 0 0 0Off Duty Admin-Fire 63,997 118,536 10,000 118,000 108,000

Subtotal Public Safety 3,079,559 3,114,567 3,104,000 2,809,000 (295,000)CULTURE & RECREATIONMiami Beach Golf Club 4,015,092 4,383,047 4,527,000 4,690,100 163,100Normandy Shores Golf Club 1,978,419 2,178,209 2,295,000 2,274,800 (20,200)

Subtotal Golf Courses 5,993,510 6,561,256 6,822,000 6,964,900 142,900RECREATIONPools 194,337 196,074 184,000 196,100 12,100Tennis Centers 697,371 841,297 402,000 1,138,500 736,500Athletics 172,742 210,086 208,000 209,000 1,000After School Programs 239,219 220,586 245,000 226,000 (19,000)Entrance Fees 35,214 5,392 6,000 6,000 0Summer Programs 628,797 570,826 640,000 590,000 (50,000)Gymnastics 315,979 233,927 93,000 88,000 (5,000)Classes 420,252 426,553 442,000 457,000 15,000Rentals 159,729 199,132 184,000 227,000 43,000Food & Beverage 11,079 12,372 14,000 38,500 24,500Recreation Advertising 1,000 500 0 0 0Recreation Miscellaneous 27,262 16,078 29,000 16,000 (13,000)

Subtotal Recreation 2,902,981 2,932,823 2,447,000 3,192,100 745,100Subtotal Culture & Recreation 8,896,491 9,494,079 9,269,000 10,157,000 888,000

TOTAL CHARGES FOR SERVICE 12,122,280 12,774,274 12,522,000 13,061,000 539,000

FINES & FORFEITSCounty Court Fines-Traffic 245,872 281,074 208,000 281,000 73,000County Court Fines-Parking 71,083 52,781 94,000 74,000 (20,000)Parking/School Guards 57,894 41,997 60,000 51,000 (9,000)Cost Recovery-Police (21,067) 2,584 0 2,000 2,000False Alarm Fines 150 6,836 12,000 16,000 4,000Code Enforcement Violations 998,159 782,167 864,000 459,000 (405,000)Building Code Violations 323,559 259,878 324,000 0 (324,000)Fire Code Violations 62,644 9,062 30,000 9,000 (21,000)Public Works Violations 213,800 178,950 160,000 172,000 12,000Fire Overcrowding Fines 200 2,500 0 0 0Requests for Appeals 8,285 2,841 4,000 5,000 1,000Other 6,000 500 0 0 0

TOTAL FINES & FORFEITS 1,966,579 1,621,169 1,756,000 1,069,000 (687,000)

INTEREST EARNINGSInterest Earnings 2,585,489 4,346,142 3,461,000 2,769,000 (692,000)Unrealized Gain/Loss on Investment (2,991,212) 8,219,996 0 0 0Interest-Other 374,196 407,133 0 0 0

TOTAL INTEREST EARNINGS (31,527) 12,973,271 3,461,000 2,769,000 (692,000)


87

FINANCIAL SUMMARIES

FY 2018Actual

FY 2019Actuals

FY 2020Adopted

FY 2021 Proposed


and FY 2020RENTS & LEASESAir Rights Lease (36,167) 40,635 41,000 40,000 (1,000)Byron Carlyle 12,557 0 0 0 0Colony Theater 0 12,750 7,000 7,000 0Colony Theater Café 218,990 221,920 225,000 158,000 (67,000)Live Nation 1,057,512 1,081,962 852,000 596,000 (256,000)South Pointe Park Restaurant 726,484 841,964 824,000 800,000 (24,000)Penn Garage Ground Lease 302,000 302,000 302,000 279,000 (23,000)Park One Development Agreement 45,624 82,375 74,000 86,000 12,000Lincoln Place Development Agreement 149,255 154,219 150,000 154,000 4,000American Riviera RE Co. 24,080 0 0 0 0Communication Site Leases 49,675 50,873 53,000 55,000 2,000The Lincoln Development Agreement 157,641 152,054 160,000 152,000 (8,000)Historic City Hall Building/CAM 231,762 140,823 132,000 94,000 (38,000)777 Building/CAM 297,666 276,205 236,000 236,000 0Penrod's Pier Park Restaurant 711,591 742,479 735,000 662,000 (73,000)Ballet Valet Ramp 26,665 27,390 30,000 31,000 1,000Marina Rent (RDA) 1,645,669 1,708,921 1,706,000 1,535,000 (171,000)Rental City Properties-Other Funds 396,259 401,912 432,000 1,069,000 637,000

TOTAL RENTS & LEASES 6,017,262 6,238,484 5,959,000 5,954,000 (5,000)

MISCELLANEOUSCost Allocation-CIP 4,352,562 4,653,793 5,327,000 5,544,000 217,000Cost Allocation-Convention Center 586,547 411,967 0 265,000 265,000Cost Allocation-PW In-House Design 0 20,762 100,000 100,000 0Cost Allocation-G.O. Bond Management 0 132,499 764,000 479,000 (285,000)City Center RDA - Management Fee 1,208,455 861,490 1,071,000 1,004,000 (67,000)Anchor Garage/Penn Shops-Mgmt. Fee 139,000 133,000 134,000 103,000 (31,000)Concessions-Brothers Vending & Coca Cola 50,855 58,891 50,000 58,000 8,000Concessions-Boucher Brothers-Beachfront 1,206,539 1,184,441 1,500,000 1,350,000 (150,000)Concessions-Food Trailers 30,000 75,000 123,000 62,000 (61,000)Concessions-Beachfront-Other 341,063 413,565 345,000 310,000 (35,000)Concessions-South Pointe Park Pavilion 29,248 35,424 31,000 26,000 (5,000)Concessions-Other 123,542 180,162 202,000 182,000 (20,000)Road Impact Fee Reimbursement 3,246 0 4,000 0 (4,000)FEMA and Other Unbudgeted Revenues 15,345 210,358 12,000 14,000 2,000Sale of City Property 594,270 (3,678) 0 0 0Planning Application Fees 358,577 274,071 201,000 194,000 (7,000)Beach Access 22,105 25,688 21,000 25,000 4,000Communications Advertising 38,760 35,950 44,000 35,000 (9,000)Light Pole Banner Application Fee 71,175 29,525 64,000 50,000 (14,000)Wedding Ceremony Fee 37,500 18,125 36,000 29,000 (7,000)Corporate Sponsorship 325,000 325,000 325,000 325,000 0Promotional Distribution Fee 0 22,000 7,000 12,000 5,000Design Review Fee 2,121,103 1,780,804 1,029,000 1,224,000 195,000Lien Letter 882,129 807,757 782,000 625,000 (157,000)FL Dept. of Transp - Reimbursement 347,776 454,804 436,000 464,000 28,000Self-Insurance Reimbursement 1,100,000 1,017,000 1,227,000 1,242,000 15,000FOP Car User Fee 222,935 219,075 223,000 221,000 (2,000)All Other 764,016 1,648,716 722,000 1,182,000 460,000

TOTAL MISCELLANEOUS 14,971,749 15,026,188 14,780,000 15,125,000 345,000


88

FINANCIAL SUMMARIES

FY 2018Actual

FY 2019Actuals

FY 2020Adopted

FY 2021 Proposed


and FY 2020OTHERINTERFUND TRANSFERSConvention Center-Mgmt. Fee 586,000 936,000 490,000 323,000 (167,000)Water & Sewer-Mgmt. Fee 1,809,000 1,768,000 2,400,000 2,596,000 196,000Parking-Mgmt. Fee 3,315,000 3,387,000 2,018,000 1,534,000 (484,000)Parking-Right of Way Fee 2,284,000 2,180,000 2,289,000 1,485,000 (804,000)Sanitation-Mgmt. Fee 1,671,000 1,773,000 1,777,000 1,684,000 (93,000)Stormwater-Mgmt Fee 1,467,000 1,441,000 2,265,000 2,174,000 (91,000)Resort Tax-Mgmt. Fee 2,292,000 2,526,000 1,635,000 1,199,000 (436,000)Convention Center District Allocation 0 0 0 1,501,000 1,501,000Resort Tax Contribution 34,950,000 35,836,000 36,757,000 18,639,000 (18,118,000)Prior Yr Surplus from Parking Fund 4,400,000 1,166,000 1,166,000 0 (1,166,000)Transfer In 6,537,160 4,412,347 4,414,000 4,414,000 0Fund Balance 0 0 2,378,000 0 (2,378,000)Use of General Fund Reserves 0 0 0 8,000,000 0

TOTAL OTHER 59,311,160 55,425,347 57,589,000 43,549,000 (22,040,000)

TOTAL GENERAL FUND 337,141,210 359,388,901 350,143,000 327,579,000 (30,564,000)


89

FINANCIAL SUMMARIES-EXPLANATION OF REVENUES

Explanation ofRevenuesREVENUE FORECASTING

The City of Miami Beach collects many different types of revenues including property taxes, franchise and utility fees, licenses and permits, sales taxes, gas taxes, EMS fees, golf fees, traffic fines, code violation fees, resort taxes, water and sewer fees, storm water fees, sanitation fees, and parking fees.

As part of the annual budget process, each of the major sources of revenue is forecasted using different techniques tailored for the unique nature of each revenue source. Two of the most common forecasting techniques used are Moving Average and Exponential Smoothing. These techniques help track trends and seasonality in monthly and quarterly data by smoothing out fluctuations over time. A common way to smooth out fluctuations or outliers in a data set is to use a moving average. A moving average uses a predefined number of periods to calculate the average, and those periods move as time passes. For example, if using a five-month moving average and today is June 1st, we use an average of demand that occurred in January, February, March, April, and May to predict June’s demand. Exponential Smoothing works similarly, but it applies a weight to the most recent period called the smoothing factor or constant.

REVENUE FORECASTING CONT’D

For example, in the illustrative chart below for Half-Cent Sales Tax, it is possible to evaluate trend lines for the actual data set, the moving average, and the exponential smoothing to make reasonable assumptions regarding estimated revenue for the next fiscal year.

At the time of budget development, there are usually approximately six months of actual data available for revenue in the current fiscal year and it is necessary to forecast the remaining six months as well as the twelve months of the next fiscal year.

Revenue projections are made by evaluating the current year-to-date average increase or decrease in revenue and the trend results from the Moving Average and Exponential Smoothing analysis.

In addition to evaluating data sets using these forecasting methods, subjective information and factors are also considered such as economic activity, tourism indicators, construction activity, etc. depending on the unique nature of the individual revenue source.

$300,000

$320,000

$340,000

$360,000

$380,000

$400,000

$420,000

$440,000

$460,000

$480,000

$500,000

$520,000

$540,000

$560,000

$580,000

$600,000

$620,000

$640,000

$660,000

$680,000

$700,000

$720,000

$740,000

$760,000

O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

16 16 16 17 17 17 17 17 17 17 17 17 17 17 17 18 18 18 18 18 18 18 18 18 18 18 18 19 19 19 19 19 19 19 19 19 19 19 19 20 20 20 20 20 20 20 20 20 20 20 20 21 21 21 21 21 21 21 21 21

YEAR MONTH HALF-CENT 335180 5-MTH MOVING AVG EXP SMOOTHING ALPHA=0.2

90


PROPERTY TAXES

OTHER TAXES

Revenue Categories

Ad Valorem

Electricity

Gas

Cable TV

Telephone

The FY 2021 General Fund includes a total combined millage rate for the City of Miami Beach of 6.0515, which is 0.0294 mills higher than the total combined millage rate adopted in FY 2020.

The total operating millage rate of 5.7288 remains the same as the rate adopted in FY 2020 and includes a General Operating millage rate of 5.6298, a General Fund Capital Renewal and Replacement millage of 0.0235, and a General Fund Pay-As-You-Go millage of 0.0755. The voted debt service millage rate increased from 0.2933 to 0.3227 based on the required debt service for the first tranche of the General Obligation (G.O.) Bond Program approved by the voters on November 6, 2018.

As provided by State Statute, the value of the mill is discounted to 95% to account for early payment discounts, delinquencies, etc. This millage is expected to generate tax proceeds of $196.6 million for citywide use and $31.1 million to be transferred to the Miami Beach Redevelopment Agency (RDA).

The total operating millage includes 0.0235 mills for the General Fund Capital Renewal & Replacement program. This millage rate is estimated to generate $807,000 towards this program in FY 2021.

The total operating millage also includes 0.0755 mills for the General Fund Pay-As-You-Go program. This dedicated millage rate is estimated to generate approximately $2.6 million towards this program in FY 2021.

An operating millage of 0.7497 mills is also levied within the Normandy Shores Dependent Taxing District to provide homeowners within the District with security and maintenance services and repairs. This millage is expected to generate approximately $173,000, or 65%, of the total projected FY 2021 cost of $269,000 towards these services for FY 2021. The City of Miami Beach General Fund is required to provide approximately $93,000, or 35%, of the total projected FY 2021 operating expenditures. The City has funded the 35% for each of the twenty-seven years since the District was established.

Electricity franchise taxes are derived from the proceeds of a franchise agreement granted to Florida Power & Light Company (FPL) to construct, maintain, and operate all necessary equipment within the corporate limits of the City of Miami Beach. Electricity utility taxes are derived from the levy and imposition by the City of an excise tax on the purchase of electricity within the City. These taxes are collected and remitted by FPL.

Gas franchise fees are derived from a franchise granted to Peoples Gas Company to erect, install, extend, maintain, and operate all the necessary equipment within the corporate limits of the City for the purpose of transporting, distributing and selling manufactured or natural gas in the City. Gas utility tax is derived from the levy and imposition by the City of an excise tax on the purchase of metered or bottled gas within the City.

The Communications Services Tax (CST) was enacted to restructure taxes on telecommunications, cable, direct-to-home satellite, and related services that existed prior to October 1, 2001. Previously, a city could impose franchise fees on telephone and cable television within its boundaries. The funds are collected by the State of Florida and distributed to the City using the same population-based formula used for local option sales taxes.

Telephone utility taxes are derived from the levy and imposition by the City of an excise tax on the purchase of telecommunication service within the City. The tax is collected and remitted by the seller.

91


LICENSES AND PERMITS

Certificate of Use

Elevator Inspection

Fire Plan Review

Plans Review-Planning

Garage Sales

Marine

Sidewalk / News Rack

Public Works Fees – Building Permit

Business Tax Receipts

Fees are derived from planning review and building inspections to determine compliance with all requirements of the City Code as well as the annual renewal of certification.

Fees are derived from periodic inspection and witnessing elevator permits for new construction and repairs for buildings located in Miami Beach. In addition, all elevator companies must register and pay an annual fee.

Fees in this area are charged by the Fire Department for the review of building plans related to fire safety regulations. Fees include acceptance testing for alarms, sprinklers, etc.

These are fees charged by the Planning Department for the review of building plans to ensure compliance with City code.

The Finance Department collects a fee for authorization to conduct no more than two garage sales per year at single-family and multi-family residences.

Revenues are derived from fees charged for permits issued for new marine structures and/or additions, alterations, and repairs to marine structures.

Sidewalk fees are derived from the issuance of Sidewalk Café Permits for restaurants to place tables and chairs on the sidewalk adjacent to their locations and are based on the square footage of right-of-way being used. News rack fees collected by the Public Works Department are permits issued for the use of City sidewalks to place newspaper dispensing machines.

These fees are charged by the Public Works Department on construction and renovation projects within the City in conformance with the South Florida Building Code.

Business tax receipts for the City represent taxes charged for licenses for the privilege of doing business as authorized by State Statute. Business tax receipts from the County represent fees charged by the County, exclusive of the cost of collection and any credit given, apportioned between unincorporated areas of the county and the incorporated municipalities located therein by a ratio derived by dividing their respective populations by that of the county.

Planning Training Surcharge

These fees represent revenues brought into the General Fund from the Planning Training and Technology Fund to cover eligible expenditures in the Planning Department.

Fire Training Surcharge

These fees represent revenues brought into the General Fund from the Fire Training and Technology Fund to cover eligible expenditures in the Fire Department.

Public Works Training Surcharge

These fees represent revenues brought into the General Fund from the Public Works Training and Technology Fund to cover eligible expenditures in the Public Works Department.

Special Events Fees are derived by the Tourism, Cultural, and Economic Development Department from the application and permit fees established to off-set the City’s costs for processing applications for special events.

Work in the ROW Permits

The Public Works Department collects fees for closure of streets or other public rights-of-way during construction projects or major repairs.

92


Local Govt. ½ Cent

Revenues are derived from an allocation of sales taxes earmarked by the State for distribution to the counties and municipalities. The amount is determined by a formula based on the City’s population.

Firefighters Supplemental

Concurrency Statement Fees

Fire Rescue

Hazardous Materials

Off Duty Fire and PoliceAdministration

Photocopies, Passport Application, and Microfilm Building Fees

These fees are an appropriation from the State Insurance Commissioner’s Regulatory Trust Fund to provide monetary compensation to Firefighters with a Bachelor or Associate degree that is not required for the position held.

These are varying administrative fees charged for issuance of the various concurrency statements that are required from prospective applicants for any development, redevelopment, change of use, or intensification of use projects.

The Fire Department charges a fee to users of a City Fire Rescue Unit for emergency transportation to the nearest appropriate medical facility or trauma center. Any changes to fees must be submitted to Miami-Dade County.

These are Fire Department fees associated with planned inspections and licensing of properties that store hazardous materials on premises.

Revenues in this category are generated as a result of fees paid by private entities employing off-duty police officers or firefighters. A fuel surcharge for vehicles used for off-duty police work is included in the fee.

These are various miscellaneous fees charged for making photo or microfilm copies and the processing of passport applications.

Sales TaxProceeds

Alcoholic Beverage Licenses

Local Option Gas Taxes

Revenues are derived from the City’s portion of the Sales Tax fees collected by the State on all sales. The amount distributed is determined by a factor calculated using data that includes the City’s population as well as the amount of sales tax collected within the municipality.

Fees represent the City’s share of the eligible alcoholic beverage license fees collected by the State of Florida within the City of Miami Beach.

Through an interlocal agreement with Miami-Dade County; the City receives a portion of an additional tax on every gallon of motor fuel and special fuels sold within the County. The 3 cent gas tax, which was previously included in the General Fund, is now being accounted for in a separate special revenue account, in order to provide more discreet accountability.

INTERGOVERNMENTAL REVENUES

CHARGES FOR SERVICE

Recreation Facility and Programming Fees:

Fees in this category are charged to users of the various programs and facilities offered by the Parks and Recreation Department.

CULTURE AND RECREATION

Miami Beach Golf Club

Normandy Shores Golf Club

Fees in this category are charged to resident and non-resident users of the Miami Beach Golf Club. The projected budget is based on prior year trends.

Fees in this category are charged to resident and non-resident users of the Normandy Shores Golf Course. The projected budget is based on prior year trends.

93


Traffic and Parking

Interest Earnings

Byron Carlyle Theatre

Air Rights

Administrative Fee

Colony Theater

Colony Theater Café

Bus Shelters

Live Nation TOPA

Cost Recovery – Police

Red Light Cameras

Building Fire and Other City Code Violations

Revenues are derived from traffic and parking citations issued by the Police Department and paid to Miami-Dade County Traffic Violations Bureau for various traffic violations that occur within the City’s corporate limits.

Estimated revenue remains conservative, considering the slow stabilization in market rates anticipated for our investments as long term investments with higher rates mature and have to be reinvested at lower rates.

Revenues are pursuant to an agreement with O’Cinema for the management of the Byron Carlyle Theater.

Revenues in this area represent payment under lease agreements with Senior Citizens Housing Development Corporation of Miami Beach for air rights over City-owned parking lots at 6th Street & Collins Avenue as well as 11th Street & Collins Avenue.

Revenues are derived from charging these fees to the bond funds for investment management activities performed by the Finance Department.

Revenues are derived from the rental of the City owned theater.

Revenues are generated from a café agreement at the Colony Theater.

Revenues are as a result of lease agreements for the construction, maintenance, and advertisement within bus shelters throughout the City. These revenues are now collected by the Transportation Fund.

Revenues are pursuant to an agreement with Live Nation for the management of the Jackie Gleason Theater of the Performing Arts.

The Police Department will be charging fees, where appropriate, to offset expenses incurred by the department in the rendering of certain services.

This revenue is collected from individuals for red light violations within the City of Miami Beach, pursuant to Ordinance No. 2008-3621.

Revenues are derived from citations issued for violating various City codes.

FINES AND FORFEITS

INTEREST EARNINGS

RENTS AND LEASES

S. Pt. Park Restaurant

Lincoln Place Agreements

Revenues are pursuant to a lease agreement with the Smith & Wollensky Miami Beach Steakhouse Restaurant located at South Pointe Park.

Revenues are pursuant to a lease agreement for private operation of a City-owned parking garage serving the Lincoln Road District.

94


Historic City Hall and Building

Penrod’s Pier Park Restaurant

Ballet Valet Ramp

Marina Rent

Seawall and Out-lots

Rental City PropertyOther Funds

Revenues are pursuant to lease agreements at two City-owned offices.

Revenues are pursuant to a lease agreement with the Penrod’s for a restaurant and concession at Pier Park in South Beach.

This revenue is pursuant to a development agreement with Ballet Valet Inc. for use of City-owned parking spaces within the 7th Street Parking Garage.

Payments are pursuant to an agreement that provides the higher of a minimum guaranteed rent or a percentage of gross receipts for the marina located at 3rd Street and Alton Road.

Revenues are derived pursuant to lease payments for use of the westerly 27.7 feet adjacent to the seawall on Indian Creek directly across from the municipal parking area at 46th Street and Collins Avenue.

These revenues are pursuant to miscellaneous rental payments of various City-owned properties throughout the year.

777 Building Revenues are pursuant to lease agreements for multiple retail and office spaces.

Cost Allocations CIP

Concessions

Road Impact Fee Reimbursement

Hurricane Reimbursement

Sale of City Property

City Center RDA Mgt Fee

This revenue is derived from charges to capital projects to reimburse the General Fund for CIP Department’s expenditures.

This category represents payments under concession agreements for various beachside concession stands throughout the City.

Revenues are as a result of an agreement with the Miami-Dade County Roadway Impact Fee Ordinance which provides for the City to retain a percentage of fees collected for administrative costs.

Revenues in this category represent Federal Emergency Management Agency (FEMA) reimbursement for eligible hurricane-related expenses incurred by the City.

Receipts in this account reflect net proceeds from the sale of General Fund assets.

Management Fees charged to City Center RDA for support functions provided by departments such as the City Manager’s Office, The City Attorney’s Office, Finance, the Office of Management and Budget, etc. In FY 2019 the City completed a cost allocation study to update these fees.

MISCELLANEOUS

Cost Allocations G.O. Bond Program

This revenue is derived from charges to capital projects to reimburse the General Fund for G.O. Bond Program management expenditures.

95


Communication Advertising

Promotional Distribution Fee

Design Review Fee

Lien Letter

FOP Car User Fee

All Other

Revenues are derived from fees charged for advertising in City publications.

Revenues derived from a fee which became effective October 1, 2008 and requires commercial entities who distribute promotional products on city rights-of-way to pay a fee to obtain a permit. The City has found that this creates a problem for sanitation, specifically when it occurs on the beach.

The Planning Department serves as staff to the City’s Design Review Board. This revenue represents an application of special fee paid upon the submission of an application to the Planning Department to defray administrative processing costs.

Revenues derived from fees charged for the City to issue an official document detailing any liens or other amounts due to the City for a specific property. It is usually necessary for a property sale closing or refinancing.

Revenue derived from a user fee charged to Fraternal Order of Police (FOP) members for the use of a City-owned take-home car.

This category represents miscellaneous revenues received by the City which are non-recurring or that do not pertain to existing specific categories.

Management Fees toVarious Funds

Ad Valorem Taxes

Resort Tax

Management Fees charged to Enterprise and Internal Service Funds for support functions provided by departments such as the City Manager’s Office, the City Attorney’s Office, Finance, Budget and Performance Improvement, etc. The fees are based on a cost allocation study, and are updated annually.

A required principal and interest payment and other costs of $12,798,000 requires the levy of a debt service millage rate of 0.3227, which is an increase of 0.0294 mills from the FY 2020 millage of 0.2933 based on the issuance of the first tranche of bonds in accordance with the voter-approved G.O. Bond Program. As provided by State Statute, the value of the mill is discounted at 95% to account for early payment discounts, delinquencies, etc.

Resort Tax transfer of $18.6 million to the General Fund from the 2% Resort Tax Fund to support citywide tourism related expenditures such as: Cultural Arts Council, Ocean Rescue, Police, Fire, Code Compliance, Tourism and Cultural Development, Economic Development, Memorial Day, and other special event costs. In FY 2020, the City conducted a study based on FY 2019 to determine the cost of these activities to the General Fund. The study estimated approximately $151.5 million in tourism-related expenditures in FY 2019.

GENERAL OBLIGATION DEBT SERVICE FUND

Planning Application Fees

These are fees charged by the Planning Department for the receipt and processing of requests to modify, rehabilitate, or construct buildings in the City. The Planning Department serves as staff to the City’s Planning Board, Board of Adjustment, Historic Preservation Board, and Single-Family Residential Review Panel. Depending on the scope of the project, new development is required to receive approval from one or more of these Boards. The Planning Department processes the applications, reviews and prepares recommendations to all of the above Boards. Fees are assessed for the various Planning applications according to a fee schedule contained within the City Code.

96


Millage And Taxable Value

The Miami-Dade County Property Appraiser determined that as of January 1, 2020, the certified taxable value for real and personal property within the City of Miami Beach was $41.7 billion. This amount includes net new additions to the tax roll of $1.3 billion.

The table below illustrates the taxable values for the previous four years, as well as the Certification for 2020.

Initial Certified Taxable Values

Existing Values 33,532,510,312$ 36,538,197,107$ 38,701,545,195$ 39,796,383,821$ 40,429,722,472$ New Construction 1,165,246,796 858,865,383 186,115,906 302,508,638 1,313,276,514 Certified Taxable Value 34,697,757,108$ 37,397,062,490$ 38,887,661,101$ 40,098,892,459$ 41,742,998,986$

Value of 1 Mill 34,697,757$ 37,397,062$ 38,887,661$ 40,098,892$ 41,742,999$

Adopted Tax RateGeneral Operating (See Note 1) 5.7092 5.7224 5.7288 5.7288 5.7288 Debt Service 0.1796 0.1664 0.1600 0.2933 0.3227 Total Millage 5.8888 5.8888 5.8888 6.0221 6.0515

Tax Collection at 100% 204,328,152$ 220,223,822$ 229,001,659$ 241,479,540$ 252,607,758$

Budgeted 95% Value of 1 Mill (See Note 2)

32,962,869$ 35,527,209$ 36,943,278$ 38,093,948$ 39,655,849$

Budgeted Tax CollectionGeneral Operating 188,191,613 203,300,903 211,640,651 218,232,608 227,180,428 Debt Service 5,920,131 5,911,728 5,910,924 11,172,955 12,796,942 Total Budgeted Levy 194,111,744$ 209,212,631$ 217,551,576$ 229,405,563$ 239,977,370$

Equalization Adjustments (701,359,540) (758,082,409) (696,441,480) (788,392,433) Revised Value 33,996,397,568$ 36,638,980,081 38,191,219,621 39,310,500,026 (see Note 3)

Percentage Change From:Initial to Revised Value -2.0% -2.0% -1.8% -2.0%Prior Year Revised Value 13.6% 7.8% 4.2% 2.9%

Actual Tax Collection 194,005,419$ 210,154,285$ 219,297,201$ % of Original 100% Levy 94.9% 95.4% 95.8%

Notes:

1) Comparative Tax Rates and Levies are for general operating and debt service purposes only and do not reflect the Normandy Shores Dependent Taxing District. Its FY 2021 proposed tax rate is 0.7497 mills, with a levy of $172,900.2) The millage values have been discounted at 95% for early discounts, delinquencies, etc.3) The final values for 2020 will be determined after equalization adjustments.4) Reflects actual collections during the fiscal year and includes funds received for prior year tax levies.

FY 2020Adopted

FY 2019Actual

FY 2018Actual

FY 2017Actual

FY 2021Proposed

97

FINANCIAL SUMMARIES

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PRO

POSE

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RATE

S

PROPOSED MILLAGE RATES

99

CAPITAL AND DEBT

Capital Budget & Capital Improvement PlanCAPITAL BUDGET

The City’s annual Capital Budget contains capital project commitments appropriated for Fiscal Year 2021. Preparation of the Capital Budget occurred simultaneously with the development of the FY 2021 – 2025 Capital Improvement Plan and FY 2021 Operating Budget. The Capital Budget represents the project budgets for both current and new capital projects necessary to improve, enhance, and maintain public facilities and infrastructure to meet the service demands of residents and visitors to the City of Miami Beach. Capital reserves, debt service payments, and capital purchases found in the Operating Budget are not included in this budget. The Capital Budget for FY 2021 appropriates funding for projects that will require commitment of funds during the fiscal year.

The Capital Improvement Plan (CIP) is a financing and construction/acquisition plan for projects that require significant capital investment. The CIP, which is updated annually and submitted to the City Commission for adoption, specifies and describes the City’s capital project schedules and priorities for the five years immediately following the Commission’s adoption. In addition, the first year of the plan outlines the funding to be appropriated in the annual Capital Budget.

This document is an official statement of public policy regarding long-range physical development in the City of Miami Beach. The FY 2021 – 2025 CIP of the City of Miami Beach is a five-year plan of public improvements and capital expenditures adopted by the City. A capital improvement is defined as a capital or “in-kind” expenditure of $25,000 or more, resulting in the acquisition, improvement, or addition to fixed assets in the form of land, buildings, or improvements more-or-less permanent in character and durable equipment with a life expectancy of at least five years.

The FY 2021 – 2025 CIP for the City of Miami Beach is a five-year plan of public improvements and capital expenditures adopted by the City totaling $1.2 billion, of which $60.0 million is programmed to be appropriated in FY 2021. The total for projects included in the CIP, comprising $1.7 billion in appropriations for ongoing projects through FY 2020 and $107.6 million in unfunded/programmed needs beyond FY 2025, is $2.9 billion.

Projects will address many needs across different areas of the City including: neighborhood enhancements such as landscaping and sidewalk restoration; traffic calming; roadway and bridge resurfacing and reconstruction; water, sewer, and drainage system improvements; park construction, renovations, and upgrades; renovation of seawalls; parking lot and garage renovations; and construction/renovations of public facilities. A detailed listing of all capital projects is provided in the Proposed FY 2021 – 2025

BACKGROUND

On July 21, 1999, the City Commission approved the CIP for the City and the Redevelopment Agency (RDA). Since that time, the City has issued additional General Obligation Bonds pursuant to referendum; Water and Sewer Revenue Bonds; Storm Water Revenue Bonds; Resort Tax Revenue, Parking Revenue, RDA Tax Increment Revenue and Revenue Refunding Bonds; and an Equipment Loan. In addition, beginning in FY 2006, the City committed to funding a Pay-As-You-Go component of the Capital Budget funded from General Fund revenues, as well as committing to using Resort Tax Quality of Life funds in North, Middle, and South Beach for capital projects. In 2005, through a series of workshops with the Mayor and Commission for the City of Miami Beach, previously approved appropriations were reviewed to ensure that projects scheduled to begin construction in the next few years were fully funded, appropriating funds from other projects scheduled to begin in later years and providing for those to be replaced from future financing sources. These changes were reflected in the FY 2006 – 2010 Capital Budget and CIP for the City and the RDA which was approved by the City Commission on September 21, 2005.

In the spring of 2006, the City created a Capital Budget Process Committee with the responsibility of reviewing and prioritizing new capital projects that would be funded in a given fiscal year and for recommendation of funding allocations from authorized sources for the prioritized projects. The Committee developed and implemented a structured committee-based process for the development of the CIP and Budget, including review criteria that projects must meet to be considered for funding. This process is reviewed and refined annually by the Committee. In the Fall of 2019, the Capital Budget Process Committee was superseded by the Building Resiliency through the Budget (BRB) Team, which was formed in response to the Urban Land Institute’s recommendation. The team is composed staff from the Office of the City Manager, Property Management, Capital Improvements Projects, Environment and Sustainability and the Office of Management and Budget. The purpose of this team is to leverage the budget process to maximize resilience in all capital projects and existing assets using a cross-departmental team to plan for shocks, stresses, and sustainability during early budget development. The team’s goal is to reduce risk, save money and to create new quality of life benefits for the community.

CAPITAL BUDGET CONT’D

Capital Improvement Plan & FY 2021 Capital Budget document. The Capital Budget for FY 2021 will be appropriated on October 1, 2020.

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The flowchart below provides an overview of the Capital Budget process and timelines.

BACKGROUND CONT’D

Based on the direction received from the Finance and Economic Resiliency Committee (formerly referred to as the Finance and Citywide Projects Committee) in February 2008, the process was modified to allow for early input to the prioritization process by the City Commission. Under the new process, a preliminary list of unfunded projects is presented to the Finance and Economic Resiliency Committee, providing the opportunity for input and prioritization. This is consistent with the process for City Commission input regarding operating budget priorities, and the format used would be similar to that used to seek guidance on operating budget priorities in prior years. This revised process allows early input by the City Commission regarding priorities for funding, subject to availability.

Construction management for the CIP is provided by the CIP Office. This office is designed to consolidate the City’s capital construction effort into a single entity and is tasked with constructing the City’s funded Capital Improvements in a timely manner. Projects within neighborhood areas are combined to create a single project that addresses the neighborhood needs for infrastructure upgrades, traffic flow, enhancements, etc. This comprehensive approach minimizes disruptions and generates costs savings. To forward this on-going implementation effort, the City has entered into agreements with various firms for program management, architectural, engineering, and other relevant professional services, as well as awarding contracts for construction.

In addition, several other departments provide management of some specialized projects. For example, Public Works provides construction management for some utility projects; Environment and Sustainability provides management for some environmental projects; and Parks and Recreation provides management of some park-related projects.

BACKGROUND CONT’D

On November 6, 2018, the City of Miami Beach voters approved the issuance of a $439 million G.O. Bond to fund a total of 57 capital projects citywide, ranging from vertical construction, roadwork, park constructions and renovations, technology implementation, renewals and repairs, and underground infrastructure work. In order to ensure that these projects are completed within reasonable timeframe, within budget, on a coordinated basis (including coordination with non-G.O. Bond projects and projects by other jurisdictions), through the incorporation of resiliency and best practices, and with effective communication to all impacted stakeholders, the G.O. Bond Program Management division of the City Manager’s Office is spearheading the implementation of these projects. Additional information regarding the implementation of the 2018 G.O. Bond program is available at www.gombinfo.com

SeptemberCapital Budget adopted at Second Public Hearing

July/AugustCity Manager develops Proposed Capital Budget

JuneCommission review of draft Capital Budget

March to MayCapital prioritization and development of draft Capital Budget

FebruaryDepartments identify projects to be closed, submit updates to existing projects, and

submit new project requests

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On March 1, 2020 the Governor issued an Executive Order directing the Surgeon General of the State of Florida to issue a public health emergency and in response to the pandemic outbreak of COVID-19, the Governor declared a State of Emergency on March 9, 2020. In direct response to the first confirmed case of COVID-19 in Miami-Dade County on March 11, 2020 the Miami-Dade County Mayor declared a State of Emergency for Miami-Dade County. The City Manager declared a State of Emergency in the City of Miami Beach on March 12, 2020. Subsequently, both the County and the City issued various Emergency Orders temporarily closing public and private facilities, including the temporary closure of all non-essential retail and commercial establishments and identifying essential retail and commercial businesses which may remain open. These actions have greatly limited the amount of economic activity taking place in the City of Miami Beach and continue to result in significant impacts to the City’s finances.

At the April 17, 2020 FERC meeting, in response to the projected revenue losses through the end of the fiscal year, the Administration presented the City’s budget-balancing plan. These plans emphasized cost reductions as much as possible, including a reduction in capital expenditures, and judiciously using reserves to make up the difference.

The table below provides a summary of the deferrals of capital projects to FY 2021. Savings from these deferrals will be reflected in the FY 2021 budget.

FundNumber of

Projects$

CRR 4 797,730PAYGO 13 2,677,572

QOL 18 2,720,462TOTAL 35 6,195,764

PURPOSE AND BENEFIT

The adopted CIP is a five-year funding schedule, which is updated annually to add new projects, re-evaluate program and project priorities, and revise recommendations while also considering new requirements and new sources of funding. The annual capital programming process provides the following benefits:

• Serves as a source of information about the City’s physical development and capital expenditures to the citizens, City Commission and administration, private investors, funding agencies, and financial institutions

• Provides a mechanism that applies uniformity and consistency in the evaluation of projects and assists in the establishment of priorities

• Provides for coordination among projects with respect to funding, location, and time

PURPOSE AND BENEFIT CONT’D

The CIP is developed in accordance with the City’s stated plans, goals, and objectives and provides for the proper physical and financial coordination of projects. Private sector development initiatives that provide/require modifications to certain infrastructure are properly coordinated with City projects to achieve compatibility and the greatest benefit.

LEGAL AUTHORITY

Legal requirements for preparing the City of Miami Beach’s CIP are set forth in Miami-Dade County Code (Section 2-11.7—2-11.11), and the Florida Statutes. House Bill 2377, passed during the 2000 Regular Session of the Florida Legislature, requires the thorough revision of the CIP as a basis of policy and budget initiatives.

RELATIONSHIP OF THE CIPTO THE COMPREHENSIVE PLAN

The City of Miami Beach’s Comprehensive Plan contains a Capital Improvement Element (CIE) which describes major City public facility improvements recommended in various elements of the Comprehensive Plan for implementation during the five years following adoption of the Comprehensive Plan. The CIE also demonstrates the ability to fund those improvements. The projects listed are intended to address existing “deficiencies,” achieve facility “replacement,” or contribute to the general “improvement of Miami Beach.” The information in the CIE of the City’s Comprehensive Plan is based on the CIP.

PROCESS AND PREPARATIONOF THE CIP AND CAPITAL BUDGET

The City’s CIP and Capital Budget development process begins in the spring when all departments are asked to prepare their own CIP containing information on the department’s ongoing and proposed capital projects. Individual departments submit requests to the Budget Office, identifying funding sources and requesting commitment of funds for their respective projects.

The Building Resiliency through the Budget Team, comprised of staff from the Office of the City Manager, Property Management, Capital Improvements Projects, Environment and Sustainability and the Office of Management and Budget, reviews the proposed projects according to the City’s strategic priorities, based on the Review Criteria described below. In addition, the review considers conformance with the City’s Comprehensive Plan and other plans for specific areas, and linkages with other projects for combined impact, the availability and source of funding, project impact for maximum benefits to the citizens of the City, and the length of time that a project will benefit the City.

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REVIEW CRITERIA

All projects submitted for inclusion in the City’s CIP are reviewed on the basis of relative need, benefit, and cost. In addition, several guiding policies direct the determination of the content, scheduling, and funding of the CIP. These policies are as follows:

1. Meet the City’s strategic priorities 2. Maximize return on investment in consideration of financial

limitations and budget constraints so as to:• Preserve prior investments where possible• Reduce operating costs• Maximize use of outside funding sources to leverage the

City’s investment• Maximize cost effective service delivery

3. Improve and enhance the existing network of City service levels and facilities

4. Implement adopted plans5. Demonstrate coordination and compatibility with other capital

projects and other public and private efforts

CAPITAL BUDGET PROCESS REVIEW

There are three major steps of the Capital Budget review process that staff undertakes each year:

1. Existing projects are reviewed to identify areas where funding previously programmed in the CIP for the upcoming year, as well as future years of the plan, need to be revised due to changes in cost, scope, etc.

2. Projects that have been in the conceptual planning stage are reviewed to determine whether they are sufficiently far enough along to warrant incorporating them in the adopted capital budget and CIP for the upcoming year.

3. Funding for new projects are submitted and reviewed by an in-house Capital Budget Process Committee comprised of City staff.

Capital funding priorities were discussed at the Finance and Economic Resiliency Committee budget briefings held on June 16, 2020, July17, 2020, and July 24, 2020. The City Manager, Assistant City Managers, the CIP Office Director, other Department Directors, and other City staff were available to discuss specific projects and respond to the Committee’s questions.

PROCESS AND PREPARATIONOF THE CIP AND CAPITAL BUDGET CONT’D

The proposed document is then reviewed by the City Manager, and upon approval, is submitted to the Finance and Economic Resiliency Committee for review and, subsequently, to the City Commission and Redevelopment Agency Board for final approval and adoption.

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SOURCES OF FUNDS

The success of any CIP depends on the close coordination of the physical plan with a financial plan. Projects may be financed through a “Pay-As-You-Go” capital component based on transfers from the General Fund, although these are often challenging to fund as they must compete with recurring operating requirements.

For this reason, the City has a financial goal of funding at least 5 percent of the General Fund operating budget as transfers for capital projects (Pay-As-You-Go, Renewal and Replacement, Information and Communication Technology) and capital projects contingency. The purpose of this goal is multi-faceted:

1. To provide flexibility in the operating budget that would allow the budget to be reduced without impacting services during difficult economic times

2. To ensure that the City funds needed upkeep on our General Fund facilities, and right-of-way landscaping, lighting, etc.

3. To provide a mechanism to address additional scope of small new projects prioritized by the community and the City Commission instead of having to delay these for a larger General Obligation Bond issue

4. To provide contingency funding so that projects where bids were higher than budgeted did not have to be delayed, especially during a heated construction market where delays often lead to further increases in costs

At the July 25, 2018 City Commission meeting, the City Commission voted to approve a dedicated PAYGO millage rate of .0755 via Resolution 2018-30429. This allows for growth over time with property values.

As noted above, in order to recognize the savings from the deferral of the capital projects in FY 2020, only the difference between the amount that was deferred and the amount was budgeted to be collected in FY 2020 ($252,000) will be transferred to the PAYGO Fund in FY 2021. The remainder will be transferred to the General Fund’s reserve, consistent with the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting.

SOURCES OF FUNDS CONT’D

Additional means of financing of capital projects include the following:

• Borrowing money through the sale of bonds authorized by voters – General Obligation Bonds. General Obligation Debt (G.O. Debt) is the debt service funding required for voter-approved bonds issued with the belief that a municipality will be able to repay its debt obligation through taxation or revenue from projects. No assets are used as collateral. Funds in this category include: ◦ Gulf Breeze Bond Funds – Other (Loan Pool) ◦ RCP – 15M Bond – 1996 Parks, Recreation and Culture

GO Bond ◦ 1999 GO Bonds – Fire Safety ◦ 1999 GO Bonds – Neighborhood Improvements ◦ 1999 GO Bonds – Parks & Beaches ◦ 2003 GO Bonds – Fire Safety ◦ 2003 GO Bonds – Neighborhood Improvements ◦ 2003 GO Bonds – Parks & Beaches ◦ 2019 GO Bonds – Infrastructure ◦ 2019 GO Bonds – Parks ◦ 2019 GO Bonds – Public Safety

• Borrowing money through the sale of bonds paid for by pledging a specific revenue stream – Revenue Bonds. Funds in this category include: ◦ 1997 Parking System Revenue Bonds ◦ 2010 Parking Bonds ◦ 2015 Parking Revenue Bonds ◦ 2015 RDA Bonds ◦ 2015 Resort Tax 1% Bonds ◦ Storm Water Bonds 2000 ◦ Storm Water Bonds 2011 ◦ Storm Water Bonds 2015 ◦ Storm Water Bonds 2017 ◦ Interest on Storm Water Bonds ◦ Proposed Future Storm Water Bonds ◦ Water and Sewer Bonds 2000 ◦ Water and Sewer Gulf Breeze Loan 2006 Series ◦ Water and Sewer Gulf Breeze Loan 2010 Series ◦ Water and Sewer Bonds 2017 ◦ Interest on Water & Sewer Bonds ◦ Proposed Future Water & Sewer Bonds

• Loans for Energy Savings Projects whereby the financing is secured by the costs savings that will be generated by the project

• Equipment Loans/Leases – used to fund capital equipment such as cars, trucks, and heavy equipment

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• Federal, State, and County Grant Aid Programs. Funding sources in this category include the following: ◦ HUD (Housing and Urban Development) Section 108

Loan ◦ Miami-Dade County Bond (County GO) ◦ Federal Emergency Management Agency (FEMA)

• Special Revenue Funds, which by law, may only be used for specific purposes. Funding sources in this category include the following: ◦ The Resort Tax Fund is supported primarily by taxes

levied on hotel, motel, rooming house and short term apartment room rents as well as on food and beverages sold at retail in any restaurant, as authorized by State Statute, and is used to fund tourism-eligible expenditures. A specific component of this Fund (the 1% Quality of Life Fund) is used to support tourism-eligible capital projects in north, south and mid-beach that improve the quality of life of the community. The City Commission approved the revision of the allocations during the FY 2019 budget process with an increase in the distribution to Transportation, to help support the cost of the trolley program. Transportation now receives 60% of Quality of Life funds with the remaining 40% being distributed evenly among North Beach, Mid Beach, South Beach, and the Arts.

◦ Convention Center 1% Resort Tax – used to establish and maintain a capital renewal and replacement fund for improving and maintaining the Convention Center, after providing for payment of annual debt service and related obligations

◦ Fees in Lieu of Parking ◦ Concurrency Mitigation Fund ◦ Half-Cent Transit Surtax ◦ Local Option Gas Tax ◦ Convention Development Tax ◦ Information and Communications Technology Funds ◦ 911 Emergency Funds ◦ Art in Public Places Fund ◦ Building Technology Fund

• Enterprise Fund Revenues which are derived from operations that are financed and operated in a manner like private businesses. The criteria used to determine if an operation should be an Enterprise Fund includes: 1) that it generates revenues; 2) that it provides services to the community; and 3) that it operates as a stand-alone entity, without subsidies from taxes etc. The City’s Enterprise Fund Departments are: Building, Convention Center, Sanitation, Storm Water, Water,

Sewer, and Parking. In some cases, operating funds are advanced of bond sales and are repaid when the bonds are sold. Capital funding sources in this category include the following: ◦ Water & Sewer Enterprise Fund ◦ Sanitation Enterprise Fund ◦ Parking Operations Fund ◦ Storm Water Enterprise Fund ◦ Convention Center Fund

• Internal Service Funds which are completely offset by revenues received from the General Fund, Enterprise Fund, and Special Revenue Fund Departments. The City’s Internal Service Fund Departments are Information Technology, Central Services, Risk Management, Property Management, and Fleet Management.

• Other miscellaneous funding sources include: ◦ Capital Projects not Financed by Bonds/Reallocation of

Bonds – Other Capital Projects/Capital Replacement Fund – reflecting funding from smaller miscellaneous sources

In addition, the City of Miami Beach Redevelopment Agency is a separate entity whose Chairperson and Board of Directors are also the City’s Mayor and City Commission. Capital projects funded by the Redevelopment Agency promote economic development within the City Center Redevelopment District.

Further, revenues associated with the expiration of the South Pointe Redevelopment District (previously part of the Miami Beach Redevelopment Agency) are now used to fund storm water projects. The South Pointe Redevelopment District was the most successful redevelopment district in the State of Florida. Assessed values increased from $59 million when the district was established in 1976 to almost $2.2 billion as of January 1, 2005. The January 1, 2020 assessed value was $6.3 billion.

The CIP reflects funding for projects prior to the expiration of the South Pointe Redevelopment District that have not yet been completed within the following funds:

• South Pointe RDA• City Center RDA Capital Fund• MDC CDT Interlocal – Convention Development Tax or Resort

Tax Eligible Projects• South Pointe Capital• RDA – Garage Fund


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The FY 2021 – 2025 CIP for the City of Miami Beach is a five-year plan of public improvements and capital expenditures adopted by the City. This document is an official statement of public policy regarding long-range physical development in the City of Miami Beach. The CIP has been updated to include projects that will be active during FY 2021 through FY 2025. The CIP has also been updated to include additional funding sources that have become available, changes in project timing, and other adjustments to ongoing projects as they have become better defined, including projects that have been reconfigured, re-titled, combined with or separated from other projects and/or project groupings. These adjustments have no fiscal or cash impact and are as a result of a comprehensive review of the program to ensure that our plan accurately reflects all project budgets, funding sources, and commitments.

Overview Of The FY 2021 - FY 2025Five Year Capital Improvement Plan

The CIP also contains information on appropriations prior to FY 2021 for ongoing/active projects, as well as potential future appropriations beyond FY 2025. In conjunction with the development of the FY 2021 Capital Budget and FY 2021 – 2025 CIP, the City began to develop a list of potential projects that may be funded in the future, including projects that have been approved as part of a plan, but not yet sequenced or approved for funding.

The following table shows a summary of the Five-Year CIP by program area, as well as prior year funding for ongoing projects and funding requirements for desired projects with no anticipated funding for the FY 2021 Capital Budget and the FY 2021 – 2025 CIP, and beyond.

PROGRAM PRIOR YEARS FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Future TOTALART IN PUBLIC PLACES 7,936,131 - - - - - - 7,936,131 BRIDGES 10,376,204 - 3,863,923 - - - - 14,240,127 CONVENTION CENTER 629,567,548 - - - - - - 629,567,548 ENVIRONMENTAL 4,854,000 - 2,950,000 - - 4,500,000 - 12,304,000 EQUIPMENT 40,782,886 9,968,000 12,192,000 5,906,000 5,334,000 3,622,000 - 77,804,886 GENERAL PUBLIC BUILDINGS 23,675,351 (1,270,965) 12,705,170 - - 2,200,000 13,000,000 50,309,556 GOLF COURSES 6,129,190 - 6,604,000 234,000 42,000 125,000 - 13,134,190 MONUMENTS 568,000 97,350 350,000 - - - - 1,015,350 PARKING 250,000 - - - - - - 250,000 PARKING GARAGES 63,421,649 335,500 3,717,790 1,956,100 1,785,000 2,325,000 500,000 74,041,039 PARKING LOTS 4,471,113 419,029 650,000 150,000 150,000 150,000 - 5,990,142 PARKS 151,730,444 4,264,914 58,814,725 1,452,000 4,845,170 23,659,100 3,123,000 247,889,353 RENEWAL & REPLACEMENT 24,504,639 1,976,294 9,258,745 2,290,500 1,744,000 6,534,000 - 46,308,178 SEAWALLS 29,412,426 5,000,000 7,000,000 5,000,000 5,000,000 - - 51,412,426 STREETS / SIDEWALKS / STREETSCAPES 447,102,496 8,167,526 359,628,707 141,289,270 9,178,421 65,000,000 85,500,000 1,115,866,420 STREET LIGHTING 10,902,664 (629,000) 18,729,000 13,100,000 13,100,000 13,100,000 - 68,302,664 TRANSIT / TRANSPORTATION 77,695,000 601,253 6,673,650 947,000 1,500,000 3,280,000 5,431,000 96,127,903 UTILITIES 116,678,560 31,061,244 73,747,770 29,169,102 144,271,030 15,268,653 - 410,196,359 GRAND TOTAL 1,650,058,301 59,991,145 576,885,480 201,493,972 186,949,621 139,763,753 107,554,000 2,922,696,272

FY 2021-2025 1,165,083,971

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The graph which follows shows the major project types with funding adopted and programmed in the FY 2021 – 2025 CIP. The largest adopted and programmed investments are in the street/sidewalks/streetscapes (50%), and utilities (25%).

50%

25%

8%

5%

3%

2%

2%

1%1%

3%

FY 2021 - FY 2025 CAPITAL IMPROVEMENT PLAN: $1.17 BILLION

STREETS/ SIDEWALKS /STREETSCAPES

UTILITIES

PARKS

STREET LIGHTING

EQUIPMENT

SEAWALLS

RENEWAL & REPLACEMENT

GENERAL PUBLIC BUILDINGS

TRANSIT / TRANSPORTATION

PARKING GARAGES

ENVIRONMENTAL

GOLF COURSES

BRIDGES

PARKING LOTS

MONUMENTS


For more information on the details of the Cap-ital projects proposed for FY 2021, refer to the companion FY 2021 - 2025 Capital Improve-ment Plan (CIP) and FY 2021 Proposed Capital Budget document.

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At the first budget briefing on June 16, 2020, staff presented the preliminary list of unfunded projects, which were being requested, including projects that the Administration proposed for funding subject to the availability of funds. A summary of projects recommended for funding in the FY 2021 Capital Budget, based on direction given by the Finance and Economic Resiliency Committee on June 16, 2020, July 17, 2020, and July 24, 2020, is presented below (sorted by funding source):

Throughout this document, the projects which were deferred in FY 2020 are reflected in blue font.

Capital Renewal and Replacement (Fund 125)The proposed dedicated millage of 0.0235 mills is estimated to generate $807,000 for the General Fund Capital Renewal and Replacement Fund based on a 4.1 percent increase in property values. This reflects a $38,000 increase in CRR dollars available for capital projects over last year.

As noted above, in order to recognize the savings from the deferral of the capital projects in FY 2020, only the difference between the amount that was deferred and the amount was budgeted to be collected in FY 2020 ($43,000) will be transferred to the CRR Fund in FY 2021. The remainder will be transferred to the General Fund’s reserve, consistent with the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting.

In order to fund these critical projects, four of the projects (totaling $797,730), which were deferred in FY 2020, are proposed to be unfunded, three of which are for work to be done at the South Shore Community Center, which is the proposed site for the new Fire Station #1. The Property Management Department has confirmed that no critical work currently needs to be done at this facility.

The fourth project is a pavement and sidewalk program, which currently has funding. The request for additional funding has been programmed to be reviewed in the FY 2022 budget process.

The recommended General Fund Renewal and Replacement projects for FY 2021 are listed below in priority order and are recommended by Staff for funding due to their Priority 1 (Critical to Continued Operations) needs. The remaining project requests are lower priority or are beyond the funding capacity at this time:

• Fire Station #2 Training Tower Structural Repairs - $160,800• Fire Station #1 Roof Repairs - $ 111,100• Miami Beach Police Department 4th Floor HVAC Controls -

$312,000• Fire Station # 2 A/C Replacement - $52,500• 1701 Meridian Ave 50-Year Recertification - $50,500• Historic City Hall 90-Year Recertification - $66,000• Bass Museum Window Replacement - $67,355

Projects deferred due to COVID-19 which are proposed to be defunded:• Pavement & Sidewalk Program - $462,014 (programmed in

FY 2022)• South Shore Community Center Fire Alarm Renewal -

$100,716• South Shore Community Center Bathroom and Kitchen

Upgrade - $150,000 • South Shore Community Center Playground Area Mitigation

- $85,000

North Beach Quality of Life (Fund 307)• North Beach Oceanside Park (NBOSP) - $3,475,000

Projects defunded and re-programmed in FY 2022 in order to provide additional funding for the NBOSP project:• Street Lighting Improvements - $629,000• North Beach Streetscape Pilot - $330,000• Normandy Isle Park Pool Renovation - $358,000• Entrance Signs to North Beach - $691,000

Projects deferred due to COVID-19 which are proposed to be re-activated:• Alleyway Restoration Phase III - $60,000• North Shore Bandshell Plumbing Repairs - $30,000• North Beach Right-Of-Way Landscaping - $157,000• Beach Restrooms Exhaust Systems - $7,000

Projects deferred due to COVID-19 which are proposed to be defunded:• North Beach Yard - $494,204 – Project terminated in FY

2019• North Beach Oceanside Park Security - $225,000 – Funding

transferred to the NBOSP project above

Mid Beach Quality of Life (Fund 306)• Indian Beach Park Playground Expansion – additional funding

of $623,910 • Fire Station #3 40-Year Recertification - $48,700

Projects deferred due to COVID-19 which are proposed to be re-activated:• 41st Street Bridges Repair - $480,000• Indian Beach Park Playground Expansion - $168,090 • MB Golf Course Irrigation Pump - $100,000• Alleyway Restoration Ph III - $60,000• Middle Beach ROW Landscape - $82,000• Beach Restrooms Exhaust Systems - $9,000

Overview Of The FY 2021 Capital Budget (One-Year Capital Budget)

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Overview Of The FY 2021 Capital Budget(One-Year Capital Budget) Cont’d

South Beach Quality of Life (Fund 305)• Bass Museum Window Replacement - $67,355 • Bass Museum Condenser Water Pumps Renewal - $45,450• World War Memorial - $62,000• Fillmore - Site Lighting Phase II - $50,000• Botanical Gardens Restrooms - $50,500 • MBPD Cuban Monument Restoration - $35,350• Fire Station # 2-A/C Replacement - $52,500• Fire Station # 2 Training Tower Structural Repairs -

$160,800 • 10th St Auditorium Coating of Roof - $65,650• 10th Street Auditorium Water Pump Renewal - $191,900• Citywide Park Landscaping Improvements (South Pointe &

Lummus Park) - $200,000

Projects deferred due to COVID-19 which are proposed to be re-activated:• South Beach Pedestrian Zones - $300,000• Beach Restrooms Paint and Concrete - $15,275• Miami City Ballet Studio Flooring - $140,000• South Beach ROW Landscape - $273,893• Beach Restrooms Exhaust Systems - $19,000

Projects deferred due to COVID-19 which are proposed to be defunded:• Bass Museum Park Café Furniture and Equipment - $100,000

(programmed in FY 2022)

Pay-As-You-Go (Fund 302)PAYGO funds help ensure adequate on-going reinvestment in the City’s capital plant and equipment. This funding can be used for any general government purpose and is the most flexible funding source in the Capital Budget. The PAYGO fund has been historically funded by the General Fund at $2.4 million annually. Funding levels have been as high as $7.5 million in the past.

During the development of the FY 2019 budget, the Commission approved a dedicated millage rate for PAYGO funding. This dedicated millage will allow for the growth of this fund over time, as property values increase. Last year, the millage rate of 0.0755 was estimated to generate $2,470,000. Based on the July 1st final property values, the estimated FY 2021 revenue is $2,592,000. This reflects a $122,000 increase in PAYGO dollars available for capital projects over last year.

As noted above, in order to recognize the savings from the deferral of the capital projects in FY 2020, only the difference between the amount that was deferred and the amount was budgeted to be collected in FY 2020 ($252,000) will be transferred to the PAYGO Fund in FY 2021. The remainder will be transferred to the General Fund’s reserve, consistent with the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting.

In order to fund these critical projects, eight of the projects (totaling $1,007,440) which were deferred in FY 2020 are proposed to be unfunded. The funding for each of these projects has been programmed to be reviewed in the FY 2022 budget process. The recommended projects for FY 2021 are listed below.

• Security Enhancements Citywide - $500,000• North Beach Oceanside Park - $500,000 • Fleet Management Concrete Spalling - $100,000 • Fleet Management-Generator Transfer Switch - $100,000 • Ocean Rescue Fire Alarm Renewal - $30,300• Fleet Management Fire Sprinkler - $250,000 • Brittany Bay Park - $171,729• Citywide Bridges - $219,125 (transfer from Bridge Repairs

FY 2019 project)• Belle Isle Park Lighting Enhancement - $110,000• Middle Beach Water Tower Painting - $50,000• De-appropriate West Avenue Phase II - $589,947 (as

discussed at the July 17, 2020 FERC meeting, allowing for these PAYGO dollars to be used to fund other capital projects in the FY 2021 Capital Budget. Available 2003 General Obligation Bond for Neighborhoods dollars will be appropriated to fund this project as noted below.)

Projects deferred due to COVID-19 which are proposed to be re-activated: • Polo Park Lighting & Soccer Field - $857,680• City Hall-Generator Replacement - $600,000• Beach Restrooms Paint and Concrete - $86,000 • Park View Island Annex - Dog Park - $59,575

Projects deferred due to COVID-19 which are proposed to be defunded and programmed in future years:• Citywide Parks Irrigation System - $155,725• Collins Park Performing Arts Venue (Rotunda) - $175,000• Alleyway Restoration Phase III - $100,000• Middle Beach ROW Landscape - $135,715• North Beach Parks Restroom Restoration - $91,000• Outdoor Training Facility (Fire) - $100,000 (programmed in

FY 2025)• Buoy Park Reforestation Improvement - $150,000• Smart Building Automation System - $100,000

Transportation (Fund 106)• Change of funding source for North Beach Neighborhood

Greenways-Phase 1 to the Concurrency Mitigation Fund - $448,625

7th Street Garage (Fund 142)• 7 Street Garage UPS Battery System Renewal- $66,600

Fees in Lieu of Parking (Fund 155)• Surface Lot at Biscayne Beach - $307,029

Concurrency Mitigation (Fund 158)• Change of funding source for a portion of the Intelligent

Transport System project to the People’s Transportation Plan- PTP (Half Cent Transit Surtax- County) Fund - $741,000

• North Beach Greenways- Phase II - $604,230

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Overview Of The FY 2021 Capital Budget(One-Year Capital Budget) Cont’d

• Pine Tree Drive and 46th Street Roundabout (additional funding of $500,000 is expected from Miami Dade County) - $603,603

• North Beach Greenways Phase I - $448,625

People’s Transportation Plan (PTP/Half Cent Transit Surtax-County) (Fund 187)• Intelligent Transport System - $741,000• Prairie Avenue and 44th Street/Chase Avenue Traffic Circle

- $84,420

2003 General Obligation Bonds - Neighborhoods (Fund 384)• West Avenue Phase II - $589,947

Water & Sewer Capital Projects Funded by Operations (Fund 418)• FDOT Utilities Relocation - $221,175• Wastewater Manhole Rehabilitation - $1,545,000 • Sewer Pump Station # 18 Improvements - $700,000 • Water & Wastewater Mains and Rehab - $140,889• DERM & EPA Consent Decree - $500,000

Water & Sewer Bonds (Funds 419, 420)• Wastewater Stations Rehabilitation - $6,603,400 • Water Pump Stations Improvements - $4,595,000 • Water & Wastewater Mains and Rehab - $9,276,820• Water Meter Replacement Program - $5,000,000• Valve Replacement Program - $931,635• FDOT Utilities Relocation - $178,825

Storm Water Bonds (Fund 429)• West Avenue Phase II - $9,195,255• Scada and PLC Systems - $1,237,500

Miami-Dade County Inter-Local Agreement (Storm Water/General Capital Projects) (Fund 433)• Citywide Seawall Rehab - $5,000,000

Sanitation Enterprise (Fund 435)• Defunding Bayshore Green Waste Facility as the project is

near completion and remaining funds are only needed for possible DERM requests or modification of the engineering controls for closure - $576,761

RDA Garage (Fund 463)• 16th Street Garage Fire Sprinkler - $1,144,000• 16th Street Canvas Awning Renewal - $56,560• Anchor Garage-Fire Alarm Replacement - $101,000

Parking Bond (Fund 486)• 6th Street & Collins Parking Lot P14 - $303,000 • Defunding Lot 9d P86-6976 Indian Creek Drive to reflect

reduction in cost - $191,000 • 13th Street Garage-Window/Glass Block - $35,350 • Sunset Harbour Garage-Fire Alarm - $35,000

Parking Bond (Fund 486) Cont’d• 42nd Street Garage-50yr Certification - $312,090 • 12th Street Garage Roof and Deck - $806• Defunding 1755 Meridian Garage Roof and Deck to reflect

reduction in scope and cost - $900,000 • 13th Street Garage-40yr Certification - $300,000• 42nd Street Garage Fall Protection Guards Renewal -

$151,500

Parking Capital Not Bonds (Fund 490)• Change of funding source of the 12th Street Garage-Roof and

Deck project for portion which could be funded by Parking Bonds - $299,806

• Defunding 1755 Meridian Garage Roof and Deck to reflect reduction in scope and cost - $500,000

Fleet Management (Fund 510)• FY 2021 Vehicle/Equipment Replacement - $9,968,000

Information Technology (Fund 550)• Fiber Communications Installation - $131,000

Community Development Block Grant (CDBG)(Various Funds)• Beginning in FY 2021, housing projects funded by this grant

will only be presented to the Commission directly for approval by the Office of Housing and Community Services, as currently done with the operating budget for this grant.

Home Investment Partnership Program (HOME)(Various Funds)• Beginning in FY 2021, housing projects funded by this grant

will only be presented to the Commission directly for approval by the Office of Housing and Community Services, as currently done with the operating budget for this grant.

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The Capital Budget for FY 2021 totals $59,991,145 and will be appropriated on October 1, 2020 when approved by the City Commission. Projects will address many needs in different areas of the City including: neighborhood enhancements such as landscaping and sidewalk restoration; traffic calming; roadway and bridge resurfacing and reconstruction; water, sewer, and drainage system improvements; park construction, renovations and upgrades; renovations of seawalls; parking lot and garage renovations, construction/renovations of public facilities; and vehicle replacement. The following tables summarize the capital expenditures by funding and program source.

FUNDING SOURCE FY 2021Water & Sewer Bonds 2017 26,406,855 Stormwater Bonds 2017 10,432,755 Fleet Management 9,968,000 Stormwater Projects - MDC ILA 5,000,000 Water & Sewer Capital Projects 3,107,064 RDA Garage (Anchor) 1,301,560 Concurrency Mitigation 915,458 Resort Tax 1% - South Beach Quality of Life 881,505 Half Cent Transit Surtax 825,420 Resort Tax 1% - North Beach Quality of Life 747,796 Resort Tax 1% - Mid Beach Quality of Life 672,610 GO Bonds - Neighborhoods 2013 589,947 Fees in Lieu of Parking 307,029 Pay-As-You-Go 214,642 Water & Sewer Bonds 2010 178,825 IT Communications 131,000 7th Street Garage 66,600 Parking Bonds 2010 46,746 Capital Renewal & Replacement 22,525 Transportation (448,625) Sanitation Projects (576,761) Parking Capital Not Bonds (799,806) Total Appropriations as of 10/1/2020 59,991,145$

PROGRAM FY 2021Utilities 31,061,244 Equipment 9,968,000 Streets/Sidewalks/Streetscapes 8,167,526 Seawalls 5,000,000 Parks 4,264,914 Renewal & Replacement 1,976,294 Transit/Transportation 601,253 Parking Lots 419,029 Parking Garages 335,500 Monuments 97,350 Street Lighting (629,000) General Public Buildings (1,270,965) Total Appropriations as of 10/1/2020 59,991,145$

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The FY 2021-2025 Capital Improvement Plan by Funding Summary sorts the projects in the FY 2021 – 2025 CIP and FY 2021 Capital Budget by funding source (revenue). As seen in the following graph, the Water & Sewer Bonds bring in the largest portion (43%) of revenue for FY 2021 capital projects, followed by Storm Water Bonds at 17%.

43%

17%

16%

8%

5%

2%

9%

FY 2021 SOURCES OF FUNDS: $60.0 MILLIONWater & Sewer Bonds 2017

Stormwater Bonds 2017

Fleet Management

Stormwater Projects - MDC ILA

Water & Sewer Capital Projects

RDA Garage (Anchor)

Concurrency Mitigation

Resort Tax 1% - South Beach Quality of Life

Half Cent Transit Surtax

Resort Tax 1% - North Beach Quality of Life

Resort Tax 1% - Mid Beach Quality of Life

GO Bonds - Neighborhoods 2013

Fees in Lieu of Parking

Pay-As-You-Go

Water & Sewer Bonds 2010

IT Communications

7th Street Garage

Parking Bonds 2010

Capital Renewal & Replacement

The FY 2021 – 2025 Capital Improvement Plan by Program sorts the projects in the FY 2021 – 2025 CIP and FY 2021 Capital Budget by Program (expenditure). The largest proposed investments in FY 2021 are in utilities (50%), followed by equipment at 16%.

50%

16%

13%

8%

7%

3%

3%

FY 2021 CAPITAL BUDGET: $60.0 MILLION

Utilities

Equipment

Streets/Sidewalks/Streetscapes

Seawalls

Parks

Renewal & Replacement

Transit/Transportation

Parking Lots

Parking Garages

Monuments

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ART IN PUBLIC PLACES (AiPP)

The Art in Public Places (AiPP) Ordinance (Ordinance No. 95-2985) was adopted in 1995. The Ordinance was created to “enhance the aesthetic environment of the City of Miami Beach by including works of art on public property within the City and in City construction projects.” The AiPP Ordinance was amended in May 2004 to clarify the definition of terms for eligible construction projects for funding, as well as the policies and procedures for appropriations. The AiPP Guidelines were also adopted by the City Commission at that time.

The AiPP program is currently funded by 2% of all hard costs of City projects, including new construction, additions, and costs for construction of joint private/public projects. The fund is used for the commission or acquisition of works of art; conservation and maintenance of works of art; research and evaluation of works of art; printing and distribution of related materials; and administration.

The City Commission voted to amend the Art in Public Places Ordinance at the September 11, 2019 Commission meeting (Ordinance 2019-4296). The amendment expanded the definition of “City Construction Project” to include bay walks, beach walks, streetscape beautification projects (resurfacing, curbs, gutters, pavers, sidewalks, landscaping, lighting, bus shelters, bus benches, street furniture, signage and similar above ground improvements); amended the dollar threshold therein from $500,000 to $250,000 for the projects subject to the provisions of Art in Public Places; and amended the amount to be appropriated to Art in Public Places from not less than 1.5 percent, to not less than 2 percent.

Prior Years include $7.9 million in funding for the Miami Beach Convention Center, Fire Station #2, Flamingo Park, and Lummus Park.

BRIDGES

Bridge repair projects are prioritized and funded based upon inspections by the Florida Department of Transportation, which ensures the safety of all bridges statewide. Other factors are also considered when determining the condition of a bridge, such as its load capacity. It is the City’s responsibility to ensure that bridges are repaired in order to be safe for the motoring public. Pedestrian bridges are also included in this category, which is the City’s responsibility to maintain.

Prior Years include $7.1 million for the West Avenue Bridge over Collins Canal; $1.6 million for Painting and Lighting of Bridges in North Beach; $706,077 for Citywide Bridges; $480,000 for the 41st Street Bridges Repair; and $180,000 for the Lighting and Painting of the 81st Street Pedestrian Bridge. The unfunded portion

Project Highlights By Program AreaBRIDGES CONT’D

of the five-year capital plan includes $3.9 million for repairs of bridges citywide.

CONVENTION CENTER

The Miami Beach Convention Center (MBCC) has been a significant factor in the economic impact of Miami Beach and the greater Miami-Dade County for over fifty years. It served as the site where Cassius Clay (later known as Muhammad Ali) defeated Sonny Liston for his first Heavyweight Championship of the World in 1964. In 1968, the Miami Beach Convention Center hosted the Republican National Convention and more than 20,000 delegates; while in 1972, more than 45,000 delegates visited the facility during both the Republican and Democratic National Conventions.

Originally built in 1957, the MBCC encompassed 108,000 square feet. In 1968, an additional 130,500 square feet of exhibit space was added, with additional support facilities subsequently constructed in 1974. In 1986, as the demand for exhibition space increased, the facility underwent a $92 million renovation and doubled in size to its current footprint. The expanded MBCC opened in 1989. At that time, a master plan was also developed for the convention center complex. Since that time, the facility has received over $50 million in continuing upgrades, including complete renovations of all restrooms, full carpet replacement, and installation of a state-of-the-art telecommunications and networking infrastructure.

Since the 1989 MBCC renovation, significant changes have taken place in the convention and tradeshow industry. The number of events, attendance, and space needs have increased on an annual basis industry wide. The economic impact of the convention and tradeshow has also increased over time. Many cities have responded to this industry growth by increasing the size of their convention centers and by adding amenities such as increased meeting space, additional parking, general session space, various technological amenities, and related features in an effort to address industry trends.

Changes in how a competitive hotel package and cultural offerings are viewed by event planners have also led to significant development in areas adjacent to the convention center in major markets throughout the country. Large headquarter hotels have been developed, and efforts to create walkable restaurant/retail environments surrounding convention centers have also been undertaken. The primary objectives of the master plan project are improvements to the MBCC and redevelopment of its surrounding area that are supported by market demand and are necessary to facilitate the ability of the MBCC to attract high impact conventions and tradeshows in an increasingly competitive environment.

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CONVENTION CENTER CONT’D

A report prepared by Convention Sports & Leisure (CSL) commissioned by the Greater Miami Convention and Visitors Bureau (GMCVB) determined that the MBCC shall serve as the region’s convention center given its geographic draw, and no new facility should be planned elsewhere in Miami-Dade County. The report further determined that improvements to the MBCC, including a multi-purpose general assembly/banquet hall, should be made to increase its marketability and attract high-end conventions. The expansion and renovation of the existing MBCC includes an expansion to 1.4 million square feet, the re-orientation of the four exhibit halls, façade modifications, two separate loading docks on opposite ends of the building with 32 dock spaces, site improvements along the canal and roadways, the addition of a Grand Lobby, 1 Grand Ballroom and 4 junior ballrooms, including the rooftop ‘Sunset Vista Ballroom’, 10,000 square foot production kitchen, 1.61 miles of fiber optic cabling and 480 miles of copper wiring to support IT communications, 84 meeting rooms with free Wi-Fi, and 800 parking spaces located on the roof. The new MBCC re-orients the halls in an East/West direction with the primary access from Convention Center Drive, although Washington Avenue will serve as a secondary means of entry. The project includes substantial improvements to the north of the property. The new addition at the northern portion of the property features an enclosed ground floor parking area and truck loading and delivery area. Above this is the multi-story Grand Ballroom, offering two outdoor patios spaces, with views of the beautified 3.8 acres of Collins Canal Park that spans along Collins Canal and features the restored historic Carl Fisher Clubhouse. This addition creates a new internalized loading area and includes two helix ramping entrance accesses to the roof level parking. The Washington Avenue elevation will be predominately pedestrian in nature with the elimination of the visitor drop-off and cab cueing areas. The streetscape modifications have included a green edge along the avenue with native shade trees to promote a more pedestrian friendly experience. Convention Center Drive becomes the main access point for vehicular access and for the visitor and shared ride drop-off areas. Modifications include a new median along Convention Center Drive and 19th Street creating a more sophisticated streetscape and a more celebrated boulevard experience. The Collins Canal Park walk will be substantially improved and will create a softer northern edge to the MBCC, with a continued path starting at the Holocaust Memorial, continuing through the Botanical Gardens, into Collins Canal Park and ending at the Bass Museum and Collins Park to connect multiple green spaces across multiple city blocks. The project also includes sizeable Art in Public Places installations including pieces by six internationally recognized artists such as Ellen Harvey, Sarah Morris and Joseph Kosuth, with a budget of $7.1M. This collection is the largest collection of single curated public art in the United States.

CONVENTION CENTER CONT’D

On July 25, 2018, Resolution 2018-30438 was passed and adopted by the City Commission. This resolution called for a special election on November 6, 2018 for the purpose of submitting to the electorate of the City of Miami Beach, a ballot question regarding a 99-year lease of a 2.6-acre property to MB Mixed Use Investment, LLC, requiring the construction/operation of an 800-room hotel connected to the Convention Center per Resolution 2018-30425. The property is located at the northeast corner of 17th Street and Convention Center Drive. On November 6, 2018, the citizens of the City of Miami Beach voted in favor of the MBCC Hotel. The development of the hotel has been approved by the Design Review Board and is prepared for the official ground- breaking in 2019. In FY 2019, the City restructured the financial terms with MBCC F&B vendor, Centerplate, to provide for the City to receive 95% of the net operating profits of the catering and F&B operations at the MBCC (after payment of all operating expenses), and (2) extended the term of the City’s agreement with Centerplate to an additional two years. Prior Years include $615.4 million for the Convention Center Renovation; $9.5 million for the Convention Center Park; $3.9 million for the Carl Fisher Clubhouse renovation; and $771,000 for the Convention Center Garage Equipment.

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ENVIRONMENTAL

Environmental projects in the CIP cover a range of projects including beach access gates, canal enhancement projects, tidal flooding mitigation, lighting for the baywalk, recreational greenways, and remediation.

Prior Years include $2.7 million for the Middle Beach Recreational Corridor Phase III; $1.1 million for Maurice Gibb Park soil remediation; $386,000 for Baywalk Phase 2; $310,000 for the Baywalk from 10th to 12th Street; $250,000 in funding for surveying and permitting costs related to the Waterway Restoration G.O. Bond project; $111,000 for Fleet Management Facility Remediation; and $30,000 for the Lake Pancoast Mangrove Planter (formerly known as the Indian Creek Living Shoreline).

The unfunded portion of the five-year capital plan includes $6.0 million in G.O. Bond funding for the Waterway Restoration project and $1.5 million for Lake Pancoast Mangrove Planter project.

EQUIPMENT

The capital equipment section of the CIP includes the purchase of major capital equipment, including property management, fleet, lighting, and information technology equipment related acquisitions.

The One-Year FY 2021 Capital Budget funds $10.0 million for annual vehicle/equipment replacement; $100,000 for Fleet Management’s generator transfer switch; and defunding of the Smart Building Automation System amounting to $100,000.

Prior Years include $18.1 million for Fleet vehicle/equipment replacement; $10.4 million for the Public Safety Radio System (G.O. Bond project), and other major projects such as $2.8 million for Convention Center FF&E; $1.9 million for License Plate Readers (G.O. Bond project); $1.7 million for the replacement of the permitting software; $1.5 million for cameras in the Entertainment District (G.O. Bond project); $903,000 for Cameras on the Beachwalk between 23rd and 46th Streets; $825,000 for Cameras in the Business District (G.O. Bond project); $700,000 for Cameras on the Beachwalk (G.O. Bond project) and $555,000 for new Police Station Generators. An additional 12 miscellaneous projects totaling $1.4 million were also funded within this program.

The unfunded portion of the five-year capital plan totals $27.1 million for various projects, primarily related to vehicle and equipment replacement needs.

GENERAL PUBLIC BUILDINGS

The One-Year FY 2021 Capital Budget includes the defunding of: $576,761 for Bayshore Green Waste Facility; $494,204 for

GENERAL PUBLIC BUILDINGS CONT’D

North Beach Yard; $100,000 for Bass Museum Café Furniture and Equipment deferred to FY 2022; and $100,000 for Outdoor Training Facility for Fire deferred to FY 2025.

Prior Years include $7.5 million for the Bass Museum space expansion; $7.0 million for Fire Station #1 (G.O. Bond project); $2.7 million for the Marine Patrol Facility (G.O. Bond project); $1.9 million for Building Department’s renovations; $1.3 million for the Bayshore Green Waste Facility; $1.0 million for North Shore Park exterior café and restrooms; $668,225 for Sunset Islands 1&2 Guardhouse; $668,000 for the North Shore Bandshell Canopy; and $941,467 for 4 miscellaneous projects.

The unfunded portion of the five-year capital plan includes $5.3 million for creating a Public Works facility at a vacant/unused pump station; $1 million for North Shore Park exterior café and restrooms; $1 million for the Greenspace Facility Renovation; $310,000 for North Shore Bandshell Rear Canopy; $200,000 for the Fire department’s Outdoor Training Facility; $100,000 for the Bass Museum Space Expansion. Programmed funding beyond FY 2025 includes future tranches for various G.O. Bond projects.

GOLF COURSES

The City operates the Miami Beach Golf Club and the Normandy Shores Golf Club. The golf clubs are funded from the General Fund with all revenues generated going to the City to off-set operational expenditures and debt service. The City’s golf courses/clubs are managed and operated by Professional Course Management (PCM) on behalf of the City.

Prior Years include $5.5 million for renovations to the Community Park (Par 3); $257,000 for the Miami Beach Golf Club Roof; $188,000 for the Miami Beach Golf Club Storage Tank; $124,000 for the Miami Beach Golf Course Practice Tee Renovation; and $100,000 for the Miami Beach Golf Course Irrigation Pump House Renovation.

The unfunded portion of the five-year capital plan includes $6.0 million for the Miami Beach Golf Course Renovation; $200,000 for the Normandy Shores Golf Club Roof; $196,000 for the Normandy Shores Golf Club Pumps; $125,000 for Normandy Shores Golf Club Tee Renovations; $114,000 for the Miami Beach Golf Club Driving Range Lighting project; and $370,000 for 6 miscellaneous projects.

MONUMENTS

There are numerous monuments throughout the City, with of many of them being historic. In 2009, the City conducted a comprehensive assessment of necessary repairs. The One-Year FY 2021 Capital Budget includes $62,000 for a World War

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CAPITAL AND DEBT

MONUMENTS CONT’D

Memorial and $35,350 for the Miami Beach Police Department Cuban Monument Restoration projects.

Prior Years include $279,000 for the Alton Road Fountain at 20th Street project and $289,000 for the Flagler Monument Solar Illumination project.

The unfunded portion of the five-year capital plan includes $350,000 for the Water Tower Restoration on Star Island.

PARKING, PARKING GARAGES,AND PARKING LOTS

The City manages and operates 63 surface parking lots and 11 garages. There is a total of 9,642 metered spaces both on- and off-street and 23 residential parking permit zones citywide. The CIP programs provide funding for on-going maintenance of facilities, which includes renovation of parking lots that are anticipated to provide additional parking spaces when complete.

Prior Years for the Parking Garage/Parking programs include $27.6 million for the Collins Park garage; $11.3 million for the 72nd Street Community Complex; $9.7 million for the garage at Collins Avenue and 13th Street; $3.0 million for Penrods at 1 Ocean Drive Parking Lot; $1.9 million for the 1755 Meridian Garage Roof and Deck; $1.8 million for the 16th Street Garage Roof and Deck; $1.4 million for 17th Street Parking Garage Coating; $1.4 million for Garage Security Camera System; and 42 renewal and replacement projects totaling $9.9 million.

The One-Year FY 2021 Capital Budget includes $1.1 million for the 16th Street Garage Fire Sprinkler; $312,000 for the 42nd Street Garage – 50 Year Certification; $307,029 for the Surface Lot at Biscayne Beach; $303,000 for the 6th Street and Collins parking lot; $300,000 for the 13th Street Garage – 40 Year Certification; the defunding of 3 projects as a part of the COVID-19 Parking Savings Plan totaling $1.9 million; and 4 renewal and replacement projects totaling $278,410.

The unfunded portion of the five-year capital plan primarily reflects funding needs for repairs and maintenance of the City’s parking garages and lots totaling $10.9 million, in addition to future funding needs totaling $500,000.

PARKS

The City maintains the appearance of the gateways to the City, all municipal parks, buildings, grounds, and City-controlled medians, swales, and landscape areas, including management of the City’s urban forest and the landscape maintenance contracts for the entire City’s parking facilities.

PARKS CONT’D

The One-Year FY 2021 Capital Budget for Parks totals $4.3 million and includes $4.0 million for the North Beach Oceanside Park redevelopment; $623,910 for Indian Beach playground expansion; $200,000 for Citywide parks landscaping improvements; $171,729 for Brittany Bay Park; and the defunding of 4 projects totaling $705,725.

Prior Years funding for multiple open projects, inclusive of GOB projects, total $151.7 million. Aside from the 18 GOB projects totaling $83.8 million, prior years includes major projects such as $18.2 million for Flamingo Park; $9.9 million for North Beach Oceanside Park; $9.2 million for South Pointe Park remediation; $5.0 million for Altos Del Mar Park; $3.3 million for Lifeguard Stand Replacements; $2.7 million for Muss Park Facility; $2.6 million for the Band Shell Master Plan; $2.6 million for Maurice Gibb Park redesign; $1.5 million for Allison Park redesign; $1.4 million for Fairway Park improvements and $11.4 million for 29 smaller projects.

The unfunded portion of the five-year capital plan for the Parks department totals $88.8 million. In addition, future funding needs total $3.1 million. Programmed funding beyond FY 2025 includes future tranches for various G.O. Bond projects.

RENEWAL AND REPLACEMENT

FY 2012 was the first year that new and existing capital renewal and replacement projects were included in the CIP and Capital Budget.

Prior to FY 2005, the City made significant investment in the routine maintenance of its assets, as well as funding major capital projects bringing online miles of sidewalks and curbing, additional streetlights, new parks and park facilities, new Fire station facilities, etc. However, maintenance of the capital investments competed with General Fund services and routine maintenance with the result that funding levels did not provide for major capital renewal and replacement projects. As a result, these projects often were deferred many years beyond the useful life of the capital component requiring replacement or renewal, and in some cases, until the point where an entire capital project was required for major improvements.

To ensure that renewal and replacement of General Fund assets were funded and addressed when needed, in FY 2005, the City of Miami Beach established a dedicated millage for renewal and replacement funding to be used for capital projects that extended the useful life of the City’s General Fund assets to be used exclusively to provide for renewal and replacement of capital items related to facilities and infrastructure over and above routine maintenance. The following restrictions regarding the fund were established at the time that the dedicated funding was created:

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RENEWAL AND REPLACEMENT CONT’D

• Projects must meet the following criteria for funding: ◦ Extend the useful life of a City of Miami Beach General

Fund asset by at least 5 years with a threshold value of at least $25,000; for example, the replacement a major component of the asset such as roofs, HVAC systems, electrical systems, fire alarm systems, sprinkler systems that due to significant deterioration would constrain the remaining useful life of the asset, OR

◦ Significantly reduce future maintenance cost over the remaining life of the asset providing for a reduction in future maintenance costs that are greater than the cost of the project

• The Mayor and Commission may authorize additional uses of the funds for unforeseen or unanticipated events affecting life, health, property or public safety subject to a five-sevenths (5/7) vote

• Appropriation of project specific expenditures from the General Fund Capital Renewal and Replacement Fund shall be included in the City Manager’s annual budget, to be approved by the Mayor and City Commission annually during the City’s second public hearing on the budget

• Interest earnings that accrue in the General Fund Capital Renewal and Replacement Fund shall be included in the appropriation for the Fund in the following fiscal year

• Changes among project specific appropriations may be authorized by the City Manager to the extent that no new projects are added and the total annual allocation is not exceeded

• During a fiscal year, changes to the total allocation and changes to the list of projects to be funded from the General Fund Capital Renewal and Replacement Fund shall require prior approval and authorization by a majority of the City Commission. Excess project specific appropriations not required will be available for re-appropriation the following year

• Project specific appropriations that are not expended in a given fiscal year shall remain in the General Fund Capital Renewal and Replacement Fund for the life of the project

At the same time, the City established a systematic approach to identify renewal and replacement needs. Facilities are inspected at least once every five years to determine current needs as well as projected replacement dates for all major components. A Facility Condition Index Rating (FCI) is assigned to each facility based on the total value of existing requirements divided by the current replacement value of the building. Based on industry standards ratings are assigned as follows:

• 0.00 to 0.10 Excellent • 0.11 to 0.21 Good• 0.122 to 0.32 Fair• Greater than 0.33 Poor

RENEWAL AND REPLACEMENT CONT’D

Facilities that have high public usage have a goal of “Excellent,” while all other facilities have a goal of “Good.” Renewal and replacement projects for facilities that are not supported by the General Fund are funded from available cash balances in their respective Internal Service or Enterprise Funds, e.g. Fleet, Sanitation, Property Management, Water, Sewer, Storm Water, Parking, and Convention Center. City Center Redevelopment Area (RDA) projects are funded through the City Center RDA budget.

The current dedicated millage of 0.0235 mills (same as in FY 2020) is projected to generate $807,000, of which $43,000 will be transferred for the General Fund Capital Renewal and Replacement Fund while the remainder will be transferred to the General Fund’s reserve, as previously noted. Internal Service Funds, Enterprise Funds and Special Revenue Funds also provide sources of funding for non-General Fund Renewal and Replacement Projects.

The One-Year FY 2021 Capital Budget has 21 projects totaling $2.8 million which includes: $500,000 for security enhancements citywide; $321,600 for Fire Station #2’s training tower; $312,000 for MBPD 4th floor HVAC controls; $250,000 for Fleet Management’s fire sprinkler system; $191,900 for the heat pump renewal at the 10th Street Auditorium; $134,710 for window replacement at the Bass Museum, and more; along with 5 projects defunded or deferred totaling $784,716. Prior year appropriations total $24.5 million.

SEAWALLS

The City of Miami Beach is part of a barrier island and seawalls perform an important function in improving water quality and protecting upland structures such as roads and utilities.

The One-Year FY 2021 Capital Budget totals $5.0 million for Citywide seawall rehabilitation, with $5.0 million programmed annually from FY 2022 to FY 2025. The unfunded portion of the five-year capital plan also includes future G.O. Bond tranche for Seawalls and Shorelines amounting to $2.0 million.

Prior Years funding for totals $29.4 million for Citywide seawall rehabilitation.

STREET/SIDEWALK/STREETSCAPE IMPROVEMENTS

Projects within neighborhood areas are combined to create a single project that addresses the neighborhood needs for infrastructure upgrades (including upgrades to underground water, sewer and storm water infrastructure), traffic flow improvements, street lighting, and landscaping enhancements.

The One-Year FY 2021 Capital Budget totals $8.2 million, primarily for the West Avenue Phase II project totaling $9.2 million, offset by $1.0 million from the defunding and deferral of 4 projects to FY 2022.

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CAPITAL AND DEBT

STREET/SIDEWALK/STREETSCAPE IMPROVEMENTS CONT’D

Prior Year appropriations for open projects total $447.1 million and include several key projects such as West Avenue, Palm and Hibiscus Island, Venetian Islands, Lincoln Road, 1st Street-Alton Road to Washington, West Ave/Bay Road, City Center, and Bayshore Neighborhood.

