BUDGET in BRIEF FISCAL YEAR 2018-19 Serving, Enhancing, and Transforming Our Community

PROPOSED BUDGET IN BRIEF FISCAL YEAR 2018-19 Serving, enhancing, and transforming our community

1 FRANCIS X. SUAREZ Mayor

It seems like just yesterday that we were sheltering from the rain on inauguration day; now, it’s already time to present my first budget as Mayor. It has been said that a City’s budget is its most important policy document each year, but we have been changing direction and setting policy since that very first day.

The evidence is clear that the City is heading in a new and exciting direction. With the help of the City Commission, we repealed the regressive red light camera program, expanded ShotSpotter to cover a wider area of the City, and made the City more livable by setting aside $2 million in the Mid-Year Budget Amendment for Citywide beautification projects. I have also fostered a global, entrepreneurial technology hub by uniting with the shared workspace startup WeWork and pursuing Amazon’s second headquarters. Most importantly, I appointed Dr. Emilio T. Gonzalez as our City Manager to encourage professional responsiveness to our citizens.

That is only the first seven months!

In the next few months, residents will see where Miami can go. You will see partnerships with businesses, sports teams, visionaries, labor unions, and global trailblazers that will make every resident proud of the place we call home.

We have great opportunities and great challenges ahead of us. Looking inward, we must come to an agreement with our collective bargaining units, close out the potential lawsuits associated with the past, and move on while putting the City on a strong financial footing. As such, I am tasking the City Manager with mediating the Financial Urgency Lawsuits within the available financial and non- economic resources that we have, and calling upon our Union Presidents to meet us in reasonable settlements of our past disagreements.

I am encouraging all residents in the City of Miami to show their pride, engage their government, and challenge those that would say that the future is not incredibly bright for our metropolis. Together, we can make certain that everyone knows what a great place the City of Miami is to work, live, play, and raise a family.

Miami is a great place to work. We are open for business. This budget continues to build upon the momentum we have made in improving the permitting process for projects both large and small. I look forward to seeing the new Electronic Plans Review system up and running in October. It will enhance efficiency and propel us forward as a service city.

2 FROM THE MAYOR

Miami is a great place to live. We added Police Officers and Firefighters in the Mid-Year Budget Amendment. I have also challenged our new Police Chief to make this the safest City in the nation and have supported the steps he has taken to make that a reality.

I am also proposing to add $5 million more for Citywide Beautification projects in the new fiscal year. Even better, this funding will not come from the City’s general fund. That is, we will not use property taxes to pay for these important projects! To ensure that these projects stay beautiful, I am proposing that we add a field crew and an arborist in the Resilience and Public Works Department to maintain these projects once built.

Miami is a great place to play. We have world-class parks of every type. Whether you want to swim at Jose Marti Park, play soccer in Little Haiti, stroll in a natural hammock in the middle of an urban setting at Simpson Park, enjoy some sand and surf at Virginia Key Beach, launch a boat into the water at Antonio Maceo Park, or swing on the playground at Coral Gate Park – there is something for everyone.

Miami is a great place to raise a family. Gloria and I are proud of our roots and the future that we are creating for our children. The Miami Forever Bond program addresses two of our most pressing problems for families – affordable housing and flooding issues. At the urging of the City Commission, the new emphasis and direction that the City Manager is taking with our Department of Housing and Community Development is a clear leap forward. As well, the new energy surrounding capital improvements – especially the new Stormwater Master Plan is incredible.

Finally, Miami is a City that not only does the right things, but we do them the right way. Just a few months into my tenure as Mayor, the City received a bond ratings upgrade from Moody’s Investment Services. Dr. Gonzalez has the entire workforce operating with new vigor and proficiency. Our residents can see the proof by looking at the new quality of our Office of Code Compliance. They are working to strike a balance between the needs of our residents while still being understanding of local businesses. The work we are doing, and how we are doing it, is making Miami a safe, clean, and livable place for all.

These are the first steps in the first year of my administration. I invite everyone reading this to join me as we meet the future with energy, confidence, and creativity.

Respectfully,

Francis X. Suarez

3 EMILIO T. GONZALEZ, Ph.D. City Manager

(305) 250-5400 • egonzalez @miamigov.com

I am pleased to present the Mayor’s FY 2018-19 Proposed Budget for the City of Miami, Florida. This message will serve as a summary of the proposals contained herein, the four funds that form the operating budget, and select projects from the capital budget.