The unfunded portion of the five-year capital plan totals $575.1 million, and includes $138.0 million for the Flamingo Neighborhood; $80.0 million for the La Gorce Neighborhood; $60.1 million for the North Shore Neighborhood; $56.2 million for the Flamingo neighborhood; $54.8 million for the City Center Commercial District and $52.0 million for the Town Center project. In addition, future funding needs total $85.5 million Programmed funding beyond FY 2025 includes future tranches for various G.O. Bond projects. The prioritization of these projects are contingent on the implementation of the Jacobs Engineering study.

STREET LIGHTING

Improving lighting throughout the City consistent with Lighting and Crime Prevention Through Environmental Design (CPTED) principles was prioritized during the FY 2016 budget process.

The One-Year FY 2021 Capital Budget includes $629,000 for the defunding and deferral to FY 2022 of the Street Lighting Improvements project.

Prior Years include $6.6 million for Street Lighting Improvements ($5 million funded by the G.O. Bond), $2.5 million for the Smart Lighting Master Plan, $665,625 for the Beachwalk Lighting; $450,000 for Citywide Parking Lot Lighting, $381,000 for 41st Street Corridor lighting enhancements, and $316,839 for 2 additional projects.

The unfunded portion of the five-year capital plan includes $12.5 million each year for Street Lighting Improvements beginning in FY 2022, along with $629,000 deferred to FY 2022; $600,000 each year for the Smart Lighting Master Plan; and $5.0 million for the future tranche of the G.O. Bond Street Lighting Improvements project.

TRANSIT/TRANSPORTATION

The City is responsible for the management of transportation and traffic engineering services, including coordination with the County for the provision of transit service; design and implementation of traffic mobility improvements; coordination of the shared-bike program; and implementation of the Bikeways Master Plan. Along with, and related to growth management, traffic flow continues to be one of our community’s major concerns.

TRANSIT/TRANSPORTATION CONT’D

The One-Year FY 2021 Capital Budget totals $601,253, which primarily includes $604,230 for North Beach Greenways-Phase II; $603,603 for Pine Tree Drive and 46th Street roundabout; and $84,420 for Prairie Avenue and 44th Street/Chase Avenue traffic circle; offset by $691,000 due to the defunding, and deferral to FY 2022, of the Entrance Signs to North Beach project.

Prior Years include $42.5 million for the Transportation Capital Initiative and $18.8 million for the Intelligent Transportation System. An additional 25 projects totaling $16.4 million were also funded within this program.

The unfunded portion of the five-year capital plan totals $12.4 million, in addition, future funding needs total $5.4 million.

UTILITIES

TThe City is responsible for the maintenance and operation of the water and sewer system that provides reliable and high-quality water and a reliable sanitary sewer system that protects public health and safety; and complies with all federal, state, and local regulations. The City purchases wholesale water from Miami-Dade County for distribution within the City and the City also operates and maintains the storm water collection and conveyance system that protects public health and safety and complies with all federal, state, and local regulations.

The One-Year FY 2021 Capital Budget includes $29.1 million for Water and Sewer projects, including $9.4 million for Water and Wastewater Main Rehabilitation; $6.6 million for the Waste Water Stations’ Rehabilitation; $5.0 million for the Water Meter Replacement program; $4.6 million for Water Pump Station Improvements; $1.5 million for Waste Water Manhole Rehabilitation; $931,635 for the Valve Replacement Program; $500,000 for DERM & EPA Consent Decree; and $400,000 for relocation of FDOT utilities. These projects are consistent with critical needs identified from Hazen & Sawyer Study. Future changes to the Water & Sewer portion of the Capital Budget are dependent on policy decisions related to the adoption and implementation of the Jacobs Engineering Study.

The One-Year FY 2021 Capital Budget for Stormwater projects includes $1.2 million for SCADA and PLC systems; and $700,000 for Storm Water Pump Station # 18 improvements. Future changes to the Stormwater portion of the Capital Budget are dependent on policy decisions related to the adoption and implementation of the Jacobs Engineering Study.

Aside from the aforementioned projects, the one-year capital budget includes $131,000 for installation of fiber communications. The unfunded portion of the five-year capital plan totals $262.5 million for various projects.

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CAPITAL AND DEBT

FinancingSeveral capital financing transactions are reflected in the CIP including: General Obligation Bonds, Storm Water Revenue Bonds, Water and Sewer Revenue Bonds, Gulf Breeze Loans, and an Equipment Master Lease.

In 1995, the City issued $59 million in Water and Sewer Revenue Bonds. In 1997, the City paid $15 million for the 1996 authorized General Obligation Bonds to construct, renovate and rebuild parks and recreation facilities within the City’s park system.

In 2000, the City issued the initial $30 million of the authorized $92 million 1999 General Obligation Bond. These funds were issued to expand, renovate, and improve fire stations and related facilities; improve recreation and maintenance facilities for parks and beaches; and improve neighborhood infrastructure. In 2000, the City also issued $54,310,000 in Water and Sewer Bonds and $52,170,000 in Storm Water Revenue Bonds. In addition, the City was granted a $4 million Section 108 U.S. Housing and Urban Development Loan for improvements to neighborhood streets, North Shore Park and Youth Center.

In 2001, the City executed loan agreements with the City of Gulf Breeze, Florida, providing $15 million for the renovation and improvement of two City owned golf courses and their related facilities. The City issued the remaining $62,465,000 of the referendum-approved $92 million General Obligation bonds in July 2003 for improving neighborhood infrastructure in the City. Further, in 2006 and 2010, the City executed loan agreements with the City of Gulf Breeze, Florida, providing an additional $24 million and $30 million for water and sewer projects, respectively.

In 2006 and 2010, the City executed loan agreements with the City of Gulf Breeze, Florida, providing an additional $24 million and $30 million for water and sewer projects, respectively. In FY 2009, a line of credit was issued and was being used to fund projects in advance of issuing water and sewer and storm water bonds. The City uses this line of credit in order to have the necessary funding capacity to enter into new projects while allowing time to both build the necessary rate capacity to issue additional tax-exempt bonds. This phased approach provides the City with more time to refine the cost estimates for projects planned to be in construction prior to issuance of bonds. In FY 2012, approximately $50 million in storm water bonds were issued replacing funding for projects previously funded by the line of credit. In FY 2015, approximately $100 million in storm water bonds were issued as part of the first of three $100 million bonds to upgrade the City’s storm water system.

On December 15, 2015, the City issued $164,920,000 in Resort Tax Revenue Bonds, Series 2015. These Series of bonds were issued by the City for the purpose of providing funds to (1) finance a portion of the costs of acquiring and constructing renovations to the Miami Beach Convention Center and related improvements, and (ii) pay the costs of issuing the Series 2015 bonds. The City

FINANCING CONT’D

also issued $58,825,000 in Parking Revenue Bonds, Series 2015. These Series of bonds were issued by the City for the purpose of providing funds to (i) finance a portion of the costs of acquiring and constructing a new parking facility and improvements to a surface parking lot to serve the City’s Convention Center, and (ii) pay the cost of issuing the Series 2015 bonds. Lastly, the RDA Agency issued $286,245,000 in Tax Increment Revenue and Revenue Refunding Bonds, Series 2015A and $35,850,000 in Tax Increment Revenue Refunding Bonds, Taxable Series 2015B. The Series 2015A bonds were used, together with certain other legally available moneys of the Agency, to (i) provide for the current refunding of all the outstanding Series 2005B bonds, (ii) finance certain costs of acquiring and constructing renovations to the Miami Beach Convention Center and certain other improvements, and (iii) pay costs of issuance of the Series 2015 bond and refunding the outstanding Series 2005B bonds. The Series 2015B will be used to (i) provide for the advance refunding of all the outstanding Series 1998 bonds, (ii) provide for the current refunding of all the outstanding Series 2005A bonds, and (iii) pay costs of issuance of the Series 2015B bonds and refunding the outstanding Series 1998A bonds and the outstanding Series 2015A bonds, including the portion of the premium allocable to the Series 2015B bonds for the reserve policy.

In Fiscal Year 2017, the City obtained a bank loan in the amount of $19.7 million to refund the outstanding taxable special obligation refunding bonds, Series 2005. This refinancing provided the City with a net present value savings of $1.5 million over five years.

Subsequent to September 30, 2017, on December 14, 2017, the City issued at par value $115.2 million of Water and Sewer Revenue Bonds secured by the net revenues of the City’s combined water and sewer system. The Series 2017 Bonds are being used for the purpose of providing funds to finance the cost of certain capital improvements as part of the City’s multi-year program to upgrade the facilities and enhance the effectiveness and reliability of the Water and Sewer Utility as well as to provide current refunding and defeasance of all outstanding Series 2000 Bonds, prepayment of all outstanding Series 2006B-2 Bonds, and prepayment of all the outstanding Series 2006E Bonds The bonds are rated Aa3 by Moody’s and AA- by Standard and Poor’s. The Bonds have an all-inclusive true interest cost of 3.75% for 30-year fixed rate debt. The advance refunding generated $7.2 million in savings, with average annual savings of $550,000 in 2018 – 2030. The refinancing also restructured the debt to provide more overall level debt service, which reduces the impact of the additional debt service for capital improvements to ratepayers.

On December 22, 2017, the City issued at par value $156.6 million of Storm Water Revenue Bonds secured by the net revenues of the City’s storm water system. The Series 2017 Bonds are being used for the purpose of providing funds to finance a portion of the costs of certain capital improvements as part of the City’s multi-year program to improve and enhance the effectiveness and reliability

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CAPITAL AND DEBT

FINANCING CONT’D

of the Storm Water Utility as well as provide for the advance 5 refunding and defeasance for a portion of the outstanding 2011A Bonds and 2011B Bonds. The City will provide for the refunded bonds to be redeemed on September 1, 2021 at a redemption price equal to the principal amount of the refunded bonds, without premium. The bonds are rated Aa3 by Moody’s and AA- by Standard and Poor’s. The Bonds have an all-inclusive true interest cost of 3.81% for 30-year fixed rate debt. The advance refunding generated $5.5 million in savings, with average annual savings of $230,000 in 2018 – 2041.

On May 2, 2019, the City issued $162,225,000 in General Obligation and Refunding Bonds, Series 2019 to provide the current refunding of the Series 2003 General Obligation Bonds maturing after September 1, 2033. The net proceeds of the issue were placed into an irrevocable escrow deposit account, which invested in government obligations, that will provide monies sufficient to pay the principal and interest of the refunded bonds. On the date of issue, $28,080,000 of principal was refunded. The aggregate difference in debt service between the refunding debt and the refunded debt is $8,522,492 and the economic gain on the transaction was $4,904,949.

General Obligation Bond ProjectsOn November 6, 2018, the citizens of the City of Miami Beach voted in favor of issuing $439 million in General Obligation bonds (“G.O. Bonds”) to:

• Improve the City’s police, fire, and public safety facilities, in addition to equipment, technology, and lighting to improve security throughout the City

• Improve the City’s parks, recreational and cultural facilities, inclusive of playgrounds, baywalks, beachwalks, waterways, landscaping, equipment, lighting, security, and parking related to such facilities

• Improve the City’s neighborhoods and infrastructure, including storm water and flooding mitigation projects, sidewalk and street renovation and repairs, protected bicycle lanes, pedestrian paths, landscaping, and lighting

For more information, go to: https://www.gombinfo.com

GENERAL OBLIGATION BOND PROJECTS CONT’D

At the March 4, 2019 G.O. Bond workshop, the City Commission reviewed the proposed G.O. Bond Implementation Plan, which outlined the sequencing of the 57 voter-approved projects. At the March 13, 2019 Commission Meeting, the City Commission approved the G.O. Bond execution plan for the first tranche and authorized the issuance of General Obligation Bonds, Series 2019, for the funding of these projects. The fourth amendment to the FY 2019 Capital Budget, which was approved at this meeting, allowed for the expedited funding of seven of these approved first tranche projects in the amount of $19,760,000.

At the April 10, 2019 Commission Meeting, the City Commission approved the funding of the remaining $131,379,000 of tranche 1 projects, for a total of $151,139,000.

• 19 Parks projects totaling $86,733,000• 11 Public Safety projects totaling $36,406,000• 8 Neighborhood/Infrastructure projects totaling $28,000,000

In an effort to increase transparency and to provide detailed information on the G.O. Bond program, the City recently launched a robust website which provides a wealth of information on the status of each project, including an interactive dashboard that provides real-time information at the users’ fingertips.


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CAPITAL AND DEBTDEBT MANAGEMENT

General Obligation Bond Debt ServiceThe purpose of issuing General Obligation Bonds is to obtain funds for various capital projects, economic and environmental improvements, and public works and public safety improvements. The City has established a 5-year Capital Improvement Plan which details planned capital improvement projects and their respective funding sources. Among the areas for improvements are: parks and recreational facilities, streets, street lighting and bridges, fire equipment, and municipal facilities. General Obligation Bonds are issued and mandated by the public through a formal referendum vote.

The City continues to maintain its General Obligation rating from Moody’s at Aa2. On July 28, 2014, Standard and Poor’s (S&P) Rating Services upgraded the City’s rating from AA- to AA+ with a stable outlook—one level beneath AAA rating. The rating reflects Miami Beach’s very strong local economy with projected per capita effective buying income at 151% of the national average. Additional factors included strong overall budgetary performance and very strong budget flexibility and liquidity with significant reserves. Based on past debt issuances, S&P believes that the City has exceptional access to capital markets to provide liquidity needs if necessary. Additionally, Miami Beach demonstrates strong financial practices and management. Strengths include detailed budget assumptions that take into account historical and current trends and needs; monthly monitoring of financial operations with results reported to the Commission on a quarterly basis; five-year financial forecasts on General Fund operating revenues and expenditures; a formal five-year capital plan that is updated annually; a formal investment policy; and a reserve policy requiring the City to maintain an emergency reserve of at least 17% of the ensuing year’s operating budget, as well as an additional reserve of at least 8% in the General Fund.

BUDGET HIGHLIGHTS

• The Voted Debt Service millage rate of 0.3227 is estimated to provide $12,798,000 for debt service

• Principal and interest payments for FY 2021 are as follows:Principal $5,445,000

Interest 7,349,000 $12,794,000

2017 2018 2019 2020 2021Actual Actual Actual Adopted Proposed

Revenue AreaProperty Taxes 5,916,889 6,003,623 5,958,354 11,175,000 12,798,000Other 1,153 0 0 621,000 0

Total 5,918,042$ 6,003,623$ 5,958,354$ 11,796,000$ 12,798,000$

Expenditure AreaDebt Service 5,910,218 5,903,769 5,278,934 11,792,000 12,794,000Operating Expenditures 1,153 1,205 1,245 4,000 4,000Other 0 1,878,160 0 0 0

Total 5,911,371$ 7,783,134$ 5,280,180$ 11,796,000$ 12,798,000$

In the Spring of 2019, both rating agencies re-affirmed the City’s credit ratings at Aa2 and AA+ respectively. This review incorporated risks from climate change and severe weather events into the analysis. The City was credited for its proactive efforts to reduce risk by investing in our aging infrastructure and adapting to climate change by using the best available science and knowledge. The City will continue to act along these lines as climate resilience will be a consideration for future ratings.

FINANCIAL SUMMARY

• An additional $4,000 is required for paying agents and other fees.

*During FY 2018, an analysis of the G.O. Debt Service Fund was conducted resulting in a reclassification of approximately $1.9 million from the G.O. Bond Debt Service Fund to the City’s General Fund.

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General Obligation Bond SummaryAt September 30, 2019

The City issues general obligation bonds to provide funds for the acquisition, construction and improvements of major capital facilities. General obligation bonds have been issued for governmental activities. The amount of outstanding general obligation bonds issued is $172,685,000. General obligation bonds are direct obligations and pledge the full faith and credit of the City.

The general obligation bonds outstanding at September 30, 2019 consist of the following:

On December 1, 2011, the City issued $34,840,000 in General Obligation Refunding Bonds, Series 2011. These Series of bonds were issued by the City for the purpose of (i) refunding the Series 2000 General Obligation Bonds maturing after December 1, 2011, and the Series 2003 General Obligation Bonds maturing on and after September 1, 2014 through and including September 1, 2023, and (ii) paying the costs of issuance of the Bonds. The General Obligation Refunding Bonds, Series 2011 will be payable from ad valorem taxes assessed, levied and collected, without limitation as to rate or amount, on all taxable property within the corporate limits of the City. The Series 2011 Bonds were issued with interest rates of 3.00% to 5.00% payable semiannually on March 1 and September 1 and will mature serially through September 1, 2023.

On November 6, 2018, the electorate of the City of Miami Beach approved the issuance of $439,000,000 of general obligation bonds, consisting of (i) $169,000,000 for parks, recreational facilities, and cultural facilities, (ii) $198,000,000 for neighborhoods and infrastructure, and (iii) $72,000,000 for police, fire, public safety, and security improvements. As the overall $439 million General Obligation Bond (GOB) program will be implemented over a period of approximately 10 to 12 years, rather than all at once, the City anticipates issuing tranches every 3 years. On May 2, 2019, the City issued the first tranche $162,225,000 in General Obligation and Refunding Bonds, Series 2019. These Series of bonds were issued by the City for the purpose of (i) finance a portion of the costs of the City’s (a) Public Safety Projects, (b) Neighborhood and Infrastructure Projects, and (c) Parks and Recreation and Cultural Facilities Projects; (ii) refunding the Series 2003 General Obligation Bonds maturing after September 1, 2033, and (iii) paying the costs of issuance of the Bonds. The General Obligation and Refunding Bonds, Series 2019 will be payable from ad valorem taxes assessed, levied and collected, without limitation as to rate or amount, on all taxable property within the corporate limits of the City. The Series 2019

Bonds were issued with interest rates of 3.00% to 5.00% payable semiannually on November 1 and May 1 and will mature serially through May 1, 2049. At September 30, 2019, the City did not have any defeased General Obligation debt. Annual debt service requirements to maturity for general obligation bonds are as follows:

10-A1

Interest Year Final Original Outstanding Issue Name Rate Issued Maturity Issue 9/30/2019 General Obligation -

Series 2011 3.00-5.00 2011 2023 34,840,000$ 10,460,000$ General Obligation -

Series 2019 3.00-5.00 2019 2049 162,225,000 162,225,000

Total General Obligation Bonds 197,065,000$ 172,685,000$

10-A2

Fiscal Year Ending

September 30 Principal Interest Total 2020 4,250,000$ 7,541,295$ 11,791,295$ 2021 5,445,000 7,348,400 12,793,4002022 4,390,000 7,096,050 11,486,0502023 3,555,000 6,876,550 10,431,5502024 5,165,000 6,698,800 11,863,800

2025-2029 18,295,000 30,431,500 48,726,5002030-2034 24,025,000 25,518,850 49,543,8502035-2039 28,545,000 19,849,000 48,394,0002040-2044 35,710,000 12,683,200 48,393,2002045-2049 43,305,000 5,094,837 48,399,837

172,685,000 129,138,482 301,823,482

Plus: UnamortizedBond Premium 18,908,021 18,908,021

191,593,021$ 129,138,482$ 320,731,503$

General Obligation BondsGovernmental Activities

Sections 36 and 37 of the City Code limit the issuance of debt to no more than 15 percent of the assessed valuation. The City’s current debt margin is 3.27 percent, which is below the 15 percent ceiling.

DM

Assessed value 38,887,661,101$ Debt limit (15% of assessed value) 5,833,149,165Debt applicable to limit:

General obligation bonds 191,593,021Less: Amount set aside for repayment of general

obligation debt 774,403Total net debt applicable to limit 190,818,618

Legal debt margin 5,642,330,547$

Note: Assessed value is the certified taxable value as of January 1, 2018.

Legal Debt Margin Calculation for Fiscal Year 2019

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Other Long-Term Debt

Special Obligation Bonds – Governmental Activities

At September 30, 2019 the outstanding principal of special obligation bond issues and repayment sources are as follows:

On August 1, 2001, the City executed a loan agreement with the City of Gulf Breeze, Florida, Local Government Pool. Gulf Breeze Series E, in the amount of $22,500,000, principal is to be repaid in nineteen annual installments commencing December 1, 2002 with interest paid semi-annually. $17,115,000 was used to repay the outstanding balance of the City Gulf Breeze, Florida Local Government Loan Program Series 1985C variable rate notes. $14,977,000 was used to repay a portion of the outstanding principal from the Sunshine State Loan. The remaining funds was be used for the renovation and improvement of two City owned golf courses and their related facilities.

On December 15, 2015, the City issued $194,920,000 in Series 2015 Resort Tax Revenue Bonds for the purpose of providing funds to finance a portion of the costs of acquiring and constructing renovations to the Convention Center and related improvements and pay the costs of issuing the Series 2015 bonds. The Series 2015 bonds were issued with interest rates of 3.00% to 5.00% payable semiannually on March 1 and September 1.

In August 2007, the Resort Tax Refunding Bonds, Series 1996, were defeased. As a result, the outstanding balance of $3,060,000 was removed from the governmental activities column of the statement of net position. At September 30, 2019, $800,000 is still considered defeased.

On December 15, 2015 the City issued $286,245,000 in Series 2015A Tax Increment Revenue and Revenue Refunding Bonds to provide for the current refunding of all of the Agency’s Tax Increment Revenue Refunding Bonds, Series 2005B; finance certain costs of acquiring and constructing renovations to the convention center and certain other improvements; and pay costs of issuance of the Series 2015A bonds. The Series 2015A bonds were issued with interest rates of 4.00% to 5.00% payable semiannually on February 1 and August 1.

On December 15, 2015 the City issued $35,850,000 in taxable Series 2015B Tax Increment Revenue Refunding Bonds to provide for the advance refunding of all of the Agency’s Tax Increment Revenue Refunding Bonds, Taxable Series 1998A; provide for the current refunding of all of the Agency’s Tax Increment Revenue Refunding Bonds, Taxable Series 2005A; and pay costs of issuance of the Series 2015B bonds. The Series 2015B bonds were issued

with interest rates of 1.93% to 3.69% payable semiannually on February 1 and August 1.

On September 22, 2005, the City partially refunded/defeased the Tax Increment Revenue Bonds, Series 1998A by the issuance of the Series 2005A and 2005B tax increment revenue refunding bonds. On December 15, 2015, the City issued $286,245,000 in Series 2015A Tax Increment Revenue and Revenue Refunding Bonds to provide for the current refunding of all of the Agency’s Tax Increment Revenue Refunding Bonds, Series 2005B. At September 30, 2019, $3,420,000 is still considered defeased.

At September 30, 2019, debt service requirements to maturity for special obligation bonds are as follows:

For the fiscal year ended September 30, 2019, maximum annual debt service on the RDA tax increment bonds was $21,729,597 and the tax increment revenues totaled $53,142,078. Remaining outstanding principal and interest is $525,919,000.

For the fiscal year ended September 30, 2019, maximum annual debt service on the Resort Tax bonds was $12,454,750 and the Resort Tax revenues totaled $88,246,170. Remaining outstanding principal and interest is $323,768,300.

10‐B1Total Original Total Outstanding

Issue Name Repayment Source Issue Principal

1985E Gulf Breeze Fixed Rate, Series E Non ad-valorem 22,500,000$ 2,280,000$ 2015 Resort Tax Revenue Bonds Resort tax revenue 194,920,000 181,155,0002015A Tax Increment Revenue Refunding Bonds RDA tax increment revenue 286,245,000 280,585,0002015B Tax Increment Revenue Refunding Bonds RDA tax increment revenue 35,850,000 21,465,000

Total Special Obligation Bonds 539,515,000$ 485,485,000$

10-B2

Fiscal Year Ending


2025-2029 68,880,000 97,920,050 166,800,0502030-2034 87,915,000 78,897,875 166,812,8752035-2039 112,635,000 54,171,500 166,806,5002039-2043 144,200,000 22,607,025 166,807,0252040-2044 11,880,000 572,150 12,452,150

485,485,000 366,597,800 852,082,800

Plus: Net UnamortizedBond Premium 42,654,796 42,654,796

528,139,796$ 366,597,800$ 894,737,596$

Special Obligation Bonds

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Revenue Bonds – Business-Type Activities

PARKING FUND

On November 16, 2010, the City issued $17,155,000 in Parking Revenue Refunding Bonds, Series 2010A and $27,405,000 in Parking Revenue Bonds, Series 2010B. The Series 2010A Bonds are being issued by the City for the purpose of providing funds, together with other available moneys, to (i) current refund the City’s outstanding Parking Revenue Bonds, Series 1997, previously issued in the aggregate principal amount of $21,000,000, (ii) fund a deposit to the Reserve Account and (iii) pay costs of issuance of the Series 2010A Bonds. The Series 2010A Bonds were issued with interest rates of 3.00% to 5.00% payable semiannually on March 1 and September 1, and will mature serially through September 1, 2022.

The Series 2010B Bonds were issued by the City for the purpose of providing funds, together with other available moneys, to (i) pay the costs of acquiring and constructing a new parking garage and other capital improvements to the Parking System, (ii) fund a deposit to the Reserve Account and (iii) pay costs of issuance of the Series 2010B Bonds. The Series 2010B Bonds were issued with interest rates of 4.00% to 5.00% payable semiannually on March 1 and September 1, and will mature serially through September 1, 2040.

On December 15, 2015, the City issued $58,825,000 in Parking Revenue Bonds, Series 2015. The Series 2015 Bonds are being issued for the purpose of providing funds to finance a portion of the costs of constructing a new parking facility and improvements to a surface parking lot to service the City’s convention center, which is being renovated, and pay the costs of issuing the Series 2015 Bonds. The Series 2015 Bonds were issued with interest rates of 3.00% to 5.00% payable semiannually on March 1 and September 1, and will mature through September 1, 2045.

At September 30, 2019, no Parking obligations were considered defeased.

Parking Revenue Fund indebtedness at September 30, 2019, is comprised of the following issued indebtedness:

PARKING FUND CONT’D

The aggregate maturities of Long-Term Debt at September 30, 2019, are as follows:

10-CP1

OutstandingInitial Issuance Description Principal

$17,155,000 Series 2010A Parking Revenue Refunding Bonds due in $4,155,000annual installments through 2022: interest at 3.00% - 5.00%

$27,405,000 Series 2010B Parking Revenue Bonds due in annual 27,405,000installments through 2040: interest at 4.00 - 5.00%

$58,825,000 Series 2015 Parking Revenue Bonds due in annual 58,590,000 installments through 2045: interest at 3.00% - 5.00%

Total bonds outstanding $90,150,000

10-CP2

Fiscal Year Ending


2025-2029 12,475,000 18,777,876 31,252,8762030-2034 15,825,000 15,426,588 31,251,5882035-2039 20,195,000 11,059,750 31,254,7502040-2044 25,775,000 5,480,500 31,255,500

2045 5,955,000 297,750 6,252,75090,150,000 72,371,779 162,521,779

Plus: Net UnamortizedBond Premium 5,757,571 5,757,571Bond Discount (342,901) (342,901)

$ 95,564,670 $ 72,371,779$ 167,936,449$

Bonded Debt

All parking revenue bonds are payable from and secured by a lien on and pledge of net revenues derived from the operation of the City’s parking system. The total principal and interest remaining to be paid on all Parking bonds is $162,521,779. Principal and interest paid for the current year and total customer net revenues were $6,252,913 and $13,687,586, respectively.

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WATER AND SEWER FUND

On February 1, 2010, the City obtained $40,000,000 from the City of Gulf Breeze Revenue Refunding Bonds, Series 2010 issued to advance refund the remaining outstanding City of Gulf Breeze, Florida Local Government Loan Program Floating Rate Demand Revenue Bonds, Series 1985J (as originally issued the “1985J” Bonds” and with respect to the refunded portion, the “Refunded 1985J Bonds”) in an estimated principal amount of $40,000,000 on December 1, 2020 (Crossover Date). Interest on the Series 2010 Bonds is payable solely from investment earnings of Series 2010 Bond proceeds and earnings on amounts held in the Escrow Trust Fund created pursuant to the terms and provisions of a certain Escrow Trust Fund Agreement on February 1, 2010. On and after the Crossover Date and the payment and retirement of the Refunded 1985J Bonds in whole, until the Series 2010 Bonds are paid in full upon maturity, redemption or otherwise, the Series 2010 Bonds shall secured solely by the Revenues derived by the City from the Trust Estate relating solely to the Refunded 1985J Bonds in whole, until the Series 2010 Bonds are paid in full upon maturity or redemption.

On February 17, 2010, the City obtained three loans from the City of Gulf Breeze, Florida Local Government Loan Pool Program. The City intends to use one of the loans from the City of Gulf Breeze, Florida, Series 1985J proceeds to pay the cost of certain improvements to its water and sewer utility. As evidence of such loans, the City’s Water and Sewer Fund issued $13,590,000 in Water and Sewer Revenue Refunding Bonds, Taxable Series 2009J-1A, $10,000,000 in Water and Sewer Revenue Refunding Bonds, Taxable Series 2009J-1B, $30,000,000 in Water and Sewer Revenue Bonds, Taxable Series 2009J-1C. The bonds will be repaid solely from pledged revenues of the Water and Sewer system. They are registered transcripts and insured. The two refunding bonds were issued to partially refund the Water and Sewer Revenue Bonds, Series 2000, and the other bond was issued to construct various improvements and extensions to the Water and Sewer utility.

On December 14, 2017, the City issued $115,180,000 in Water and Sewer Revenue and Refunding Bonds, Series 2017. The bonds will be repaid solely from pledged revenues of the Water and Sewer system. They are registered transcripts and insured. The bonds were issued to construct various improvements and extensions to the Water and Sewer utility and to fully refund the Series 2000, Series 2006B-2, and Series 2006 as of September 30, 2018. Principal is payable annually, interest is payable semiannually, and the issue bears interest of 3.00% to 5.00%.

At September 30, 2019, none of the bonds outstanding are considered defeased.

WATER AND SEWER FUND CONT’D

Indebtedness of the Water and Sewer Fund at September 30, 2019, is as follows:

At September 30, 2019, none of the bonds outstanding are considered defeased.

The aggregate maturities of Long-term debt as of September 30, 2019 are as follows:

All water & sewer revenue bonds are payable from and secured by a lien on and pledge of net revenues of the water and sewer utility and to the extent provided in the bond resolution, from impact fees, and from all moneys held in the funds and accounts established under the bond resolution. The total principal and interest remaining to be paid on the bonds is $280,451,012.

Principal and interest paid for the current year and total customer net revenues were $11,718,581 and $31,713,872 respectively.

10‐CW&S1

Outstanding Initial Issuance Description Principal

$13,590,000 2009J-1A Water & Sewer Revenue Refunding Bonds $5,780,000Gulf Breeze Loan Series 1985J due in annual installments through 2020: Interest at 4.10% - 4.50%

$10,000,000 2009J-1B Water & Sewer Revenue Refunding Bonds 10,000,000Gulf Breeze Loan Series 1985J due in annual installments through 2023: Interest at 4.82% - 5.00%

$30,000,000 2009J-1C Water & Sewer Revenue Bonds 30,000,000Gulf Breeze Loan Series 1985J due in annual installments through 2039: Interest at 5.00%

$115,180,000 2017 Water & Sewer Revenue and Refunding Bonds 113,090,000Due in semi-annual installments through 2047: Interest at 3.00 - 5.00%


10-CW&S2

Fiscal Year Ending


2025-2029 23,855,000 30,064,000 53,919,0002030-2034 22,995,000 24,273,925 47,268,9252035-2039 28,365,000 18,037,175 46,402,1752040-2044 35,140,000 11,257,550 46,397,5502045-2047 25,270,000 2,568,250 27,838,250

158,870,000 121,581,013 280,451,013

Plus: Net UnamortizedBond Premium 14,614,434 14,614,434

173,484,434$ 121,581,013$ 295,065,447$

Bonded Debt

125


STORM WATER

On February 17, 2010, the City obtained a loan from the City of Gulf Breeze, Florida Local Government Loan Pool Program. The City intends to use this loan from the City of Gulf Breeze, Florida, Series 1985J proceeds to partially refund the Series 2000 bonds. As evidence of such loan, the City’s Storm Water Fund issued $16,185,000 in Storm Water Revenue Refunding Bonds, Taxable Series 2009J-2. The bonds will be repaid solely from pledged revenues of the Storm Water system. They are registered transcripts and insured.

On December 7, 2011, the City issued $52,130,000 in Storm Water Revenue Bonds, Series 2011A and $26,575,000 in Storm Water Revenue Refunding Bonds, Series 2011B. The Series 2011A Bonds are being issued by the City for the purpose of providing funds to (i) pay the costs of certain capital improvements to its Storm Water Utility, (ii) fund a deposit to the Reserve Account, and (iii) pay the costs of issuing the Series 2011A Bonds. The Series 2011A Bonds were issued with interest rates of 4.00% to 5.25% payable semiannually on March 1 and September 1, and will mature serially through September 1, 2041. The Series 2011B Bonds are being issued by the City for the purpose of providing funds, together with other available moneys of the City, to (i) refund, defease and redeem the outstanding Series 2000 Bonds, including interest to accrue to their redemption date, and (ii) paying the costs of such issuance, refunding, defeasance and redemption. The Series 2011B Bonds were issued with interest rates of 2.00% to 5.25% payable semiannually on March 1 and September 1, and will mature serially through September 1, 2030. Both Series 2011A and 2011B Bonds will be repaid solely from pledged revenues of the Storm Water System. At September 30, 2019, $44,270,000 and $25,265,000 of the Series 2011A and 2011B bonds outstanding are considered defeased.

On August 5, 2015, the City issued $99,590,000 in Stormwater Revenue Bonds, Series 2015. The Series 2015 Bonds are being issued by the City for the purpose of providing funds to (i) finance a portion of the costs of certain capital improvements currently contemplated as part of the City’s five year program to improve and enhance the effectiveness and reliability of the Stormwater Utility, and (ii) pay the costs of issuing the Series 2015 Bonds. The Series 2015 Bonds were issued with interest rates of 2.00% to 5.00% payable semiannually on March 1 and September 1, and will mature serially through September 1, 2045. The Series 2015 Bonds will be repaid solely from pledged revenues of the Stormwater System.

On December 22, 2017, the City issued $156,550,000 in Stormwater Revenue and Refunding Bonds, Series 2017. The bonds will be repaid solely from pledged revenues of the Water and Sewer system. They are registered transcripts and insured. The bonds were issued to construct various improvements and extensions to the Stormwater utility and to partially advance refund (~92.8%) the Series 2011A and Series 2011B obligations as of

STORM WATER CONT’D

September 30, 2018. Principal is payable annually, interest is payable semiannually, and the issue bears interest of 3.00% to 5.00%.

Indebtedness of the Storm Water Fund at September 30, 2019 is as follows:10‐CSW1

Outstanding Initial Issuance Description Principal

$16,185,000 2009J-2 Storm Water Revenue Refunding Bonds Due in annual $3,750,000installments through 2020: Interest at 2.00% - 4.50%

$52,130,000 2011A Storm Water Revenue Bonds Due in annual installments 2,510,000through 2041: Interest at 4.00% - 5.25%

$26,575,000 2011B Storm Water Revenue Refunding Bonds Due in annual 305,000installments through 2030: Interest at 2.00% - 5.25%

$99,590,000 2015 Storm Water Revenue Bonds Due in annual installments 98,250,000through 2045: Interest at 2.00% - 5.00%

$156,550,000 2017 Storm Water Revenue and Refunding Bonds Due in annual 155,550,000installments through 2047: Interest at 3.00 - 5.00%


The aggregate maturities of long-term debt at September 30, 2019 are as follows:10-CSW2

Fiscal Year Ending


2025-2029 33,355,000 50,314,556 83,669,5562030-2034 41,495,000 42,184,138 83,679,1382035-2039 50,665,000 33,005,088 83,670,0882040-2044 64,110,000 19,558,550 83,668,5502045-2047 45,680,000 4,527,750 50,207,750

260,365,000 206,613,676 466,978,676

Plus: UnamortizedPremium 20,898,249 20,898,249

281,263,249$ 206,613,676$ 487,876,925$

Bonded Debt

All storm water revenue bonds are payable from and secured by a lien on and pledge of net revenues of the stormwater utility and from all moneys held in the funds and accounts established under the Bond Resolution. The total principal and interest remaining to be paid on the bonds is $466,978,676. Principal and interest paid for the current year and total customer net revenues were $16,013,659 and $24,223,722 respectively.

126


Loans

EQUIPMENT

On February 20, 2008, the City entered into a new loan agreement which allows the City to be reimbursed for the purchase of machinery and equipment up to a maximum of $37,500,000. The interest rates on this loan agreement range from 1.9% to 4.5%.

On December 5, 2018, the City entered into an equipment loan agreement which allows the City to be reimbursed the purchase of vehicles and other equipment. The aggregate loan amount is for $15,000,000 with funding available in $500,000 disbursements. For advances payable over 60 months, the interest rate is the 3-year constant maturity Treasury Index multiplied by 75.50% plus 0.72%, for advances payable over 84 months, the interest rate is the 5-year constant maturity U.S. Treasury Index multiplied by 75.50% plus 0.71%, and for advances payable over 108 months, the interest rate is the 7 year constant maturity U.S. Treasury Index multiplied by 75.50% plus 0.94%.

At September 30, 2019, the City was indebted for $5,237,636. These loans are recorded in the fleet internal service fund.

The aggregate maturities of loans at September 30, 2019 are as follows:

CAPITAL LEASES

On May 25, 2010, the City entered into an equipment lease purchase financing agreement in a principal amount of $13,279,659, with interest at a fixed rate of 4.18% per annum, for the construction and purchase of energy savings equipment. At September 30, 2019, the total minimum lease payment was $8,089,759. The first payment was made on May 25, 2012 and the last payment will be made on April 25, 2025. The lease equipment is depreciated on a straight-line basis over 30 years. At September 30, 2019, the net book value of the assets was $8,865,757.

Following is a schedule detailing the minimum lease payments and the related interest component of each payment.

LINE OF CREDIT

On May 21, 2014, the City of Miami Beach issued Resolution No. 2014-28599 which authorized the issuance of a line of credit not to exceed an aggregate principal amount of $60 million to pay the costs of capital projects. The line of credit was obtained from one financial institution. The line of credit was renewed on July 29, 2016. Tax-exempt draws against the line of credit will have a variable interest rate of 70% of Libor rate plus 0.50%, and the taxable draws will have a variable rate equal to Libor rate plus 0.75%. For the period ending July 28, 2016, there will be an annual fee of 0.20% on the unused portion of the line of credit payable on a quarterly basis. For the periods commencing on July 29, 2016, the annual fee on the unused portion of the line of credit increased to 0.25%. The City shall pay the financial institution the entire unpaid principal balance together with all accrued and unpaid interest on May 30, 2018 (the “Maturity Date”). The Line was renewed on July 27, 2018 with Resolution 2018-30354. The annual fee for the line of credit is .25%. Tax-exempt draws against the line of credit will have a variable interest rate of 80% of Libor rate plus 0.55%, and the taxable draws will have a variable rate equal to Libor rate plus 0.75%. As of September 30, 2019, no amounts have been drawn down from this line of credit and there is no outstanding balance.

The City leases communication equipment which is classified under capital leases. The leased equipment is depreciated on a straight-line basis over 7 years. The accumulated amortization at September 30, 2019 on the debt was $385,996, effective monthly interest rate relating to the lease is 3.06%. The equipment’s original future present value of the minimum lease payments was $1,409,725. The net book value of the leased asset at September 30, 2019 was $1,023,729. Below is a schedule detailing the minimum lease payments and the related interest component of each payment. This amount is recorded in the IT internal service fund.

10-D

Fiscal Year Ending

September 30 Principal Interest Total 2020 1,524,389$ 113,563$ 1,637,952$ 2021 1,201,621 79,198 1,280,8192022 1,084,170 50,271 1,134,4412023 950,268 24,264 974,5322024 455,255 4,679 459,9342025 21,933 340 22,273

5,237,636$ 272,315$ 5,509,951$

Loans

10-E1

Fiscal Year Ending Minimum Lease

Present Value of the Minimum Lease

September 30 Payments Interest Payments2020 1,173,139$ 316,261$ 1,489,400$ 2021 1,296,242 264,757 1,560,9992022 1,410,512 208,412 1,618,9242023 1,531,742 147,157 1,678,8992024 1,658,166 80,713 1,738,8792025 1,019,958 14,261 1,034,219

8,089,759$ 1,031,561$ 9,121,320$

Loan

10-E2

Minimum LeasePresent Value of the

Minimum Lease September 30 Payments Interest Payments

2020 308,307$ 26,617$ 281,690$ 2021 308,307 18,010 290,2972022 308,307 9,141 299,166

924,921$ 53,768$ 871,153$

CAPITAL LEASES CONT’D

127


PENSION LOAN

On September 1, 2005 the City issued $53,030,000 in taxable Series 2005 Special Obligation Bonds for the purposes of, together with other legally available funds of the City, refunding the City’s outstanding Series 1994 Taxable Special Obligation Bonds (Pension Funding Project) maturing September 1, 2015 and September 1, 2021, making the required payment with respect to a Hedge Agreement and paying the costs of issuing the Series 2005 and refunding the Refunded Bonds, including the premiums for the Bond Insurance Policy and Reserve Account Surety Bond. The Series 2005 bonds were issued with interest rates of 4.24% to 5.23% payable semiannually on March 1 and September 1.

On December 22, 2016 the City obtained a loan in the amount of $19,679,000 to refund the outstanding Series 2005 taxable special obligation refunding bonds (as noted in the above paragraph). Interest of 1.69% is payable semiannually on March 1 and September 1, commencing on March 1, 2017. This loan fully refunded the $53,030,000 in taxable Series 2005 Special Obligation Bonds.

The aggregate maturities of the pension loan obligations at September 30, 2019 are as follows:

CLEAN WATER STATE REVOLVING LOAN

On November 12, 2014, the City of Miami Beach entered into the Clean Water State Revolving Fund Loan Agreement with the State of Florida Department of Environment Protection. The semiannual loan payment amount is based on the total amount of $7,797,500 which consist of the Loan principal plus the estimated Loan Service Fee. Loan payments commenced on February 15, 2018 and semiannually thereafter on August 15 and February 15 of each year until all amounts due have been fully paid. The interest rate on this loan is 1.62% per annum. The loan shall be repaid in 40 semiannual loan payments of $229,001, which is $458,002 per year. Loan disbursements from the State to the City will be made for reimbursements of allowable costs. The loan is recorded as a loan payable in the governmental activities of the City’s government wide statements. As of September 30, 2019, $7.4 million of allowable costs have been incurred by the City and $6.2 million has been reimbursed from the State. The loan is secured by the Stormwater fund’s pledged revenues and will be repaid with such funds.

The outstanding principal balance reported at September 30, 2019 is $7,067,991.

The aggregate maturities of the loan at September 30, 2019, are as follows:

10-E2

Fiscal YearEnding

September 30 Principal Interest Total2020 4,633,000$ 97,716$ 4,730,716$ 2021 1,149,000 19,418 1,168,418

5,782,000$ 117,134$ 5,899,134$

Loan10-H

Fiscal Year Ending

September 30 Principal Interest Total 2020 343,948$ 114,054$ 458,002$ 2021 349,542 108,460 458,0022022 355,228 102,774 458,0022023 361,006 96,996 458,0022024 366,878 91,124 458,002

2025-2029 1,925,868 364,142 2,290,0102030-2034 2,087,674 202,336 2,290,0102035-2037 1,277,847 38,126 1,315,973

7,067,991$ 1,118,012$ 8,186,003$

Loans

128


LONG-TERM DEBT SUMMARY

At the end of the current fiscal year the City had total bonded debt, loans and other long-term debt of $1.2 billion. Governmental activities had a net debt increase of $115.6 million or 20.3% while business-type activities debt decreased by $9.9 million or 1.9%. The city issued general obligation bonds in 2019 for the acquisition, construction and improvements of major capital facilities. The decreases in debt are due to the annual principal retirements during the year.

Long‐Term Debt Summary

2018 2019 2018 2019 2018 2019

General obligation 42,535$ 172,685$ 0$ 0$ 42,535$ 172,685$ Special obligation 496,890 485,485 496,890 485,485Revenue bonds 519,320 509,385 519,320 509,385Loans 20,200 18,088 20,200 18,088Other debt 9,153 8,090 9,153 8,090Total 568,778$ 684,348$ 519,320$ 509,385$ 1,088,098$ 1,193,733$

Outstanding DebtGeneral Obligation, Special Obligation, Revenue Bonds and Loans

Governmental activities Business-type activities Total

(in thousands)


Please refer to the City’s Comprehensive Annual Financial Report (CAFR) located at:

https://www.miamibeachfl.gov/city-hall/finance/financial-documents/

https://www.miamibeachfl.gov/city-hall/finance/financial-documents/

MAYOR & COMMISSION

129

DEPARTMENT MISSION STATEMENT

We are dedicated to developing policy and providing direction to meet the needs of constituents by providing leadership that enhances and improves the quality of life for those who live, work, and play in the City of Miami Beach.

DEPARTMENT DESCRIPTION

The City of Miami Beach operates as a “Council/City Manager” form of government. The Miami Beach City Commission consists of a Mayor and six Commissioners who serve as the Legislative branch of the City of Miami Beach government. On a rotating basis, the Commission selects one of its members to serve as Vice Mayor for a three month term. Voters elect the Mayor and Commissioners as citywide representatives through non-partisan elections held in odd-numbered years with the Mayor elected to serve two-year terms with a limit of three consecutive terms. Commission terms are staggered so that not all Commissioners are up for reelection at the same time.

As elected officials, the Mayor and Commissioners respond to citizens who seek their assistance in matters involving the governance and operation of the City of Miami Beach. Through the enactment of ordinances and resolutions, the review and approval of bids and contracts, and the awarding of certificates and proclamations, the City Commission works to improve quality of life, economic development, and enhanced communication between city government and the community.

Working to complement the efforts of the City Commission, office personnel serve to bridge elected officials to their constituency as well as working directly with the City Administration to address the problems and issues brought forth by the community. Customer service and timely responsiveness are the key responsibility of all staff members.

OFFICE OF THEMAYOR AND

COMMISSION

COMMISSIONER GROUP 3

MAYOR CONSTITUENT AIDE

OFFICE MANAGER

COMMISSION CONSTITUENT AIDE GROUP 2

PUBLIC INFORMATION SPECIALIST


MAYOR & COMMISSION BRANDING MANAGER

OFFICE ASSOCIATE IV

SECRETARY

RECEPTIONIST





MAYORCOMMISSIONER GROUP 2





CHIEF OF STAFF

MAYOR & COMMISSION

130

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 1,706,865 1,784,243 2,015,000 2,080,100 Operating Expenditures 180,471 147,165 187,000 94,900 Internal Services 337,000 316,000 278,000 342,000 Capital 0 0 20,000 0Total 2,224,336$ 2,247,408$ 2,500,000$ 2,517,000$



-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Salaries & Benefits Operating Expenditures Internal Services Capital

Expenditure Summary


FISCAL ENVIRONMENT

The Office of the Mayor and Commission is supported by the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

BUSINESS ENVIRONMENT

The Office of the Mayor and Commission holds Commission Meetings and Commission Workshops to discuss and decide on issues facing the City of Miami Beach. Commissioners also serve on the Commission Committees (Neighborhoods and Quality of Life, Finance and Economic Resiliency Committee, Sustainability & Resiliency, and Land Use & Development Committee) and discuss referral items as well as gather community input.

The Mayor and Commissioners additionally work on issues affecting the City of Miami Beach and Miami-Dade County as a whole by serving on Non-City Commission Committees including the Miami-Dade League of Cities, Metropolitan Planning Organization, Miami-Dade Tourist Development Council, Greater Miami Convention and Visitors Bureau, South Florida East Coast Corridor Coalition, International Women’s Forum, and Citizens Oversight Committee.

CRITICAL SUCCESS FACTORS

• Focus on Customer Service. Although the City of Miami Beach has a City Manager form of government, the Office of the Mayor and Commission plays an integral role in channeling the concerns and perspectives of the community to the appropriate administrative agencies. The Mayor and Commission Office staff is charged with responding to a large volume of telephone calls, facsimile communications, electronic and written correspondence. These responses are handled by both our elected officials and their office staff, which acts on behalf of individual Commissioners or the Office of the Mayor and Commission as a whole.

• Continued coordination and communication between the Office of the Mayor and Commission and City Manager’s Office in order to ensure timely and accurate constituent service, as well as the necessary information for policymakers to base their decisions on.

FUTURE OUTLOOK

As it pertains to the handling of constituent concerns, it is the goal of the Office of the Mayor and Commission staff to work with the City Administration in order to improve response-related issues, such as response turnover time for incoming communications.

MAYOR & COMMISSION

131

BUDGET HIGHLIGHTS

• A significant component of the increase in personnel expenditures for all departments are increases in employee-related costs including a one percent cost of living adjustment effective April 1, 2021 for all groups, except AFSCME (1.0% COLA effective July 1, 2021), GSA (1.0% COLA effective October 1, 2020), and CWA (2.0% COLA effective October 1, 2020), as well as a maximum of three percent merit increase for employees, except members of the Fraternal Order of Police (FOP) and International Association of Fire Fighters (IAFF) which include a five percent step increase. Merit, step, and cost of living increases apply within existing pay ranges. A five percent increase in the City’s premiums for health insurance for all employees is also included, except for members of the Fraternal Order of Police (FOP) and International Association of Fire Fighters (IAFF) which includes an eight percent increase in the City’s premium. These increases were, however, largely offset by the COVID-19 balancing plan reductions allocated across all departments that include furloughs for all bargaining units based on a tiered approach, a citywide freeze on all non-essential expenditures and training and travel, and a citywide hiring freeze.

• Personnel services expenditures increased by $65,100, or 3%. This is primarily due to increases in salaries and wages resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as $55,100 in other personnel services expenditures, which include projected increases in health and life insurance, allowances, and pension.

BUDGET HIGHLIGHTS CONT’D

• Operating expenditures decreased by $92,100, or 49%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions.

• Internal services expenditures increased by $64,000, or 23%. This is due to increases in Central Services, Information Technology, Property Management, Risk Management, and OIG services totaling $64,000.

• Capital expenditures decreased by $20,000, or 100%, due to one-time expenditures budgeted in FY 2020 for furniture and fixtures in need of replacement.

FY 2021 Efficiencies/Reductions

• The FY 2021 budget includes $72,000 in reductions as part of the COVID-19 balancing plan, which is comprised of $16,000 for furloughs for all bargaining units based on a tiered approach, $13,000 for non-essential expenditures, $8,000 for non-essential training and travel, and $35,000 related to the citywide hiring freeze.

CITY ATTORNEY

133



We are dedicated to providing excellent legal services, consistent with the City’s goals and objectives to the Mayor, City Commissioners, City Manager, City departments, and City agencies, boards, and committees.


The City Attorney’s Office resembles a medium sized, full service law office. Its structure is designed to address and respond to the legal needs of the Mayor and City Commissioners, the City Manager, City departments, and the City’s various agencies, boards, and committees. Under Article III of the City Charter, the City Attorney:

• Is the legal advisor to the City and all of its officers on matters relating to their official duties and responsibilities

• Advises the City Commission and Administration on changes in the law

• Prepares and reviews all ordinances, resolutions, contracts, and related legal documents

• Prosecutes or defends complaints, suits, and controversies, when the City is a party, before State and Federal courts, Special Masters, and administrative agencies

• Addresses legal implications arising from proposed City action and takes steps to reduce potential legal risks or financial exposure

DEPARTMENT DESCRIPTION CONT’D

The Office is presently comprised of the City Attorney, thirteen (13) full-time attorneys, and a City Attorney’s Office Fellow. The support staff consists of an Administrative Service Manager, an Assistant to the City Attorney, three (3) office-paralegal specialists, three (3) legal secretaries, a Paralegal, and a Receptionist.

Chief DeputyCity Attorney

Deputy City Attorney

Office of the Mayor and Commission

Office of the City Attorney

First Assistant City Attorney

Senior Assistant City Attorney

Assistant City Attorney II

Assistant City Attorney I

Assistant to the City Attorney

Administrative Service Manager

CAO Paralegal Specialist

Receptionist

Legal Secretary

CITY ATTORNEY

134


FISCAL ENVIRONMENT

The Office of the City Attorney is supported by the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

Outside counsel fees and litigation expenses arising out of monetary claims against the City are paid through the Risk Management Fund.

Legal expenses incurred as a result of:

• Unanticipated litigation• Matters of urgent public interest and /or health welfare, and

safety• Complex real estate and other commercial transactions cannot

be taken into account as part of the City Attorney’s annual budget review process (as they are either unknown, or have not been initiated, at budget time). Therefore, the funding sources for legal expenses incurred in connection with such matters have come from the appropriate City department

FISCAL ENVIRONMENT CONT’D

In order to offset legal expenses, the City Attorney has initiated the following measures:

• Whenever possible, require developers and/or other parties proposing time-sensitive (and usually complex) real estate and/or commercial transactions to the City, to fund the City’s legal costs, up to an agreed amount

• Periodic review of cases being handled by outside counsel to determine what can be “phased out” and/or brought in-house

• When the City Attorney determines that it is necessary to retain outside counsel, the preferred mandate is to utilize such counsel only as necessary and, whenever possible, on a “consultant” basis (in other words, the Assistant City Attorney assigned to the matter will act as lead counsel and use outside counsel in an “as needed,” expert capacity)

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 4,137,886 4,299,129 4,734,000 4,712,500 Operating Expenditures 619,765 911,712 863,000 512,500 Internal Services 439,007 431,939 481,000 518,000 Total 5,196,658$ 5,642,780$ 6,078,000$ 5,743,000$



- 500,000

1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000


Expenditure Summary


CITY ATTORNEY

135


BUDGET HIGHLIGHTS


• Personnel services expenditures decreased by $21,500, or 0.5%. This is primarily due to a decrease in salaries and wages totaling $37,000 resulting from vacant positions now budgeted at the minimhum of the salary range that were previously filled above the minimum of their respective range, which is partially offset by an increase in allowances , health & life, and pension totaling $14,500.


• Operating expenditures decreased by $350,500 or 40.6%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions totaling $321,000 and decrease of $50,000 in projected legal fees, offset by a $21,000 increase in subscriptions for researching tools needed in FY 2021.

• Internal services expenditures increased by $37,000, or 7.7%, due to a combined increase in Property Management, Risk Managment, Information Technology and OIG Funding services totaling $38,000, which is being slightly offset by a decrease in Central Services usage of $1,000.

FY 2021 Reductions/Efficiencies

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $321,000, which is comprised of $59,000 for furloughs for all bargaining units based on a tiered approach, $72,000 for non-essential expenditures, $7,000 for non-essential training and travel, and $183,000 related to the citywide hiring freeze.

CITY CLERK ADMINISTRATIVE SUPPORT

137


We are dedicated to performing as the secretary and custodian of the City Seal, compiling official City Commission and Redevelopment Agency agendas and minutes, providing quality print, copy and mail services, and serving as facilitator in providing public records and information expeditiously to the City Commission, the public, City staff, and other governmental agencies.


The Office of the City Clerk provides a high level of customer services in a professional and courteous manner, making public information easily accessible using the latest technology, and making the experience a satisfying one. The Office of the City Clerk’s responsibilities are reflected in the attached Table of Organization.

Central Services provides a high level of internal customer service in a professional and courteous manner while performing the following tasks: sorting, processing, and distributing U.S. Mail and interoffice mail, delivery services, printing, copying, and binding services.

The Clerks of the Special Master serve as the official secretary to the Special Masters. The Special Masters issue orders having the force of law commanding whatever steps are necessary to bring a violation into compliance. The Special Masters hear cases brought before them by the Building, Code Compliance, Parking, Parks & Recreation, Police/Marine Patrol, and Fire Departments. In addition, the Special Masters hear Historic Preservation Board Appeals, Short-Term Rentals, and Red-Light Camera Violations.

FISCAL ENVIRONMENT

The Office of the City Clerk is supported by the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund. The following fees collected by the Office of the City Clerk also support the Office of the City Clerk costs: lobbyist registration, domestic partnership, Special Master revenues, public record requests and copying, and City candidate qualifying fees.

Central Services is an internal service funded division. Services provided are charged to departments based on the specific services provided.


The Office of the City Clerk and Special Masters have numerous responsibilities that are derived from the City Charter, City Code, or administratively. The Office interacts with other departments in the City and the public via face-to-face contact, telephone, email, or through our website.

Central Services’ customers are all City departments, and their goal is to provide excellent in-house services such as sorting and distributing U.S. Mail, copying, printing, binding, delivery, and inter-office mail processing. Central Services is the principal courier package-processing center for City departments. Central Services provides vehicle pool services for any department needing to use a City vehicle.

Office of the Mayor and Commission

City Clerk

City Clerk Staff

Central Services Administration

Special Masters

CITY CLERKADMINISTRATIVE SUPPORT

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SIGNIFICANT ACCOMPLISHMENTS

City Clerk

• Open and Responsive Government: The Office of the City Clerk ensured: 1) That all required legal postings were distributed in compliance with State law and City policy; 2) The accurate accumulation, accessibility, and preservation of official City documents; 3) The accurate and timely preparation of City Commission and Redevelopment Agency (RDA) meeting after-actions (minutes); and 4) The compliance with the Florida Public Records Act, also known as F.S. 119.

• To maximize public access and transparency, the Office of the City Clerk incorporated all meeting notices that are legally required to be published in newspapers, on its publicly accessible website, providing a single point-of-access to this information for both internal and external users.

• Historical Archives: The Office of the City Clerk continued the digitization of the City’s historical archives. The project’s focus is to digitize and catalog the large and fascinating collection of photographs, postcards, and other visual materials that make up the historical archive held by the City of Miami Beach. A total of 5,212 historical photographs and 23,217 Resolutions were digitized in FY 2019. The link to the Miami Beach historical photographs server is http://dpanther.fiu.edu/dPanther/collections/mbda.Elections: Successfully managed the City Commission Seat Group IV Vacancy. Commission Seat Group IV was vacated on January 3, 2019, when a Commissioner resigned to run for Congress. The Office of the City Clerk notified the public of the vacant seat and accepted and posted the applications and résumés of 38 candidates online and e-mailed the information to each member of the City Commission.

• Successfully conducted the November 5, 2019 General and Special Elections and the November 19, 2019 Run-Off Elec-tion. The Office of the City Clerk assisted the Miami-Dade Elections Department in preparing and running Early Voting at

SIGNIFICANT ACCOMPLISHMENTS CONT’D

action was particularly demanding in that a manual recount was called after two candidates were found to be within 0.25% of votes of each other. The election had every Com-mission Group, except the Mayoral Seat, go to a Run-Off elec-tion that was held on November 19, 2019. City Clerk staff provided administrative support to the City of Miami Beach General, Special, and Run-Off Elections Canvassing Board.

• Produced a 2019 Candidate Information Handbook that was provided to all candidates for City of Miami Beach elected office. The Handbook was designed to be a single source of answers to questions candidates and campaigns might have while running for office in Miami Beach, whether to refer-ence relevant election laws or simply check filing deadlines.

• The Office of the City Clerk engaged in outreach ef-forts with candidates and campaigns by sending period-ic communications throughout the election cycle. These emails included status reports about early voting and turn-out statistics, highlighted upcoming election deadlines, and provided reminders about relevant election laws.

• The City Clerk’s helped draft in both English and Span-ish, a Voter’s Guide for the November 2019 Special Election to provide objective, impartial, and fact-based explanations of the City’s ballot questions, so that City vot-ers may, in casting their votes, be more informed with re-spect to the City issues presented to them at the polls.

• Assisted in the Mail-in Special Election for the creation of the Al-lison Island and Biscayne Beach Special Taxing Districts. The Of-fice of the City Clerk drafted and published ads informing the pub-lic of the Mail-in Special Election and posted the results as it was made available by the Miami-Dade County Elections Department.

• City Commission Agenda Preparation: Produced City Commission agenda materials for 27 Commission meetings, retreats/special meetings, and workshops; oversaw the agenda preparation process and updated the City’s webpage.

• After-Actions: Produced 27 after-action reports for Commission meetings, retreats, special meetings, and workshops.

• Ordinance and Resolution Registry: Maintained a web-based Ordinance and Resolution registry to provide an easy research tool for the public. Processed 94 Ordinances and 561 Resolutions. The information is available at: https://www.miamibeachfl.gov/city-hall/city-clerk/public-records-request/

• Public Records Requests: Responded to 2,104 public records requests (PRRs). One thousand three hundred and fifty-five (1,355) of said requests where processed in 7 days or under. The Office coordinated and monitored all Citywide PRRs to ensure prompt response. Improved government transparency through a searchable database of the most frequently requested public records online. Assisted staff with research of official records

Developed new elections web page to facilitate easy access to general election information, voter information, and ballot question information.


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• LaserFiche/Scanning: Scanned, indexed, quality-controlled, and published all LTCs, Lobbyists Affidavits, Board and Committees Applications, Financial Disclosure Forms, Ordinances, and Resolutions into LaserFiche; giving the public web-based access to all these documents.

• Boards and Committees: Maintained records for 39 boards and committees with 484 members. Processed 153 board and committee applications and 172 appointments. Posted on the Office of the City Clerk’s webpage a searchable database of all boards and committees on a weekly basis. Created and posted on the Office of the City Clerk’s webpage a database of current board and committee openings, to assist residents wishing to become involved in City government. Produced the board and committee quarterly attendance reports and the board and committee biannual reports. Generated the board and committee minority report.

• Lobbyists: Registered 304 (for profit and non-for-profit) lobbyists with 310 issues. Generated lobbyist information for elected officials and the administration, collected annual registration fees and per-issue fees, and processed annual financial reports as mandated by the City Code.

• Annual Reports: Processed Outside Employment, Gift Disclosure, Financial Disclosures, and Lobbyist Expenditure Forms, as required by the State, the County, and the City.

• Public Notices: Completed and forwarded for newspaper publication the required legal notices within the statutory time requirements for public hearings. Published the following advertisements: 52 meeting notices, 192 public hearings, and 38 election information notices.

• Special Master: Processed 1,421 new Special Master Appeals, Building Cases, Code Cases, Fire Cases, Red Light Camera Cases, and Short-Term Rental Cases. Processed the recording of 160 liens.

• Records Retention: Reviewed and monitored retention schedules; and identified documents eligible for destruction. Destroyed 1,709 cubic feet of records in FY 2019. Assisted the following City departments/divisions with records destruction: Code Compliance, Finance, Fire, Internal Audit, Office of the City Clerk, Parking, Procurement, Property Management, Public Works, and Special Master.

• Meeting Calendar: Maintained electronic calendar of all public meetings. Posted electronically and in nine

City Hall bulletin boards records of all meeting notices.• Staff: Continued supplementing staff by recruiting senior citizen

interns.


• LTCs: The Office of the City Clerk has continuously e-mailed and stored LTCs throughout the year. There were 665 LTCs sent in 2019.

Central Services

• Copier Equipment: Central Services Division operates high speed, high volume photocopiers, and a digital color duplicator that reproduces professional results. These machines not only copy, but also collate and staple finished documents, achieving cost effective digital reproduction of printed materials.

• Printing Production: Central Services Division received 1,360 print jobs in FY 2019 and produced 3,252,000 impressions (black and white/color), at an average of 271,000 impressions per month. These jobs included: Commission meeting agenda books, MB Line magazines, supplementals to the City Code, After-Actions, agenda reviews, Commission Committees meeting agendas, proposed and final capital budget books, open enrollment books/insurance packages, zoning notifications, proclamations, posters, flyers, brochures, maps, business cards, courtesy notices, meeting notices (Board of Adjustments, Planning Board, etc.), permit cards, work permits, unsafe stickers, surveys, vehicle safety and storage receipts, inspection handouts, daily reports, information logs, Code violation forms, retiree enrollment applications, door hangers, transportation element, residential parking permit application, residential parking permit renewal, players/parents code of conduct, release of liability, rules and regulations, warning signs, off-duty applications, Police Department forms, meter parking forms, etc.

• Recruitment: Actively recruited and filled three (3) vacancies. The Central Services team was reorganized to increase the services provided to City departments. This organizational redesign will provide improved service delivery, employee professional development, and succession management over the next five years. As a result, the average number of days to complete printing jobs per months decreased from 4.28 days to 2.25 days.


• Ensure cross training of staff• Ensure departments respond in a timely manner to public

records requests• Ensure all work order requests from departments have thorough

and accurate information, as well as detailed instructions• Enhance external/internal communications from and within the

Office of the City Clerk• Ensure expenditures trends are sustainable over the long term


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2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

4.23 4.00 2.25 3.00 3.00

58.00 90.25 94.50 90.00 90.00

93% 91% 97.50% 70% 70%

88.00 74.00 135.00 N/A N/A

1,057 1,419 1,306 N/A N/A

Average # of days to complete printing jobs per month

Average # of days from initiation of case to 1st hearing date

% of public records requests completed by the City Clerk's Office within 7 days

# of special master meetings scheduled and held

# of special master cases heard

Performance Indicators

Main Vision Area: Orgnizational lnnovation

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedAdministrative Hearing Fee 97,806 55,302 137,000 79,000Special Masters HP- DRB 8,285 2,841 4,000 5,000Lobby Registration 239,943 233,998 267,000 244,000Domestic Partner Registration 1,175 1,050 1,000 1,000Qualifying Fees 0 11,750 0 9,000Public Records Request 0 0 0 34,000Total 347,209$ 304,940$ 409,000$ 372,000$

Expenditure AreaSalaries & Benefits 1,050,419 1,123,131 1,155,000 1,224,000Operating Expenditures 266,700 232,621 353,000 291,000Internal Services 317,237 310,000 282,000 314,000Capital 5,321 0 0 0Total 1,639,677$ 1,665,752$ 1,790,000$ 1,829,000$

General Fund 9.60 + 0.00 PT 9.60 + 0.00 PT 9.60 + 0.00 PT 9.60 + 0,00 PTOther Funds - Red Light Camera 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PTTotal Budgeted Positions 10.60 + 0.00 PT 10.60 + 0.00 PT 10.60 + 0.00 PT 10.60 + 0.00 PT


0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000


Expenditure Summary


PERFORMANCE PLAN HIGHLIGHTS


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FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedInterested Allocated - Pooled Cash 19,137 27,394 24,000 27,000 Alloc-Pooled Investment (290) (424) 0 0 Central Service Revenue 1,056,000 1,035,000 1,070,000 987,000 Central Services - Outside Users 24,430 34,078 21,000 28,000 Total 1,099,277$ 1,096,048$ 1,115,000$ 1,042,000$

Expenditure AreaSalaries & Benefits 422,193 466,056 535,000 452,000 Operating Expenditures 476,776 468,645 508,000 510,000 Internal Services 94,870 95,098 72,000 80,000 Capital 0 6,652 0 0 Total 993,839$ 1,036,451$ 1,115,000$ 1,042,000$

Revenue Less Expenditures 105,439$ 59,597$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - CENTRAL SERVICES

-

100,000

200,000

300,000

400,000

500,000

600,000


Expenditure Summary



142


City Clerk

• Personnel services expenditures increased by $69,000, or 6.0%. This is primarily due to increases in salaries and wages resulting from applicable merit increases and cost-of-living adjustments budgeted in FY 2021 totaling $47,000, as well as increases in other personnel-related expenditures, including pension, totalling $19,000.

• Operating expenditures decreased by $62,000, or 17.6%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions totaling $39,000 and a decrease in professional services based on the department’s projected needs for FY 2021 totaling $22,000.

• Internal services expenditures increased by $32,000, or 11.3%, due to increases in Central Services, Property Management, Risk Management and Information Technology services based on usage.

BUDGET HIGHLIGHTS

Central Services

• Personnel services expenditures decreased by $83,000, or 15.5%, primarily due to a decrease in salaries and wages of $54,000 and other personnel-related costs of $31,000 resulting from two Central Service Technician positions and one Central Service Coordinator position being filled below the budgeted salary for the previous incumbents that retired from these positions.

• Operating expenditures increased by $2,000, or 0.4%, primarily due to an increase in the projected cost of postage and contracted courier/delivery services of $9,000, which is partially offset by decreases in other miscellaneous operating expenditures of $7,000 based on projected operational needs in FY 2021.

• Internal services expenditures increased by $8,000, or 11.1%, due to a combined increase in Property Management, Risk Management, and Information Technology services based on usage.


City Clerk

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $39,000, which is comprised of $10,000 for furloughs for all bargaining units based on a tiered approach, and $29,000 for non-essential expenditures.

Central Services

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $2,000 due to furloughs for all bargaining units based on a tiered approach.


OFFICE OF THE CITY MANAGERADMINISTRATIVE SUPPORT

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OFFICE OF THE MAYOR AND COMMISSION

G.O. BONDPROGRAM

OFFICE OF THE CITY MANAGER


We are dedicated to providing executive-level leadership to the organization in order to achieve the City’s mission of providing excellent public service and safety to all who live, work and play in our vibrant, tropical, historic community by ensuring that the City prospers at all levels, including residents, members of the business community, and visitors to the City of Miami Beach.


The City Manager is appointed by the Mayor and City Commission and vested with the responsibility to ensure that policies, directives, resolutions, and ordinances adopted by the City Commission are enforced and implemented. As the City’s Chief Executive Officer (CEO), the City Manager is responsible for providing executive-level leadership, vision, and guidance to the organization, providing recommendations to the City Commission and implementing policy directives in an efficient and effective manner. In addition, the City Manager is responsible for the daily operations of the City, preparing and administering the budget, planning the development of the City, supervising City employees, interacting with citizen groups and businesses, and is otherwise responsible for the health, safety, and welfare of the residents, members of the business community and the visitors to the City of Miami Beach.

FISCAL ENVIRONMENT

The Office of the City Manager is supported by the General fund to cover salaries and benefits for 18 full-time and 1 part-time staff members, operating expenditures, and internal service charges.

The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

In addition, the G.O. Bond Program Management Division charges a fee to G.O. Bond projects to cover the cost of various management functions provided by the Division.

STRATEGIC ALIGNMENT

Main Vision Area:


Management Objectives:

• Prosperity ○ Develop the Convention Center campus

• Organizational Innovation ○ Implement City Commission goals and policies through the

Strategic Plan and budget ○ Ensure strong fiscal stewardship ○ Implement the General Obligation (GO) Bond ○ Increase intergovernmental cooperation ○ Create an environment for interdepartmental collaboration

Strategic Plan Actions:

• COMPLETE the Convention Center Hotel.• COMPLETE (21) Quick Wins GOB Projects.• COMPLETE half of 600 Alton Park within four years (Phase 1

complete in 30 months from executed DA)

Budget Enhancement Actions:

• N/A

Resilient305 Actions:

• RESILIENCE Training for All • RESILIENT 35 IN THE 305• SEND Your Boss to Bootcamp• ROLL-OUT 5-Step Guide to Innovative Recovery Financing• PLANNING Efficiently & Effectively Together• FINANCING a Resilient Future• DEMONSTRATE the Costs and Benefits of Resilience

Improvements

INTERGOVERNMENTAL AFFAIRS


144

BUSINESS ENVIRONMENT CONT’D

○ The Grants Management Section has secured in excess of $7.6 million in state, federal and local funds from the beginning of the fiscal year through August 2020. Key priority areas include resiliency funding and funds that supports the General Obligation Bond projects.

○ The Grants Management Section continues to participate in area-wide working groups such as the Local Mitigation Strategy Working Group and the Urban Area Security Working Group. Federal funds from the U.S Department of Homeland Security are accessible on a competitive basis through these Working Groups.

○ During Fiscal Year 2020, the Grants Management Section provided valuable input in the State of Florida Action Plan for U.S. Department of Housing and Urban Development Mitigation Funding


The City Manager is vested with the responsibility to ensure that policies, directives, resolutions, and ordinances adopted by the City Commission are enforced and implemented. Given this responsibility, the City Manager has a number of stakeholders that he is accountable and responsible to. Internally, these include the Mayor, six City Commissioners, and all city staff. External stakeholders include the residents, members of the business community, members and representatives of community organizations, other elected officials representing local, state and federal jurisdictions as well as administrators from these government agencies. As the CEO of the organization, the City Manager has numerous responsibilities within the City and works with all City departments to ensure that the City delivers on its mission of providing excellent public service and safety to all who live, work, visit and play in our vibrant, tropical, historic community.

Convention Center HotelOn November 6, 2018 the City of Miami Beach voters approved a Development and Ground Lease Agreement for an 800-room Convention Center Hotel.

The City of Miami Beach has been contemplating the development of a Convention Center Hotel for more than two decades. In that span, the City has solidified its brand as an international destination for tourism, arts and culture, shopping, dining and entertainment. The renovated state-of-the-art Convention Center building coupled with the construction of an adjacent hotel is the next step in creating a highly competitive convention destination. The hotel will have a dramatic impact on the ability to book conventions and events that generate hotel room nights and spending throughout the city.

General Obligation Bond (GOB) Program Management On November 6, 2018 the City of Miami Beach voters approved a $439 million General Obligation Bond for a total of 57 projects, ranging from vertical construction, roadwork, park constructions and renovations, technology implementation, repairs and renewals, and underground infrastructure work. The Program is overseen by the GOB Program Management Division within the City Manager’s Office, to ensure that the projects are completed (i) within a reasonable timeframe, (ii) within budget, (iii) on a coordinated basis (including coordination with non-GOB projects and projects by other jurisdictions), (iv) incorporating resiliency and best practices, and (v) working with and communicating effectively to the impacted neighborhoods.

Grants and Intergovernmental Affairs Division

• Grants Management - The Grants Management Section increases funding received by the City from external state, federal and local agencies and foundations.

• Intergovernmental Affairs - The Intergovernmental Affairs Section advocates on behalf of the City before State, Federal and Local elected officials and organizations, and serves as the City’s liaison to various task forces and committees. Key functions include staff analysis and evaluation of proposed legislation and monitoring and the preparation of written comments and testimony to support the City’s position. Intergovernmental Affairs serves as the City’s liaison to the Congressional delegation.

○ During Fiscal Year 2020, the Intergovernmental Affairs Section worked collaboratively with U.S. Congresswoman Donna Shalala, hosting a round table for representatives from local jurisdictions regarding sea level rise and climate change initiatives


145


• Work with Mayor and City Commissioners to identify current and future strategic priorities and fund those priorities accordingly

• Continue to solidify the strategic planning process to align resources, citywide initiatives and departmental activities

• Work with staff throughout the Administration to focus and monitor strategic priorities identified in their area in order to ensure that the organization is accomplishing the goals identified and achieving results that contribute to the community’s well-being

• Continue to create a positive work environment that is customer-service focused and that is conducive to staff achieving results

• Continue to enhance the budget process


○ The City’s State and Federal Agendas are developed by the Intergovernmental Affairs Section during the summer/fall of each year with input from the Mayor and City Commission and City Departments. It is approved by the full City Commission. Additional priorities are included throughout the year.

○ The Intergovernmental Affairs Section coordinates regularly with national and local municipal organizations to advance the City’s interests through our federal and state delegations, such as the Florida League of Cities and Miami-Dade County League of Cities

○ Hosted Resiliency-focused presentations and site tours for the City’s Congressional and State Delegations with the goal of creating a pilot program as a model for future funding to the City

○ The Intergovernmental Affairs Section has effectively established and developed formal partnerships with external national and state organizations


The Miami Beach Strategic Plan Through the Lens of Resilience was unanimously adopted by the City Commission in July 2019. The plan incorporates the City mission, the City’s vision and management objectives, the Mayor and City Commission goals, recent community survey results, the City Manager’s priorities, and Resilient305 actions vital for building resilience. As part of a unique partnership with Miami-Dade County and Miami, Resilient305 contains actions to build resilience as an entire region.

FUTURE OUTLOOK

As the City of Miami Beach continues to evolve into a world-class city, the future promises to be a bright one.

The City Manager’s Office will work to achieve the City’s new vision, adopted with the Strategic Plan Through the Lens of Resilience:

• A prosperous city with a special flavor of arts, culture, education, and business

• A safe city with a mosaic of residents enjoying life in iconic and historic neighborhoods

• A resilient coastal city with a thriving environment and modern infrastructure

• A people-first city where the pedestrian is prioritized in mobility options and community services are pathways to prosperity

• A smart city of high quality of high quality and efficient services and employees

Our mission and our focus on our strategic plan through the lens of resilience and the identified objectives will continue. Management Objectives include:

• Prosperity - Build on arts and culture strengths, balance tourism with quality of life, revitalize target areas, and support excellence in our schools

• Neighborhoods - Build resident satisfaction through safety, cleanliness, parks, and modern codes

• Environment and Infrastructure - Protect and enhance our environment and invest in infrastructure projects and assets that build resilience benefits like reducing flood risk and increasing sustainability

• Mobility - Increase mobility and housing options for current residents and visitors

• Organizational Innovation - Improve strategic decision making and financial stewardship, making the city more business friendly and user friendly with an employee culture of problem solving and engagement


146

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted Proposed*Convention Center District Allocation 586,547 411,967 0 265,000 G.O. Bond Management Fee 0 132,499 764,000 479,000 Total 586,547$ 544,466$ 764,000$ 744,000$

Expenditure AreaSalaries & Benefits 3,130,396 3,490,837 3,545,000 4,091,000 Operating Expenditures 307,227 323,109 405,000 283,000 Internal Services 393,000 398,000 364,000 424,000 Total 3,830,623$ 4,211,946$ 4,314,000$ 4,798,000$



*Effective FY 2021, the Grants Management and Legislative Affairs Division transferred from the Office of Management and Budget (OMB) to the Office of the City Manager.

0 500,000

1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000


Expenditure Summary

FY 2019 Actual FY 2020 Adopted FY 2021 Proposed*


147



FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 581,814 462,421 0 259,000 Operating Expenditures 4,948 22,162 0 5,000 Internal Services 0 0 0 1,000 Total 586,761$ 484,583$ 0$ 265,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 0 68,416 728,000 462,000 Operating Expenditures 0 0 33,000 13,000 Internal Services 0 0 3,000 4,000 Total 0$ 68,416$ 764,000$ 479,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed*Salaries & Benefits 0 0 0 581,000 Operating Expenditures 0 0 0 240,500 Internal Services 0 0 0 21,000 Total 0$ 0$ 0$ 842,500$

Total Budgeted Positions 0.00 + 0.00 PT 0.00 + 0 PT 0.00 + 0.00 PT 3.00 + 0.00 PT

G.O. BOND PROGRAM MANAGEMENT - GENERAL FUND

GRANTS MANAGEMENT AND LEGISLATIVE AFFAIRS - GENERAL FUND

CITY MANAGER - GENERAL FUND

CONVENTION CENTER DISTRICT - GENERAL FUND


148

BUDGET HIGHLIGHTS


• Personnel services expenditures increased by $546,000, or 15%. This is primarily due to an increase in salaries and wages of $317,000 as well as other increases in Pension Contributions, Health & Life Insurance, and OPEB pay-as-you-go totaling $237,000 largely due to the transfer of the Grants Management and Legislative Affairs Division from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021.


• Operating expenditures decreased by $122,000, or 30%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions of $122,000 further detailed in the FY 2021 efficiencies/reductions section of this document.

• Internal services expenditures increased by $60,000, or 16%. This is primarily due to an increase of $22,000 in Risk Management and $20,000 in Information Technology services, as well as other increases in Central Services, Property Management, Fleet Management, and OIG Funding services totaling $18,000 based on usage.


• The FY 2021 budget includes a $86,000 efficiency for the elimination of a Full-Time Legislative Manager position.

• In addition, as part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $122,000, which is comprised of $41,000 for furloughs for all bargaining units based on a tiered approach, $32,000 for non-essential expenditures, $12,000 for non-essential training and travel, and $37,000 related to the citywide hiring freeze.

FY 2021 Re-Organization

• The FY 2021 budget also reflects the reorganization of the Grants Management and Intergovernmental Affairs Division from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021.

OFFICE OF THE INSPECTOR GENERAL


149


We provide an independent oversight of all City operations to add value, improve performance, and increase efficiencies by conducting investigations, audits, reviews, inspections, etc. to provide further accountability of City resources. We are dedicated to preserving the City’s accountability and integrity through the identification of fraud, mismanagement, waste, and abuse of power in City projects, programs, and contracts.


The Office of the Inspector General was created pursuant to ordinance 2019-4239 following voter approval in a November 2018 ballot referendum.

The Office acts as an independent department in order to be protected from political influence, with the primary goal of enhancing public trust in government. To do this, the Inspector General is vested with the ability to require the production of records in the possession and control of City departments and employees for review, and has the power to issue subpoenas for testimony or documents, where necessary.

The Office of the Inspector General is responsible for investigating programs, operations, contracts, and employees to ensure:

• Prevention and detection of fraud, abuse, waste or mismanagement in City affairs

• Fair and unbiased procurement negotiations and selections

• Effective monitoring of existing projects and programs for timeliness, cost-effectiveness, and integrity

• A fair and honest accounting of taxpayer funds

• Economical, efficient, accurate and prompt recording and reporting of City transactions and accounts

• Proper safeguarding of City assets, records and files

In addition, the Office is responsible for conducting audits of businesses responsible for remitting resort taxes and sanitation franchise/roll-off fees to the City. These revenue-based audits determine compliance with the applicable City Ordinances and may result in monetary assessments including penalties and interest.


OFFICE OF THE MAYOR AND COMMISSION



150


The Office of the Inspector General has numerous responsibilities within the City and works with all departments/divisions to promote honesty and efficiency within City government. The Office of the Inspector General seeks to ensure that the treasury of the taxpayers is protected and public funds recovered, where possible.

The Office works with all departments/divisions to facilitate and provide consulting, advisory, organizational, and support services. In addition, it provides staff support to the Audit Committee, which is comprised of City residents appointed by the Mayor and Commissioners.


The following reports have been completed in the 2020 fiscal year:

• Completed internal audit reports include Taste Bakery MB City Hall, Public Works Warehouse Inventory, State Beachfront Management Agreement, Miami Beach Tennis Management, LLC Agreement Preliminary Observations and Building Department Permit Fee Surcharges

FISCAL ENVIRONMENT

Section 2-378 of the City Code was created to provide dedicated funding for the activities and operations of the City’s Office of the Inspector General by creating a 0.5% surcharge on designated City contracts with a $50,000 maximum cap.

The Office of the Inspector General also receives funding from the City’s Resort Tax Fund to ensure compliance with Resort Tax Ordinances. Sanitation funds also support reviews and audits of internal controls over operations and collections in those departments.

Completed 87 Resort Tax audits resulting in net assessments exceeding $991,264

STRATEGIC ALIGNMENT

Main Vision Area:



• Organizational Innovation ○ Ensure strong fiscal

stewardship ○ Support all objectives to improve strategic decision making

and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement


• N/A


• N/A


• N/A

• 16 OIG reports currently in issued status• 1 Sanitation audit draft report resulting in net assessments of $0• Reviews of three separate Parking areas (Attended Lots, Coin

Room, and Garage Validations & Exemptions)• Performed daily reviews of the general deposit debit transactions,

monthly reviews of City bank account reconciliations and semiannual reviews of selected internal control findings in BDO USA, LLP’s May 17, 2017 audit report which focused on how the City should mitigate its risk exposure on Treasury and Automated Clearing House (ACH) disbursements

• Completed 87 Resort Tax audits resulting in net assessments exceeding $991,264

.



151


• Provide accurate reviews and audits on a timely basis to City Administration and auditees to facilitate effective corrective action

• Advise nonconforming Sanitation and Resort Tax businesses of needed record keeping improvements to better comply with existing City Code provisions

• Identify areas within the City vulnerable to fraudulent activity• Recommend preventative measures to prevent fraud and

ethical misconduct within the City and prevent the waste and mismanagement of taxpayer money

• Recommend policies for activities designed to promote economy, efficiency, and effectiveness

• Ensure legal accountability of City personnel and contractors engaging in fraudulent or other illegal activity

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

* * * 75% 75%

77% 100% 87% 75% 75%

94% 93% 93% 75% 75%

PERFORMANCE MEASURES

*Data unavailable due to new department being established in FY 2020

% Completion of planned investigations

% Completion of planned audits

% Completion of planned resort tax audits

Main Vision Area: Organizational Innovation


FUTURE OUTLOOK

• Provide an annual transparency report with a list of investigation cases, audits, and reviews concluded during the past year.



152

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted Proposed***OIG Funding 0 0 0 1,459,000Total 0$ 0$ 0$ 1,459,000$

Expenditure AreaSalaries & Benefits 484,534 476,159 1,157,000 1,295,000 Operating Expenditures 55,271 58,968 175,000 46,000 Internal Services 130,000 110,000 118,000 118,000 Capital 0 0 5,000 0 Total 669,805$ 645,127$ 1,455,000$ 1,459,000$

Revenue Less Expenditures (669,805)$ (645,127)$ (1,455,000)$ 0$

OIG Fund 4.15 + 0.00 PT 7.35 + 0.00 PT 7.35 + 0.00 PT 8.10 + 0.00 PTResort Tax Fund 3.70 + 0.00 PT 4.90 + 0.00 PT 4.90 + 0.00 PT 4.90 + 0.00 PTParking Fund 0.75 + 0.00 PT 0.75 + 0.00 PT 0.75 + 0.00 PT 0.00 + 0.00 PTOther Funds 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PTTotal Budgeted Positions 9.60 + 0.00 PT 14.00 + 0.00 PT 14.00 + 0.00 PT 14.00 + 0.00 PT

**Effective FY 2020, the Office of Internal Audit was merged with the Office of the Inspector General.

DEPARTMENT FINANCIAL SUMMARY - INTERNAL SERVICE FUND

*Effective FY 2018 in accordance with LTC 321-2017, the Office of Internal Audit became a stand-alone department reporting directly to the City Manager. Refer to the Office of Management and Budget financial summary for prior year actuals.

***Effective FY 2021, the Office of the Inspector General transferred from the General Fund to a stand-alone Internal Service Fund and Internal Audit Division consolidated with Office of Inspector General

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000


Expenditure Summary

FY 2019 Actual FY 2020 Adopted FY 2021 Proposed***



153

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed***Salaries & Benefits 0 0 712,000 1,295,000 Operating Expenditures 0 0 8,000 46,000 Internal Services 0 0 0 118,000 Capital 0 0 5,000 0 Total 0$ 0$ 725,000$ 1,459,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed***Salaries & Benefits 484,534 476,159 445,000 0Operating Expenditures 55,271 58,968 167,000 0Internal Services 130,000 110,000 118,000 0Total 669,805$ 645,127$ 730,000$ 0$


INSPECTOR GENERAL - INTERNAL SERVICE FUND

INTERNAL AUDIT - INTERNAL SERVICE FUND

BUDGET HIGHLIGHTS


• Personnel services expenditures increased by $138,000, or

11.9%. The increase is made up of $124,000 of personnel expenditures related to position changes and the reallocation of a portion of three positions previously funded by the Parking Fund transferred to the OIG Fund, as well as increase in other personnel costs of $19,000. This increase is partially offset by a $6,000 decrease in projected health and life insurance.


• Operating expenditures decreased by $129,000, or 74%. The decrease is mainly comprised of $150,000 in outside investigator professional services that will be funded on an as-needed basis going forward. This increase is, however, partially offset by a $21,000 increase in other miscellaneous operating expenditures including training and professional development for OIG auditors and investigators.

• Internal services expenditures for Information Technology, Property Management, Risk Management, and Central Services remains unchanged for FY 2021 totaling $118,000 based on usage.

• Capital expenditures decreased by $5,000 due to one-time capital expenditures budgeted in FY 2020 for the OIG office space buildout in Old City Hall.


• The FY 2021 budget includes an efficiency that reallocates a portion of the Deputy Chief Auditor and two Auditor positions from the Parking Enterprise Fund based on Parking’s balancing plan to the OIG Fund resulting in an increase of $69,000 for FY 2021.

• As part of the COVID-19 balancing plan, the FY 2021 reductions include a one-time reduction of $13,000 for furloughs for all bargaining units based on a tiered approach.

FINANCEADMINISTRATIVE SUPPORT

155


We are dedicated to providing financial management and policy support, analytical services, and financial information to the City Manager, City Departments, the general public and others.


The Finance Department seeks the most efficient and effective use of City funds; develops, analyzes and presents information about City finances to City departments, the public, the press, bond rating agencies, and other interested parties. It also works with the City’s financial advisors, underwriters and bond counsel to prepare and implement the City’s financing strategies. The Customer Service Center provides services to residents and visitors including a call center, utility billing, Business Tax Receipts, parking permits, resort tax collections, lien searches, and cashiering.

The major duties and responsibilities of the Department are:

• Managing the City’s financial cycle of billing, receipting, disbursements, recording and reporting

• Managing the City’s investments, debt, treasury and financing functions

• Managing the City’s One Stop Shop – Customer Service Center

The Chief Financial Officer is responsible for all services and duties of the Finance Department. The Chief Financial Officer reports directly to the City Manager and is supported by a Deputy Finance Director and an Assistant Finance Director.

The duties of the Chief Financial Officer include:

• Providing policy support• Establishing financial strategies• Supporting management directives• Giving departmental directions

The Chief Financial Officer additionally serves as the City’s Liaison to the Finance and Economic Resiliency Committee and Budget Advisory Committee, serves on the Finance Committee of the Greater Miami Convention & Visitors Bureau, and is a trustee for the Miami Beach Employees’ Retirement Plan. The Deputy Finance Director serves as the City’s Liaison to the Health Facilities Authority Board. Finance Staff also serve on the Other Post-Employment Benefits (OPEB), Miami City Ballet, and Fireman’s Relief Pension Fund Boards.

CITY MANAGER

ASSISTANT FINANCE DIRECTOR

CUSTOMER SERVICE CENTER

DEPUTY FINANCE DIRECTOR

GENERAL ACCOUNTING & FINANCIAL REPORTING

REVENUE MANAGEMENT


FISCAL ENVIRONMENT

The Finance Department is directly supported by the following five funding sources:

• General Fund• Water and Sewer Fund• Resort Tax Fund• Parking Department Fund• Storm Water Fund

The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.


156


• Partnered with Miami-Dade Transit to create a satellite office at the Customer Service Center so residents can obtain Metrobus and Metrorail passes including Golden and Patriot passports.

• Provided new enhancements at the Customer Service Center including: average wait times for several different types of trans-actions at the lobby, website, and mobile app; a new dedicated express lane to facilitate a faster turnaround for simple transac-tions; and the ability to schedule appointments via the website, greeter station, call-in, and mobile app.

• Enhanced utility bills to include billing information for up to 25 meters (from 2 meters) and additional information such as type of meter, size of meter, and overall 12 month usage chart. In addition, customers are now able to opt-in for electronic bills (E-bills) distributed through e-mail instead of receiving paper bills through the mail.


The Finance Department:

• Provides financial management and procedural support to the Mayor and City Commission, City Manager’s Office and all City departments

• Is responsible for fair and accurate record keeping and reporting of the financial position of the City in accordance with Generally Accepted Accounting Principles

• Provides staff support to the Finance and Economic Resiliency Committee, the Health Facilities Authority, and others

• Operates the One-Stop Shop Customer Service Center

STRATEGIC ALIGNMENT

Main Vision Area:



• Organizational Innovation

○ Support all objectives to improve decision making and financial stewardship, making the city more business friendly, with an employee culture of problem solving and engagement

○ Implement the General Obligation (GO) Bond ○ Maximize the use of innovative technology


• MAKE 50% of all customer (and financial) transactions with the City available online within two years


• N/A


• PLANNING Efficiently & Effectively Together• FINANCING a Resilient Future• THE POWER of Purchasing• PILOT Resilience Financing Decisions Toolkit• DEMONSTRATE the Costs and Benefits of Resilience

Improvements

• Successfully issued the first tranche of the $439 million General Obligation (G.O.) bond program totaling $162 million, with lower than anticipated interest rates, which generated $28 mil-lion of savings to our residents in lower total payments over the 30 year life of the bonds. Also successfully refunded prior G.O. bond debt, which generated a savings of $4.9 million.

• Maintained the City’s strong credit ratings of AA+ (Standard & Poor’s) and Aa2 (Moody’s) reflecting the recent inclusion of climate change risk to the ratings criteria by both agencies.

• Completed a comprehensive update of the City’s Investment Pol-icy and was one of only two municipalities in the State of Flor-ida to have their Investment Policy assigned a AAAf/S1 rating by Standard & Poor’s and was one of only 208 applicants to be approved in the last 10 years by the Association of Public Treasurers of the USA and Canada.

Implemented new customer service enhancements including online self-renewal of BTR’s and ability to obtain Miami-Dade Transit Golden and Patriot passports.


157


• Continued involvement in the training of City staff as it relates to Munis accounts payable, general ledger, purchasing, budget, accounts receivable, grants compliance and project accounting modules

• Achieving lower financing interest rates by maintaining or improving our bond ratings.

• Ensuring staff is consistent and dependable in delivering exceptional and timely customer services in the Customer Service Center

• Maintaining internal controls and security along with processes and procedures around assets, receipts, disbursements and reporting

FUTURE OUTLOOK

During FY 2021, processes will continue to be reviewed to enhance customer service and increase efficiency and effectiveness. In addition, activity drivers for phone calls and walk-ins will be streamlined in the Customer Service Center to drive business on-line and reduce the need for residents to contact the City directly.

Other significant items include implementing a new utility billing system, coordinating financial aspects of the implementation of the General Obligation (GO) Bond program, and pursuing the FEMA reimbursement process for Hurricane Irma.

The financial trends indicate a positive outlook for the next five years. This is based on the City’s:

• Sustained financial performance

• Established fiscal policies

• Strong reserve levels

• Well managed financial operations

• Manageable debt load

• Conservative budgeting process

• Solid tourism/entertainment based economy


• Issued the September 30, 2019 Comprehensive Annual Finan- cial Report (CAFR) with an unmodified (clean) audit opinion provided by our independent external auditors and the Annual Audit Report with no findings reported by the external auditors.

• Awarded for the thirty-second (32nd) consecutive year the Gov-ernment Finance Officer Association (GFOA) and the United States and Canada Certificate of Achievement for Excellence in Financial Reporting for the City’s September 30, 2019 Compre-hensive Annual Financial Report (CAFR).


158


PERFORMANCE MEASURES 2017

Actuals 2018

Actuals 2019

Actuals 2020 Target

2021 Target


Overall City Bond Rating-S&P AA+ AA+ AA+ AA+ AA+

Overall City Bond Rating-Moody's Aa2 Aa2 Aa2 Aa1 Aa1

Percentage of visits rated as "excellent" at the Customer Service Center

N/A N/A 98% 98% 98%

Total average visit time for all transactions processed at the Customer Service Center (minutes)

N/A N/A 24 22 22

Annual renewal rate for business tax receipts by October 1st deadline

49% 67% 78% 85% 85%

Average number of days to issue a business tax receipt

23 24 12 12 12

Average number of days after end of month for completion of bank reconciliations

34 34 36 <45 <45

Investment program rating: S&P Global N/A N/A AAAf/S1 AAAf/S1 AAAf/S1


159

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedBusiness Tax Receipts - Current 5,443,841 5,300,044 5,733,000 4,586,000 Business Tax Receipts - County 148,522 155,283 150,000 120,000 Permits - Garage Sale/Kiteboard 840 840 1,000 1,000 Interest on Investments 7,899,025 12,338,092 3,461,000 2,769,000 Net Revenue - Public Trust (214,058) (202,481) 0 0 Interest - Repurchase Agreement 284,055 1,033,156 0 0 Interest Allocated - Pooled Cash (5,383,533) (8,822,624) 0 0 Allocation - Pooled Investment Fee 85,815 131,585 0 0 Interest - Other 288,381 275,548 0 0 Realized G/L on Investments (195,345) (265,892) 0 0 Unrealized Gain/Loss - Invest > 1 year (2,795,866) 8,485,888 0 0 Prior Years' Adjustment 0 (485) 0 0 City Bill Revenue 0 1,405 0 0 P-Card Rebate 103,768 95,034 105,000 95,000 Passport Revenue 79,558 92,086 72,000 57,000 Non-Sufficient Fund Fees 15,345 14,471 12,000 14,000 Cash Over & Short 34 768 0 0 Lien Letter 882,129 807,757 782,000 625,000 Unclaimed Cash Held 60 Days 11,982 39,496 0 0 Total 6,654,491$ 19,479,969$ 10,316,000$ 8,267,000$

Expenditure AreaSalaries & Benefits 4,983,333 4,999,555 5,330,000 5,218,000 Operating Expenditures 139,652 326,614 247,000 119,000 Internal Services 873,084 1,037,000 953,000 957,000 Total 5,996,069$ 6,363,169$ 6,530,000$ 6,294,000$

General Fund 41.80 + 0.00 PT 41.80 + 0.00 PT 41.80 + 0.00 PT 40.80 + 0.00 PTResort Tax Fund 3.50 + 0.00 PT 3.50 + 0.00 PT 3.50 + 0.00 PT 3.50 + 0.00 PTParking Fund 12.75 + 0.00 PT 12.75 + 0.00 PT 12.75 + 0.00 PT 9.75 + 0.00 PTOther Funds 6.95 + 0.00 PT 4.95 + 0.00 PT 4.95 + 0.00 PT 3.95 + 0.00 PTTotal Budgeted Positions 65.00 + 0.00 PT 63.00 + 0.00 PT 63.00 + 0.00 PT 58.00 + 0.00 PT


-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000


Expenditure Summary



160

BUDGET HIGHLIGHTS


• Personnel services expenditures decreased by $112,000, or 2.1%. This is primarily due to decreases in salaries and wages totaling $64,000 resulting from the elimination of one position, as well as $48,000 in other personnel services expenditures that include projected decreases in health and life insurance, allowances, and pension-related costs.

• Operating expenditures decreased by $128,000. This is primarily due to $146,000 of one-time decreases from the COVID-19 balancing plan reductions which is slightly offset by a $20,000 increase in professional services for a bank transition project manager and annual review of internal controls.


• Internal services expenditures increased by $4,000, or 0.4%. This is primarily due to an increase of $18,000 in Risk Management services, as well as other increases in Information Technology, Property Management, and OIG Funding services totaling $12,000. These increases were, however, partially offset by a decrease in Central Services usage totaling $26,000.


• The FY 2021 budget includes a $91,000 efficiency from the elimination of one full-time Financial Analyst II position. The tasks of the eliminated position will be distributed among the remaining staff in the department to minimize the impact to operations.


FY 2021 Enhancements

• The FY 2021 budget includes a $1,000 enhancement for Living Wage to increase the proposed rate by 1% effective January 1, 2021.

HUMAN RESOURCESADMINISTRATIVE SUPPORT

161


We are committed to treating each person as a valued customer while contributing positively to achieve the overall goals of the City of Miami Beach through comprehensive programming that displays a thorough understanding of all aspects of the human resource profession, including proactive involvement in areas of legal compliance and service that displays a genuine interest in the lives of others.


The Human Resources Department is responsible for all personnel-related activities and is comprised of the following functional areas:

• Compensation - Processes and maintains all employee and s415 retiree personnel information including payroll earnings and deductions, tuition assistance, Deferred Retirement Option Plan (DROP) payouts, sick sell backs, leave and attendance, cost of living adjustment (COLA) increases, pension buy backs, unemployment hearings, workers compensation depositions, employment verifications, exit interviews, perfect attendance bonuses, public records requests, and Miami-Dade County financial disclosure reporting.

• Recruitment and Testing - Assists departments in recruiting and selecting qualified job applicants; develops, administers and validates competitive recruitment methods; administers pre-employment and promotional examinations; performs pre-employment background checks.

• Labor and Employee Relations - Oversees, consults and processes disciplinary matters; investigates and responds to all Equal Employment Opportunity Commission (EEOC) official charges of alleged discrimination; negotiates and administers last chance agreements; administers the City’s collective bargaining agreements, develops language to address issues upon which there is disagreement between the parties involved and advises on conflict resolution; administers the grievance/arbitration process; conducts citywide investigations related to employee misconduct and allegations of discriminatory practices.

• Benefits - Assists in the formulation of employee benefit programs; develops and administers benefit-related contracts; coordinates open enrollment activities; administers the budget for self and fully-insured benefit plans; oversees the City’s wellness program; and ensures compliance with all Patient Protection and Affordable Care Act requirements.

• Risk Management - Protects the City’s assets by identifying, evaluating and controlling loss exposures; administering the City’s insurance programs for liability, property/flood and workers’ compensation; oversees risk transfer and loss control measures; and conducts safety training and inspection of facilities for potential hazards.

ASSISTANT CITYMANAGER

HUMAN RESOURCES ADMINISTRATION

COMPENSATIONLABOR AND EMPLOYEE RELATIONS

BENEFITSRISK

MANAGEMENT

RECRUITMENT AND TESTING


• Training & Development - Assess training needs through communication with departments; develops training programs for departments, ensures compliance with mandatory trainings; conducts new employee orientation, educating employees on CMB culture; organize training sessions, interview and secure subject matter experts and vendors. Manage employee development programs to include Leadership Culture and Employee Academy Programs. Oversee Rewards & Recognition Programs to include: Service Recognition Program, Employee Suggestion Program, Performance Recognition Program, and Ethical Hero Program.

TRAINING & DEVELOPMENT


162

FISCAL ENVIRONMENT

The allocation of funds for the Department of Human Resources, except for Benefits and Risk Management, comes from the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

The Risk Management and Benefits Divisions are Internal Service Funds sustained by charges to other funds and departments.

• The City received 14 charges of alleged discrimination. On two (2) of the 14 cases, the EEOC did not require position statements. The HR/Labor team submitted 12 position statements to the EEOC where the City emphatically refuted the allegations of discrimination and the EEOC issued six (6) Dismissal and Notice of Rights determinations that, based upon its investigation, the EEOC was unable to conclude violations of the Statutes. One (1) EEOC allegation was withdrawn by the claimant. One (1) EEOC allegation was terminated by the EEOC as 180 days had elapsed. Five (5) EEOC determinations are pending a determination.

STRATEGIC ALIGNMENT

Main Vision Area:





○ Attract and retain top talent ○ Foster rewarding careers


• N/A


• N/A


• N/A


• In 2019, for the third consecutive year in a row, The City of Miami Beach has been named one of the Healthiest Employers in South Florida, by the South Florida Business Journal. The City of Miami Beach is ranked among the Top 10 companies (500+ Employees) striving to maintain a healthy workforce.

• The City self-insures and self-administers its liability claims (property damage, bodily injury, automobile, police actions, and employment). The Risk Management unit adjusted and closed 99 subrogation claims for both automobile and property damage with a collection of $226,320. By pursuing these claims, the City can recuperate funds spent for repair/replacement of property damage from responsible parties.

• Due to the specific presumptions afforded to law enforcement, the Risk Management division, in partnership with CorVel, held 24 presentations for the Miami Beach Police Department be-tween April and June 2019. The presentation included a de-tailed overview of the Workers’ Compensation process, as de-scribed by the Florida Department of Financial Services, and all the involved parties’ role in the process. The Injury Service Connected benefit, as described in the City’s Classified and Unclassified Ordinances, and the Heart Lung Bill (F.S. 112.18) were reviewed in depth during the presentation.


The Human Resources Department provides direction and support regarding a myriad of related competencies. The recruitment and selection processes are the gateway to the City and the labor market is tightening in some professions, which directly challenge endeavors to recruit and maintain a competent workforce.

In terms of the business environment, the Human Resources Department has successfully recruited qualified and competent personnel for the department, thereby creating a strong team of professionals to carry out the duties of this department.

Through the Employee Satisfaction Survey, feedback and data from our customers is used to gauge and improve delivery of services.

Staff in the department supports the Personnel Board and Health Advisory Committee.


163


The seminars offered by the Wellness Program were also expanded. In addition to offering financial planning workshops, health seminars and nutritional seminars, the program also offered Employee Assistance Program (EAP) Seminars throughout several City facilities.

Another successful initiative was the introduction of the annual Bike to Work Day. Bike to Work Day incentivized wellness plan participants to get out of their vehicle and exercise as they ride their bike to work. 53 participating employees had the option of completing their bike ride from three designated meetup locations as well as biking to work from home.

The Human Resources department improved services to employees by automating leave requests and W-4 changes by means of the Employee Self-Service module. Employees can change their tax withholding and make leave request from the convenience of a computer, at work, or at home.

The department also implemented and monitored all Employee Learning and Development programs leading to improved performance in all programs including the Rewards and Recognition, Citywide Procedures, and e-Learning Programs:

• Managed the Service Recognition, Performance Recognition, and Employee Suggestion Programs, which have resulted in approximately 42 employee Service Recognitions, 70 Employee Suggestions, and 519 employees Performance Recognitions

• Maintained an e-Learning System (LS Adobe Connect) that provides for the management, deployment, and tracking of online trainings. As of September 2019, 3,933 users passed a combined total of 29,059 required classes. The following is a list of courses and the number of employees completing as of September 30th, 2019: Sexual Harassment 1,203, Ethics 1,275, Diversity 1,241, Service Excellence 1,134, Teambuilding 903, Ethics Regulatory 331, Supervisory Essentials 161, and Orientation 545

• Implemented and monitored all University partnerships including internships, and research projects


• For FY 2019, the Recruitment Team has received over 15,000 applications for employment that have resulted in 306 new hires and 70 rehires for a total of 376 hires. The team also processed 325 job changes, which include promotions, demotions and transfers within departments.

• During FY 2019, the City’s Wellness Program continued its success in two ways. The first success was in its year-over-year improvement in the growing rate of participation among benefit eligible employees. The second success was the wellness program’s continued growth in the number of initiatives offered to help improve the health of the City’s workforce.

In terms of improved participation, the Wellness Program ended the 2019 plan year with a 34.39 percent level of engagement among wellness plan participants. This demonstrates a continued improvement over last year’s engagement percentage of 33.26 percent. An employee is said to be “engaged” when silver status is achieved with Humana Go365, the City’s wellness partner. For the category of individuals who attained the highest levels of wellness achievement of gold and platinum status with Go365, the program also experienced progress. During the 2018 plan year, 21.29 percent of wellness participants achieved gold or platinum status and in the 2019 plan year, that number climbed to 24.22 percent.

Participation in the program’s fitness classes has remained robust. During FY 2019, the Camp NRG group classes averaged 32 participants per training day, Yoga classes increased their average participants per training day from 9 to 14 over FY 2018 and Zumba averaged 4 participants per training day.

The Wellness Program also experienced success in broadening the amount of initiatives that became available to help employees lead healthier lives. During FY 2019, monthly 3K walks were scheduled. The walks are led by a member of the City’s Management Team and they provide employees with another opportunity to pursue their wellness goals.


164


Several factors are critical to the Human Resources Department’s successful achievement of its work plan:

• Ensuring the Human Resources department staff are given the tools, training and motivation to operate in the most efficient and effective manner

• Recognizing and encouraging the value of diversity in the workplace

• Establishing, administering and effectively communicating sound policies, rules and practices that treat employees with dignity and equality while maintaining City compliance with federal, state and local employment labor laws, City ordinances, administrative policies, and labor agreements

• Continue coordination with all departments regarding re-enforcement, customer service standards, training, Leadership Culture programs, Reward and Recognition programs etc.

• Distributing training needs due reports, to ensure staff is in compliance

• Supervisory training to all new supervisors to promote a continuous learning culture that provides opportunities for professional and personal development and encourages employees to participate

• Departmental willingness to support staff through organizational development education and training

FUTURE OUTLOOK

The Human Resources Department will continue to work proactively with other departments and the five (5) collective bargaining units to address challenges facing the City, including, but not limited to, meaningful discussions on:

• Sustaining essential services and promoting organizational excellence with limited resources

• Recruiting and maintaining a quality workforce

• Ensuring the City’s compensation plan continues to stay competitive

• Ensuring the City’s classification plan continues to be equitable and accurately represents the tasks and responsibilities of each incumbent

• Continuing efforts to promote an organizational culture where employees accept and understand that they are individually and collectively responsible for transparent and ethical behaviors that are beyond reproach


165


2017 Actuals

2018 Actuals

2019Actuals

2020 Target

2021Target

% of change for group employer medical premium

N/A 13% 5% 5% 5%

% of change for group employer dental premium

N/A 11% 4% 5% 5%

% of change for group employee medical premium

N/A 0% 15% 15% 15%

% of change for group employee dental premium

N/A 0% 15% 10% 10%

Average value of medical claims per employee per month

$963 $1,059 $1,006 $950 $950

Average value of dental claims per employee per month

$64 $73 $69 $65 $65

# of applicants processed by recruitment functional area

17,863 21,730 15,323 15,000 15,000

% of Engagement in Go365 Wellness program

43% 55% 53% 60% 60%

Employee Hours on Injury Service Connected (ISC)

17,380 8,797 16,496 12,500 12,500

Injury Service Connection (ISC) Claims Cost $600,986 $342,409 $541,113 $350,000 $350,000

Average value of workers compensation claim $8,837 $5,038 6,716$ 5,500$ 5,500$

# of 3rd party liability claims received 125 175 177 150 150

Value of 3rd party liability claims settled $2,047,343 $3,013,831 $2,903,776 $2,700,000 $2,700,000

# of total employees drug tested 1,193 2,390 2,957 3,000 3,000

% of Equal Employment Opportunity Commission charges ruled in City's favor

100% 100% 100% 100% 100%

# of employees who received tuition reimbursement

50 132 113 125 125

# of employees trained on HR related topics N/A N/A 823 650 650

Total Tuition Reimbursement $78,801 $245,637 $295,531 $300,000 $300,000

Average Salary $65,580 $65,679 $62,380 $70,000 $70,000

*Indicates measure was not tracked and/or conducted during reporting period


Main Vision Area: Neighborhoods


166





FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 427,083 433,034 483,000 519,000 Operating Expenditures 59,165 120,803 103,500 62,900 Internal Services 34,000 22,000 38,000 27,000 Total 520,247$ 575,837$ 624,500$ 608,900$



HUMAN RESOURCES - GENERAL FUND

LABOR RELATIONS - GENERAL FUND

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000


Expenditure Summary



167

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedRetiree Subsidy - Medicare Part D 182,115 164,641 164,000 144,000 Prescription Rebates 617,378 706,491 741,000 925,000 Employees Deductions 4,691,481 4,961,581 4,979,000 4,859,000 CMB Contributions - Active 10,291,202 11,693,782 12,281,000 12,891,000 Retirees Contributions 3,034,028 3,470,535 3,023,000 3,265,000 Financial Recoveries - Paid Claims 1,935,977 705,815 909,000 1,137,000 CMB Contributions - Retirees 4,505,364 5,181,256 5,584,000 5,782,000 CMB Contrib - 3rd Party Insurance 7,915,434 8,561,113 9,442,000 9,879,000 Miscellaneous/Other 123,262 270,304 244,000 286,000 Fund Balance 0 0 0 1,090,000 Total 33,296,242$ 35,715,517$ 37,367,000$ 40,258,000$

Expenditure AreaSalaries & Benefits 180,271 501,314 280,000 290,000 Operating Expenditures 33,733,706 32,458,265 37,087,000 39,950,000 Internal Services 0 0 0 18,000 Total 33,913,977$ 32,959,580$ 37,367,000$ 40,258,000$

Revenue Less Expenditures (617,735)$ 2,755,938$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - MEDICAL & DENTAL FUND

- 5,000,000

10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 45,000,000


Expenditure Summary



168

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedInterdepartmental Charges 17,738,499 18,430,000 17,717,000 20,415,000 Interest/Other 1,819,288 2,319,129 1,938,000 2,040,000 Total 19,557,786$ 20,749,129$ 19,655,000$ 22,455,000$

Expenditure AreaSalaries & Benefits 1,024,946 1,085,046 1,110,500 1,010,000 Operating Expenditures 12,000,128 13,470,981 17,923,500 20,430,000 Internal Services 61,090 168,000 107,000 136,000 IBNR Claims & Case Reserves 1,903,023 827,328 514,000 879,000 Total 14,989,187$ 15,551,356$ 19,655,000$ 22,455,000$

Revenue Less Expenditures 4,568,599$ 5,197,774$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - RISK MANAGEMENT FUND

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Salaries & Benefits Operating Expenditures Internal Services IBNR Claims & CaseReserves

Expenditure Summary



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BUDGET HIGHLIGHTS


General Fund

• The department’s operating budget increased by $66,000, or 2.4%. This is due to an increase in personnel services expenditures of $196,800 for the transfer of an Organizational Development and Training Specialist position from Organizational Development and Performance Initiatives (ODPI) to the Human Resources Department, as well as other personnel services expenditures increases projected in FY 2021. Operating expenditures decreased by $155,800 largely due to $152,000 in one-time decreases from the COVID-19 balancing plan reductions. Lastly, internal services expenditures increased by $25,000 due to increases in Information Technology, Property Management, Risk Management, Central Services, and OIG Funding services based on usage.


Medical & Dental

• The Medical and Dental operating budget increased by $2,891,000, or 7.7%. This is primarily due to a projected increase in paid medical and prescription claims based on FY 2020 third quarter actuarial projections and claims experience.

Risk Management

• The operating budget for Risk Management increased by $2,800,000, or 14%. This is primarily due to an increase in premiums across all lines of insurance projected for FY 2021, as well as projected claims based on FY 2020 third quarter actuarial projections.


General Fund


Risk Management

• The FY 2021 budget includes an $80,000 efficiency for the elimination of a full-time Safety Officer position, a $72,000 efficiency in renegotiated health plan administration and wellness contract savings, and a $12,000 one-time reduction for furloughs for all bargaining units based on a tiered approach based on the COVID-19 balancing plan.

INFORMATION TECHNOLOGYADMINISTRATIVE SUPPORT

171


We are dedicated to providing technology solutions that enhance the City of Miami Beach’s ability to deliver world-class service to the City’s residents and visitors by helping the City satisfy its customer’s needs for leveraging Information Technology.


The Information Technology (IT) Department is an Internal Service Department supporting all City of Miami Beach departments. The City’s Strategic Plan stresses the need to utilize technology which improves the efficiency and effectiveness of each departmental business process.

AwarenessThe IT Department is improving procedures to keep the workforce and public informed, creating an environment of trust, and providing improved customer service. Policy & Procedures The IT Department is implementing procedures and applying upgrades based on best industry practices.

SecurityThe IT Department is implementing industry leading security measures.

PrivatizationThe IT Department is actively encouraging partnerships with the private sector where appropriate and cost effective. Commercially proven solutions are considered whenever equivalent services can be acquired more economically and meet the City’s requirements. The City must be willing to make changes in business procedures to gain the benefits of standard commercial solutions, rather than always developing custom software to accommodate existing business practices. Accessibility of Government Services The IT Department will continue to use web-enabled technology to reduce the time and cost required for members of the workforce and community to access selected City of Miami Beach Government information and services.

Systems Integration The IT Department examines possibilities for data integration whenever possible. As requirements for business information expand beyond the single user department that is the custodian of the data, it is critical that applications support data integration. Values and definitions of data that span organizations or systems must be maintained consistently in order to ensure accuracy for reporting and decision making, even though the data may not all be stored in a single location.

ASSISTANT CITY MANAGER

IT OPERATIONS PMO

INFORMATION TECHNOLOGY ADMINISTRATION


Governance The IT Department empowers each department by allowing them to take an active part and “Governance” in understanding the services to be provided by the IT Department. This Governance is the process of securing user input on such issues as direction, establishing priorities, reviewing technology decisions, and providing effective user communication in systems development and daily operations. Partnerships between the exploring department and IT are necessary to assure that results of successful explorations can be realized.

Business Continuity The IT Department focuses on a Business Continuity Strategy to ensure technologies are streamlined without adversely affecting compliance, risk, or security.

InnovationThe IT Department provides City departments with the tools and expertise needed to facilitate innovation ideation and execution processes.

Maximize ROI The IT Department funds information technology projects with the highest return on investment (ROI).

ResourcesIT Staff are responsible for the preservation of information technology standards and procedures. They support, maintain, and service all City of Miami Beach departments. The City’s Strategic Plan stresses the need to utilize technology which improves the efficiency and effectiveness of each departmental business process. Technology constantly transforms the way we conduct business at the City of Miami Beach. Our staff is focused on delivering technology initiatives to enhance communications with our residents.

The Department is composed of an IT Operations team, IT Project Management Office and IT Security Office .

SECURITY OFFICE


172


The department staff is located in the Multi-Purpose Garage facility (4th & 5th Floors). In addition to in-house staff, the City uses information technology contractors, when appropriate. The City periodically uses interns and contractors to handle temporary peaks in workload, and to perform work in which outside expertise or objectivity is required.

The IT Operations team supports over thirty million (30,000,000) lines of in-house developed code, has developed over 450 specialized City applications, and supports over 40 off-the-shelf applications. In addition, IT Operations has developed over 100 online services and several smart-phone applications. The City’s official website receives over 400,000 visitors monthly, and now hosts over 9,000 web pages for visitors, residents, businesses, and employees.

FISCAL ENVIRONMENT

The IT Department is an Internal Service Department. The IT Department currently utilizes a chargeback process to reconcile the cost of IT Services by recovering the cost from user departments. Chargebacks provide a level of financial resources to support the effective and efficient use of IT resources. The IT Department has instituted a three-year technology refresh schedule to ensure City users have up-to-date technology to perform their job functions.


IT Operations also provides service to thousands of personal computers, laptops, and mobile devices on the City’s network and supports hundreds of servers, Storage Area Network architecture, archival services, and Backup and Recovery Strategies. IT Operations also provides support for network connectivity to over 39 remote locations, the City’s Emergency Operations Center, and a business continuity site at a colocation that provides secure, reliable infrastructure in a Category 5 Hurricane rated building. Additionally, the team provides support to wireless devices and Voice Over IP (VOIP) locations.


• Customer Service Center - IT worked to make improvements to Utility Bills to include multiple meters, implemented Customer Service Center wait time statistics in real time viewable on the website and from any mobile device with internet access, upgraded customer queueing system with customer feedback pads at every station, and implemented ability to schedule appointments from the City’s app.

• G.O. Bond - IT built the GO Bond Executive Dashboard that tracks and shows the progress of the projects approved with the 2018 GO Bond issuance. There is also an automated report that is included in the dashboard. This product has empowered the agency to create better data analytics by transforming complex government data sets to deliver the transparency that the Citizens and the Business community demand. This solution was implemented using the latest Microsoft technologies and a custom-built Data Warehouse. It was designed using an automated and unmanned process that ensures transparency and data consistency across the board. It takes advantage of the Azure cloud services that enabled the creation of a hybrid architecture which contains data on both ends, on premises and in the cloud.

STRATEGIC ALIGNMENT

Main Vision Area:




○ Maximize the use of innovative technology


Strategic Plan Actions

• MAKE 50% of all customer (and financial) transactions with the City available online within two years

• CREATE an open data program


• N/A

Resilient305 Actions

• N/A

IT built the GO Bond Executive Dashboard that tracks and shows the progress of the projects approved with the 2018 GO Bond issuance.


173


• Permitting Customer Self Service Portal - A new public facing portal was successfully implemented, addressing most of the complaints and frustrations that citizens had brought to the commission about the former software called Citizen Access Portal.

• Resort Tax Application - The IT Department wrote a completely new system that streamlines and improves its ability to collect resort taxes from businesses in Miami Beach.

• Computer Aided Dispatch - The IT Department successfully implemented a completely new Computer Aided Dispatch system that handles all 911 calls without any downtime or critical issues impacting the public safety of Miami Beach.

• Public Safety Radio System - The IT Department is playing a critical role in the implementation of the new Public Safety Radio System and integrating it with existing systems to improve the safety of Public Safety personnel and the public before, during and after the implementation.

• Surveillance System - Increased the number of cameras and all the behind-the-scenes infrastructure needed to augment and improve the safety of Public Safety personnel and the public.

• New Phone System - Implemented a new phone system at City Hall, and every other city facility, improving the ability of the public to reach staff, saving money by reducing the costs associated with failing equipment and improving the efficiency of IT staff associated with supporting it.

• Police Business Intelligence - IT developed a complete business intelligence solution for Public Safety that allows Police the ability to perform improved criminal analytics and to scrutinize statistics resulting in better officer deployment where they are needed and make the greatest impact.

Major FY 2020 Initiatives:

The following is a list of major technology initiatives to be made by the IT Department:• Electronic Plan Reviews - Accepting electronic plans

submittals. IT is working with Tyler Technologies to implement the process with the utmost efficiency to further enhance and expedite permit reviews.

• Automated Call Distribution - IT is working to implement a new ACD that will provide customer service enhancements such as estimated waiting time to reach a call taker, automatic call back capability, and online chat option for the Customer Service Center. The new system will also allow for at-home agent capabilities during storms and emergencies and provide more detailed management information that will be used to identify opportunities to reduce the need for residents to call for service.


• Citywide fiber - Augmenting the amount of city owned fiber in the ground reduces the amount of fiber that must be leased thereby deferring and reducing financial expenditures for the city in perpetuity while increasing resiliency.

• Continue the Automation of transactions - the IT Department will continue to automate the number of Financial transactions that are available online and electronically in order to reduce the need to visit City Hall to transact business.

• Executive Scorecard Project, Open data, Data Warehouse - The IT Department will continue to strive to increase the number of dashboards available while preserving the accuracy of the data and making it easier for the public understand the measures.

• Cybersecurity Posture - The IT department is continually working to improve the tools and methods to keep our data and systems resilient and safe from those with malicious intent.


The following have been identified as factors that are critical to the successful implementation of the FY 2021 Workplan. Each of the factors must be achieved in order to maximize the potential benefit of the plan.

Management Commitment:• Citywide cooperation and coordination supported by the

City Manager and City Commission in regards to technology solutions

• Realistic goals, strategies, and actions• Willingness and commitment to share information and

standardize data (integration)• Willingness to make Information Technology financial support

a City priority• Departmental compliance with IT policies, procedures,

architecture, and standards• Departmental compliance with software licensing best practices• Departmental willingness to empower staff through IT education/

training• Commitment to network security strategy and standards

Disaster Recovery (DR):

• Continue to support DR and business continuity strategies, while managing colocation and cloud presence

Cyber Security:

• Continue to promote city wide cyber security awareness. As government employees, we need to be aware of possible threats and what we can do to protect our information and systems since we all share the responsibility of promoting a safer cyberspace


174

CRITICAL SUCCESS FACTORS CONT’D

Network Security strategy and standards:

• Continue to follow industry best practices and security standards for PCI compliance, Criminal Justice Information Systems, Identity Theft Red Flag Compliance, and Presidential Decision Directive 63 (specifies City responsibilities for protecting the nation’s infrastructure)

IT Governance:

• Continue the IT Steering Committee process for the planning, prioritizing, and funding approval of enterprise IT related projects

FUTURE OUTLOOK

The City must continue to leverage the use of current technology to optimize and streamline business processes, thus instituting efficiencies within the organization. IT will continue to explore new and innovative use of technology to accomplish this goal. Future projects to be considered include:• Expansion of Citywide Enterprise Virtualization Strategy• Expansion of Citywide Data Storage• Expansion of Citywide Wireless Technology• Optimization of E-Government Services• Unified Communication and Messaging• Reduction of Reliance on a Paper Environment• Enhancing Disaster Recovery and Business Continuity Strategy



Actuals 2018

Actuals 2019

Actuals 2020 Target

2021 Target


% of Trouble Tickets Resolved within Service Level Agreement (SLA) * * 95% 95% 95%

% of Local Area Network (LAN) Availability * * 99% 99% 99%

% of Wide Area Network (WAN) Availability * * 99% 99% 99%

% of Website Availability * * 99% 99% 99%

% of Exchange Availability * * 99% 99% 99%

% of Munis Availability * * 99% 99% 99%

% of EnerGov Availability * * 99% 99% 99%

% of Telephony Availability * * 99% 99% 99%

% of Computer Aided Dispatch (CAD) Availability * * 99% 99% 99%

% of Quarterly Compliance with Payment Card Industry (PCI) * * 100% 100% 100%

% of Information Security Phish Prone Tendency * * 6% 5% 5%

% of Window Patching * * 81% 80% 80%



175

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedInterest Allocated - Pooled Cash 204,496 304,320 269,000 318,000 Alloc - Pooled Investment Fee (3,120) (4,735) 0 0 Sale of City Property 9,700 0 0 0 Gain/Loss-Retirement of FA (20,276) 0 0 0 City Bill Revenue 40,560 36,823 45,000 45,000 Permits, Training & Tech - From 601 161,961 167,912 261,000 178,000 Fund Balance/Retained Earnings 0 0 583,000 1,576,000 Applications/ Computer Hardware/ Network 15,534,000 15,796,000 15,690,000 15,535,000 Total 15,927,321$ 16,300,319$ 16,848,000$ 17,652,000$

Expenditure AreaSalaries & Benefits 5,532,022 5,965,507 6,150,000 6,622,000 Operating Expenditures 8,430,999 8,107,479 8,965,000 9,033,000 Internal Services 550,084 657,319 536,000 613,000 Capital 605,169 668,755 888,000 1,075,000 Debt Service 250,265 236,261 309,000 309,000 Total 15,368,539$ 15,635,320$ 16,848,000$ 17,652,000$


Internal Service Fund 42.00 + 0.00 PT 42.00 + 0.00 PT 42.00 + 0.00 PT 44.03 + 0.00 PTOther Funds - Building 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PTTotal Budgeted Positions 44.00 + 0.00 PT 44.00 + 0.00 PT 44.00 + 0.00 PT 46.03 + 0.00 PT


0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000

10,000,000

Salaries &Benefits

OperatingExpenditures

Internal Services Capital Debt Service

Expenditure Summary



176

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed*Salaries & Benefits 2,411,549 2,497,116 2,635,000 0 Operating Expenditures 2,629,259 2,171,193 3,517,500 0 Internal Services 107,084 183,319 128,000 0 Capital 0 0 0 0 Debt Service 0 0 0 0 Total 5,147,893$ 4,851,628$ 6,280,500$ 0$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 3,120,472 3,468,391 3,515,000 6,622,000 Operating Expenditures 5,801,740 5,936,286 5,447,500 9,033,000 Internal Services 443,000 474,000 408,000 613,000 Capital 605,169 668,755 888,000 1,075,000 Debt Service 250,265 236,261 309,000 309,000 Total 10,220,646$ 10,783,691$ 10,567,500$ 17,652,000$


*Effective FY 2021, the Application Services Division of the Information Technology Department consolidated withthe Support Services Division of the Information Technology Department.

APPLICATION SERVICES - INTERNAL SERVICE FUND

SUPPORT SERVICES - INTERNAL SERVICE FUND

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedTransfers In 0 300,000 300,000 300,000 Total 0$ 300,000$ 300,000$ 300,000$

Expenditure AreaOperating Expenditures 261,306 412,769 300,000 300,000 Total 261,306$ 412,769$ 300,000$ 300,000$

Revenue Less Expenditures (261,306)$ (112,769)$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - IT TECH FUND

0 50,000

100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000

Operating Expenditures

Expenditure Summary



177

BUDGET HIGHLIGHTS


Information Technology

• Personnel services expenditures increased by $472,000, or 7.7%. This is primarily due to increases in salaries and wages totaling $330,000 resulting from the reorganization of the IT Department mid-year of FY 2020 that included the creation of the Project Management Office (PMO). In addition, other personnel services expenditures including projected increases in health and life insurance, Pension, OPEB, and OPEB pay-as-you-go, increased by $149,000.

• Operating expenditures increased by $68,000, or 0.8%. This is primarily due to an increase of $372,000 in telephone services for Hotwire internet service and AT&T Data and Voice charges, which is partially offset by decreases in professional services, funded renewal and replacement, and one-time decreases from the COVID-19 balancing plan reductions, totaling $293,000.


• Internal services expenditures increased by $77,000, or 14%. This is primarily due to increases of $37,000 in Risk Management and $28,000 in OIG Funding, as well as increases in the usage of Property Management and Fleet Management services totaling $13,000. These increases were, however, slightly offset by a decrease in Central Services usage of $1,000.

• Capital expenditures increased by $187,000. This is primarily due to a one-time increase of $250,000 for the addition of an identity management software platform, partially offset by decreases for one-time capital expenditures budgeted in FY 2020 totaling $63,000.

Information Technology (IT) Tech Fund

• The FY 2021 budget is $300,000 and is to be allocated for IT Tech related projects considered and approved by the IT Steering Committee.


• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $73,000, which is comprised of furloughs for all bargaining units based on a tiered approach.


• During FY 2020, the Information Technology Department’s Application Services Division was consolidated with the Support Services Division, as reflected in the FY 2021 Budget.

MARKETING & COMMUNICATIONSADMINISTRATIVE SUPPORT

179


We are dedicated to advancing the City’s vision through creative and strategic marketing and communications initiatives with our internal and external customers.


The Marketing & Communications Department is a department that works to connect the City of Miami Beach government, residents, tourists, and the media. The Department is the internal marketing and communications agency for all City departments.

The Marketing & Communications Department specifically handles immediate and/or current City matters proactively with a wide, diverse audience, through a myriad of communication tools, including television, print, social media, radio, digital, e-mail, direct mail, texting, and personal interactions.

The Department promotes the City’s services and programs to its customers in creative ways to meet the goals of the City and the needs of the customer.

The Marketing & Communications Department includes marketing, sponsorships, public relations, social media, community outreach, branding, video, graphic design, website, and photography.

The Department uses various communications methods to achieve its goals, including strategically placed marketing advertisements utilizing geo fencing, geo targeting, and behavioral marketing strategies as well as an eclectic mix of print, outdoor digital, and social advertisements based on the campaign budget. In addition, media relationships are fostered both locally and nationally through strategic media pitching and working with media outlets to help ensure accurate and honest stories are printed. As videos are more and more important to gain impressions in campaigns, each major campaign also has a custom video used to increase effectiveness. The video team also works through the commission chambers to ensure quality broadcasts of all public meetings on MBTV.

FISCAL ENVIRONMENT

The Department is supported by the City’s General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

General Fund revenues directly generated in the Marketing & Communications Department through advertising and sponsorships are also used to support the department costs.

Assis tant Ci ty Manager

Marketing &

Communications Director

Visual Communications

Neighborhood Affairs Division

Public Relations/ Communications

Administrative Services

Marketing/ Sponsorship

Audio Visual


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Working through various means of communications, the Marketing & Communications Department works to ensure internal and external messages are successfully delivered to effectively convey the priorities and messages of the City.

The team works with every City department to stay informed on all city matters and needs to communicate them. While we rely heavily on cross-departmental communications, we also make effort to watch all committee meetings and stay ahead of the needs of the departments. All City messaging is conveyed through multi-tiered campaigns with custom graphics that are created for each piece of the campaign. These messages are shared through strategically placed messages to appropriately target the correct audience for each campaign.

MBTV, the City of Miami Beach government access channel, airs all public meetings live as well as streaming online. Original programming communicating with residents about various initiatives are also created and broadcasted on this channel.

MB magazine is published quarterly and mailed to approximately 63,000 Miami Beach households. The publication plays a critical role in the integrated marketing and communications program designed to help residents understand and appreciate the excellence of their City government. To ensure maximum distribution of these magazines, the City distributes additional copies to other various City facilities.

The use of social media continues to grow as a cost-effective tool to build audience, brand and awareness, and influence engagement with government. Engagement is contingent on appropriate content that is relevant, transparent, and responsive.

Feedback received from both residents as well as city staff and the Office of the Mayor and City Commission heavily drive how we are changing and adapting to the needs of each.

STRATEGIC ALIGNMENT

Main Vision Area:



Prosperity

○ Market and promote Miami Beach

Neighborhoods

○ Proactively monitor the city for mosquito breeding grounds

Environment & Infrastructure

○ Reduce risk from storms, high tides, groundwater, and sea level rise with community engagement


○ Improve two-way communications and engagement ○ Support all objectives to improve decision making and

financial stewardship, making the city more business friendly, with an employee culture of problem solving and engagement


• IMPLEMENT robust marketing campaign to promote city programs and cultural assets

• CREATE an educational campaign to address public perception of crime and the Police Department• INCREASE community outreach by the Police Depart-

ment, including collaboration with neighborhood watch programs, private security and community groups

• IMPLEMENT creative two-way engagement plan for projects

• IMPLEMENT engagement toolbox (and other tools such as online forums, advisory polling, direct mail, Facebook Live)

• CONDUCT (real-time) outreach to new residents, includ-ing tours of city hall

• CONVENE quarterly meetings of HOA presidents with senior staff


• N/A


• BUILD an Inclusive Economy• BE COUNTED• RESILIENCE training for all• GET the 311 on Resilience for the 305• PLANNING Efficiently and Effectively Together


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• The creation of the new Neighborhood Affairs Division was implemented under Marketing & Communications supervision. This new division will increase the level of collaboration between City departments, ensuring that our residents are fully informed and educated on everything they need and may want to know.

• Quarterly HOA Meetings implemented per one of the goals and objectives that were included in the City Manager’s contract renew by the City Commission last April. They are intended to be an additional outreach tool for homeowner and neighborhood associations. These meetings are part of the City’s ongoing efforts to provide residents citywide information will continue and will increase whenever possible.

• The City received multiple Davy Awards including Best Use of GPS/Location Technology for MB Rising Above, Best Use of Social Video for Plastic Free MB, Best Social Video for STEAM+, as well as recognition for MB Rising Above’s Mobil App and Website. We were also a winner in the PR News Corporate Social Responsibility for branding of the Don’t Become/Cause a Chalk Line, Finalist in the PR News Digital Awards for Come on Vacation, Don’t Leave on Probation. Honorable Mentions for the PR News Corporate Social Responsibility include MB Suncare Free Dispenser Program, Watch Out For The Little Ones Sea Turtle Campaign, Keep MB Clean, and social media for the Don’t Become/Cause a Chalk Line.

• Plastic Free MB is a multi-tiered campaign that aimed to showcase businesses that have taken action to reduce plastics from their establishments and to help organizations learn and implement best practices in the area of environmental stewardship. This included fully customized graphics from print to video and large format. Additionally, this campaign increased website traffic significantly.

• Successfully created and implemented a full Miami Beach Rising Above campaign that included a custom multi-tiered campaign to better educate our residents and visitors about the steps we are taking to become and remain a resilient city. As a result, there has been a significant increase in website traffic.

• Successfully completed You + Me = MBPD campaign to help our residents feel informed and educated on crime prevention. This included fully customized graphics from print to video and large format. Additionally, this campaign included a website and bus wraps.

• Full launch of “Come on Vacation, Don’t Leave on Probation” campaign to promote safety during Spring Break. Custom messaging to assist in the safety of both residents and visitors as well as fully customized graphics from print to video and large format.

Successfully completed You + Me = MBPD campaign to help our residents feel informed and education on crime prevention.


• Fully launched Memorial Day Weekend and Air & Sea Show messaging to ensure a successful and safe weekend. Custom messaging to assist in the promotions of various custom events created for Memorial Day as well as fully supporting the Air & Sea show at the same time. Coverage of both events included a full launch of the team to cover live video, photography, social media, and digital placements.

• Culture Crawl season launch aiming to promote culture within the City of Miami Beach by encouraging residents and tourists to explore and become acquainted with our cultural institutions, and various cultural offerings. This included fully customized graphics from print to digital

• Every year from April to October, Sea Turtle Nesting Season comes to our seven-miles of beach where loggerhead, leatherback, and green sea turtles come to lay their nests. To safeguard these baby hatchlings as they begin their journey to sea, the City of Miami Beach has held workshops to engage the public and is launching a marketing campaign targeting our residents, businesses, and global visitors. Through social media and a prominent advertising campaign, the City is educating these parties that sea turtle nesting season has begun. The campaign educates beachgoers and beachfront properties with tips to keep nests safe. These guidelines include not touching nests or hatchlings; minimizing artificial light; removing beach furniture, umbrellas, and other potential obstacles after a day at the beach; and being an advocate for these little ones by spreading the word to neighbors and friends and reporting nest disturbances to the Florida Fish and Wildlife Conservation Com- mission (FWC).


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FUTURE OUTLOOK

Mailing costs have potential to increase due to postal changes and mail delivery structures. Variations in the number of Miami Beach households also affect mailing costs. Cost of paper and printing costs could potentially increase due to external factors.

There is an increased dependence on social media for communications. Due to this, the volume of work in the area increases daily as it is a useful tool for cost-effective communications and how the world now communicates. It is more important than ever to work with an outside company to better monitor social media messages to ensure effective strategic messaging and promoted posts.

An increase in the amount of public meeting needs and a desire to keep our residents and community fully informed has led to a need to increase the ability to potentially broadcast live at events onto MBTV and/or social media channels. This requires an increase in equipment as well as time. In addition, the team will need to begin to work closer with all external and internal public information officers to guarantee consistent messaging and branding.


• Strategic marketing messages grow in importance. Building a budget to be able to promote social media posts and campaigns will grow more important to be able to stand out above the growing audience through all platforms.

• Continuing to build and maintain relationships with local and national media outlets to be able to assist in ensuring accurate stories are reported and city messages are covered by the media outlets

• Utilizing programs to better monitor social media as well as media clippings. As both grow exponentially, it becomes more and more difficult to monitor without the use of external companies.

• Approaching all projects to implement a cohesive and consistent marketing and communications message as one voice for the City.

• Community outreach needs to stay current on all community association contacts to ensure accurate communication with residents and neighborhoods.

• Focusing on tourism and culture in Miami Beach continues to be of the utmost importance. As a continuously growing arts and culture hub of the South, it is more important than ever to build a strong campaign to share these entities with our residents and visitors.


183

4,575 6,324 8,500 13,000 13,000

* * 13 10 10

* * 100 100 100

165,400 183,083 185,000 200,000 205,000

* * 139 135 135

* * 248 245 245

* * 504 500 500

4 4 3 4 4

* * 500,000 500,000 500,000

* * 1,000,000 1,500,000 1,500,000

* * 350,000 375,000 375,000

135 153 155 150 150

* * 20 20 20

* * 475,000$ 535,000$ 535,000$

* * 300,000$ 300,000$ 300,000$

2020 Target


# of Next-door residents

# of Neighborhood Leadership Academy attendance

# of community events attended

# of total social media followers (Facebook, Twitter, Instagram)

# of total online views of videos

# of videos produced

2019 Actuals

2017 Actuals

2018 Actuals

2021 Target


$ of in-kind sponsorships

$ of sponsorships & advertising


# of press releases

# of bi-weekly newsletter

# of text alerts

# of executed quarterly MB Magazines

# of social media impressions per month

# of marketing campaigns

Website page views per month



184

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedContribution for Special Events 264,364 82,364 123,000 62,000Revenue Enhancements - Advertising 1 0 0 0Sponsorship (Coca- Cola) 325,000 325,000 325,000 325,000Coca- Cola Contractual Revenue 38,245 46,148 38,000 47,000Advertising- Magazine 38,760 35,950 44,000 35,000Advertising 0 129,625 5,000 5,000Total 666,370$ 619,086$ 535,000$ 474,000$

Expenditure AreaSalaries & Benefits 1,639,201 1,719,789 1,691,500 1,680,500 Operating Expenditures 343,210 494,166 508,500 285,500 Internal Services 108,000 213,422 184,000 174,000 Capital 0 0 40,000 40,000 Total 2,090,411$ 2,427,377$ 2,424,000$ 2,180,000$



- 200,000 400,000 600,000 800,000

1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000


Expenditure Summary



185

BUDGET HIGHLIGHTS • A significant component of the increase in personnel

expenditures for all departments are increases in employee-related costs including a one percent cost of living adjustment effective April 1, 2021 for all groups, except AFSCME (1.0% COLA effective July 1, 2021), GSA (1.0% COLA effective October 1, 2020), and CWA (2.0% COLA effective October 1, 2020), as well as a maximum of three percent merit increase for employees, except members of the Fraternal Order of Police (FOP) and International Association of Fire Fighters (IAFF) which include a five percent step increase. Merit, step, and cost of living increases apply within existing pay ranges. A five percent increase in the City’s premiums for health insurance for all employees is also included, except for members of the Fraternal Order of Police (FOP) and International Association of Fire Fighters (IAFF) which includes an eight percent increase in the City’s premium. These increases were, however, largely offset by the COVID-19 balancing plan reductions allocated across all departments that include furloughs for all bargaining units based on a tiered approach, a citywide freeze on all non-essential expenditures and training and travel, and a citywide hiring freeze.

• Personnel services expenditures decreased by $11,000, or 0.7%. This is primarily due to a projected decrease in miscellaneous personnel costs totaling $58,000, which is partially offset by an increase in salaries & wages for applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as health and life insurance, and medicare totaling $47,000

BUDGET HIGHLIGHTS CONT’D • Operating expenditures decreased by $223,000. This is

primarily due to the one-time decreases from the COVID-19 balancing plan reductions of $132,000, as well as $96,000 for one-time expenditures budgeted in FY 2020 related to the City’s Resiliency Program.

• Internal services expenditures decreased by $10,000, or 5.4%, due to decreases in Fleet Management, and Information Technology services of $20,000, which is partially offset by increases in Central Services, Property Management, Risk Management and OIG Funding services totaling $10,000.


• As part of the COVID-19 balancing plan, the FY 2021 reductions include a one-time reduction of $132,000, which is comprised of $17,000 for furloughs for all bargaining units based on a tiered approach, $40,000 for non-essential expenditures, $2,000 for non-essential training and travel, and $73,000 for the citywide hiring freeze.

OFFICE OF MANAGEMENT & BUDGET

187



We are dedicated to providing maximization and allocation of resources to achieve measurable results which are responsive to community needs.


The Office of Management and Budget (OMB) was created in 2004 and is responsible for overseeing the implementation of the City’s vision across the organization by ensuring that the City’s financial resources are budgeted and managed in a way that produces results that advance the City’s priorities.

A vital effort of the office is to effectuate the implementation of a results-oriented budget, focused on efficiency and service-orientation, through the following initiatives:

• Focus the City’s annual budget process on being results-oriented

• Refocus the proposed and adopted budget documents to emphasize programs, strategic intended outcomes, and their related performance measures and targets

• Ensure that expenditure trends are sustainable over the long term by improving the City’s overall financial health

• Increase and maintain the dollars received by the City as part of revenue maximization activities

FISCAL ENVIRONMENT

OMB is primarily supported by the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.


OFFICE OF MANAGEMENT AND BUDGET

STRATEGIC ALIGNMENT

Main Vision Area:






• IMPLEMENT program budgeting


• N/A


• PLANNING Efficiently & Effectively Together• FINANCING a Resilient Future• PILOT Resilience Financing Decisions Toolkit


OMB has numerous responsibilities within the City and works with all City Departments to facilitate and provide consulting, advisory, organizational, and support services as needed.

The department also provides staff support to the Budget Advisory Committee, which is comprised of City residents.


188



• Maintained Strong Fiscal Stewardship by balancing the FY 2020 budget while minimizing the impact to public facing services and eliminated 28 full time positions in FY 2020 and 13 full time positions in FY 2019.

• Automated Indexing of the Majority of Fees to the Consumer Price Index (CPI) to ensure that fees keep up with inflation and are sufficient to recover the costs of providing services to the City’s residents and customers.

• Instituted the Third Year of Program Budgeting to increase transparency and understanding of the existing pro-grams and services currently included in the City’s budget. This approach has proven to be more user-friendly for elected offi-cials and helps focus the decision-making process on desired future levels of service.


• Continued to increase transparency of the City’s finan-cial data by enhancing the City’s transparency portal (Open-Gov). This was accomplished by converting the existing data source to the City’s new financial management system, which now allows for automated updates to the financial informa-tion presented on the City’s website. Transparency Portal Link: https://miamibeachfl.opengov.com.

• Received the Government Finance Officers Associa-tion (GFOA’s) Distinguished Budget Presentation Award for its FY 2020 Adopted Budget document. This represents the 17th consecutive year that the City has received this prestigious award.

• Conducted the second annual OMB Year-in-Review survey inclusive of departments citywide regarding assistance provided by the OMB team. The results indicated that 91% of respondents were either satisfied or extremely satisfied with the level of service provided by OMB staff.


• Ensure the Office of Management and Budget continues to provide a high level of customer service and expertise to guide each department toward fiscal responsibility

• Maintain communication on all aspects of the budgeting process with City administration and the Mayor and Commission

• Coordinate with outside agencies and City departments to identify funding for city priorities and unfunded projects

FUTURE OUTLOOK

• Continue to play a critical role in the implementation and coor-dination of financial aspects of the General Obligation (G.O.) Bond program approved by the voters on November 6, 2018

• Continue to maintain fiscal responsibility in order to ensure that the City’s revenue and expenditure trends are sustainable over the long term

• Create a comprehensive plan for the renewal and replacement of capital assets citywide

• Completed the First Zero-Based Budget for the San-itation Fund which allowed for every function of the depart-ment to be analyzed for its needs and costs by starting from a “zero base.”

• Completed updated full cost and OMB (Federal) cost allocation plans to accurately account for the cost of provid-ing central City services by identifying indirect costs associat-ed with all City departments, funds, and programs, as well as grant-related activities. The information from this plan is utilized to recover funds from non-General Fund sources, as well as identify indirect costs associated with programs such as Resort Tax.

• Successfully managed the transfer of control of the Allison Island and Biscayne Beach Security Guard Special Tax-ing Districts from Miami-Dade County to the City, which was a year-long process.

Maintained Strong Fiscal Stewardship by balancing the FY 2020 budget while minimiz-ing the impact to public facing services and eliminated 28 full time positions in FY 2020 and 13 full time positions in FY 2019.


189



2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

% of Operating Budget amendments processed within 10 business days of adoption

** 100% 100% 90% 90%

% of internal customers satisfied with technical assistance received

** 86% 91% 80% 80%

% of internal customers satisfied with timely processing of budget amendments

** 89% 91% 80% 80%

Government Finance Officers Association (GFOA) scores for Adopted Budget document*

3.33 3.58 3.25 3.50 3.50

*GFOA scores range from 1 to 4, with 4 being the highest. A score of 4 is indicative of an Outstanding budget presentation.**Measure was created in FY 2018



FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed*Salaries & Benefits 1,453,308 1,493,658 1,651,000 1,271,000 Operating Expenditures 111,647 50,804 110,000 42,000 Internal Services 141,000 237,000 202,000 153,000 Total 1,705,955$ 1,781,462$ 1,963,000$ 1,466,000$



*Effective FY 2021, the Grants Management and Legislative Affairs Division transferred from the Office of Management and Budget (OMB) to the Office of the City Manager.


190




FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed*Salaries & Benefits 438,759 449,404 527,000 0 Operating Expenditures 30,804 11,537 24,000 0 Internal Services 25,000 34,000 36,000 0 Total 494,562$ 494,941$ 587,000$ 0$


MANAGEMENT AND BUDGET - GENERAL FUND

GRANTS MANAGEMENT AND LEGISLATIVE AFFAIRS - GENERAL FUND

- 200,000 400,000 600,000 800,000

1,000,000 1,200,000 1,400,000 1,600,000 1,800,000


Expenditure Summary



191


BUDGET HIGHLIGHTS


• Personnel services expenditures decreased by $380,000, or 23%. This is primarily due to a decrease of $527,000 for the reorganization of the Grants Management and Legislative Affairs Division from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021. This decrease is partially offset by an $88,000 increase in salaries and wages resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021 along with the partial reallocation of two positions previously split funded by the Grants Management Division. Other increases include $57,000 in other personnel services expenditures, which include projected increases in health and life insurance, pension, and other post-employment benefits costs for FY 2021.


• Operating expenditures decreased by $68,000, or 62%, primarily due to a decrease of $24,000 attributed to the reorganization of the Grants Management and Legislative Affairs Division from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021, $27,000 resulting from the department identifying a more efficient and cost-effective software solution for development of its annual budget documents, and $29,000 in one-time decreases from the COVID-19 balancing plan reductions. These decreases were, however, partially offset by an increase of $12,000 in miscellaneous operating operating based on anticipated departments needs for FY 2021.

• Internal services expenditures decreased by $49,000, or 24%, primarily due to a decrease of $36,000 for the reorganization of the Grants Management and Legislative Affairs Division from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021, as well as additional. decreases in Central Services and Information Technology services totaling $18,000 for OMB. These decreases were, however, partially offset by increases in Property Management, Risk Management, and OIG funding totaling $5,000 for FY 2021.


• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $29,000, which is comprised of $16,000 for furloughs for all bargaining units based on a tiered approach, $5,000 for non-essential expenditures, and $8,000 for non-essential training and travel.


• The FY 2021 budget also reflects the reorganization of the Grants Management and Legislative Affairs Divi-sion from the Office of Management and Budget to the Office of the City Manager commencing in FY 2021.


193

ORGANIZATIONAL DEVELOPMENT PERFORMANCE INITIATIVES

MISSION STATEMENT

We are dedicated to ensuring our organization implements and sustains strategies that ensure the growth and development of our employees and supports a prosperous city with a focus on education and being known for K-12 Educational excellence and performance initiatives to achieve measurable community results.

DESCRIPTION

Organizational Development Performance Initiatives (ODPI) was created to focus on performance excellence by increasing the organization’s ability to learn, adapt, and excel within a constantly changing environment. Through aligning the work and performance of team members to the City’s identified management objectives, the office also focuses the organization on the customer. A vital effort of the office is to effectuate the implementation of a results-oriented, efficient, and service-oriented government through the following anticipated initiatives:

• Facilitate the achievement of strategic outcomes by providing support and guidance for high profile initiatives which address community priorities across multiple departments and outside stakeholders

• Support the City’s transition to a performance excellence culture• Facilitate all education initiatives related to the Education

Compact and other inter-local agreements with universities to enhance educational opportunities for youth, improve K-12 Education in Miami Beach public schools, and increase post-secondary opportunities

• Support the performance management database by monitoring the status of organizational development objectives and performance initiatives

• Provide support to City departments to enhance community support to various initiatives

• Sustain and build university partnerships to support internships, workshop collaborations, dual enrollment adjunct professor recruitment, and the other partnerships FISCAL ENVIRONMENT

Organizational Development Performance Initiatives is primarily supported by General Fund dollars as part of the Administration. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

The Education Compact receives funding through City negotiated contracts which include a public benefit component and the General Fund. Additional funding is also provided through donations from the Miami Beach Chamber of Commerce’s Education Foundation and other miscellaneous donors.


PERFORMANCE INITIATIVES / EXCELLENCE

PROGRAMS

ORGANIZATIONAL DEVELOPMENT

EDUCATION

UNIVERSITY PARTNERSHIPS

CHIEF LEARNING OFFICER’S OFFICE



194


Organizational Development Performance Initiatives has numerous responsibilities within the City and works with all City departments to facilitate and provide consulting, advisory, organizational, and support services.

In addition, Organizational Development Performance Initiatives works with Miami-Dade County Public Schools (MDCPS), Florida International University (FIU), Miami Dade College, The Children’s Trust, and other entities to ensure that adequate and timely progress is being made on several key educational initiatives impacting thousands of children and families.

Organizational Development Performance Initiatives provides staff support to the Committee for Quality Education, Youth Commission, and the Education Enhancement Task Force, comprised of students, residents, parent-teacher association members, and community organizations.

Organizational Development Performance Initiatives represents the City administration at all education related meetings, functioning as the City’s Education Ombudsman.


Continued to develop and monitor the components of the Education Compact between City of Miami Beach and Miami-Dade County Public Schools, approved unanimously by both entities on January 16, 2008 including teacher recruitment/retention, communication, parental involvement/family support/youth and community engagement, health and well-being, student achievement, safety, and technology:

• As of February 2020, 500 students at Miami Beach Senior High School are enrolled in the Prepworks program (college preparation program)

• Provided International Baccalaureate (IB) professional development training 60 teachers in Miami Beach public schools prior to the 2020-21 school year, which ensured all teachers hired prior to September 2020 had level 1 IB training. Since its inception in 2010, the IB Diploma Program at Miami Beach Senior High School has grown 75 percent, with 87.0 percent of eligible student attaining the prestigious and internationally recognized diploma in 2020, one of the highest percentages of IB Diploma graduates in a public school in the nation

• The STEAM Plus program reached 2,400 students across all grade levels. Students received 700 hours of instruction from cultural professionals, increasing their access to arts-based learning experiences. Also added are six additional cultural anchors including Holocaust Memorial, Perez Art Museum, Miami Beach Bots, Miami Theatre Center, Miami Beach Conservancy Inc., and Hack Shack.

STRATEGIC ALIGNMENT

Main Vision Area

Organizational Innvation

Management Objectives

• Prosperity

○ Be known for (K-12) educational excellence

• Neighborhoods

○ Enhance the beautification, physical appearance and cleanliness of neighborhoods



○ Foster rewarding careers

Budget Enhancement Actions

• N/A


• CREATE AND IMPLEMENT a K-12 Plan for Resilience Literacy

• Time to VOLUNTEER or Get Involved

• SEND Your Boss to Bootcamp

• COLLABORATIVE with Universities

• RESILIENCE Training for All

• PLANNING Efficiently & Effectively Together


195



Implemented and monitored employee Rewards and Recognition programs, university partnerships and Citywide Procedures:

• Managed the Service Recognition and Employee Suggestion Programs, which resulted in many employees Service Recognitions and over 75 Employee Suggestions

• Implemented and monitored all University partnerships including internships, and research projects including paid internships through Massachusetts Institute of Technology (MIT) to support social justice projects related to COVID-19 impacts

• Sustained the graduate and undergraduate internship program with Florida International University aligned to a powerful partnership which includes workgroups in the area of Arts, Culture, & History, Florida Coastal Resilience & Adaptation, Youth and Education Development, Engineering, Transportation, and Communication. As of spring 2020, 76 graduate and undergraduate student interns have been placed. These placements have yielded a high return, with students contributing to each department’s success


Several factors are critical to Organizational Development Performance Initiatives’ successful achievement of its work plan:

Citywide cooperation and coordination supported by the City Manager and City Commission in regards to ODPI and the Education Compact

• Realistic goals, strategies, actions, and use of performance initiatives data for service improvement

• Willingness and commitment to continue a relationship of shared information between the City and its partners


• Dual enrollment participation increased by 225% since program inception, with 1,050 youth enrolled in the 2020-21 school year

• Youth enrolled in the City’s Afterschool Enrichment Program exceeds expectations with 758 registered youth at Miami Beach Fienberg Fisher K-8, Biscayne Beach Elementary and Miami Beach Senior High School for the 2019-2020 school year. With 439 participants at Miami Beach Fienberg Fisher K-8, 301 participants at Biscayne Beach Elementary, and 18 participants at Miami Beach Senior High School (Rock Ensemble), this indicates a 66% increase from prior school year

• Spearheaded the City’s Nurse Enhancement Initiative between the City of Miami Beach, North Bay Village, Town of Surfside, Town of Bay Harbor Islands, and Bal Harbour Village, to converge efforts to secure the funding needed for 4 mental health professionals at all Miami Beach public schools. Overall, 1,200 youth have received support services in the 2019-20 school year from the City funded mental health professionals for 3,346 psychosocial issues

• Developed a prekindergarten pilot program for the 2021-22 school year for approximately 92 children providing an annual stipend of $2,700 each to expand access to early childhood education for Miami Beach children

Expanded free afterschool enrichment to three public schools with 758 enrolled; a 66% increase and dual enrollment participation increased by 225% since inception.



196

FUTURE OUTLOOK

Although challenged by new additional education initiatives throughout the year, ensuring creative partnerships to develop and implement these valuable programs in vital. As the demands for youth programs, job fairs, and afterschool enrichment programs continue to increase, Organizational Development Performance Initiatives will continue to establish partnerships to deliver such programs to the youth of Miami Beach.

Additionally, the number of performance initiatives has grown by 275 percent and additional initiatives may be developed at the request of the Mayor & Commissioners.

Some future projects to sustain current programs and maintain the level of service excellence within the City include:

• Sustainable funding sources for education initiatives

• Expansion of educational initiatives

• Optimization of Rewards & Recognition programs

Organizational Development Performance Initiatives will continue to strive meet the demands of management for objective, valid and useful performance data, as well as establishing partnerships throughout the country to implement creative solutions to improve K-12 public school education.


• Willingness to make education initiative financial support a City priority

• Departmental willingness to support staff to support community priorities

Other areas requiring support from other departments or entities include:

• Ongoing support from various departments needed to ensure development and deployment of various Education Compact components, including the internship program with FIU and MIT

• Ongoing cooperation with Miami-Dade County Public Schools and the International Baccalaureate Program to ensure Education Compact components are developed and implemented as agreed upon

• Ongoing support from all departments and municipal partners, including Miami-Dade County, City of Miami, University of Miami, Florida International University, and Miami-Dade College to ensure research and development for agreed upon projects


197



2017 Actuals

2018 Actuals

2019 Actuals

2020Target

2021Target

% of residents with elementary school children satisfied or very satisfied (includes neutral) with public schools within Miami Beach (MB Survey)

* *

Health & well-being * * 87% 80% 80%

Safety * * 83% 80% 80%

Student Achievement * * 88% 80% 80%

% of residents with middle school children satisfied or very satisfied (includes neutral) with public schools within Miami Beach (MB Survey)

* *


Safety * * 81% 80% 80%


% of residents with high school children satisfied or very satisfied (includes neutral) with public schools within Miami Beach (MB Survey)

* *


Safety * * 83% 80% 80%


# of IB graduates with IB diploma 48 37 50 75 75

% of IB graduates attaining IB diploma 72% 88% 67% 80% 80%

# of dual enrollment classes at Miami Beach Senior High School and Nautilus Middle School

16 27 22 30 30

% of parents agreeing their child is receiving a good education at Nautilus Middle School (School Climate Survey MDCPS)

86% 97% 89% 90% 90%

% of students agreeing they are receiving a good education at Nautilus Middle School (School Climate Survey MDCPS)

68% 71% 61% 80% 80%

% of parents agreeing the overall climate or feeling at Nautilus Middle School is positive and helps them/their child learn (School Climate Survey MDCPS)

77% 72% 75% 80% 80%

% of students agreeing the overall climate or feeling at Nautilus Middle School is positive and helps them/their child learn (School Climate Survey MDCPS)

50% 58% 33% 80% 80%


Main Vision Area: Prosperity



198

2017 Actuals

2018 Actuals

2019 Actuals

2020Target

2021Target


Citywide Public Area Cleanliness Index 1.83 1.76 1.64 1.50 1.50

% of citywide cleanliness assessments rating clean or very clean

78.4% 81.4% 82% 90% 90%

Citywide Mystery Rider Trolley Program Index 1.82 1.54 1.25 1.50 1.50

% Overall Mystery Rider Trolley Factors Meeting Target (2.0)

74.1% 85.0% 96% 90% 90%

Citywide Restroom Index Rating 2.11 2.01 1.89 1.50 1.50

% overall Restroom Index Meeting Target (2.0) 68.0% 70.2% 74% 90% 90%

Overall Garage Index Rating 2.29 2.08 1.86 1.50 1.50

% overall Garage Index meeting target (2.0) 62.4% 68.7% 79% 90% 90%

Overall Garage Attendant Score (FY average) 4.39 4.76 4.87 4.00 4.00

Overall Garage Security Score (FY average) * 4.80 4.80 4.00 4.00

Overall Valet Score (FY average) * * 4.54 4.70 4.70


PERFORMANCE PLAN HIGHLIGHTS CONT’D


199


2017 Actuals

2018 Actuals

2019 Actuals

2020Target

2021Target


# of citywide administrative procedures updated or developed

6 13 8 10 10

Average overall rating for city service shopper program (1=not satisfied; 5=extremely satisfied)

4.38 4.39 4.40 4.70 4.70

% residents that agree or strongly agree that employees are courteous and professional (MB Survey)

* * 62% 80% 80%

% residents that agree or strongly agree that employees that assisted them during their most recent contact with the City had the proper knowledge (MB Survey)

* * 52% 80% 80%

% businesses that agree or strongly agree that employees are courteous and professional (MB Survey)

* * 70% 80% 80%

% businesses that agree or strongly agree that employees that assisted them during their most recent contact with the City had the proper knowledge (MB Survey)

* * 58% 80% 80%

% of employees in compliance with citywide required training courses

57% 59% 60% 75% 75%

% of new employees with access OD online required training within two weeks of official employment start date

100% 100% 100% 100% 100%

# of employees recognized through Reward and Recognition Programs

535 686 631 650 650

**Final data not available until end of year



PERFORMANCE PLAN HIGHLIGHTS CONT’D



200

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 439,623 467,881 543,500 414,000 Operating Expenditures 93,634 195,047 660,500 503,000 Internal Services 175,589 95,000 80,000 101,000 Total 708,846$ 757,928$ 1,284,000$ 1,018,000$

General Fund 3.00 + 1.50 PT 3.00 + 2.50 PT 3.00 + 2.50 PT 2.00 + 2.50 PTResort Tax Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 2.00 PTTotal Budgeted Positions 3.00 + 1.50 PT 3.00 + 2.50 PT 3.00 + 2.50 PT 2.00 + 4.50 PT


0

100,000

200,000

300,000

400,000

500,000

600,000

700,000


Expenditure Summary



201


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedContributions - Int'l Baccalaureate (IB) 25,000 0 10,000 10,000 Contributions - Education Support (Waste Haulers) 75,000 75,000 75,000 90,000 Advertisement - Parking - Education 124,998 249,996 250,000 250,000 Other Contributions & Donations 2,908 16,039 0 0 Total 227,906$ 341,035$ 335,000$ 350,000$

Expenditure AreaOperating Expenditures 52,219 226,369 335,000 346,000 Internal Services 0 0 0 2,000 Capital 0 0 0 2,000 Total 52,219$ 226,369$ 335,000$ 350,000$



DEPARTMENT FINANCIAL SUMMARY - EDUCATION COMPACT

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Operating Expenditures Internal Services Capital

Expenditure Summary




202

BUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $129,500, or 24%. This is primarily due to decreases in salaries and wages totaling $81,000 resulting from the transfer of the Organizational Development & Training Specialist position to the Human Resources (HR) Department, as well as $49,000 in other personnel services expenditures that include projected decreases for health and life insurance, pension costs, and other personnel costs.


• Operating expenditures decreased by $157,500, or 24%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions, as well as a $41,100 decrease in budgeted line item expenditures for training transferred to HR.

• Internal services expenditures increased by $21,000, or 26%. This is primarily due to an increase of $10,000 in Information Technology services, as well as other increases in Central Services, Property Management, Fleet Management, Risk Management, and OIG Funding services totaling $11,000.

Education Compact Fund

• The Education Compact Fund increased by $15,000, or 4%, primarily due to a $11,000 increase in other operating expenditures for education programs and a $2,000 increase in OIG Funding Services.


General Fund


PROCUREMENTADMINISTRATIVE SUPPORT

203


The mission of the Procurement Department is to maximize taxpayer resources and maintain the public trust in the City’s activities regarding the acquisition of goods and services. We accomplish our mission through a service-focused culture that emphasizes the highest ethical standards, transparency, and innovation.


The Procurement Department is responsible for managing the acquisition of goods and services required by City departments to successfully carry out their mission and goals. The Procurement Department provides direct support and oversight for expenditures by City departments to assure that expenditures are compliant with applicable regulations and that purchases are maximizing taxpayer resources. In the last two fiscal years alone, the department has facilitated approximately $17.6 million in savings to the City through competition and negotiations. The department also manages a number of city-wide programs, including but not limited to: living wage, prevailing wages for construction projects, local workforce program, and insurance and bond requirements. While the Procurement Department understands the importance of holding contractors accountable for compliance with contractual requirements, the department also understands that it is critical to promote a business-friendly environment that minimizes unnecessary impediments to performance and assures timely payment of contractor invoices.

FISCAL ENVIRONMENT

The Procurement Department is funded from the General Fund. The General Fund charges an administrative fee to Enterprise Fund Departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund, including Procurement functions. It is important to note that, although the department is funded from the General Fund, over the last two fiscal years alone, the department has facilitated approximately $17.6 million in savings to the City through competition and negotiations. This significantly exceeds the department’s annual operating costs.


CONTRACT COMPLIANCE

TECHNOLOGY AND VENDOR SUPPORT

SOLICITATIONS AND

CONTRACTING

PROCUREMENT DEPARTMENT ADMINISTRATION


The Procurement Department continues to expand the services it provides to City departments, from contract and risk management improvements, to technology initiatives that expedite the acquisition of goods and services required to carry out the work of the City, to improving internal controls and minimizing risks.

STRATEGIC ALIGNMENT

Main Vision Area:



• Organizational Innovation ◦ Support all objectives to improve strategic decision

making and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement


• N/A


• N/A


• THE POWER of Purchasing• PLANNING Efficiently & Effectively Together• DEMONSTRATE the Costs and Benefits of Resilience

Improvements


204


The JOC contracts were awarded by the City Commission on October 16, 2019. The JOC program significantly improves and expedites the contracting process for capital projects, especially smaller projects under $2 million. The JOC program is another example of innovative procurement practices that expedite processes, while maximizing internal controls.

e-Marketplace The Procurement Department continues expand the availability of contracts available for purchase via the Miami Beach e-Marketplace. The e-Marketplace, similar to other merchant aggregators, such as Amazon.com, allows City buyers to quickly access multiple contracts for a variety of maintenance, repair or operational (MRO) that are usually delivered the next business day at contract prices. All contracts are available with a single logon and purchases are charged to City issued procurement cards. The City benefits primarily in two ways: 1) City buyers can quickly compare pricing and purchase the MRO items needed by their departments, 2) for each procurement card purchase, the City receives a rebate annually. During the last fiscal year, the rebate on the City procurement card was approximately $24,000 from e-Marketplace. The e-Marketplace is the only online marketplace by a governmental agency in the local area. The e-Marketplace continues to be a huge step in streamlining MRO purchases, while also improving internal controls and is another example of innovative procurement practices.

Vendor Help DeskMany governmental vendors often do not know whom to contact for assistance with a number of cross-departmental issues such as unpaid invoices, work disputes, and compliance matters. As a result, vendors may get frustrated and refuse to do future business with the governmental organization. This has a long-term negative impact on the organization because its supplier pool becomes more limited and competition becomes more difficult. To address vendor concerns and expedite issue resolution, the Procurement Department has established the Vendor Help Desk.

The Vendor Help Desk is staffed by personnel that are familiar with resolving cross-departmental issues. The primary goal of this initiative is to have a one-stop shop that can assist vendors with a multitude of issues that they may be experiencing while doing business with the City, regardless of the issue’s origination. The Vendor Help Desk also enables the Procurement Department to centrally collect data on the types of issues that vendors may be experiencing. The data collected will allow the administration to further streamline our processes to ensure that we are truly a business-friendly city. To the best of our knowledge, no other governmental agency in Miami-Dade County has a centralized help desk for resolving vendor issues. Again, the Procurement Department aims to, not just follow best practices, but innovate to address organizational challenges.


Negotiated SavingsOver last two fiscal years alone, the department has facilitated approximately $17.6 million in savings to the City through competition and negotiations. =Savings are yielded from contract negotiations, the solicitation process, and strategic sourcing.

e-Bid System (BidSync)In late 2019, the Procurement Department transitioned the electronic bidding (e-Bid) process to BidSync, a major provider of e-Bid services to governmental agencies with over 1 million registered bidders. The transition to BidSync has resulted in a 120% increase, on average, in competition for the City’s competitive solicitations. The transition to BidSync has also made it easier for bidders to do business with the City as some major agencies, such as Miami-Dade County, were already using BidSync. Further, the e-Bid transition has resulted in the following process improvements:

• Increased number of available bidders;• Streamlined process for bidders;• Expedited bidding process.

Once the Procurement Department completes the next phase of the e-Bid implementation, electronic submittals, the system will result in a significant reduction of paper usage, further efficiency benefits to bidders, and added transparency and internal controls from a fully electronic bidding system. The e-Bid system is an example of innovative procurement practices that expedite processes, while maximizing internal controls.

Implemented Job Order Contracting (JOC)In order to streamline the process for completing the procurement process for the City’s construction projects, the Procurement Department worked with stakeholders to implement a Job Order Contracting (JOC) process. JOC is a project delivery method utilized by many public sector organizations to expedite routine construction projects by establishing a pool of pre-qualified contractors that canquickly respond to an agency’s needs for construction services.


205


Continue Streamlining the Procurement ProcessThe Procurement Department, with approval of the City Manager and City Commission, as applicable, has significantly improved procurement policies and procedures over the last three fiscal years. Over the next fiscal year, it is critical that the department continue to update procedures to reflect recent City Code changes and continue to streamline processes in all functional areas, as well as incorporate internal control best practices.

Continue Vendor Outreach and TrainingA robust vendor base is critical for achieving the strategic sourcing goals of the City. As such, it is the goal of the Department to continue vendor outreach through organizations such as local professional associations, local chambers of business, the South Florida Alliance and the Miami Dade LGBT Business chamber. In addition to outreach, the Department will continue to enhance training opportunities available to vendors so that they are well equipped with the skills and tools needed to do business with the City.


Well Trained StaffingThe Department is operating at very high efficiency ratings when compared to other governmental agencies in the local area. While staffing levels may need to be reconsidered in the future, the availability of adequately trained staff is a greater concern. Given the tight labor market and the shortage of available trained contracting professionals, the Department continues to find it challenging to recruit qualified individuals. To better prepare existing staff, training resources continues to be of critical important.

FUTURE OUTLOOK

The Procurement Department has planned several initiatives for the current and next fiscal year to continue to streamline and improve the management of the acquisition of goods and services, as well as maintain internal controls, by City departments so that taxpayer resources are maximized, through strict adherence to governing law, the highest ethical standards, best practices, transparency, and customer-focus. The department places a high priority on achieving its goals in order to help raise the trust and credibility of the City among constituents and improve the efficiency of acquisition practices by City departments. The critical success factors identified above are necessary to achieve the stated goals.


2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

Average # of calendar days to award bids 75.9 91.1 99.9 90.0 90.0

Average # of calendar days to award proposals 131.6 164.1 119.7 120.0 120.0

Average # of calendar days to approve requisitions and change orders in the Procurement Department

2.7 2.9 2.8 3.0 3.0

# of contract awards for competitive sealed bids and proposals (ITB/RFPs/RFQ/ITN)

71 75 58 60 60

Total Negotiated Savings * 4,453,493$ 13,233,159$ N/A N/A

Est. Total for Contract Negotiated Savings * * 13,233,159$ N/A N/AEst. Total for Requisition Savings * * * N/A N/A

Total Value of Emarketplace Orders Placed 1,510,519$ 1,743,633$ 1,674,361$ 1,500,000$ 1,500,000$





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FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedCompact Disc (CD) Sales 367 70 0 0 Total 367$ 70$ 0$ 0$

Expenditure AreaSalaries & Benefits 1,932,133 2,079,278 2,314,000 2,357,000 Operating Expenditures 120,632 157,300 151,000 75,000 Internal Services 225,000 245,704 261,000 267,000 Total 2,277,765$ 2,482,282$ 2,726,000$ 2,699,000$



0

500,000

1,000,000

1,500,000

2,000,000

2,500,000


Expenditure Summary



207

BUDGET HIGHLIGHTS


• Personnel services expenditures increased by $43,000, or 2%. This is primarily due to an increase in other personnel-related expenditures, including health and life and pension, totaling $52,000. These increases were, however, partially offset by a decrease in salaries and wages from the reclassification of several Procurement positions mid-year of FY 2020 resulting in projected savings.

BUDGET HIGHLIGHTS CONT’D • Operating expenditures decreased by $76,000, or 50%, mainly

due to the one-time decreases from the COVID-19 balancing plan reductions of $73,000, as well as an additional $3,000 in miscellaneous operating expenditures based on anticipated department needs for FY 2021.

• Internal services expenditures increased by $6,000, or 2%, due to increases in Property Management, Risk Management and OIG Funding services.



BUILDINGECONOMIC DEVELOPMENT & CULTURAL ARTS

209


We are dedicated to serving the public by the efficient and effective supervision and regulation of construction activities in Miami Beach. By enforcing the Florida Building Code and the City’s Code of Ordinances in a fair and efficient manner, we encourage businesses and residents of Miami Beach to comply with the Florida Building Code, and in turn, safeguard the public health, safety, and general welfare of the City’s residents and visitors.


The City of Miami Beach Building Department was established in 1925 and had its own Building Code until the 1950’s when the City adopted the South Florida Building Code.

The State of Florida first mandated statewide building codes during the 1970’s, at the beginning of the modern construction boom. The first law required all municipalities and counties to adopt and enforce one of the four state-recognized model codes known as the “state minimum building codes.” During the early 1990’s, a series of natural disasters, together with the increasing complexity of building construction regulation in vastly changed markets, led to a comprehensive review of the State building code system. The study revealed that building code adoption and enforcement was inconsistent throughout the State and those local codes thought to be the strongest proved inadequate when tested by major hurricane events. The consequences of the building code systems’ failures were devastation to lives and economies, and a statewide property insurance crisis. The response was a reform of the State building construction regulatory system that placed emphasis on uniformity and accountability.

The 1998 Florida Legislature amended Chapter 553, Florida Statutes, entitled “Building Construction Standards,” to create a single Statewide building code that is enforced by all local governments. As of March 1, 2002, the Florida Building Code supersedes all local building codes, and it is developed and maintained by the Florida Building Commission. The Florida Building Code is updated every three years and may be amended annually to incorporate interpretations and clarifications.

The Department is separated into two functional areas: Administrative Services and Operations.

The Administrative Services Section provides administrative support to the entire Department, including requisitioning goods and services, processing invoices for payables, creating invoices for receivables, maintaining all personnel files, processing payroll, budgeting, providing IT assistance, and managing special projects.

The Operations Section is responsible for administering the various provisions of the Florida Building Code, including accepting permit applications, reviewing and approving construction plans in accordance with the provisions of the Florida Building Code, inspecting construction to ensure compliance with the approved plans, and issuing violations for those projects where construction was done without or not in compliance with the approved permits.


BUILDING DIRECTOR’SOFFICE

BUILDING OPERATIONS

ADMINISTRATIVE SERVICES

SUPPORT SERVICES FROM OTHER DEPARTMENTS


210

FISCAL ENVIRONMENT

The Department collects building permit fees pursuant to the City of Miami Beach Code of Ordinances, which includes the Building Department fee structure, and the Florida Building Code. Fees collected provide for the direct expenditures of the Building Department, including internal service charges and any other indirect overhead expenses attributed to departments that provide support to the Building Department.

The Building Department’s fee ordinance provides for an annual adjustment to reflect increase(s) or decrease(s) in the Consumer Price Index (CPI) for Consumers in the Southeast United States for all items. However, since 2017 no adjustments had been made to Building Department fees. In response to the Commission and community to simplify, update, and reduce certain fees, 2017 saw a reduction in Building Department fees. Additionally, in 2017 the Florida Senate passed legislative action that would require municipalities to reduce permit fees based on the cost savings to the department based on the owner or contractor hiring a Private Provider for plans review and building inspections. The Building Department’s reduction for such is 40% for owners hiring a private provider for both plan review and site inspection; and 25% for owners hiring a private provider for only site inspection.

Beginning Fiscal Year 2021, CPI increases will be applied to Building fees, as approved by City Ordinances. These are for fees not directly associated with job values.

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


• Prosperity

○ Revitalize targeted areas and increase investment ○ Develop the Convention Center Campus

• Neighborhoods

○ Increase compliance with City Code ○ Proactively monitor the City for mosquito breeding grounds


○ Support all objectives to improve strategic decision making and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement

○ Implement the General Obligation Bond


• MAKE substantial progress on North Beach Town Center/Byron Carlyle/Ocean Terrace

• MAKE electronic plans filing for permitting purposes within two years


• N/A


• BUILD an Inclusive Economy• IT’S Electric• EXPAND Renewable Energy• BUILDING Efficiency 305


The Department is based on a philosophy of public sector transparency and an open door policy. The Building Department consistently pursues innovative strategies and continues to re-engineer existing procedures and processes with the goal of providing efficient and professional customer service in a safe environment, while contributing to the overall economic well-being and development of the City.


211


The Department is responsive to the needs of homeowners, business owners, developers, contractors, architects, and engineers. In addition to drop off plan review, the department provides a 24 hour walk-through plan review program that is available Monday through Friday from 8 a.m. to 10 a.m. Up to 50 plans are processed per day. The 24-hour walk-through plan review program available in Miami Beach is one of the most robust in South Florida.

It is the Department’s goal to continually evolve and find new ways to innovate its processes. The Department notes that the efficient issuance of permits, inspections, and Certificates of Occupancy or Completion, is critical in nurturing the local economy. Furthermore, by reducing bureaucracy within the Department and streamlining operations, greater compliance with the Florida Building Code will be achieved, making the City’s structures safer for the community.


The Department has completed and/or begun the following projects/initiatives during the past fiscal year:

• In 2018, FEMA provided its results of the Miami Beach audit for the next 5-year Community Rating System (CRS) cycle and indicated that the ranking for the next 5-Year cycle, beginning May 1, 2019, is an improvement from Class 6 to Class 5, increasing the savings to flood insurance policyholders from 20% to 25%, estimated at $8.3 million annually

• As of March 2020, 25% of the Building permit types are available for online permitting. The department continues to work with the IT department and the software developers to ensure that all services that can be processed online will be made available online within the next 2 years.


• Inaugural cohort of students in the High School Technical Training Program began in August 2019, successfully covering the first section of the International Code – the Building Code, through weekly in person classes taught by Building Inspectors, with 2 out of the 5 students successfully passing the Building code exam. The next session to be covered was to be the Electrical Code, however, due to COVID-19, this program has been suspended until further notice.

• Replaced 2 vehicles in the Building Department fleet with electric vehicles.