Our budget follows the key priorities of the City’s Strategic Plan:

n MOBILITY SOLUTIONS - Increasing and improving mobility and transit options for our residents n HOUSING OPTIONS - Increasing the supply of housing that is affordable and increasing home ownership n PUBLIC SAFETY - Keeping our residents and City safe n INTERNAL SERVICES - Improving the way we deliver municipal services to our citizens n SHARED CIVIC SPACES - Enhancing the public realm

We have aligned each city department is aligned to a primary priority area and goal with specific objectives. Department Directors are held accountable for meeting those goals and staying within their approved budgets. Although challenging, we are the guardians of the public purse and will ensure that the city spends within its means.

We are proposing two changes to the City’s table of organization. To be more efficient and to provide a greater breadth of wrap-around services to the City’s most vulnerable, we are proposing the creation of a Department of Human Services. This new Department will not create any new positions or grow costs in any way. Rather, by re-organizing the functions of Homeless Services, workforce Opportunity Centers, veterans affairs, childcare services, and Live Healthy Little Havana, the City can create synergies and provide better services to those most in need. Mr. Milton Vickers will be named to head this Department.

The second change is to merge the Office of Film and Entertainment into the existing Communications Department. Again, this will not create any new positions or grow costs in any way. Rather, it will make these functions more efficient by combining their strengths and contacts to improve their coordination.

These two changes are in addition to the two newly reconfigured Departments included in the Mid-Year Budget Amendment: the Resilience and Public Works Department and the Department of Innovation and Technology (aptly called “DoIT” by its Director and staff).

We have also refocused and renamed the Community and Economic Development Department to the Department of Housing and Community Development. This emphasizes the housing responsibility of the department.

Our total operating budget is $1.086 billion broken-down into:

• $750.686 million in the General Fund (the City’s primary operating fund which is also the property tax- supported fund)

4 FROM THE CITY MANAGER

• $161.603 million of Special Revenues (which are accounts for revenues that are restricted to a specific purpose such as the Tree Trust Fund, the County Surtax for Trolley service, or the grant for afterschool snacks for kids)

• $100.316 million in the Internal Service Fund (accounts for internal cost allocation across various City cost centers such as insurance or information technology systems used by all departments)

• $73.823 million in the debt service fund (accounts for proceeds of City-issued general obligation debt or special obligation debt and repayment of the associated principal and interest).

The total six-year funded amount of the capital budget is $622.268 million with $24.703 million of new capital appropriations proposed for FY 2018-19.

Our proposed General Fund budget for FY 2018-19 of $750.686 is $23.858 million higher than last year’s adopted General Fund budget of $726.828 million. This is the part of the budget that funds the largest number of City functions, has the least number of restrictions on how the funds can be spent, and therefore has the most pressure upon it.

It is important to note that this budget does not use any prior year accumulated fund balance as was done in the prior budget for FY17-18. That is, it does not reach backwards into the previous year for funding – it is balanced on its own in the one year and contains a $5 million one-year reserve as required by the City’s Financial Integrity Principles.

It is truly remarkable what we have been able to fund in this budget.

• There is no increase in the total property tax rate. We are, however, proposing increasing the operating property tax millage by 0.15 mills and reducing the debt millage rate by the same amount. This will require a supermajority of four votes of the City Commission according to State law, instead of the normal three-vote simple majority.

• Every employee that is due a raise has it funded in this budget (that is the “Normal Step Progression” included for all employees). This is five percent for each of the first ten years of service and then varying increases in years eleven and following.

• The budget absorbs slowed property tax roll growth and the reduction of select revenues when compared to the year before.

• The budget absorbs the full-year cost of the current year Mid-Year Budget Adjustments.

• The budget absorbs increased costs for health care, workers compensation claims and insurance premiums, and known legal fees that have all increased dramatically from the previous budget.

• The budget funds select operating and capital enhancements for life and safety concerns or prior commitments.

5 • The budget includes a reserve of $14.050 million for legal settlements with two unions or labor negotiations with the three unions that have, or will have, open contracts - the Miami General Employees, American Federation of State, County, and Municipal Employees (AFSCME Local 1907); the Fraternal Order of Police, Walter E. Headley, Jr., Miami Lodge No. 20 (FOP); and the International Association of Fire Fighters, AFL-CIO Local 587 (IAFF).