• Recertified ISO 9001:2015 – Quality Management Systems in December 2019

• Worked with City Commissioners to extend the Building Permit Reprieve Ordinance. The Reprieve Program was extended through April 30, 2020. This program established a procedure to bring structures built without proper permits or built lacking mandatory inspections into compliance with the Building Code. It encompasses all work done without a permit as part of Single Family Residence, Multi-Family, or Commercial projects.

• In order to better service customers, the Building Department improved the walk-through service by expanding the list of permit types that could be walked-through and streamlining the # of plans that can be received per day, to ensure that all plan reviewers have time to do a complete review of the plans and therefore providing customers with either a permit or comments for corrections needed within 24 hours.

• Continued cross-training amongst the clerks through rotation and a new hire training program at the North Beach office to better prepare new hires for customer service in slower environment


• Potential impacts to revenues as changes in the construction market occur

• Continued support from the IT department necessary for the success of the Building Development Enterprise Resource System, online application, and electronic plans reviews

• Prompt filling of vacancies to meet increasing demands for timely service

• Coordinated approach with the Finance department for invoicing fines, lien processing, and enforcement of Business Tax Receipt (BTR) application and Certificate of Use process

• Legal guidance and accompanying legislation from the City Attorney’s Office to establish a local Unsafe Structures Board

• Collaboration and commitment from other City departments to follow-up and resolve service requests

• Prompt turnaround from other departments involved in the Building Development process reviewing plans, issuing permits, and conducting inspections

25% of Building permit types are now available

for online permitting


212

FUTURE OUTLOOK

It is the vision of the Building Department to provide excellent customer service by providing state of the art, cutting-edge technology that will enable this City to provide e-government services to its citizens and as a result become paperless. Online permit applications, electronic permits forms, electronic payments, concurrent electronic plan review, real-time inspection results and inspection routes are made possible by the technological advances of our time. The Department recognizes the need to work toward that goal in the future.

Other important initiatives for the Department in the future include:

Short Term 1-2 Years• Upgrade Building’s page of the City’s website to make it more

interactive and user-friendly

• Implement full e-plan review

• Provide better access to the customer regarding inspection requests and other inspection-related information

• Hold annual meetings with the construction industry

• Provide cross-training for employee efficiencies

• Aggressively identify abandoned and unsafe structures throughout the City, and demolishing those structures that pose hazards to the community and its neighborhoods, which have been declared unsafe by an authorized body

• Increase floodplain compliance

• Renovate spaces on the 1st, 2nd, and 3rd floor of City Hall to streamline and modernize the department with a design that focuses on spaces that would foster safety, efficiency, and collaboration.

Mid Term 3-5 Years• Create a city unsafe board

• Expand the bicycle inspection program

• Replace 15% of vehicles with hybrids

• Cross-train inspectors and plan reviewers for efficiencies and succession planning

Long Term 6+ Years• Have a separate location for the Building Department

• Replace 15% of vehicles with electric cars

Continuous • Reorganizing the Department to offer more efficient customer

service and delivery of service

• Standardizing licensing for all plan reviewers and inspectors so their services can be utilized interchangeably as needs arise

FUTURE OUTLOOK CONT’D

• Continuing to simplify and streamline all department forms

• Continuing to update all Department Standard Operating Procedures

• Providing state of the art training to all Department staff

• Aggressively seeking to meet all staffing needs to address increasing service demands


213

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021Target

Average turnaround time for Residential & Commercial plan review (days)

2.0 3.0 4.0 4.0 4.0

Daily average # of inspections 195 225 225

# of plan reviews (per year) 48,869 50,000 50,000

Average wait time to submit permit applications (minutes) 64 21 49 30 30

Maximum wait time to submit permit applications (hours) 5.0 1.3 2.6 1.0 1.0

Average transaction time per walk-thru permit application (minutes) 25.0 14.5 17.0 20.0 20.0

# of permits applied for 10,608 ** **

# of permits issued 9,867 ** **

% of plans submitted over three times * 6.0% 5.0% 5.0% 5.0%

# of buildings 40 years or older in recertification "applied" status 260 ** **

# of buildings 40 years or older in recertification "finaled" status 201 ** **

# of violations 993 ** **

% of cases with violations that have been resolved 45% 65% 65%

# of expired permits 1,140 761 1540 ** **

% of plans review handled by walk-through 44% 62% 54% ** **

% of plans review handled by drop-off 56% 39% 46% ** **

# of Temporary Certificates of Occupancy (TCO) - Temporary Certificates of Completion (TCC) Issued

209 119 158 79 80

# of Temporary Certificates of Occupancy (TCO) - Temporary Certificates of Completion (TCC) Extensions Issued

74 196 272 136 140

# of Certificates of Occupancy (CO) Issued 427 315 283 ** **

# of Certificates of Completion (CC) Issued 170 43 82 ** **

# of notice of commencements e-recorded by the Building department 185 118 34 ** **

# of Miami-Dade County reviews conducted electronically (DERM) 207 302 317 ** **

% of building department records requests that were completed within Building department target

100% 87% 76% 90% 90%

Average # of training hours completed 8 6 6


** Indicates measure is not targetable or performance based





214

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted Proposed*Permits-Building 11,121,022 13,490,008 11,121,000 9,828,500 E-Recording 2,390 768 3,000 1,000 Certificate of Occupancy/Completion 679,958 894,944 826,000 773,000 Permits-Building Recertification 222,913 430,596 207,000 256,000 Permit Extensions 71,277 59,655 74,000 60,000 Building Training Surcharge in GF 141,591 79,589 83,000 415,000 Building Citations/Violations 323,559 259,878 324,000 250,000 Microfilm-Bldg Department 28,362 21,463 30,000 23,800 Demolition / Board Up /Lien Satisfaction 2,291 4,585 1,000 1,700 Other 3,246 0 4,000 0 Interest Allocated-Pooled Cash 0 0 0 356,000 Building Reserves 0 0 2,911,000 4,631,000 Total 12,596,608$ 15,241,486$ 15,584,000$ 16,596,000$

Expenditure AreaSalaries & Benefits 10,025,231 9,924,906 10,547,000 11,017,000 Operating Expenditures 1,891,455 1,717,010 1,777,000 3,401,000 Internal Services 1,824,206 1,571,371 1,637,000 1,813,000 Capital 0 0 124,000 365,000 Sub-Total 13,740,892$ 13,213,287$ 14,085,000$ 16,596,000$

Indirect Costs 1,462,031 1,153,520 1,499,000 0 Total 15,202,923$ 14,366,806$ 15,584,000$ 16,596,000$

Revenue Less Expenditures (2,606,314)$ 874,680$ 0$ 0$

Budgeted Positions 97.00 + 0.00 PT 90.00 + 0.00 PT 90.00 + 0.00 PT 90.04 + 0.00 PT

DEPARTMENT FINANCIAL SUMMARY - ENTERPRISE FUND

*Effective FY 2021, the Building Department transferred from the General Fund to a stand-alone Enterprise Fund.

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000


Expenditure Summary



215

BUDGET HIGHLIGHTS


• Personnel services expenditures increased by $470,000, or 4.5%. This is primarily due to increases in costs for other post-employment benefits and pension totaling $229,000, salaries and wages totaling $156,000 from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as $85,000 in other personnel services expenditures that include projected increases for health and life insurance, allowances, etc.

• Operating expenditures increased by $1,624,000. This is primarily due to $1,501,000 in admininstrative fees assessed by the General Fund for indirect services provided based on a cost allocation study that was completed by an outside consultant in 2020. In previous years, this expense was not included in the budget, as Building operated as a General Fund department. Commencing in FY 2021, the Building Department is being transferred to a stand-alone Enterprise Fund, and as a result, this expenditure has been included in the FY 2021 budget. Additional increases of $123,000 are attributed to adjustments in miscellaneous operating expenditures based on anticipated department needs for FY 2021.


• Internal services expenditures increased by $176,000, or 10.8%. This is primarily due to an increase of $69,000 in Technology, $50,000 in Fleet Management, and other increases in Risk Management, Property Management, and OIG Funding services totaling $59,000. These increases were, however, slightly offset by a decrease in Central Services totaling $2,000.

• Capital expenditures increased by $241,000 to facilitate the replacement of 12 vehicles with 8 electric and 4 hybrid vehicles in FY 2021.


• As part of the COVID-19 balancing plan, the FY 2021 reductions include a one-time reduction of $102,000 for furloughs for all bargaining units based on a tiered approach.




• The FY 2021 budget reflects the transition of the Building Department from the General Fund to a stand-alone Enterprise Fund to provide greater transparency of the department’s operations.

ECONOMIC DEVELOPMENT & CULTURAL ARTS

217

CODE COMPLIANCEDEPARTMENT MISSION STATEMENT

We are dedicated to protecting public health, safety, and welfare; improving the quality of life for our City’s residents, business owners, and visitors through education and the consistent and equitable application of the City’s Code of Laws and Ordinances.


The Code Compliance Department is responsible for maintaining the community’s quality of life standards by seeking compliance with our City of Miami Beach Code of Laws and Ordinances. Code Compliance Officers are available to respond to citizens’ concerns seven days a week.

Operating hours are as follows:

• Sunday through Wednesday from 6:00 AM to 1:00 AM• Thursday from 6:00 AM to 3:00 AM• Friday and Saturday 24 hours

As a regulatory department, thw Code Compliance is charged with enforcing the following ordinances/regulations:

• High Impact Period Regulations• Noise • Sidewalk Cafés including Code of Conduct• Sanitation, Health Hazards including Zika and Covid-19,

Recycling, and Illegal Dumping• Commercial uses of single-family homes and Short-Term /

Transient Rentals (STR) including advertising • Operating hours for construction, nightclubs, bars, and liquor

sales• Polystyrene and other environmental issues• Zoning / Land Development Regulations• Litter and Graffiti• Property maintenance including the maintenance of abandoned

property / vacant lots and minimum housing standards• Signage on private property and public rights-of-way• Inspections for Certificate of Use, Business Tax Receipts• Artist Vendors, Street Performers, and Non-Profit Vendors• Leash laws and pooper scooper regulations• Marine regulations • Resort Tax compliance• Sea turtle (nesting and lighting)• Construction Management – Blocking of public rights-of-way• Tree Ordinance

FISCAL ENVIRONMENT

The Code Compliance Department is supported by the General Fund, the Redevelopment Agency (RDA), and the Resort Tax Fund.

In addition, there are department positions funded by the Redevelopment Agency (RDA), the Resort Tax Fund, and the Sanitation Division of the Public Works Department.


Code Compliance Administration

Operations

Administrative Clerical Support


218

CODE COMPLIANCEBUSINESS ENVIRONMENT

The Code Compliance Department is responsive to the needs of residents, homeowners, visitors, and business owners.

Over the past few years, the department has experienced an increase in workload activity as a result of the proliferation of Short-Term/Transient Rental platforms. These increases include quality of life concerns such as noise, sanitation issues, and parking. The department has continued to experience increases in a number of construction-related activities (e.g. noise complaints, hours of operation, and the unauthorized blocking of the public right-of-way). There continues to be new and amended laws and regulations related to the environment including the ban on polystyrene products, plastic straws, and restrictions on the hours of operations of package liquor establishments contributing to the department’s workload.

The Code Compliance Department collaborates with other City Departments including the Building, Tourism and Culture, Economic Development, Police, Housing and Community Services, Finance, Planning, Parking, Parks and Recreation, Fire, and Public Works Departments, as well as the City Attorney’s Office to find solutions for our community.


• Achieved the International Organization for Standardization 9001:2015 (ISO9001:2015) certification , demonstrating the department’s ability to consistently provide services that meet customer and regulatory requirements and control our department operations

• Increased interaction in North Beach by assigning two code officers to the North Beach Building Department satellite office

• Initiated Roll Calls in several neighborhoods including Entertainment District and North Beach increasing visibility in our neighborhoods


• Continued leading the North End Enhancement Team (NEET) in a cross-departmental taskforce to address quality of life issues in North Beach

• Continued with our business-friendly approach, increasing the instances of voluntary compliance

• Continued efforts towards a paperless workflow to reduce paper waste by electronically attaching documentation to case files in the department’s case management system, (Energov)

• Fully deployed mobile printers, improving the efficiency of Code Officers in the field

• Maintained extended service hours for Code Compliance to address cleanliness concerns; including early morning alley inspections seven days a week resulting in improved Cleanli-ness Index scores

• Provided outreach and education to residents and businesses by attending Homeowners and Merchant Associations meet-ings and ddistributing informational flyers and door hangers to properties properties.


• Coordination with the Sanitation Department to ensure timely removal of illegal dumping

• Collaboration with the Police Department regarding the enforcement of illegal events, illegal Short-Term/Transient Rentals, and alcohol violations

• Coordinated approach with the Finance Department for enforcement of Business Tax Receipt (BTR) applications / renewals and Resort Tax compliance

• Legal guidance and assistance from the City Attorney’s Office with Special Master cases and other investigations

• Coordination with the Public Works Department for sidewalk café approvals and enforcement

• Collaboration and commitment from other City Departments to follow-up and resolve service requests


219

CODE COMPLIANCEFUTURE OUTLOOK

As residents and businesses continue getting involved in representative associations, the Department anticipates the demand for community responsiveness will increase. As ordinances become more complex and greater in number, Code Compliance Officers will have to adapt and become problem solvers to find solutions for our community. We continue to look for opportunities to improve the efficient delivery of services by the Department

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


• Prosperity

○ Revitalize targeted areas and increase investment ○ Balance residents’ quality of life

• Neighborhoods

○ Prevent and solve crime for residents and visitors ○ Enhance the beautification, physical appearance and

cleanliness of neighborhoods ○ Increase compliance with City Code ○ Proactively monitor the city for mosquito breeding grounds


○ Implement City Commission goals and policies through the strategic plan and budget

○ Empower employees to provide excellent customer service, be problem solvers and solution finders

○ Make Miami Beach more business and user-friendly ○ Create an environment for interdepartmental collaboration ○ Support all objectives to improve decision making and



• COMPLETE Ocean Drive renovation, activation and programming underway

• COMPLETE Lincoln Road renovation within 3 to 3.5 years


• BUILD an Inclusive Economy

STRATEGIC ALIGNMENT CONT’D


220

CODE COMPLIANCE

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

76% 91% 85% 84% 100%

56% 55% 51% 57% 60%

27% 21% 18% 26% 26%

46% 42% 39% 44% 40%

** 1,453 2,594 2,024 3,015

15 29 26 21 25

** 66 52 59 58

** 1,175 848 1,012 1,174

** 144 71 108 N/A

** 1,503 1,138 1,321 1,200

** 148 124 136 N/A

** 96 104 100 N/A

** 3,927 3,756 3,842 3,894

** ** 96 96 100.0%

** *** 6%*** N/A 3%

10,439 11,816 5,916 10,121 N/A

** 23,073 20,083 21,578 23,000

** 3,241 2,913 3,077 -

1,583 1,909 1,141 1,255 N/A

929 1,087 497 596 N/A

**New Measure effective with FY 18/19***New Measure effective with Q2 FY 18/19


% of Code Employees that maintain Florida Association of Code Enforcement Level 3 Certification% of Code Employees that maintain Florida Association of Code Enforcement Level 4 Certification

# of code violations in North Beach

Total # of Code Violations

Total # of Inspections

# of Alcohol Sale Inspections

# of Sidewalk Cafe Violations

# of Sidewalk Cafe Inspections

# of High Liability Inspections

Total # of Sanitation Violations

Number of vacant and abandoned lots remediated by the City of Miami Beach

% of Noise Complaints resulting in Compliance

% of Inspections resulting in immediate Compliance


% of Code Employees that maintain Florida Association of Code Enforcement Level 1 Certification% of Code Employees that maintain Florida Association of Code Enforcement Level 2 Certification


# of Short-term Rental BTR Violations

# of Noise Complaints

# of Short-term Rental Inspections

# of Short-term Rental Violations

# of code violations on Ocean Drive



221

CODE COMPLIANCEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedLot Clearing/ Lien Satisfaction 0 6,516 4,000 4,000Special Master Fines 176,132 108,405 164,000 109,000Code Compliance Fines 822,027 673,762 700,000 350,000Total 998,159$ 788,682$ 868,000$ 463,000$

Expenditure AreaSalaries & Benefits 4,386,992 4,203,913 5,006,000 5,049,000Operating Expenditures 163,757 370,953 534,000 333,000Internal Services 898,820 942,000 948,000 1,074,000Total 5,449,569$ 5,516,866$ 6,488,000$ 6,456,000$

General Fund 50.00 + 0.00 PT 48.00 + 0.00 PT 47.00+ 0.00 PT 47.00 + 0.00 PTSanitation Fund 4.00 + 0.00 PT 4.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PTRDA Fund 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PTResort Tax 5.00 + 0.00 PT 5.00 + 0.00 PT 5.00 + 0.00 PT 5.00 + 0.00 PTTotal Budgeted Positions 61.00 + 0.00 PT 59.00 + 0.00 PT 56.00 + 0.00 PT 56.00 + 0.00 PT


0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000


Expenditure Summary



222

CODE COMPLIANCEBUDGET HIGHLIGHTS


• Personnel services expenditures increased by $43,000, or 0.9%. This is primarily due to the increases in salaries and wages totaling $78,000 from applicable merit increases and cost of living adjustments budgeted in FY 2021, which is partially offset by a decrease in other personnel services expenditures that include health and life insurance, shift differential, etc. totaling $35,000.


• Operating expenditures decreased by $201,000, or 37.6%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions, as well as decreases in other operating expenditures, including rent for office space occupied by the department, totaling $42,000.

• Internal services expenditures increased by $126,000 or 13.3% due to increases in Property Managment, Fleet Managment, Risk Maagement, Information Technology, and OIG Funding services totaling $134,000. These increases were, however, offset by a decrease in Central Services usage totaling $8,000.



• The FY 2021 budget also includes a $6,000 efficiency for the savings of renegotiated contracts for body cameras.


223

ECONOMIC DEVELOPMENTDEPARTMENT MISSION STATEMENT

The City of Miami Beach’s Economic Development Department (EDD) is dedicated to establishing a robust economy that stimulates balanced growth by connecting business, community, people and jobs, business assistance and resources, corridor development/redevelopment, real estate, and creating a diverse economy for this dynamic and resilient community.


Major Project Summaries:The Business Retention and Attraction area of focus provides economic development initiatives that support the retention and attraction of businesses through:

• Business support services, resources and investments• Small business advocacy• Data resources, market research, and information• Market and promote the City of Miami Beach’s assets

The Community Revitalization area of focus supports the City’s resilient initiatives through holistically identifying strategies and projects that:

• Grow Miami Beach’s talent pool• Support the growth of the City’s Live-Work-Play environment• Foster a positive cohesive relationship with the business,

residential and visitor communities

The Department also provides general oversight for redevelopment areas in the City including the City Center Redevelopment Agency (RDA):

The Redevelopment Agency (RDA) is funded by tax increment revenues received from the City and County within the boundaries of the City Center Redevelopment Area. These funds focus on revitalization of the district and all excess funds are set aside to pay down existing debt early, where possible. Upon the payoff of all debt, the RDA district expires. The City, through the Economic Development Department, is in the process of exploring establishment of another Community Redevelopment Agency in North Beach. Further details regarding the RDA’s significant accomplishments are provided in the RDA’s Work Plan.

FISCAL ENVIRONMENT

The Economic Development Department, except for the RDA, is funded from the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.


The Economic Development Department develops and sustains quality programs and initiatives to support the City’s tourism-based economy, including public/partnerships with key industries such as hospitality, and collaborative efforts with local and regional stakeholders.

To achieve the Economic Development Department’s mission, the Department has created two areas of focus to address the rich and diverse Miami Beach cultural and business communities. These units provide support to residents, businesses, and visitors to encourage a robust cultural climate and facilitate the development of a healthy economy so that residents, businesses and tourists can prosper, engage, innovate, and grow.

1. Business Retention & Attraction 2. Community Revitalization


Economic Development & Redevelopment Agency

(RDA)

Economic Development Department

Director


224

ECONOMIC DEVELOPMENTSTRATEGIC ALIGNMENT

Main Vision Area:

Prosperity


• Prosperity

○ Revitalize targeted areas and increase investment

• Mobility

○ Support affordable, compatible workforce housing


○ Support all objectives to improve strategic decision making and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement.

○ Make Miami Beach more business and user-friendly ○ Empower employees to provide excellent customer ser-

vice, be problem solvers and solution finders



• COMPLETE Ocean Drive renovation, activation, and pro-gramming underway.

• COMPLETE Lincoln Road renovation within 3 to 3.5 years.


• BUILD an Inclusive Economy• BE COUNTED• FINANCING a Resilient Future


The Miami Beach brand, recognized as a robust and innovative business environment, with its skilled workforce and educated residents, continues to attract new industries and workers from around the globe. Together, with our existing business community, the Economic Development Department remains focused on elevating Miami Beach businesses and helping to unlock their economic potential. The Economic Development Department achieves this by welcoming new businesses, connecting Miami Beach residents with rewarding jobs, creating a stronger business community, and bbuilding thriving neighborhoods throughout the island.


Economic Development

The division strives to promote itself as an ombudsman office between the public and private sector by facilitating interaction between private property owners and the City’s permitting and approval departments. Staff serves as a liaison to the Small Business Task Force and the 41st Street Committee, which address economic development opportunities in the City and critical transit corridors. Ongoing projects include serving as staff liaison for Business Improvement Districts (BIDs) within the City and other ad hoc committees, including, currently, the Washington Avenue BID, and the Mayor’s Ocean Drive Panel.


Business Retention and Attraction

• Implemented several small business initiatives and will be developing a forward-thinking economic vitality strategy in the coming year

• Eased the process of opening a business through the bifurcation of the Business Tax Receipt and Certificate of Use

• In coordination with the City’s IT Department and relevant city departments, improvements were made to the permitting processes for businesses

• Designed a Pop-Up program, allowing businesses to set up shop for a 90-day period; encouraging experiential business models and allowing small business owners test the market at lower risk

• Supported the Super Bowl Host Committee which projected an economic boost to the County of $ 500 million

• Foreign capital into Miami Beach increased in 2019, which was opposite to the National trend

• Established authorization for property owners to vote for the South Beach BID

Implemented severalsmall business initiatives and will be developing a forward-thinking economic vitality strategy in the coming year.


225

ECONOMIC DEVELOPMENTSIGNIFICANT ACCOMPLISHMENTS CONT’D

Community Revitalization

• Installed storefront covers in 26 vacant storefronts• Installed first parklet of the Washington Avenue Parklet Program• In collaboration with Estefan enterprises the city piloted a free

and open to the public musical parklet on 8th and Ocean Drive• Completed, in coordination with the city’s Chief Learning

Officer, a Sidewalk Café Assessment Pilot for South beach• Engaged an AECOM, an engineering firm, to develop a land

use, transportation and mobility, and economic development

plan for the 41st Street corridor• Developed pursuant to the request of the Mayor’s 41st Street

Committee, the city organized a kosher street market at 41st Street and Pinetree Drive

• Received approval from the County for the North Beach CRA’s Finding of Necessity


Community Revitalization

• Increase communication, education and community engagement for Economic Development initiatives

• Maintain maximum occupancy in all City-owned assets and increased activation of public spaces

• Assist in providing services and amenities that benefit the community through contractual relationships, and agreements such as the weekly street markets

• Increase stakeholder engagement opportunities to gauge interest in various economic development initiatives and business sectors

FUTURE OUTLOOK

Miami Beach is home to a high density of favorable tapestry profiles, illustrating that the population of the city is well educated, motivated, and enjoy the vibrant lifestyle that Miami Beach offers. The affordability of the North Beach neighborhood has attracted a high concentration of Millennials, and the highest concentration of persons who have earned a bachelor’s degree. Being home to a talented, educated workforce with specialties in a variety of skills, at varying career levels, the most important resource to office-using businesses is talent. Firms have shown that they are willing to move their entire base of operations to be nearer to strong pools of labor.

Additionally, using as a metric to suggest the presence of prime commercial real estate assets that attract cross-border investment, foreign capital brings with it jobs, diversity, and an increase in the value of existing real estate. Miami Beach is a significant driver of this, as over the past five years, cross-border investment has made up about 30% of total capital markets activity within the city.

Focusing on improving and growing the live-work-play dynamics, including and retail, as well as transportation access. Miami Beach owns several of these characteristics and has the advantage of being an “established” submarket vs. being an “emerging” submarket, which often leads to higher office occupancy and rents.

Economic Development opportunities are found throughout the City; from North Beach to the 41st Street Corridor, from Washington Avenue to Collins Park. New development projects, public private partnerships, economic revitalization programs, and creative financing for start-up and entrepreneurial endeavors are critical to the pathway forward towards building a robust and balanced economy.


Business Retention and Attraction

• Enhance marketing and communications with the general public including residents, property owners, business owners/ operators, to better foster business retention

• Proactive engagement of diverse industry sectors to attract to Miami Beach

• Adoption and adherence to economic development strategies and best practices

• Improved website and data development to ensure thorough and relevant and understandable information is easily accessible and available to the public, site selection consultants, and potential business owners

• Ability to welcome, market and interact with the business and development communities to encourage new and expanding private investment in the City

• Collaboration with outside agencies to capture available resources and support city initiatives

• Continue efforts to ease regulatory burdens that assist in remedying barriers to success

• Provide continuing education opportunities for staff to stay current on market trends and industry standards


226

ECONOMIC DEVELOPMENT


Actuals 2018

Actuals 2019

Actuals 2020 Target

2021 Target

Total number of business tax renewals * * 5,122 5,501 5,650

Business Retention Visits * * 45 75 60

New business Welcome Letters sent * * N/A 50 50

Unemployment Rate - Miami Beach * * 3.1% 3.2% 3.1%

Unemployment Rate - Miami Dade County * * 3.8% 3.2% 3.2%

Retail Occupancy Rate * * 8.9% 10.0% 10.0%

Office Vacancy Rate * * 7.7% 8.0% 8.0%

Multifamily Vacancy Rate * * 4.8% 4.8% 4.8%

Business workshops / presentations attendees * * 80 75 78

% used for City purposes @ 1701 Meridian * * 78% 78% N/A

% used for City purposes @ Historic City Hall * * 30% 45% N/A

A Key Performance Indicator (KPI) is a type of performance measure that expresses the results that the City intends to achieve toward accomplishing its vision in measurable terms. KPIs are included on the Citywide Work Plan, as well as on individual Department Performance Plan Highlights.





227

ECONOMIC DEVELOPMENTFY 2018 FY 2019 FY 2020 FY 2021

Expenditure by Division Actual Actual Adopted Proposed*Economic Development 180,308 388,505 1,212,000 1,057,000 Byron/Carlyle 64,060 144,565 205,000 51,000 Asset Managment 635,003 846,008 1,074,000 0 Total 879,371$ 1,379,078$ 2,491,000$ 1,108,000$

Expenditure AreaSalaries & Benefits 552,404 794,189 1,089,000 906,000 Operating Expenditures 205,536 357,889 1,025,000 123,000 Internal Services 114,431 221,000 371,000 74,000 Debt Service 7,000 6,000 6,000 5,000 Total 879,371$ 1,379,078$ 2,491,000$ 1,108,000$


*During FY 2020, the Asset Management Division of the Economic Development Department transferred to the Property Management Department.


-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

Salaries & Benefits Operating Expenditures Internal Services Debt Service

Expenditure Summary



228

ECONOMIC DEVELOPMENTFY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedOperating Expenditures 27,060 107,565 187,000 31,000 Internal Services 30,000 31,000 12,000 15,000 Debt Service 7,000 6,000 6,000 5,000 Total 64,060$ 144,565$ 205,000$ 51,000$




FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted Proposed*Salaries & Benefits 393,998 447,405 424,000 0 Operating Expenditures 168,574 225,603 311,000 0 Internal Services 72,431 173,000 339,000 0 Total 635,003$ 846,008$ 1,074,000$ 0$


*During FY 2020, the Asset Management Division of the Economic Development Department transferred to theProperty Management Department.

BYRON CARLYLE - GENERAL FUND

ECONOMIC DEVELOPMENT - GENERAL FUND

ASSET MANAGEMENT - GENERAL FUND


229

ECONOMIC DEVELOPMENTBUDGET HIGHLIGHTS


• Personnel services expenditures decreased by $183,000 or 16.8%. This is primarily due to the transfer of the Asset Managment Division of the Economic Development Department to Property Management during FY 2020 totaling $424,000 in personnel expenditures, which is partially offset by an increase attributed to personnel changes made in the department, one position transferred from the Property Management Department to assist with Economic Development functions, and applicable cost of living adjustments and merit increases budgeted in FY 2021.


• Operating expenditures decreased by $902,000 or 88.0%, primarily due to one-time expenditure enhancements budgeted in FY 2020 of $395,000, the transfer of the Asset Management Division from the Economic Development Department to the Property Management Department totaling $311,000 in operating expenditures, a decrease in operating expenditures related to operations of the Byron Carlyle totaling $156,000, and other miscellaneous decreases in operating expenditures of $40,000.

• Internal services expenditures decreased by $297,000 or 80.1%. This is primarily due to the transfer of the Asset Management Division to Property Management totaling $339,000, which is partially offset by increases in Central Services, Property Management, Risk Management, Information Technology, and OIG Funding services totaling $42,000 combined.


• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $22,000, which is comprised of $4,000 for furloughs for all bargaining units based on a tiered approach, $12,000 for non-essential expenditures, and $6,000 for non-essential training and travel.


231

ENVIRONMENT AND SUSTAINABILITYDEPARTMENT MISSION STATEMENT

We are committed to providing the highest quality services to our community by building resilience through the development, implementation, and improvement of climate change mitigation and sea level rise adaptation initiatives that enhance our natural environment, protect and preserve our urban forest, and increase communitywide sustainability.


The Environment and Sustainability Department is represented by professional, semi-professional, and licensed disciplines working in Administration, Environmental Resources, Sustainability, and Urban Forestry.

The Environmental Resources Management Division provides internal support across City departments to ensure all public projects, not just those labeled as environmental, avoid, minimize, and mitigate environmental impacts, as well as enhance the natural environment through their design. This Division serves as the City’s in-house environmental consultant and is the liaison between the City and other government agencies for environmental concerns. Services provided by this division include natural resource management, environmental permitting assistance, regulatory compliance oversight, plan review, technical advisory, and staff and community trainings.

The Sustainability Division works across all City departments to improve the sustainability of government operations to save money, improve processes, and enhance the environment. This Division handles climate change mitigation efforts with a focus on reducing greenhouse emissions from government operations and community-wide activities, reducing internal operational costs and improving operational efficiencies, and assisting with the development of the Resiliency Strategic Plan. This Division focuses on energy reduction, water conservation, recycling and waste reduction, and education and outreach.

The Urban Forestry Division oversees the urban forest by providing regulatory supervision and management. The division maintains the citywide Geographical Information System Tree Inventory and is in the process of developing the City’s first Urban Forestry Master Plan. Since the inception of the City’s Tree Preservation Ordinance on June 15, 2015, this Division issues tree permits, oversees tree mitigation, conducts heritage tree evaluations, conducts tree protection barrier inspections, provides tree risk assessments, and reviews plans for citywide tree selection/installations. The division also oversees the Commemorative Tree Program.


ENVIRONMENTAL RESOURCES

URBAN FORESTRY DIVISION

SUSTAINABILITY DIVISION

ENVIRONMENT AND SUSTAINABILITY ADMINISTRATION

FISCAL ENVIRONMENT

The Environment and Sustainability Department is primarily funded from the General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and the Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

The Environment and Sustainability Department is also supported through revenues generated from Sustainable Initiatives Contributions from the franchisee waste haulers.

In January 2016, the City Commission created the Sustainability and Resiliency Fund. This Fund generates revenues from developments that elect to pay a fee in lieu of providing electric vehicle charging stations and developments that elect to pay a fee in lieu of building to the City’s green building standards. By ordinance, this money is required to be used for projects that enhance the community’s environmental sustainability.

Beachfront Concessions Initiatives - The beachfront concessions servicing the beaches adjacent to public property provide funds to the city to support environmental initiatives including grants for local non-profit organizations and programing for sea turtle education and outreach.

Beach Renourishment -- The 4th amendment to the RDA Interlocal Agreement with Miami Dade County included a requirement that the City set aside $1.5 million (for each of the six years outlined in the agreement) each year to help fund County led beach renourishment. For FY 2020, the County provided the City $75,000 to fund a dune enhancement study.

The Urban Forestry Division is partially funded from the General Fund and the Tree Preservation Trust Fund. The Tree Preservation Trust Fund generates revenues via the City’s Tree Preservation Program, which includes fees associated with tree permit plan review, inspections, code violations, fines, contributions, and mitigation. Additional revenue is generated through donations made


232

ENVIRONMENT AND SUSTAINABILITY


Environmental Resources

• Coordinated with local stakeholders, Miami-Dade County, the state of Florida and the U.S. Army Corps of Engineers to bring 305,000 cubic yards of sand to erosional hotspot beaches in the vicinity of 65th Street, 55th Street, 46th Street and 28th Street

• Received one of the first ever Florida Resilient Coastlines Programs grants to complete design and permitting of an in-water living shoreline in Lake Pancoast. DERM allowed the Lake Pancoast mangrove planter to serve as on-site mitigation for the Indian Creek Seawall Rehabilitation project, the first on-site mitigation project in Miami Beach

• Created an environmental permitting handbook as a resource for project managers citywide. The handbook will help staff better understand environmental permitting requirements and timeframes to ensure that all projects are properly permitted prior to construction, to reduce permitting delays of projects, and improve compliance with permits during construction.

• Secured a water quality grant from the Florida Department of Environmental Protection to transform Everglades Court, the city’s last unpaved alley into the city’s first green alley

• Developed clean-water strategy outlining city’s efforts in protecting Biscayne Bay and sets goals for continued improvement

• Completed the government operations and community-wide Greenhouse Gas emissions inventory; government fleet assessment; energy assessment; and recycling assessment report

• Developed and implemented the resiliency portal with exclusive information on resiliency, sustainability, climate change, and sea level rise (www.mbrisingabove.com) and of the resiliency app/virtual tour with the additional of a kayak tour app funded by a grant awarded by the Miami Foundation


to the Commemorative Tree Program, which are then deposited into the Commemorative Tree Trust Fund. The Tree Preservation Trust Fund covers ancillary expenses related to the Tree Preservation Program such as reforestation efforts, tree giveaways, reforestation related brochures, and related supplies. The Commemorative Tree Trust Fund covers the expenses related to the Commemorative Tree Program such as commemorative tree plantings, one-time commemorative tree replacement costs, certificate issuance, and related supplies.


The Environment and Sustainability Department works with other City departments to integrate a holistic resiliency approach to climate change mitigation and adaptation efforts. The department focuses on protecting and enhancing our natural environment though sea level rise adaption efforts, natural resource management, and environmental compliance.


• Developed and implemented the PlasticfreeMB program. To date over 130 businesses have registered

• Planted over 500 trees within the last year as part of reforestation efforts through grant initiatives and GOB Projects

• Updated the City’s Tree Preservation Ordinance on October 2019. The newly adopted ordinance has received an award from the Florida Urban Forestry Council for outstanding tree preservation ordinance.


• Citywide cooperation and coordination supported by City Manager and City Commission in regards to technology solutions

• Realistic goals, strategies, and actions• Willingness and commitment to share information and

standardize data (integration)• Improve quality of life through better air, water, and

environmental quality• Improve regulatory compliance• Improve the City’s ecosystem function and biodiversity• Increase the City’s amount of natural habitat• Reduce impervious surfaces• Maintain recreation, environmental, and storm protection

functions of the beach/dune system• Increase sustainable tree canopy• Increase the City’s staff capacity building and awareness

regarding the City’s resiliency and sustainability initiatives• Look at investments for the City’s sustainability and resiliency

improvements that can lead to short and long term cost savings for the City’s budget

• Improve the City’s operational and environmental sustainability

Developed and implemented the resiliency portal with exclusive information on resiliency, sustainability, climate change, and sea level rise.


233

ENVIRONMENT AND SUSTAINABILITYFUTURE OUTLOOK

The Environment & Sustainability Department will continue to focus on protecting and enhancing our natural environment through sea level rise adaptation efforts, natural resource management, and environmental compliance. The Environmental Resources Division will continue providing internal support across City departments to ensure all public projects, not just those labeled as environmental, avoid, minimize, and mitigate environmental impacts, while enhancing the natural environment through their design. The Environmental Resources Division will also continue to serve as the in-house environmental consultant and liaison between the City and other government agencies for environmental concerns. Furthermore, the Environmental Resources Division will continue providing existing services to further improve the environmental compliance of the community, as well as protect, restore, and manage the City’s natural resources.

Creating a more sustainable community includes improving resource efficiencies, preventing harm to the natural environment, and protecting human health, while benefiting the social, economic, and environmental well-being of the community for present and future generations. The Sustainability Division will continue working with all City departments in order to improve internal sustainability efforts to save money, improve processes, and enhance the environment. This Division handles internal and external climate change mitigation efforts with a focus on reducing greenhouse emissions from government operations and community-wide activities and reducing internal operational costs and improving operational efficiencies. This Division will continue to develop and implement specific initiatives including conducting energy audit, developing EnergyCAP, improving recycling and waste reduction, continuing education and outreach, and developing policies that enhancing the communities. The Division has accomplished the City’s first recycling assessment and is in the process of finalizing the City’s first municipal buildings’ energy assessment and fleet assessment. These assessments will tremendously improve the City’s sustainability operations.

Urban trees are a vital part of City infrastructure, providing numerous environmental, economic, social, and health benefits. Among the identified benefits are cleaner air, reduced energy usage, less storm water runoff, amelioration of high urban temperatures and UV Rays, higher property values, improved aesthetics, a greater sense of health and well-being, and lower crime rates. The Urban Forestry Division will begin the implementation of the City’s first Urban Forestry Masterplan, continue to promote and enhance the Commemorative Tree Program, and continue to refine the Tree Preservation Program with increased resilient reforestation efforts.


The Department will continue to collaborate with all City departments to enhance sustainability efforts throughout our government operations and our community, strengthen resilience, and explore innovative adaptation and mitigation solutions for the City through:

• Developing solutions to issues in public health and safety, real estate and historic properties, architectural standards, energy consumption, income inequality, affordable housing, disaster preparation and recovery, community building, governance, community diversity, etc.

• Focusing on flexible, low-regret strategies• Capitalizing on adaptation opportunities that accommodate

to a changing environment and protect the character of our diverse community

• Adapting to changes in the City landscape based on natural disasters

• Prioritizing natural infrastructure solutions to sea level rise, such as citywide beach & dune system restoration, the use of bioswales and tree plantings to mitigate stormwater runoff, and the enhancement and expansion of living shorelines

• Maintaining a high quality of life for all of Miami Beach’s residents, businesses and visitors


234


STRATEGIC ALIGNMENT

Main Vision Area:



• Environment & Infrastruture

○ Work regionally and national-ly to protect Biscayne Bay water quality and to maintain a healthy dune and beach system

○ Reduce greenhouse gas emissions and heat ○ Make existing and new government buildings assets, and

fleet efficient, sustainable and resilient ○

• Mobility

○ Improve the walking and biking experience

● Organization Innovation




• COMPLETE the Beach walk• MAKE substantial progress (towards completion of entire)

Bay walk


• N/A


• PRESERVE and Restore Biscayne Bay• BUILD Reef Biodiversity and Defenses• NATURE-BASED Infrastructure – More than Just Habitat!• IMPLEMENT Sea Level Rise strategy • DEVELOP Sea Level Rise Checklist for Capital Projects• REDUCE “Back-Bay Flooding”• RESILIENT Parks • RESILIENT 35 in the 305 Network • STRENGTHEN Resilience Planning• EXPAND Renewable Energy • RISE to the Rescue

STRATEGIC ALIGNMENT


235

ENVIRONMENT AND SUSTAINABILITYPERFORMANCE PLAN HIGHLIGHTS

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

44 139 257 300 300

* 60 120 170 170

* * 3 4 4

7 16 17 8 20


Number of workshops/trainings provided per year:- In House (City Employees)

Waterway Cleanliness - # of quarters where the average assessment score of 2.0 or better


Main Vision Area: Environment & Infrastructure

# of canopy trees installed citywide in Right-Of-Ways (ROWs), parks and green spaces

Number of businesses joining PlasticFreeMB


236


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 961,549 1,011,828 1,129,000 942,500 Operating Expenditures 274,935 206,051 391,000 105,500 Internal Services 43,381 135,000 112,000 104,000 Total 1,279,864$ 1,352,879$ 1,632,000$ 1,152,000$

General Fund 9.00 + 0.00 PT 9.00 + 0.00 PT 9.00 + 0.00 PT 7.40 + 0.00 PTSustainability Fund 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.50 + 0.00 PTTree Preservation Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.10 + 0.00 PTOther Funds - Building 2.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PTTotal Budgeted Positions 12.00 + 0.00 PT 11.00 + 0.00 PT 11.00 + 0.00 PT 10.00 + 0.00 PT


0

200,000

400,000

600,000

800,000

1,000,000

1,200,000


Expenditure Summary



237

ENVIRONMENT AND SUSTAINABILITYFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedContributions - Sustn. Initiatives (Waste Haulers) 368,500 357,816 346,000 478,000 Fund Balance/Retained Earnings 0 0 107,000 112,000 Total 368,500$ 357,816$ 453,000$ 590,000$

Expenditure AreaSalaries & Benefits 131,839 143,741 138,300 205,300 Operating Expenditures 162,208 129,136 309,700 375,200 Internal Services 0 0 5,000 9,500 Total 294,046$ 272,877$ 453,000$ 590,000$



DEPARTMENT FINANCIAL SUMMARY - SUSTAINABILITY

0 50,000

100,000 150,000 200,000 250,000 300,000 350,000 400,000


Expenditure Summary



238


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedPermits (Tree Permits) 23,588 38,000 31,000 31,000 Fees-Other (Inspections) 67,680 91,984 44,000 44,000 Other Local Ordinances (Violations) 22,750 39,000 0 0 Contrib. & Donations Private Sources 31,993 135,315 30,000 30,000 Fund Balance/Retained Earnings 0 0 27,000 0 Total 146,011$ 304,299$ 132,000$ 105,000$

Expenditure AreaSalaries & Benefits 0 0 0 12,000Operating Expenditures 60,728 69,009 132,000 91,600Internal Services 0 0 0 400Capital 0 0 0 1,000Total 60,728$ 69,009$ 132,000$ 105,000$



DEPARTMENT FINANCIAL SUMMARY - TREE PRESERVATION

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000


Expenditure Summary



239


Revenue Area Actual Actual Adopted ProposedContributions & Donations 2,000 0 5,000 0 Fund Balance / Retained Earnings 0 0 0 3,000 Total 2,000$ 0$ 5,000$ 3,000$

Expenditure AreaOperating Expenditures 4,540 285 5,000 3,000 Total 4,540$ 285$ 5,000$ 3,000$

Revenue Less Expenditures (2,540)$ (285)$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - COMMEMORATIVE TREE TRUST

0

1,000

2,000

3,000

4,000

5,000

6,000


Expenditure Summary



240


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedContribution & Donations Private 0 28,456 44,000 44,000 Fund Balance/Retained Earnings 0 0 21,000 0 Total 0$ 28,456$ 65,000$ 44,000$

Expenditure AreaOperating Expenditures 0 0 65,000 44,000 Total 0$ 0$ 65,000$ 44,000$

Revenue Less Expenditures 0$ 28,456$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - BEACHFRONT CONCESSION INITIATIVES

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000


Expenditure Summary



241


Revenue Area Actual Actual Adopted ProposedFund Balance/Retained Earnings 0 0 75,000 0 Transfers In 1,500,000 1,500,000 0 1,500,000 Total 1,500,000$ 1,500,000$ 75,000$ 1,500,000$

Expenditure AreaOperating Expenditures 0 3,000,000 75,000 1,500,000 Total 0$ 3,000,000$ 75,000$ 1,500,000$

Revenue Less Expenditures 1,500,000$ (1,500,000)$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - BEACH RENOURISMENT FUND

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000


Expenditure Summary



242

ENVIRONMENT AND SUSTAINABILITYBUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $186,500, or 16.5%. This is primarily due to decreases in salaries and wages of $159,000, health and life Insurance of $23,000, and other personnel-related costs of $4,500, resulting from the elimination of a Full-Time Assistant Director position, as well as partions of two existing positions reallocated to the Sustainability and Tree Preservation Funds for FY 2021.

• Operating expenditures decreased by $285,500, or 73.0%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions totaling $133,000, as well as one-time expenditures budgeted in FY 2020 of $123,000 for Pine Tree Drive Australian Pines Pruning and decreases in other professional services expenditures of $29,500 based on anticipated department needs in FY 2021.

• Internal service expenditures decreased by $8,000, or 7.1%. This is primarily due to a combined decrease of $10,000 in Central Services and Information Technology services, partially offset by increases in Risk Managment and OIG Funding services of $2,000.


Sustainability

• The Sustainability Fund increased by $137,000. This is primarily due to an increase of $67,000 in personnel services expenditures resulting from a change in the funding allocation of the Sustainability Coordinator position, as well as an increase of $65,500 in operating expenditures for independent contract agreements of $40,000 and EnergyCAP annual maintenance costs of $29,000 partially offset by a decrease in other miscellaneous operating expenditures of $3,500. Lastly, internal services expenditures increased by $4,500 based on increases in Information Technology and OIG Funding services.

Tree Preservation

• The Tree Preservation Fund decreased by $27,000, or 20.5%, primarily due to a decrease of $40,400 in operating expenditures based on projected costs for FY 2021, partially offset by an increase of $12,000 in personnel services expenditures resulting from a change in the funding allocation of the Urban Forester position that was previously fully funded in the General Fund.

Commemorative Tree Trust

• The Commemorative Tree Trust Fund decreased by $2,000 based on projected costs in FY 2021.

Beachfront Concession Initiatives • The Beachfront Concession Initiatives Fund decreased by

$21,000, or 32%, based on a decrease in one-time funding available in FY 2020 from the previous Beachfront Concession Agreement.


General Fund

• The FY 2021 budget includes a $136,000 efficiency for the elimination of a Full-Time Assistant Environment & Sustainability Director position.



243

OFFICE OF HOUSING AND COMMUNITY SERVICES

243


We are dedicated to maximizing the City’s resources while providing excellent public services to improve our residents’ quality of life, reducing homelessness, managing the City’s residential properties, and promoting community development opportunities.


The Office of Housing and Community Services (HCS) is divided into four divisions:

• Housing & Community Development – Administers U.S. Department of Housing and Urban Development (HUD) entitlement funds and State Housing Initiatives Program (SHIP) funds on behalf of the City, typically as pass-through funding for public service, affordable housing, and capital projects

• Community Services – Addresses the human services and referral needs of our community’s youth, elderly, and families including rent and utility assistance, emergency food and ACCESS Florida services among others; operates three youth and family programs funded by The Children’s Trust; and oversees the City’s grocery delivery program

• Homeless Outreach – Provides shelter, relocation assistance, employment, identification document replacement services, and support services, among others, as well as housing planning for homeless persons

• Residential Housing – Manages eighty-nine (89) affordable housing units located within five multi-family properties in compliance with HUD rules and regulations. This division also is working on developing two (2) City-owned sites for the provision of workforce housing: the Barclay Plaza Apartments and the surface lot on 23rd Street (behind the Regional Library).

FISCAL ENVIRONMENT

The Housing & Community Development Division receives annual entitlement funding from the HUD via the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) programs, as well as from the State Housing Initiatives Partnership (SHIP) program. Annual allocations fluctuate and have trended down over time. The FY 2021 CDBG and HOME entitlements are $959,218 and $658,888 respetively.

The Community Services Division is supported by the General Fund and also receives $1.5 million annually from The Children’s Trust for the operation of three youth programs: All Stars, Parent-Child Program, and Success University (Miami Beach Service Partnership). The Division receives funding from the CDBG Program to support the City’s grocery delivery program serving food-insecure households. The Division also received $24,500 from the Emergency Food and Shelter Program (EFSP) for rent/utility assistance and emergency food vouchers.


HOUSING AND COMMUNITY SERVICESDIRECTOR

ASSISTANT DEPARTMENT DIRECTOR

COMMUNITYSERVICES

HOMELESSOUTREACH

HOUSING ANDCOMMUNITY

DEVELOPMENT

RESIDENTIALHOUSING


The Homeless Outreach Program is supported by the General Fund as well as grant funds from the Miami-Dade County Homeless Trust (Homeless Trust). The Homeless Trust provides less than five percent of the Division’s funding for: street outreach services; maintaining the Homeless Management Information System; and identification document replacement assistance. The Homeless Trust terminated the City’s allocation for emergency hotel placements for elderly and special needs homeless clients in FY 2019.

The Residential Housing Division collects its operational revenues from rent charged to tenants of its affordable housing properties. Rents for these properties are determined by HUD to ensure affordability for households earning up to 80 percent of Area Median Income (AMI). The City is currently replacing the seawall and preparing for rehabilitation of the four (4) buildings that comprise the Madeleine Village Apartments. HOME and CDBG entitlement funds are slated to fund this work. The City is also seeking to develop two (2) City-owned sites (Barclay Apartments, 23rd Street surface lot) as workforce housing by providing the land and securing a private partner to develop each site.



244 244

STRATEGIC ALIGNMENT

Main Vision Area:

Mobility


• Mobility

○ Increase housing options for current and future residents ○ Support affordable, compatible workforce housing ○ Address homelessness


○ Support all objectives to improve strategic decision making and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement.


• N/A


• N/A


• BE COUNTED• UPDATE the Social Services Master Plan• ADVOCATE for Mental Health• RESPECT our Elders• ACCELERATE Progress of HIV/ AIDS Strategy• INCREASE Neighborhood Response• SUPPORT Resilience Hubs


The Housing & Community Development Division works closely with a variety of community-based providers to achieve the goals outlined in the City’s Comprehensive Plan. The Division holds public hearings and encourages communitywide input in every aspect of the City’s comprehensive Consolidated Plan process from citizens, housing providers, human service agencies, and other community stakeholders. Competitive processes are conducted annually to award federal and state funding for affordable housing development projects, public service programs and capital projects, as appropriate. This Division works very closely with the state-mandated Affordable Housing Advisory Committee. The Division also works with federal and state monitors to ensure compliance with all program rules and regulations.


The Community Services Division works collaboratively with a variety of non-profit and for-profit agencies to address the emerging quality of life needs of our residents including employment, rent assistance, youth development, and food and family stabilization, among many others. Through the Miami Beach Service Partnership, the Division is working to create a citywide, holistic delivery system for our community’s most vulnerable residents as well as developing best practices to ensure that the service network continues to thrive in the current, unstable economic environment. The Division remains an ACCESS Florida site (a certified partnership with the Florida Department of Children and Families [DCF] to serve as a site for DCF services including Supplemental Nutrition Assistance Program) and has ongoing on-site collaborations with the Office of the State Attorney and the Alliance for Aging.

The Homeless Outreach Program proactively engages the homeless and harnesses the resources of various community-based providers in order to serve the City’s homeless in a holistic manner. The City is an active member of the Miami-Dade County Continuum of Care and complies with its operating framework. Through street outreach and its operation of the sole municipal walk-in center for the homeless in Miami-Dade County, the program utilizes Care Coordination strategies to shelter, employ, support and transition homeless clients in hopes of ending personal homelessness. The Division also works closely and collaboratively with other City departments and the Committee on the Homeless to address emerging issues and cultivate additional strategies to address homelessness in our community.

The Residential Housing Division is currently comprised of five (5) properties complying with HUD rules and regulations while providing quality housing for its low-income household tenants. Rent limits are established by HUD and the City maintains, operates and improves these properties exclusively with rent collections. With regards to workforce housing, the City will complete its Request for Proposal (RFP) process which will seek private developers to develop Barclay Plaza Apartments and Collins Park sites.



245

OFFICE OF HOUSING AND COMMUNITY SERVICESSIGNIFICANT ACCOMPLISHMENTS CONT’D

• The City completed Phase I renovations of the Lottie Apartmentsincluding roof replacement, lead remediation, exterior workand landscaping

• The Success University retention rate increase dramatically from74.6% in the 2017/2018 contract year to 87.5% this contractyear which allows us to continue providing over 90 counselingsessions, 360 tutoring sessions, and 132 Functional FamilyTherapy sessions to vulnerable youth and their families, amongother achievements. (fully funded by grants)


Housing & Community Development Division:

• Monitoring market conditions and identifying leveragingopportunities to maximize production of affordable andworkforce housing in Miami Beach

• Research and access other grant sources and communicateopportunities to human service organizations and affordableand workforce housing developers

• Ensuring the timely and compliant expenditure of federalgrant funds

• Identifying opportunities to produce workforce housing forthose earning up to 140 percent of AMI with a priority inserving those professions identified by the Commission (thoseemployed in the education, municipal, and public safetyprofessions)

• Ensuring that properties remaining under affordability complywith HUD rules and regulations and property maintenancestandards for the entire property affordability period

• Addressing the rehabilitation and maintenance needs of theCity’s residential housing portfolio as we work to acquire anew building

Community Services Division:

• Expanding collaborative opportunities with community-basedproviders so as to leverage finite resources to holisticallyserve the community’s needs

• Establishing collaborations with key human services providers(i.e. DCF) to ensure access to key services for the City’svulnerable residents

• Ensuring that Success University and its Service PartnershipPartners, Miami Beach All Stars, and the Parent HomeProgram meet the benchmarks and deliverables expected byThe Children’s Trust, their sole funder

• Cultivating new funding streams and strategies to sustainand grow services to meet our community’s evolving andemerging needs


• The CDBG program funded afterschool and summer campservices for 460 youth, provided monthly transit passes for 96homeless clients in shelter to facilitate obtaining work, providedinformation and referral services to 118 elderly residents, andprovided rent and utility assistance to five residents

• Reduced overall homelessness by 26 percent from 1,998homeless persons in FY 2016 to 1,480 in FY 2019

• Obtained re-funding from The Children’s Trust in the amount of$1.5 million for all three of its programs which serve youth andchildren from infancy to age 18 and their families

• Grew the grocery delivery program to serve up to 108 elderlyhouseholds per month with fresh produce, protein and shelfstaples

• Provided free tax preparation services to 383 householdsresulting in $327,820 in refunds for low-income and elderlyresidents

• Parent-Child Program was able to see a 267% increase inservice utilization among Parents with Adolescents (ages 12– 18) participating in Nurturing Parent Program sessions (fullyfunded by grants)

• The All Stars Program added an entrepreneurship componentfor its participants at Nautilus Middle School that complimentsthe program’s STEAM (Science, Technology, Engineering, Artsand Mathematics) curriculum. The entrepreneurship curriculaincludes its first business venture: the production and marketingof greeting cards sold during the holidays. (fully funded bygrants)

• The City was able to preserve an affordable housing unit thathad previously been assisted with HOME funds for homebuyeracquisition by an elderly couple who used SHIP funds andsavings to purchase their home without the need for a mortgage.The elderly couple was one of four families assisted in becomingfirst-time homebuyers in our City this past year

Reduced the homelessness

count in the city by 26%

compared to FY 20166.



246


Homeless Outreach Program:

• Collaboration with the Miami-Dade Homeless Trust targeting the City’s chronic homeless population

• Collaboration with other departments/divisions in order to continue homeless outreach in a comprehensive manner

• Establishing new and expended collaborations with community-based service providers within the Continuum of Care to ensure service delivery to the homeless in our City

• Conducting outreach to business, resident and faith provider groups to engage these stakeholders in addressing homelessness and promote prevention strategies

• Cultivating key results in-house to facilitate the immediate immersion with supports for those clients choosing to leave the streets and seek independent living

• Utilizing data to streamline the strategic use of resources and adequately and effectively responding to emerging changes within the homeless population

Residential Housing:

• Ensuring that tenants comply with lease terms and that unit turnovers are addressed promptly to ensure maximum revenue yield while minding operational costs

• Completing the rehabilitation of the City-owned residential properties to ensure that tenants receive decent, safe, and sanitary housing meeting HUD’s housing quality standard

FUTURE OUTLOOK

Housing & Community Development Division

The City’s federal allocation is at threat of significant further reduction as the 2020 decennial census approaches. The City, however, is obligated to ensure federal compliance with capital projects that remain under affordability with many remaining affordable for 20 or more years. As such, it is foreseen that the General Fund will need to subsidize the budget shortfall for staffing costs if federal allocations are not adjusted to inflation and community needs, curtailed, or terminated.

Community Services Division

The Children’s Trust remains the division’s primary funding source. The division’s reliance on this funding source to serve more than 500 households annually will be challenged as funding remains flat and operating costs rise due to inflation. This will require new funding sources and efficient use of existing resources to ensure that programming is not adversely impacted by financial constraints. It is in the City’s best interests to explore alternate funding sources if programs desired by the residents – but not funded by the Trust – are to continue as community offerings.


Homeless Outreach Program

While the City overwhelmingly continues to serve homeless people from other areas, the single greatest challenge it faces is the ongoing, unfettered migration of homeless people from other jurisdictions. The need to control this migration will be central to controlling the operational costs of the Program in the future especially as processes in other areas of the County and Nation may drive the homeless to our City for services.

Residential Housing

The City has made significant progress in addressing the backlog of maintenance and repair issues inherited with its residential properties. The City will be rehabilitating a third property while pursuing grant funds to rehabilitate the fIFth and final property. In addition, the City acquired the Lottie Apartments, Madeleine Village, Neptune Apartments, London House and Biscayne Beach House properties and has integrated them into the City’s affordable housing portfolio.



247

OFFICE OF HOUSING AND COMMUNITY SERVICESPERFORMANCE PLAN HIGHLIGHTS

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

# of elderly served annually 693 921 569 400 400

# of residents served annually 2,485 2,458 2,453 2,500 2500

Total # of youth served annually (Children's Trust funded)

388 339 400 427 427

# of people receiving tax preparation services annually

240 262 354 300 300

Shelter bed admissions annually 679 547 449 500 500

# of relocated homeless individuals 118 122 208 190 190

# of individuals transitioned to self-sustaining or permanent housing

172 177 279 250 250

# of homeless contacts annually 4,360 6,446 6,100 5,200 5200

# of tenants housed 84 84 73 89 89

# of First-time homebuyers assisted (SHIP funded)

2 5 4 3 4

# of Owner-occupied homeowners assisted (SHIP funded)

0 2 0 1 1


Main Vision Area: Mobility



248

FY 2018 FY 2019 FY 2020 FY 2021Expenditure by Division Actual Actual Adopted ProposedCommunity Services 681,639 772,756 1,201,500 1,069,699Housing/Community Development 1,808,387 731,497 578,500 557,223Homeless Services 1,470,171 1,584,851 1,915,000 1,862,078Total 3,960,197$ 3,089,105$ 3,695,000$ 3,489,000$

Expenditure AreaSalaries & Benefits 1,797,067 1,663,185 1,914,500 1,858,500 Operating Expenditures 1,796,674 932,705 1,316,500 1,122,500 Internal Services 366,455 493,214 464,000 508,000 Total 3,960,197$ 3,089,105$ 3,695,000$ 3,489,000$

General Fund 14.20 + 3.00 PT 14.10 + 3.00 PT 14.10 + 3.00 PT 12.70 + 3.00 PT CDBG Fund 0.95 + 0.00 PT 1.05 + 0.00 PT 1.05 + 0.00 PT 1.05 + 0.00 PT HOME Grant Fund 0.45 + 0.00 PT 0.45 + 0.00 PT 0.45 + 0.00 PT 0.90 + 0.00 PT HTO/HTMS/HID/CT Grant Funds 10.25 + 9.00 PT 9.25 + 9.00 PT 9.25 + 9.00 PT 9.25 + 12.00 PT Residential Housing Fund 1.15 + 1.00 PT 1.15 + 1.00 PT 1.15 + 1.00 PT 3.10 + 0.00 PT Total Budgeted Positions 27.00 + 13.00 PT 26.00 + 13.00 PT 26.00 + 13.00 PT 27.00 + 15.00 PT




COMMUNITY SERVICES - GENERAL FUND

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000


Expenditure Summary




249


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 522,496 421,500 471,500 453,100 Operating Expenditures 1,096,890 38,998 29,000 24,300 Internal Services 189,000 271,000 78,000 79,823 Total 1,808,387$ 731,497$ 578,500$ 557,223$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 762,833 707,226 790,000 770,400 Operating Expenditures 610,338 755,625 989,000 945,100 Internal Services 97,000 122,000 136,000 146,578 Total 1,470,171$ 1,584,851$ 1,915,000$ 1,862,078$


HOUSING & COMMUNITY DEVELOPMENT - GENERAL FUND

HOMELESS SERVICES - GENERAL FUND



250

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedFees - Other 2,535 7,891 0 0 Rent - Lottie Apartments 81,424 86,609 94,000 93,000 Rent - Madeline Apartments 101,035 125,138 120,000 120,000 Rent - Neptune Apartments 231,491 234,533 265,000 265,000 Rent - Biscayne Beach House Apartments 0 17,801 55,000 67,000 Rent - London House Apartments 200,679 239,123 244,000 241,000 Fund Balance/Retained Earnings 0 0 55,000 20,000 Miscellaneous 7,105 8,192 6,000 7,000 Total 624,269$ 719,287$ 839,000$ 813,000$

Expenditure AreaSalaries & Benefits 148,862 148,882 182,000 198,300 Operating Expenditures 240,636 262,520 643,000 570,700 Internal Services 14,000 14,000 14,000 14,000 Capital 0 0 0 30,000 Total 403,498$ 425,402$ 839,000$ 813,000$



DEPARTMENT FINANCIAL SUMMARY - RESIDENTIAL HOUSING

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000


Expenditure Summary




251


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedFines-Short Term Rental 91,650 33,148 0 0Fund Balance/Retained Earnings 0 0 250,000 0Total 91,650$ 33,148$ 250,000$ 0$

Expenditure AreaOperating Expenditures 0 0 250,000 0Total 0$ 0$ 250,000$ 0$



DEPARTMENT FINANCIAL SUMMARY - DOMESTIC VIOLENCE

0

50,000

100,000

150,000

200,000

250,000

300,000


Expenditure Summary




252

BUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $56,000, or 2.9%, primarily due to decreases in salaries and wages, as well as other personnel services expenditures that include projected health and life insurance, overtime, and allowances, based on the anticipated availability of grant funding for FY 2021 allowing for a larger portion of existing budgeted positions to be funded from these grants.

• Operating expenditures decreased by $194,000, or 14.7%. This is primarily due to one-time decreases from the COVID-19 balancing plan reductions totaling $158,000, as well as the elimination of one time expenditure enhancements budgeted in FY 2020.

• Internal services expenditures increased by $44,000, or 9.5%. This is primarily due to an increase of $65,000 in Information Technology services, as well as other increases in Risk Management, Central Service, and OIG Funding services totaling $16,000 combined. These increases were, however, partially offset by a decrease in Property Management services of $37,000.


Residential Housing Program

• Personnel services expenditures increased by $16,300, or 9.0%. This is primarily due to the mid-year conversion of a part-time position to full-time to better meet the property maintenance needs of the City’s expanding residential housing portfolio.

• Operating expenditures decreased by $72,300, or 11.2%. This is primarily due to reductions in the costs for ad hoc repairs and maintenance totaling $43,600, as well as a reduction in the budgeted set-aside for operating contingency of $34,700 based on projected revenues in excess of expenditures.

• Internal services expenditures remain unchanged from the FY 2020 budget of $14,000.

• Capital expenditures increased $30,000 for one-time vehicle, machinery, and equipment expenditures needed in FY 2021 for maintenance of the City’s residential housing portfolio.

Domestic Violence

• The FY 2021 budget decreased $250,000, or 100.0%, due to the short-term rental funds that were placed on hold following the Miami-Dade Circuit Court’s ruling to strike down the City’s short -term rental fines structure during FY 2020.


General Fund

• As part of the COVID-19 balancing plan, the FY 2021 reductions include a one-time reduction of $158,000, which is comprised of $13,000 for furloughs for all bargaining units based on a tiered approach, $110,000 for non-essential expenditures, $10,000 for non-essential training and travel, and $25,000 related to the citywide hiring freeze.

253

PLANNINGECONOMIC DEVELOPMENT & CULTURAL ARTS


The Planning Department is dedicated to developing, refining, and implementing a comprehensive urban planning vision for Miami Beach with the goal of preserving the integrity of the City’s unique design heritage, and enhancing the quality and diversity of the urban experience, inclusive of its residential neighborhoods, business districts, resorts, recreation, and entertainment areas.


The Department provides guidance in design and applies regulatory standards and policies with the intent of ensuring progressive urban design principles, while preserving the City’s rich architectural and historic resources.

The Planning Department is responsible for providing professional analysis and recommendations to the City Manager and City Commission on all land development issues. We serve as staff to the City’s Planning Board, Board of Adjustment, Design Review Board and Historic Preservation Board. The Department processes the applications, reviews and prepares recommendations, and is also responsible for implementing and updating the comprehensive plan as required by State Statutes. The Department reviews building permits for compliance with the land development regulations, board orders, and for consistency with architectural review guidelines as well as preservation criteria.

Additionally, the Department also conducts studies on specialized topics, such as resiliency and sustainability, growth management, wayfinding, historic designation, urban and landscape design, and prepares master and conceptual plans for neighborhoods and conservation districts. Such efforts generally involve extensive public participation and collaboration with other City departments and governmental agencies to facilitate implementation of the plans once approved by City Commission.

FISCAL ENVIRONMENT

The Department is funded from the General Fund. Fees related to the Land Development approval process and Building Development Process were analyzed. The results found that fees had not been adjusted in over ten years. Subsequently, the City Commission approved an updated to the fees and methodology in December of 2015 and implemented them in May of 2016. The new fee schedule was intended to yield enough revenues to offset the operating costs for all processes under the department. Since then, the City Commission directed staff to again review fees and applicability thereof to capture revenue from other sources which are exempt from fees. The consulting team made several recommendations to apply fees not only to new construction, but alterations of existing structures as well. They have recommended reductions in some fees, and increases in others, all within the context of generating enough revenue to offset expenses as intended during the 2015 analysis. The updated fees based on the consultant’s recommendations were adopted May 8, 2019, and have since been implemented.


Administrative Services Office of Planning & Zoning

Office of Urban Design

Office of Historic Preservation

Office of Comprehensive Planning & Sustainability

Plan Review (Building Permits, Sidewalk

Cafe, BTRs & PZ Permits)

Office of the Clerk of Boards

Planning Department Office of Director

Office of Deputy Director

254


PLANNINGBUSINESS ENVIRONMENT

The Department serves as the liaison to several Land Use Boards that include Planning, Design Review, Historic Preservation and Board of Adjustment. Additionally, the department staffs the Commission’s Land Use and Development Committee and is also the liaison for the Flood Plain Management Board. Planning conducts Special Area Studies that require participation with civic organizations such as the Miami Beach Community Development Corporation, North Beach Development Corporation, Housing Authority, as well as several homeowners’ associations and neighborhood groups. Planning also addresses and responds to requirements from State agencies and the South Florida Regional Planning Council and represents the City at selected committee meetings with the School Board, Miami-Dade County, and other neighboring municipalities based on various inter-local agreements. Internally, the Planning Department maintains a close working relationship with various departments, including Transportation, Public Works, City Clerk, Information Technology, Building, Code Compliance, Economic Development, Fire, Capital Improvement Projects (CIP), Parks and Recreation, Environment and Sustainability, Office of the City Attorney, and Property Management, and provides technical and professional guidance on projects that may need approval from Land Use Boards (LUB), Commission Committees, or City Commission.


• Submitted five projects for approval from the Design Review Board (DRB) since adoption of the North Beach Town Center Urban Core (TC-C) Ordinance (2018-4224). Two projects have received DRB approval and are now in the building permit stage. An additional project was approved by the DRB prior to the adoption of the TC-C regulations; however, the project is making revisions that incorporate some of the district’s new concepts.

• Received award for Best Practice from the Gold Coast Section of the Florida Chapter of the American Planning Association for the North Beach Town Center Urban Core (TC-C) ordinance 2019. The ordinance allowed for the North Beach Town Center Urban Corridor project to promote a significant advancement to the quality of planning practices. This is one of the first examples of zoning for urban redevelopment intended to sustain the impacts of sea level rise without sacrificing the planning concepts that create a sense of place. It also incorporates innovative regulations for a variety of housing types to incentivize the development of attainable housing, create viable commercial uses in light of changing retail trends, and improve infrastructure.

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


● Prosperity


● Neighborhoods

○ Modernize and streamline our old and complex land development regulations and City codes

○ Prioritize historic gems and create opportunities to build resilience into historic properties

• Mobility ○ Increase housing options for current and future residents ○ Support affordable, compatible workforce housing

• Organization Innovation



● MAKE substantial progress on North Beach Town Center/By-ron Carlyle/Ocean Terrace.


• N/A


● BUILD an Inclusive Economy ● STRENGTHEN Resilience Planning ● BOUNCE Forward 305

255



• Adopted Development Process Study (Ord: 2019-30863). The City engaged Matrix Consulting Group to review the development process including board approvals, administrative authority, governing regulations, and permitting process. This study generated recommendations for immediate improvements, identified bottlenecks and restrictive regulations as well as duplicative and outdated processes. The study was presented to the City Commission on April 10, 2019. Referrals to the Land Use Board and Planning Board were issued in order to examine the findings, and for those boards and committees to make recommendations to the city commission for adoption and implementation.

• Created the Development Review Committee (established May 2019). The Development Review Committee (DRC) was recommended by the Matrix Development report which evaluated the development process in Miami Beach. The DRC facilitates the path to the building permits where other disciplines weigh in, identify conflicts and suggest alternatives well in advance of the building permit review, therefore expediting the building permitting phase. The committee reviews applications that require approval from the Historic Preservation, Design Review Board, and Planning Board, as applicable. The committee will focus on major private and City projects as well as any proposal that impacts the right of way or affect mobility. Single family homes and projects that may move forward as designed, or with minor modifications, will not typically be subject to review by the DRC unless the project includes unusual elements or site conditions that may pose an impact to the greater urban fabric of the neighborhood.

• Completed study of the Flamingo Park and Collins Park Historical Districts. The department engaged consulting professionals to review and identify foundation types, as well as survey and prepare FEMA certificates for approximately 500 properties in the districts in order to develop future design guidelines that address sea level rise.

• Completed Flamingo Park and Collins Park Historical Districts study. Out of the 500 properties, approximately 330 participated in the voluntary program and received Elevation Certificates at no cost, which facilitates property owners in obtaining flood insurance. The elevation and foundation data collected served to identify building typologies and elevations and served as a base for design guidelines. The results were analyzed and incorporated into the Historic District Resiliency and Adaptation Guidelines and will be presented in the “Buoyant City Report”, by Alan T Shulman and Associates, expected to be completed in FY 2020.


• Completed the Historic District Resiliency & Adaptation Guidelines. The Historic District Resiliency & Adaptation Guidelines was a study of the Flamingo Park and Collins Waterfront local historic districts. The boundaries of the study were determined based on vulnerability to impacts from sea level rise and studies the areas based on a typological approach to existing buildings, landscapes, and streetscapes. The guidelines included effective strategies for immediate, mid and long term mitigation, and will inform the Resiliency Code process which will update the Land Development Regulations.

• Authorized request for qualifications and engaged consultant for resiliency code update of land development regulations. On June 5, 2019 City Commission authorized the issuance of a Request for Qualifications (RFQ2019-209-ND) for Resiliency Code Consultant Services. This would provide staff, developers, and the community with clear and consistent rules and regulations to which new development must conform. The City’s current land development regulations are difficult to read and understand. The regulations contain complex and often overlapping criteria for permitted and conditional uses, development regulations and overlay districts. The regulations generally do not sufficiently address how a building is oriented on a site, impacts surrounding sites or affects the pedestrian environment and public realm. Over the last few decades, this has created the need for lengthy and complicated negotiations between City staff and developers in order to achieve sound planning and development practices. The regulations, which were adopted in 1989, have not been reviewed and updated, but they have been amended in a frequent and piecemeal manner over the last 30 years. A modern resiliency code, tailored specifically to Miami Beach, would simplify permitted and conditional use requirements, focusing on resiliency and adaptability.

256


PLANNINGCRITICAL SUCCESS FACTORS

• Adopt regulations to support the City’s efforts in becoming more resilient to the impacts of climate change including sea level rise

• Identify sections in the Land Development Regulations that are in conflict or impede process improvement and delivery of services

FUTURE OUTLOOK

The adoption of a resiliency code will enable the City to formulate a strategic plan that will continue to promote and protect the historic character of the district neighborhoods, while identifying areas for sustainable growth and addressing our shocks and stresses. Developers will have a clear understanding of the areas that are available for growth and will be able to focus their resources on projects that can succeed. The predictability that comes from this knowledge will encourage residential and commercial investment that will benefit both the City and its residents.


The revitalization of North Beach is a long-term initiative and will remain a focal point of policy makers for the foreseeable future. To that end, the Commission has approved several incentives to spur development and the revitalization of underserved areas. We expect that these incentives will generate additional plan and permitting activity.

Operationally, sustained increase in requests for reduced turn-around times for permit reviews and a consistent number of submittal of applications for Land Use Board Approval continue to tax the resources of the Department affecting our ability to deliver services.


2017 Actulas

2018 Actuals

2019 Actuals

2020 Target

2021 Target

Number of days to review 90% of plan submittals 21 21 21 21 21

Turnaround time for plan review (days) 4.00 4.00 5.00 5.00 5.00



257


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedPermits-Planning (Review Plans) 2,968,531 3,756,096 2,675,000 2,140,000 Design Review Board 2,121,103 1,780,804 1,029,000 1,224,000 Other Planning Revenue 390,977 593,059 260,000 384,000 Total 5,480,611$ 6,129,959$ 3,964,000$ 3,748,000$

Expenditure AreaSalaries & Benefits 3,422,501 3,541,535 3,752,000 3,766,000 Operating Expenditures 459,424 1,086,333 1,240,000 868,000 Internal Services 557,000 563,000 518,000 558,000 Total 4,438,925$ 5,190,869$ 5,510,000$ 5,192,000$



- 500,000

1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000


Expenditure Summary


258


PLANNINGBUDGET HIGHLIGHTS


• Personnel services expenditures increased by $14,000, or 0.4%. This is primarily due to increases in salaries and wages resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as other projected increases for health and life insurance, pension, etc. totaling $51,000. These increases were, however, largely offset by decreases in overtime for after-hours plans review services and other miscellaneous personnel costs totaling $37,000.


• Operating expenditures decreased by $372,000, or 30%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions of $233,000, a decrease of $198,000 for one-time expenditures budgeted in FY 2020, and other miscellaneous decreases in operating expenditures totaling $23,000, which is partially offset by a $72,000 increase in supplies for a technology platform to be reimbursed from Planning’s training and technology funds.

• Internal services expenditures increased by $40,000, or 7.7%. This is primarily due to increases in Central Services, Information Technology, Property Management, Risk Management, and OIG Funding services totaling $45,000. These increases were, however, partially offset by a decrease in Fleet Management services totaling $5,000.


• The FY 2021 budget includes $233,000 in efficiencies as part of the COVID-19 balancing plan, which is comprised of $41,000 for furloughs for all bargaining units based on a tiered approach, $92,000 for non-essential expenditures, $20,000 for non-essential training and travel, and $80,000 related to the citywide hiring freeze.




259

TOURISM & CULTUREDEPARTMENT MISSION STATEMENT

The Tourism and Culture Department (TCD) is dedicated to supporting, attracting and retaining innovative tourism and culture that, accentuates the City’s profile as a world-class, international destination, and ensures a holistic approach to resident and visitor quality of life and experiences while on Miami Beach.


TCD develops and sustains quality programs and initiatives to support the City’s tourism-based economy, including meaningful engagements and partnerships with key industries, specifically hospitality, and collaborative efforts with local and regional stakeholders. The Department also manages the administrative oversight, promotion, and booking of the Miami Beach Convention Center (MBCC), one of the main drivers of revenue to the City.

In support of these efforts, TCD partners with tourism and marketing organizations, including the Miami Beach Visitor and Convention Authority (VCA) and the Greater Miami Convention and Visitors Bureau (GMCVB), to market and promote the City of Miami Beach as a world-class destination.


The City of Miami Beach has evolved as an international tourist destination and quality residential community. The City’s overall goal is to attract high quality events that measurably benefit the City, its residents, visitors, and businesses. As a pristine, seven-mile beach community, the City has emerged as a preeminent special event venue, creating a significant demand on City services and resources, and is an attractive business location. This success presents the challenge of balancing the residential quality of life with the needs of the tourism industry and creative economy. Creating a balance between major event activations and City residents and resources is a major focus for the department. The Department has also had to reimagine the mission to the community in response to the COVID-19 pandemic. As the liaison to Miami Beach hospitality, cultural, event, and film industries, TCD has focused on being the main source of Miami Beach COVID-19 response and recovery information to these communities. Moreover, TCD, in collaboration with City departments, continues to maintain a regulatory role in overseeing the use of public spaces

To achieve the TCD mission, the Department has created three individual areas of focus to address the rich and diverse Miami Beach cultural and business communities. These units provide sustaining support to residents, businesses, and visitors to encourage a robust cultural climate and facilitate the development of a healthy economy so that residents, businesses, and tourists can prosper, engage, innovate, and grow.

1. Cultural Affairs2. Film and Special Event Production3. Miami Beach Convention Center

Unit & Major Project Summaries:

Cultural Affairs manages the grantmaking process of the Cultural Arts Council (CAC), which distributes approximately $850,000 through an estimated 16 anchor grants and 35+ cultural presenter grants each season. TCD serves as the primary liaison to cultural institutions such as The Bass, The Wolfsonian, Miami New Drama at the Colony Theatre, and New World Symphony.

The impact of the COVID-19 pandemic has resulted in unprecedented financial loss to cultural organizations nationwide. To support Miami Beach based cultural organizations during the pandemic, Cultural Affairs is managing a $1M Miami Beach Cultural Arts COVID-19 Emergency Relief Fund, offering support to thirteen Miami Beach cultural anchors. In FY 2021, Cultural Affairs will oversee an additional $500,000 in grant support from the reserve fund to launch the second Cultural Arts COVID-19 Emergency Relief Fund.

Cultural Affairs oversees the management agreements with both The Bass, and Miami New Drama, working closely to ensure financial and lease agreement obligations are met.

Chief of Staf f

Film and Special Events Production

Global Spectrum/Miami Beach Convention Center

Cultural Affairs

Operations, Sales, Marketing,

Event Services

Global Spectrum Administration

Art in Public Places

Tourism & Culture Department

Director

Cultural Arts Council


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TOURISM & CULTUREDEPARTMENT DESCRIPTION CONT’D

The Miami New Drama Management Agreement for the Colony Theatre, which includes a five-year projection for targeted audience and performance numbers, is being reviewed to account for closings and cancellations that are due to the ongoing COVID-19 pandemic. The City is also required to provide oversight of the Bass Museum maintenance and permanent collection. The Bass has been closed to the public since March 2020 due to the COVID-19 pandemic and has offered a significant portfolio of virtual art experiences and education programs to keep the community engaged with the collection. Museum operations are supplemented by the Friends of the Bass, Inc. a 501(c)3 organization established to advise Trustees and to serve as the museum’s main fundraising body.

Cultural Affairs oversees the Art in Public Places Program (AIPP) Committee, the installation and maintenance of all current installations and the AiPP Committee’s curatorial work on all new and proposed artwork. Such work includes the $7.1 million AiPP works currently installed in the Miami Beach Convention Center (MBCC).

Film and Special Event Production manages and issues over 300 special event permits each year, working closely with local and national event producers to authorize events on public and private property. TCD issues permits for more than 1,000 film and photography productions each season, as well as hundreds of weddings and team building events. The special event permitting process includes major oversight and knowledge of interdepartmental guidelines and regulations, all managed by the TCD team with direct on-site monitoring of events. The team serves as a liaison to statewide film agencies, acting as both an ambassador and advocate for legislative support and business development of film and print production in Miami Beach; and serves as liaison to the Production Industry Council (PIC). Notable events include: Art Basel Miami Beach, Design Miami, Pulse, Scope, Untitled, SOBEWFF, Miami Beach Pride, Winter Music Conference, New Year’s Eve, the Air and Sea Show, and the American Black Film Festival.

TCD works comprehensively with event producers, City colleagues, and contract managers to implement improved transportation accessibility plans for major events in light of enhanced congestion related to roadwork, taking a leadership role in major events planning. Attracting and managing quality events throughout the year is a major contributor to the enhancement of the City’s profile as a leader in hosting special events of the highest quality, and driving revenues, city wide.

TCD also oversees the management agreement for the MBCC to ensure it is aligned with the City’s budget and operational plan, as well as best practices for securing booking opportunities that produce significant hotel revenue, and financial and community benefits. The new, world-class, venue represents a critical revenue stream for the City, as well as serve as a tourism and destination attraction.

FISCAL ENVIRONMENT

TCD, specifically Film and Special Event Production, is funded by the City’s General Fund. The General Fund charges an administrative fee to Enterprise Fund departments, the Redevelopment Agency (RDA), and Resort Tax Fund to cover the cost of various administrative support functions provided by the General Fund.

Cultural Affairs programming is funded by Resort Tax Revenues. The impact of the COVID-19 pandemic has significantly diminished revenue for the Cultural Affairs programming, resulting in FY 2020 and FY 2021 grant programs and operations to be funded from the Cultural Arts Council emergency reserve fund. The reserve fund is a set aside rainy-day fund in the event of emergencies and unforeseeable situations such as the COVID-19 pandemic.

The AiPP program is funded by a City ordinance that reserves 2% of hard costs from Capital Construction Projects, Joint Development Projects, City Renovations Projects greater than $250,000, and City Capital Change Orders greater than $200,000. These funds are set aside for “works of art in public places other than museums which enrich and give diversion to the public environment.”

Film and Special Event Production generates revenue from the collection of fees to offset the costs associated with permitting special events and film and print activations to ensure compliance with City regulations and guidelines. In response to the COVID-19, Special Events and Film permitting were temporarily cancelled. The establishment of new guidelines and procedures to address the challenges of a post COVID-19 reality is key to the safe and responsible reopening of these industries. To safeguard the industry’s activation in the City, TCD has become a strategic partner with event and film producers, and local industry stakeholders, to collectively develop reasonable safety and responsible protocols, and identify best practices for COVID-19 safety production specific procedures.

The Miami Beach Convention Center generates revenue from rental use of the facility, food and beverage sales, and associated show- related services. The newly reimagined Convention Center is 1.4 million square feet and includes a new 60,000 square-foot Grand Ballroom, 84 meeting rooms, and a 20,000 square-foot specialty glass rooftop Sunset Ballroom, along with a new indoor and outdoor spaces. In FY 2019, there were 37 events and in FY 2020 there were 23 events including Art Basel 2019 and Super Bowl 2020 hosted in the MBCC. Also critical to the revenue generated by the MBCC are the significant room night bookings which will result from the newly launched MBCC booking policy. This policy favors P1 (events generating a minimum of 1,500 room nights on peak) and P2 (events generating a minimum of 500 room nights on peak), which will result in direct resort tax growth for the City, and greater economic impact city wide. In response to COVID-19, TCD, together along with Spectra, Centerplate, and the GMCVB continue to develop robust strategizes to market, promote and secure short term and long-term sales.


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TOURISM & CULTURE

STRATEGIC ALIGNMENT

Main Vision Area:

Prosperity


• Prosperity

○ Market and promote Miami Beach ○ Develop the Convention Center campus ○ Balance residents’ quality of life with tourism and special

events

• Neighborhoods

○ Evolve parks and green spaces to meet the changing needs of the community




• IMPLEMENT robust marketing campaigns to promote city programs and cultural assets.

• COMPLETE Miami Beach Convention Center Parks and Art in Public Places (by Art Basel 2019).

• ELEVATE the Collins Park Cultural District.• DEVELOP a renovation and finance plan for the Fillmore

Theater.


• Additional COVID-19 Relief Funding for Cultural Organizations


• BUILD an Inclusive Economy• BE COUNTED


At the request of the Florida Department of Emergency Management, the MBCC was transformed into an Alternate Care Facility and Convention Center Drive was transformed into a COVID-19 testing site during FY 2020.


The Miami Beach reputation as an international hub of arts andculture, mixed with our well-trained and educated residents continues to attract new events, tourists and conventions, locally and globally. TCD remains focused on increasing international awareness on Miami Beach as a cultural capital, while ensuring our residents, businesses, and visitors enjoy the fruits of creative programming.

Film and Special Event ProductionTCD has developed clear and consistent processes and regulatory frameworks for special events, and encouraged high standards from vendors that balance the economic, environmental, and community benefits and concerns. Due to the unprecedented impact of COVID19 on the production and special event industries, TCD will continue to implement and work closely with producers to establish the safe, responsible, and successful execution of the “New Normal” in a post COVID19 environment.

AiPPOversees the continued maintenance and conservation of major works of public art, including the protective framing and installation of two new acquisitions for the Miami Beach Convention Center by Amoako Boafo and Ebony G. Patterson, tile replacement for Kevin Arrow’s Beatles Mandala, and installation of a new glass protection system for Dan Graham’s “Morris.” With the new installations as part of the Miami Beach Convention Center, the AiPP program will ensure that the new pieces are maintained in their current state.

Miami Beach Convention CenterTCD oversees the management and operations of the MBCC as well as the reputation and sales of the facility by creating and promoting competitive services, packages, and amenities that attract and secure conventions, tradeshows, and corporate groups.

TCD will work to restore confidence and safety for all those attending the Convention Center during the COVID19 pandemic. We will also work closely with all our clients, vendors, suppliers, partners, stakeholders, and management partners to make sure all are aware and adhere to the highest standards for safety and cleanliness operation in the post-COVID19 environment.

Booking policies will equally weigh financial needs with diversified programming that benefits the City, reflects the post-COVID19 market, the MBCC and the neighboring businesses, hotels, and restaurants.


262

TOURISM & CULTURESIGNIFICANT ACCOMPLISHMENTS

Cultural Affairs• Instituted significant changes to Cultural Anchors and Cultural

Presenters grant applications, which will produce increased effectiveness, accountability, cultural impact, and assist the CAC in application scoring.

• Continued to refine the new online applications system and offers mandatory grant workshops to explain the grant application process and final reporting system. This will improve the effectiveness and efficiency in over 60 applications for grant support received this year.

• Partnered with the VCA to offer a Cultural Tourism Grant to fund No Vacancy, a destination cultural initiative in Miami Beach. Slated to launch in May 2020, the program has been postponed due to COVID19.

• Curated and oversaw the City’s first temporary public art initiative, Order of Importance by Leandro Erlich that debuted during Art Week Miami Beach 2019.

• Launched two $1M emergency grant fund programs for the Miami Beach cultural community.

• Launched the first Miami Beach Hall of Fame that recognizes remarkable individuals that have made a lasting and significant impact on Miami Beach.

SIGNIFICANT ACCOMPLISHMENT CONT’D

Art in Public Places (AiPP)• Oversaw the final implementation of the public art projects

for the Miami Beach Convention Center Renovation including highly integrated monumental artworks, with a budget of $7.1 million.

• Oversaw the City investment in works by artists Ebony G. Patterson and Amoako Boafo, two internationally recognized artists representing Black diaspora.

Bass Museum• Originated and presented Curator Culture series: with speakers

Sheila Hicks, Pepon Osorio, Edwidge Dandicat, Mikalene Thomas, and Thelma Golden, among others.

• Implemented (together with Mayor’s office) and originated STEAM PLUS, a city-wide in school program in collaboration with six Miami Beach arts organizations: Miami City Ballet, New World Symphony, Wolfsonian, Jewish Museum, and others.

Film & Special Event Production• Implemented revisions to existing Film permitting guidelines

and requirements to provide an easier and more streamlined process, encouraging major productions to return to the City, including a new local Film Incentive program to encourage scripted film and television productions in Miami Beach. The program is now available for reimbursement to qualified productions which meet target requirements. As a result of the newly modified guidelines and incentive program, major TV and film productions have returned to Miami Beach including the Amazon series “The Marvelous Mrs. Maisel”, Will Smith’s “Bad Boys For Life” and a multi-network, weeks long activation on Lummus Park by Fox Sports, ESPN, NFL Network and Univision in support of Super Bowl LIV

• Successfully premiered “We Are Set”, sizzle reel at NATPE 2020, as part of the Strategic Plan for Film, Television and Photography, which showcased the unique and inimitable aspects of Miami Beach to the industry.

• Successfully permitted a record number of productions in lead up to Super Bowl 2020, with minimal issues or complaints from residents/stakeholders, including 64 film permits and 25 special event permits.

• Significantly decreased the number of problematic location complaints by working with City Departments to identify best approaches to productions.

• Implemented revisions to the existing Special Event Guidelines and requirements to provide efficient and effective procedures and processes for returning events and producers, and frequently used and new venues. These revisions, created in partnership with the production community, were important as the City issued permits for large events such as Super Bowl 2020, Air & Sea, and numerous festivals such as Art Week Miami Beach, Art Deco Weekend, and more.

Colony Theatre Miami New Drama• Awarded a grant of $150,000 from the John S. and James

L. Knight Foundation (for the third consecutive year) to commission a new work based on Edwidge Danticat’s Create Dangerously, directed by Lileana Blain-Cruz. The project is set to premiere in the 2020-21 season, pending the use of the theatre due to the COVID-19 pandemic. The $150,000 award was the largest grant awarded through the Knight New Work Miami initiative. Additionally, the Knight Foundation awarded Miami New Drama a Capacity Building grant of $750,000 over the next five years. Miami New Drama also secured a $50,000 award from the Jorge M. Perez Family Foundation at the Miami Foundation to support its education initiative to tour a play to public high schools around the County. This work will resume once schools are open for in-person learning.


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TOURISM & CULTURESIGNIFICANT ACCOMPLISHMENT CONT’D

Tourism & Conventions• Based on the 2019 GMCVB Annual Report, Miami Beach

came out on top as the favorite for overnight visitors from all markets and was the go-to spot for both domestic and international markets to stay.

• Based on the 2019 GMCVB Annual Report, Miami Beach remained the most popular place to visit for 2019 overnight visitors, with 46% of Miami-Dade County visitors, 44% of domestic visitors, 56% of international visitors, and 35% of Florida residents.

• Based on the 2019 GMCVB Annual Report, 27% of total day trippers to Miami Dade County visit Miami Beach; 28% domestic, 39% international, and 22% Florida residents.

• Based on the 2019 GMCVB Annual Report, there was an Increase to Tourist visits to Miami Beach (Overnight Only)

• 2018 – 7,280,000• 2019 – 7,376,000 (1.3% increase)

Miami Beach Convention Center• MBCC drew in large numbers of Florida residents, with one

in four business travelers saying they attended a convention in the MBCC in 2019.

• Based on the 2019 GMCVB Annual Report, 11% of 2019 business trips were to attend a convention in the MBCC.

• MBCC welcomed new and repeat business utilizing all four exhibit halls, using all new areas of the building. Art Basel 2019 welcomed its highest number of attendees and the facilities first Super Bowl received global accolades.


Cultural Affairs• Creating awareness for residents and visitors regarding the

many significant cultural venues in Miami Beach underlines the City’s reputation as an emerging arts and culture lead-er (The Bass, Fillmore Miami Beach at the Jackie Gleason Theater, North Beach Bandshell, Colony Theatre, and Byron Carlyle Theater) and provides an international profile lift for Miami Beach.

• Developing a cultural strategic plan will be critical to a successful short- and long-term plan to build awareness, and access to world-class art and culture.

• Offering virtual culture experiences to keep audiences en-gaged during the COVID-19 pandemic.

Film & Special Event Production• Working with the Production Industry Council (PIC) to develop

a strategic plan that will promote the city as a location and attract film and print industry utilization.

• Collaborate with Miami Dade County and the MBVCA to create stackable film incentives.


• Collaboration with the State’s Office of Film and Entertain-ment (“OFE”), and FilmFlorida to identify best practices for production specific COVID-19 safety procedures.

• Address the evolving processes of film, print and television production in a post COVID-19 environment with safety and common sense. The City will prioritize the well-being of our local talent, stakeholders, and residents while continuing to establish itself as an ally of the Industry.

• Launch of new Miami Beach Event Sponsorship guidelines and process.

Miami Beach Convention Center• Identifying, securing and maintaining strong MBCC manage-

ment and measurable performance measures with respect to the GMCVB’s role as the marketing and booking organiza-tion for the City, specifically;1. Ability to provide the highest level of service in all de-

partments to users of the facility2. Ability to address renovations or expansions of existing

facilities in order to compete for convention and corpo-rate business

3. Ability to secure competitive hotel packages for conven-tion, tradeshow, and corporate groups looking to come to the destination

4. Obtain Global Biorisk Advisory Council (GBAC) accred-itation for Convention Center. GBAC STAR is a perfor-mance-based accreditation program that helps facilities demonstrate that they have the work practices, proce-dures and protocols to prepare, respond, and recover from outbreaks and pandemics.

5. Ability to restore confidence and safety to all those who visit the center during and after COVID-19 pandemic.

FUTURE OUTLOOK

The business mix at the MBCC is now shaped by the booking policy in place to prioritize shows which have maximum room night impact and minimal to no traffic and congestion impact on the City.

The City’s profile as a tourism driven City is currently dealing with COVID19 pandemic as well as steadily rebounding from last season’s challenges – hurricanes and Convention Center under construction. Revenue Per Available Room (RevPAR) were at a steadily rise, along with and hotel occupancy and rates. The pandemic has had a significant effect on those numbers declining. The City will continue to develop strategies to address the volatility associated with market downturn, natural events, and pandemics, but will also look to ways to further market the assets that we have and ensure that both tourists and residents have easy access to our cultural and artistic offerings. The City’s cultural profile is expanding, with new events and arts activity drawn to the City on both a permanent and temporary basis.


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TOURISM & CULTUREPERFORMANCE PLAN HIGHLIGHTS


Actuals 2018

Actuals 2019

Actuals 2020 Target

2021 Target


Number of Grants Issued 55 44 44 46 50

Attendance at Bass Museum 9,716 111,470 87,108 75,000 95,000

Number of special events permits processed 272 210 276 230 250

Number of film/prints permits processed 1,102 1,000 1,152 1,200 1,200

Anticipated attendance for Arts in the Parks (includes Soundscape Cinema)

22,400 22,250 22,500 22,000 22,000

Number of yearly attendees (Colony Theatre) 26,379 33,000 39,497 35,000 35,000

Number of events (Colony Theater) 124 200 198 175 175

Hotel occupancy level 78.5% 82.7% 80.0% 81.0% 80.0%

Annual # of students served (City of Miami Beach funded Arts for Learning program)

* 1,277 1,200 1,200 1,200



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TOURISM & CULTUREDEPARTMENT FINANCIAL SUMMARY FY 2018 FY 2019 FY 2020 FY 2021Revenue by Division Actual Actual Adopted ProposedGeneral Fund * 656,881 624,871 623,000 364,000 Cultural Arts Council 1,492,174 1,530,564 1,866,000 1,750,000 Convention Center 16,979,217 20,032,488 30,002,000 26,318,000 Art in Public Places** 0 24,314 21,000 21,000Total 19,128,271$ 22,212,237$ 32,512,000$ 28,453,000$

Expenditure by DivisionGeneral Fund 3,003,135 3,326,060 3,545,000 3,162,000 Cultural Arts Council 1,127,487 1,743,743 1,866,000 1,750,000 Convention Center 12,125,032 20,235,097 30,002,000 26,318,000 Art in Public Places 0 0 21,000 21,000Total 16,255,653$ 25,304,900$ 35,434,000$ 31,251,000$ Expenditure AreaSalaries & Benefits 5,815,650 8,445,216 13,105,000 11,451,000 Operating Expenditures 6,723,194 13,288,828 18,290,000 14,572,000 Debt Service 1,213,000 971,000 1,016,000 863,000 Internal Services 2,464,067 2,501,337 2,437,000 4,158,000 Capital 39,743 98,519 586,000 207,000 Total 16,255,653$ 25,304,900$ 35,434,000$ 31,251,000$

Budgeted PositionsGeneral Fund 10.15 + 0.00 PT 8.73 + 0.00 PT 8.73 + 0.00 PT 8.73 + 0.00 PTCultural Arts Council 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PTConvention Center*** 1.85 + 0.00 PT 4.85 + 0.00 PT 4.85 + 0.00 PT 1.85 + 0.00 PTArt in Public Places 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTTotal Budgeted Positions 14.00 + 0.00 PT 15.58 + 0.00 PT 15.58 + 0.00 PT 12.58 + 0.00 PT

***Additional Convention Center staff are employees of the management company.

*Effective FY 2020, the Economic Development Department is being reflected as a stand-alone department; it was previously a Division of the Tourism, Culture, and Economic Development Department.

**Effective FY 2018, Art in Public Places (AIPP) operating expenditures were transferred to the General Fund. Subsequently in FY 2020, operating expenditures transferred back to the Arts in Public Places Fund.


266

TOURISM & CULTUREDEPARTMENT FINANCIAL SUMMARY - GENERAL FUND

FY 2018 FY 2019 FY 2020 FY 2021Expenditure by Division Actual Actual Adopted ProposedTCD 1,311,317 1,182,272 1,157,000 1,022,000 Colony Theater 276,823 537,033 663,000 536,000 Bass Museum 1,256,533 1,501,538 1,521,000 1,496,000 Art in Public Places 158,462 105,217 204,000 108,000 Total 3,003,135$ 3,326,060$ 3,545,000$ 3,162,000$

Expenditure AreaSalaries & Benefits 1,328,551 1,230,316 1,259,000 1,249,000 Operating Expenditures 1,090,651 1,538,744 1,784,000 1,396,000 Internal Services 576,933 552,000 483,000 512,000 Capital 7,000 5,000 19,000 5,000 Total 3,003,135$ 3,326,060$ 3,545,000$ 3,162,000$

General Fund PositionsTCD 7.15 + 0.00 PT 5.73 + 0.00 PT 5.73 + 0.00 PT 5.73 + 0.00 PTColony Theater 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTBass Museum 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PTArt in Public Places 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PTTotal General Fund Positions 10.15 + 0.00 PT 8.73 + 0.00 PT 8.73 + 0.00 PT 8.73 + 0.00 PT

$0$200,000$400,000$600,000$800,000

$1,000,000$1,200,000$1,400,000$1,600,000$1,800,000$2,000,000


Expenditure Summary



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TOURISM & CULTURE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedSpecial Events 442,954 454,989 414,000 207,000Other/Misc. 213,927 169,882 209,000 157,000Total 656,881$ 624,871$ 623,000$ 364,000$

Expenditure AreaSalaries & Benefits 882,143 810,643 798,000 799,000Operating Expenditures 169,242 156,629 217,000 113,000Internal Services 259,933 215,000 129,000 110,000Total 1,311,317$ 1,182,272$ 1,157,000$ 1,022,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedOperating Expenditures 249,823 496,033 592,000 462,000Internal Services 20,000 36,000 65,000 69,000Debt Service 7,000 5,000 6,000 5,000Total 276,823$ 537,033$ 663,000$ 536,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 308,533 316,480 327,000 342,000Operating Expenditures 651,000 884,058 905,000 821,000Internal Services 297,000 301,000 289,000 333,000Total 1,256,533$ 1,501,538$ 1,521,000$ 1,496,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 137,876 103,193 134,000 108,000Operating Expenditures 20,586 2,024 70,000 0Total 158,462$ 105,217$ 204,000$ 108,000$


ART IN PUBLIC PLACES - GENERAL FUND

TOURISM & CULTURE - GENERAL FUND

COLONY THEATER - GENERAL FUND

BASS MUSEUM - GENERAL FUND


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TOURISM & CULTURE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedTransfer In 0 24,314 0 0Fund Balance 0 0 21,000 21,000Total 0$ 24,314$ 21,000$ 21,000$

Expenditure AreaOperating Expenditures 0 0 21,000 21,000Total 0$ 0$ 21,000$ 21,000$



ART IN PUBLIC PLACES** - SPECIAL REVENUE FUND

0

5,000

10,000

15,000

20,000

25,000


Expenditure Summary



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TOURISM & CULTURE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedCAC Interest 73,889 102,590 93,000 84,000Quality of Life 1,418,285 1,427,974 1,473,000 1,077,000Fund Balance 0 0 300,000 589,000Endowment 0 0 0 0Total 1,492,174$ 1,530,564$ 1,866,000$ 1,750,000$

Expenditure AreaSalaries & Benefits 250,511 252,340 272,000 254,000Operating Expenditures 857,975 1,473,403 1,295,000 1,473,000Internal Services 19,000 18,000 21,000 23,000Transfer to Reserves 0 0 278,000 0Total 1,127,487$ 1,743,743$ 1,866,000$ 1,750,000$

Revenue Less Expenditures 364,687$ (213,179)$ 0$ 0$


CULTURAL ARTS COUNCIL - SPECIAL REVENUE FUND

0200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,000

Salaries & Benefits Operating Expenditures Internal Services Transfer to Reserves

Expenditure Summary



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TOURISM & CULTURE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedContractor Revenues (Spectra) 2,057,580 7,582,737 9,785,000 7,906,000Contractor Revenues (Centerplate) 426,339 375,118 10,008,000 4,983,000Convention Dev Tax (CDT Funds) 4,500,000 4,500,000 4,500,000 4,500,000Convention Dev Tax Bonus 8,712,858 5,344,570 2,600,000 0RDA Subsidy 1,000,000 1,750,000 2,500,000 3,250,000Misc./other 282,440 480,063 459,000 462,000Retained Earnings- Fund Balance from PY 0 0 0 5,064,000Convention Cntr Park Mgmt. Fee 0 0 150,000 153,000Total 16,979,217 20,032,488 30,002,000$ 26,318,000$

Expenditure AreaSalaries & Benefits 4,236,587 6,962,560 11,574,000 9,948,000Operating Expenditures 4,774,568 10,276,681 15,190,000 11,682,000Debt Service 1,213,000 971,000 1,016,000 863,000Internal Services 1,868,134 1,931,337 1,933,000 3,623,000Capital 32,743 93,519 289,000 202,000Total 12,125,032 20,235,097 30,002,000$ 26,318,000$

Revenue Less Expenditures 4,854,185$ (202,609)$ 0$ 0$

Budgeted Positions* 1.85 + 0.00 PT 4.85 + 0.00 PT 4.85 + 0.00 PT 1.85 + 0.00 PT

*Additional Convention Center staff are employees of the management company

MIAMI BEACH CONVENTION CENTER - ENTERPRISE FUND

02,000,0004,000,0006,000,0008,000,000

10,000,00012,000,00014,000,00016,000,000

Salaries & Benefits OperatingExpenditures

Debt Service Internal Services Capital

Expenditure Summary



271

TOURISM & CULTUREBUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $10,000, or 0.8%. This is primarily due to a decrease of $50,000 in salaries and wages due to department changes in personnel, which are partially offset by increases for applicable cost of living adjustments and merit increases budgeted in FY 2021, and projected increases in health and life insurance, and pension.

• Operating expenditures decreased by $388,000, or 21.8%. This is primarily due to a decreases of $218,000 from the COVID-19 balancing plan reductions, $70,000 for one-time expenditures budgeted in FY 2020, $80,000 based on the current Colony Theatre management agreement, and $20,000 of other miscellaneous decreases in operating expenditures for FY 2021.

• Internal services expenditures increased by $29,000, or 6%. This is primarily due to increases in Property Management, Risk Management, and OIG Funding services usage totaling $55,000 combined. These increases were, however, partially offset by decreases in Fleet Management, Information Technology, and Central Services usage totaling $26,000 combined.

• Capital expenditures decreased by $14,000, or 73.7%, due to one-time capital expenditures budgeted in FY 2020 for machinery and equipment.



• Personnel services expenditures decreased by $18,000, or 6.6%. This is primarily due to decreases of $15,000 in salaries and wages due to department changes in personnel and $3,000 in other personnel services expenditures based on projected health and life insurance, pension, etc.

• Operating expenditures increased by $178,000, or 13.7%. This is primarily due to a $500,000 enhancement to continue to provide additional COVID-19 relief funding for cultural organizations further detailed below. This increase was, however, partially offset by a decrease of $300,000 for one-time expenditures budgeted in FY 2020, as well as other miscellaneous operating expenditures totaling $22,000.

• Transfers to reserves decreased by $278,000, or 100%, based on projected FY 2021 revenues and expenditures.

• Internal services expenditures increased by $2,000, or 9.5%, due to increases in Information Technology and OIG Funding services.

Art in Public Places

• FY 2021 operating expenditures in the Art in Public Places Fund remain unchanged from FY 2020 at $21,000.

Convention Center Enterprise Fund

• Personnel services expenditures decreased by $1,626,000, or 14.0%. This is primarily due to decreases of $1,430,000 in personnel related costs for the City’s contractor to operate the expanded and renovated Convention Center, as well as additional decreases of $206,000 due to the elimination of three City positions as a result of the 4th amendment to the Spectra contractor agreement which includes maintenance of Pride Park, Canal Park, and Carl Fisher House. These decreases were, however, slightly offset by increases resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021.


272

TOURISM & CULTUREBUDGET HIGHLIGHTS CONT’D

• Operating expenditures decreased by $3,508,000, or 23.1%. This is primarily due to decreases of $1,234,000 in contractor expenditures for the expanded and renovated Convention Center; $453,000 in management fees to contractors; $533,700 in other operating expenditures primarily due to Design Miami accommodations; $167,000 in administrative fees paid to the General Fund based on an updated cost allocation study completed in FY 2020, and $1,720,000 in funded renewal and replacement based on FY 2021 projected funding available to be set-aside. These decreases were, however, partially offset by increases of $500,000 in contingencies for unforeseen COVID-19 related expenditures and legal fees and $99,700 in other miscellaneous operating expenditures based on projected operational needs in FY 2021.

• Debt service expenditures decreased by $153,000, or 15.1%, based on projected FY 2021 Ameresco debt service obligations.

• Internal services expenditures increased by $1,690,000. This is primarily due to an increases in Risk Management resulting from projected increases in premiums for property insurance and OIG Funding services totaling $1,697,000 combined. These increases were, however, slightly offset by decreases in Central Services and Fleet Management services totaling $7,000 combined.

• Capital expenditures decreased by $87,000, or 30.1%, due to one-time capital expenditures budgeted in FY 2020 for vehicles, machinery, and equipment.



General Fund

• The FY 2021 budget includes $213,000 in efficiencies as part of the COVID-19 balancing plan, which is comprised of $5,000 for furloughs for all bargaining units based on a tiered approach, $140,000 for non-essential expenditures, $11,000 for non-essential training and travel, and $57,000 related to the citywide hiring freeze.


• The FY 2021 budget includes $3,000 in efficiencies as part of the COVID-19 balancing plan, which is comprised of furloughs for all bargaining units based on a tiered approach.




Special Revenue Funds

• The FY 2021 budget includes a $500,000 enhancement for the City to continue to provide additional COVID-19 relief funding for cultural organization from the Cultural Arts Council (CAC) reserve in the FY 2021 budget to provide additional funding relief to cultural organizations in the City of Miami Beach impacted by COVID-19 as recommended by the CAC and supported by the City Administration, with an additional $500,000 earmarked and subsequently appropriated during FY 2021 at the direction of the City Commission.



OPERATIONS

OFFICE OF CAPITAL IMPROVEMENT PROJECTS

273


We are dedicated to the management of the City’s capital construction efforts by providing the platform to comprehensively address the goals set forth in the General Obligation Bond program, Water and Wastewater Bond program, Storm Water Bond program, and the City Center Redevelopment Area infrastructure program, improving the City’s infrastructure, public facilities, parks, beaches, golf courses, and public safety equipment.


The City established the Office of Capital Improvement Projects (CIP) in the summer of 2001 to consolidate the City’s capital construction efforts into a single entity that would serve as a focal point for planning and construction program management activities. The Office of CIP’s current program includes unparalleled investments in quality of life infrastructure including prioritization of sea level rise with Storm Water and right-of-way (ROW) improvement projects, Parking’s facilities, Parks’ improvement projects, and Sustainability & Resiliency’s projects. These projects are necessary to improve, enhance, and maintain facilities and infrastructure to meet the service demands of residents and visitors of the City of Miami Beach. The Capital Improvement Program is primarily funded by authorized bonds including General Obligation, Water/Sewer, and Storm Water. Other sources of funding may include grants, resort tax, and parking bonds. CIP is managing over 60 active projects in the planning, design and construction phases. CIP’s goal is to advance the majority of these projects to completion within the next five years.

The CIP staff is composed of senior management, project managers (in different categories of experience and responsibility), financial managers, field inspectors, and administrative personnel. Over the years, the department has introduced new and innovative means of procurement of contractors and consultants. The current procurement methods include job order contracting, design-build, construction management at risk, and design-bid-build. These methods have brought new contractors and consultants to the City, enhancing the current pool of vendors constructing the City’s infrastructure and facilities.


CAPITAL IMPROVEMENT PROJECTSDIRECTOR’S OFFICE

PROJECTDEVELOPMENT

PROJECT ADMINISTRATION

FINANCIAL /ADMINISTRATIVE

PERFORMANCEMEASURES

COMMUNITYOUTREACH

QUALITY ASSURANCE/QUALITY CONTROL/

INSPECTIONS

CONSTRUCTIONMANAGEMENT

FISCAL ENVIRONMENT

CIP is funded by chargebacks to capital projects managed by the office. Project budgets are finite, and the chargeback allocations calculated from those budgets are also finite. Although a significant percentage of the ROW neighborhood projects have been completed or are in construction, future project funding needs will require the City to issue additional Water/Sewer and Storm Water Bonds. Additional funding from General Obligation Bonds has been provided in order to fully complete the construction of many of the projects in the Capital Program. In 2014, the City Commission approved the recommendation of the Flooding Mitigation Committee to amend the City’s Storm Water Management Master Plan by modifying the design criteria to reduce vulnerability and risk of flooding throughout the City. The Plan includes the raising of streets and sidewalks and upgrading from a gravity-based storm water system to a pump-based system. Subsequently, City Commission approved the recommendations of the Mayor’s Blue Ribbon Panel on Flooding and Sea Rise to design and implement the upgrade of the City’s Storm Water Management systems to meet the new design criteria with an estimated cost of over $500 million and with a target completion timeframe between 5 to 10 years. The estimated cost includes the storm water portion of future neighborhood projects, the retrofit of some previously constructed neighborhood storm water systems, and miscellaneous storm water upgrades. The issuance of recent Storm Water Revenue Bonds provided $200 million for financing the enhancements to the Storm Water System. On November 6, 2018 Miami Beach voters overwhelmingly approved the issuance of three general obligation bonds totaling $439 million. This additional funding will address projects in the following segments: Parks, Recreation and Cultural Facilities; Neighborhood and Infrastructure; and Police, Fire and Public Safety.


OPERATIONS

274


• COMPLETE Fire Station 1 within four years of site selection• CREATE Maurice Gibb Park full plan within four years• COMPLETE the Par 3 Park (within four years of employment

agreement)• COMPLETE half of 600 Alton Park within four years (Phase 1

complete in 30 months from executed DA)• COMPLETE North Beach Oceanside Park (complete within

four years)• COMPLETE Beach walk (within three years)• MAKE substantial progress (towards completion of entire) Bay

Walk


• N/A


• NATURE-BASED Infrastructure – More than just a habitat• CREATE Development Review Checklist• STRENGTHEN Resilience planning• BUILDING Efficiency 305


The Office of Capital Improvement Projects (CIP) is a construction management organization, managing large capital projects from project inception to project completion. The principal goal of the department is to meet the expectations of the City of Miami Beach residents and client departments. Internal “client” departments include Public Works, Parking, Parks and Recreation, Property Management, Office of Housing and Community Services, Fire Department, and the Police Department. The delivery of large Capital Projects involves a myriad of processes and requires a high level of coordination among all stakeholders which include residents, Homeowners’/Neighborhood Associations, elected officials, owner agencies, and regulatory agencies. Stakeholders often play a significant role in the definition and the design of a project from its inception to its construction. CIP also works with all Commission committees and appointed boards, such as Finance and Economic Resiliency, Neighborhood and Quality of Life, Land Use and Development, Sustainability, Design Review Board, and the Historical Preservation Board, in the development and successful implementation of all Capital Projects.

STRATEGIC ALIGNMENT

Main Vision Area:



• Environment & Infrastructure

○ Make existing and new government assets and fleet efficient, sustainable and resilient

○ Reduce risk from storms, high tides, groundwater, and sea level rises

• Prosperity

○ Revitalize targeted areas and increase investment ○ Develop the Convention Center campus

• Neighborhoods


○ Provide quick and exceptional fire and emergency response

• Mobility

○ Improve the walking and biking experience


○ Improve two-way communications and engagement ○ Support all objectives to improve decision making and



• IMPLEMENT controls to prevent issues of unpermitted work or work exceeding city projects

• IMPLEMENT creative two-way engagement plan for projects• CONTINUE the stormwater program and have projects fully

underway in South, Mid and North Beach. Start immediately upon completion of Jacobs’ analysis

• COMPLETE Miami Beach Convention Center Parks and Art in Public Places (by Art Basel 2019)


• COMPLETE Lincoln Road renovation within 3 to 3.5 years

OPERATIONS


275


• Completed Altos Del Mar – This North Beach Park has been transformed with a new defined entry plaza on Collins Avenue, new beach walkways, sand volleyball courts, amphitheater type seating, a modern restroom facility, open lawn areas for potential outdoor community events, landscape with irrigation and a turtle-friendly lighting system.

• Completed Convention Center Park/Pride Park – This highly anticipated project transformed the parking lot located across from the Miami Beach Convention Center into a 5.8-acre park with approximately 500 new trees and stunning public art. Park features include open lawn spaces, shade areas, walkways, lighting, a veterans memorial, public restroom facility and a flexible area space.

• Completed Flamingo Park Outdoor Fitness Area – This project was created to provide a full body workout and flexibility for multiple individuals to workout at once. Three of the stations are wheelchair accessible, allowing those with mobility impairments to exercise in an outdoor gym tailored to their needs.

• Flamingo Park Parkwide Improvements – Flamingo Park is one of the only active play parks in the city — covering 36+ acres of land. In this project, the city invested $2.2 million on construction to enhance the park for the Miami Beach community. The project improved the open green spaces, shared use areas, common walkways and perimeter space around the park.


• Completed Pocket Park – Located at 2001 North Bay Road, Pocket Park sits at the nexus of three of the city’s residential streets - North Bay Road, Sunset Drive and 20 Street. Pocket Park capitalized on a relatively small piece of land (9,429 square-feet) and features a unique design with non-traditional play equipment such as outdoor climbing walls, climbable corn stalks, play mounds and a colorful play surface. The park also includes picnic benches, shade sails, circular benches wrapped around showcase shade trees, and a “blank canvas” white wall dividing the play area from residential space for future works of art.

• Completed Middle Beach Recreational Corridor Ph II, Section 2 – This section of the MBRC runs from 46 Street to 53 Street, providing connectivity northward along the beach up to 79 Street. This beachside amenity is truly a multi-modal path; the MBRC is an on-grade, Americans with Disabilities Act (ADA)-accessible, paver pathway that supports the use of bicycles, pedestrians and other non-motorized means of transportation. The MBRC project is part of the Atlantic Greenway Network. More than 27,000 native plants were installed along this corridor to enhance the dunes.

• Completed Tent Canopy for North Shore Bandshell – Located at 7275 Collins Avenue. This long-awaited enhancement provides shade from the hot Miami Beach sun and shelter from frequent, fast rains for residents and visitors who attend events at this historic cultural facility. The canopy is shaped like a martini glass; the circular structure spans 70 feet. In addition to its fun and functional design, the new canopy is equipped with six decorative, solar-powered, turtle-friendly lights around the frame. The drainage system in the area was upgraded to accommodate water that will be collected by the new canopy.

• Other Completed and/or Substantially Completed the following projects:

¤ Altos Del Mar Playground ¤ Botanical Garden Seawall ¤ Carl Fisher Seawall ¤ Lifeguard Stands Replacement (5 lifeguard towers) ¤ Ocean Rescue 79th Street Sub Headquarter Trailer

Replacement ¤ Palm & Hibiscus Landscaping (GOB) ¤ Storm water Pump Station at 19th Street East of Meridian ¤ Surface Parking Lot P2 (1A) – Penrods at One Ocean Drive ¤ Tent Canopy for North Shore Bandshell ¤ 2-Way Conversion 42nd Sheridan Street to Pine Tree Drive

Reconfiguration

• Projects Under Construction include:

¤ Collins Park Parking Garage ¤ Convention Center – Carl Fisher Renovation ¤ Flamingo Park – Handball Courts ¤ Indian Creek – Street Drainage Improvements Phase III ¤ Lifeguard Stands Replacement (2 lifeguard towers) ¤ Middle Beach Recreational Corridor Phase III (GOB)


OPERATIONS

276


¤ Palm & Hibiscus Neighborhood Improvements ¤ Rue Vendome Public Plaza ¤ South Pointe Neighborhood Identification Signs ¤ Sunset Harbor Pump Station #3 Screening ¤ Sunset Islands I & II Guardhouse ¤ Venetian Islands Seawalls ¤ Venetian Islands Neighborhood Improvements

• Projects in the bidding phase include:

¤ Surface Lot at Biscayne Beach – 8100 Hawthorne Avenue

• Projects in the design phase include:

¤ Biscayne Beach Additional Parking ¤ BayWalk 10th to 12th Street – Marina ¤ Baywalk Pedestrian Bridge (GOB) ¤ Brittany Bay Park Outlooks & Living Shoreline ¤ Collins Park Performing Arts Venue ¤ Fire Station I (GOB) ¤ Lincoln Road Improvements ¤ Maurice Gibb Park Renovation (partial GOB funding) ¤ Bayshore Park Par 3 (partial GOB funding) ¤ North Beach Entrance Signs ¤ North Shore Oceanside Park Renovation ¤ North Shore Oceanside Park Beachwalk (partial GOB

funding) ¤ North Shore Park Restrooms ¤ Protected Bike Lane Euclid Avenue between 5th Street and

16th Street ¤ Shared Path on Parkview Island Park 73rd - 77th Street ¤ Surface Lot 9D (P86) 6976 Indian Creek Drive ¤ West Avenue – Phase II Improvements North of 14th Street ¤ West Avenue – Phase II Improvements South of 14th Street ¤ 72nd Street Community Complex (GOB)

• Projects in the planning phase include:

¤ 17th Street Parking Garage Coating ¤ 1755 Meridian Garage Roof & Deck ¤ 42nd St Garage Elevator Replacement ¤ Central Bayshore South Neighborhood Imp. (Waiting on

Prioritization) ¤ Dade Boulevard Shared Use Path ¤ Flamingo Park Youth Center Facility (GOB) ¤ Flamingo Park Softball Field (GOB) ¤ Flamingo Park Baseball Field (GOB) ¤ Flamingo Park Phase III (GOB) ¤ Log Cabin (GOB) ¤ Marine Patrol Fire/Police Facility (GOB) ¤ North Shore Baseball Fields (GOB) ¤ Soundscape Restrooms /Storage (GOB) ¤ Skate Park Improvements (GOB


• Availability of project funding sourcesCIP is funded by charging a construction management fee based on the project budget. CIP collects the funds yearly based on the percentage of completion of the project during the fiscal year.

• Delivering construction projects within budget while meeting the required level of serviceCIP has implemented a model for constructability reviews which provides a standardized or consistent process for reviewing construction documents for constructability as well as re-evaluating control budgets prior to the issuance of invitations to bid or requests for proposal. Constructability reviews also identify opportunities for alternate construction means and methods which could shorten the projected construction schedule.

• Delivering construction projects within approved schedulesIn order to maximize the utilization of our project management teams, CIP has implemented more sophisticated software and measures for project scheduling, planning, and tracking.

• Meeting expectations of Client Departments CIP has worked with the internal “client” departments and other reviewing departments to streamline the processes related to the planning, design, and construction of the Capital Improvement Projects. CIP continues to look at ways in which the processes are further improved to achieve better efficiency and effectiveness. Discussions are frequently held with the client departments to evaluate the current project status and to look for opportunities to implement a more effective and efficient way to address regulatory requirements, as well as client department operational needs. Addressing these requirements early in the process is key to maintaining project schedules as well as identifying budget impacts.

• Addressing expectations of residents by expanding Communications Efforts and Community OutreachAnother key component to the department’s critical success is addressing the expectations of the City’s residents. CIP has a very successful Community Outreach Program, which coordinates communications with residents and businesses for all capital projects, from the planning to the construction phase.

OPERATIONS


277


Communication includes updating and maintaining the departmental website, as well as building relationships with homeowners’ associations (HOAs) and neighborhood associations (NAs), and other civic groups within the City in order to provide updates as it relates to capital projects.

Communication is key to our success and the City has many tools to increase community awareness. Construction in a dense, urban, coastal barrier island surrounded by a national aquatic preserve poses many challenges to the designers and the contractors. Anti-degradation policies for Biscayne Bay, coupled with high levels of naturally occurring ammonia and existing contamination due to man-made activities and sea level rise issues, increase the difficulty of complex infrastructure projects. Increased efforts to communicate these difficulties have raised awareness in the community and have helped explain how they impact the community during construction. The City’s Capital Improvement Program is one of the most ambitious programs in the South Florida area. Communicating the accomplishments as well as the challenges is a means to raising the awareness of the constituency. Gaining the support of the constituency is critical, as they are the end users who receive the benefit of the many projects which are being constructed in pursuit of improving the resident’s quality of life. Communicating the work to be performed and the work completed is also a communication strategy that needs to be implemented more effectively so that residents and visitors alike are aware of forthcoming activities and can plan appropriately so that they can mitigate their perceived impacts. Media such as the internet, print, and video will be used to communicate the department’s message in collaboration with the City’s Communications Department so that communications are streamlined, accurate, and concise.

FUTURE OUTLOOK

In the next five years, the CIP office will continue to deliver projects and advance the design and construction of Parks, Parking Garages, beachwalks, bike paths, infrastructure improvements, streetscape improvements, and City facilities.

With 15 projects in construction and 22 additional projects in design, permitting, and procurement phases, with a construction value of approximately $387 million (not including planning projects), construction activity is expected to peak within the next two to three years. In addition, there are 14 projects in the planning phase which include GOB projects with a budget of over $100 million.

Other possible issues, which continue to affect the program, include requests from the community and internal owner departments, resulting in additional scope as projects come online and also throughout the development of the projects. The streamlining of internal reviews will continue, and CIP will continue to make every necessary effort towards reducing review times, expediting comments, and reducing comments, which are not relative to the established scope and budget of projects. These issues continue to be managed by the team to determine appropriate and expedient solutions.


OPERATIONS

278


2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

Average # of days to process invoices from contractors and consultants

20 18 19 25 25

% of contractors evaluated 100% 100% 100% 100% 100%

% of consultants evaluated 100% 100% 100% 100% 100%

% of active ROW projects meeting the most current storm water management criteria

100% 100% 100% 100% 100%

% of projects with substantially completed construction and in beneficial use within 120 days of construction schedule

100% 100% 100% 100% 100%

% of residents rating quality of CIP projects as Good or Better

* * 87% 85% 85%

% of businesses rating quality of CIP projects as Good or Better

* * 87% 85% 85%

Total change order value as percent of original contracted construction amount (outside of additional scope)

6% 0% 32% 10% 10%

% of CIP projects for which the close-out procedure was completed

100% 100% 100% 100% 100%



*Indicates measure was not tracked and/or conducted during reporting period**Final data not available until end of year

OPERATIONS


279

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedCost Allocation - CIP 4,352,562 4,653,793 5,327,000 5,544,000Total 4,352,562$ 4,653,793$ 5,327,000$ 5,544,000$

Expenditure AreaSalaries & Benefits 3,741,519 3,831,324 4,472,000 4,585,500Operating Expenditures 253,600 229,469 303,000 289,500Internal Services 644,000 593,000 523,000 587,000Capital (209) 0 29,000 82,000Total 4,638,910$ 4,653,793$ 5,327,000$ 5,544,000$

Revenue Less Expenditures (286,348)$ 0$ 0$ 0$



0500,000

1,000,0001,500,0002,000,0002,500,0003,000,0003,500,0004,000,0004,500,0005,000,000


Expenditure Summary



OPERATIONS

280

BUDGET HIGHLIGHTS


• Personnel services expenditures increased by $113,500, or 2.5%. This is primarily due to increases in salaries and wages of $96,000 resulting from the reallocation of a portion of a position from the Parking Department to CIP and applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as $17,500 in other personnel services expenditures that include projected increases for health and life insurance, allowances, and pension costs.


• Operating expenditures decreased by $13,500, or 4.5%, which is primarily due to miscellaneous reductions in contract maintenance, equipment, and training.

• Internal services expenditures increased by $64,000, or 12.2%. This is primarily due to an increase of $41,000 in Information Technology services, as well as other increases in Risk Management, Property Management, and OIG Funding services totaling $23,000.

• Capital expenditures increased by $53,000 based on vehicles, machinery, and equipment scheduled for replacement in FY 2021.


• The FY 2021 budget includes a $118,000 efficiency reallocating 75% of a Special Projects Coordinator position previously funded by the Parking Department to the Office of Capital Improvement Projects for FY 2021, as part of the Parking Department’s COVID-19 balancing plan.

OPERATIONS

FLEET MANAGEMENT

281


We are committed to be a well-managed provider of quality and cost-effective fleet services.


Fleet Management maintains and repairs the City’s fleet of approximately 1,250 vehicles. This total includes approximately 880 sedans, sport utility vehicles (SUVs), light trucks, and vans, with the balance comprised of a variety of heavy-duty trucks and specialty equipment, such as construction equipment, street sweepers, vacuum trucks, light towers, generators, all-terrain vehicles, watercraft, trailers, and pressure washers. Fleet Management also maintains over 100 vehicles for the Village of Key Biscayne and North Bay Village.

Department responsibilities and activities include:

• Repairing and Maintaining Vehicles and Equipment – Includes scheduled preventive maintenance and repairs representing approximately 7,500 service work orders per year. Vehicles are assessed for replacement, during their life cycle, based on criteria as determined by Fleet Management and City policy. Age, mileage, repair history/cost, and general condition are key factors considered when scheduling vehicle replacement.

• Managing Automotive Warehouse Operations – Includes ordering and receiving of parts, tools, uniforms and maintenance supplies; fulfilling parts orders for mechanic service work orders; managing inventory; ordering lubricants; disposing of used tires and discarded balancing lead weights; and receiving over 100 bulk fuel deliveries per year.

• Purchasing/Replacing Vehicles and Equipment – Includes utilization of competitively procured contracts; piggybacking from State and County contracts; issuing requests for quotes and proposals; and providing up-fitting of new vehicles with safety and utility equipment, utilizing Fleet and outside vendor resources. Approximately 285 General Fund department vehicles and equipment, with an estimated total value of $11.9-million, are scheduled for replacement during FY 2021. Approximately 84 additional Enterprise, Internal Service, and Special Revenue vehicles, with an estimated total value of $3.4-million, are also scheduled to be replaced.

• Purchasing, Dispensing and Distributing Fuel – Includes management and maintenance of dispensing facility at Terminal Island; administration of Fuel Card Program and various retail accounts; management of inventory; fuel management system administration, maintenance and repair; and fuel key management. Approximately 889,000 gallons of fuel were purchased during FY 2019.


• Disposing of Surplus Vehicles and Equipment – Based on various replacement criteria including age, mileage, repair history/cost and general condition. Disposal channels include live and on-line auctions as well as City Commission approved donations. Surplus automotive metal parts and components are collected and sold at scrap value.

• Providing Fleet Support Services – Includes responding to emergency callouts for towing and wrecker services for City vehicles on a 24/7/365 basis, primarily through outside towing service; collaborating road services with Risk Management on accident investigations; overseeing outside car wash services; monitoring and administering citywide charges for toll and red light violations; coordination of speedometer testing and vehicle safety inspections; training support in the operation of specialized equipment; and vehicle tag, title, and registration services. Approximately 500 road service calls are typically completed each year.

• Providing Administrative and Planning Support Activities – Includes interaction with over 100 vendors; verification, tracking, approving and processing invoices representing over 8,000 vendor transactions and purchasing card transactions per year; chargeback billing to departments for services and products provided; processing monthly off-road fuel tax reimbursements with the State; overseeing compliance with all operating permits; and collaborating with all departments in developing vehicle replacement budgets that meet their operational needs.


FLEET ADMINISTRATION

FLEET OPERATIONS

FLEET ADMINISTRATIONOFFICE OF THE DIRECTOR

WAREHOUSE OPERATIONS

FLEET MANAGEMENT OPERATIONS

282

FISCAL ENVIRONMENT

The Fleet Management Department is an Internal Service organization, deriving its revenue from all departments that operate City-owned vehicles through a department chargeback process on a “pay-as-you-go” basis. Charges are made for fuel dispensed with a 13-cent markup to support fuel operations assets and activities, including fuel dispensers, automated fuel tracking system, and related computer hardware and software. Vendor sublet rates are marked up by 10% and parts are marked up by 20%. Charges cover Fleet Management’s administrative and operating expenses for services and warehouse operations. Vehicle loans are the primary source of funds for purchasing replacement vehicles for the General Fund departments. Vehicles are replaced based on age, mileage, condition, and repair costs.

Securing adequate vehicle replacement funding is Fleet Management’s greatest challenge and has accelerated to a worsening replacement cycle gap during recent years. Average available General Fund funding for vehicle replacement was $4.64M from FY 2012 through FY 2016 and $1.90M from FY 2017 through FY 2019. The below chart illustrates GF budgets for vehicle replacement through FY 2020.

Failure to adequately fund vehicle replacements according to recommended replacement cycles has been shown to cause several problems, including higher maintenance and fuel costs, increased vehicle breakdowns, and a lower level of fleet readiness that impacts the ability of City departments to effectively conduct operations and deliver services. Equally important is the aging trend of the City’s fleet. Replacing vehicles and equipment at the end of their useful life produces savings and related positive results. The following chart reflects the aggregate availablility of all City vehicles, by fiscal year, calculated as a percent of the vehicles’ rated service time.


Given the challenging funding environment for replacing vehicles, Matrix Consulting Group was retained, in 2018, to assess the City’s fleet asset replacement practices and offer recommendations on a replacement plan and funding options. Their final report recommended increased funding to address the vehicle replacement backlog. The funding recommendations from the Matrix report served as the basis for the adopted $7.5-million FY 2020 General Fund budget for vehicle and equipment replacement. The graph below displays the five-year vehicle and equipment replacement plan broken out by fund type. The figures reflect further evaluation and reduction of Matrix’s initial recommendation, based on a more representative replacement cycle and operating conditions for the City’s fleet.

$9,9

67,1

57 $11,

982,

489

$5,8

98,5

64

$5,3

29,5

91

$3,6

17,6

54

$3,8

62,7

41

$5,0

83,7

42

$2,7

19,3

51

$2,6

87,0

98

$1,8

19,2

31

$14,

346,

684

$12,

687,

409

$7,0

53,6

14

$8,6

71,0

42

$4,3

69,7

20

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

FY 2021 FY 2022 FY 2023 FY 2024 FY 2025

FIVE-YEAR VEHICLE & EQUIPMENT REPLACEMENT PLAN

GENERAL FUND OTHER FUNDS* TOTAL - ALL FUNDS

*OTHER FUNDS INCLUDE THE FOLLOWING: ENTERPRISE FUNDS, SPECIAL REVENUE FUNDS, INTERNAL SERVICES FUNDS, RDA CITY CENTER FUNDS *Other Funds include the following: Enterprise Funds, Special Revenue Funds, Internal Services Funds,

and RDA City Center Funds

OPERATIONS

FLEET MANAGEMENT

283

STRATEGIC ALIGNMENT

Main Vision Area:




○ Make existing and new government buildings, assets and fleet efficient, sustainable and resilient




• N/A


• N/A


• EXPAND Renewable Energy• DRIVE into the Future!• IT’S Electric!


The Fleet Management Department has diverse responsibilities within the City and works closely with client departments to ensure that their vehicles and equipment support their operational needs and that their expectations are met. In this capacity, Fleet Management provides a wide range of support services to end users, including necessary training to maintain and operate vehicles and equipment safely. Client departments are made aware of the importance of having their vehicles/equipment brought to Fleet Management for preventive maintenance, when scheduled, to ensure that the cost of repairs is minimized. Operating and care practices of vehicles/equipment can also impact Fleet Management’s business environment and its client departments’ operations. Fleet Management strives to use best industry practices to provide cost effective fleet services and seeks to leverage technology to improve business processes and services.

The department reviews internal processes, as well as key existing contractual and professional partnerships, on an on-gong basis, to identify improvement opportunities and seek the most cost-effective balance between in-house and outsourced services. Fleet Management has also pursued additional revenue enhancement.


opportunities by growing the percent of repair services to other area municipalities and by proposing innovative opportunities such as the use of the Shop 1 building wall (facing Government Cut ship channel) for placement of exterior advertising. Over five million cruise passengers sail past the Fleet Management facility every year.

Fleet Management continues to provide vehicle maintenance and repair services for the Village of Key Biscayne and North Bay Village. A draft maintenance and repair services proposal recently submitted to the City of Sunny Isles Beach, for maintaining their utility transport van fleet, will be revisited in 2020. These outside partnerships provide additional revenue to Fleet Management and help offset operational expenditures.


• Continued “Greening” of City Fleet – The City’s fleet includes 22 gasoline hybrid-electric vehicles (HEV) and one fully electric vehicle - operating in ten City departments. Over 100 gasoline units were replaced with the new hybrid model using FY 2020 funds. This more than quadrupled the City’s HEV fleet.

• Achieved High Overall Availability of Fleet Vehicles – Achieved overall average availability of citywide fleet vehicles and equipment of 95% for FY 2019, including 96% for all Police Department vehicles and 95% for all Fire Department vehicles.

• Maintained High Training Level for Fleet Employees – Between FY 2017 and FY 2019, Fleet Management employees completed 548 individual training sessions, representing 1,257 aggregate training hours, averaging over 20 annual hours per year per employee. This included online technical courses, hands-on, on-site equipment training through various dealers, and citywide training courses.

• Surplus Vehicle Disposal – Continued to hold live auctions to maximize proceeds from surplus vehicles and equipment. Since FY 2016, four auctions have resulted in the sale of over 500 vehicles and equipment, generating net proceeds of approximately $2.0M.


284

FUTURE OUTLOOK

• External factors that may impact future vehicle purchase may include future federal, state, county and local government mandates, funding availability, sustainability initiatives and fuel efficiency standards and costs.

• Reduction of CO2 Emissions: In late 2019, Ford rolled out the first HEV Utility Interceptor patrol vehicle. As noted in the Hybrid-Electric Vehicle Policy (LTC #316-2019), this pursuit-rated HEV has the potential to achieve as much as a 40% reduction in fuel consumption in patrol vehicles. This vehicle class presents the most cost-effective opportunity to reduce GHGs and is targeted for full conversion to HEVs by the end of 2025. Upon full conversion to hybrid units, this vehicle class will have achieved a reduction of approximately 2.24 million Lbs. of CO2 GHG emissions per year.

The City fleet’s gasoline consumption totals approximately 767,000 gallons per year. This is equivalent to approximately 13.5 million Lbs. of CO2 GHG emissions per year. Police Department vehicles, marine vessels, and specialty equipment account for nearly 64% of citywide gasoline usage. Police patrol vehicles 316 consume approximately 338,000 gallons of fuel annually, or 44.1% of the City’s total gasoline volume. The chart below illustrates five major gasoline vehicle classes that account for 72% of the city’s annual gasoline consumption that are being targeted for future replacement, as part of the scheduled vehicle replacement cycle, with primarily hybrid, as well as electric vehicles.

44%

13%9%

4%4%

28%

GASOLINE CONSUMPTION BY VARIOUS VEHICLE CLASSES AS % OF CITYWIDE TOTAL

POLICE PATROL VEHICLES

SUVs

PICK‐UP TRUCKS <= 1 Ton

MID‐SIZE SEDANS

COMPACT SEDANS

ALL OTHER CLASSES

If current levels of vehicle replacement funding remain available in the coming years, the City will continue to make significant reductions in its fleet gasoline consumption and CO2 GHG emissions, building upon the progress that will have been achieved through the approximately 108 HEVs and two fully-electric vehicles (FEVs) acquired with the FY 2020 budget. In addition to the 22 HEVs and one FEV already in the City fleet, these green vehicles are projected to achieve a reduction of approximately 0.67 million Lbs. of CO2GHG emissions per year by 2021.

With an anticipated green fleet of 564 HEVs and 25 EVs by 2025, it’s projected that a reduction of approximately 3.3 million Lbs. of CO2 GHG emissions per year will be achieved, by 2025, from the decreased annual gasoline consumption of approximately 187,000 gallons, equivalent to a 24.4% reduction.


• Service Shopper Program – Maintained FY 2019 Service Shopper Program Combined Average Score above 4.00 target (4.88 out of out of 5.00, or 97.6%).


Critical success factors to Fleet’s operation include:

• Securing Adequate Vehicle Replacement Funding – The vehicle replacement cycle gap has worsened during recent years. A study completed by Matrix Consulting Group in 2018 found that fleet replacement practices are sound. However, the study also confirmed that available funding for the replacement of fleet assets has been lower than required in the past and has resulted in a significant vehicle replacement backlog, adding that a properly funded long-range fleet replacement plan needs to be implemented. As was noted in the Fiscal Environment section above, failure to adequately fund vehicle replacements according to recommended replacement cycles has been shown to cause several problems, including higher maintenance and fuel costs, increased vehicle breakdowns, and a lower level of fleet readiness that impacts the ability of City departments to effectively conduct operations and deliver services.

• Securing Adequate Parking for Fleet and Sanitation Operations – The 2.2-acre City-owned parcel at Terminal Island is an ideal location for Fleet Management operations. However, the existing facilities shared with the Sanitation Division are unable to fully accommodate: parking and staging of active Sanitation service vehicles and equipment; receiving, storing, and prepping new vehicles/equipment by mechanics and vendors; transferring, storing, and de-commissioning of vehicles to be auctioned; and parking of employee-owned vehicles. Consequently, overflow parking of City and employee-owned vehicles spills onto the State owned Terminal Island Road right-of-way (ROW) fronting the City property; a small adjacent plot, owned by FPL, fronting their sub-station property; as well as off-site City garages. These conditions result in operational inefficiencies and lost productivity. The use of off-site garage facilities for the parking and retrofitting of City vehicles also reduces the number of available revenue generating parking spaces for the Parking Department and may trigger complaints from constituents. The on-going redevelopment of the Convention Center District will likely restrict the future availability of parking spaces for non-revenue generating activities at the 17th Street Garage. These existing conditions will be further aggravated, with the anticipated loss of approximately 50 parking spaces when the reconfiguration of the Terminal Island Road ROW is completed. The ROW work is tied to the construction of the new Fisher Island Parking Garage and Ferry Terminal Project within the property fronting the U.S. Coast Guard Station.

• On-Going Replacement/Acquisition of Vehicle Lifts, Shop Equipment, and Diagnostic Software – Continued replacement of outdated equipment and tools will allow mechanics to improve productivity and stay current with growing predominance of electronic diagnostic and testing technologies.

OPERATIONS

FLEET MANAGEMENT

285

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

YTD Fleet Availability - Police Pursuit Vehicles, Monthly

96.4% 96.2% 96.2% 96.0% 96.0%

YTD Fleet Availability - Sedans & Light Trucks, Monthly

97.3% 96.0% 95.1% 95.0% 95.0%

YTD Employee Training Hours, Annually 24.06 21.38 15.68 24.00 24.00




FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedInter-Departmental Charges 8,725,000 10,680,000 12,396,000 12,577,000Interest/Other 556,321 297,182 542,000 639,000Total 9,281,321$ 10,977,182$ 12,938,000$ 13,216,000$

Expenditure AreaSalaries & Benefits 2,295,562 2,520,149 2,457,000 2,362,000Operating Expenditures 7,869,858 7,740,506 4,558,000 4,128,000Internal Services 463,081 580,000 531,000 595,000Capital 52,920 21,253 1,574,000 1,473,000Debt Service 2,258,381 2,348,545 3,818,000 4,658,000Total 12,939,802$ 13,210,453$ 12,938,000$ 13,216,000$

Revenue Less Expenditures (3,658,481)$ (2,233,270)$ 0$ 0$



01,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,0008,000,0009,000,000

Salaries & Benefits Operating Expenditures Internal Services Capital Debt Service

Expenditure Summary



286

BUDGET HIGHLIGHTS


• Personnel services expenditures decreased by $95,000, or

3.9%. This is primarily due to decreases in salaries and benefits totaling $247,500, attributed to the reductions/efficiencies further detailed below. This decrease is, however, partially offset by a budgeted fringe benefit payout resulting from the planned retirement of the current Director and other pension-related costs totaling $152,500 combined.


• Operating expenditures decreased by $430,000, or 9.4%. This is primarily due to a reduction in funding proposed to be set aside for renewal and replacement of Fleet assets totaling $275,000, in addition to a reduction in engine and fuel lubricants of $120,500 attributed to hybrid/electric conversions positively impacting consumption and decreases in other miscellaneous operating expenditures totaling $34,500 based on anticipated department needs for FY 2021.

• Debt service expenditures increased by $840,000, or 22.0%. This is primarily due to the projected debt service required for General Fund vehicles, machinery, and equipment scheduled for replacement in FY 2021.

• Internal services expenditures increased by $64,000, or 12.1%. This is primarily due to an increase of $23,000 in OIG Funding services, as well as other increases in Information Technology, Risk Management, and Property Management services totaling $41,000.

• Capital expenditures decreased by $101,000, or 6.4%, primarily due to one-time capital expenditures budgeted in FY 2020 for machinery and equipment.


• The FY 2021 budget includes a $258,000 efficiency for the elimination of the Director position, an Office Associate IV position, and conversion of another Office Associate IV position.

• As part of the COVID-19 balancing plan, the FY 2021 reductions

also include a one-time reduction of $18,000 for furloughs for all bargaining units based on a tiered approach.

PARKING

287

ECONOMIC DEVELOPMENT & CULTURAL OPERATIONS


We are dedicated to providing clean, safe, and affordable parking options, which support mobility and reduce traffic congestion; with an unwavering commitment to customer satisfaction.


The Department manages and operates 63 surface parking lots and 11 garages. There is a total of 9,642 metered spaces both on and off-street and 23 residential parking permit zones citywide. Other units within the Department include: sign/facility maintenance, parking meter maintenance, customer service, and finance/coin room.

Initiatives and technology enhancements include: pay by license plate multi-space pay stations for on-street and surface parking lots; pay-on-foot stations at garages; bike sharing program with Citibike; electric vehicle charging station program with Blink Network, Inc.; License Plate Recognition (LPR); mobile phone payment services with Parkmobile; in-house virtual permit program; online request for administrative review of parking citations; point of sale (POS) handhelds; and citywide deployment of freight loading zone programs.

FISCAL ENVIRONMENT

The City of Miami Beach Parking Department is an Enterprise Fund. As such, it subsists solely on revenues generated by its operations. The Department’s major revenue generators are parking meter operations, parking garages, permit revenue, and parking citation revenues. Major expenditures are personnel costs, including contract labor. From a financial perspective, our bonding covenants require the Department to maintain a debt service ratio of 1.35:1 or better.


The Department serves a wide variety of customers, ranging from tourists/visitors, commercial uses (office, entertainment, restaurant, retail, etc.) and their employees, residential, internal customers (city employees), and to some extent, valet parking operations. Customer service tends to provide enhanced service levels for security, cleanliness, and excellent hospitality by all those who come in contact with the customer while maximizing efficiencies wherever possible.

The Department, as an Enterprise Fund, is the single largest provider of parking services in the City. Its purpose is to provide parking services at the highest levels. The Department’s market share has decreased somewhat due to additional private parking inventory as well as the growing popularity of Transportation Network Entities (TNE) such as Uber/Lyft. The Department continues to identify and implement revenue enhancements and cost saving measures. Clearly, in some cases, parking serves as an economic development incentive to stimulate growth, including workforce housing. As such, parking facilities used for this purpose tend to operate at a deficit for multiple years or at least in the initial year. The number and role of these facilities are a delicate balance to ensure the viability of the entire system.


The Department is the single largest provider of parking in the City, serving resident, commercial, and tourist/visitor parking needs. Simply put, the Department’s mission is to provide clean, safe, and affordable parking options, which support mobility and reduce traffic congestion; with an unwavering commitment to customer satisfaction. In addition, the Department has a public safety duty to ensure parking regulations are adhered to through its parking enforcement unit.

The Department is comprised of three divisions (administration, on- street, and off-street). Various services, predominantly in the off-street division are contracted labor, including cashiers/attendants and supervisors, security, janitorial, and landscaping. Other contracted services in the Department (on-street division) include parking meter collections and towing services.

Assistant City Manager

Parking Garage Man-ager/ Supervisors

Parking Compliance

Enforcement

Meter Maintenance

Operations Administration

Sign Maintenance

Parking Department Office of Director

PARKING

288



• Upgraded to new parking citation handheld device provided by Miami-Dade County

• Developed and deployed in-house parking enforcement application for permit and payment look-up

• Completed the procurement of License Plate Recognition (LPR) cameras in all entrances and exits of all City owned garages

• Completed the design of new surveillance camera installations for all City owned garages

• Completed Convention Center Garage• Amended the valet parking concession agreement resulting in

enhanced revenues and stricter controls• Expanded EV (electric vehicle charging stations) through Blink

Network to nine (9) municipal garages• Implemented new ENERGOV module for parking enforcement

inspections• Completed lighting enhancements at the 12th Street, 13th

Street, and turtle-friendly lighting at the 7th Street Garage STRATEGIC ALIGNMENT

Main Vision Area:

Mobility


• Prosperity


• Mobility

○ Address traffic congestion




• MAKE substantial progress on North Beach Town Center/ Byron Carlyle/Ocean Terrace

• COMPLETE Ocean Drive renovation, activation and program-ing underway

• IMPLEMENT the Transportation Master Plan


• N/A


• DEVELOP Mobility Hubs in the 305• DRIVE into the Future!


• Transportation/traffic congestion• Tourism trends• Interdepartmental cooperation and communication

FUTURE OUTLOOK

The COVID-19 pandemic has had devastating impacts to our local economy. Since March 25, 2020, utilization of parking and its related revenues have been hit hardest with reduced revenues by as much as 95% compared to the prior year.

In order to “rightsize” the Parking Department for a balanced budget, the following expenditure savings are in place:

• Suspension or reduced service levels of contracts related to parking pay stations, sanitation services, pressure cleaning services, greenspace maintenance, valet parking concessions, security services, and parking attendants.


• Furlough of over 60 employees within the department and/or employees in other supporting departments funded by the parking system.

Parking facilities, including garages, lots, and curbside parking have been impacted to varying degrees since the pandemic began. Currently, all facilities are open to the public except during curfew hours and in an abundance of caution certain locations have had limited access to assist in managing overcrowding and social distancing requirements, pursuant to Miami-Dade County Order and the City’s State of Emergency Declaration and related Emergency Measures. Certain segments of parking operations may be expanded (or further reduced) contingent upon the economic recovery of the City and related parking utilization.

PARKING

289


2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

% of public area cleanliness assessments for parking lots scoring 2.0 or better

72% 71% 70% 90% 90%

Bike Share - # of new members 3,562 3,266 2,936 3,300 3,300

Bike Share - # of trips 1,359,244 1,681,972 1,704,536 1,650,000 1,650,000

# of citations issued for illegal loading activities on major thoroughfares

23,816 21,616 21,650 20,000 20,000

% garage turn-over ratio 1.38 1.33 1.21 1.40 1.40

# of scofflaws detected 755 584 37 N/A 700




PARKING

290


DEPARTMENT FINANCIAL SUMMARY - ENTERPRISE FUNDFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedMeters 29,194,659 27,910,061 29,940,000 19,969,000Parking Citations 2,596,982 2,419,230 3,218,000 2,259,000Residential Permits 1,016,509 1,068,993 1,063,000 736,000Garages 9,109,608 10,189,108 11,913,000 7,624,000Meter Space Rental 1,602,542 1,963,662 1,719,000 1,259,000Valet 1,746,960 1,634,138 1,748,000 1,154,000Towing Fees 588,033 602,024 588,000 335,000Deco Bike 491,731 551,530 535,000 367,000Park Mobile 784,516 874,163 886,000 1,227,000Interest 838,284 1,172,128 954,000 1,058,000Other 696,657 1,023,638 509,000 269,000Retained Earnings - Contribution to General Fund 4,400,000 1,166,000 1,166,000 0Retained Earnings - Contribution to Transportation 3,793,000 1,305,000 981,000 0Retained Earnings -- Capital 0 0 312,000 90,000Total 56,859,481$ 51,879,675$ 55,532,000$ 36,347,000$

Expenditure AreaSalaries & Benefits 13,041,787 14,871,856 14,466,400 11,280,200Operating Expenditures 20,969,100 19,233,333 19,485,100 15,882,800Funded Renewal & Replacement 4,733,028 5,059,759 6,056,500 1,345,000Unfunded Renewal & Replacement 772,309 458,311 0 0Debt Service 6,285,588 6,030,629 6,377,000 3,729,000Internal Charges 3,453,572 4,139,458 3,991,000 4,020,000Capital 183,405 73,640 312,000 90,000Contribution to General Fund 4,400,000 1,166,000 1,166,000 0Contribution to Transportation 3,793,000 1,305,000 981,000 0Transfer to Reserves 0 0 2,697,000 0Total 57,631,790$ 52,337,986$ 55,532,000$ 36,347,000$



0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Salaries &Benefits


FundedRenewal &

Replacement

UnfundedRenewal &

Replacement

Debt Service InternalCharges

Capital Contribution toGeneral Fund

Contribution toTransportation

Transfer toReserves

Expenditure Summary


PARKING

291


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 1,646,582 2,650,731 2,206,400 1,682,200Operating Expenditures 3,627,736 3,367,501 5,882,400 2,940,000Renewal & Replacement 3,807,877 3,826,903 4,189,500 219,000Internal Services 885,000 683,000 627,000 612,000Capital 23,329 0 0 0Contribution to General Fund 4,400,000 1,166,000 1,166,000 0Contribution to Transportation 3,793,000 1,305,000 981,000 0Tranfer to 5th & Alton Garage 0 0 0 251,000Debt Service 6,243,588 5,998,629 6,341,000 3,699,000Total 24,427,113$ 18,997,765$ 21,393,300$ 9,403,200$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 7,900,843 8,331,895 8,280,000 6,027,000 Operating Expenditures 5,503,497 5,409,105 5,357,000 4,552,800 Renewal & Replacement 1,068,428 1,070,262 1,175,000 965,000 Internal Services 1,203,000 1,469,000 1,924,000 1,831,000Capital 160,076 73,640 278,000 0 Debt Service 2,000 1,000 2,000 1,000Total 15,837,845$ 16,354,902$ 17,016,000$ 13,376,800$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 2,255,334 2,469,357 2,533,000 2,111,000Operating Expenditures 11,813,314 10,437,285 10,896,400 8,126,000Renewal & Replacement 629,032 620,904 692,000 161,000Internal Services 1,210,572 1,841,458 1,314,000 1,398,000Capital 0 0 34,000 90,000Debt Service 40,000 31,000 34,000 29,000Total 15,948,252$ 15,400,004$ 15,503,400$ 11,915,000$




PARKING ADMINISTRATION - ENTERPRISE FUND

PARKING ON-STREET - ENTERPRISE FUND

PARKING OFF-STREET - ENTERPRISE FUND

PARKING FINANCE CUSTOMER SERVICE - ENTERPRISE FUND

PARKING

292


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedCharges for Services 355,184 454,727 480,000 276,000Tenant Contributions 152,040 162,924 168,000 115,000 Interest Earnings 50 34 0 0Miscellaneous/Other 3,958 2,718 2,000 1,000Retained Earnings/Fund Balance 0 0 0 251,000Total 511,232$ 620,402$ 650,000$ 643,000$

Expenditure AreaOperating Expenditures 623,336 617,627 650,000 641,000Funded Renewal & Replacement 0 2,775 0 0Unfunded Renewal & Replacement 240,066 237,291 0 0Internal Services 0 0 0 2,000Total 863,402$ 857,693$ 650,000$ 643,000$



5TH & ALTON GARAGE - SPECIAL REVENUE FUND

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

Operating Expenditures Funded Renewal &Replacement

Unfunded Renewal &Replacement

Internal Services

Expenditure Summary


PARKING

293


FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedCharges for Services 2,698,874 2,735,190 2,764,000 1,874,000Interest Earnings 65,690 144,123 127,000 154,000Miscellaneous/ Other 797 990 0 0Total 2,765,361$ 2,880,303$ 2,891,000$ 2,028,000$

Expenditure AreaSalaries & Benefits 20,253 0 0 0Operating Expenditures 1,306,097 1,109,953 1,669,000 1,271,000Internal Services 241,000 165,000 160,000 178,000Transfer to Reserves 0 0 1,062,000 579,000Total 1,567,351$ 1,274,953$ 2,891,000$ 2,028,000$



7TH STREET GARAGE - SPECIAL REVENUE FUND

0200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,0001,800,000


Expenditure Summary


PARKING

294


BUDGET HIGHLIGHTS


Parking Enterprise Fund

• Personnel services expenditures decreased by $3,186,200, or 22%. This is primarily due to efficiencies/reductions of $3,315,000 in personnel expenditures further detailed below. These decreases were, however, partially offset by increases in salaries and wages resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as increases in other personnel services expenditures, which include health and life insurance and pension.

• Operating expenditures decreased by $13,157,800, or 43.3%, primarily due to the following:

1. Decrease in various operating expenditures totaling $2,637,000 for efficiencies/reductions (includes one-time decreases from the COVID-19 balancing plan) further detailed below

2. Decrease in the set-aside for funded renewal and replacement of $4,711,500 based on FY 2021 projected revenues in excess of expenditures

3. Decrease in utilities of $31,000 based on current trends4. Decrease in projected windstorm property insurance costs

of $78,0005. Decrease in transfer to fund balance/reserves of

$2,697,000 based on projected surplus from Parking operations budgeted in FY 2021


6. Decrease in right-of-way fees paid to the General Fund of $804,000 based on projected FY 2021 on-street parking revenues

7. Decrease in administrative fees paid to the General Fund of $484,000

8. Decrease in the FY 2021 transfer to the General Fund of $1,166,000

9. Decrease in the FY 2021 transfer to the Transportation Fund of $981,000

10. Decrease in misc legal settlements of $289,000 11. Decrease in uniforms of $24,000 based on anticipated

needs for FY 202112. Decrease in training and awards of $53,00013. Increase in other miscellaneous operating expenditures of

$321,000 based on projected trends14. Increase in the transfer to the 5th & Alton Garage Fund

of $251,000 based on projected FY 2021 revenues and expenditures

15. Increase in rent-building and equipment of $216,000 due to fees paid to the General Fund for space occupied by Enterprise Departments in the City Hall Campus

• Internal services expenditures increased by $29,000, or 0.7%. This is primarily due to increases in Central Services, Property Management, Fleet Management, Risk Management, and OIG Funding services totaling $268,000. These increases were, however, partially offset by a decrease in Information Technology services of $239,000.

• Capital expenditures decreased by $222,000, or 71.2%, due to vehicles, machinery, and equipment, as well as renewal and replacement projects scheduled for replacement/commencement in FY 2021 per Fleet and Property Management.

• Debt service expenditures decreased by $2,648,000, or 41.5%, based on projected one-time savings in debt service costs related to the Parking Department’s outstanding 2010A and 2010B bonds that were refinanced during FY 2020 as part of the City’s COVID-19 balancing plan.

PARKING

295



5th & Alton Garage Special Revenue Fund

• Operating expenditures decreased by $9,000, or 1.4%, primarily due to decreases in other miscellaneous operating expenditures based on projected operational needs in FY 2021.

• Internal services expenditures increased by $2,000, or 100.0%, due to increases in OIG Funding services.

7th Street Garage Special Revenue Fund

• Operating expenditures decreased by $398,000, or 23.8%, primarily due to decreases of $160,000 for efficiencies/reductions further detailed below, $124,000 in contract maintenance, $88,000 in funded renewal and replacement, $26,000 in administrative fees paid to the General Fund, and $35,000 in other miscellaneous operating expenditures based on projected trends. These decreases were, however, offset by an increase of $35,000 in other contractual services and sanitation fees.

• Internal services expenditures increased by $18,000, or 11.3%. This is primarily due to increases in Risk Management of $13,000 and OIG Funding services of $5,000.

• Transfers to reserves decreased by $483,000, or 45.5%, based on projected revenues in excess of expenditures for FY 2021.




• The FY 2021 Parking Enterprise Fund budget includes a $1,691,000 efficiency/reduction to remove all on-street (curbside) and off-street (lots) parking pay stations (Parking initiative #1). The Parking department currently has approximately 704 parking pay stations for on-street and off-street metered parking. This reduction would remove all on-street (curbside) and off-street (lots) parking pay stations thus providing for the phone application (Parkmobile) as the only Parking payment option (Touchless Parking Payment Option). In addition, it includes the elimination of four full-time positions that maintain the pay stations, as well as repurposing other Parking positions to perform maintenance in the City’s garages.

• The FY 2021 Parking Enterprise Fund budget includes a $1,166,000 efficiency/reduction to reduce Parking Enforcement Operations (Parking initiative #2). This reduction changes the status of 28 full-time Parking Enforcement Specialist positions and 5 full-time Dispatcher positions to part-time status, and eliminates 22 part-time Parking Enforcement Specialist positions and 4 part-time Parking Dispatcher positions that are proposed to be replaced with an outside contracted services provider.

• The FY 2021 Parking Enterprise Fund budget includes a $509,000 efficiency/reduction to eliminate/transfer costs for other department positions historically funded by the Parking Department (Parking initiative #3). This reduction would eliminate three positions funded by Parking in the Finance Department and one position funded by Parking for Property Management, as well as transfer a portion of one position funded by Parking for the Office of Capital Improvement Projects (CIP) to CIP and three positions partially funded by Parking for the Office of the Inspector General (OIG) to the OIG’s office.

PARKING

296



• The FY 2021 Parking Enterprise Fund budget includes a $1,163,000 efficiency/reduction to eliminate/reduce Parking operations services and activities (Parking initiative #4A). This reduction would reduce Parking services and activities related to the maintenance and operation of the City’s municipal garages and lots.

• The FY 2021 Parking Enterprise Fund budget includes a $277,000 efficiency/reduction for grounds maintenance (Parking initiative #4B). This reduction would reduce the level of services for grounds maintenance in the City’s parking facilities from 36 to 24, as well as recognize the projected savings from the new citywide grounds maintenance agreement.

• The FY 2021 Parking Enterprise Fund budget includes a $556,000 efficiency/reduction to reduce sanitation services and outsource functions (Parking initiative #4C). This reduction would reduce the level of Sanitation services utilized by the Parking Department for the first quarter of FY 2021 while the procurement process for an outside contractor takes place. Subsequent to completion of the procurement process, an outside contractor is anticipated to be used by Parking for Sanitation services at 80% of prior year service levels beginning in the second quarter of FY 2021.

• The FY 2021 Parking Enterprise Fund budget includes a $500,000 efficiency/reduction to reduce parking positions due to a reduction of services and activity/utilization in municipal garages (Parking initiative #5). This reduction would eliminate 6 operations and administrative positions and convert the two Assistant Parking Director positions to a Senior Parking Operations Manager and Contract Compliance Administrator.

• The FY 2021 Parking Enterprise Fund budget includes $90,000 in reductions as part of the COVID-19 balancing plan, which is comprised of furloughs for all bargaining units based on a tiered approach.



• The FY 2021 budget includes a $80,000 efficiency/reduction to remove all on-street (curbside) and off-street (lots) parking pay stations (Parking initiative #1). This reduction would remove all on-street (curbside) and off-street (lots) parking pay stations thus providing for the phone application (Parkmobile) as the only Parking payment option (Touchless Parking Payment Option).

• The FY 2021 budget includes a $80,000 efficiency/reduction to grounds maintenance agreement (Parking initiative #4B). This reduction would reduce the level of services for grounds maintenance in the City’s parking facilities from 36 to 24, as well as recognize the projected savings from the new citywide grounds maintenance agreement.






OPERATIONS

297

PARKS AND RECREATIONDEPARTMENT MISSION STATEMENT

We are dedicated to providing beautiful, exciting, and vibrant parks along with recreational services and facilities.


The Parks and Recreation Department is made up of seven operating Divisions and an Administrative Division:

• The Administrative Division is responsible for providing the overall strategic planning and structure of the department’s organizational leadership, while collaborating with the operating divisions to provide supervision and guidance aligned with the City’s mission and vision.

• The Capital Projects Division is responsible for the preparation, oversight and execution of various Parks and Recreation Capital projects. This division also serves as the department’s liaison for between other departments managing other parks projects.

• The Facility Maintenance Division oversees the facility maintenance operations, including swimming pools, tennis facilities, youth centers, and capital projects.

• The Golf Division is responsible for all aspects of operations of the Miami Beach Golf Club and Normandy Shores Golf Club.

• The Park Ranger Division is composed of Park Rangers who enforce park regulations and City ordinances in City Parks and serve as visible and recognizable goodwill ambassadors of the parks who are often the first to respond and resolve minor incidents or requests for additional assistance in the parks.


• The Parks Maintenance Division oversees all landscape maintenance services, short and long-term projects, irrigation maintenance and repairs, invasive plant removal initiatives, small landscape site development, installation projects, and litter control.

• The Recreation Division provides citywide recreational, cultural, and educational programs along with supporting activities for all age groups and those with special needs.

• The Tennis Division currently includes the City’s two tennis centers: Miami Beach Tennis Center located at North Shore Park and the Flamingo Park Tennis Center located at Flamingo Park. Currently, the Miami Beach Tennis Center’s management is contracted, and the Flamingo Park Tennis Center is managed by the City. Both centers’ provide tennis lessons, tennis court reservations, and annual memberships for the community.

The Department is continuously working to enhance the service levels for our residents, tourists, and visitors, and is clearly focused on desired performance characteristics or outcomes including, but not limited to:

• Supporting our essential piece of the City’s Strategic Plan• Responding to customer needs and positively adapting to

change• Implementing management’s philosophy and approach to

customer service: o Every person visiting our parks is our guest and should be treated as one o Positive attitude o Pride in work• Ensuring positive and informative marketing, promotions, and

communications to patrons

MIAMI BEACH GOLF CLUB & NORMANDY SHORES GOLF CLUB

PARK RANGER DIVISION

PARKS AND RECREATION ADMINISTRATION DIVISION

GOLF CLUB ADMINISTRATION

GOLF OPERATIONS

GOLF COURSE MAINTENANCE

FOOD & BEVERAGE


FACILITY MAINTENANCE

DIVISION

RECREATION DIVISION

PARKS MAINTENANCE

DIVISION

CAPITAL PROJECTS DIVISION

PARKS AND RECREATIONOPERATIONS

298


The Parks and Recreation Department serves thousands of City of Miami Beach residents and visitors on an annual basis. From day-to-day programming to larger annual events, residents and visitors interact with the department on an ongoing basis.

The department has contracted several services within the last few years:

• Third party vendors who provide grounds maintenance services including, but not limited to, mowing, weeding, herbicide and fertilizer treatment, trimming, pruning, litter service, irrigation testing and pressure cleaning. These services, supported by staff, provide park patrons with a safe, enjoyable, and fulfilling experience.

FISCAL ENVIRONMENT

The Parks and Recreation Department is primarily funded from the General Fund and revenues generated from various sources such as recreation fees, rental income, and golf activities.

• The Administrative Division and the Facility Maintenance Division are funded by the Parks and Recreation Department’s General Fund budget

• The Recreation Division’s budget includes revenue generated from recreation program fees, pool entrance fees, rentals charges, and management of the City’s Flamingo Park Tennis Center by a third-party contractor

• The Parks Maintenance Division and the Park Ranger Division are funded by the Parks and Recreation Department’s General Fund budget, in addition to redevelopment funding sources

• The Golf Division includes the Miami Beach Golf Club and the Normandy Shores Golf Club. All golf courses are funded by the General Fund. All revenues generated from various sources such as golf lessons, memberships, cart fees, green fees, and range fees are deposited as City revenue. The City contracts with a third party vendor to manage and operate both golf clubs.

• The Capital Projects Division is funded by various funding sources such as PAY-GO and Quality of Life funds.

• The Tennis Center Division’s Flamingo Park Tennis Center portion is funded by the General Fund budget and has revenue generated by tennis lessons, memberships, and court rentals. The Miami Beach Tennis Center does not have any operating expenses; however, it generates revenue through the revenue-based management fee given to the City by the third-party contractor.

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


• Neighborhoods ○ Enhance the beautification,

physical appearance and cleanliness of neighborhoods

○ Proactively monitor the City for mosquito breeding grounds ○ Evolve parks and green spaces to meet the changing needs

of the community• Organization Innovation


Strategic Plan Actions:• CREATE a Parks Master Plan• CREATE Maurice Gibb Park full plan within four years• COMPLETE the Par 3 Park (within four years of employment

agreement)• COMPLETE North Beach Oceanside Park (complete within four

years)


• N/A


• Time to VOLUNTEER or Get Involved• SUPPORT Resilience Hubs• RESILIENT Parks

OPERATIONS

299

PARKS AND RECREATIONBUSINESS ENVIRONMENT CONT’D

• Management contract to Van Daalen Tennis, LLC. for the Miami Beach Tennis Center in North Shore Park

• Management contract to Professional Course Management LLC for operation of the City’s two municipal golf courses: Miami Beach Golf Club and Normandy Shores Golf Club

• Management contract to The Rhythm Foundation for the North Beach Bandshell

• Independent contractors instruct programs such as ice skating, soccer, dance, art, tennis lessons and more

• The Parks and Recreation Department also receives funding from The Children’s Trust to carry out after-school youth programming at the North Shore Park and Youth Center on an annual basis

While several of our operations are contracted to a third-party, the department remains traditional while leading summer camps and af-terschool programming with our year-round employees. Day-to-day maintenance operations are also led by our year-round employees, remaining connected with the community.


• Completed the Polo Park GO Bond project, which included baseball field netting system, backstop, fencing, irrigation, dugout, water fountains, clay, bases, sod and bleachers. Oth-er parkwide improvements include the addition of a perimeter pathway, new water fountains, bike racks, picnic tables, trash and recycling bins, sod throughout the park, extension of irriga-tion coverage, and installation of entrance gates along 42nd Street and Michigan Avenue.

• Opened a new pocket park on January 16, 2020 located at 2001 North Bay Road, which includes a 4,000 square foot playground and over 65 trees (together with CIP)

• Increased the number of rounds by 3% and memberships by 36% at Normandy Shores Golf Club

• Increased annual revenue by 8% in FY 2019 at both golf clubs

• Assisted various public safety and homeless outreach programs, including 904 Police Department Assists with 120 Arrests, 101 Parking Assists, 31 Code Enforcement Assists, 189 Fire Rescue Assists, 1,895 Maintenance Assists, and 4,895 Homeless Outreach Contacts/Welfare Checks (in FY 2019 through the Park Ranger program)

• Served over 800 seniors, amassed over 20,000 check-ins for senior program activities, and provided transportation to field trips and special events from 11 different pick-up locations

• Enrolled a total of 1,558 participants in general summer camp, 795 participants in specialty camps, and 203 participants in sports camp. Of these participants, 35 were children with special needs, all of whom received attention from Inclusionary Aides.

• Offered a series of free events aiming to honoring mothers such as Prenatal Yoga, Pilates & Nutrition, Mommy and Me Yoga, during the month of May (in partnership with Mind Body Social, LLC. and Publix Supermarkets)

• Began a new parent-child program, Little Ballers, which introduces youth participants (ages 2-5) to basic sport skills, gradually building their confidence in sports

• Participated in a successful Design/Entrepreneurship Program at Nautilus Middle School (in partnership with the Miami Beach All Stars Program)

• Expanded the Black History Night event to include an education-al food heritage portion in partnership with the Hungry Black Man on February 28, 2019 and had 500 people in attendance

• Expanded the Halloween Happenings event at Scott Rakow Youth Center to include mechanical rides in the parking lot and life-sized balloon castle. This event had 2,000 in attendance.


• Completed renovation of the Collins Park and Majory Stoneman Douglas Ocean Beach Park beach restrooms

• Installed the MyISLE Goliath fitness equipment at the Flamingo Park Football/Track Stadium, which was donated by Metalco Active USA Inc

• Completed the construction of the Flamingo Park Fitness Zone, made possible by the Trust for Public Land $120,000 donation

• Installed a fitness performance locker at Muscle Beach South Beach, which provides equipment such as kettle-bells, medicine balls, and Olympic bars

Completed renovation of the Collins Park and Majory Stoneman Douglas Ocean Beach Park beach restrooms.


300


• Maintain close collaboration with the Office of Capital Improvement Projects as new project plans are developed to ensure a full and comprehensive review and comment process is conducted by all divisions that will play a role in managing them

• Collaborate with the Human Resources Department to recruit and process the best qualified personnel necessary for the department’s workforce. The early recruitment of summer staff is essential to ensure applicants are processed, trained, and ready to work in time for the start of summer programming.

• Strengthen community partnerships that will benefit the City such as joint-use agreements for additional space to enhance our program offerings

• Encourage staff to obtain higher levels of education and training and maintain the ongoing in-service/local training education of all staff in the department to improve productivity, efficiency, customer satisfaction, and overall self-improvement

FUTURE OUTLOOK

The Department will continue identifying and prioritizing needs for new park renovations and developments, and work with the Office of Management and Budget on a strategic funding plan, along with completing all projects funded by the 2018 General Obligation Bond within the timeframe given.


• Work in partnership with the Office of Capital Improvement Projects to implement and assist with numerous projects such as the:

○ Future Community Park at the Par 3 Master Plan

○ Flamingo Park Master Plan

○ Maurice Gibb Park Master Plan

○ North Beach Oceanside Park Master Plan

○ Other projects approved through the 2018 General Obligation Bond

• Continue focusing on recommending enhancements that will improve the overall appearance and safety of our park facilities


• Partnered with Pridelines and Miami’s LGBTQ Community Center to present the organization’s 24th annual LGBTQ+ Prom on July 13, 2019

• Put together seven Imagination Playground activations throughout the City

• Offered four new specialty camps: Junior Fire Fighter, Little Lawyers, Rock Star Camp and Ceramics Camp

• Received a cumulative total of 150,000 visitors at the City’s aquatic facilities

OPERATIONS

301

PARKS AND RECREATIONPERFORMANCE PLAN HIGHLIGHTS

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

Overall satisfaction with the facility rental process 100.0% 90.0% 95.0% 95.0% 95.0%

% of park repair requests completed 99.4% 95.0% 98.0% 95.0% 95.0%

Public Area Cleanliness Rating Index: Parks (1=Extremely Clean - 5=Dirty)

1.55 1.90 1.45 1.50 1.50

% of Public Area Cleanliness assessments for Parks scoring 2.0 or better (1=Extremely Clean - 5=Dirty)

93.5% 92.0% 90.3% 90.0% 90.0%

# of kids on partial scholarship (After School) * * 220 200 200

# of kids on discounted rate (After School) * * 112 100 100

# of teen club participants 500*** 1,098 1194 1,250 1,250

Total # of rounds of golf at Miami Beach Golf Club during fiscal year

40,920 43,441 43,441 44,025 44,000

Total # of rounds of golf at Normandy Shores Golf Club during fiscal year

30,902 35,213 36,232 39,570 37,000

% of participants surveyed rating special events at parks as excellent or good

** 97% 95% 90% 90%

*Indicates that measure was changed from reporting % to reporting #**Indicates that measure was not reported that Fiscal Year (FY).*** Beginning in FY 2018, in order to participate in any Teen Programs, attendance to the After-School Program wasn't necessary. This number now includes participation in all teen programs, not just after-school.




302

DEPARTMENT FINANCIAL SUMMARY - GENERAL FUNDFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedRecreation 2,205,837 3,829,306 4,728,000 3,674,100 MB Golf Club 4,015,092 4,383,047 4,527,000 4,690,100 Normandy Shores Golf Club 1,978,442 2,178,444 2,295,000 2,274,800 Miami Beach Tennis Center 697,371 841,297 263,000 60,000 Total 8,896,741$ 11,232,094$ 11,813,000$ 10,699,000$

Expenditure AreaSalaries & Benefits 16,075,680 16,993,832 18,131,000 17,681,000 Operating Expenditures 13,061,658 13,373,996 14,093,000 11,918,000 Internal Services 4,614,699 5,987,000 5,600,000 4,381,000 Capital 30,022 201,543 0 0 Debt Service 1,255,850 40,000 40,000 36,000 Total 35,037,910$ 36,596,371$ 37,864,000$ 34,016,000$

General Fund 161.00 + 212 PT 159.00 + 217 PT 154.00 + 205 PT 152.00 + 203 PTRDA Fund 1.00 + 2 PT 1.00 + 2 PT 1.00 + 2.00 PT 1.00 + 2 PTConvention Center Fund 0.00 + 0 PT 3.00 + 0 PT 3.00 + 0.00 PT 0.00 + 0 PTOther/Grant Funds 0.00 + 0 PT 0.00 + 3 PT 0.00 + 3.00 PT 0.00 + 3 PTTotal Budgeted Positions 162.00 + 214 PT 163.00 + 222 PT 158.00 + 210 PT 153.00 + 208 PT

0 2,000,000 4,000,000 6,000,000 8,000,000

10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000



Expenditure Summary


OPERATIONS

303

PARKS AND RECREATIONRECREATION - GENERAL FUND

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 15,656,125 14,592,312 15,705,000 15,500,000 Operating Expenditures 7,042,070 5,815,382 6,723,000 4,387,000 Internal Services 3,252,000 4,558,000 4,696,000 4,052,000 Capital 30,022 10,514 0 0 Debt Service 45,000 38,000 38,000 34,000 Total 26,025,217$ 25,014,207$ 27,162,000$ 23,973,000$

Total Budgeted Positions 142.00 + 193 PT 137.00 + 194 PT 136.00 + 184 PT 136.00 + 181 PT

MIAMI BEACH GOLF CLUB - GENERAL FUNDFY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedOperating Expenditures 3,103,361 3,510,084 4,178,000 3,976,000 Internal Services 291,183 267,000 181,000 176,000 Debt Service 808,925 2,000 2,000 2,000 Total 4,203,470$ 3,779,084$ 4,361,000$ 4,154,000$


NORMANDY SHORES GOLF COURSE - GENERAL FUNDFY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedOperating Expenditures 2,253,173 3,194,640 2,754,000 2,649,000 Internal Services 178,000 169,000 116,000 114,000 Debt Service 401,925 0 0 0 Total 2,833,098$ 3,363,640$ 2,870,000$ 2,763,000$


BEACH MAINTENANCE - GENERAL FUND *FY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 207,948 391,569 499,000 0 Operating Expenditures 125,264 127,900 133,000 0 Internal Services 893,516 993,000 607,000 0 Capital 0 191,029 0 0 Total 1,226,728$ 1,703,497$ 1,239,000$ 0$


*Effective FY 2021, the Beach Maintenance Division transferred from the Parks and Recreation Department to Property Management.


304

MIAMI BEACH TENNIS CENTER - GENERAL FUND **FY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 211,608 267,806 59,000 0 Operating Expenditures 537,789 644,467 188,000 0 Total 749,397$ 912,273$ 247,000$ 0$


**Miami Beach Tennis Center operations outsourced mid-year of FY 2020.

FLAMINGO PARK TENNIS CENTER - GENERAL FUND ***FY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 0 0 0 288,000 Operating Expenditures 0 0 0 824,000 Internal Services 0 0 0 38,000 Total 0$ 0$ 0$ 1,150,000$


***Flamingo Park Tennis Center operations insourced mid-year of FY 2020.

PARK RANGERS - GENERAL FUND ****FY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 0 1,742,145 1,868,000 1,893,000 Operating Expenditures 0 81,523 117,000 82,000 Internal Services 0 0 0 1,000 Total 0$ 1,823,669$ 1,985,000$ 1,976,000$


****Prior to FY 2019, Park Ranger operations part of the Parks and Recreation Department's Recreation Division.

OPERATIONS

305

PARKS AND RECREATIONFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedAdopt-a-Bench Program 20,000 0 20,000 20,000 Total 20,000$ 0$ 20,000$ 20,000$

Expenditure AreaOperating Expenditures 859 0 20,000 20,000 Total 859$ 0$ 20,000$ 20,000$

Revenue Less Expenditures 19,142$ 0$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - ADOPT-A-BENCH

0

5,000

10,000

15,000

20,000

25,000


Expenditure Summary



306

BUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $450,000, or 2.5%. This is primarily due to the outsourcing of the Miami Beach Tennis Center, the mid-year FY 2020 re-organization of the Beach Maintenance Division to Property Management, and decrease in salaries and wages of $350,000 attributed to Children’s Trust grant funding that is anticipated to be received that will partially fund program staffing at North Shore Park for FY 2021.

• Operating expenditures decreased by $2,175,000, or 15%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions and renegotiated contract savings projected for the Parks landscape agreement. These decreases were, however, partially offset by an increase resulting from the insourcing of the Flamingo Park Tennis Center mid-year of FY 2020.

• Internal services expenditures decreased by $1,219,000,

or 22%. This is primarily due to decreases of $757,000 and $505,000 in Information Technology and Property Management services, respectively, as well as other decreases in Central Services and Fleet Management totaling $78,000. These increases were, however, partially offset by increases in Risk Management and OIG Funding totaling $121,000.


Adopt-a-Bench

• The Parks and Recreation Adopt-a-Bench Program was established in FY 2017 and subsequently updated in FY 2018 to provide the public an opportunity to adopt existing or new park benches for the commemoration of loved ones or special events, and to provide the Parks and Recreation Department an additional means to finance the beautification of City parks. The FY 2021 budget remains unchanged from the FY 2020 budget of $20,000 and is based on anticipated participation in the program.


• The FY 2021 budget includes a $500,000 efficiency from projected renegotiated contract savings for the Parks landscape agreement.

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $2,417,000, which is comprised of $83,000 for furloughs for all bargaining units based on a tiered approach, $1,193,000 for non-essential expenditures, $8,000 for non-essential training and travel, and $1,133,000 related to the citywide hiring freeze.




• The FY 2021 budget also reflects the reorganization of the Beach Maintenance Division from the Parks & Recreation Department to Property Management commencing in FY 2021.


307

PROPERTY MANAGEMENTDEPARTMENT MISSION STATEMENT

We are committed to providing responsive and responsible facilities management services to develop, manage and maintain s a safe, clean, functional and sustainable physical environment.


The Property Management Department is responsible for the day- to-day operations and maintenance of the City’s assets, including: 100 municipal buildings, the Lincoln Road District, 39 bridges, 15 monuments, 23 fountains, 4 Special Taxing Districts (Normandy Shores, Biscayne Point, Allison Island, and Biscayne Beach), holiday lighting, over 6 miles of pedestrian areas along the beaches and beachwalk, 36 lifeguard stands, oversight of over 160 assets, including concessions and leases. The Department collaborates with other departments and divisions such as Parks and Recreation, Public Works, and Greenspace Management to deliver quality services. In total, over 4 million square feet of facilities are directly managed by the Department, and 7 miles of beach.

In addition, the Department also manages deferred and preventative maintenance needs as identified in the City’s Facilities Condition Assessment (FCA) within budgeted resources. For the upcoming fiscal year, the FCA indicates a need of $25,070,000 in deferred maintenance. The FCA uses a Facility Condition Index (FCI) which is an industry-standard indicator that measures the relative condition of a facility by considering the costs of deferred maintenance and repairs as well as the replacement value of the asset. FCI is calculated as deferred maintenance plus current year replacement value.

FCI allows condition benchmarking between facilities of equal size and composition, both within and among institutions. The FCI is an indicator of the building’s overall condition and is categorized as follows:• 0.00 to 0.10 = Excellent• 0.11 to 0.20 = Good• 0.21 to 0.30 = Fair• Greater than 0.30 = Poor


The Department also provides design and construction services for a myriad of construction and upgrade projects budgeted through the City’s Capital Renewal and Replacement Program, which may include renovation and remodeling of work and public spaces, mechanical, electrical, and plumbing upgrades.mechanical, electrical, and plumbing upgrades.

Total Sq.Ft.

Office Buildings 4 193,518 4.5Cultural Arts 9 1,522,013 35.4Fire Stations 5 55,195 1.28

Maintenance & Operation Buildings

Parking Garages 9 1,868,300 43.45Parks Facilities 17 40,620 0.94Police Facilities 4 321,999 7.49

Recreation Facilities 21 179,689 4.18Public Restrooms 17 11,178 0.26

TOTAL 100 4,299,408 100

FACILITY TYPES AND SQUARE FOOTAGE

Facility Type# of

Assets% of Total

Sq.Ft.

14 106,896 2.49

FISCAL ENVIRONMENT

The Property Management Department is primarily comprised of Internal Service Funds. This is funded via a charge back methodology to the departments to which services are provided. Services provided to the Redevelopment Agency are funded by by tax increment revenues received from the City and County within the boundaries of the City Center Redevelopment Area RDA. Beach maintenance services such as maintenance and repairs to lifeguard towers, beach walk, and dunes are funded via the General Fund. Property Management integrates people, place, and process with the purpose of improving and motivating our workforce through the built environment.

The Asset Management program overseeing City’s leased asset portfolio generates revenues from leases, contracts, and concession agreements. Through the collection and interpretation of business and market data informed decisions are generated to reduce risk and increase value for maximum public benefit.


Finance & Regulatory Compliance

Property Management Administration

Construction

Facility & Zone Managers

Trades

PROPERTY MANAGEMENTECONOMIC DEVELOPMENT & CULTURAL OPERATIONS

308

STRATEGIC ALIGNMENT

Main Vision Area:



• Prosperity

○ Develop the Convention Center campus ○ Revitalize targeted areas and increase investment


○ Make existing and new government buildings, assets and fleet efficient, sustainable, and resilient




• COMPLETE Lincoln Road renovation within 3 to 3.5 years• DEVELOP a renovation and finance plan for the Fillmore

Theater


• Fill-Time Admin Officer Position


• EXPAND Renewable Energy


1. Outstanding Deferred Maintenance - The City is experiencing maturing infrastructure across all sectors, including its aging facilities. According to a facilities condition assessment completed in December 2019, the current level of deferred maintenance (i.e. maintenance that was due but not completed) is approximately $25,070,000 for the period ending September 30, 2020. In contrast, the Department was allocated a total of $16,348,000, including General Obligation Bond funds during the last fiscal year for all current and deferred maintenance.


2. Limited Staffing Resources – According to the International Facilities Management Association’s (IFMA) Facility Management Staffing Report, the average staffing levels for annual maintenance costs reported by facilities managers is approximately:

*The majority of these services are currently contracted**Derived from IFMA – Facility Management Staffing Report

As the IFMA benchmark indicates, the current staffing levels of the Department are experiencing a shortage. This is primarily true in the professional ranks where these services can be difficult to be obtained through a contracted services model. In an effort to improve and increase delivery of service and ensure buildings are well maintained, the Property Management Department implemented Facility Zone Managers dedicated to geographic areas that collectively comprise the entire City.

The zone management model allows for a significant improvement in coordination and accountability by having a Facility Zone Manager serve as a single point of contact for the assets in their assigned geographic area to maximize safe, efficient, and cost-effective operations. This concept has proven to be successful in the past with the addition of a Lincoln Road Manager and a Beach Maintenance Director.

Professional Staff(salaried exempt managers and supervisors)

Skilled Trades(electricians, plumbers, carpenters,

painters, HVAC, controls, etc.)

Non-Skilled Trade*

(custodial, grounds, moving)

Other Staff

Industry Standard 15.25** 9.95** 26.4** 2.5**

Department Staffing

20 20 0* 0


309

PROPERTY MANAGEMENTSIGNIFICANT ACCOMPLISHMENTS

• Replaced roofs at Scott Rakow Youth Center, North Shore Youth Center, Colony Theatre, Fillmore, and Miami City Ballet with funding from General Obligations Bond (G.O.B)

• Installed new generators at Scott Rakow, North Shore Youth Center, Property Management, Public Works, and Miami Headquarters with partial funding from G.O.B

• Installed security and safety enhancements in City Hall • Installed hurricane impact windows at Scott Rakow Youth

Center • Reinforced and repaired 42nd Street Parking Garage

(structural) • Reduced emergency repairs by 100% through strategic

planning and life cycle management • Collaborated with Departments citywide for a successful

Super Bowl LIV • Executed our emergency strategic plan in order to maintain

continuity of operations and speedy recovery during hurricane season

• Painted 17 Lifeguard Towers as part of a cyclical maintenance program

• Waterproofed garages at 12th Street, 13th Street, 17th Street, and Anchor garage

• Relocated and remodeled the Office of Inspector General, Environmental and Sustainability, OMB, ODPI, and Code Compliance

• Designed guidelines, Facilities Condition Assessment and space plan standards

• Maintained 99% occupancy of leasable sites• Developed and executed 5 leases, agreements and projects• Renewed 12 leases and agreements


1. Continue developing an organizational structure that is customer-focused. Identify and procure services from providers to deliver high- quality and responsive service for:

• Doors Repairs & Replacements• Preventive Maintenance programs• Generator Maintenance and Repairs• Roofing• Fountain Maintenance and Repairs• Painting• Electrical• Mechanical / Controls

2. Implement internal controls and oversight on purchases, expenditures, and leased asset revenues

• Improve internal controls and oversight on expenditure and contract compliance

• Improve budgeting practices and implement best practices and forecasting

• Improve internal controls and oversight on purchases and implement a managed inventory program

• Promote a culture that is proactive• Reduce deferred maintenance• Implement preventative maintenance programs• Implement performance metrics and move towards data-

driven decision making• Implement standards through a phased, but systematic,

review of equipment, hardware, finishes, furniture, and processes

• Implement the use of technology for greater efficiency• Implement life-cycle management

3. Implement strategies for portfolio planning through business and workplace intelligence

• Flexible office leasing allowing for flex space expansion• Engagement between asset manager and occupants• Informed decisions based on surveys, schedules of

condition, construction & development monitoring, planned maintenance, defect analysis and alterations required

• Collective data platform to visualize trends, overlays and deliver predictive insights governed by data


310


2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

% of residents/visitors/occupants rating the appearance and maintenance of the City's public buildings as excellent or good

* * 82% 85% 87%

% of Facility Condition Index rating scoring below 0.15 (good and excellent)**

25% 29% 30% 35% 35%

% of Work Orders completed within 7 days of issuance

* 49% 54% 75% 75%

% of budgeted projects completed each fiscal year

* 33% 40% 65% 68%

% Reduction of deferred maintenance,and deferred maintenance backlog

* * * 65% 68%

$/ Sq. Ft. Operation, occupancy and utility cost. Performance in terms of currencyexpended per unit area, person, or output/product.

* * * $9.52/Sq. Ft.$9.52/ Sq.

Ft.




**Please refer to Department work plan for Facility Condition Index (FCI) ratings and their description, new assessment being performed for FY 2020

FUTURE OUTLOOK

• Continue to address requirements within City buildings that are due for renewal/replacement in order to minimize the buildings’ FCI (Facility Condition Index)

• Significantly reduce deferred maintenance list• Reduce response time/turn-around on requests• Incorporate sustainability best practices• Complete projects within programmed year• Complete work orders within 7 days of issuance• Complete emergency work orders within 24 hours


• Improve customer service levels• Streamline asset management services through process

improvement, deployment of Munis as a centralized platform for lease and contract agreements, efficiencies to the operating models.

• Standardization of facilities through design guidelines (including, but not limited to, light fixtures, plumbing fixtures, paint colors, etc.)

• Implement Computerized Maintenance Management System (CMMS)


311

PROPERTY MANAGEMENTFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedProperty Management Revenue 8,575,000 9,598,000 9,512,000 10,002,000Alterations/New Work 194,916 14,643 200,000 100,000Miscellaneous 44,401 87,949 0 0Charges for Svcs. -- Special Taxing Districts 0 30,000 30,000 82,000Interest Allocated-Pooled Cash 62,200 106,144 93,000 113,000Fund Balance/Retained Earnings 0 0 1,166,000 659,000Total 8,876,517$ 9,836,736$ 11,001,000$ 10,956,000$

Expenditure AreaSalaries & Benefits 3,032,951 3,404,531 3,737,000 3,877,000Operating Expenditures 4,318,538 4,317,050 5,426,000 5,671,000Funded Renewal & Replacement 173,837 140,306 192,000 151,000Debt Service 439,914 312,000 321,000 273,000Internal Charges 624,000 657,000 709,000 725,000Capital 82,891 39,770 616,000 259,000Total 8,672,132$ 8,870,656$ 11,001,000$ 10,956,000$


Internal Services Fund 29.00 + 0.00 PT 31.00 + 0.00 PT 31.00 + 0.00 PT 32.32 + 0.00 PTGeneral Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 8.00 + 0.00 PTRDA Fund 5.00 + 0.00 PT 5.00 + 0.00 PT 5.00 + 0.00 PT 4.75 + 0.00 PTTotal Budgeted Positions 34.00 + 0.00 PT 36.00 + 0.00 PT 36.00 + 0.00 PT 45.07 + 0.00 PT


0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

Salaries &Benefits


Funded Renewal& Replacement

Debt Service Internal Charges Capital

Expenditure Summary



312

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted Proposed*Miami Beach Marina 0 0 0 1,535,000 Live Nation Distribution - TOPA 0 0 0 596,000 Common Area Maintenance (CAM) 0 0 0 179,000 Food Truck Program 0 0 0 62,000 Lease Agreements & Rents 0 0 0 2,107,000 Concession Agreements 0 0 0 2,245,000 Markets & User Fees 0 0 0 66,000 Refunds and Reimbursements 0 0 0 0 Total 0$ 0$ 0$ 6,790,000$

Expenditure AreaSalaries & Benefits 0 0 0 855,000 Operating Expenditures 0 0 0 348,000 Internal Services 0 0 0 798,000 Capital 0 0 0 0 Total 0$ 0$ 0$ 2,001,000$



*During FY 2020, the Asset Management Division of the Economic Development Department and Beach Maintenance Division of the Parks and Recreation Department were transferred to the Property Management Department.

0100,000200,000300,000400,000500,000600,000700,000800,000900,000


Expenditure Summary



313

PROPERTY MANAGEMENTDEPARTMENT FINANCIAL SUMMARY - NORMANDY SHORES

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedRestitutions 6,207 595 0 0Transfers in 277,000 253,000 267,000 266,000Interest Earnings 176 1,408 0 3,000Retained Earnings - Fund Balance 0 0 30,000 0Total 283,383$ 255,003$ 297,000$ 269,000$

Expenditure AreaOperating Expenditures 41,493 27,917 80,000 58,000Internal Charges 210,000 210,000 217,000 211,000Total 251,493$ 237,917$ 297,000$ 269,000$



0

50,000

100,000

150,000

200,000

250,000

Operating Expenditures Internal Charges

Expenditure Summary



314

DEPARTMENT FINANCIAL SUMMARY - BISCAYNE POINTFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual* Adopted ProposedNon-Ad Valorem Assessments 0 244,896 223,000 221,000Interest Earnings 0 554 0 0Miscellaneous 0 18,620 0 0Total 0$ 264,070$ 223,000$ 221,000$

Expenditure AreaOperating Expenditures 0 188,555 193,000 220,000Internal Charges 0 30,000 30,000 1,000Total 0$ 218,555$ 223,000$ 221,000$



*On June 22, 2018, Miami-Dade County and the City of Miami Beach executed an intergovernmental cooperationagreement transitioning control of the Biscayne Point Special Taxing District from Miami-Dade County to the City.

0

50,000

100,000

150,000

200,000

250,000


Expenditure Summary



315

PROPERTY MANAGEMENTDEPARTMENT FINANCIAL SUMMARY - BISCAYNE BEACH

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted Proposed*Non-Ad Valorem Assessments 0 0 0 221,000Total 0$ 0$ 0$ 221,000$

Expenditure AreaOperating Expenditures 0 0 0 220,000Internal Charges 0 0 0 1,000Total 0$ 0$ 0$ 221,000$

Revenue Less Expenditures 0$ 0$ 0$ 0$


*On January 24, 2020, Miami-Dade County and the City of Miami Beach executed an intergovernmental cooperation agreement transitioning control of the Biscayne Beach Special Taxing District from Miami-Dade County to the City.

0

50,000

100,000

150,000

200,000

250,000


Expenditure Summary



316

DEPARTMENT FINANCIAL SUMMARY - ALLISON ISLANDFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedNon-Ad Valorem Assessments 0 0 0 221,000Total 0$ 0$ 0$ 221,000$

Expenditure AreaOperating Expenditures 0 0 0 220,000Internal Charges 0 0 0 1,000Total 0$ 0$ 0$ 221,000$



*On January 24, 2020, Miami-Dade County and the City of Miami Beach executed an intergovernmental cooperation agreement transitioning control of the Allison Island Special Taxing District from Miami-Dade County to the City.

0

50,000

100,000

150,000

200,000

250,000


Expenditure Summary



317

PROPERTY MANAGEMENTDEPARTMENT FINANCIAL SUMMARY - MIAMI CITY BALLET

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedFund Balance/Retained Earnings 0 0 22,000 0Total 0$ 0$ 22,000$ 0$

Expenditure AreaOperating Expenditures 0 0 22,000 0Total 0$ 0$ 22,000$ 0$



0

5,000

10,000

15,000

20,000

25,000


Expenditure Summary



318

BUDGET HIGHLIGHTS


Property Management Internal Service Fund

• Personnel services expenditures increased by $140,000, or 3.7%. This is primarily due to increases in salaries and wages resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, an additional position added for management of the Special Taxing Districts further detailed in the enhancements below, and other personnel services expenditures, which include projected increases in health and life insurance, pension, etc.

• Operating expenditures increased by $204,000, or 3.6%. This is primarily due to a projected increase in temporary labor of $164,000 for the addition of a contracted Security Chief and additional operating contingency of $50,000 for unforeseen emergency expenditures that may be incurred during the fiscal year related to COVID-19. These increases were, however, slightly offset by decreases in other miscellaneous operating expenditures totaling $10,000 for FY 2021.

• Debt service expenditures decreased by $48,000, or 15.0%, based on the allocation of the FY 2021 Ameresco debt service obligation.

• Internal services expenditures increased by $16,000, or 2.3%. This is primarily due to increases in Risk Management, Information Technology, and OIG Funding services totaling $105,000 combined, which were partially offset by decreases in Fleet Management and Central Services usage totaling $89,000 combined.


• Capital expenditures decreased by $357,000, or 58.0%, due to one-time capital expenditures budgeted in FY 2020 for vehicles, machinery, and equipment.

Property Management General Fund

• Personnel services expenditures increased $855,000 due to the transfer of the Asset Management Division from the Economic Development Department and Beach Maintenance Division from the Parks and Recreation Department to Property Management during FY 2020.

• Operating expenditures increased $348,000 due to the transfer of the Asset Management Division from the Economic Development Department and Beach Maintenance Division from the Parks and Recreation Department to Property Management during FY 2020.

• Internal services expenditures increased $798,000 due to the transfer of the Asset Management Division from the Economic Development Department and Beach Maintenance Division from the Parks and Recreation Department to Property Management during FY 2020.

Normandy Shores

• The Normandy Shores budget decreased by $28,000, or 9.4%, primarily due to one-time expenditures budgeted in FY 2020 of $30,000 for replacement of a camera system, which is partially by a $3,000 increase in miscellaneous expenditures for operations of the Normandy Shores guardhouse.

Biscayne Point

• The Biscayne Point budget decreased by $2,000, or 0.9%, primarily due to decreases in operations and maintenance expenditures for the Biscayne Point guardhouse.

Biscayne Beach

• On January 24, 2020, Miami-Dade County and the City of Miami Beach executed an intergovernmental cooperation agreement transitioning control of the Biscayne Beach Special Taxing District from Miami-Dade County to the City. Commencing FY 2021, the City will be responsible for the continued operation and maintenance of the Biscayne Beach Security Guard Special Taxing District. The FY 2021 budget of $221,000 will provide for the continued operation and maintenance of security in the District.


319

PROPERTY MANAGEMENTBUDGET HIGHLIGHTS CONT’D

Allison Island • On January 24, 2020, Miami-Dade County and the City of Miami

Beach executed an intergovernmental cooperation agreement transitioning control of the Allison Island Special Taxing District from Miami-Dade County to the City. Commencing FY 2021, the City will be responsible for the continued operation and maintenance of the Allison Island Security Guard Special Taxing District. The FY 2021 budget of $221,000 will provide for the continued operation and maintenance of security in the District.

Miami City Ballet

• The Miami City Ballet budget decreased by $22,000, or 100%. This is due to one-time expenditures for repairs budgeted in FY 2020.


Property Management Internal Service Fund


Property Management General Fund

• The FY 2021 budget includes $43,000 in one-time efficiencies as part of the COVID-19 balancing plan, which is comprised of $9,000 for furloughs for all bargaining units based on a tiered approach, and $34,000 for non-essential expenditures, training and travel, and a citywide hiring freeze.


Property Management

• The FY 2021 budget includes a $69,000 enhancement for an Admin Officer position in the Property Management Department to: (1) manage the day to day operations of the City’s current Special Taxing District, as well as the additional two that will be transferred effective FY 2021 from Miami-Dade County; and (2) enhance property maintenance and services of the City’s assets.

• The FY 2021 budget also includes a $9,000 enhancement for Living Wage to increase the proposed rate by 1% effective January 1, 2021.


OPERATIONS

321

PUBLIC WORKSDEPARTMENT MISSION STATEMENT

We are a multi-disciplined department comprised of Operations, Engineering, Sanitation, and Greenspace Management divisions. Together, these divisions ensure the technologically advanced design, maintenance, functionality, delivery, and cleanliness of the City’s water services and resources, roadways and greenways.

We place the utmost importance in valuing our employees and ensuring all are trained to be the most reliable, knowledgeable, environmentally-conscientious and solutions-oriented professionals who provide for the City’s stakeholder needs and concerns in an efficient and socially-responsible manner to foster a better, safer, and healthier community for all to live, work, and play.

Public Works Department Vision:

To be the most proactive, innovative, and dependable network of highly knowledgeable professionals who are skilled in providing stakeholders optimal service and solutions to our community’s most pressing infrastructure and environmental needs.

We are committed to providing effective and efficient public works services and managing the City’s infrastructure to ensure the safety, health and well-being of all who live, work, and play in our vibrant, tropical, historic community.


TThe Public Works Department is a large, full-service organization consisting of four divisions: Operations, Sanitation, Engineering, and Greenspace Management. Our department provides project management, planning, design, construction, maintenance, repairs, and operation services for City infrastructure, including utility systems, roadways, and greenways. The department is also responsible for City cleanliness and manages the Solid Waste/Recycling Collection and Disposal Program. The department is represented by professional, semi-professional, and licensed disciplines working in Administration, Engineering, Streets and Streetlights, Water Distribution, Sewer Collection, Storm Water Management, Sanitation, and Greenspace Management.

The City’s infrastructure managed by the Public Works Department is comprised of 23 City-owned bridges; 140 miles of streets; 242 miles of sidewalks; 200 miles of curbs and gutters; 33 miles of alleyways; 7,200 street lights; 1,200 landscape up-lights; 263 miles of underground wiring; 180 miles of water distribution piping mains; 4 water storage tanks with total storage capacity of 14 million gallons; 6 water pumping stations; 13,550 water meters; 152 miles of sewer mains; 122 miles of sanitary gravity sewer pipes; 3,160 sanitary sewer manholes; 23 sewer pump stations;110 miles of storm water pipes; 367 storm water outfalls; more than 7,800 storm water structures (storm water manholes, storm drains, and catch basins); and 49 storm water pump stations.


The Engineering Division is comprised of five (5) sections (Engineering, Geographic Information Systems [GIS], ROW Management, Surveying and Elevator Safety). The Engineering section is responsible for plan review of the public and private projects within the City’s right-of-way (ROW) and the Engineering design of ROW projects. The GIS section is the keeper of the maps of the City’s entire infrastructure, which includes water mains, sanitary sewer, and storm water systems. Our Right-of-way Management section oversees and issues permits for all activities within the public’s right-of-way to include utility connections, café dining, lane/sidewalk closures, and coordination of special events. The Surveying section is the first resource for all construction projects to coordinate the data acquisition of field information. The Elevator Safety section is responsible for the certification of all public and private elevators, escalators, moving walks, and lifts within the City.

The Greenspace Management Division provides the design, installation and maintenance service at all city designated properties including: the gateways to the City, all municipal buildings, parking facilities, dunes, medians, swales, and landscape areas.

PUBLIC WORKSECONOMIC DEVELOPMENT & CULTURAL

ARTSOPERATIONS

322


The Operations Division oversees the operation and maintenance of the City’s water distribution, wastewater collection, storm water, street and street lighting systems. Each year they ensure the safe transmission of billions of gallons of fresh water to the City and the transport of wastewater to the treatment plant. In addition, they ensure that all the streets, streetlights, sidewalks, and storm drains are operational and maintained.

Elevator

Assistant City Manager

Public Works Director

Sanitation Division Director

GISEngineering

Right of Way

City Engineer

Surveying & Mapping

Sanitation Greenspace Management

Greenspace Division Director

Infrastructure Division Director

Water

Streets & Street Lighting

Storm Water

Sewer


The Sanitation Division with its fleet of street sweepers, pressure washers, and other collection equipment maintains the streets, parking lots, pedestrian paths, and sidewalks free and clear of debris and litter. The division also manages the trash and recycling contracts.

The Department of Public Works was recognized by the American Public Works Association as a nationally accredited Public Works agency in May 2007, and re-accredited in June 2011, 2015, and August of 2019.

Public Works Asst. Director


OPERATIONS

323

PUBLIC WORKSFISCAL ENVIRONMENT

The Public Works Department has a diverse funding composition. The Administration, Engineering, Streets and Streets Lighting, and Greenspace Management Divisions are partially funded from revenues generated though elevator fees, right of way permits, sidewalk café permits, electrical outlets, and plans review fees, as well as other revenues.

The Infrastructure Division, which includes water, wastewater, and storm water operations is fully funded by revenues generated through utility billing rates for services provided to users.

The Sanitation Division is funded primarily through fees generated for services provided.

The Public Works Department continuously analyzes its rate structures to ensure services to residents and tourists are being provided at a cost-effective rate that maintains and provides for a sustainable system.


The City is undergoing significant growth in commercial and residential development.

The department has evaluated the services that are being performed in the private sector and have competitively bid contracts to provide the core services of the departmental work plan where applicable, recognizing that not all services that the City provides can be outsourced and there are some services that are performed more efficiently in house.

STRATEGIC ALIGNMENT

Main Vision Area:

Enviromental & Infrastructure


• Neighborhoods

○ Enhance the beautification, physical appearance and cleanliness of neighborhoods

○ Proactively monitor the city for mosquito breeding grounds ○ Evolve parks and green spaces to meet the changing needs

of the community



○ Work regionally and nationally to protect Biscayne Bay water quality and to maintain a healthy dune and beach system

○ Improve our aging drinking water and sewer infrastructure ○ Reduce risk from storms, high tides, groundwater, and sea

level rise

• Organization Innovation



• DEVELOP a plan to address aging water and sanitary sewer infrastructure.

• CONTINUE the Storm Water program and have projects fully underway South, Mid and North Beach. Start immediately upon completion of Jacob’s analysis.

• IMPLEMENT controls to prevent issues of unpermitted work to work exceeding (permits) on city projects.

• IMPLEMENT creative two-way engagement plan for projects.


• Temporary Pumps • Storm Water System Maintenance Backlog• Fire Hydrant Density Evaluation• Water Fuel Tank• Trap, Neuter, Vaccinate, and Release (TVNR) Program• Sewer Pump Emergency Maintenance• SSES Cycle III, Phase I, II, & III Consent Decree


• SUPPORT Resilience Hubs• PRESERVE and Restore Biscayne Bay• REDUCE “Back-Bay Flooding”• NATURE-BASED Infrastructure – More than Just Habitat!• IMPLEMENT Sea Level Rise strategy • CREATE Development Review Checklist• DEMONSTRATE the Costs and Benefits of Resilience Imp


ARTSOPERATIONS

324


Operations Division

• Commenced the GO Bond Roadway Resurfacing and Sidewalk project on May 10, 2019, with several projects being completed under budget and/or ahead of schedule: replaced 95,426 ft2 of sidewalks; resurfaced 72,328 yd2 (or 12.1 lane miles) of roads; and replaced 3,574 LF of curbs and gutters

• Successfully completed the 2018-2019 Warehouse Physical Inventory Audit was on September 30, 2019, where the estimated value was $1,963,869.67 and the Internal Audit’s verified sample physical counts identified zero (0) deficiencies out of 176 items counted. Additionally, the Warehouse has made several improvements to the exterior yard, expanded an additional yard for concrete and asphalt and installed additional storage racks, among other improvements

• Completed rehabilitation of major Sewer Pump Station #31 and installed a by-pass sewer force main for emergency purposes

• Southern Underground completed four (4) 16” water main replacements on the Venetian Causeway from San Marino to San Marco and from Dilido and Rivo Alto, as well as a section of the 20” water main along the MacArthur Causeway

• Published and distributed the comprehensive 2019 Public Works Infrastructure Division Emergency Response Plan in coordination with Hazen and Sawyer P.A. to ensure that all Public Works Operations Division employees are prepared and knowledgeable about how to address various emergency events, including but not limited to hurricanes, and water, sewer, and storm water emergencies

• Completed Phase IA of the City’s SMART Street Lighting Master Plan, including various stakeholder meetings and review of the 100% Design and Specifications for lighting standards. Received the final Citywide Standards Urban Analysis Report and Revenue Generation

• Additionally, Eaton Corporation replaced two (2) Switchgear Cubicle Breakers (electronics and control panel updates) at Sewer Pump Station #28 (300- 28th Street) in order to keep the station running during the event of an FPL power outage

• Completed a total of 6,396 service requests, in addition to the completion of 2,205 Right-of-Way (ROW) inspections

• Collaborated with the Engineering Division and developed a working/live Renewal and Replacement document detailing the needs of the replacement/maintenance of all major compo-nents within the storm water system

• Cleaned 85% of the of the Sewer Gravity Mains. Several areas were repeatedly cleaned on at least a weekly basis, including the following hot spots: Sunset Harbor, Alton Road and 5th and 6th Streets, Michigan Avenue, the Entertainment District and Espanola Way to name a few. The total amount cleaned amounted to 996,206.80 LF, which is about 55% more than the total 644,160 LF in the system


• Cleaned 100% of the City’s storm water structures• Completed a Large Meter Field Inspection, a Citywide Leak

Detection Survey, and a Meter Standard Detail Review as part of the development of a Citywide Leak Detection Program

• Completed surface restoration and painting of all four (4) of the City’s water storage tanks in February 2019

• Completed riprap restoration of two (2) major outfalls, located at 10th and 14th Streets, with partial funding from the USDA grant.

Sanitation Division

• Implemented an alternate side parking program to increase the cleanliness of neighborhood streets

• Successfully negotiated the renewal of the Franchise Agree-ment between Waste Management & Waste Connection which provided additional funding for the Environment Sustainability Department as well as for Organizational Development Perfo-mance Improvement

• Implemented an alternate side parking program to increase the cleanliness of neighborhood streets

• Installed new recycling & litter cans around City Hall & the Convention Center areaIncrease d the Franchise Fee & Right of Way fee from 18% to 20%

• Installed new recycling & litter cans around City Hall & the Convention Center area

• During the Spring of FY 2019, fourteen (14) additional employees successfully completed the Public Works Certification Course at Barry University’s PACE Institute

• (29) Employees completed the Tymco Sweeper Training

Engineering Division

• Continued the coordination of the design and construction of West Ave Neighborhood Phase II

• Initiated the design and construction of 6th ST Drainage Gravity Well Design

Commenced the GO Bond Roadway Resurfacing and Sidewalk project with several projects being completed under budget and/or ahead of schedule.


OPERATIONS

325

PUBLIC WORKSSIGNIFICANT ACCOMPLISHMENTS CONT’D

• Initiated the efforts for utility undergrounding for different neighborhoods (North Bay Road, Sunset Islands, Alton Road and Lakeview)

• Finalized the design and started the procurement of a contractor to perform the work for the 77th Street Bridge over Biscayne Point Canal Repairs

• Continued the coordination of the EPA Consent Decree Compliance

• Substantially completed the Flamingo Neighborhood Improvement Project along 11th Street

• Completed the Water and Sewer Master plans• Substantially completed the master plan for the Blue and

Green Storm Water Infrastructure; road raising strategies and neighborhood prioritization matrix as part of the storm water master plan

• Initiated the Pavement asset management project for North, Middle & South GO Bond

• Initiated the Sidewalk asset management project for North, Middle & South GO Bond

• Procured the contractor to perform the final phase of the Indian Creek Drainage Improvement Project

• Substantially completed the construction of the Lincoln Court pedestrian bridge

• Completed the construction of Convention Center Pump Station• Completed the repair of the 54” force main located at 5th

street and Michigan Ave

Geographic Information Systems Section

• Configured 4 new servers to support GIS operations• Upgraded core ESRI servers to 10.6.1• Upgraded Geocortex GIS viewers to 4.12• Upgraded City works to 15.4.1• Re-pathed 600+ layers to connect to the new AGLSQLGIS1

database instance• Migrated 200+ web services to the new MIAMIBEACH1651

server• Completed City works Sanitation Storeroom implementation• Completed City works Green Space implementation• Completed City works Sidewalk and IMS Inspection integration• Completed City works Pump Station Inspections implementation• Completed City works Sanitary Sewer Cleaning Dashboards

Implementation• Completed City works Engineering Time Sheet Implementation• Updated CAD/911 Public Safety boundaries• Expanded GIS sites to 49 based on demand• Completed 324,908 Water as-built edits in GIS• Completed 76,030 Sanitary as-built edits in GIS• Completed 200,494 Storm as-built edits in GIS• Completed the annual Consent Decree requirements by

delivering Water & Sanitary GIS as-builts to DERM


• Completed the annual Department of Revenue address verification process

• Completed configuration of the Crisis Track Damage Assessment system to track flooding events

• Created and deployed Miami Beach Projects GIS site • Created and deployed Budget & Finance GIS site • Created and deployed Elevations GIS site • Created and deployed Flood Events GIS site • Created and deployed Homeless Tracking GIS site • Created and deployed Seawall Record Surveys GIS site • Completed 275 new address assignments • Completed scanning of 21,330 hardcopy as-built documents

into pdfs • Prepared schema and delivered to Laserfiche for bulk as-built

upload • Implemented LiDAR Drone seawall mapping program. Mapped

25+ mile• During the Spring of FY 2019, fourteen (14) additional

employees successfully completed the Public Works Certification Course at Barry University’s PACE Institute.

• Installed new recycling & litter cans around City Hall & the Convention Center area

• (29) Employees completed the Tymco Sweeper Training

Right-of-Way Management Section

• Issued 1,329 ROW Permits, including all permitting related to public rights-of-way. i.e. infrastructure upgrades, public utility installations, capital improvements projects, etc.

• Processed 69 water meter services establishing metered service connections for water use for domestic consumption or irrigation.

• Processed approximately 167 Water and Sewer verification applications for approval by Miami-Dade Water and Sewer Department and Department of Environmental Resources Management (DERM).

• Processed 280 street/lane closure permits for work on public right-of-way, which involved routing and coordinating with the Transportation Department, Police Chief and City Manager’s office.

• Reviewed and approved approximately 202 applications for Sidewalk Café renewal/permits.

• Conducted 6,928 Building permit plan reviews on all improvements potentially impacting public rights-of-way.

Surveying Section

• Reviewed and accepted approximately 50 As-Built Surveys for Neighborhood and other private improvement projects. Provide accepted As-Built Survey data to GIS department for input


ARTSOPERATIONS

326


• Reviewed and/or negotiated approximately 30 Topographic, Boundary and Right of Way Surveys for Design of Improvements and DCP (Design Criteria Package) documents

• Performed and responded to approximately 5.500 dig ticket request for location/marking of City owned underground utilities through Sunshine One Call 811

• Coordinated, performed, and prepared approximately 15 Grade Determination Surveys with Grade Determination Letter per City Code and/or by Planning Department Permit Requirements

• Coordinated and performed approximately 35 various types of Surveys for the Engineering Department as well as others

• City Departments which included the City Owned Seawall Assessment Project

• Coordinated, reviewed, prepared and/or recorded approximately 15 Legal Descriptions for Easements etc. as needed for Commission Resolutions etc. (Legal Department)

• Maintained Citywide Survey (NAVD1988) Benchmark Network (available to the public online and with real time updates)

• Reviewed and performed approximately 100 Private Dock and Sewall Surveys for compliance/permit and final permit approval requiring As-Built Surveys upon completion. Including the building of GIS data set of the existing Seawall Elevation

• Performed and reported 25 record searches of Resolutions, Official Record Books, Agreements, Easements, Conveyances, Deeds, and Right of Ways etc.

• Set 40 Ground Control Points for Drone Surveying and Mapping Projects

• Performed approximately 5 Sidewalk Permit Surveys for the North Beach Incentive Program

Elevator Safety Section

• Oversaw 2,928 conveyances throughout the City of Miami Beach

• Oversaw 23 Inspection companies • Monitored more than 75 + inspectors • Oversaw more than 75+ elevator companies

Greenspace Management Division

• Dade Boulevard Landscape Installation: Completed a of 2-year project, added vegetation along Dade Boulevard from Convention Center Drive to Belle Island including West Avenue/17th Street greenspaces and northwest corner of Dade Boulevard and Alton Road

• 5th Street Canopy Restoration: Restored previously lost green buttonwood trees in all applicable swale areas from Meridian Avenue to Lenox Avenue

• Parking Lot Landscape Renovations: Completed P10 (15th Street and Michigan Avenue), P18 (Lincoln Lane South at Meridian Avenue), P22 (Lincoln Lane South at Lenox Avenue),


• P25 (Lincoln Lane North at Lenox Avenue- West Side), P26 (Lincoln Lane North at Lenox Avenue- East Side), P58 (40th Street and Royal Palm Avenue), P61 (41st Street and Alton Road), P108 (80th Street and Collins Avenue), G4 (16th Street and Collins Avenue)

• Ocean Drive/Collins Avenue Corridor: Completed a 3-year project to add vegetation in all empty bump-outs from Ocean Drive to Washington Avenue between 5th Street and 15th Street- project including restoration of all bonded aggregate along Collins Avenue and adjacent side streets

• Blue Star Memorial Restoration: Restored and enhanced the landscaping around the Blue Start Memorial to coincide with the installation of a new monument and the rededication ceremony

• Miami Beach High School Natural Area: Restored vegetation along MBHS west fence with native vegetation

• 67th Street and Abbot Avenue: Added new trees and streamlined perimeter vegetation


The City has recognized the challenges of having underground infrastructure that is 100 years old and has implemented plans to aggressively replace the aging components.

• Maintain close collaboration with the Capital Improvement Projects Department as new project plans are being developed to ensure a full comprehensive review and comment process is conducted by all departments that will have responsibility when the projects are constructed

• Receive support from the Information Technology Department to ensure technology integration. The computerization of the Department’s data collection and expansion of staff’s computer literacy is critical to increase efficiency in the delivery of service

• Engage closely with the Human Resources Department to recruit and process the best qualified personnel necessary for thWe department workforce as well as specially planned programming

FUTURE OUTLOOK

Under the leadership of the City Mayor and Commission, the department has accepted the challenge of rising above which includes enhancing Storm water systems, raising road elevations, fortifying the City’s shorelines to minimize the impact of sea level rise and the increased frequency of storm events. The department is looking at taking advantage of advances in technology and automation in providing manual services to maintain our City’s infrastructure.


OPERATIONS

327

PUBLIC WORKS

97% 87% 98% 100% 100%

100% 94% 95% 95% 100%

83% 87% 95% 95% 100%

* * 85% 100% 100%

95% 97% 100% 100% 100%

* * 100% 100% 100%

* * 95% 100% 95%

* * 95% 95% 100%

* * 1.75 1.5 1.5

* 75% 95% 100% 100%

* * 1.5 1.5 1.5

90% 92% 95% 85% 95%

* * 1.5 1.5 1.5

* * 1.50 1.5 1.5

* * 100% 100% 100%

75% 81% 95% 100% 100%

68% 71% 100% 100% 100%

2021 Target


% of time system functions without overflows

% of Right of Way permit application processed within two business days of receiving information from customers

Percentage of pollutants in the outfall if not maintained properly on a annual basis

Cleanliness rating index on landscape maintenance service in the ROW

% of cleanliness of waterways

Cleanliness rating index for mobile street sweeping in the RDA district

% of cleanliness of the streets

Cleanliness rating index in the ROW



Cleanliness rating index for doggie bags dispensers

Cleanliness rating index for pressure washing and mobile street sweeping of parking lots and garage facilities

% Litter Control is provided citywide seven days per week.

% of timely remittance of permits and plans for Elevator

2020 Target

2019 Actuals

2018 Actuals

2017 Actuals

% of cleanliness of the sidewalks and walkways

% of litter control between 5th and 11th Street from Lenox Avenue to Meridian Avenue

Percentage of time that low lying areas are not flooded and stormwater pump stations have continuous power

% of time maintenance is scheduled to ensure pump stations are operational

% of customer satisfaction on ROW permit procedures



ARTSOPERATIONS

328

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedPermits Sidewalk Café- All 1,495,948 1,722,294 1,810,000 727,000 Elevator Certification/ Late fees 5,400 582,159 6,000 6,000 Elevator Annual Main./Repair 0 25,752 0 0 Permits- Elevator 915,898 542,505 1,131,000 905,000 Right of way permits 1,012,860 995,767 921,000 737,000 Electrical Outlets 35,162 23,415 37,000 28,000 Permits-Revocable Permit Fees 21,345 4,234 0 0 Permits-Public Works 717,766 974,027 536,000 429,000 Elevator Lockboxes (Moved from Bldg. FY 2016) 21,515 22,360 22,000 18,000 Bldg. Dev. Process Fees - Public Works 8,409 1,247 0 5,000 PW - Right-of-Way Review Fees 142,263 118,581 118,000 94,000 Fines- Violation-Elevators 213,800 178,950 160,000 172,000 Rent - Lincoln Rd. Directories 97,391 77,603 120,000 94,000 PW in house design 0 20,762 100,000 100,000 PW Training Surcharge 0 0 36,000 29,000 FDOT Reimbursement (Greenspace) 347,776 282,776 260,000 282,000 FDOT Reimbursement Transportation (Streets) 0 172,028 176,000 182,000 Total 5,035,533$ 5,744,460$ 5,433,000$ 3,808,000$

Expenditure AreaSalaries & Benefits 6,935,314 7,048,262 8,022,000 8,013,700 Operating Expenditures 5,849,901 4,510,812 5,518,000 3,718,300 Internal Services 1,703,540 1,902,615 1,849,000 1,833,000 Capital 133,757 60,745 0 0 Debt Service 4,000 2,000 2,000 2,000 Total 14,626,512$ 13,524,434$ 15,391,000$ 13,567,000$

General Fund 73.20 + 0.00 PT 72.45 + 0.00 PT 69.45 + 0.00 PT 69.25 + 0.00 PTRDA 6.00 + 0.00 PT 6.00 + 0.00 PT 6.00 + 0.00 PT 6.00 + 0.00 PTTotal Budgeted Positions 79.20 + 0.00 PT 78.45 + 0.00 PT 75.45+ 0.00 PT 75.25 + 0.00 PT


- 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000


Expenditure Summary



OPERATIONS

329

PUBLIC WORKSFY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 425,853 393,655 226,000 182,500 Operating Expenditures 61,677 42,921 53,000 52,000 Internal Services 159,080 212,000 104,000 105,000 Capital 209 0 0 0 Total 646,819$ 648,575$ 383,000$ 339,500$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 2,769,526 2,583,065 3,226,000 3,256,000 Operating Expenditures 256,360 222,125 266,000 258,500 Internal Services 360,570 515,510 460,000 461,000 Capital 15,343 0 0 0 Total 3,401,799$ 3,320,700$ 3,952,000$ 3,975,500$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 2,202,006 2,568,002 2,937,500 3,011,000 Operating Expenditures 2,252,808 2,400,500 2,400,500 2,243,000 Internal Services 680,000 722,000 776,000 782,000 Total 5,134,814$ 5,690,502$ 6,114,000$ 6,036,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 1,537,929 1,503,541 1,632,500 1,624,200 Operating Expenditures 3,279,056 2,674,889 2,798,500 2,914,800 Internal Services 503,890 453,105 522,000 522,000 Capital 118,204 60,745 0 0 Debt Service 4,000 2,000 2,000 2,000 Total 5,443,079$ 4,694,280$ 4,955,000$ 5,063,000$


GREENSPACE MANAGEMENT - GENERAL FUND

ADMINISTRATION - GENERAL FUND

ENGINEERING - GENERAL FUND

STREETS & STREET LIGHTING - GENERAL FUND


ARTSOPERATIONS

330

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedWater Revenue 34,633,377 35,641,654 34,418,000 33,589,000Fire lines 10,504 424,207 391,000 447,000Utility Service Fees 20,626 18,130 18,000 16,000Water Tapping 112,823 67,433 100,000 50,000Sub-Meter Services Inspection 1,250 1,800 1,000 2,000Interest 582,116 943,305 810,000 993,000Utility Penalities 479,480 563,836 400,000 371,000Miscellaneous Water Revenue (142,532) (376,592) 27,000 29,000Fund Balace/ Retained Earnings 0 0 750,000 0Total 35,697,644$ 37,283,773$ 36,915,000$ 35,497,000$

Expenditure AreaSalaries & Benefits 3,608,934 4,617,036 5,019,000 4,977,000Operating Expenditures 3,195,061 3,658,548 7,252,000 3,949,500Operating Contingency 0 0 1,203,000 1,231,000Derm Fees 2,803,547 2,077,958 2,112,000 1,963,000MDC Water Purchase 14,073,944 12,634,985 11,605,000 13,357,000Funded Renewal & Replacement 0 2,013,049 2,149,000 2,038,000Unfunded Renewal & Replacment 1,953,487 0 0 0Internal Services 1,318,235 962,257 1,578,000 1,683,000Capital 235,935 392,219 1,171,000 1,472,000Debt Service 10,683,150 4,179,762 4,826,000 4,826,500Total 37,872,292$ 30,535,815$ 36,915,000$ 35,497,000$

Revenue Less Expenditures (2,174,647)$ 6,747,958$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - WATER

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

Salaries &Benefits


OperatingContingency

Derm Fees MDC WaterPurchase


UnfundedRenewal &Replacment


Expenditure Summary



OPERATIONS

331


Revenue Area Actual Actual Adopted ProposedSewer User Fees 47,442,555 49,753,057 47,553,000 44,705,000Sewer Connection Fees 28,500 0 43,000 10,000Sewer Fees - Outsiders 3,119,847 3,124,308 2,794,000 3,068,000Utility Penaties 479,480 563,836 400,000 371,500Miscellaneous Sewer Revenue (76,117) (318,711) 65,000 78,000Interest 582,116 928,334 810,000 993,500Fund Balance/Retained Earnings 0 0 750,000 0Total 51,576,381$ 54,050,824$ 52,415,000$ 49,226,000$

Expenditure AreaSalaries & Benefits 2,421,692 2,940,854 3,234,000 3,304,000Operating Expenditures 4,850,698 4,281,217 4,979,000 5,868,000Operating Contingency 0 0 2,009,000 1,860,000Derm Fees 3,863,069 2,847,919 2,893,000 2,693,000MDC Sewer Treatment 23,656,233 24,627,210 25,000,000 24,795,000Funded Renewal & Replacement 3,661,676 3,740,835 4,028,000 737,500Internal Services 1,630,000 1,826,354 1,644,000 1,825,000Capital 727,580 530,252 1,681,000 1,197,000Debt Service 5,752,466 7,762,414 6,947,000 6,946,500Total 46,563,414$ 48,557,055$ 52,415,000$ 49,226,000$



DEPARTMENT FINANCIAL SUMMARY - SEWER

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

Salaries &Benefits


OperatingContingency

Derm Fees MDC SewerTreatment



Expenditure Summary



ARTSOPERATIONS

332

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedStorm Water Fees 29,709,767 31,023,679 29,946,000 30,263,000Interest 447,950 631,965 552,000 896,000Miscellaneous Storm Revenues (416,216) (354,451) 0 0FEMA Reimbursement 0 31,371 0 0Fund Balance/ Retained Earnings 0 0 1,500,000 0Total 29,741,501$ 31,332,564$ 31,998,000$ 31,159,000$

Expenditure AreaSalaries & Benefits 2,737,356 3,244,356 3,574,000 3,842,000Operating Expenditures 5,266,380 5,581,463 8,883,000 8,081,000Funded Renewal & Replacement 3,105,905 3,298,106 1,955,000 1,576,000Internal Services 457,000 459,000 518,000 636,000Capital 383,612 140,469 553,000 513,000Debt Service 17,408,492 16,229,150 16,515,000 16,511,000Total 29,358,744$ 28,952,544$ 31,998,000$ 31,159,000$

Revenue Less Expenditures 382,757$ 2,380,020$ 0$ 0$

Total Budgeted Positions 30.41+ 0.00 PT 30.66 + 0.00 PT 33.66 + 0.00 PT 33.60 + 0.00 PT

DEPARTMENT FINANCIAL SUMMARY - STORM WATER

02,000,0004,000,0006,000,0008,000,000

10,000,00012,000,00014,000,00016,000,00018,000,000


Funded Renewal &Replacement


Expenditure Summary



OPERATIONS

333


Revenue Area Actual Actual Adopted ProposedFranchise Fees 3,943,068 3,903,577 4,226,000 3,941,000Franchise Fee Right of Way 383,533 438,036 404,000 399,000Trash Removal 32,748 19,975 26,000 12,000Sanitation Fees 3,656,236 3,534,363 3,796,000 3,601,000Sanitation Impact Fee-Commercial 667,866 653,611 682,000 620,000Roll Off 966,094 1,022,848 1,083,000 1,114,000Sanitation Fines 185,863 112,088 111,000 80,000Impact Fee-Construction 632,896 871,341 660,000 766,000Contributions from Disposal 400,000 400,000 400,000 400,000City Center RDA - Riembursement 3,913,812 4,217,883 4,241,000 3,994,000Parking 1,406,246 1,607,340 1,182,000 64,000Interdepartmental Fees 208,001 290,035 300,000 300,000Storm Water Contribution 844,000 916,000 916,000 858,000Resort Tax Contribution 871,000 1,812,000 2,539,000 5,780,000Interest Earned/ Miscelleneous Revenues 312,554 216,322 244,000 195,000Fund Balance/Retained Earnings 0 0 1,610,000 0Total 18,423,917$ 20,003,433$ 22,420,000$ 22,124,000$

Expenditure AreaSalaries & Benefits 11,132,341 12,673,765 13,012,000 12,437,000Operating Expenditures 8,893,925 7,059,474 6,462,000 5,639,000Internal Services 1,832,000 1,884,000 2,397,000 2,176,000Capital 356,531 145,668 547,000 559,000Debt Service 4,863 1,999 2,000 2,000Transfer to Reserve 0 0 0 1,311,000Total 22,219,660$ 21,764,906$ 22,420,000$ 22,124,000$

Revenue less Expenditures (3,795,743)$ (1,761,473)$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - SANITATION

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000


Expenditure Summary



ARTSOPERATIONS

334

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedContributions - Hazardous Waste 30,000 30,000 30,000 60,000Contributions - Recycling 30,000 30,000 30,000 37,000Contributions - Security Guards 8,000 8,000 8,000 8,000Fund Balance/Retained Earnings 0 0 2,000 1,000Total 68,000$ 68,000$ 70,000$ 106,000$

Expenditure AreaOperating Expenditures 35,790 124,535 70,000 105,000Internal Services 0 0 0 1,000Total 35,790$ 124,535$ 70,000$ 106,000$

Revenue Less Expenditures 32,210$ (56,535)$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - WASTE HAULERS

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

Operating Expenditures Internal Services

Expenditure Summary



OPERATIONS

335

PUBLIC WORKSBUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures decreased by $8,300, or 0.1%. This is primarily due to decreases in projected costs for health and life insurance, overtime, and pension totaling $70,300, which are partially offset by an increase in salaries and wages of $62,000 for applicable cost of living adjustments and merit increases budgeted in FY 2021.

• Operating expenditures decreased by $1,799,700, or 32.6%. This is primarily due to the one-time decreases from the COVID-19 balancing plan reductions further detailed below totaling $972,000, projected savings from the renegotatied contract for citywide grounds maintenance of $795,000 further detailed below as well, and decreases in other miscellaneous operating expenditures of $32,700.

• Debt service expenditures remained unchanged at $2,000 based on the projected FY 2021 Ameresco debt service obligation.

• Internal services expenditures decreased by $16,000, or 0.9%. This is primarily due to decreases totaling $85,000 for Fleet Management and Information Technology services, which is largely offset by increases in Central Services, Property Management, Risk Managment, and OIG Funding services of $69,000 combined.


Public Works – Water

• Personnel services expenditures decreased by $42,000, or 0.8%. This is primarily due to decreases in salaries and wages resulting from positions that were previously filled at higher salaries that were filled in FY 2020 at the minimum of their salary ranges.

• Operating expenditures decreased by $1,782,500, or 7.3%, primarily due to a one-time expenditure enhancement budgeted in FY 2020 of $750,000 for development of a Neighborhood Improvement Design Criteria Package, as well as a decrease in the budgeted transfer to reserves of $921,500 and set-aside for renewal and replacement of capital assets of $111,000 which are based on projected revenues in excess of expenditures.

• Debt service expenditures decreased by $500 based on the current debt repayment schedule of outstanding debt issued for ongoing water infrastructure improvement projects.

• Internal services expenditures increased by $105,000, or

6.7%. This is primarily due to an increase of $86,000 in Risk Management, as well as other increases in Property Management and OIG Funding services totaling $20,000. These increases were, however, slightly offset by a decrease in Information Technology services of $1,000.

• Capital expenditures increased by $301,000, or 25.7%, based on vehicles, machinery, and equipment scheduled for replacement in FY 2021.

Public Works – Sewer

• Personnel services expenditures increased by $70,000, or 2.2%. This is primarily due to applicable cost of living adjustments and merit increases budgeted in FY 2021.

• Operating expenditures decreased by $2,955,500, or 7.6%, primarily due to a one-time expenditure enhancement budgeted in FY 2020 of $750,000 for development of a Neighborhood Improvement Design Criteria Package, as well as a decrease in the set-aside for renewal and replacement of capital assets of $2,205,500 which is based on projected revenues in excess of expenditures.

• Debt service expenditures decreased by $500 based on the current debt repayment schedule of outstanding debt issued for ongoing sewer infrastructure improvement projects.


ARTSOPERATIONS

336


• Internal services expenditures increased by $181,000, or 11.0%. This is primarily due to an increase of $87,000 in Risk Management, as well as other increases in Central Services, Information Technology, Property Management, Fleet Management and OIG Funding services totaling $94,000.

• Capital expenditures decreased by $484,000, or 28.8%, based on vehicles, machinery, and equipment scheduled for replacement in FY 2021.

Public Works – Storm Water

• Personnel services expenditures increased by $268,000 or 7.5%. This is primarily due to applicable cost of living adjustments and merit increases budgeted in FY 2021 of $64,000, $100,000 in additional overtime based on anticipated department needs, and $104,000 in additional personnel-related costs for health and life insurance, pension, etc.

• Operating expenditures decreased by $1,181,000, or 10.9%, primarily due to a one-time expenditure enhancement budgeted in FY 2020 of $1,500,000 for development of a Neighborhood Improvement Design Criteria Package, a $379,000 reduction in funding projected to be set-aside for renewal and replacement of capital assets, and $127,000 of additional decreases in operating expenditures. These decrease are, however, partially offset by a combined increase of $825,000 for the enhancements further detailed below.

• Debt service expenditures decreased by $4,000 based on the current debt repayment schedule of outstanding debt issued for ongoing storm water infrastructure improvement projects.

• Internal services expenditures increased by $118,000, or 22.8%. This is primarily due to an increase of $49,000 in Information Technology services, as well as increases in Risk Management, Property Management, Fleet Management, and OIG Funding services totaling $70,000. These increases were, however, partially offset by a decrease in Central Services of $1,000.

• Capital expenditures decreased by $40,000, or 7.2%, based on vehicles, machinery, and equipment scheduled for replacement in FY 2021.


Sanitation

• Personnel services expenditures decreased by $575,000, or 4.4%. This is primarily due to the elimination of 11 full-time positions further detailed below, which is partially offset by applicable cost of living adjustments and merit increases budgeted in FY 2021.

• Operating expenditures decreased by $823,000, or 12.7%. This is primarily due to a decrease in temporary labor of $506,000, one-time decreases from the COVID-19 balancing plan reductions of $44,000, and additional reductions in operating expenditures and administrative fees paid to the General Fund totaling $273,000 combined.

• Internal services expenditures decreased by $221,000, or 9.2%. This is primarily due to decreases of $308,000 in Fleet Management and Information Technology services, partially offset by increases in Central Services, Property Management, Risk Management, and OIG Funding services totaling $87,000.

• Capital expenditures increased by $12,000 based on vehicles, machinery, and equipment scheduled for replacement in FY 2021.

• The FY 2021 budget includes a one-time transfer to reserve of $1,311,000 based on prior year services provided by Sanitation to the Resort Tax Fund that are being reimbursed in FY 2021.

Sanitation – Waste Haulers

• The FY 2021 budget Increased by $36,000, or 51.4%, based on projected operational needs. Contributions from the City’s current waste hauler contract, which was amended during FY 2020, are earmarked for the purchase of recycling containers, providing security guards during waste collections events, and hazardous waste collections.


General Fund

• The FY 2021 reductions includes a one-time reduction of $972,000, which is comprised of $72,000 for furloughs for all bargaining units based on a tiered approach, $405,000 for non-essential expenditures, $17,000 for non-essential training and travel, and $478,000 related to the citywide hiring freeze.


OPERATIONS

337

PUBLIC WORKSBUDGET HIGHLIGHTS CONT’D

• The FY 2021 budget includes a $795,000 reduction for projected savings from the renegotiated citywide grounds maintenance agreement.


• The FY 2021 reductions also include a one-time reduction of $27,000 for furloughs for all bargaining units based on a tiered approach.



Public Works – Storm


Sanitation

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $44,000 for furloughs for all bargaining units based on a tiered approach.

• The FY 2021 budget includes a $559,000 reduction for the elimination of 11 Sanitation positions, which is being recommended as a result of the projected decrease in revenues for services provided to the Parking Fund.

• The FY 2021 budget includes a $506,000 reduction in temporary labor.

• The FY 2021 budget also includes a $145,000 reduction in Sanitation operating expenditures, which includes elimination of the Big Belly agreement, as well as other miscellaneous expenditures.


General Fund



• The FY 2021 budget also includes a $10,000 enhancement for the Trap, Neuter, Vaccine release program.



• The FY 2021 budget includes a $150,000 one-time enhancement for a Fire Hydrant Density evaluation, which is an evaluation of fire hydrants throughout the City’s water system and serves as an essential part of the firefighter process.

• The FY 2021 budget also includes a $51,000 one-time enhancement for the fuel tank to upgrade the City’s Infrastructure by replacing old diesal tanks that are corroding and inefficient.


• The FY 2021 budget includes a $200,000 enhancement for emergency sewer pump maintenance and repairs to address unplanned issues for sewer pumping stations such as sewer main breaks.

• The FY 2021 budget includes a $400,000 enhancement for a SSES Cycle III, Phase I, II, & III Consent Decree program due to requirements outlened in Miami Dade Code Chapter 24 for all private and publicly operated Volume Sewer Customers to aim to eliminate or reduce I &II.

Public Works – Storm


• The FY 2021 budget includes a one-time $418,000 enhancement for temporary pumps to fulfill the City Commission’s request to increase deployment of portable temporary pumps during King Tides, Hurricane Season, and rain events.

• The FY 2021 budget includes a one-time $400,000 enhancement to address the Storm Water system backlog of maintenance for 48 existing injection wells to improve drainage and decrease flooding throughout the City.

Sanitation


TRANSPORTATION AND MOBILITYOPERATIONS

339


To ensure the safe and efficient movement of people and goods through an interconnected transportation system that provides mobility, livability, accessibility, and promotes alternative modes of travel, while ensuring environmental and economic sustainability, and improving the quality of life for all who live, work, and play in our vibrant, tropical, historical community.


Additionally, the Department oversees the operation of the Miami Beach trolley system that consists of four routes: North Beach Trolley; Collins Express; Middle Beach Trolley; and South Beach Trolley. The City’s trolley service is operated as a turn-key service by a professional private sector contractor managed by the Department. The free trolley service currently carries over 14,000 passengers daily. The trolley service is supplemented by a free eco-friendly on-demand transit service in Middle Beach provided in partnership with Freebee.

Traffic management is another focus of the Department. In-house traffic operations staff, assisted by a private contractor, monitors traffic within the City, makes real-time adjustments to traffic signal timing as needed, and coordinates with Police, Fire (including Emergency Management) on incident management, and with Marketing and Communications to disseminate real-time traffic information to the community and motoring public. New technology will be implemented in phases beginning in FY 2021 through the Intelligent Transportation System and Smart Parking System Project to more efficiently manage congestion on major thoroughfares and manage parking demand within the City.

FISCAL ENVIRONMENT

Current funding sources for transportation projects and the use of these funds (i.e., for capital or operating expenses) are listed below:

• Half Cent Transit Surtax (People’s Transportation Plan (PTP), City’s share.)In 2002, Miami-Dade County voters approved by referendum a half-penny surtax to fund transportation projects. Per Ordinance, the County distributes 20% of surtax proceeds to municipalities for transportation and transit projects. Uses: Trolley operations and maintenance

• 1% Resort Tax (split between Quality of Life (30%), Transportation (60%), and Arts (10%)Uses: Balance of the trolley operations; Professional Services and Department operating expenditures

• Mobility Fee (replaced Transportation Concurrency Mitigation)Uses: One-time capital expenditures for projects recommended in the Transportation Master Plan

• Fees in lieu of ParkingUses: General parking capacity and transportation-related improvements.


The Transportation and Mobility Department was formed by the Mayor and City Commission in April 2014. Prior to this date, transportation functions were performed as part of the Transportation Division of the Public Works Department. Since its inception, the Department has primarily focused on transportation planning, traffic engineering/operations, and trolley system planning and operations. The accomplishment of our mission depends on effective collaboration with State and County agencies who have jurisdictional authority over major roadways, traffic control/signalization, and transit service in Miami-Dade County, even within incorporated municipalities.

The Department is focused on implementing the Transportation Master Plan and the Bicycle-Pedestrian Master Plan adopted by City Commission Resolution on April 14, 2016. These plans reflect the City’s adopted modal prioritization strategy:

(1) pedestrians; (2) transit, bicycles, and freight; and (3) private automobiles. The City Commission adopted the new modal priority via Resolution in July 2015.


Transportation Planning

Traffic Engineering/ Operations

Administrative Services/Financial

Trolley Operations

Director of Transportation and Mobility

OPERATIONS

TRANSPORTATION AND MOBILITY

340


• Advertising RevenuesDerived from advertising on-board and on the exterior of the trolley vehicles, and on bus shelters.Uses: Department operating expenditures

• Transportation Capital Trust FundAt its July 13, 2016 meeting, the City Commission approved the Transportation Capital Trust Fund requiring that 20% of one-time capital contributions be deposited to the Trust Fund. It was recognized that the funds generated on an annual basis may not be large, but, over time, the funds would accumulate, with other existing sources and provide funding for transportation projects.Uses: General one-time transportation expenditures

• GrantsCapital and operating funds received from federal and state discretionary grant programs, including Florida Department of Transportation (FDOT) Transit Service Development and the FDOT Transportation Alternatives grant programs, are used to off-set funding from various sources above, as appropriate.

The above sources alone, however, are not sufficient to sustain the department’s current level of service and fund future projects and initiatives recommended in the Transportation Master Plan. For example, parking revenues have been decreasing over the past several years, both at national and local levels. As such, it is essential for the City to identify new revenue sources for transportation to help achieve its future mode share goals of being less car centric and increasing pedestrian, bicycle, and transit trips, thereby improving mobility for all modes of transportation citywide.

STRATEGIC ALIGNMENT

Main Vision Area:

Mobility


• Neighborhoods


• Mobility

○ Increase multi-modal mobility citywide and connectivity regionally

○ Address traffic congestion ○ Improve the walking and biking experience





• IMPLEMENT the Transportation Master Plan• IMPLEMENT Bus Rapid Transit/ Dedicated Express Bus on the

Julia Tuttle Causeway


• N/A


• DEVELOP Mobility Hubs in the 305• DESIGN a Better Bus Network• DRIVE into the Future!• IT’S Electric!


341


The Transportation and Mobility Department deals directly with community members, stakeholders, contracted service providers, internal stakeholders, and external transportation partners. Department staff also provides technical expertise and project information to multiple City departments, advisory committees, Commission committees, and the City Commission.

The overall regulatory environment is anticipated to remain stable and, as such, continued working relationships with transportation partners remain important. One significant change to the regulatory environment has been the adoption of the Miami-Dade County Strategic Miami Area Rapid Transit (SMART) Plan for transit expansion in April 2016, and the decision by the City Commission in December 2016 to seek binding fiscal commitments from Miami- Dade County prior to further work on potential Miami Beach rapid transit initiatives. As such, the department is working closely with FDOT and Miami-Dade County to advance SMART Plan projects in Miami Beach, including the Beach Corridor Rapid Transit project (formerly Bay Link) and Bus Express Rapid Transit (BERT) routes on the Julia Tuttle and MacArthur causeways.

Specialized contracted services continue to help the Department provide services to the community such as Miami Beach trolley services, traffic monitoring/management services, and traffic control device implementation and maintenance services. The Department also relies heavily on consultant support to perform transportation planning studies, technical traffic engineering/operational studies, and related design development. These activities have helped move multiple Transportation Master Plan projects forward.

Feedback from the customers identified above is continuously utilized to address pedestrian, bicycle, and vehicular traffic conditions in the field, provide routine feedback on trolley operations, identify best transportation planning practices to meet mode share goals, and provide internal City stakeholders and external transportation partners with the information that they need to advance their projects.

The Department relies on the support of other city departments to meet its strategic objectives. Procurement input is critical to procuring and utilizing contracted services. Partnering with the Public Works Department, the Office of Capital Improvements, and the Office of Environment and Sustainability to implement bicycle and pedestrian safety improvements as part of routine maintenance, right-of-way/neighborhood improvement projects, and storm water resiliency projects provides a significant efficiency for the City. The Marketing and Communications Department’s support has been key to implementing our bicycle safety campaign, promoting the City’s Trolley service, and coordinating public outreach for transportation studies and planned mobility improvements.


• Secured FDOT Transit Service Development Grant in the amount of $1.25 million for operation of South Beach Trolley service during FY 2020 ($3.7 million to date from inception of trolley service)

• Provided citywide trolley service to over 5.2 million passengers annually and to over 17.1 million passengers since inception of trolley service

• Implemented 2.5 miles of new green bike lanes (totaling over 11 miles citywide)

• Adopted a progressive Mobility Fee Ordinance to replace the antiquated Concurrency Fee from 1999 and provide a new funding source to implement the 2016 Transportation Master Plan

• Secured approval of new citywide Transportation Demand Management (TDM) strategies for existing businesses and new development projects, including a GetMe2MiamiBeach.com website which features links that provide transportation options based on the purpose of the trip as defined by the user

• Successfully completed the Mid-Beach on-demand transit service pilot program in partnership with Freebee and implemented permanent service

• Maintained 16% reduction in average travel times along major thoroughfares through the Traffic Monitoring and Management Program services

• Completed three Safe Routes to School projects to improve bicycle and pedestrian facilities in the vicinity of four schools within the City; and secured grant funding for Miami Beach Senior High School Safe Routes to School project

• Implemented Nautilus Neighborhood Traffic Calming project (a GOB-funded quick-win project)

• Executed a contract with a Design/Build/Operate/Maintain (DBOM) contractor for the City’s Intelligent Transportation System and Smart Parking System program

OPERATIONS


342


• Communication and responsiveness to the public is critical to departmental success. The Department would like residents to support new projects as they come on-line, and residents should feel that the Department is responsive to traffic and mobility related concerns.

• Continued internal partnerships with City departments are critical to departmental success. Implementing bicycle and pedestrian safety improvements during large scale roadway and storm water resilience projects are one way to ensure cost effective implementation. This partnership also expedites interdepartmental plan reviews and approvals. In-house support in organizing community outreach has been extremely effective.

• Continued external partnerships with the Florida Department of Transportation (FDOT) and Miami-Dade County Transportation and Public Works Department to ensure that City of Miami Beach projects are included in the FDOT Work Program, Miami-Dade County Long Range Transportation Plan, and Transportation Improvement Program are critical to departmental success. This partnership is also critical for the successful implementation of the Intelligent Transportation System/Smart Parking System/ Adaptive Traffic Signal Control Project on major thoroughfares, many of which are state roads under FDOT jurisdiction. With the adoption of the County’s Strategic Miami Area Rapid Transit (SMART) Plan, this partnership is key to implementing any future regional rapid transit connections to Miami Beach.

• Continued contractual relationships with transportation service providers and transportation planning and engineering consultants are critical to departmental success.

• Maintaining the existing level of trolley service and implementing service adjustments as necessary to improve service efficiency and reliability are critical to improving citywide mobility and connectivity to regional transit routes.

• Research, evaluation, and implementation of alternative multimodal transportation options, even if on a pilot/ demonstration basis, are critical to improving citywide mobility.

• Continued professional development opportunities for department staff is critical to continued success in recruitment and retention of appropriately skilled personnel.

FUTURE OUTLOOK

In the next five years, the Transportation and Mobility Department will continue to coordinate with Miami-Dade County to plan and deliver multimodal projects such as transit service expansion/enhancements, as well as help advance the Strategic Miami Area Rapid Transit (SMART) Plan, including Bus Express Rapid Transit (BERT) routes across the MacArthur and Julia Tuttle causeways, and the long-term Beach Corridor (formerly Bay Link).

Another project of regional significance is the Connecting Miami Project, a partnership between the Florida Department of Transportation (FDOT) and the Miami-Dade Expressway Authority (MDX). The Project will reconstruct portions of State Road (SR) 836, I-95 and I-395, including an iconic signature bridge over NE 2 Avenue and Biscayne Boulevard, redefining the Miami skyline with its six sweeping arches. Mobility will be enhanced for residents, commuters, and tourists by increasing capacity on these expressways. The Connecting Miami Project commenced in Summer 2018 and is anticipated to be completed in 2024. Traffic impacts during the multi-year construction project due to multiple and continuous lane/ramp closures and detours along I-95, SR 836, and I-395 are expected to adversely affect mobility for Miami Beach residents, visitors, and workforce employees.

In light of the Connecting Miami Project, the City is pursuing various traffic mitigation strategies approved by the City Commission in partnership with FDOT and Miami-Dade County:

1. Accelerate the implementation of the Beach Express North Bus Express Rapid Transit (BERT) demonstration service or modifications to Route 150 (Airport Express)

2. Enhance service of the County Route A/1013. Explore waiving tolls on the Venetian Causeway4. Implement inter-agency communication protocols to keep the

Miami Beach community informed of lane closures and detours5. Explore water taxi service connecting Miami Beach and Miami

The Department will also focus on implementation of important municipal projects, such as complete streets, protected bicycle lanes, shared-use paths, green bike lanes, neighborhood greenways, short and long-term bicycle parking, pedestrian priority zones, intermodal hubs, and iconic bus shelters.

Expedited project delivery methods such as pilot/tactical urbanism demonstration projects, public-private partnerships (P3), and piloting new/ emerging technologies, such as autonomous/connected vehicles, will be explored and applied as appropriate.


343


2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021Target

Average headways Miami Beach Trolley South Beach Loop A * 19.2 19.0 20.0 20.0Average headways Miami Beach Trolley South Beach Loop B * 20.1 20.5 20.0 20.0

Average headways Miami Beach Trolley South Beach Loop Via 11 St

* * 42.4 40.0 40.0

Average headways Miami Beach Trolley Middle Beach Loop * * 16.2 15.0 15.0Average headways Miami Beach Trolley Collins Express * * 15.7 17.0 17.0Average headways Miami Beach Trolley North Beach Loop * * 16.6 15.0 15.0On-time performance Miami Beach Trolley South Beach Loop A * * 82.5% 85.0% 85.0%On-time performance Miami Beach Trolley South Beach Loop B * * 77.6% 85.0% 85.0%On-time performance Miami Beach Trolley Via 10 St Loop * * 76.9% 85.0% 85.0%On-time performance Miami Beach Trolley Middle Beach Loop * * 81.3% 85.0% 85.0%On-time performance Miami Beach Trolley Collins Express * * 85.7% 85.0% 85.0%On-time performance Miami Beach Trolley North Beach Loop * * 80.7% 85.0% 85.0%Annual ridership of Miami Beach trolley service 3,234,965 4,842,321 5,249,662 5,360,000 5,400,000

Overall Miami Beach Transit Index (Mystery Rider) percent of Miami Beach trolley assessments meeting target of 2.0

* 85% 96% 90% 90%

Overall Miami Beach Transit Index (Mystery Rider) score for all routes ^^^

* 1.54 1.25 1.50 1.50

% of bus stops with shelters * * 33.5% 35.0% 35.0%# of bicycle racks installed annually at locations identified in the BPMP, including garages, street-ends, dead zones, and community requests

251 100 28 40 40

% initiated of budgeted feasibility studies * 100% 100% 100% 100%

% completion of feasibility studies for TMP Priority 1 projects (excluding multi-department right-of-way improvement projects)

* 2% 5% 30% 57%

Number of bike/ped accidents per year** * 110 77^ 60 50

% of constituent requests (e-gov, emails, and calls) responded to within 48 hours of receipt

* 97% 94% 95% 100%

% incident congestion management strategy deployed within 25 minutes of incident within monitoring hours

* 100% 97% 95% 100%

Travel time reduction from prior year (by corridor excluding events). Corridors not anticipated to experience construction projects*** (in minutes)

* .80 0 0.5 2

Travel time reduction achieved by corridor retiming projects in that year during off-peak hours***

* 22% -3% ^^ 8% 10%

Travel time reduction achieved by corridor retiming projects in that year during peak hours***

* 13% 11% 5% 8%

Dispatch damaged or malfunctioning electronic signage for repair by contractor within 48 hours.

* 97% 100% 100% 100%

Complete traffic impact study reviews one week prior to the Board deadline

* 60% 87% 100% 100%

% completion of projects resulting from feasible and approved traffic operations studies

* 70% 70% 75% 85%

Complete maintenance of traffic plan reviews with 72 hours of submission

* 93% 93% 95% 100%

Complete plan reviews within five business days of submission * 90% 90% 90% 95%

NEW - Average # of City of Miami Beach employees registered in the transit subsidy program (FY19- 8 months)

* * 62.5 65 70



*Indicates measure was not tracked and/or conducted during reporting period** According to United States Department of Transportation Bureau of Transportation Statistics: there are approximately 42 Pedestrian/Bicycle Crashes per 100,000 Population***A modal analysis study is underway to determine the mode splits

OPERATIONS


344

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedQuality of Life Funds 6,382,284 8,567,843 8,833,000 6,463,000 Advertising 0 7,413 314,000 234,000 Parking Contribution 3,793,000 1,305,000 981,000 0 Charges for Services 767,603 555,370 754,000 704,000Fund Balance/ Retained Earnings 0 0 186,000 450,000 Total 10,942,887$ 10,435,625$ 11,068,000$ 7,851,000$

Expenditure AreaSalaries & Benefits 1,669,660 1,838,324 1,700,000 1,564,000 Operating Expenditures 9,903,181 8,619,241 9,233,000 4,474,000 Internal Services 95,993 119,000 135,000 171,000 Transfer to Reserves 0 0 0 1,642,000Total 11,668,834$ 10,576,565$ 11,068,000$ 7,851,000$



DEPARTMENT FINANCIAL SUMMARY - TRANSPORTATION

- 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000

10,000,000


Expenditure Summary



345

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedPeople's Transportation Plan Revenues 3,995,107 4,117,133 4,158,000 4,239,000Total 3,995,107$ 4,117,133$ 4,158,000$ 4,239,000$

Expenditure AreaOperating Expenditures 3,701,000 4,109,000 4,158,000 4,239,000Total 3,701,000$ 4,109,000$ 4,158,000$ 4,239,000$



DEPARTMENT FINANCIAL SUMMARY - PEOPLE'S TRANSPORTATION PLAN

4,000,000

4,050,000

4,100,000

4,150,000

4,200,000

4,250,000


Expenditure Summary


OPERATIONS


346

BUDGET HIGHLIGHTS


Transportation Special Revenue Fund

• Personnel services expenditures decreased by $136,000, or 8.0%. This is primarily due to decreases of $193,000 for efficiencies/reductions further detailed below, partially offset by increases in salaries and wages based on applicable cost of living adjustments and merit increases budgeted in FY 2021, and projected increases in health and life insurance.

• Operating expenditures decreased by $4,759,000, or 51.5%. This is primarily due to a decrease of $5,526,000 attributed to the efficiencies/reductions further detailed below, as well as COVID-19 balancing plan reductions. These decreases were, however, partially offset by increases of $216,000 in other contractual services for transportation-related services, $296,800 in contract maintenance for the annualized cost of the Intelligent Transportation System (ITS), and $264,000 in professional services for transportation and mobility-related studies.

• Internal services expenditures increased by $36,000, or 26.7%. This is primarily due to increases in Central Services, Property Management, Risk Management, Fleet Management, and OIG Funding services totaling $57,000 combined. These increases were, however, partially offset by a decrease in Information Technology services of $21,000.

BUDGET HIGHLIGHTS

People’s Transportation Plan (PTP) Special Revenue Fund

• The FY 2021 People’s Transportation Plan (PTP) budget increased by $81,000, or 1.9%, based on the City’s current allocation of Half Penny Surtax fuel revenues projected to be received from Miami-Dade County for FY 2021. These funds are earmarked for transit and roadway projects including trolley operations.



• The FY 2021 budget includes a $73,000 efficiency for the elimination of a full-time Office Associate IV position.

• The FY 2021 budget includes a $147,000 efficiency for the elimination of a full-time Transportation Manager position.

• The FY 2021 budget includes a $27,000 efficiency to convert a Transportation Analyst to a Senior Transportation Analyst.

• The FY 2021 budget includes a $5,526,000 reduction in funding for trolley operations due to a permanent reduction of revenue from the Parking Fund and significant loss of Resort Tax revenue from the impact of COVID-19.





People’s Transportation Plan (PTP) Special Revenue Fund


347

PUBLIC SAFETY

FIREDEPARTMENT MISSION STATEMENT

We are a team of dedicated professionals whose mission is to provide our residents and visitors with the highest level of safety and security through the delivery of fire suppression, emergency medical services, disaster response, ocean rescue, fire prevention, public education programs and public safety communications.


The Fire Administration Section ensures a constant state of mission readiness through the efforts of the Fire Suppression Division, Fire Rescue Division, Fire Prevention Division, Support Services Division, Training Division, Ocean Rescue Division, Public Safety Communications Division, and Emergency Management.

Rapid and effective emergency services are provided to the community from four fire stations that are strategically located to allow a call dispatched to the arrival of first due unit within four to six minutes for medical and fire emergencies and within eight minutes for additional units. Fire Administration and Support Services provide services from their own facilities. Ocean Rescue provides services from one headquarter and three sub-headquarter facilities that coordinate the preventive and rescue efforts of 36 lifeguard towers located to cover all publically accessible beaches. Emergency Management is run from the Emergency Operations Center at Fire Station #2.

Significant Historical Events:

• Fire Department established in 1920

• Rescue Division established in October of 1966 – signified paradigm shift from fire protection only to Fire and Emergency Medical Rescue Service

• Multiple large scale fires in the 1980’s and compliance with state and local fire prevention codes responsible for expansion and modernization of the Fire Prevention Division

• Merged with Beach Patrol (now Ocean Rescue Division) on May 16, 2004, which further enhanced the Fire Department’s capabilities and training opportunities

• Threat of Weapons of Mass Destruction or (WMD), terrorism and natural disaster plus responsibility for responding to confined space, ocean rescues, elevated victim rescue and hazardous materials incidents have transformed the “Fire Department” into an “All Hazards” Department

• Minimum Staffing ordinance passed in February 2003, requiring 44 Firefighters to be on duty at all times

• Achieved accreditation through Commission on Fire Accreditation International (CFAI) in August 2004, renewed in 2009 and reaccredited in 2015

• Fire Department rated as a Class One Department by the Insurance Services Office (ISO) in December of 2007 and was renewed in January 2017

• Implemented National Fire Incident Reporting System (NFIRS) in 2009

• Implemented Fire Department reorganization in October 2012 to align its classifications with what is nationally recognized and recommended by the National Fire Protection Association (NFPA) 1710.

• In 2014, the Training Division was added to better address service enhancements and training needs

• ICMA Study of the Fire Department was completed March 2015

• Fire Boat 4 delivered in April 2016 and marine firefighting services commenced in April 2017

• In 2017, received an ISO rating of 105 out of 105.5 possible points

• October 2017, the Department obtained a Certificate of Authorization (COA) from the FAA to fly a drone for public safety use

CITY MANAGER

DEPUTY CHIEF OF ADMINISTRATION

DEPUTY CHIEF OF OPERATIONS

FIRE CHIEF’S OFFICE

SUPPORTSERVICES

PREVENTION

OCEAN RESCUE

COMMUNICATIONS

SUPPRESSION

TRAINING

RESCUE

EMERGENCYMANAGEMENT


348

PUBLIC SAFETY

FIRE


• Continued constant efforts to maintain international accreditation through the CFAI and #1 rating on a 1 to 10 scale from the Insurance Services Office (ISO). Continued enhancements of Computer Aided Dispatch (CAD), Fire and EMS electronic reporting and records management, electronic reports for city vehicle accidents, and electronic reporting of employee injuries, accidents, and exposure to chemical or biological hazards

• The Public Safety Communications Division (PSCD) was triple accredited by the Accredited Center for Excellence from the International Academy of Emergency Dispatch (Medical, Fire and Police)


• October 2017, the Department incorporated the Public Safety Communications Division (PSCD) under Fire Administration

• October 2018, the Department incorporated Emergency Management as a division under Fire Administration

FISCAL ENVIRONMENT The Fire Department is supported primarily from the General Fund. Revenue sources within the General Fund generated through Fire Department activities include:

• Rescue transport fees • Fire Inspection Fee/Annual Fire Permit/Fire Watch Overtime

Fees/False Alarm Fees• Plan review permit fees• Enhanced fire inspection fees • Other permits • Firefighters Supplemental Education Fund • Off-duty detail fees • Life Safety Inspection Citations


The Fire Department has sole responsibility for providing fire protection, emergency medical services, coordinate relief after natural and man-made disasters, public safety communications (911), fire prevention and life safety inspections, review and enforcement, ocean rescue, and beach safety within the City of Miami Beach. To accomplish our mission, the Fire Department is provided sufficient resources and maintains mutual aid agreements with other local, state and federal fire and emergency agencies, as well as the private sector.

The Fire Department continues to work to establish and maintain cooperative relationships with our residents, elected officials, City administration, and other City departments to foster public and private partnerships.

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


• Neighborhoods ○ Provide quick and exceptional

fire and emergency response• Organizational Innovation



• COMPLETE Fire Station 1 within four years of site selection

Budget Ehancement Actions:

• N/A


• INCREASE Community Resilience through CERT• ROLL-OUT 5-Step Guide to Innovative Disaster Recovery

Financing• PRE-PLANNING for Post-Disaster Toolkit

The Public Safety Communi-cations Division (PSCD) was triple accredited by the Accredited Center for Excel-lence from the International Academy of Emergency Dispatch (Medical, Fire and Police).

• Ocean Rescue was approved for 4 additional positions (two Lifeguard I and two Lifeguard II). These additional positions allow the division to fully staff the new lifeguard tower at 26th street thus reducing overtime by 15%

349

PUBLIC SAFETY

FIRESIGNIFICANT ACCOMPLISHMENTS CONT’D

• Presented approximately 20 Community Emergency Response Team (CERT) classes for residents, hotels, faith-based organizations, condominiums, and City employees

• Implemented the False Alarm Reduction Program in which buildings that have false alarms are being fined to limit the amount of false alarm calls responded to by fire engines

• Completed Commission on Fire Accreditation International (CFAI)/Center for Public Safety Excellence (CPSE) document verification for 2015-2020 and obtained reaccreditation

• Our Plan Review team has an average turnaround time of 5-10 days when the Fire Code allows for a 30-day turnaround time with a total of 11,211 plans reviewed by Fire

• Implemented Health and Safety measures, including policies, and delivered training to members that align with the provisions of the National Fire Protection Association (NFPA) 1851 Cancer Related Risks of Firefighting and NFPA 1500 Critical Incident Stress Debriefing and Post-Traumatic Stress Disorder (PTSD) Training

• The Emergency Medical Services (EMS) Division received the Gold Plus Award from the American Heart Association for its continued excellence in recognizing and treating ST-Elevation Myocardial Infarction (STEMI) within time criterias, meaning there is no higher recognition for this measure

• The EMS Division purchased four (4) Ferno Fully Automated stretchers for its Rescue Division. This was the result of grant monies received from the State of Florida Department of Health and Assistance to Firefighters Grant. These stretchers were placed into service immediately helping to prevent injuries to rescue personnel


• Currently reviewing plans for renovations of Fire Station 1

• Continued Officer Development Training with Target Solutions software

• Work with other fire agencies to enhance marine firefighting capabilities, Hazmat, Technical Rescue Team (TRT), special operations

FUTURE OUTLOOK

A major effort of the Fire Department is to maintain a results-orient-ed agency. Constant improvement and maximum efficiency and service are pursued through the following anticipated accomplish-ments in FY 2021

• Monitor feedback results from city surveys, internal service shoppers, department quality assurance programs and citizen complaints or suggestions to help improve customer service


• Pursue additional efficiencies, cost savings and revenue enhancements through performance reviews with emphasis on reducing costs, managing risk and liability and increasing efficiency and job satisfaction of employees

• New Public Safety Radio System which will provide multiple decades of service. This P25 system has the latest available technology that allows users to operate well outside the City. It also increases the interoperability capabilities among Federal, State, and Local agencies

• Given the City’s continued increase in daily population, tourism, special events, traffic, new construction and renovation projects, it is reasonable to anticipate that demand for fire, medical emergency, ocean rescue and fire prevention services will continue to increase. In 2018, via referendum, voters approved significant project developments for the Fire Department, which will assist in keeping abreast of the increased demand for services. Five major projects were approved to include the replacement of Fire Stations 1 and 3, replace the Ocean Rescue sub-station in North Beach, replace the City’s aging public safety radio system and replace the existing marine patrol facility in order to relocate Fire Boat 4 from North Beach to South Beach. Replacement of Fire Station 1 is of the most urgency due to its current condition. Intensive maintenance is required to continue operation of Fire Station 1 as it exists today. This maintenance includes costs that, over time, would exceed the cost of full demolition and reconstruction of all facilities on site. Moreover, existing parking conditions at Fire Station 1 negatively impact the demands of the neighborhood and personnel reporting to work. The existing FEMA Flood elevations indicate that under severe storm events Fire Station 1 would become inaccessible and would prevent emergency assistance to the surrounding Miami Beach community. Further, Fire Station 1 should be replaced to current NFPA standards. The new building should be able to withstand a Category 5 hurricane, other natural disasters, and challenges such as security threats/risks.

• Jointly work with the Human Resources Department, Recruitment Division to coordinate future Fire Firefighter Entry Tests

• Working jointly with the Office of Marketing & Communications to enhance public notification through the MBAlert system

• Coordinating efforts with Human Resources Department to create targeted notification groups among city personnel and increase communication within internal departments through use of MBAlert

• Emergency Management is a strong partner in Resilient305 efforts, which include cooperative initiatives with the City of Miami and Miami-Dade County. Miami Beach leads the way with our CERT coordination and is also involved in the development of a recovery guidebook for other municipalities to use as the region enhances resiliency efforts

350

PUBLIC SAFETY

FIREPERFORMANCE PLAN HIGHLIGHTS

2017 Actuals

2018 Actuals

2019 Actuals

2020 Target

2021 Target

100% 100% 100% 100% 100%

* 90% 90% 90% 90%

* 96% 96% 90% 90%

* 91% 91% 90% 90%

* 90% 90% 90% 90%

N/A 96% 100% 100% 100%

N/A N/A 96% 100% 100%

Continued efforts to maintain an Insurance Services Office (ISO) score of 100.

100% 100% 100% 100% 100%

Continued efforts to maintain international accreditation through the CFAI.

100% 100% 100% 100% 100%

% of fire inspections performed of all existing buildings (excluding single family) in the City to create a fire safe environment for the residents and visitors.

100% 100% 100% 100% 100%

# of presentations on fire and life safety issues. * * 68 60 60

% of employees receiving a minimum of 48 hours of training per quarter per ISO and Miami Beach Fire Department requirements

98% 98% 98% 98% 98%

% of employees receiving a minimum of 15 hours of EMS training per quarter.

90% 90% 90% 90% 90%

% of calls dispatch time within 90 seconds for fire calls

* 95% 93% 99% 99%

% of 911 calls answered within 10 seconds. * 95% 92% 90% 90%



% of publicly accessible beach areas covered by existing lifeguard towers

% of fire incidents where the first unit arrival is within 240 seconds.

% of fire incidents where the turnout time is 60 seconds or less.

% of EMS incidents where the first unit is arrival within 240 seconds.

NIMS Compliance (DEM)


% of EMS incidents where the turnout time is 60 seconds or less.

NIMS Compliance (First Responders)

351

PUBLIC SAFETY

FIREFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedAnnual Fire Inspections 416,809 389,873 370,000 487,000Fire Plan Review Inspections 3,564,277 4,626,392 3,499,000 2,799,000Permits Enhanced Services 58,375 54,181 58,000 46,000Permits-Fire Prevention 29,389 31,002 30,000 24,000Permits-Surcharge Fire 0 0 192,000 154,000Firefighter Supplemental Comp 120,137 110,742 129,000 120,000Rescue Revenue 2,238,154 2,011,632 2,161,000 1,945,000Admin Fee - Off Duty Fire 63,997 118,536 10,000 118,000Fire Code Violations 62,644 9,062 30,000 9,000Life Safety Fire Citations 200 2,500 0 0False Alarm Fees - Fire 0 0 10,000 10,000Total 6,553,983$ 7,353,919$ 6,489,000$ 5,712,000$

Expenditure AreaSalaries & Benefits 73,142,031 76,701,196 79,581,500 80,637,500Operating Expenditures 4,737,567 2,959,308 2,904,500 1,996,500Internal Services 7,484,927 8,048,464 8,116,000 8,507,000Capital 10,609 30,939 30,000 17,000Debt Service 18,000 15,000 15,000 13,000Total 85,393,134$ 87,754,907$ 90,647,000$ 91,171,000$



010,000,00020,000,00030,000,00040,000,00050,000,00060,000,00070,000,00080,000,00090,000,000


Expenditure Summary


352

PUBLIC SAFETY

FIREFY 2018 FY 2019 FY 2020 FY 2021

Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 27,169,914 29,045,210 30,486,000 30,178,000 Operating Expenditures 343,834 207,584 309,500 80,000 Internal Services 3,031,000 2,772,000 2,344,000 2,562,000 Capital 0 0 13,000 0 Debt Service 18,000 15,000 15,000 13,000 Total 30,562,748$ 32,039,794$ 33,167,500$ 32,833,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 22,437,798 24,292,665 25,206,000 25,812,000 Operating Expenditures 634,233 705,556 729,000 513,000 Internal Services 1,508,000 1,470,000 1,737,000 1,883,000 Capital 0 7,738 7,000 7,000 Total 24,580,031$ 26,475,959$ 27,679,000$ 28,215,000$




FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 1,895,819 1,703,668 1,299,000 1,323,000 Operating Expenditures 932,293 869,960 1,010,000 758,000 Internal Services 310,419 323,627 494,000 530,000 Capital 0 23,201 10,000 10,000 Total 3,138,531$ 2,920,456$ 2,813,000$ 2,621,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 580,666 599,910 602,000 631,000 Operating Expenditures 84,529 51,610 63,000 52,000 Internal Services 11,000 79,000 245,000 247,000 Total 676,195$ 730,520$ 910,000$ 930,000$


SUPPRESSION - GENERAL FUND

RESCUE - GENERAL FUND

PREVENTION - GENERAL FUND

SUPPORT SERVICES - GENERAL FUND

TRAINING - GENERAL FUND

353

PUBLIC SAFETY

FIRE

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 10,057,021 10,383,686 11,175,500 11,743,500 Operating Expenditures 143,213 202,126 176,000 105,000 Internal Services 1,545,000 1,883,077 1,730,000 1,426,000 Total 11,745,234$ 12,468,889$ 13,081,500$ 13,274,500$




FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 1,195,265 1,022,115 926,000 850,000 Operating Expenditures 1,695,776 324,544 173,000 103,000 Internal Services 171,000 209,000 132,000 153,000 Capital 10,609 0 0 0 Total 3,072,650$ 1,555,659$ 1,231,000$ 1,106,000$


OCEAN RESCUE - GENERAL FUND

PUBLIC SAFETY COMMUNICATIONS UNIT - GENERAL FUND

EMERGENCY MANAGEMENT - GENERAL FUND

354

PUBLIC SAFETY

FIRE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedUtility Tax - E911 Non Wireless 48,607 26,084 24,000 36,000 Utility Tax - E911 Wireless Prepaid 122,079 145,008 158,000 135,000 Utility Tax - E911 Wireless 312,178 438,450 421,000 453,000 Fund Balance/Retained Earnings 0 0 0 45,000 Total 482,864$ 609,543$ 603,000$ 669,000$

Expenditure AreaSalaries & Benefits 355,000 496,000 421,000 509,000 Operating Expenditures 111,869 102,469 182,000 160,000 Total 466,869$ 598,469$ 603,000$ 669,000$



DEPARTMENT FINANCIAL SUMMARY - E-911

-

100,000

200,000

300,000

400,000

500,000

600,000

Salaries & Benefits Operating Expenditures

Expenditure Summary


355

PUBLIC SAFETY

FIREBUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures increased by $1,056,000 or 1.3%. This is primarily due to increases in salaries and wages totaling $1,639,000 resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as $1,132,000 in other personnel services expenditures, which include projected increases for additional premium pays, health and life insurance, holiday pay overtime, and pension. These increases are being partially offset by decreases of $1,716,000 in pension debt and overtime.

• Operating expenditures decreased by $908,000, or 31.3%. This is primarily due to the $1,018,000 in one-time decreases from the COVID-19 balancing plan reductions which are partially offset by a $69,000 increase in supplies for employee training, education, safety, and technology expenditures eligible to be reimbursed by Fire Training and Technology Funds, a $32,000 increase for a new public safety radio site lease agreement, and $8,000 decrease in other miscellaneous department operating expenditures.

• Internal services expenditures increased by $391,000, or 4.8%, primarily due to an increase in Risk Management services of $227,000, as well as additional increases in Fleet Management, Information Technology, Property Management, and OIG Funding services totaling $224,000. These increases were, however, partially offset by a decrease in Central Services of $60,000.


• Debt service expenditures decreased by $2,000, or 13.3%, based on the allocation of the projected FY 2021 Ameresco debt service obligation.

• Capital expenditures decreased by $13,000, or 43.3%, for the department’s matching component of potential grants applied for during FY 2021 for equipment.

E-911

• The E-911 Fund increased by $66,000, or 10.9%, primarily due to a projected increase in the overall funding allocation to the City from the County for emergency 911 services, which are provided by the department’s Public Safety Communications Unit (PSCU) and provide additional overtime and contract maintenance services associated with operations of the City’s 911 call center.


General Fund

• The FY 2021 operating budget includes a one-time $329,000 reduction attributed to a reduction in lifeguard hours during non-peak times, thereby limiting the use of the Ocean Rescue boat to weekends and special events.

• The department’s operating budget also includes a reduction of operating expenditures based on the projected renegotiated contract savings of the City’s body camera agreement of $1,000.

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $1,018,000, which is comprised of $536,000 for furloughs for all bargaining units based on a tiered approach, $249,000 for non-essential expenditures, $70,000 for non-essential training and travel, and $163,000 related to the citywide hiring freeze.

PUBLIC SAFETY

357

POLICEDEPARTMENT MISSION STATEMENT

Mission: Address Crime and Community Concerns

Vision Statement: A safe and welcoming environment for everyone

Daily Goals: Use innovative approach to address crime, maintain and enhance a professional and well-trained workforce, and enhance the public’s perception of the Miami Beach Police Department


The Miami Beach Police Department (MBPD) came into existence in 1915 when the City incorporated. The Department has been a Commission on Accreditation for Law Enforcement Agencies (CALEA) accredited Department since 2000. CALEA provides the Department with a proven managerial framework to voluntarily demonstrate to other law enforcement agencies, and more importantly to the community, that the organization follows the best practices of the policing profession. These standards are designed to provide guidance for all core practices while strengthening accountability both within the Department and among the community. CALEA serves to lower the Department’s liability and risk exposure while consistently demanding the highest levels of professional excellence. The Department’s most recent on-site review was conducted in July 2019, and in November of 2019, CALEA approved the Miami Beach Police Department for re-accreditation. This was the Department’s seventh reaccreditation resulting in a Meritorious Award and clearly demonstrating the Department’s ongoing and absolute commitment to accountability, transparency and best practices in the law enforcement profession.

The Department remains in constant preparation for its next on-site review, which now occurs every four years. A CALEA assessment is conducted by trained law enforcement professionals from other states tasked with ensuring that the Department is in compliance with all applicable standards. During each of the following four years, a CALEA representative conducts an electronic review of a quarter of the Department’s files to ensure continuing compliance. The next formal on-site assessment is scheduled in 2025, with anticipated approval and awarding of reaccreditation in November.

Departmental Organization:

To provide an effective public safety and law enforcement response to the community of approximately 92,000 residents and a daily population of over 200,000, the Department has been reorganized into the Office of the Chief, the Operations Division, the Investigations Division, and the Support Services Division.

The Operations Division is divided into four patrol areas: South, Middle, North, and Entertainment District, each directed by a captain and overseen by a major, who serves as the Division Commander.

Each captain has dedicated personnel assigned to his/her area, as well as access to numerous specialty units, designed to maximize proactive policing initiatives. Park and Walks have been initiated in the areas to increase visibility and have proved successful in the various areas.

The Investigations Division is divided into two sections, Criminal Investigations and Street Crimes. One captain supervises both sections, and a major is assigned as the Division Commander.

The executive leadership team and command staff has worked strategically to examine the effectiveness of traditional approaches while evaluating new initiatives that best serve the City as a whole. This year, an area of focus included the expansion of communication methodologies to keep residents and employees informed. The Police Department continues the use of the Next-door social media application as one means of keeping smaller neighborhoods within the City engaged and informed on a variety of safety issues. The City currently has over 10,000 active Nextdoor users in 32 neighborhoods.

CITY MANAGER

POLICE CHIEF’S OFFICE

SUPPORT SERVICES DIVISION

INVESTIGATIONSDIVISION

OPERATIONSDIVISION

PATROL UNITS

SUPPORT SERVICES SECTION

CRIMINALINVESTIGATIONS

SECTION & STREET CRIMES SECTION


PUBLIC SAFETY

358

POLICE

FISCAL ENVIRONMENT

The Police Department is funded primarily by General Fund dollars and represents a total of approximately one-third of the City’s General Fund budget. The vast majority of the Department’s costs are directly attributed to employee salaries and fringe benefits.

Other funding sources include monies received from county, state, and federal resources primarily in the form of grants or reimbursements for specific public safety initiatives and projects. In addition to receiving General Fund dollars, the Department generates revenues for services rendered beyond the scope of basic public safety including: off-duty administrative fees, security alarm permit fees, records fees, traffic ticket surcharges, traffic fines, witness fees, cost recovery, and restitution.

The Department remains committed to fiscal responsibility, in part, by identifying non-General Fund monies that can be used to purchase essential needs.


The Department also promotes a strong social media presence on a variety of platforms including Twitter (39K followers), Facebook (32K followers), and Instagram (27K followers). On average, the MBPD generates 100 posts monthly, which generally focus on positive police-community interactions or safety alerts.

During 2019, the Police Department partnered with the Miami Beach Communications Department to form the new Miami Beach Police Department community outreach campaign. The overall quality of police services scored 72% in the 2019 community satisfaction survey. As such, one of the featured actions in the Neighborhood Section of the Strategic Plan includes creating and educational campaign to address public perception of crime and the Police Department. This campaign, in partnership with an increase in community events, aims to educate and inform our residents about MBPD services, updates on crime, as well as introduce the many men and women of the department to our community.

Every day the Police Department is tasked with balancing the needs of the residential population with an increasing number of visitors to the City. The new campaign, “You + Me = MBPD”, a Partnership in Crime Prevention was created with the intention of reinforcing the importance of community policing and keeping our residents and visitors safe by working together. This campaign both reinforces our commitment to the community as well as encourages engagement and reporting without Police Department.

STRATEGIC ALIGNMENT

Main Vision Area:

Neighborhoods


• Neighborhoods ○ Prevent and solve crime

for residents and visitors ○ Work with partners to

address regional safety issues

• Mobility ○ Address homelessness

• Organization Innovation ○ Support all objectives to improve strategic decision making

and financial stewardship, making the city more business friendly and user friendly, with an employee culture of problem solving and engagement


• CREATE an educational campaign to address public perception of crime and the Police Department

• CONTINUE AND IMPROVE the enhanced use of technology and crime data by the Police Department

• INCREASE community outreach by the Police Department, including collaboration with neighborhood watch programs, private security, and community groups


• Public Safety Citizens on Patrol Volunteer Program• College Football Playoff Championship (One-Time)


• Time to VOLUNTEER or Get Involved• INCREASE Community Resilience through CERT

PUBLIC SAFETY

359

POLICESIGNIFICANT ACCOMPLISHMENTS

The Miami Beach Police Department is focused on building relationships both internally and externally to make the City of Miami Beach a safe place to live, work and visit. Accordingly, the following initiatives were implemented during the 2019 fiscal year.


Based upon preliminary data prepared for the FBI’s Uniform Crime Reporting (UCR) requirements, Miami Beach reported a 3.07 percent decrease in violent crime and a 1.02 percent decrease in property crimes between 2018 and 2019. The largest decreases were in aggravated assaults, down by 4.03 percent and motor vehicle thefts, down 8.03 percent. After a steady five-year reduction, the Department experienced a slight increase of 0.14% in the UCR’s seven most serious crime categories.

As the business of policing becomes more and more complex, the Department continues to stress and provide annual training requirements. All sworn officers consistently receive 10 hours of in- house training each quarter, for a total of 40 hours per year. Content areas of focus during FY 2019 included a variety of topics including; responding to active threats, officer safety and wellness, fair and impartial policing, de-escalation training, and crisis intervention training.

Consistent with professional best practices which emphasize transparency and accountability, community-based outreach was a priority this fiscal year. Members of the Department participated in national programs such as, “Coffee with a Cop,” along with local initiatives which included community bike rides, parades, and the continuation of the Citizen’s Police Academy.

A recent reorganization of the Department provides both a strategic structure and the deployment of resources that more comprehensively meet the unique needs of the Miami Beach community. This includes proactive and specialized units; for example, Ocean Drive Patrol Squads and Crime Suppression Teams that work on target-specific issues that ultimately impact quality of life issues city-wide. As part of the department’s newly created vision, the Community Affairs unit was created. This unit includes the Homeless Outreach Team, Neighborhood Resource Officers, School Resource Officers, and Park Rangers. This vision is in part a response to the City of Miami Beach Community Survey, conducted in 2019, which indicated that 72% of residents rate police services as excellent or good.

Despite the department’s many positive changes internally, short and long-term success will only be achieved via intentional collaboration with other city, state, and regional partners. Locally, this has included the Fire Department, Homeless Outreach, Parking, Code Enforcement, Transportation, Information Technology, Communications, Emergency Management and others.

The Miami Beach Police Department also enjoys active partnerships with city, county, state, federal, and international law enforcement agencies. By making stakeholder engagement a priority, the Department continues to maximize information sharing and problem- solving on a micro and macro level.

Operations Accomplishments:

• Initiated the Tactical Response to Area Concern (TRAC) program to enhance the Department’s community policing philosophy with the goals to reduce crime and to create a safer city

• Created Park & Walk details which has resulted in over 1,000 citizen contacts

• Initiated the MacArthur Causeway traffic detail which has resulted in 2,012 Uniformed Traffic Citations since the inception of the detail in October 2019. There have also been 14 felony and 42 misdemeanor arrests, and 64 Uniformed Citations issued for speeds greater than 50 mph over the posted speed limit (45 MPH).

• Completed 83 Homeless Outreach Missions and 106 placements

• Completed operation Safe Streets/Clean Sweep which resulted in 42 arrests, 176 traffic citations, and four DUI arrests

Investigation Division:

• Made 15 human traficking arrests and rescued 30 juvenile victims (Human Trafficking (HT) Task Force)

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POLICECRITICAL SUCCESS FACTORS CONT’D

• Maximize internal communications within the Police Department and among City stakeholders.

• Collaboration with the City’s Communications Unit to “push out” time sensitive information to citizens and employees, as well as everyday efforts to ensure police employees have the accurate information necessary and specific to the Department’s goals.

FUTURE OUTLOOK Communities throughout the USA and world are experiencing increasingly sophisticated means to create fear and threaten public safety. The City of Miami Beach continues to be a popular tourist destination and must be prepared to ensure a healthy and safe environment for our residents and visitors alike. Going forward, the Police Department will augment the effectiveness of human resources by developing a strategic, smart, and technology-based strategy. A phased, proactive approach which includes multiple elements such as infrastructure, procurement, design and installation, will be required.

Initial steps are currently underway to site-harden many of the City’s most populated pedestrian areas. Additionally, through the General Obligation Bond, the Police Department will significantly increase the number of License Plate Readers located at strategic points throughout the island. Additional technological enhancements are on-going and include the installation of surveillance cameras in several high-volume locations spanning from 5th Street to 71st Street.

The Miami Beach Police Department is also investigating unique, enhanced staffing initiatives with the goal of providing a more personal quality of community service. This includes a restructuring of the Operations Division’s daily deployment strategy to facilitate this goal.

The Police Department recognizes the critical importance of succession planning. To ensure the leadership of the organization is prepared to serve the community in the coming years, the Department continues to stress executive development for command level officers, including participation in the FBI National Academy, the Police Executive Research Firm (PERF), the Southern Police Institute, Women’s Leadership Institute (WLI), and others. All of these training programs are designed to enhance the Department’s current leadership execution and support strong and capable leaders in the future.


As the Police Department must constantly be prepared and readily able to provide a plethora of services every day of the week, a strategic and comprehensive approach to managing the organization’s readiness is key. This includes several collaborative and proactive measures:

• Pursue available grants to support decreased reliance on the General Fund

• Regular monitoring and oversight at all levels within the organization to ensure methods are in place to effectively manage and address overtime and special event expenses

• Ensure maximum organizational effectiveness, continual oversight of vacancies and staffing levels for sworn and non-sworn positions

• Regular meetings, formally and informally, with Information Technology, Office Management and Budget, Property Management, Communications, Public Works, Fleet Management, Transportation, and Procurement to ensure that major projects and Department needs are completed on time and under budget


• Made 251 narcotics arrests and seized large quantities of various narcotics including; 7,770 grams of marijuana, 1,343 grams of cocaine and 689 grams of methamphetamine (Strategic Investigations Section)

• Reorganized the Property Crimes Unit by creating the Burglary Apprehension Team, thereby increasing case solvability in this area and in the Property Crimes area overall

• Expanded the testing and evaluation of the Ande Rapid DNA instrument and initiated the development of protocols for the collecting, querying, and introduction/submission of Rapid DNA

Support Services Division:

• Expanded hiring protocols to include prior military and sponsorship of non-certified, college-educated candidates in the police academy.

• Streamlined the background process for greater efficiency. Once a successful applicant applies and their paperwork is received, they are accepted for hire within 90 days.

• Enhanced Officer Safety and Wellness training department-wide

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361

POLICEPERFORMANCE PLAN HIGHLIGHTS


Actuals 2018

Actuals 2019

Actuals 2020Target

2021Target


Community/outreach programs conducted annually 12 16 12 4 4

Community youth served through PAL outreach annually 3,250 3,425 4,000 2,000 2,000

% of cases resolved within 180 days 100% 100% 95% 100% 100%

% of candidates for hire within 90 days of completed application

75%^ 90%^ 100%^ 95% 95%

Annual CALEA assessment status PASS PASS PASS PASS PASS

NEW Community Affairs Unit, # of community engagements and meetings

* * * 100 100

Average of combined social media postings shared with public each month

30 30 35 35 35

% of attendance for a minimum of 40 hours of in-service training annually for all sworn personnel

96% 98% 99% 99% 99%

Minimum community training courses conducted annually 25 25 50 30 30

** Survey not conducted in 2017 or 2018*CAU Created in September 2019 - Not measured * Internal Affairs - 2017 Not measured

^Prior measure was based on 70 days. Measure was updated to 90 days to match the national standard.

PUBLIC SAFETY

362

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedLocal Option Tax - School Guard 13,943 13,950 13,000 11,000 Permits- Police Towing Service 57,300 67,987 65,000 52,000 Admin Fees - Off Duty Police 777,408 933,524 933,000 746,000 County Court Fines-Parking 71,083 52,781 94,000 74,000 County Court Fines-Traffic 250,743 285,283 212,000 277,000 County Court Fines-Sch Guards 57,894 41,997 60,000 51,000 County Court Misdemeanor (4,871) (4,209) (4,000) 4,000 False Alarm Fees 150 6,836 2,000 6,000 Recov/Reimb - Police Costs (21,067) 2,584 0 2,000 Car User Fees 222,935 219,075 223,000 221,000 Charges for Police Services 0 50,875 0 0 Reimb - Police Salaries/Overtime 20 0 0 0 Total 1,425,537$ 1,670,683$ 1,598,000$ 1,444,000$

Expenditure AreaSalaries & Benefits 88,408,272 93,116,860 95,348,000 96,031,000 Operating Expenditures 4,427,300 4,830,145 4,854,000 3,655,000 Internal Services 14,836,595 14,360,987 14,954,000 15,436,000 Capital 214,662 422,758 0 30,000 Debt Service 229,145 18,000 18,000 15,000 Total 108,115,974$ 112,748,750$ 115,174,000$ 115,167,000$

Budgeted PositionsGeneral Fund Sworn 378.50 + 0 PT 386.50 + 0 PT 386.50 + 0 PT 384.50 + 0 PTGeneral Fund Civillian 91.75 + 19 PT 87.75 +18 PT 87.75 +18 PT 89.75 +18 PTTotal General Fund 470.25 + 19 PT 474.25 + 18 PT 474.25 + 18 PT 474.25 + 18 PT

RDA Fund Sworn 16.50 + 0 PT 16.50 + 0 PT 16.50 + 0 PT 16.50 + 0 PTRDA Fund Civillian 2.50 + 0 PT 2.50 + 0 PT 2.50 + 0 PT 2.50 + 0 PTResort Tax Fund Sworn 12.00 + 0 PT 12.00 + 0 PT 12.00 + 0 PT 12.00 + 0 PTResort Tax Fund Civilian 0.00 + 0 PT 0.00 + 0 PT 0.00 + 0 PT 0.00 + 0 PTRed Light Camera Sworn 1.00 + 0 PT 1.00 + 0 PT 1.00 + 0 PT 1.00 + 0 PTRed Light Camera Civilian 1.00 + 0 PT 2.00 + 0 PT 2.00 + 0 PT 2.00 + 0 PTGrant Funds Civillian 4.75 + 0 PT 4.75 + 0 PT 4.75 + 0 PT 4.75 + 0 PTTotal All Funds 508.00 + 19 PT 513.00 + 18 PT 513.00 + 18 PT 513.00 + 18 PT


PUBLIC SAFETY

363

POLICEDEPARTMENT FINANCIAL SUMMARY - GENERAL FUND

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 3,763,849 4,062,349 4,246,000 4,061,000 Operating Expenditures 164,407 136,064 173,000 102,000 Internal Services 1,059,000 1,118,000 1,389,000 1,484,000 Total 4,987,256$ 5,316,413$ 5,808,000$ 5,647,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 59,577,575 63,453,148 64,701,000 65,694,000 Operating Expenditures 679,241 1,291,182 1,176,500 480,500 Internal Services 9,533,000 9,388,987 8,950,000 9,189,000 Capital 208,216 230,512 0 0 Total 69,998,031$ 74,363,829$ 74,827,500$ 75,363,500$


OFFICE OF THE CHIEF - GENERAL FUND

PATROL - GENERAL FUND

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000


Expenditure Summary


PUBLIC SAFETY

364

POLICEDEPARTMENT FINANCIAL SUMMARY - GENERAL FUND

FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 5,990,854 6,052,931 6,079,000 6,192,000 Operating Expenditures 2,118,806 1,602,490 1,741,500 1,649,000 Internal Services 1,460,000 1,475,000 1,551,000 1,503,000 Capital 6,446 15,000 0 30,000 Debt Service 229,145 18,000 18,000 15,000 Total 9,805,251$ 9,163,421$ 9,389,500$ 9,389,000$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 16,058,902 16,532,696 17,221,000 16,946,000 Operating Expenditures 596,709 645,576 582,000 374,500 Internal Services 1,980,000 2,087,000 2,511,000 2,620,000 Capital 0 12,516 0 0 Total 18,635,611$ 19,277,787$ 20,314,000$ 19,940,500$


FY 2018 FY 2019 FY 2020 FY 2021Expenditure Area Actual Actual Adopted ProposedSalaries & Benefits 3,017,092 3,015,736 3,101,000 3,138,000 Operating Expenditures 868,138 1,154,834 1,181,000 1,049,000 Internal Services 804,595 292,000 553,000 640,000 Capital 0 164,730 0 0 Total 4,689,825$ 4,627,300$ 4,835,000$ 4,827,000$


CRIMINAL INVESTIGATIONS - GENERAL FUND

TECHNICAL SERVICES - GENERAL FUND

SUPPORT SERVICES - GENERAL FUND

PUBLIC SAFETY

365

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedRed Light Camera Violations 483,744 587,897 1,129,000 1,185,000Red Light Camera Processing Fees (713) 233 0 0Red Light Camera Via MDC 88,610 110,854 176,000 213,000Miscellaneous/Other 4,007 8,321 8,000 9,000Total 575,648$ 707,305$ 1,313,000$ 1,407,000$

Expenditure AreaSalaries & Benefits 287,452 378,914 431,000 454,000Operating Expenditures 410,550 359,544 873,000 945,000Internal Services 0 3,000 9,000 8,000Total 698,002$ 741,458$ 1,313,000$ 1,407,000$



DEPARTMENT FINANCIAL SUMMARY - RED LIGHT CAMERA PROGRAM

0100,000200,000300,000400,000500,000600,000700,000800,000900,000

1,000,000


Expenditure Summary


PUBLIC SAFETY

366

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedCrash Report Sales 10,850 6,500 15,000 25,000Fund Balance/Retained Earnings 0 0 10,000 0Total 10,850$ 6,500$ 25,000$ 25,000$

Expenditure AreaOperating Expenditures 14,302 19,665 25,000 25,000Total 14,302$ 19,665$ 25,000$ 25,000$



DEPARTMENT FINANCIAL SUMMARY - POLICE CRASH REPORT SALES

0

5,000

10,000

15,000

20,000

25,000

30,000


Expenditure Summary


PUBLIC SAFETY

367

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedFederal Confiscations - Justice 101,031 0 0 0 Federal Confiscations - Treasury 70,199 185,929 0 0 Miscellaneous/Other 4,487 7,756 280,000 130,000 Total 175,717$ 193,685$ 280,000$ 130,000$

Expenditure AreaOperating Expenditures 63,294 126,595 280,000 130,000 Capital 54,400 0 0 0 Total 117,694$ 126,595$ 280,000$ 130,000$



DEPARTMENT FINANCIAL SUMMARY - FEDERAL CONFISCATIONS

-

50,000

100,000

150,000

200,000

250,000

300,000

Operating Expenditures Capital

Expenditure Summary


PUBLIC SAFETY

368

POLICE

FY 2018 FY 2019 FY 2020 FY 2021Revenue Area Actual Actual Adopted ProposedConfiscated Property - State 0 129,892 0 0 Miscellaneous/Other 3,534 4,794 106,000 164,000 Total 3,534$ 134,686$ 106,000$ 164,000$

Expenditure AreaOperating Expenditures 148,421 24,503 50,000 164,000 Capital 0 0 56,000 0 Total 148,421$ 24,503$ 106,000$ 164,000$

Revenue Less Expenditures (144,887)$ 110,183$ 0$ 0$


DEPARTMENT FINANCIAL SUMMARY - STATE CONFISCATIONS

- 20,000 40,000 60,000 80,000

100,000 120,000 140,000 160,000 180,000

Operating Expenditures Capital

Expenditure Summary


PUBLIC SAFETY

369

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedPolice Education - Ticket Surcharge 23,498 25,614 25,000 25,000Interest Allocated - Pooled Cash 474 640 0 0Total 23,973$ 26,254$ 25,000$ 25,000$

Expenditure AreaOperating Expenditures 21,178 23,758 25,000 25,000Total 21,178$ 23,758$ 25,000$ 25,000$



DEPARTMENT FINANCIAL SUMMARY - TRAINING

23,00023,20023,40023,60023,80024,00024,20024,40024,60024,80025,00025,200


Expenditure Summary


PUBLIC SAFETY

370

POLICEFY 2018 FY 2019 FY 2020 FY 2021

Revenue Area Actual Actual Adopted ProposedUnclaimed Property 2,794 12,780 0 0Fund Balance/Retained Earnings 0 0 29,000 29,000Total 2,794$ 12,780$ 29,000$ 29,000$

Expenditure AreaOperating Expenditures 53,992 26,073 29,000 29,000 Total 53,992$ 26,073$ 29,000$ 29,000$



DEPARTMENT FINANCIAL SUMMARY - UNCLAIMED PROPERTY

24,500 25,000 25,500 26,000 26,500 27,000 27,500 28,000 28,500 29,000 29,500


Expenditure Summary


PUBLIC SAFETY

371

POLICEBUDGET HIGHLIGHTS CONT’D

• Internal services expenditures increased by $482,000, or 3.2%, primarily due to increases in Information Technology services of $483,000, as well increases of $65,000 and $11,000 in Property Management and OIG Funding services, respectively. These increases were, however, partially offset by a combined decrease in Risk Management, Fleet Management, and Central Service totaling $77,000 combined.

• Capital expenditures increased by $30,000 for the purchase of new furniture for newly occupied office space in Historic City Hall and for as-needed replacement of furniture in the Police station.

Crash Report Sales Fund

• The FY 2021 budget for Police Crash Report Sales remains unchanged at $25,000 based on prior year trends and provides funding for miscellaneous operating expenditures such as printers, batteries, paper, etc.

Federal Confiscations Fund

• The FY 2021 Police Federal Confiscations Fund budget decreased by $150,000 based on projected funding available for appropriation in FY 2021, which can only be utilized for non-recurring expenditures in accordance with the provisions in the Guide to Equitable Sharing of Federally Forfeited Property for Local Law Enforcement Agencies. The FY 2021 budget includes a $140,000 decrease in supplemental Law Enforcement Training Trust Fund (LETTF) training and $10,000 decrease in the bulletproof vest partnership and organizational development training.

State Confiscations Fund

• The FY 2021 Police State Confiscations Fund budget increased by $58,000 based on projected funding available for appropriation in FY 2021, which can only be utilized for non-recurring expenditures in accordance with provisions of Section 932.7055(4)(a), Florida Statutes. The FY 2021 budget includes an increase of $83,500 for department training needs and a $32,500 increase for drug abuse treatment, drug and crime prevention education, and non-profit community-based programs, which were partially offset by a decrease of $56,000 for tactical and physical training equipment.

BUDGET HIGHLIGHTS


General Fund

• Personnel services expenditures increased by $683,000 or 0.7%. This is primarily due to increases in salaries and wages totaling $1,938,000 resulting from applicable cost of living adjustments and merit increases budgeted in FY 2021, as well as $1,356,000 in other personnel services expenditures, which include projected increases for additional premium pays, health and life insurance, pension, etc. These increases were, however, partially offset by decreases of $2,649,000 in pension debt and overtime. The decrease in projected overtime is attributed to staffing plan changes further detailed below.

• Operating expenditures decreased by $1,199,000 or 24.7%. This is primarily due to the $1,354,000 in one-time decreases from the COVID-19 balancing plan reductions and other miscellaneous decreases in operating expenditures totaling $46,500, which are partially offset by a $201,500 increase attributed to the second year of the City’s body camera agreement for Police,.

• Debt service expenditures decreased by $3,000, or 16.7%, based on the allocation of the projected FY 2021 Ameresco debt service obligation.

PUBLIC SAFETY

372

POLICEBUDGET HIGHLIGHTS CONT’D

Red Light Camera Fund

• The FY 2021 Red Light Camera Fund budget increased by $94,000 due to current trends in red light camera infractions. The FY 2021 budget includes an additional 5 cameras anticipated to be installed and fully operational in FY 2021 based on locations that have been identified by the Police Department as having a need for red light cameras.

Training Fund

• The FY 2021 Police Training Fund budget remains unchanged at $25,000 based on prior year trends from a ticket surcharge dedicated for Police education and utilized for miscellaneous educational supplies in accordance with Florida Statutes.

Unclaimed Property Fund

• Police Unclaimed Property remained at $29,000 based on projected funding available in FY 2021 to be utilized for miscellaneous law enforcement supplies and outreach activities in the community.


General Fund

• The FY 2021 budget includes a $120,000 efficiency for the civilianization of 2 vacant Police Officer positions in the Technical Services Division, with an additional five positions also being considered for civilianization over the next 12 to 18 months.

• The FY 2021 budget includes a reduction of $795,000 in overtime as a result of staffing plan changes proposed by the Police Department.


• The FY 2021 budget includes a reduction of $59,000 in contract savings resulting from renegotiation of the City’s body camera agreement.

• As part of the COVID-19 balancing plan, the FY 2021 reductions also include a one-time reduction of $1,354,000, which is comprised of $688,000 for furloughs for all bargaining units based on a tiered approach, $428,000 for non-essential expenditures, $74,000 for non-essential training and travel, and $164,000 related to the citywide hiring freeze.

Red Light Camera Fund

• As part of the COVID-19 balancing plan, the FY 2021 budget includes a reduction of $2,000 for furloughs for all bargaining units based on a tiered approach.


General Fund


• The FY 2021 budget includes an enhancement in the amount of $27,000 to implement the Public Safety Citizens on Patrol Volunteer Program. This program will help meet the changing needs of the community and further promote an enhancement of the City’s Community Policing philosophy by having members of the new program assist in patrolling neighborhoods, parks, schools, and commercial areas as additional eyes in public spaces throughout the City.

CITYWIDE

CITYWIDE ACCOUNTS

373

BUDGET HIGHLIGHTS

Citywide Accounts are a category of budgeted expenditures related to the City’s overall operations that are not readily identifiable to any specific department.

GRANTS & CONTRIBUTIONS

• The Grants & Contributions category totals $603,000 and is comprised of $152,000 to the Miami Beach Garden Conservancy, Inc. for operations of the Miami Beach Botanical Garden; $50,000 for Food Trucks; $50,000 for Fourth of July; $50,000 for the FIU – Jewish Museum; $47,000 to the Jewish Community Services of South Florida, Inc.; $40,000 for Veteran’s Day; $36,000 to the Miami Beach Chamber/Visitor’s Center; $25,000 for Sister Cities; $25,000 to the Miami Beach Gay & Lesbian Chamber of Commerce; $24,000 to the South Florida Hispanic Chamber of Commerce; $23,000 to Miami Design Preservation League; $22,000 to the Douglas Gardens Community Mental Health Center, Inc.; $22,000 to the Miami Beach Community Health Center; $17,000 to the Boys and Girls Club; $17,000 to the Orange Bowl Committee; and $3,000 for Hispanic Affairs.

CITY SERVICES

• $3,269,000 for water, sewer, and storm water utility usage in General Fund City-owned facilities.

• Utilities, maintenance, and security-related expenditures in the amount of $209,000 for Historic City Hall; and $410,000 for the 777 17th Street Building.

• $175,000 for the annual external audit of the City’s financial statements.

• $3,000 for Property Management of City-owned facilities• $20,000 for State Court Costs (Article V) related to representation

of indigent persons accused of municipal ordinance violations.

SPECIAL PROJECTS • The Special Projects category totals $1,055,000 and is

comprised of $719,000 for bi-annual elections; $175,000 for Performance Improvement/Workshops/Community Surveys; $50,000 for an annual cost allocation study to determine the management fees to be charged to user funds for centralized and/or internal service activities; $38,000 for the Superlative Group; $30,000 for maintenance and repairs of various monuments located throughout the City; and $43,000 in other miscellaneous special projects expenditures budgeted in FY 2021.


GENERAL FUND CAPITAL PROJECTS

• $2,592,000 for Pay-As-You-Go (PayGO) funding of General Fund capital projects would have been generated based on a dedicated millage of 0.0755 mills. Effective FY 2019, the Mayor and City Commission adopted a dedicated PayGO millage rate to allow for growth over time with property values. However, as noted in the Capital and Debt section, in order to recognize the savings from the deferral of the capital projects in FY 2020, only the difference between the amount that was deferred and the amount budgeted to be collected in FY 2020 ($252,000) will be transferred to the PayGo Fund in FY 2021. The remaining $2.3 million will be transferred to the General Fund’s reserve, consistent with the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting. Additional details of the specific projects proposed to be funded in FY 2021, as well as projects deferred in FY 2020 in accordance with the COVID-19 balancing plans, can be found in the FY 2021 Capital Budget document.

CAPITAL RENEWAL & REPLACEMENT

• $807,000 for Capital Renewal and Replacement projects over $25,000, reflecting an increase of $38,000, or 4.9%, would have been generated based on a dedicated millage rate of 0.0235. However, as noted in the Capital and Debt section, in order to recognize the savings from the deferral of the capital projects in FY 2020, only the difference between the amount that was deferred and the amount budgeted to be collected in FY 2020 ($43,000) will be transferred to the Capital Renewal and Replacement Fund in FY 2021. The remaining $764,000 will be transferred to the General Fund’s reserve, consistent with the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting. Additional details of the specific projects proposed to be funded in FY 2021, as well as projects deferred in FY 2020 in accordance with the COVID-19 balancing plans, can be found in the FY 2021 Capital Budget document.

• $341,000 for Capital Renewal and Replacement projects under $25,000 for General Fund departments. These projects are appropriated through the annual budget process for Renewal and Replacement projects and are paid for from the appropriate funds.

NORMANDY SHORES

• $266,000 for the Normandy Shores Local Government Neighborhood Improvement District based on the budget approved by the Normandy Shores District Homeowners’ Association.

CITYWIDE

CITYWIDE ACCOUNTS

374


CONTINGENCY

• $1,102,000 of operating contingency for any unforeseen expenditures that may be incurred during the fiscal year. Expenditures are not charged directly; instead, funds are transferred to the specific projects which require City Manager approval.

EMPLOYEE COSTS

• $1,500,000 for payment of City employees’ final accumulated leave balance settlements upon separation from the City. This amount reflects the latest trends, which fluctuate year to year, depending on the number of employees separating from the City, Fire & Police probationary buy-backs, and employees entering the DROP that choose early leave pay-outs.

• $820,000 for Section 415 Excess Pension Plan contributions. Federal law provides that, to the extent that earned benefits for which a retiree is eligible under the provisions of the pension plan exceed the 415 limits, they may be paid to that retiree through a qualified excess benefit plan. The City created an excess benefit plan on November 15, 1989 by Resolution No. 89-19808. Excess pension benefits are based on the age of the retiree and the annual pension amount paid.

• $190,000 for employee tuition reimbursement.

• $64,000 for employee appreciation events.

• $10,000 for New American Workforce events geared towards assisting employees with obtaining citizenship.

• $5,000 for 401(A) Disability insurance for employees in the “defined contribution” plan. Disability provisions are contained in the “defined benefit” plans for other City employees.

OTHER

• $40,000 for General Fund Line of Credit Fees; $12,000 for Ameresco debt service; and $211,000 for debt service associated with the Sunset Islands undergrounding project.

• $212,000 for the Marina Submerged Land Lease agreement between the City and the State of Florida – Department of Environmental Protection for submerged lands immediately adjacent to the Miami Beach Marina. This lease agreement dates back to 1986 and was renewed on April 28, 2010 through the year 2036.


• $300,000 transfer to the Information and Communication Technology Fund to help ensure adequate funding for the purchase of assets that will enhance and maintain the City’s technology.

• $3,104,000 transfer to the General Fund’s reserves based on the City’s budget balancing plan that was presented at the April 17, 2020 FERC meeting.


EMPLOYEE COSTS

• As part of the COVID-19 balancing plan, the FY 2021 reductions include a one-time reduction of $1,186,000, which is comprised of $985,000 for non-essential expenditures, $86,000 for non-essential training and travel, and $115,000 non-essential tuition reimbursements.

CITYWIDE

CITYWIDE ACCOUNTS

375

FY 2018 FY 2019 FY 2020 FY 2021Actuals Actuals Adopted Proposed

GRANTS & CONTRIBUTIONSGarden Center (Botanical Garden) 152,000 152,000 152,000 152,000 0Food Trucks 55,295 46,208 55,000 50,000 (5,000)Fourth of July 42,278 50,000 50,000 50,000 0Jewish Museum 49,136 34,312 50,000 50,000 0UNIDAD Senior Center 111,307 105,662 0 0 0Jewish Community Services of South Florida, Inc. 49,751 46,717 47,000 47,000 0Miami Beach Chamber/Visitor Center 36,000 36,000 36,000 36,000 0Veterans Day 31,405 28,881 30,000 40,000 10,000Miami Beach Gay & Lesbian Chamber of Commerce 25,000 24,999 25,000 25,000 0Miami Design Preservation League 5,075 17,925 23,000 23,000 0Douglas Gardens Community Mental Health Center, Inc. 22,000 22,000 22,000 22,000 0Miami Beach Community Health Center 22,000 22,000 22,000 22,000 0Latin Chamber of Commerce 18,000 0 18,000 0 (18,000)South Florida Greater Miami Hispanic Chamber 16,689 12,187 18,000 24,000 6,000Boys and Girls Club 17,000 16,999 17,000 17,000 0Orange Bowl 16,875 17,000 17,000 17,000 0Miami Beach Gay Pride Parade 10,000 0 0 0 0Senior Services (690) 0 0 0 0University of Miami - PrEP Mobile Wellness Clinic 0 119,355 250,000 0 (250,000)FIU Wolfsonian - Micky Wolfson Celebration 0 0 25,000 0 (25,000)Ayuda, Inc. 0 0 35,000 0 (35,000)Sister Cities 0 0 25,000 25,000 0Hispanic Affairs 0 6,449 3,000 3,000 0Other 0 0 0 0 0

Subtotal 679,121$ 758,695$ 920,000$ 603,000$ (317,000)$

CITY SERVICESCity Usage - Water/Sewer/Stormwater/Sanitation 2,796,229 3,026,531 3,158,000 3,269,000 111,000Old City Hall 231,000 227,000 201,000 209,000 8,000777 17th Street 197,863 265,757 414,000 410,000 (4,000)External Auditor 141,612 154,400 177,000 175,000 (2,000)Property Management of City-Owned Facilities 29,332 145,000 3,000 3,000 0State Court Costs Article V 12,932 4,597 20,000 20,000 0Management Interns 3,832 0 0 0 0Other 0 0 0 0 0

Subtotal 3,412,799$ 3,823,284$ 3,973,000$ 4,086,000$ 113,000$

SPECIAL PROJECTSElections 325,347 100,170 628,000 719,000 91,000Performance Improvement/Workshops/Community Survey 37,826 119,954 165,000 175,000 10,000Cost Allocation Study 0 8,650 50,000 50,000 0Superlative Group (Coca Cola Sponsorship Commissions) 0 46,500 47,000 38,000 (9,000)Contracted Repairs and Maint (Monuments) 14,864 18,825 30,000 30,000 0STEAM Plus Program at Bass Museum 0 135,431 0 0 0Florida Public Pension Trustees Association 14,000 0 1,000 0 (1,000)Holiday Lighting and Decorations 40,523 0 0 0 0Pinetree Drive Pruning 0 100,000 0 0 0Water Tank Art Work 0 50,000 0 0 0Other Studies 324,158 364,736 0 0 0Security 0 36,715 0 0 0Other 734,589 346,524 11,000 43,000 32,000

Subtotal 1,491,307$ 1,327,505$ 932,000$ 1,055,000$ 123,000$

GENERAL FUND CAPITAL PROJECTSPay-As-You-Go Capital Fund (Transfer) 2,400,000 3,129,000 2,939,000 252,000 (2,687,000)

Subtotal 2,400,000$ 3,129,000$ 2,939,000$ 252,000$ (2,687,000)$

CITYWIDE OPERATING BUDGET

2021 Prop to 2020 Adop

CITYWIDE

CITYWIDE ACCOUNTS

376

FY 2018 FY 2019 FY 2020 FY 2021Actuals Actuals Adopted Proposed

CITYWIDE OPERATING BUDGET

2021 Prop to 2020 Adop

CAPITAL RENEWAL & REPLACEMENTCapital Ren & Repl. $25,000 and Over (Transfer) 721,000 748,000 769,000 43,000 (726,000)Capital Ren & Repl. Under $25,000 285,415 260,670 341,000 341,000 0

Subtotal 1,006,415$ 1,008,670$ 1,110,000$ 384,000$ (726,000)$

NORMANDY SHORESTransfer Out-Normandy Shores 277,000 253,000 267,000 266,000 (1,000)

Subtotal 277,000$ 253,000$ 267,000$ 266,000$ (1,000)$

CONTINGENCYOperating Contingency 0 0 1,000,000 1,102,000 102,000

Subtotal 0$ 0$ 1,000,000$ 1,102,000$ 102,000$ EMPLOYEE COSTSAccumulated Leave 840,994 1,368,058 1,500,000 1,500,000 0415 Excess Pension Plan 813,104 802,907 999,000 820,000 (179,000)Tuition Assistance Reimbursements 241,875 296,023 205,000 190,000 (15,000)Employee Appreciation Events 100,958 27,408 64,000 64,000 0Employee Innovation Academy 0 30,000 0 0 0New American Workforce 725 2,900 23,000 10,000 (13,000)401A Disability 4,638 4,605 5,000 5,000 0

Subtotal 2,002,292$ 2,531,901$ 2,796,000$ 2,589,000$ (207,000)$ OTHER Equipment Loan- Debt Service 0 38,021 40,000 40,000 0Sunset Island 3 & 4 Undergrounding Debt Service 0 0 0 211,000 211,000Marina Submerged Land Lease 201,770 204,018 211,000 212,000 1,000Info. & Comm. Technology Fund 0 300,000 300,000 300,000 0Transfer Out-Ameresco 16,000 13,000 14,000 12,000 (2,000)Transfer to General Fund Reserves 0 0 0 3,104,000 3,104,000

Subtotal 217,770$ 555,039$ 565,000$ 3,879,000$ 3,314,000$

GRAND TOTAL 11,486,705$ 13,387,094$ 14,502,000$ 14,216,000$ (286,000)$

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

Grants &Contributions

City Services Special Projects General FundCapital Projects

Capital Renewal &Replacement

Normandy Shores Contingency Employee Costs Other

Expenditure Summary

FY 2019 Actuals FY 2020 Adopted FY 2021 Proposed

RESORT TAX

RESORT TAX

377

ALLOWABLE USES

Allowable uses of the municipal resort tax are spelled out in Chapter 67-930 (Section 6) of the Laws of Florida, as amended, and Section 5.03 of the City of Miami Beach Charter, as amended, as follows: the promotion of the tourist industry, which includes, but is not restricted to publicity, advertising, news bureau, promotional events, convention bureau activities, capital improvements, and the maintenance of all physical assets in connection therewith; and for the payment of the reasonable and necessary expenses of collecting, handling, and processing of said tax. These allowable uses have led to increased tourist activities, such as Art Basel, the Air and Sea Show, and various other special events. Initially, fifty percent of the 1 percent tax was committed to the repayment of a portion of the debt service on the Miami Beach Redevelopment Agency – City Center/Historic Convention Village bonds. These bonds were used for the development, improvement, and construction of certain public areas, including a portion of the Cultural Center facilities located within the City Center Redevelopment Agency. Following the extension of the City Center Redevelopment Agency in FY 2015, this funding source was released from covering debt service obligations and became available for appropriation. The remaining fifty percent was allocated equally among North Beach, Middle Beach, and South Beach for the maintenance and enhancement of Miami Beach’s tourist related areas, which were to be used for the following: beautification and landscaping within these areas, various art and cultural programs, and public safety.

Effective October 1, 2005, the remaining fifty percent was re-allocated equally among North Beach, Middle Beach, and South Beach for capital projects that enhance Miami Beach’s tourist related areas and various arts and cultural programs. Commencing October 1, 2014, a fifth category was added for Transportation. During FY 2015, the funding splits of the additional one percent tax were modified as follows: 10 percent for the Arts, 45 percent for Transportation, and 15 percent each in North, Middle, and South Beach for tourism-related capital projects. Actuals for the FY 2017 and FY 2018 1 percent tax reflect these funding allocations. Commencing FY 2019, the adopted budget included a subsequent change to the funding allocation of the one percent tax as follows: 60 percent for Transportation, 10 percent for the Arts, and 10 percent each in North, Middle, and South Beach for tourism-related capital projects. The FY 2021 proposed budget is reflective of the updated allocation adopted by the City Commission commencing FY 2019.

BACKGROUND

In 1967, the Legislature of Florida passed House Bill No. 2394 of Chapter 67-930 of the Laws of Florida. This legislation empowered cities and towns in all counties within the state of a specific population to impose, levy, and collect a municipal resort tax. In 1968, the City of Miami Beach commenced with the levy of a two percent (2%) tax on the rent of a room or rooms in any hotel, motel, rooming house or apartment house. This 2% tax was also levied upon the total sales price of all food and beverages (including beer and wine as of 1993 – per Chapter 93-286 Laws of Florida).

On November 3, 1992, an additional one percent (1%) tax on the rent of a room or rooms in any hotel, motel, rooming house or apartment house was approved by referendum. This additional tax became effective October 1, 1996 after the City entered into an agreement with a developer for a convention center headquarters hotel.

Another one percent (1%) tax on the rent of a room or rooms in any hotel, motel, rooming house or apartment house was implemented in December 2015 to partially fund the renovation and expansion of the Miami Beach Convention Center project. This project included re-orientation of the exhibit halls, exterior façade modifications, improvements along the canal and along all roadways, the addition of a multi-story ballroom and meeting rooms, as well as two levels of parking. The interior renovation included a re-configured division of the four main exhibition halls, additional programming of more flexible arrangements of private meeting rooms, and additional indoor/outdoor exhibition spaces.

All registered businesses must file on/or before the twentieth day of the month following the close of each calendar month a report with the City of the total rents or sales prices charged and received and the amount of tax collected.

No resort tax is imposed upon:

• Federal, state or city governments, or any agency thereof;• Any nonprofit religious, nonprofit educational or nonprofit

charitable institutions when engaged in carrying on the customary nonprofit religious, non-profit educational or nonprofit charitable activities;

• Rents paid by a permanent resident on his permanent place of abode;

• Rents paid by a lessee with a lease term longer than six months provided lease is not broken;

• School lunches served to students and teachers;• All hospital meals and rooms;• All premises and transactions exempted under the provisions of

F.S. 212.03; and• Any transaction involving rent or sales price of less than $0.50

RESORT TAX

RESORT TAX

378

BUDGET HIGHLIGHTS

Each year, for the past 20 years, except during the years following the September 11, 2001 tragedy and 2008 economic downturn, collections have steadily increased due to the growth of new restaurants and hotels in the City. In FY 2017, however, Resort Tax collections were adversely impacted by a series of economic stresses, which impacted tourism throughout the City, but subsequently improved in FY 2018 and FY 2019. In FY 2020, the City experienced the disastrous effects of the COVID-19 pandemic on tourism in the City, which severely impacted Resort Tax revenues and will likely continue to do so for the foreseeable future. For this reason, the FY 2021 budget reflects a gradual and conservative rebound in revenues in FY 2021.

• $18,639,000 (decrease of $18,118,000 from FY 2020) provided to the General Fund to support continuing tourism eligible expenditures such as Code enforcement, cleanliness, the Park Ranger program, homelessness at Lummus Park, increased support for the Miami Beach Botanical Gardens and the City’s cultural facilities, public safety programs such as Ocean Rescue, Police services on Lincoln Road, Ocean Drive/Lummus Park, Collins Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic enforcement and staffing during high impact periods. Funding also supports Code Compliance enforcement in the entertainment areas, a portion of the operational costs of the Tourism and Culture Department and Economic Development Department, and a portion of the management agreements for operations of the Bass Museum, Colony Theatre, and Byron Carlyle Theatre.

• $5,780,000 (increase of $3,241,000 over FY 2020) contribution to the Sanitation Fund for cleaning services provided throughout the entertainment areas. This includes a one-time transfer of $2,758,000 in FY 2021 for prior year Sanitation Fund services provided throughout the City’s tourism areas.

• $4,527,000 (decrease of $2,600,000 over FY 2020) contribution to the Greater Miami Convention and Visitors Bureau (GMCVB) based on an amended agreement with the GMCVB for one year to assist the City with the projected loss of Resort Tax revenue during FY 2021 due to the impact of COVID-19.

• $4,323,000 (one-time increase of $900,000 for the College Football National Championship 2021) for enhancing City services, inclusive of Goodwill Ambassadors, during high impact periods such as Memorial Day, July 4th, Spring Break, and Art Basel.


• $1,075,000 contribution to the Miami Beach Visitor and Convention Authority (VCA) based on an updated legislated contribution formula for one year to assist the City with the projected loss of resort tax revenue during FY 2021. The VCA will receive 2.5% instead of 5.0% of 2% Resort Tax collections, net of the 4% allowance, for FY 2021.

• $1,000,000 (year six of a fifteen-year annual grant) contribution to Mount Sinai Medical Center to fund the design and construction of a new emergency room facility. It is important to note that the FY 2020 contribution was deferred to a subsequent fiscal year as part of the City’s COVID-19 balancing plan.

• $1,000,000 (increase of $793,000 over FY 2020) in contingency for unforeseen expenditures incurred during FY 2021.

• $500,000 (decrease of $175,000 over FY 2020) for enhanced holiday decorations throughout the City’s tourism areas.

• $542,000 to support the initiative to provide better service by adding attendants to the beachfront restrooms in Lummus Park and 21st street on weekends, holidays, and during high impact periods.

• $350,000 contribution to partially offset expenditures for the Miami Beach Air and Sea Show.

• $200,000 to continue the local Miami Beach marketing campaign, which is matched with funds from the Greater Miami Convention and Visitors Bureau (GMCVB), the Miami Beach Visitor and Convention Authority (VCA), and the Cultural Arts Council (CAC).

• $188,000 sponsorship to Miami Beach Pride for the annual Pride festival, which includes $25,000 for rental of a ferris wheel.

• $151,000 City subsidy for the Ocean Drive Tourist Oriented Policing Services Off-Duty Police program.

• $150,000 sponsorship to the Orange Bowl Committee to expand and deepen the Committee’s footprint in Miami Beach for the College Football National Championship to be held in Miami in 2021.

• $135,000 for Memorial Day weekend cultural activation events.

RESORT TAX

RESORT TAX

379


• $100,000 contribution to partially offset expenditures for the Miami Design Preservation League – Art Deco Weekend

• $100,000 to provide funding for activation of cultural programming to increase the City’s portfolio of free arts and cultural events throughout the City.

• $100,000 contribution towards the July 4th fireworks event in North Beach.

• $82,000 allocated for professional consulting fees ($61,000) and annual audit services ($21,000).

• $49,500 for continuation of the Enhanced Secret Shopper Program

• $36,000 for the painting of lifeguard stands on the beach every other year so that they are on a constant painting cycle instead of an ad-hoc or as-needed basis.


• $25,000 for completion of an updated Resort Tax Cost Allocation Study

• $10,771,000 for North, Middle, and South Beach Quality of Life (QOL) Capital Projects that enhance Miami Beach’s tourist related areas, plus continued support of transportation initiatives and various arts and cultural programs based on the following allocation adopted by the City Commission commencing FY 2019: Transportation – 60%, North Beach (QOL) – 10%, Middle Beach (QOL) – 10%, South Beach (QOL) – 10%, Arts – 10%.

• $10,771,000 for debt service associated with the Resort Tax revenue bonds issued in 2015 for the expansion and renovation of the Miami Beach Convention Center and Convention Center Renewal and Replacement projects in accordance with Resolution 2012-27902. Due to the impact of COVID-19 on the City’s Resort Tax revenues, an additional $1,686,000 is budgeted in the 2% Resort Tax Fund for coverage of the required FY 2021 debt service.

RESORT TAX

RESORT TAX

380

FY 2018 Actuals

FY 2019Actuals

FY 2020 Adopted

FY 2021Proposed

FY 2021 Prop to FY 2020

Adop 2% Revenues:

2% Rooms 28,392,677 28,590,905 29,525,000 21,543,000 (7,982,000)2% Food and Beverage 30,836,671 31,095,791 31,773,000 23,502,000 (8,271,000)Special Assessment-North Shore 197,247 178,096 40,000 40,000 0Special Assessment-Lincoln Road 181 0 0 0 0Interest Income 634,752 1,044,701 882,000 987,000 105,000Registration Fees, Filing Fees, etc. 16,770 45,837 15,000 30,000 15,000Other Revenue 1,787,261 0 0 0 0Fund Balance 0 0 1,942,000 0 (1,942,000)

Total 2% Revenue 61,865,557$ 60,955,329$ 64,177,000$ 46,102,000$ (18,075,000)$

2% Expenditures:Operating Costs:

Finance 419,708 430,984 450,000 478,000 28,000 Internal Audit 556,029 585,395 586,000 647,000 61,000 Code Compliance 343,916 397,179 465,000 503,500 38,500 Police 1,908,182 2,062,517 2,291,000 2,488,000 197,000

Sub-Total 3,227,835$ 3,476,076$ 3,792,000$ 4,116,500$ 324,500$

Other Uses:Contribution to Miami Beach VCA 2,841,761 2,863,453 2,940,000 1,075,000 (1,865,000)Contribution to Bureau 6,306,790 6,433,941 7,127,000 4,527,000 (2,600,000)Contribution to Mt. Sinai 1,000,000 1,000,000 1,000,000 1,000,000 0Marketing/Promotion 188,361 110,541 200,000 200,000 0Goodwill Ambassadors 157,146 107,517 160,000 160,000 0High Impact Periods:

Police 2,132,336 2,861,710 4,385,000 3,781,000 (604,000)Fire/Ocean Rescue 223,671 290,469 180,000 180,000 0Code Compliance 180,000 153,840 180,000 180,000 0Tourism and Culture 0 7,400 6,000 0 (6,000)Emergency Management 171,907 4,560 30,000 10,000 (20,000)Parks and Recreation 12,000 12,000 12,000 12,000 0

Holiday Decorations 403,670 714,823 675,000 500,000 (175,000)Sanitation-Beachfront Restroom Attendants 533,165 478,874 542,000 542,000 0Professional Services 277,320 163,889 187,000 194,500 7,500Administration Fees 2,292,000 2,526,000 1,635,000 1,199,000 (436,000)Sponsorships (Air and Sea Show, ITF Event) 570,385 874,771 1,623,000 1,273,000 (350,000)Contingency 0 0 207,000 1,000,000 793,000OIG Funding 0 0 0 47,000 47,000

Sub-Total 17,290,512$ 18,603,789$ 21,089,000$ 15,880,500$ (5,208,500)$

Transfers/Debt/Obligations:Sanitation Fund Contribution 871,000 1,812,000 2,539,000 5,780,000 3,241,000 General Fund Contribution 34,950,000 35,836,000 36,757,000 18,639,000 (18,118,000) Convention Center Debt Service 0 0 0 1,686,000 1,686,000

Sub-total 35,821,000$ 37,648,000$ 39,296,000$ 26,105,000$ (13,191,000)$

Total 2% Expenditures 56,339,348$ 59,727,864$ 64,177,000$ 46,102,000$ (18,075,000)$

Net 2% Surplus/(Gap) 5,526,210$ 1,227,465$ 0$ 0$ 0$

RESORT TAX 2%

RESORT TAX

RESORT TAX

381

FY 2018 Actuals

FY 2019Actuals

FY 2020 Adopted

FY 2021Proposed


Adop 1% Revenues:

Resort Tax 14,182,852 14,279,738 14,725,000 10,771,000 (3,954,000) Total 1% Revenue 14,182,852$ 14,279,738$ 14,725,000$ 10,771,000$ (3,954,000)$

1% Expenditures:Other Designated Uses:

South Beach - Quality of Life Capital 2,127,428 1,427,974 1,473,000 1,077,000 (396,000) Middle Beach - Quality of Life Capital 2,127,428 1,427,974 1,473,000 1,077,000 (396,000) North Beach - Quality of Life Capital 2,127,428 1,427,974 1,473,000 1,077,000 (396,000) Arts 1,418,285 1,427,974 1,473,000 1,077,000 (396,000) Transportation 6,382,284 8,567,843 8,833,000 6,463,000 (2,370,000)

Total 1% Expenditures 14,182,852$ 14,279,738$ 14,725,000$ 10,771,000$ (3,954,000)$

Net 1% Surplus/(Gap) 0$ 0$ 0$ 0$ 0$

FY 2018 Actuals

FY 2019Actuals

FY 2020 Adopted

FY 2021Proposed


Adop 1% Convention Center Revenues:

Resort Tax 14,182,852 14,279,738 14,725,000 10,771,000 (3,954,000) Contribution from 2% Resort Tax 0 0 0 1,686,000 1,686,000

Total 1% Convention Center Revenues 14,182,852$ 14,279,738$ 14,725,000$ 12,457,000$ (2,268,000)$

1% Convention Center Expenditures:Debt Issuance Costs 377 377 0 0 0 Debt Service Costs 12,454,500 12,454,500 12,454,000 12,457,000 3,000 Transfer to Convention Center Ren & Repl. 1,727,975 1,824,861 2,271,000 0 (2,271,000)

Total 1% Convention Center Expenditures 14,182,852$ 14,279,738$ 14,725,000$ 12,457,000$ (2,268,000)$

Net 1% Surplus/(Gap) 0$ 0$ 0$ 0$ 0$

Total Resort Tax Revenues: 90,231,262$ 89,514,805$ 93,627,000$ 69,330,000$ (24,297,000)$

Total Resort Tax Expenditures: 84,705,052$ 88,287,340$ 93,627,000$ 69,330,000$ (24,297,000)$

Total Surplus / (Gap) 5,526,210$ 1,227,465$ 0$ 0$ 0$

RESORT TAX 1%

CONVENTION CENTER 1%

TOTAL RESORT TAX

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

Operating Costs Other Uses Transfer to GeneralFund

Transfer toSanitation Fund

Transfer to CC DebtService

1% Quality of Life 1% ConventionCenter

Expenditure Summary


REDEVELOPMENT AGENCY

MIAMI BEACH REDEVELOPMENT AGENCY

383

City Center Revedelopment Area

Submitted By: The Miami Beach Redevelopment Agency 1700 Convention Center Drive Miami Beach, FL 33139

*Shaded green areas represent City parks



384

Chairman and Board Directors (Mayor and Ci ty Commission)

Finance Director

Capital Improvements (CIP) Offi ce / Procurement / Planning / Building /

Public Works / Management

Executive Director General CounselSecretary

Economic Development Director

BACKGROUND

On March 20, 1996, the Mayor and City Commission Proposed Resolution No. 96-21927 authorizing the creation of an Interlocal Agreement between the City and Miami-Dade County with respect to the Convention Development Tax (levied and collected pursuant to section 212.0305, Florida Statutes), the Performing Arts, and other issues. This agreement was amended in 2014 via Resolution No. 2014-28836, which extended the term of the City Center RDA to the earlier of March 31, 2044 or the date the Agency’s indebtedness approved by the County was no longer outstanding. Beginning FY 2016 and each year thereafter, the use of tax increment revenues to fund the Miami Beach Redevelopment Agency’s expenditures for administration, community policing, and capital projects maintenance shall not exceed the prior fiscal year’s distribution for such expenditures, adjusted by the lesser of the Miami Urban Area Consumer Price Index (CPI) or 3% annually to be calculated using the Miami Fort Lauderdale All Urban Consumers CPI from July to June for the prior year. This agreement was amended a fourth time in 2018 via Resolution No. 2018-30288, to 1) allow the Redevelopment

BACKGROUND CONT’D

Agency to reimburse the City $6,914,221 for construction impacts to the Miami Beach Convention Center renovation and expansion project resulting from Hurricane Irma; 2) provide additional funding up to $20 million for the Lincoln Road project (previously authorized as part of the Third Amendment) for a total project amount of up to $40 million for the Lincoln Road project; 3) distribute to both the County and the City, beginning in FY 2018, and continuing until FY 2023, an annual reimbursement based on each entity’s proportionate share of expenditures for administration, community policing, and capital projects maintenance; 4) require that both set aside $1.5 million of the annual reimbursement for beach re-nourishment that could be utilized to leverage State or Federal funding for beach re-nourishment projects; 5) utilize any excess revenues, after the foregoing distributions, for the early prepayment of debt, as originally stipulated in the Third Amendment to the Interlocal Agreement.



385

MISSION/PURPOSE STATEMENT

• To assure continued economic viability of the City Center Redevelopment Area and the City as a whole, through the implementation of the objectives and projects defined in the Redevelopment Plan and the amendment thereto.

• To incur minimum relocation and condemnation.

• To involve community residents in the redevelopment process.

• To establish the necessary linkages to tie in the Convention Center, area hotels, cultural amenities, entertainment, residential and business uses in the district.

• To enhance diversity of form and activity through the use of established planning and design principles.

• To create a traffic system to serve local and through traffic needs.

• To recognize the historic structures and designations within the historic districts and facilitate development accordingly.

STATUS REPORT

The 332-acre City Center/Historic Convention Village Redevelopment and Revitalization Area (CC/HCVRRA or City Center) was established in 1993 in order to provide the funding mechanism to foster the development of new convention hotel development within proximity of the Miami Beach Convention Center and to establish the necessary linkage between the City’s many core area civic, cultural and entertainment uses in order to create the fabric of a true urban downtown.

Since its inception, the City Center Redevelopment Area has undergone dynamic change through a combination of public and private investment initiatives.

Exciting projects which have transformed the area include:

• Two convention-quality hotels, both of which were the result of public/private partnerships between the Redevelopment Agency (RDA) and the respective Developers - the 800-room Loews Miami Beach Hotel and the 425-room Royal Palm Crowne Plaza Hotel, the latter of which had the distinction of being the first African-American owned hotel in the United States;

• The development of an 800-space public parking garage (Anchor Garage) to accommodate the parking needs for the Loews Miami Beach Hotel, the Crowne Plaza Hotel and other service and retail businesses in the area;

• A $20 million overhaul of Lincoln Road, partially funded with the participation of businesses on Lincoln Road;

STATUS REPORT CONT’D

• An award-winning Beachwalk extending from 21st Street to Lummus Park, comprising an at-grade, landscaped pedestrian walkway;

• Implementation of a Cultural Arts Campus Master Plan for the area east of the Miami Beach Convention Center, which includes a new regional library, the headquarters of the Miami City Ballet, the expansion and renovation of the Bass Museum of Art, the re-landscaping of Collins Park, including the restoration of the Rotunda and extensive streetscape improvements throughout the area; and

• Completion of the much-heralded New World Campus, including the state-of-the art Gehry-designed headquarters facility for the New World Symphony and two publicly-funded components, including a $15 million municipal Gehry-designed parking garage and a $21 million world-class park.

• Renovation and expansion of the Miami Beach Convention Center as outlined below.

Other important projects include the 650-space mixed-use parking facility built on the surface parking lot on the west side of City Hall, which includes 35,000 square feet of municipal office space; the implementation of major street and infrastructure improvements throughout City Center, valued at more than $26 million; and the acquisition and renovation of three multi-family buildings (Barclay, Allen House, The London House) to maintain the stock of affordable housing in the area.

Tax Increment Financing (TIF) through the sale of bonds has been a major tool for financing redevelopment activities. To date, four bond issues have occurred in City Center: one in 1994 for $25 million, to acquire land for the hotel development initiatives; one in 1996, in the amount of $43.2 million to fund contractual obligations and capital improvements related to the Loews Hotel and Crowne Plaza Hotel projects; one in 1998, in the amount of $38.2 million to finance capital expenditures related to the convention hotel projects, the Cultural Campus project and to repay the $21.5 million debt obligation to the City; and another which occurred in 2005, in the amount of $80.7 million to refinance the outstanding debt service on prior bond issues. On December 15, 2015, the Redevelopment Agency issued $286,245,000 in Tax Increment Revenue and Revenue Refunding Bonds, Series 2015A, and $35,850,000 in Tax Increment Revenue Refunding Bonds, Taxable Series 2015B.

The City and Redevelopment Agency’s commitment to upgrading and improving the area’s infrastructure, addressing parking and circulation issues, and facilitating new development has fueled significant new private-sector investment in the area, evidenced by more than $600 million in new building permit activity since the area’s inception.



386

WORK PLAN

The Redevelopment Agency (RDA) mission is to coordinate, implement and fund the Redevelopment Plan (Plan) goals and to focus on a number of initiatives aimed to upgrade area infrastructure, streetscapes, parks, traffic and parking management and encourage the inclusion of arts and cultural activities. The 2003 amended Plan for City Center specifically addressed these objectives including, but not limited to, the New World Symphony expansion plans to connect with the 17th Street municipal lots, potentially positively impacting foot traffic to Convention Center and area businesses.

The RDA objective over the next few years is to focus on the planning and implementation of capital projects associated with, but not limited to, the Convention Center District Master Plan for the expansion of the Convention Center District, upgrading streetscapes and related infrastructure throughout City Center, and increasing the inventory of parking facilities. The RDA will also continue to fund public service enhancements provided under the Community Policing Program as well as ensure the on-going maintenance of capital assets funded with Tax Increment Financing (TIF). To date, the majority of the capital enhancements set forth in the Redevelopment Plan and the 2002 Amendment thereto, have been completed and/or are currently underway.

Miami Beach Convention Center Renovation and Expansion

The Miami Beach Convention Center (MBCC) has been a significant factor in the economic impact of Miami Beach and the greater Miami-Dade County for more than fifty years. It served as the site where Muhammad Ali (formerly known as Cassius Clay) defeated Sonny Liston for his first Heavyweight Championship of the World in 1964. In 1968, the Miami Beach Convention Center hosted the Republican National Convention with more than 20,000 delegates and thereafter, in 1972, the MBCC hosted more than 45,000 delegates during the Republican and Democratic National Conventions. Originally built in 1957, the MBCC encompassed 108,000 square feet. In 1968, an additional 130,500 square feet of exhibit space was added, with additional support facilities subsequently constructed in 1974. In 1986, as the demand for exhibition space increased, the facility underwent a $92 million renovation and doubled the size of its footprint. In 1989, a master plan was also developed for the convention center complex, which included over $50 million in upgrades, including complete renovations of all restrooms, full carpet replacement, and installation of a state-of-the-art telecommunications and networking infrastructure.

Since the 1989 MBCC renovation, significant changes have taken place in the convention and tradeshow industry. The number of events, attendance, and space needs have increased on an annual basis industry-wide. The economic impact of the convention and tradeshow has also increased over time. Many cities have responded

WORK PLAN CONT’D

to this industry growth by increasing the size of their convention centers and by adding amenities such as increased meeting space, additional parking, general session space, various technological amenities, and related features in an effort to address industry trends.

Changes in how a competitive hotel package and cultural offerings are viewed by event planners has also led to significant development in areas adjacent to convention centers. In major markets throughout the country, large headquarter hotels have been developed, and efforts to create walkable restaurant/retail environments surrounding convention centers have also been undertaken. The primary objectives of the Master Plan project include improvements to the MBCC and redevelopment of the surrounding area that are supported by market demand and are necessary to facilitate the ability of the MBCC to attract high impact conventions and tradeshows in an increasingly competitive environment. A report prepared by Convention Sports & Leisure (CSL) commissioned by the Greater Miami Convention and Visitors Bureau (GMCVB) determined that the MBCC serves as the region’s convention center given its geographic draw, and no new facility should be planned elsewhere in Miami-Dade County. The report further determined that improvements to the MBCC, including the multi-purpose ballroom, would increase its marketability and attract high-end conventions. The expansion and renovation of the existing MBCC included an expansion to 1.4 million square feet, the re-orientation of the four exhibit halls, façade modifications, two separate loading docks on opposite ends of the building with 32 dock spaces, site improvements along the canal and roadways, the addition of a Grand Lobby, 1 Grand Ballroom and 4 junior ballrooms, including the rooftop ‘Sunset Vista Ballroom’, 10,000 square foot production kitchen, 1.61 miles of fiber optic cabling and 480 miles of copper wiring to support IT communications, 84 meeting rooms with free Wi-Fi, and 800 parking spaces located on the roof. The new MBCC re-orients the halls in an East/West direction with the primary access from Convention Center Drive, with Washington Avenue also serving as a secondary means of entry.

The MBCC project included substantial improvements to the north of the property. An addition was made to the northern portion of the property featuring an enclosed ground floor parking area and a truck loading and delivery area, a multi-story Grand Ballroom, two outdoor patios spaces with views of the beautified 3.8 acres of Collins Canal Park that spans along Collins Canal and features the restored historic Carl Fisher Clubhouse. This addition created a new internalized loading area and includes two helix ramping entrance accesses to the roof level parking. The Washington Avenue elevation is now predominately pedestrian in nature with visitor drop-off and cab cueing areas. The streetscape modifications include a green edge along the avenue with native shade trees to promote a more pedestrian friendly experience.



387

WORK PLAN CONT’D

Convention Center Drive is now the main access point for vehicular access and for the visitor and shared ride drop-off areas. Modifications included a new median along Convention Center Drive and 19th Street creating a more sophisticated streetscape and a more celebrated boulevard experience. The Collins Canal Park walk has been substantially improved and creates a softer northern edge to the MBCC, with a continued path starting at the Holocaust Memorial, continuing through the Botanical Gardens, into Collins Canal Park and ending at the Bass Museum and Collins Park to connect multiple green spaces across multiple city blocks. The project also included sizeable Art in Public Places installations including pieces by six internationally recognized artists such as Ellen Harvey, Sarah Morris and Joseph Kosuth, with a budget of $7.1M, this collection is the largest collection of single curated public art in the United States.

On July 25, 2018, the Mayor and City Commission approved Resolution 2018-30438 which called for a special election, on November 6, 2018, for the purpose of submitting to the electorate of the City of Miami Beach, a ballot question regarding a 99-year lease of a 2.6-acre property to MB Mixed Use Investment, LLC, requiring the construction/operation of an 800-room hotel connected to the Convention Center per Resolution 2018-30425. On November 6, 2018, the citizens of the City of Miami Beach voted to business a MBCC hotel on the property adjacent to the MBCC, located at the northeast corner of 17th Street and Convention Center Drive. The development of the hotel has been approved by the Design Review Board and is currently under development. In FY 2019, the City restructured the financial terms with the MBCC Foor and Beverage vendor, Centerplate, to provide for the City to receive 95% of the net operating profits of the catering and F&B operations (after payment of all operating expenses), and (2) extended the term of the City’s agreement with Centerplate to an a additional two years.

WORK PLAN CONT’D

In 2019, the City also launched the conversion of the Municipal Parking Lot to the west of the MBCC into a 5 acre park. Named “Pride Park” by the citizens of Miami Beach in November 2019, the reimagined park includes public art – “Bent Pool”, a public restroom, and embedded electrical systems to provide for event activations that should mitigate damage to the greenspace and paths. In June 2020, a “Juneteenth” commemorative tree was planted in Pride Park to celebrate the contributions of Miami Beach’s Black community.

In FY 2020, the City issued an RFP for the food and beverage operations of the Carl Fisher Clubhouse with Annex and Centerplate being the only responsive and responsible proposers. Though 2020 events included the Super Bowl NFL Experience in the MBCC, with record-breaking attendance, the impact of the COVID-19 pandemic has resulted in the cancellations of the majority of events. Accordingly, the Convention Center was repurposed as a State of Florida Alternate Care Facility and COVID-19 mobile and walk-up testing site.

The MBCC hopes to welcome new and repeat business in 2021, utilizing all four exhibit halls. The MBCC team is preparing to confront the impact of COVID-19, the challenges presented, and adjust to new social distancing, safety, sanitation, and security policies and best practices. The Tourism and Culture Department, together with MBCC management company Global Spectra, food and beverage operator Centerplate, hospitality consultant JLL and the GMCVB, continue to strategize and explore new avenues to market and sale the Convention Center in the “New Normal” and remain a convention center of choice and best in class. This new direction is an opportunity to reimage the center and explore innovative and creative revenue streams that can abate any reduction of tourism activity and resort tax collections.



388

BUDGET HIGHLIGHTS

• Based on the 2020 Certificate of Taxable Value from the Property Appraiser’s Office released on July 1st, the certified value of property in City Center decreased by 0.9% over 2019 to $6.2 billion, marking the 1st time in the last decade that values did not increase. The City portion of the tax increment totals $32.2 million and $26.2 million for the County’s portion of the tax increment. However, as in previous years, the City has received correspondence from the County advising of the finalization of the tax roll for the prior year, which in the case of 2018, reflects a decrease from the preliminary valuation for the same year and will result in a corresponding adjustment/reduction of TIF revenues totaling a combined $1.9 million for FY 2021.

• Additional sources of revenue include an estimated $894,000 in interest income.

• Use of $12.8 million from prior year excess RDA Trust Fund revenues pursuant to the 4th Amendment of the RDA Interlocal Agreement to be allocated as follows for FY 2021: $1.5 million to be set aside for beach renourishment; $5.7 million for reimbursement to Miami-Dade County for year four (FY 2021) of six of the annual reimbursement equal to the Miami-Dade County’s proportionate share of prior year administration, community policing, and capital projects maintenance expenses incurred in the prior year; $4.4 million to be transferred to the City’s General Fund; and $1.1 million to be transferred to the Fleet Management Fund for replacement of General Fund vehicles in FY 2021.

• Project-related expenditures account for approximately $12.1 million, which includes $5.2 million allocated for community policing initiatives in City Center to continue to provide enhanced levels of staffing and services throughout the area and $6.9 million for maintenance of RDA projects. There is no additional funding for on-going and planned capital projects in City Center in the FY 2021 budget due to the RDA extension for the renovation and expansion of the Miami Beach Convention Center.

• Administrative expenditures total $731,000, which include a

management fee of $537,000 allocated to the General Fund to pay for direct and indirect staff support; $21,000 for annual auditing fees; and $173,000 for internal services expenditures.


• $21.7 million is budgeted for debt service costs related to the Convention Center bonds. On December 15, 2015, the Redevelopment Agency (RDA) issued $286,245,000 in Tax Increment Revenue and Revenue Refunding Bonds, Series 2015A, and $35,850,000 in Tax Increment Revenue Refunding Bonds, Taxable Series 2015B. The Series 2015A bonds were used, together with certain other legally available monies of the Agency to (i) provided for the current refunding of all the outstanding Series 2005B bonds, (ii) financed certain costs of acquiring and constructing renovations to the Miami Beach Convention Center and certain other improvements, and (iii) paid costs of issuance of the Series 2015 bond and refunding the outstanding Series 2005B bonds. The Series 2015B (i) provided for the advance refunding of all the outstanding Series 1998 bonds, (ii) provided for the current refunding of all the outstanding Series 2005A bonds, and (iii) paid costs of issuance of the Series 2015B bonds and refunding the outstanding Series 1998A bonds and the outstanding Series 2015A bonds, including the portion of the premium allocable to the Series 2015B bonds for the reserve policy.

• $18.6 million is budgeted as a set-aside for debt service to provide a reserve over and above the annual required debt service payment that can be used to finance any potential shortfalls in the RDA fund or pay down the Convention Center bonds early, but not prior to FY 2024.

• Other line-item expenditures include those items that, pursuant to the existing Bond Covenants, may only be expended once the annual debt service obligations have been met. These include a $3.25 million transfer to the Miami Beach Convention Center Fund; $380,000 for the County’s administrative fees, which are equivalent to 1.5% of the County’s respective TIF payment; and the corresponding $467,000 contribution to the City’s General Fund, which is equivalent to 1.5% of the City’s TIF payment for FY 2021.



389

FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Prop to Revenues and Other Sources of Income Actuals Actuals Adopted Proposed FY 2020 AdopTax Increment - City 29,410,189 31,024,868 32,468,000 32,174,000 (294,000)Proj Adjustment to City Increment (1,912,241) (1,725,556) (1,266,000) (1,064,000) 202,000Tax Increment - County 23,985,462 25,253,296 26,429,000 26,190,000 (239,000)Proj Adjustment to County Increment (1,563,133) (1,410,530) (1,053,000) (867,000) 186,000Interest Income 855,648 1,193,108 461,000 894,000 433,000Fund Balance/Retained Earnings 18,463,619 14,087,488 12,662,000 12,814,000 152,000Other Income/Adjustments: 822,399 40,817 0 0 0TOTAL REVENUES 70,061,942$ 68,463,491$ 69,701,000$ 70,141,000$ 440,000$

Admin/Operating Expenditures Management Fee 390,000 422,000 602,000 537,000 (65,000)Audit fees (179,900) 20,700 24,000 21,000 (3,000)Professional & Related fees 6,133 0 0 0 0Repairs and Maintenance 10,434 87,036 0 0 0Internal Services 154,000 155,000 147,000 173,000 26,000Total Admin/Operating Expenditures 380,667$ 684,736$ 773,000$ 731,000$ (42,000)$

Project ExpendituresCommunity Policing:

Police 4,453,401 4,481,000 4,866,000 5,030,000 164,000Code Compliance 146,963 146,876 216,500 208,500 (8,000)

Capital Projects Maintenance:Property Mgmt 1,460,801 1,652,141 1,492,000 1,667,000 175,000Sanitation 4,121,812 4,240,071 4,241,000 3,994,000 (247,000)Greenspace 645,318 704,806 779,500 799,500 20,000Parks Maintenance 416,596 341,139 446,000 474,000 28,000

Total Project Expenditures 11,244,892$ 11,566,032$ 12,041,000$ 12,173,000$ 132,000$

Reserves, Debt Service and Other ObligationsDebt Service Cost 21,665,092 21,671,823 21,686,000 21,709,000 23,000Reserve for County Admin Fee 336,335 357,641 381,000 380,000 (1,000)Reserve for CMB Contribution 412,469 439,490 469,000 467,000 (2,000)Reserve for Children's Trust Contribution 0 0 0 0 0Reserve for County Reimbursement:

Transfer to County Reimbursement 3,697,398 3,721,768 4,181,000 4,248,000 67,000Transfer to County Beach Renourishment Fund 1,500,000 1,500,000 1,500,000 1,500,000 0

Reserve for City Reimbursement:Transfer to General Fund 1,079,000 4,400,000 4,414,000 4,414,000 0Transfer to PAYGO Capital Fund 3,773,000 872,000 0 0 0Transfer to Beach Renourishment Fund 1,500,000 1,500,000 1,500,000 1,500,000 0Transfer for RDA Capital Fund 6,914,221 20,000,000 0 0 0Transfer to Fleet Management Fund 0 0 1,067,000 1,152,000 85,000

Transfer to Convention Center 1,000,000 1,750,000 2,500,000 3,250,000 750,000Set-aside for Debt Payoff 16,558,868 0 19,189,000 18,617,000 (572,000)Total Reserves, Debt, & Other Obligations 58,436,383$ 56,212,722$ 56,887,000$ 57,237,000$ 350,000$

TOTAL EXPENDITURES AND OBLIGATIONS 70,061,942$ 68,463,491$ 69,701,000$ 70,141,000$ 440,000$

SURPLUS / (GAP) 0$ 0$ 0$ 0$ 0$

City Center Redevelopment Area Operating Budget

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

Admin Expenditures Project Expenditures Debt Service & Other Obligations

Expenditure Summary




390

Anchor Parking Garage FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Prop to Revenues: Actuals Actuals Adopted Proposed FY 2020 AdopValet Parking 313,881 334,534 313,000 255,000 (58,000)Monthly Permits 565,337 579,660 564,000 379,000 (185,000)Attended Parking 2,645,486 2,342,077 2,457,000 1,566,000 (891,000)Interest Income 189,088 282,928 235,000 275,000 40,000Misc./ Other (2,742) (15,997) 0 0 0TOTAL REVENUES 3,711,050$ 3,523,202$ 3,569,000$ 2,475,000$ (1,094,000)$

Expenditures:Operating Expenditures 3,138,347 2,443,216 2,918,000 1,786,000 (1,132,000)Transfer Out to Penn Garage 110,000 0 68,000 295,000 227,000Internal Services 351,000 308,000 170,000 384,000 214,000Capital 16,746 0 0 10,000 10,000Contingency/Reserve 0 0 413,000 0 (413,000)TOTAL EXPENDITURES 3,616,094$ 2,751,216$ 3,569,000$ 2,475,000$ (1,094,000)$

Revenues Less Expenditures 94,956$ 771,986$ 0$ 0$ 0$

Anchor Shops FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Prop to Revenues: Actuals Actuals Adopted Proposed FY 2020 AdopRetail Leasing 1,101,352 1,013,861 1,101,000 957,000 (144,000)Capital & Maintenance 148,509 144,993 148,000 134,000 (14,000)Interest Earned 119,213 202,607 173,000 211,000 38,000Miscellaneous 54 81 0 0 0TOTAL REVENUES 1,369,127$ 1,361,542$ 1,422,000$ 1,302,000$ (120,000)$

Expenditures:Operating Expenditures 73,027 75,196 222,000 219,000 (3,000)Transfer Out to Penn Shops 490,000 334,000 297,000 321,000 24,000Internal Services 30,000 31,000 80,000 87,000 7,000Contingency/Reserve 0 0 823,000 675,000 (148,000)TOTAL EXPENDITURES 593,027$ 440,196$ 1,422,000$ 1,302,000$ (120,000)$

Revenues Less Expenditures 776,100$ 921,346$ 0$ 0$ 0$

COMBINED REVENUES - EXPENDITURES 871,055$ 1,693,332$ 0$ 0$ 0$

Anchor Shops and Anchor Garage Operating Budget

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

Operating Expenditures Transfers Internal Services Capital Expenditures Transfers to Reserve

Expenditure Summary




391

Pennsylvania Parking Garage FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Prop to Revenues: Actuals Actuals Adopted Proposed FY 2020 AdopTransient 494,304 554,995 541,000 401,000 (140,000)Monthly 330,070 315,133 288,000 189,000 (99,000)Miscellaneous 347 1,400 0 0 0Interest Income 23,037 29,721 23,000 35,000 12,000Transfer In from RDA (Anchor Garage) 110,000 0 68,000 295,000 227,000TOTAL REVENUES 957,758$ 901,249$ 920,000$ 920,000$ 0$

Expenditures:Operating Expenditures 1,014,753 963,766 861,000 779,000 (82,000)Internal Services 98,000 9,000 59,000 141,000 82,000Capital 0 0 0 0 0TOTAL EXPENDITURES 1,112,753$ 972,766$ 920,000$ 920,000$ 0$

Revenues Less Expenditures (154,995)$ (71,517)$ 0$ 0$ 0$

Pennsylvania Shops FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Prop to Revenues: Actuals Actuals Adopted Proposed FY 2020 AdopRetail Leasing 1 1 0 0 0Capital & Maintenance 0 0 24,000 0 (24,000)Interest Earned 1,472 1,602 1,000 2,000 1,000Transfers In from RDA (Anchor Shops) 490,000 334,000 297,000 321,000 24,000TOTAL REVENUES 491,473$ 335,603$ 322,000$ 323,000$ 1,000$

Expenditures:Operating Expenditures 353,438 337,999 322,000 322,000 0Internal Services 0 0 0 1,000 1,000TOTAL EXPENDITURES 353,438$ 337,999$ 322,000$ 323,000$ 1,000$

Revenues Less Expenditures 138,035$ (2,395)$ 0$ 0$ 0$

COMBINED REVENUES - EXPENDITURES (16,960)$ (73,912)$ 0$ 0$ 0$

Pennsylvania Avenue Shops and Pennsylvania Avenue Garage Operating Budget

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

Operating Expenditures Internal Services Capital Expenditures

Expenditure Summary


POSITION DETAIL

393

MAYOR & COMMISSION, OFFICE OFGeneral FundMayor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Vice Mayor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Commissioner 5.00 0.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Commissioner/Constituent Aide 7.00 0.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Receptionist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief of Staff 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Secretary 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Assistant 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Public Information Specialist 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Mayor/Commission Office Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Mayor/Commission Branding Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

DEPARTMENT TOTAL 20.00 + 1.00 PT 21.00 + 1.00 PT 21.00 + 1.00 PT 21.00 + 1.00 PT 0.00 + 0.00 PT

CITY MANAGER, OFFICE OFGeneral FundCity Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant City Manager 4.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Special Projects Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief of Staff 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Resilience Officer 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Deputy Resiliency Officer 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Community Resource Coord 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Redevelopment Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Special Asst to the City Manager 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Receptionist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Rapid Response Team 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Officer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Management Consultant/Resiliency Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Support Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Assistant 0.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 14.00 + 2.00 PT 12.00 + 1.00 PT 11.00 + 1.00 PT 11.00 + 1.00 PT 0.00 + 0.00 PTConvention Center DistrictCapital Projects Director- Convention Center 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Capital Projects Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00G.O. Bond Program Director 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00G.O. Bond Program Assistant Director 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 2.00 + 0.00 PT 0.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTG.O. Bond Program AdministrationG.O. Bond Program Director 0.00 0.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00G.O. Bond Program Assistant Director 0.00 0.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00Community Information Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 4.00 + 0.00 PT 3.00 + 0.00 PT 3.00 + 0.00 PT 0.00 + 0.00 PTGrants Management/Legislative AffairsLegislative and Grants Management Division Director 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Grants Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Legislative Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 0.00 + 0.00 PT 4.00 + 0.00 PT 3.00 + 0.00 PT -1.00 + 0.00 PT DEPARTMENT TOTAL 16.00 + 2.00 PT 16.00 + 1.00 PT 19.00 + 1.00 PT 18.00 + 1.00 PT -1.00 + 0.00 PT

INSPECTOR GENERAL, OFFICE OFInternal Service FundInspector General 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Attorney 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Investigator 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00OIG Special Agent 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Chief Auditor 0.00 0.00 0.00 0.00 0.60 0.00 0.60 0.00 0.00 0.00Deputy Chief Auditor 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Auditor 0.00 0.00 2.00 0.00 1.00 0.00 3.00 0.00 2.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 4.00 + 0.00 PT 5.10 + 0.00 PT 8.10 + 0.00 PT 3.00 + 0.00 PTInternal AuditInternal Service FundOMB Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Internal Auditor 0.00 0.00 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Auditor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Internal Auditor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Auditor 0.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00Deputy Chief Auditor 0.00 0.00 0.00 0.00 0.75 0.00 0.00 0.00 -0.75 0.00Auditor 0.00 0.00 1.50 0.00 1.50 0.00 0.00 0.00 -1.50 0.00

Subtotal - Fund 0.00 + 0.00 PT 3.35 + 0.00 PT 2.25 + 0.00 PT 0.00 + 0.00 PT -2.25 + 0.00 PTResort Tax Fund Internal Auditor 0.00 0.00 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Auditor 0.00 0.00 0.00 0.00 0.40 0.00 0.40 0.00 0.00 0.00Assistant Internal Auditor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00Office Associate V 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00Tax Auditor 0.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00

Subtotal - Fund 0.00 + 0.00 PT 4.90 + 0.00 PT 4.90 + 0.00 PT 4.90 + 0.00 PT 0.00 + 0.00 PT

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018

PROPOSED 21 PROP - 20 RVSDFY 2021 Over/(Under)

POSITION DETAIL

394

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


Parking Fund Senior Auditor 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00 -0.25 0.00Deputy Chief Auditor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Auditor 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00 -0.50 0.00

Subtotal - Fund 0.00 + 0.00 PT 0.75 + 0.00 PT 0.75 + 0.00 PT 0.00 + 0.00 PT -0.75 + 0.00 PTSanitation Fund Tax Auditor 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 0.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTSubtotal - Division 0.00 + 0.00 PT 10.00 + 0.00 PT 8.90 + 0.00 PT 5.90 + 0.00 PT (3.00) + 0.00 PT

DEPARTMENT TOTAL***** 0.00 + 0.00 PT 14.00 + 0.00 PT 14.00 + 0.00 PT 14.00 + 0.00 PT 0.00 + 0.00 PT

COMMUNICATIONS, OFFICE OFGeneral FundPublic Information Officer 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Media Ambassador 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Public Relations Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Director of Communications 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Director - Communications 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Visual Communications Spec 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Visual Communications Manager 1.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Development Coordinator 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Media Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Media Specialist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Community Resource Coordinator 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.37 0.00 0.37 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 1.12 0.00 1.12 0.00 0.00 0.00Media Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00Marketing Tourism & Development Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sound Engineer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Writer/Editor 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Public Information Specialist 4.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


MANAGEMENT AND BUDGET, OFFICE OFBUDGETGeneral FundOMB Director 0.70 0.00 0.70 0.00 1.00 0.00 1.00 0.00 0.00 0.00Budget Officer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Budget Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate II 0.60 0.00 0.75 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sr. Mgmt. & Budget Analyst 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Management & Budget Analyst 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate V 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr Management Consultant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 7.55 + 0.00 PT 7.70 + 0.00 PT 8.00 + 0.00 PT 8.00 + 0.00 PT 0.00 + 0.00 PTGRANTS MANAGEMENTGeneral FundOMB Director 0.30 0.00 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00Legislative and Grants Management Division Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate II 0.30 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Grants Management Division Director 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Grants Management Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.25 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00Org Dev & Training Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr Management Consultant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Grants Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Grants Writer/Researcher 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 2.85 + 0.00 PT 3.30 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 10.40 + 0.00 PT 11.00 + 0.00 PT 8.00 + 0.00 PT 8.00 + 0.00 PT 0.00 + 0.00 PT

INTERNAL AUDITGeneral FundOBPI Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate II 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Internal Auditor 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Internal Auditor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Auditor 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Auditor 1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 4.15 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTResort Tax Fund Internal Auditor 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Internal Auditor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Tax Auditor 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 3.70 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTParking Fund Senior Auditor 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Auditor 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 0.75 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTSanitation Fund Tax Auditor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 1.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL*** 9.60 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

395

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


ORG DEV & PERFORMANCE INITIATIVESGeneral FundOrg Dev & Training Specialist 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Learning Development Officer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Program Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Education Compact Initiatives Coordinator 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Excellence Program Assessor 0.00 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00

Subtotal-Fund 3.00 + 1.50 PT 3.00 + 2.50 PT 2.00 + 2.50 PT 2.00 + 2.50 PT 0.00 + 0.00 PTResort Tax FundExcellence Program Assessor 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00

Subtotal-Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 2.00 PT 0.00 + 2.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 3.00 + 1.50 PT 3.00 + 2.50 PT 2.00 + 4.50 PT 2.00 + 4.50 PT 0.00 + 0.00 PT

FINANCEGeneral FundChief Financial Officer 0.30 0.00 0.30 0.00 0.30 0.00 0.30 0.00 0.00 0.00Accounting Manager (previously Chief Accountant) 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Deputy Finance Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Finance Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Revenue Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Customer Service Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Treasury Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Community Outreach Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst / Financial Analyst I 13.50 0.00 13.50 0.00 13.50 0.00 13.50 0.00 0.00 0.00Financial Analyst II 11.50 0.00 11.50 0.00 11.50 0.00 10.50 0.00 -1.00 0.00Financial Analyst III 8.50 0.00 8.50 0.00 8.50 0.00 8.50 0.00 0.00 0.00Executive Office Associate I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 41.80 + 0.00 PT 41.80 + 0.00 PT 41.80 + 0.00 PT 40.80 + 0.00 PT -1.00 + 0.00 PTSubtotal - Fund 41.80 + 0.00 PT 41.80 + 0.00 PT 41.80 + 0.00 PT 40.80 + 0.00 PT -1.00 + 0.00 PT

Resort Tax FundFinancial Analyst III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst / Financial Analyst I 2.50 0.00 2.50 0.00 2.50 0.00 2.50 0.00 0.00 0.00

Subtotal - Fund 3.50 + 0.00 PT 3.50 + 0.00 PT 3.50 + 0.00 PT 3.50 + 0.00 PT 0.00 + 0.00 PTParking FundChief Financial Officer 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Financial Analyst III 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00Financial Analyst II 3.00 0.00 3.00 0.00 3.00 0.00 1.00 0.00 -2.00 0.00Financial Analyst I / Financial Analyst 8.00 0.00 8.00 0.00 8.00 0.00 7.00 0.00 -1.00 0.00

Subtotal - Fund 12.75 + 0.00 PT 12.75 + 0.00 PT 12.75 + 0.00 PT 9.75 + 0.00 PT -3.00 + 0.00 PTOther FundsPublic Works Chief Financial Officer 0.45 0.00 0.45 0.00 0.45 0.00 0.45 0.00 0.00 0.00Public Works Financial Analyst / Financial Analyst I 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00Building - Financial Analyst II 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Building - Financial Analyst / Financial Analyst I 4.50 0.00 2.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00

Subtotal - Fund 6.95 + 0.00 PT 4.95 + 0.00 PT 3.95 + 0.00 PT 3.95 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 65.00 + 0.00 PT 63.00 + 0.00 PT 62.00 + 0.00 PT 58.00 + 0.00 PT -4.00 + 0.00 PT

INFORMATION TECHNOLOGYAPPLICATION SERVICESInternal Service FundChief Information Officer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Account Clerk III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Database Administrator 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00E-Government Administrator 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Financial Analyst II 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Info. Tech Division Director 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00IT Application System Manager 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Junior Database Administrator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Special Projects Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Special Projects Manager 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Systems Analyst 8.00 0.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Systems Analyst 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 19.00 + 0.00 PT 19.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTOther FundsBuilding - Systems Analyst 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Building - Senior Systems Analyst 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTSubtotal - Division 21.00 + 0.00 PT 21.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

396

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


SUPPORT SERVICESInternal Service FundChief Information Officer 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Deputy Chief Information Officer 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Director 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00IT Division Director 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Information Security Officer 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Project Management Office Director 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Business Relationship Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Enterprise Systems Senior Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Information Security Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Business Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Application System Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Software Development Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Technical Operations Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Secretary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00CAD Administrator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Database Administrator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00E-Government Administrator 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Financial Analyst II 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Information Tech Specialist I 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Information Tech Specialist II 8.00 0.00 7.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Information Tech Specialist III 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00IT Business Analyst 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Operations Engineer I 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Operations Engineer II 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Project Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00IT Security Analyst 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Junior Database Administrator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.01 0.00 0.01 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.02 0.00 0.02 0.00 0.00 0.00Network Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00SAN Architect 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Network Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sr. Special Projects Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Systems Administrator 4.00 0.00 4.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Sr. Systems Analyst 0.00 0.00 0.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Systems Administrator 4.00 0.00 4.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Systems Analyst 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Systems Support Manager 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Technical Services Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00VOIP Network Administrator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 23.00 + 0.00 PT 23.00 + 0.00 PT 44.03 + 0.00 PT 44.03 + 0.00 PT 0.00 + 0.00 PTOther FundsBuilding - Systems Analyst 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Building - Senior Systems Analyst 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


TELECOMMUNICATIONS SVCSInternal Service FundTechnical Services Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Account Clerk III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Radio Administrator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Telecom Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Telecom Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


HUMAN RESOURCESGeneral FundHuman Resources Director 0.60 0.00 0.60 0.00 0.60 0.00 0.60 0.00 0.00 0.00Human Resources Asst Director 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Human Resources Admin II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Human Resources Admin I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Human Resources Specialist 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Human Resources Specialist 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Labor Relations Specialist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Org Development and Training Specialist 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Claims Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Office Associate III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 18.60 + 0.00 PT 17.60 + 0.00 PT 18.60 + 0.00 PT 18.60 + 0.00 PT 0.00 + 0.00 PTRISK MANAGEMENT Self Insurance Internal Fund Human Resources Director 0.40 0.00 0.40 0.00 0.40 0.00 0.40 0.00 0.00 0.00Division Director Risk Management and Benefits 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior HR Specialist 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Human Resources Specialist 2.50 0.00 2.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00Safety Officer 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Employee Benefits Manager 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Claims Coordinator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00HR Risk and Benefits Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 8.15 + 0.00 PT 8.15 + 0.00 PT 8.15 + 0.00 PT 7.15 + 0.00 PT -1.00 + 0.00 PTMEDICAL & DENTAL FUND Self Insurance Internal Fund Employee Benefits Manager 0.75 0.00 0.75 0.00 0.75 0.00 0.75 0.00 0.00 0.00Human Resources Specialist 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00

Subtotal - Division 2.25 + 0.00 PT 2.25 + 0.00 PT 2.25 + 0.00 PT 2.25 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 29.00 + 0.00 PT 28.00 + 0.00 PT 29.00 + 0.00 PT 28.00 + 0.00 PT -1.00 + 0.00 PT

POSITION DETAIL

397

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


CITY CLERK, OFFICE OFGeneral FundCity Clerk 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant City Clerk 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Aide I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Agenda Coordinator 0.60 0.00 0.60 0.00 0.60 0.00 0.60 0.00 0.00 0.00Code Violations Clerk 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Records Management Specialist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate III 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

Subtotal - Fund 9.60 + 0.00 PT 9.60 + 0.00 PT 9.60 + 0.00 PT 9.60 + 0.00 PT 0.00 + 0.00 PTRed Light Camera Fund Code Violations Clerk 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 10.60 + 0.00 PT 10.60 + 0.00 PT 10.60 + 0.00 PT 10.60 + 0.00 PT 0.00 + 0.00 PT

CENTRAL SERVICES Internal Service Fund Central Services Coordinator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Agenda Coordinator 0.40 0.00 0.40 0.00 0.40 0.00 0.40 0.00 0.00 0.00Central Services Technician 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00


PROCUREMENTGeneral FundProcurement Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Services Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Contracts Compliance Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Contract Negotiator 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Procurement Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Procurement Contract Officer I 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Procurement Contract Officer II 2.00 0.00 2.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Procurement Contract Officer III 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Procurement Contracting Analyst I 5.00 1.00 6.00 1.00 8.00 1.00 8.00 1.00 0.00 0.00Procurement Contracting Analyst II 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


CITY ATTORNEY, OFFICE OFGeneral FundCity Attorney 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Deputy City Attorney 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Deputy City Attorney 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00First Assistant City Attorney 5.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Senior Assistant City Attorney 3.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Assistant City Attorney II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant City Attorney I 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Assistant to the City Attorney 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Legal Secretary 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Senior Legal Secretary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Services Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior Administrative Manager 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00City Attorney Office-Paralegal Specialist 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Paralegal 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Receptionist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


HOUSING & COMMUNITY SERVICESHousing & Community DevelopmentHousing & Comm Services Director 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Controller 0.40 0.00 0.30 0.00 0.30 0.00 0.30 0.00 0.00 0.00Financial Analyst II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.70 0.00 0.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00Community Development Block Grant Projects Coordinator 0.15 0.00 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Capital Proj Coord. 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00HOME/ SHIP Project Coordinator 0.40 0.00 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 3.15 + 0.00 PT 3.05 + 0.00 PT 1.80 + 0.00 PT 1.80 + 0.00 PT 0.00 + 0.00 PTHOMELESS SERVICES General FundCase Worker II 3.75 2.00 3.25 2.00 3.25 2.00 3.25 2.00 0.00 0.00Housing & Comm Services Director 0.40 0.00 0.40 0.00 0.40 0.00 0.40 0.00 0.00 0.00Controller 0.50 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00Financial Analyst II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Client Services Specialist 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Homeless Outreach Specialist 0.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate III 0.30 0.00 0.30 0.00 (0.00) 0.00 (0.00) 0.00 0.00 0.00Case Worker Assistant 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Homeless Program Coordinator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 6.95 + 3.00 PT 6.95 + 3.00 PT 6.15 + 3.00 PT 6.15 + 3.00 PT 0.00 + 0.00 PTRESIDENTIAL HOUSING PROGRAMSpecial Revenue FundHOME/ SHIP Project Coordinator 0.15 0.00 0.15 0.00 0.10 0.00 0.10 0.00 0.00 0.00Residential Cleaner 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate III 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Tenant Services Coordinator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 1.15 + 1.00 PT 1.15 + 1.00 PT 3.10 + 0.00 PT 3.10 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

398

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


COMMUNITY DEVELOPMENT BLOCK GRANT Special Revenue Fund Controller 0.10 0.00 0.20 0.00 0.70 0.00 0.70 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Community Development Block Grant Projects Coordinator 0.85 0.00 0.85 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 0.95 + 0.00 PT 1.05 + 0.00 PT 1.70 + 0.00 PT 1.70 + 0.00 PT 0.00 + 0.00 PTHOUSINGHOME GRANTSpecial Revenue FundHOME/SHIP Project Coordinator 0.45 0.00 0.45 0.00 0.90 0.00 0.90 0.00 0.00 0.00

Subtotal - Division 0.45 + 0.00 PT 0.45 + 0.00 PT 0.90 + 0.00 PT 0.90 + 0.00 PT 0.00 + 0.00 PTCOMMUNITY SERVICES General FundHousing & Comm Services Director 0.10 0.00 0.10 0.00 0.10 0.00 0.10 0.00 0.00 0.00Assistant Housing Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Case Worker II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Case Worker 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Program Supervisor 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Employment Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 4.10 + 0.00 PT 4.10 + 0.00 PT 4.10 + 0.00 PT 4.10 + 0.00 PT 0.00 + 0.00 PTCOMMUNITY DEVELOPMENT HTO/MIS/HID/CHILDREN'S TRUST GRANTSSpecial Revenue FundClient Services Specialist 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Homeless Outreach Specialist 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Case Worker 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Case Worker II 1.25 0.00 1.75 0.00 1.75 0.00 1.75 0.00 0.00 0.00Case Worker Assistant 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Truancy Coordinator 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Program Coordinator 1.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Care Coordinator 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00 0.00 0.00Program Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00All Stars One to One Facilitator 0.00 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00Child Group Facilitator 0.00 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00Parent Child Facilitator 0.00 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 10.25 + 9.00 PT 9.25 + 9.00 PT 9.25 + 12.00 PT 9.25 + 12.00 PT 0.00 + 0.00 PTSubtotal - Fund 11.65 + 9.00 PT 10.75 + 9.00 PT 11.85 + 12.00 PT 11.85 + 12.00 PT 0.00 + 0.00 PT

DEPARTMENT TOTAL* 27.00 + 13.00 PT 26.00 + 13.00 PT 27.00 + 15.00 PT 27.00 + 15.00 PT 0.00 + 0.00 PT

BUILDING Enterprise FundBuilding Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Deputy Building Director 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Assistant Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Services Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Aide II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Building Inspector 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Building Operations Manager 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Building Permit Services Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Building Records Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Building Code Compliance Officer 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Chief Accessibility Inspector 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Bldg. Code Comp Officer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Building Inspector 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Electrical Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Elevator Inspector 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Roofing Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Government Compliance Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Chief Mechanical Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Plumbing Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Structural Engineer 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Clerk Typist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Electrical Inspector 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Engineer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst / Financial Analyst I 1.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Floodplain Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Mechanical Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.01 0.00 0.01 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.03 0.00 0.03 0.00 0.00 0.00Office Associate III 4.00 0.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Office Associate IV 6.00 0.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Office Associate V 4.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Office Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Permit Clerk II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Permit Clerk I 18.00 0.00 16.00 0.00 16.00 0.00 16.00 0.00 0.00 0.00Quality Assurance Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Receptionist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Mechanical Inspector 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Senior Electrical Inspector 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Senior Elevator Inspector 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Plumbing Inspector 5.00 0.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Senior Building Inspector 13.00 0.00 12.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00Senior Systems Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Special Projects Coordinator 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00

DIVISION TOTAL 88.00 + 0.00 PT 84.00 + 0.00 PT 85.04 + 0.00 PT 85.04 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL***** 88.00 + 0.00 PT 84.00 + 0.00 PT 85.04 + 0.00 PT 85.04 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

399

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


ENVIRONMENT & SUSTAINABILITYGeneral FundEnvironment & Sustainability Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Environment & Sustainability Director 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Environmental Resources Mgr. 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Environmental Specialist 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sustainability Coordinator 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00Sustainability Specialist 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Forestry Field Specialist 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Forestry Field Inspector 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parks Superintendent (Urban Forester) 1.00 0.00 1.00 0.00 0.90 0.00 0.90 0.00 0.00 0.00Parks and Recreation Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 9.00 + 0.00 PT 9.00 + 0.00 PT 8.40 + 0.00 PT 7.40 + 0.00 PT -1.00 + 0.00 PTSpecial Revenue Funds (Sustainability/Tree Preservation)Environmental Resources Mgr. 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sustainability Coordinator 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00Parks Superintendent (Urban Forester) 0.00 0.00 0.00 0.00 0.10 0.00 0.10 0.00 0.00 0.00Sustainability Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 1.00 + 0.00 PT 1.00 + 0.00 PT 1.60 + 0.00 PT 1.60 + 0.00 PT 0.00 + 0.00 PTOther FundsBuilding - Environmental Technician 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 2.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 12.00 + 0.00 PT 11.00 + 0.00 PT 11.00 + 0.00 PT 10.00 + 0.00 PT -1.00 + 0.00 PT

PLANNINGGeneral FundPlanning Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Deputy Director Planning Dept. 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Officer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative & Business Officer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Clerk of Boards 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Planning & Zoning Inspector 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Field Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Preservation & Design Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate V 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Chief of Planning & Zoning 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief of Plans Review 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief of Historic Preservation 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief of Urban Design 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief of Community Planning & Sustainability 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Planner 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Planning & Zoning Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Principal Planner 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Senior Planner 8.00 0.00 8.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00


TOURISM, CULTURE & ECONOMIC DEVELOPMENT TOURISM & CULTURAL DEVELOPMENTGeneral FundTourism Cultural Affairs & Econ Dev Director 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Director 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Field Monitor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Film & Event Production Mgr. 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Special Projects Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Admin Services Manager 0.85 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Marketing Tourism & Dev Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 7.15 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTSpecial Revenue Resort TaxAssistant Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTGeneral FundArt in Public PlacesRedevelopment Specialist (Public Arts Coordinator) 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


BASS MUSEUM OF ARTGeneral FundBass Museum Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 2.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTECONOMIC DEVELOPMENTGeneral FundEconomic Development Division Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Economic Development Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Admin Services Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Redevelopment Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 2.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTCULTURAL ARTS COUNCILSpecial Revenue FundCultural Affairs Program Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Grants & Operations Administrator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 2.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

400

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


ASSET MANAGEMENTGeneral FundField Monitor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Asset Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Officer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Real Estate Asset Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Division 4.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTTOURISM & CONVENTIONSEnterprise FundTourism Cultural Affairs & Econ Dev Director 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Director 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Marketing Tourism Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Admin Services Manager 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

DIVISION TOTAL 1.85 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL**** 20.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

TOURISM & CULTUREARTS, CULTURE, & ENTERTAINMENTGeneral FundTourism Cultural Affairs & Econ Dev Director 0.00 0.00 0.65 0.00 0.65 0.00 0.65 0.00 0.00 0.00Assistant Director 0.00 0.00 0.65 0.00 0.65 0.00 0.65 0.00 0.00 0.00Field Monitor 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Film & Event Production Mgr. 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Film Liaison 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Special Projects Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Admin Services Manager 0.00 0.00 0.43 0.00 0.43 0.00 0.43 0.00 0.00 0.00Sr. Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Marketing Tourism & Dev Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Fund 0.00 + 0.00 PT 5.73 + 0.00 PT 5.73 + 0.00 PT 5.73 + 0.00 PT 0.00 + 0.00 PTSpecial Revenue Resort TaxAssistant Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTGeneral FundArt in Public PlacesRedevelopment Specialist (Public Arts Coordinator) 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Cultural Affairs & AIPP Coordinator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


BASS MUSEUM OF ARTGeneral FundBass Museum Director 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate V 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PTCULTURAL ARTS COUNCILSpecial Revenue FundCultural Affairs Program Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Grants & Operations Administrator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PTTOURISM & CONVENTIONSEnterprise FundTourism Cultural Affairs & Econ Dev Director 0.00 0.00 0.35 0.00 0.35 0.00 0.35 0.00 0.00 0.00Assistant Director 0.00 0.00 0.35 0.00 0.35 0.00 0.35 0.00 0.00 0.00Marketing Tourism Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Admin Services Manager 0.00 0.00 0.15 0.00 0.15 0.00 0.15 0.00 0.00 0.00Senior Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


ECONOMIC DEVELOPMENTGeneral FundEconomic Development Division Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Economic Development Director 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Economic Development Assistant Director 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Economic Development Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Admin Services Manager 0.00 0.00 0.43 0.00 0.43 0.00 0.43 0.00 0.00 0.00Real Estate Asset Specialist 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Redevelopment Specialist 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 0.00 + 0.00 PT 3.43 + 0.00 PT 5.43 + 0.00 PT 5.43 + 0.00 PT 0.00 + 0.00 PTASSET MANAGEMENTGeneral FundField Monitor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Asset Manager 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Officer 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Real Estate Asset Specialist 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


POSITION DETAIL

401

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


CODE COMPLIANCEGeneral FundCode Compliance Department Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Code Compliance Assistant Director 2.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Services Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Aide II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Aide I 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Code Compliance Records Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Code Compliance Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Code Compliance Officer I and II 31.00 0.00 29.00 0.00 28.00 0.00 28.00 0.00 0.00 0.00Code Compliance Administrator 6.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Office Associate III 0.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00

Subtotal - Fund 50.00 + 0.00 PT 48.00 + 0.00 PT 47.00 + 0.00 PT 47.00 + 0.00 PT 0.00 + 0.00 PTResort Tax FundCode Compliance Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Code Compliance Officer I and II 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00

Subtotal - Fund 5.00 + 0.00 PT 5.00 + 0.00 PT 5.00 + 0.00 PT 5.00 + 0.00 PT 0.00 + 0.00 PTOther FundsSanitation-Code Compliance Off I and II 4.00 0.00 4.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00RDA - Code Compliance Off I and II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

Subtotal - Fund 6.00 + 0.00 PT 6.00 + 0.00 PT 4.00 + 0.00 PT 4.00 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 61.00 + 0.00 PT 59.00 + 0.00 PT 56.00 + 0.00 PT 56.00 + 0.00 PT 0.00 + 0.00 PT

PARKS & RECREATIONRECREATIONGeneral FundParks & Recreation Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parks & Recreation Assistant Director 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Parks Development Division Director 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Admin Services Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Aquatics Coordinator 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Aquatics Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Athletic Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Contracts Compliance Administrator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Recreation Program Manager 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Recreation Program Assistant Manager 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Deputy Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Aide I 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Bus Driver 0.00 0.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate III 3.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Customer Service Representative 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Ice Rink Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Ice Rink Technician 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Heavy Equipment Operator II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Irrigation Systems Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Landscape Inspector 2.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker III 12.00 0.00 12.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00Municipal Service Worker II 20.00 6.00 20.00 7.00 20.00 4.00 20.00 4.00 0.00 0.00Municipal Service Worker I 14.00 7.00 13.00 4.00 13.00 1.00 13.00 1.00 0.00 0.00Municipal Service Worker Trainee 0.00 5.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00Park Operations Supervisor 1.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Park Ranger 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Park Ranger Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Park Supervisor 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Parks Superintendent 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Park & Recreation Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Park Facilities Manager 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Parks & Recreation Project Coordinator 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parks & Recreation Project Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Pool Guard II 3.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Pool Guard I 14.00 10.00 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00Pool Guard I (Part-time/Seasonal) 0.00 13.00 0.00 13.00 0.00 13.00 0.00 13.00 0.00 0.00Recreation Leader II 12.00 0.00 10.00 0.00 10.00 0.00 10.00 0.00 0.00 0.00Recreation Leader I 11.00 0.00 11.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00Recreation Attendant 5.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Rec Aide/Leader I (Part-time/Year-round) 0.00 86.00 0.00 86.00 0.00 83.00 0.00 83.00 0.00 0.00Recreation Program Supervisor 13.00 0.00 13.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00Recreation Supervisor I 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Seasonal Recreation Aide 0.00 40.00 0.00 40.00 0.00 40.00 0.00 40.00 0.00 0.00Tradesworker I - Facilities Manager 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Inclusionary Aide (Part-time/Seasonal) 0.00 26.00 0.00 26.00 0.00 26.00 0.00 26.00 0.00 0.00Storekeeper I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Division Total 142.00 + 193.00 PT 137.00 + 194.00 PT 136.00 + 181.00 PT 136.00 + 181.00 PT 0.00 + 0.00 PTPARK RANGER PROGRAMGeneral FundPark Ranger Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Park Ranger 10.00 16.00 10.00 21.00 10.00 21.00 10.00 21.00 0.00 0.00

Division Total 12.00 + 16.00 PT 12.00 + 21.00 PT 12.00 + 21.00 PT 12.00 + 21.00 PT 0.00 + 0.00 PTBEACH MAINTENANCEGeneral FundBeach Maintenance Director 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Field Monitor 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker III 2.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker II 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker I 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Division Total 4.00 + 0.00 PT 6.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

402

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


NORTH SHORE TENNIS CENTERGeneral FundRecreation Program Supervisor 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Recreation Leader I 1.00 2.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker I 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker II 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Division Total 3.00 + 3.00 PT 4.00 2.00 PT 0.00 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTFLAMINGO PARK TENNIS CENTERGeneral FundRecreation Program Supervisor 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Recreation Leader I 0.00 0.00 0.00 0.00 2.00 1.00 2.00 1.00 0.00 0.00Municipal Service Worker I 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Division Total 0.00 + 0.00 PT 0.00 0.00 PT 4.00 1.00 PT 4.00 + 1.00 PT 0.00 + 0.00 PTPARKS & RECREATIONCity Center RDA FundPark Ranger 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 0.00 0.00

Subtotal RDA Fund 1.00 + 2.00 PT 1.00 + 2.00 PT 1.00 + 2.00 PT 1.00 + 2.00 PT 0.00 + 0.00 PTPARKS & RECREATIONEnterprise FundMunicipal Service Worker II (Convention Center Park) 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker I (Convention Center Park) 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Enterprise Fund 0.00 + 0.00 PT 3.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PTCHILDREN'S TRUST GRANTSSpecial Revenue FundInclusionary Aide 0.00 0.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00

Subtotal Special Revenue Fund 0.00 + 0.00 PT 0.00 + 3.00 PT 0.00 + 3.00 PT 0.00 + 3.00 PT 0.00 + 0.00 PTDEPARTMENT GF TOTAL 161.00 + 212.00 PT 159.00 + 217.00 PT 152.00 + 203.00 PT 152.00 + 203.00 PT 0.00 + 0.00 PT

DEPARTMENT RDA TOTAL 1.00 + 2.00 PT 1.00 + 2.00 PT 1.00 + 2.00 PT 1.00 + 2.00 PT 0.00 + 0.00 PTDEPARTMENT ENTERPRISE FUND TOTAL 0.00 + 0.00 PT 3.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT 0.00 + 0.00 PT

DEPARTMENT SPECIAL REVENUE FUND TOTAL 0.00 + 0.00 PT 0.00 + 3.00 PT 0.00 + 3.00 PT 0.00 + 3.00 PT 0.00 + 0.00 PTDEPARTMENT GRAND TOTAL 162.00 + 214.00 PT 163.00 + 222.00 PT 153.00 + 208.00 PT 153.00 + 208.00 PT 0.00 + 0.00 PT

PUBLIC WORKSADMINISTRATIONGeneral FundAssistant City Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Public Works Director 1.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Community Relations Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

DIVISION TOTAL 2.00 + 0.00 PT 1.25 + 0.00 PT 1.25 + 0.00 PT 1.25 + 0.00 PT 0.00 + 0.00 PTENGINEERINGGeneral FundCity Engineer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant City Engineer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00ADA Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Elevator Inspector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00City Surveyor Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Civil Engineer I 4.30 0.00 4.30 0.00 4.30 0.00 4.30 0.00 0.00 0.00Civil Engineer II 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Civil Engineer III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Engineering Assistant I 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Engineering Assistant II 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Engineering Assistant III 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Finance Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate IV 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Permit Clerk I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Right of Way Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior GIS Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior Management Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Sr. Elevator Inspector 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

DIVISION TOTAL 25.55 + 0.00 PT 26.55 + 0.00 PT 25.55 + 0.00 PT 25.55 + 0.00 PT 0.00 + 0.00 PTGREENSPACE MAINTENANCEGeneral FundGreenspace Division Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Public Works Director 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Administrative Aide I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Contracts Compliance Administrator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Field Inspector I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Field Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Greenspace Superintendent 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Heavy Equipment Operator I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Landscape Inspector 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Municipal Service Worker I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker III 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Park Operations Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Park Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Parks & Recreation Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Parks Superintendent 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Tree Trimmer 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Urban Forester 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 17.50 + 0.00 PT 16.50 + 0.00 PT 15.50 + 0.00 PT 15.50 + 0.00 PT 0.00 + 0.00 PTCity Center RDA FundMunicipal Service Worker II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Municipal Service Worker I 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Tree Trimmer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal RDA Fund 6.00 + 0.00 PT 6.00 + 0.00 PT 6.00 + 0.00 PT 6.00 + 0.00 PT 0.00 + 0.00 PTDIVISION TOTAL 23.50 + 0.00 PT 22.50 + 0.00 PT 21.50 + 0.00 PT 21.50 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

403

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


SANITATIONEnterprise FundSanitation Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Public Works Director 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Assistant Sanitation Director 1.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Administrative Aide II 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Aide I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Excellence Program Assessor 0.00 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00Heavy Equipment Operator I 12.00 0.00 12.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00Heavy Equipment Operator II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker I 51.00 0.00 49.00 0.00 43.00 0.00 32.00 0.00 -11.00 0.00Municipal Service Worker II 68.00 0.00 68.00 0.00 68.00 0.00 68.00 0.00 0.00 0.00Municipal Service Worker III 25.00 0.00 24.00 0.00 24.00 0.00 24.00 0.00 0.00 0.00Office Associate III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sanitation Operations Supervisor 6.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Sanitation Business Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sanitation Superintendent 2.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal Function 171.50 + 1.50 PT 168.50 + 1.50 PT 162.50 + 1.50 PT 151.50 + 1.50 PT -11.00 + 0.00 PTDIVISION TOTAL 171.50 + 1.50 PT 168.50 + 1.50 PT 162.50 + 1.50 PT 151.50 + 1.50 PT -11.00 + 0.00 PT

STREETS/STREETLIGHTSGeneral FundInfrastructure Division Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Buyer 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Civil Engineer II 0.00 0.00 0.00 0.00 0.30 0.00 0.30 0.00 0.00 0.00Civil Engineer I 0.30 0.00 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00Electrician Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Engineering Assistant I 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.20 0.00 0.20 0.00 0.20 0.00 0.00 0.00Heavy Equipment Operator I 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Mason 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Masonry Helper 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.20 0.00 0.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Procurement Coordinator 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper I 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper II 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper III 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Street Lighting Technician I 5.00 0.00 5.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Street Lighting Technician II 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Streets Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Warehouse Supervisor 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00

DIVISION TOTAL 28.15 + 0.00 PT 28.15 + 0.00 PT 26.95 + 0.00 PT 26.95 + 0.00 PT 0.00 + 0.00 PTWATER OPERATIONSEnterprise FundPublic Works Director 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Infrastructure Division Assistant Director 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Aide I 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Administrative Aide II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant City Engineer 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Assistant Pumping Mechanic 0.66 0.00 0.66 0.00 0.66 0.00 0.66 0.00 0.00 0.00Buyer 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Civil Engineer I 0.98 0.00 0.73 0.00 0.53 0.00 0.53 0.00 0.00 0.00Civil Engineer II 0.00 0.00 0.25 0.00 0.45 0.00 0.45 0.00 0.00 0.00Civil Engineer III 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Control Room Operator 2.64 0.00 2.64 0.00 2.64 0.00 2.64 0.00 0.00 0.00Electrician 0.66 0.00 0.66 0.00 0.66 0.00 0.66 0.00 0.00 0.00Electrician Supervisor 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Engineering Assistant I 1.32 0.00 1.32 0.00 1.32 0.00 1.32 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00GIS Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00GIS Manager 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Meter Services Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker I 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Procurement Coordinator 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.06 0.00 0.06 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.19 0.00 0.19 0.00 0.00 0.00Pumping Mechanic 1.98 0.00 2.98 0.00 2.98 0.00 2.98 0.00 0.00 0.00Pumping Operations Supv 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Senior GIS Analyst 0.30 0.00 0.30 0.00 0.30 0.00 0.30 0.00 0.00 0.00Senior Management Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Sewer Supervisor 0.66 0.00 0.66 0.00 0.66 0.00 0.66 0.00 0.00 0.00Storekeeper I 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper II 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper III 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Water and Sewer Superintendent 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Warehouse Supervisor 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Water Distribution System Operator A-D 6.00 0.00 6.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00Water Field Operations Supv 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Water Meter Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Water Meter Technician A-D 6.00 0.00 6.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Water Meter Technician I 2.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Water Meter Technician II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Water Pipefitter 2.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Water Supervisor 3.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

DIVISION TOTAL 47.52 + 0.00 PT 47.77 + 0.00 PT 46.77 + 0.00 PT 46.77 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

404

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


SEWER OPERATIONSEnterprise FundPublic Works Director 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Assistant Public Works Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Infrastructure Division Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Aide I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Secretary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant City Engineer 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Assistant Pumping Mechanic 0.66 0.00 0.66 0.00 0.66 0.00 0.66 0.00 0.00 0.00Buyer 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Civil Engineer I 0.98 0.00 0.73 0.00 0.53 0.00 0.53 0.00 0.00 0.00Civil Engineer II 0.00 0.00 0.25 0.00 0.45 0.00 0.45 0.00 0.00 0.00Civil Engineer III 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Control Room Operator 2.64 0.00 2.64 0.00 2.64 0.00 2.64 0.00 0.00 0.00Electrician 0.66 0.00 0.66 0.00 0.66 0.00 0.66 0.00 0.00 0.00Electrician Supervisor 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Engineering Assistant I 1.32 0.00 1.32 0.00 1.32 0.00 1.32 0.00 0.00 0.00Finance Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Financial Analyst II 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00GIS Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00GIS Manager 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Heavy Equipment Operator II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Mason 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Mason Helper 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Procurement Coordinator 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Public Information Manager 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Public Information Officer 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.06 0.00 0.06 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.17 0.00 0.17 0.00 0.00 0.00Pumping Mechanic 1.98 0.00 1.98 0.00 1.98 0.00 1.98 0.00 0.00 0.00Pumping Operations Supv 0.33 0.00 0.33 0.00 0.33 0.00 0.33 0.00 0.00 0.00Senior GIS Analyst 0.30 0.00 0.30 0.00 0.30 0.00 0.30 0.00 0.00 0.00Senior Management Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Sewer Field Operations Supv 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sewer Pipefitter 4.00 0.00 4.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Sewer Supervisor 2.66 0.00 2.66 0.00 2.66 0.00 2.66 0.00 0.00 0.00Storekeeper I 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper II 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper III 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Warehouse Supervisor 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Waste Water Collection Operator A-D 7.00 0.00 7.00 0.00 8.00 0.00 8.00 0.00 0.00 0.00

DIVISION TOTAL 29.52 + 0.00 PT 29.77 + 0.00 PT 29.75 + 0.00 PT 29.75 + 0.00 PT 0.00 + 0.00 PTSTORMWATEREnterprise FundPublic Works Director 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Assistant Public Works Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant City Engineer 0.34 0.00 0.34 0.00 0.34 0.00 0.34 0.00 0.00 0.00Administrative Aide I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Pumping Mechanic 0.68 0.00 0.68 0.00 1.68 0.00 1.68 0.00 0.00 0.00Buyer 0.25 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00Civil Engineer I 1.44 0.00 0.94 0.00 0.64 0.00 0.64 0.00 0.00 0.00Civil Engineer II 0.00 0.00 0.50 0.00 0.80 0.00 0.80 0.00 0.00 0.00Civil Engineer III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Clerk Typist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Control Room Operator 2.72 0.00 2.72 0.00 2.72 0.00 2.72 0.00 0.00 0.00Electrician 0.68 0.00 0.68 0.00 2.68 0.00 2.68 0.00 0.00 0.00Electrician Supervisor 0.34 0.00 0.34 0.00 0.34 0.00 0.34 0.00 0.00 0.00Engineering Assistant I 1.36 0.00 1.36 0.00 1.36 0.00 1.36 0.00 0.00 0.00Environmental Specialist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Field Inspector 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.30 0.00 0.30 0.00 0.30 0.00 0.00 0.00Financial Analyst II 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00GIS Analyst 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00GIS Manager 0.34 0.00 0.34 0.00 0.34 0.00 0.34 0.00 0.00 0.00Heavy Equipment Operator II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.30 0.00 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.30 0.00 0.30 0.00 0.00 0.00Procurement Coordinator 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.06 0.00 0.06 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.18 0.00 0.18 0.00 0.00 0.00Pumping Mechanic 2.04 0.00 2.04 0.00 2.04 0.00 2.04 0.00 0.00 0.00Pumping Operations Supv 0.34 0.00 0.34 0.00 0.34 0.00 0.34 0.00 0.00 0.00Senior GIS Analyst 1.40 0.00 1.40 0.00 1.40 0.00 1.40 0.00 0.00 0.00Senior Management Analyst 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Sewer Pipefitter 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sewer Supervisor 1.68 0.00 1.68 0.00 1.68 0.00 1.68 0.00 0.00 0.00Storekeeper I 0.00 0.00 0.00 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper II 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Storekeeper III 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00Stormwater Operator A-D 5.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Stormwater Superintendent 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Warehouse Supervisor 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.00

DIVISION TOTAL 30.26 + 0.00 PT 30.51 + 0.00 PT 33.45 + 0.00 PT 33.45 + 0.00 PT 0.00 + 0.00 PTDEPARTMENT TOTAL 358.00 + 1.50 PT 355.00 + 1.50 PT 347.72 + 1.50 PT 336.72 + 1.50 PT -11.00 + 0.00 PT

POSITION DETAIL

405

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


PROPERTY MANAGEMENTInternal Service FundProperty Mgmt. Director 1.00 0.00 1.00 0.00 0.90 0.00 0.90 0.00 0.00 0.00Property Mgmt. Asst Director 2.00 0.00 2.00 0.00 1.70 0.00 1.70 0.00 0.00 0.00Prop Maint & Oper. Superintendent 1.00 0.00 1.00 0.00 0.80 0.00 0.80 0.00 0.00 0.00Administrative Aide II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Data Entry Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Maintenance Management Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Procurement Coordinator 1.00 0.00 1.00 0.00 0.80 0.00 0.80 0.00 0.00 0.00Senior Admin Manager 0.00 0.00 0.00 0.00 0.60 0.00 0.60 0.00 0.00 0.00Admin Officer 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Financial Analyst III 1.00 0.00 1.00 0.00 0.95 0.00 0.95 0.00 0.00 0.00Financial Analyst II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Financial Analyst I 3.00 0.00 3.00 0.00 2.80 0.00 2.80 0.00 0.00 0.00Facilities Zone Manager 2.00 0.00 2.00 0.00 2.30 0.00 2.30 0.00 0.00 0.00Admin Services Manager 1.00 0.00 1.00 0.00 0.85 0.00 0.85 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.02 0.00 0.02 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.05 0.00 0.05 0.00 0.00 0.00Tradesworker II 4.00 0.00 4.00 0.00 4.80 0.00 4.80 0.00 0.00 0.00Tradesworker I 6.00 0.00 6.00 0.00 5.50 0.00 5.50 0.00 0.00 0.00Storekeeper II 1.00 0.00 1.00 0.00 0.80 0.00 0.80 0.00 0.00 0.00Construction Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Facilities Capital Project Coordinator 3.00 0.00 3.00 0.00 2.80 0.00 2.80 0.00 0.00 0.00Senior Facilities Capital Projects Coordinator 0.00 0.00 1.00 0.00 0.95 0.00 0.95 0.00 0.00 0.00Electrician 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Air Conditioning Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Air Conditioning Mechanic 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00ADA Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Building Services Technician 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Carpenter 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Electrician Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Maintenance Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker III 2.00 0.00 4.00 0.00 4.70 0.00 4.70 0.00 0.00 0.00Paint Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Painter 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Plumbing Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Plumber 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 29.00 + 0.00 PT 31.00 + 0.00 PT 31.32 + 0.00 PT 32.32 + 0.00 PT 1.00 + 0.00 PTCity Center RDA FundProperty Mgmt. Director 0.00 0.00 0.00 0.00 0.10 0.00 0.10 0.00 0.00 0.00Admin Services Manager 0.00 0.00 0.00 0.00 0.15 0.00 0.15 0.00 0.00 0.00Property Mgmt. Asst Director 0.00 0.00 0.00 0.00 0.30 0.00 0.30 0.00 0.00 0.00Facilities Capital Project Coordinator 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Financial Analyst III 0.00 0.00 0.00 0.00 0.05 0.00 0.05 0.00 0.00 0.00Financial Analyst I 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Procurement Coordinator 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Prop Maint & Oper. Superintendent 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Senior Facilities Capital Projects Coordinator 0.00 0.00 0.00 0.00 0.05 0.00 0.05 0.00 0.00 0.00Storekeeper II 0.00 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Facilities Zone Manager 1.00 0.00 1.00 0.00 0.70 0.00 0.70 0.00 0.00 0.00Electrician 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Senior Administrative Manager 1.00 0.00 1.00 0.00 0.40 0.00 0.40 0.00 0.00 0.00Municipal Service Worker III 1.00 0.00 1.00 0.00 0.30 0.00 0.30 0.00 0.00 0.00Tradesworker II 1.00 0.00 1.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00Tradesworker I 1.00 0.00 1.00 0.00 1.50 0.00 1.50 0.00 0.00 0.00Painter 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal - Fund 5.00 + 0.00 PT 5.00 + 0.00 PT 4.75 + 0.00 PT 4.75 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

406

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


BEACH MAINTENANCEGeneral FundBeach Maintenance Director 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Field Monitor 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker III 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker II 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker I 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

Division Total 0.00 + 0.00 PT 0.00 + 0.00 PT 6.00 + 0.00 PT 6.00 + 0.00 PT 0.00 + 0.00 PTASSET MANAGEMENTGeneral FundField Monitor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Asset Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Officer 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Real Estate Asset Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Division Total 0.00 + 0.00 PT 0.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PTSubtotal - Fund 0.00 + 0.00 PT 0.00 + 0.00 PT 10.00 + 0.00 PT 10.00 + 0.00 PT 0.00 + 0.00 PT


TRANSPORTATION MGMTSpecial revenue FundTransportation Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Transportation Deputy Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Assistant Transportation Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.07 0.00 0.07 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.21 0.00 0.21 0.00 0.00 0.00Office Associate IV 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Senior Transportation XXX 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Senior Planner 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Transportation Manager 1.00 0.00 1.00 0.00 2.00 0.00 1.00 0.00 -1.00 0.00Transportation Analyst 4.00 0.00 4.00 0.00 4.00 0.00 3.00 0.00 -1.00 0.00Traffic Congestion Field Specialists 4.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Traffic Engineer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Transportation Operations Supervisor 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Excellence Program Assessor 0.00 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00

DEPARTMENT TOTAL 15.00 + 1.50 PT 15.00 + 1.50 PT 11.28 + 1.50 PT 9.28 + 1.50 PT -2.00 + 0.00 PT

CAPITAL IMPROVEMENT PROJECTS (CIP)General FundDirector 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Division Director 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Administrative Support Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Building Records Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Capital Projects Coordinator 11.00 0.00 11.00 0.00 11.00 0.00 11.00 0.00 0.00 0.00Sr Capital Projects Coordinator 3.00 0.00 3.00 0.00 3.00 0.00 3.75 0.00 0.75 0.00Capital Projects Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Construction Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Field Inspections Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Field Inspector II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Field Inspector I 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Financial Analyst II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Financial Analyst I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate IV 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Office Associate III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Performance Scheduler Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.33 0.00 0.33 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Public Information Specialist 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


PARKINGADMINISTRATIONEnterprise FundChief Financial Officer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Parking Director 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Services Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sr. Systems Analyst 2.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Systems Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Clerk Typist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Community Outreach Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Customer Service Liaison 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Engineering Assistant I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Neighborhood Affairs Manager 0.00 0.00 0.00 0.00 0.01 0.00 0.01 0.00 0.00 0.00Neighborhood Affairs Coordinator 0.00 0.00 0.00 0.00 0.03 0.00 0.03 0.00 0.00 0.00Parking Administration Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Revenue Processor I 3.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Revenue Processor II 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Office Associate V 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 -2.00 0.00Parking Account Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parking Admin Specialist 0.00 0.00 3.00 0.00 3.00 0.00 2.00 0.00 -1.00 0.00Parking Account Supervisor 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior Management Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 19.00 + 0.00 PT 18.00 + 0.00 PT 18.04 + 0.00 PT 13.04 + 0.00 PT -5.00 + 0.00 PT

POSITION DETAIL

407

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


ON-STREET PARKINGEnterprise FundAssistant Director 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Contract Compliance Administrator 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Municipal Service Worker III 6.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Municipal Service Worker II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Municipal Service Worker I 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parking Account Coordinator 0.00 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Parking Account Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Painter 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Parking Dispatcher 5.00 4.00 5.00 4.00 5.00 4.00 0.00 5.00 -5.00 1.00Parking Enforcement Spec II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Parking Enforcement Spec I 33.00 23.00 30.00 27.00 28.00 27.00 0.00 33.00 -28.00 6.00Parking Meter Technician II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Parking Meter Technician I 8.00 3.00 8.00 2.00 8.00 2.00 8.00 2.00 0.00 0.00Parking Operations Manager 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parking Operations Supervisor 8.00 0.00 8.00 0.00 8.00 0.00 6.00 0.00 -2.00 0.00Senior Parking Operations Manager 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Sign Maker 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00

Subtotal - Division 73.50 + 30.00 PT 69.50 + 33.00 PT 66.50 + 34.00 PT 31.50 + 41.00 PT -35.00 + 7.00 PTOFF-STREET PARKINGEnterprise FundAssistant Director 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Senior Parking Operations Manager 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Construction Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sr. Capital Proj. Coordinator (CIP) 1.00 0.00 1.00 0.00 1.00 0.00 0.25 0.00 -0.75 0.00Parking Account Coordinator 0.00 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00 0.00Parking Account Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker III 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Municipal Service Worker II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Excellence Program Assessor 0.00 1.50 0.00 1.50 0.00 1.50 0.00 1.50 0.00 0.00Painter 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Maintenance Management Coordinator 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Facilities Capital Projects Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Facilities Zone Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parking Operations Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Parking Operations Supervisor 9.00 0.00 9.00 0.00 9.00 0.00 6.00 0.00 -3.00 0.00Parks Operations Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Division 20.50 + 1.50 PT 20.50 + 1.50 PT 20.50 + 1.50 PT 15.75 + 1.50 PT -4.75 + 0.00 PTDEPARTMENT TOTAL 113.00 + 31.50 PT 108.00 + 34.50 PT 105.04 + 35.50 PT 60.29 + 42.50 PT -44.75 + 7.00 PT

FLEET MANAGEMENTInternal Service FundFleet Mgmt. Division Director 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Fleet Mgmt. Division Assistant Director 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior Administrative Manager 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Fleet Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fleet Operations Supervisor 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Warehouse Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Fleet Service Representative 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Mechanic III 7.00 0.00 7.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Mechanic II 4.00 0.00 4.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Office Associate IV 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 -2.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

DEPARTMENT TOTAL 21.00 + 0.00 PT 21.00 + 0.00 PT 21.00 + 0.00 PT 19.00 + 0.00 PT -2.00 + 0.00 PT

POLICEOFFICE OF THE CHIEFGeneral FundChief of Police 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Chief of Police 1.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Chief of Staff 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Captain 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sergeant 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Police Officer 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00

Subtotal Division - Sworn 11.00 + 0.00 PT 11.00 + 0.00 PT 11.00 + 0.00 PT 11.00 + 0.00 PT 0.00 + 0.00 PTAccount Clerk III 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Account Clerk I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Business Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 1.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Office Associate V 1.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Administrative Aide I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Police Grants and Victim Services Manager 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Plans & Policy Manager 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Public Safety Mgmt. & Budget Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Emergency Management Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Security Operations Manager 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Executive Office Associate II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Executive Office Associate I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Civilian 10.00 + 0.00 PT 10.00 + 0.00 PT 10.00 + 0.00 PT 10.00 + 0.00 PT 0.00 + 0.00 PTDIVISION TOTAL 21.00 + 0.00 PT 21.00 + 0.00 PT 21.00 + 0.00 PT 21.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

408

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


PATROLGeneral FundCaptain 3.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Lieutenant 12.50 0.00 12.50 0.00 12.50 0.00 12.50 0.00 0.00 0.00Sergeant 33.00 0.00 34.00 0.00 35.00 0.00 35.00 0.00 0.00 0.00Police Officer 234.00 0.00 240.00 0.00 239.00 0.00 238.00 0.00 -1.00 0.00Police Officer Trainee 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Sworn 282.50 + 0.00 PT 290.50 + 0.00 PT 290.50 + 0.00 PT 289.50 + 0.00 PT -1.00 + 0.00 PTAdministrative Assistant I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Homeless Liaison Specialist 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Detention Officer 7.00 0.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Office Associate V 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00School Liaison Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00School Liaison Officer 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00School Crossing Guard (PT) 0.00 14.00 0.00 14.00 0.00 14.00 0.00 14.00 0.00 0.00School Resource Program Coordinator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Information Resource Specialist 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Police Special Projects Coordinator 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Public Safety Specialist 3.00 0.00 3.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00


SUPPORT SERVICESGeneral FundMajor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Commander 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Captain 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Lieutenant 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sergeant 6.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Police Officer 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

Subtotal Division - Sworn 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 0.00 + 0.00 PTAccount Clerk I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Aide II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Administrative Aide I 3.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Data Entry Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Municipal Service Worker III 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate V 5.00 4.00 5.00 4.00 5.00 4.00 5.00 4.00 0.00 0.00Office Associate IV 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Police Accreditation Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Public Safety Payroll Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Property & Evidence Tech II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Property & Evidence Tech I 12.00 0.00 12.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00


CRIMINAL INVESTIGATIONS General FundMajor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Captain 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Lieutenant 5.00 0.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00Sergeant 10.00 0.00 10.00 0.00 10.00 0.00 10.00 0.00 0.00 0.00Police Officer 52.00 0.00 52.00 0.00 52.00 0.00 51.00 0.00 -1.00 0.00Police Officer Trainee 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Sworn 70.00 + 0.00 PT 70.00 + 0.00 PT 70.00 + 0.00 PT 69.00 + 0.00 PT -1.00 + 0.00 PTGeneral FundAdministrative Aide II 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Crime Scene Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Crime Scene Tech II 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Crime Scene Tech I 8.00 0.00 9.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00Victims' Advocate 1.25 0.00 1.25 0.00 1.25 0.00 1.25 0.00 0.00 0.00Crime Analyst Supervisor/Manager 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Crime Analysis Specialist 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Information Resource Specialist 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00Police Photographer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Public Safety Specialist 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00


TECHNICAL SERVICESGeneral FundCaptain 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Lieutenant 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sergeant 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal Division - Sworn 3.00 + 0.00 PT 3.00 + 0.00 PT 3.00 + 0.00 PT 3.00 + 0.00 PT 0.00 + 0.00 PTData Entry Clerk 5.00 0.00 4.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Data Architect 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Database Administrator 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Information Tech Specialist II 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Office Associate III 0.00 0.00 3.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Police Information Resource Specialist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Records Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Records Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Systems Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Records Technician 3.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Civilian 16.00 + 0.00 PT 16.00 + 0.00 PT 16.00 + 0.00 PT 16.00 + 0.00 PT 0.00 + 0.00 PTDIVISION TOTAL 19.00 + 0.00 PT 19.00 + 0.00 PT 19.00 + 0.00 PT 19.00 + 0.00 PT 0.00 + 0.00 PT

SUB-TOTAL - FUND 470.25 + 19.00 PT 474.25 + 18.00 PT 474.25 + 18.00 PT 474.25 + 18.00 PT 0.00 + 0.00 PTResort Tax FundLieutenant 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Sergeant 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Police Officer 10.00 0.00 10.00 0.00 10.00 0.00 10.00 0.00 0.00 0.00

Subtotal - Sworn 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 0.00 + 0.00 PTSUB-TOTAL - FUND 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 12.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

409

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


City Center RDA FundLieutenant 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Sergeant 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Police Officer 13.00 0.00 13.00 0.00 13.00 0.00 13.00 0.00 0.00 0.00

SUB-TOTAL - FUND 16.50 + 0.00 PT 16.50 + 0.00 PT 16.50 + 0.00 PT 16.50 + 0.00 PT 0.00 + 0.00 PTCrime Analyst Supervisor/Manager 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00Public Safety Specialist 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00

Subtotal - Civilian 2.50 + 0.00 PT 2.50 + 0.00 PT 2.50 + 0.00 PT 2.50 + 0.00 PT 0.00 + 0.00 PTSUB-TOTAL - FUND 19.00 + 0.00 PT 19.00 + 0.00 PT 19.00 + 0.00 PT 19.00 + 0.00 PT 0.00 + 0.00 PT

Red Light Camera FundPolice Officer 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00

Subtotal - Sworn 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTData Entry Clerk 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Property & Evidence Technician I 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Red Light Camera Violation Examiner 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


Grant FundsVictims' Advocate 4.75 0.00 4.75 0.00 4.75 0.00 4.75 0.00 0.00 0.00


**DEPARTMENT TOTAL 508.00 + 19.00 PT 513.00 + 18.00 PT 513.00 + 18.00 PT 513.00 + 18.00 PT 0.00 + 0.00 PT

FIRESUPPRESSIONGeneral FundFire Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Assistant Fire Chief 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Fire Division Chief/Battalion Chief 3.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Fire Captain 15.00 0.00 16.00 0.00 16.00 0.00 16.00 0.00 0.00 0.00Fire Lieutenant 6.00 0.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00Firefighter I 87.00 0.00 88.00 0.00 88.00 0.00 88.00 0.00 0.00 0.00

Subtotal Division - Sworn 114.00 + 0.00 PT 116.00 + 0.00 PT 116.00 + 0.00 PT 116.00 + 0.00 PT 0.00 + 0.00 PTOffice Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Public Safety Payroll Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Administrative Services Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


RESCUEGeneral FundFire Division Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Captain 4.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00Fire Lieutenant 28.00 0.00 30.00 0.00 30.00 0.00 30.00 0.00 0.00 0.00Firefighter I 55.00 0.00 57.00 0.00 57.00 0.00 57.00 0.00 0.00 0.00

Subtotal Division - Sworn 88.00 + 0.00 PT 92.00 + 0.00 PT 92.00 + 0.00 PT 92.00 + 0.00 PT 0.00 + 0.00 PTAdministrative Aide I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00EMS Manager/Infection Control Officer 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00


PREVENTIONGeneral FundFire Division Chief/Fire Marshall 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Captain 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Fire Lieutenant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Sworn 4.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 1.00 + 0.00 PT 0.00 + 0.00 PTAdministrative Aide I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Assistant I 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Clerk Typist 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Data Entry Clerk 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate V 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Technical Assistant to the Fire Marshall 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Chief Fire Protection Analyst 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Protection Analyst 7.00 0.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Fire Inspector Supervisor 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Fire Inspector I (Civilian) 3.00 0.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00


SUPPORT SERVICESGeneral FundFire Division Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Captain 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Firefighter I 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Sworn 5.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PTAdministrative Aide II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Radio Systems Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Equipment Mechanic 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Fleet Operations Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Quartermaster 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


TRAININGGeneral FundFire Training Division Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Captain 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Fire Lieutenant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Subtotal Division - Sworn 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PTDIVISION TOTAL 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 2.00 + 0.00 PT 0.00 + 0.00 PT

POSITION DETAIL

410

REVISEDFY 2019

REVISEDFY 2020

REVISEDFY 2018


OCEAN RESCUEGeneral FundOcean Rescue Division Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Beach Patrol Operations Supervisor 1.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate V 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Office Associate III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Clerk Typist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Lifeguard Lieutenant 8.00 0.00 8.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00Lifeguard II 20.00 0.00 20.00 0.00 22.00 0.00 22.00 0.00 0.00 0.00Lifeguard I 59.00 47.00 59.00 47.00 61.00 47.00 61.00 47.00 0.00 0.00

Subtotal Division 91.00 + 47.00 PT 91.00 + 47.00 PT 95.00 + 47.00 PT 95.00 + 47.00 PT 0.00 + 0.00 PTDIVISION TOTAL 91.00 + 47.00 PT 91.00 + 47.00 PT 95.00 + 47.00 PT 95.00 + 47.00 PT 0.00 + 0.00 PT

PUBLIC SAFETY COMMUNICATIONS UNITGeneral FundPSCU Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00PSCU Deputy Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Communications Manager 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Communications Supervisor 8.00 0.00 8.00 0.00 7.00 0.00 7.00 0.00 0.00 0.00911 Communications Records Custodian 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Dispatcher/Dispatcher Trainee 22.00 0.00 20.00 0.00 21.00 0.00 21.00 0.00 0.00 0.00Quality Assurance Officer 2.00 0.00 2.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00Radio Systems Administrator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Terminal Agency Coordinator 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Complaint Operator II 9.00 0.00 9.00 0.00 8.00 0.00 8.00 0.00 0.00 0.00Communications Operator 18.00 0.00 20.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00Office Associate III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Clerk Typist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

DIVISION TOTAL 66.00 + 0.00 PT 66.00 + 0.00 PT 66.00 + 0.00 PT 66.00 + 0.00 PT 0.00 + 0.00 PTEMERGENCY MANAGEMENTGeneral FundEmergency Management Division Administrator 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Emergency Management Coordinator 0.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Financial Analyst III 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00Emergency Management Specialist 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00Emergency Management Technician 0.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00Office Associate IV 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

DIVISION TOTAL 0.00 + 0.00 PT 8.00 + 0.00 PT 7.00 + 0.00 PT 6.00 + 0.00 PT -1.00 + 0.00 PTDEPARTMENT TOTAL 402.00 + 47.00 PT 408.00 + 47.00 PT 410.00 + 47.00 PT 409.00 + 47.00 PT -1.00 + 0.00 PT

EMERGENCY MANAGEMENTGeneral FundEmergency Management Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Emergency Management Coordinator 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Financial Analyst III 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Communications Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Emergency Management Specialist 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Emergency Management Technician 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Executive Office Associate I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00


TOTALS BY FUNDGENERAL FUND 1542.35 + 287.50 PT 1534.30 + 291.50 PT 1528.31 + 277.50 PT 1427.67 + 277.50 PT -3.25 + 0.00 PTENTERPRISE FUNDS 414.10 + 33.00 PT 409.85 + 36.00 PT 397.81 + 37.00 PT 428.35 + 44.00 PT -59.50 + 7.00 PTINTERNAL SERVICE FUNDS 106.80 + 0.00 PT 108.80 + 0.00 PT 111.15 + 0.00 PT 117.25 + 0.00 PT -1.25 + 0.00 PTRDA 33.00 + 2.00 PT 33.00 + 2.00 PT 32.75 + 2.00 PT 32.75 + 2.00 PT 0.00 + 0.00 PTGRANTS/OTHER FUNDS 62.75 + 11.50 PT 64.05 + 14.50 PT 63.98 + 18.50 PT 61.98 + 18.50 PT -2.00 + 0.00 PT

TOTALS 2159.00 + 334.00 PT 2150.00 + 344.00 PT 2134.00 + 335.00 PT 2068.00 + 342.00 PT -66.00 + 7.00 PT

*The position detail for the Department of Housing and Community Services includes full-time and part-time positions fully funded by various Children's Trust and Homeless Trust grants. **The position detail for the Police Department includes Victim's Advocate positions fully funded by VOCA grant funds.***Effective FY 2020, the Office of Internal Audit merged with the Office of the Inspector General.****During FY 2019, the Tourism, Culture, and Economic Development Department was separated into two separate departments: Tourism and Culture and Economic Development.*****As of FY 2021, the Office of the Inspector General and Building Department are being classified as Non-General Fund Departments.******Counts in the graph above are based on the annual Adopted Full-Time position counts by fund whereas the itemized details reflected in this document are based on the Amended Full-Time position counts by fund.

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Other Funds 618 609 608 582 521 574 566 571 585 600 624 620 620 603 640General Fund 1,509 1,441 1,399 1,345 1,273 1,322 1,337 1,371 1,442 1,469 1,536 1,536 1,537 1,526 1,428Total 2,127 2,050 2,007 1,927 1,794 1,896 1,903 1,942 2,027 2,069 2,160 2,156 2,157 2,129 2,068

1,509 1,441 1,399 1,345 1,273 1,322 1,337 1,371 1,442 1,469 1,536 1,536 1,537 1,526 1,428

618 609 608

582 521

574 566 571 585 600

624 620 620 603 640

2,127 2,050 2,007

1,927 1,794

1,896 1,903 1,942 2,027 2,069

2,160 2,156 2,157 2,129 2,068

- 100 200 300 400 500 600 700 800 900

1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 1,900 2,000 2,100 2,200 2,300

15 Year History of Full-Time Positions******

APPENDIX

411

TABLE OF CONTENTS

APPENDIX I Acronyms 412

APPENDIX II Glossary of Terms

APPENDIX III Fund Definitions 420

APPENDIX IV Directory 421

416

APPENDIX

412

AC Air Conditioning

ACD Automated Call Distribution

ACH Automated Clearing House

ADA Americans with Disabilities Act

ADL Anti-Defamation League

AFSCME American Federation of State, County and Municipal Employees

AiPP Art in Public Places

ARRA American Recovery and Reinvestment Act

AVL Automatic Vehicle Locator program

BAC Budget Advisory Committee

BIS Business Information Systems

BOA Board of Adjustment

BODR Basis of Design Report

BOMA Building Owners and ManagementAssociation

BTR Business Tax Receipt

BWC Body Worn Cameras

C.I.D. Criminal Investigations Unit

CAC Miami Beach Cultural Arts Council

CAD Computer Aided Design

CAD/RMS Computer Aided Dispatch/Records Management System

CAFR Comprehensive Annual Financial Report

CALEA Commission on Accreditation For Law Enforcement

CAP Cultural Affairs Program

CAPRA Commission for Accreditation of Parks and Recreation Agencies

CC/HXVRRA City Center/Historic Convention Village Redevelopment and Revitalization Area

CCTV Closed Circuit Television

CDBG Community Development Block Grant

CDT Convention Development Tax

CE Civil Engineer

CEMP City Emergency Management Plan

CPTED Crime Prevention Through Environmental Design

CERT Community Emergency Response Team

CFA Commission for Florida Law Enforcement Accreditation

CFAI Commission on Fire Accreditation International

CID Criminal Investigations Division

CIE Capital Improvement Element

CIP Capital Improvement Program

CIU Criminal Investigations Unit

CLEAR Clearing of Lanes, Easements,Alleyways, and Right-of-Ways

CMB City of Miami Beach

COI Certificate of Insurance

COLA Cost of Living Adjustments

CPA Miami Beach Citizens Police Academy

CPI Consumer Price Index

CPPB Certified Professional Public Buyer

CRS Community Rating System

CSL Current Service Level

CWA Communication Workers of America

DCA Department of Community Affairs

APPENDIX I - ACRONYMS

APPENDIX

413

DERM Department of Environmental Resources Management

DPI Department Performance Indicator

DRB Design Review Board

E-911 Enhanced 911 (Emergency Services)

EA Engineering Assistant

EAR Evaluation and Appraisal Report

ECOMB Environmental Coalition of Miami Beach

EEOC Equal Employment Opportunity Commission

EMS Emergency Medical Service

EMSTARS Emergency Medical Services Training and Reporting System

EOC Emergency Operations Center

ERP Enterprise Resource Planning

ERU Equivalent Residential Unit

ESP Employee Suggestion Program

EVT Emergency Vehicle Technicians

FAR Floor Area Ratio

FBR Field Based Reporting

FCAT Florida Comprehensive Assessment Act

FCC Federal Communications Commission

FCI Facility Condition Index

FCWPC Finance and Citywide Projects Committee

FERC Finance and Economic Resiliency Committee

FDEP Florida Department of Environmental Protection FDLE Florida Department of Law Enforcement

FDOT Florida Department of Transportation

FEMA Federal Emergency Management Agency

FGFOA Florida Government Finance Officers Association

FHA Federal Highway Administration

FICA Federal Insurance Contributions Act

FIND Florida Inland Navigation District

FML Family and Medical Leave

FOP Fraternal Order of Police

FPL Florida Power and Light

FT Full Time

FTE Full Time Equivalents

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GF General Fund

GFOA Government Finance Officers Association

GIS Geographic Information Systems

GMCVB Greater Miami Convention and Visitors Bureau GO General Obligation

GOB General Obligation Bond

GSAF Governmental Supervisors Association of Florida

HCS Office of Housing and Community Services

HEO Heavy Equipment Operator

HMIS Homeless Management Information System


APPENDIX

414

HOA Homeowners Association

HOME Home Investment Partnership Program

HOV/ILEC High Occupancy Vehicles/ Inherently Low Emission Vehicle

HPB Historic Preservation Board

HPRP Homeless Prevention Rapid Rehousing Program

HR Human Resources

HUD Housing and Urban Development

IAFF International Association of Firefighters

IB International Baccalaureate

IBNR Incurred But Not Reported

IBO Information Resource Office

ISO Insurance Services Office

IT Information Technology

ITB Invitation to Bid

ITS Intelligent Transportation System

IVPM In Vehicle Parking Meter

IVR Interactive Voice Response

JOC Job Order Contracting

KIO Key Intended Outcome

KPI Key Performance Indicator

LED Light Emitting Diode

LEED Leadership in Energy & Environmental Design

LETF Law Enforcement Trust Fund

LTC Letter to the Commission

LPR License Plate Recognition

LUSC Land Use and Sustainability Committee

MB Miami Beach

MBCC Miami Beach Convention Center

MBERP Miami Beach Employee Retirement Plan

MBPD Miami Beach Police Department

MBTV Miami Beach Television

MDC Miami-Dade County

MDPL Miami Design Preservation League

MDT Mobile Data Terminal

MF Multi-Family

MHz Megahertz

MPO Metropolitan Planning Organization

MSW Municipal Service Worker

NAP Network Access Point

NCAC Neighborhoods and Community Affairs Committee

NEMS National Emergency Medical Services Information System

NFIP National Flood Insurance Program

NFIRS National Fire Incident Reporting System

NFPA National Fire Protection Association

NIGP National Institute of Governmental Purchasing

NIMS National Incident Management System

NLA Neighborhood Leadership Academy

NOFA Notice of Funding Availability

NQOL Neighborhood and Quality of LifeCommittee

NSYC North Shore Park & Youth Center

NWS New World Symphony


APPENDIX

415

OMB Office of Management and Budget

ODPI Office of Organizational Development Performance Initiatives

OECD Office of Economic Development

OPEB Other Post-Employment Benefits

OR Ocean Rescue

PAL Police Athletic League

PAYGO Pay-As-You-Go

PB Planning Board

P-Card Purchasing Card

PCM Professional Course Management

PD Police Department

PEU Property and Evidence Unit

PMS Parking Management Systems

PRR Public Records Request

PPS Public Safety Specialist

PSA Public Service Agreement

PSCU Public Safety Communications Unit

PT Part Time

PTP People’s Transportation Plan

RDA Redevelopment Agency

RFP Request for Proposals

RFQ Request for Qualifications

ROI Return on Investment

ROW Right-of-Way

RPP Residential Parking Program

RTF Request to Fill

S&P Standard and Poor’s

S.C.B.A Self Contained Breathing Apparatus

S.I.U Strategic Investigations Unit

SAN Storage Area Network

SBDC Small Business Development Council

SETS Senior Enhancement Transportation Service

SF Single Family

SHARE Self Help and Resource Exchange

SHIP State Housing Initiatives Partnership

SOP Standard Operating Procedure

SW Stormwater

SRYC Scott Rakow Youth Center

TCD Tourism and Culture

TCED Tourism, Cultural, & Economic Development Department

TIF Tax Increment Financing

TIGER Transportation Investment Generating Economic Recovery

TOPA Theatre of Performing Arts

UASI Urban Areas Security Initiative

UCR Uniform Crime Report

UPS Uninterrupted Power Supply

VCA Miami Beach Visitor and Convention Authority

VOCA Victims of Crime Act

VOIP Voice Over Internet Protocol

WASD Miami-Dade Water and Sewer Department

WC Workers’ Compensation

Wi-Fi Wireless Broadband Network


APPENDIX

416

APPENDIX II - GLOSSARY OF TERMS

ACCRUAL BASIS OF ACCOUNTING A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

AD VALOREM TAXES (a/k/a/ Property Tax) Taxes paid on the fair market value of land, buildings, and business inventory and equipment. Used to fund general operations and debt service. Also see “Millage Rate”.

ADMINISTRATIVE PROGRAMS Programs comprised of activities that are conducted by all or most business units within an organization. These programs generally support department specified core services.

ADOPTED BUDGET The financial plan of revenues and expenditures as approved by the City Commissioners at the beginning of the fiscal year.

AMENDMENT A change to an adopted budget which may increase or decrease a division total. The change must be approved by the City Commissioners. APPROPRIATION Money allocated by the City Commissioners for a specific purpose.

ASSESSED VALUATION The just or fair market value of land, buildings, and business inventory and equipment as determined on an annual basis by the Property Appraiser in accordance with State law.

BOND A written promise to pay a sum of money at a specific date (called a maturity date) together with periodic interest detailed in a bond resolution.

BOND FUNDS Proceeds from the sale of bonds for use in construction of capital facilities. (Sometimes referred to as “Capital Projects Funds”). May be General Obligation or Revenue Bonds.

BUDGET A balanced fiscal plan of programs, services, and construction projects funded within available revenues, bounded within a specific period of time, usually twelve months. BALANCED BUDGETA balanced budget is a fiscal plan in which the sum of estimated net revenues and appropriated fund balances is equal to appropriations. Florida State Statute 166.241 (2) requires that the amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves.

BUDGET ADJUSTMENT A revision to the adopted budget occurring during the effective fiscal year as approved by the City Commissioners via an amendment or transfer.

BUDGET CALENDAR The schedule of key dates involved in the process of adopting and executing the annual budget.

BUDGET HEARING The public hearing conducted by the City Commissioners to consider and adopt an annual budget.

BUDGET MESSAGE A brief, written statement presented by the City Manager to explain principal budget issues and to provide policy recommendations to the City Commissioners.

CAPITAL BUDGET A document that identifies the costs, scheduling and funding of various large capital items over the course of the next fiscal year.

CAPITAL EXPENDITURES Those expenditures of the city for items that have a value of $500 or more and a useful life in excess of 1 year. Items that have a cost of less than $25,000 are budgeted within departmental operating budgets, items of $25,000 or more are budgeted in the Capital Improvement Program budget.

CAPITAL IMPROVEMENT PLAN A document that identifies the costs, scheduling and funding of various large capital items over the course of the next five years, not including the upcoming year.

CAPITAL RENEWAL AND REPLACEMENT Additional millage of 0.1083 mills resulting in a restricted amount of approximately $2.18 million to be used exclusively to provide for replacement and renewal of capital items related to our facilities and infrastructure. This additional millage will be reviewed and approved each year by the City Commission as part of the budget process, and will be used exclusively to address major capital replacement and renewal needs for General Fund departments related to those capital expenditures that help to extend the useful life of our facilities and infrastructure. The specific list of projects is submitted to the City Commission for final approval at the second public hearing in September.

CITY COMMISSION The governing body of the City of Miami Beach. The City Commission consists of six elected Commissioners and an elected Mayor. Commissioners are elected for a term of four years with a term limit of two terms. Terms are staggered so that half the members of the Commission are elected every two years. The Mayor is elected every two years.

APPENDIX

417

CITY MANAGER Chief city administrator, who is appointed by the City Commissioners to oversees the City’s Administration.

COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) Programs providing broad-based community services to meet the physical, economic and social needs of the City and to its residents. Programs funded include hot meals for the elderly, Neighborhood improvements, childcare services, Vocational tuition waivers, and other services.

CONTINGENCIES A budgetary reserve to provide for an emergency or unanticipated expenditure during the fiscal year.

DEBT SERVICE Scheduled payment of principal and interest on outstanding bonds.

DEFICIT The excess of expenditures over revenues during the fiscal year.

DEPARTMENT PROGRAMS Programs comprised of activities conducted by a specific business unit (department or division) in order to address core services.

DEPRECIATION The recognition of declining asset values, over time, as a result of use or obsolescence. Depreciation is not recognized in the budgetary accounts, because the city uses a modified accrual budgetary basis.

ENTERPRISE FUND A fund which pays for its costs of operations from user fees and does not generally receive property tax support. The City’s Enterprise Fund Departments include: Convention Center, Sanitation, Storm Water, Water, Sewer and Parking.

EXEMPT, EXEMPTION, NONEXEMPT Amounts determined by state law to be deducted from the assessed value of property for tax purposes. Tax rates are applied to the balance; amounts remaining are called the nonexempt portion of the assessment. Prior to 2008 homesteaded properties in Florida received a $25,000 exemption on the value of their property. In 2008, as a result of Amendment 1 to the Florida Constitution, an additional amount up to $25,000 was granted to homesteaded properties. This additional exemption does not apply to the value for School taxes. Other exemptions apply to agricultural land and property owned by widows, the blind, and permanently and totally disabled persons who must meet income requirements. Another provision “Save Our Homes” portability allows property owners to transfer the benefits recognized under “Save our Homes” to another property. Visit the Property Appraiser’s website at http://www.miamidade.gov/PA/ for additional information on exemptions.

EXPENDITURES Decrease in fund financial resources for the procurement of assets or the cost of goods and/or services received.

FINAL MILLAGE The tax rate adopted in the final public hearing of a taxing authority.

FISCAL YEAR (FY) The fiscal year for the City of Miami Beach begins on October 1st and ends on September 30th.

FUND A group of appropriations treated as an entity to meet legal requirements or Generally Accepted Accounting Principles.

FUND BALANCE The equity or net worth of a general or trust fund resulting from the residual or excess earnings over expenditures from the operations of the agency. These funds, similar to retained earnings of proprietary funds, may be appropriated directly to operating expenditures in order to support the fund.

GENERAL FUND The governmental accounting fund supported by ad valorem (property) taxes, licenses, and permits, service chargers, and other general revenue to provide Citywide operating services. This may be referred to as the operating fund.

GFOAGovernment Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada, and has served the public finance profession since 1906. Members are dedicated to the sound management of governmental financial resources.

GOAL The primary purpose for which a unit of government exists. A goal reflects an ideal condition or mission statement and is always stated in general terms. Specific objectives further the attainment of a goal.

GRANT A contribution of assets (usually cash) by one governmental unit or organization to another, given for a specified purpose.

HOMESTEAD EXEMPTION Every U.S. citizen or legal resident who has legal or equitable title to real property in the State of Florida and who resides thereon and in good faith makes it their permanent home as of January 1st, is entitled to this exemption of $50,000 on the assessed value of a home.


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INDIRECT COST Costs associated with, but not directly attributed to, the provision of a product or service. These are usually costs incurred by administrative departments in support of operating departments.

INTERFUND TRANSFERS Budgeted amounts transferred from one fund to another fund. These represent “double counting” of expenditures. Therefore, these amounts are deducted from the total City operating budget to calculate the “net” budget.

INTERNAL SERVICE The revenues and expenses that are generated through internal service funds. These funds are used to account for the financing of goods and services provided by one department to other departments on a cost-reimbursement basis. The City’s Internal Service Fund Departments include: Information Technology, Central Services, Risk Management, Property Management, and Fleet Management.

KEY INTENDED OUTCOME (KIO) Desired result from a program or activity that forms a rational basis for funding a program or activity.LEVY To impose taxes, special assessments or service charges. Another term used for millage rate.

LEVY To impose taxes, special assessments or service charges. Another term used for millage rate.

LOCAL GOVERNMENT ½ CENT SALES TAX The value of ½ cent of the State sales tax, which is returned to the county of collection and shared by the county and its constituent cities on the basis of population.

LOCAL OPTION GAS TAX A tax levy of up to six cents on each gallon of motor and special fuels sold, which may be imposed by Dade County in accordance with State law, and which is shared with the cities in the County, including Miami Beach.

LONG TERM DEBT Debt with a maturity of more than one year.

MILLAGE RATE One mill equals $1.00 of tax for each $1,000 of property value. The millage rate is the total number of mills of tax assessed against this value, establishing a reserve for early payment, delinquencies and equalization. The millage value has been discounted at 95%, as permitted by State law.

MODIFIED ACCRUAL BASIS OF ACCOUNTING Mixture of cash and accrual basis. Revenues are recorded when both measurable and available. Revenues are considered available when collectible either during the current period or after the end of the current period but in time to pay year-end liabilities. Expenditures are recognized when a transaction or event is expected to draw upon current spendable resources rather than future resources.

OBJECT CODE An account to which an expense or expenditure is recorded in order to accumulate and categorize the various types of payments that are made by governments. These are normally grouped into personal services, operating expenditures, capital outlay and other categories for budgetary analysis and financial reporting purposes. Certain object codes are mandates by the Stat of Florida Uniform Accounting System.

OBJECTIVES Measurable and specific accomplishments that work towards fulfilling a goal or area of responsibility. Objectives are usually expressed as quantified service levels to be provided to the public during a specific time period.

OPERATING BUDGET A balanced fiscal plan for providing governmental programs and services for a single fiscal year.

OPERATING EXPENDITURES All costs associated with the general operation of a given department. These costs include Professional Services, Electricity, Repair/Maintenance Supplies, Office Supplies, Local Mileage, etc.

PERSONNEL SERVICES All costs associated with salaries, fringes, and other related employee benefits.

PRIOR YEAR ENCUMBRANCES Outstanding obligations to purchase goods and/or services which existed at fiscal year-end, reserved in fund balance or retained earnings of all applicable funds, and re-appropriated at the beginning of the consecutive fiscal year.

PRIVATIZATION Contracting with a private sector entity to deliver services usually provided by the public sector. This transfer of responsibilities usually results in savings to the public sector agency.

PROGRAM A grouping of closely related activities that facilitate efficient and effective management of a public service.


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PROPERTY TAXES Taxes paid on the assessed or “just” value of land, buildings, business inventory or equipment.

REAL PROPERTY Land, buildings and other structures attached to it that are taxable under Florida Law.

RESERVE An account used to indicate that a portion of the budget is legally restricted for a contingency or other lawful purpose and is, therefore, not available for general appropriation.

RETAINED EARNINGS The accumulated income earned less than the costs incurred during operations and transfers out resulting in the net worth of the fund. Retained Earnings, like Fund Balance, may be appropriated to support the operations of the fund.

REVENUE Income derived from taxes, fees, and charges. In the broader sense, “revenue” refers to all government income, regardless of source, used to fund services.

REVENUE BOND A government issued bond whose debt service requirements are meet from the proceeds of a specific revenue source.

REVENUE ESTIMATES A formal estimate of how much revenue will be earned from a specific revenue source for some future period, such as the next fiscal year.

ROLLED-BACK MILLAGE RATE That millage will provide the same property tax levy as was levied during the previous fiscal year, exclusive of levies on new construction, additions to structures, deletions and property added due to geographic boundary changes.

SPECIAL REVENUE FUND A fund used to account for the proceeds of specific revenue sources or to finance specified activities as required by law of administrative regulation.

STATE REVENUE SHARING Funds distributed by formula to local governments with few or no limits on the purposes for which funds may be used.

TAX BASE The total property valuations on which each taxing authority levies its tax rate.

TAX ROLL The certification of assessed taxable values prepared by the Property Appraiser and presented to a taxing authority by July 1 (or later if an extension is granted by the State of Florida) each year.

TAX YEAR The calendar year in which ad valorem property taxes are levied to finance the ensuing fiscal year’s budget.

TAXABLE VALUE The assessed value minus exemptions, such as the Homestead Exemption, is the taxable value. This value multiplied by the millage rate equals the property tax amount.

TENTATIVE MILLAGE The tax rate adopted at the first public hearing of a taxing authority. Under state law, the authority may reduce, but not increase, the tentative millage during the budget hearings without providing written notification to all affected property owners.

TRUTH-IN-MILLAGE (TRIM) Legislation passed by the Florida legislature in 1980 to inform taxpayers which governmental entity is responsible for the taxes levied and the amount of tax liability owed to each taxing entity. TRIM establishes the statutory requirements that all taxing authorities levying a millage must follow, including all notices and budget hearing requirements.

USER CHARGESThe payment of a fee for direct receipt of goods or services by the person benefiting from the services.


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APPENDIX III - FUND DEFINITIONS

GENERAL To account for all financial resources except those required to be accounted for in another fund. Usually applies to funds used for normal operating purposes. Funds are appropriated at the beginning of the year at the time of budget adoption.

SPECIAL REVENUE To account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditures for specified purposes. Funds are appropriated at the beginning of the year at the time of budget adoption.

CAPITAL PROJECTS To account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds). Usually funded through the sale of bonds. Funds are appropriated at the beginning of the year at the time of budget adoption.

DEBT SERVICE To account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. City funds are: General Obligation and Excise Tax Debt Service. Funds are appropriated at the beginning of the year at the time of budget adoption.

ENTERPRISE To account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis, are financed or recovered primarily through user charges. City funds are: Convention Center, Parking, Sanitation, Water, Sewer and Storm Water. Funds are appropriated at the beginning of the year at the time of budget adoption.

INTERNAL SERVICE To account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, on a cost reimbursement basis. City operations included in this category are: Central Services, Information Technology, Fleet Management, Property Management, and Self-Insurance. Funds are appropriated at the beginning of the year at the time of budget adoption.

TRUST AND AGENCY To account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations, or other governmental units and/or other funds. These include (a) Expendable Trust Funds, (b) Non-expendable Trust Funds, (c) Pension Trust Funds, and (d) Agency Funds. Funds are appropriated at the beginning of the year at the time of budget adoption.

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APPENDIX IV - DIRECTORY

MAYOR AND CITY COMMISSIONERS, 1700 Convention Center Drive, 4th FL 305-673-7030 Dan Gelber, Mayor Ricky Arriola, Commissioner Michael Góngora, Commissioner Mark Samuelian, Commissioner Micky Steinberg, Commissioner Steven Meiner, Commissioner David Richardson, Commissioner


CITY ATTORNEY, 1700 Convention Center Drive, 4th FL 305-673-7470 Raul Aguila, City Attorney

CITY CLERK, 1700 Convention Center Drive, 1st FL 305-673-7411 Rafael Granado, City Clerk

CENTRAL SERVICES, 1700 Convention Center Drive, 1st FL 305-673-7480 Keith Valles, Central Services Coordinator

CITY MANAGER’S OFFICE, 1700 Convention Center Drive, 4th FL 305-673-7010 Jimmy Morales, City Manager Eric Carpenter, Assistant City Manager Mark J. Taxis, Assistant City Manager Alina Hudak, Assistant City Manager Marcia Monserrat, Chief of Staff FINANCE, 1700 Convention Center Drive, 3rd FL 305-673-7466 John Woodruff, Chief Financial Officer

HUMAN RESOURCES/LABOR RELATIONS, 1700 Convention Center Drive, 3rd FL 305-673-7524 Michael Smith, Human Resources Director

RISK MANAGEMENT, 1700 Convention Center Drive, 3rd FL 305-673-7014 Sonia Bridges, Risk Manager

INFORMATION TECHNOLOGY, 1755 Meridian Avenue, 4th FL 305-673-7040 Chris Sarandos, Chief Information Officer MARKETING & COMMUNICATIONS, 1701 Meridian Avenue, 5th Fl 305-673-7575 Tonya Daniels, Communications Director

OFFICE OF INSPECTOR GENERAL, 1130 Washinghton Ave, 6th FL 305-673-7020 Joseph Centorino, Inspector General

OFFICE OF MANAGEMENT & BUDGET, 1700 Convention Center Dr. 3rd FL 305-673-7510 Tameka Otto Stewart, OMB Director OFFICE OF ORGANIZATION DEVELOPMENT, 1700 Convention Center Drive, 3rd FL 305-673-7710 Dr. Leslie Rosenfeld, Chief Learning Development Officer

PROCUREMENT, 1755 Meridian Avenue, 3rd FL 305-673-7490 Alex Denis, Procurement Director

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APPENDIX IV - DIRECTORY


BUILDING DEPARTMENT, 1700 Convention Center Drive, 2nd FL 305-673-7610Ana Salgueiro, Building Director.

CODE COMPLIANCE, 555 17th Street 305-673-7555Hernan Cardeño, Code Compliance Director

ECONOMIC DEVELOPMENT, 1755 Meridian Ave 5th FL 305-673-7572Rickelle Williams, Economic Development Director

ENVIRONMENT AND SUSTAINABILITY, 1700 Convention Center Drive, 3rd FL 305-673-7010Elizabeth Wheaton, Environment and Sustainability Director

HOUSING AND COMMUNITY SERVICES (HCS), 555 17th Street 305-673-7491Maria Ruiz, HCS Director

PLANNING DEPARTMENT, 1700 Convention Center Drive, 2nd FL 305-673-7550Thomas Mooney, Planning Director

TOURISM AND CULTURE, 1755 Meridian Ave 5th FL 305-673-7577Heather Shaw, Acting TCD Director

OPERATIONS

CAPITAL IMPROVEMENT PROJECTS (CIP), 1701 Meridian Avenue, 3rd FL 305-673-7071David Martinez, CIP Director

FLEET MANAGEMENT, 140 MacArthur Causeway 305-673-7641Jorge Cano, Fleet Management Director

PARKING, 1755 Meridian Ave, 2nd FL 305-673-7505Saul Frances, Parking Director

PARKS AND RECREATION, 1701 Meridian Avenue, 4th Fl 305-673-7730John Rebar, Parks & Recreation Director

PROPERTY MANAGEMENT, 1833 Bay Road 305-673-7631Adrian Morales, Property Management Director

PUBLIC WORKS, 1700 Convention Center Drive, 4th FL 305-673-7080Roy Coley, Public Works Director

SANITATION, 140 MacArthur Causeway 305-673-7616Bradford Kaine, Sanitation Division Director

TRANSPORTATION, 1688 Meridian Avenue, 8th FL 305-673-7514José González, Transportation Director

PUBLIC SAFETY

FIRE, 2300 Pine Tree Drive 305-673-7120Virgil Fernandez, Fire Chief

EMERGENCY MANAGEMENT, 2300 Pine Tree Drive 305-673-7736Juan Mestas, Assistant Fire Chief

POLICE, 1100 Washington Avenue 305-673-7925Rick Clements, Police Chief

Documents

Presented to · presented to raul aguila dan gelber mayor commissioners city manager city attorney city clerk jimmy l. morales rafael granado micky steinberg mark samuelian