We have challenged ourselves to find ways to make this labor negotiations and settlements reserve as large as possible. All Departments have worked together to identify certain reductions that generally have a lesser impact on City services to afford a labor reserve of this magnitude.

That is not to say that there are not some service impacts. For instance, Grapeland Water Park will open a week later in the year and close several weeks sooner, but it will save our taxpayers approximately half a million dollars.

We are also proposing to eliminate 59 vacant, non-sworn positions from across almost every department and freezing 24 vacant sworn positions (15 in the Fire-Rescue Department and 9 in the Police Department). All of the sworn positions and most of the civilian positions have been vacant for more than a year. This means that the real impact on services should be minimal and departments will have to find a way to get the job done with these changes.

For a full list of changes to positions (additions, reductions, freezing of funding, and transfers between Departments), please see the “Personnel Overview” pages at the end of the Introductory Section of this budget.

As another example of our fiscal creativity, our Chief Financial Officer, Sandra Bridgeman has worked with staff from the Office of Grants Administration and the new Department of Human Services to propose that we no longer accept the grant from CareerSource South Florida that will allow the City to place a broader range of individuals into employment and ultimately save the City a bit of money. Though, it should be noted, that the purpose of this change is not to save money, but to allow staff greater latitude in employment placement decisions, ultimately providing a greater service to some of our most exposed residents when they need it most.

A sense of innovation and creativity now permeates across all Departments. More than 150 employees have been trained in the Miami Innovation Academy on the principles and application of LEAN thinking. These employees will work to bring greater efficiency as we continue to discover new ways of delivering better services at a lower cost.

In this spirit of innovation, there are several aspects of our service delivery that we will analyze over the remainder of the Summer of 2018:

• Steven Williamson, Director of the Office of Capital Improvements, will review every capital project for priority and viability and report back on his findings and recommendations.

• Mr. Williamson will also complete the preparation of a planning, design, and construction program for the Miami Forever Bond.

6 FROM THE CITY MANAGER

• Mr. Milton Vickers will explore a Strategic Plan for addressing homelessness in our City in conjunction with the various resources in the new Department of Human Services.

• Police Chief Jorge Colina and Fire Chief Joseph Zahralban will work together to determine whether the City can combine 9-1-1 and emergency dispatch functions.

• GSA Director Ricardo Falero will work with Budget Director Christopher Rose to explore a vehicle lease program to ensure that our employees have the proper equipment and vehicles required to do their jobs effectively.

The results from these projects are expected to be presented to the City Commission prior to the First Budget hearing in September 2018.

We are also prepared to face several future challenges – both financial and non-economic. Our next budget cycle (FY 2019-20) will likely see a third homestead exemption for our residents. While this is good for homeownership (one of our key priorities), it represents another year of significant revenue reductions (approximately $8 million). Likewise, the funding from Miami-Dade County alone cannot pay for the existing Trolley system. Therefore, we will need to seek additional funding from every opportunity and partner possible.

While we work to enhance the revenue side of the equation, we must also scrutinize our expenditures. As such, each of our departments must contain costs in the current year. Our goal is to not need a Mid-Year Budget Amendment for FY 2018-19. Directors should try to save money as a normal course of action, but we need to see how efficient we can be while still providing excellent service.

Finally, we will need to roll up our sleeves and close the open labor contracts, settle with our unions, and begin to look to the future. We have a fixed amount of funding going forward and it will be a true challenge to meet in the middle. To optimistically paraphrase from a famous movie, “among reasonable people, the problems of business can always be solved.” We must get this done.

Our City of Miami Commission will have the opportunity to set the proposed property tax millage rate and discuss the exact dates for the two September Budget Hearings at the July 26, 2018 regular Commission Meeting. City staff will meet with city commissioners as our elected representatives of the people along with their staff, labor leaders, and members of the public. Office of Management and Budget staff will also conduct their regular Community Budget Meetings at the end of July and the beginning of August. We conclude with a special “Thank You” to Budget Director Christopher Rose, Deputy Director Leon Michel and all of the budget staff that worked so hard on weekends and holidays to get this budget to this stage of the process. A thank you also goes out to Deputy City Manager, Joseph Napoli, and the three Assistant City Managers that helped shepherd this budget along.

Respectfully yours,

Emilio T. González, P.h.D.

7 CITY COMMISSION DISTRICTS

Commission Districts

District 1: Commissioner Wifredo “Willy” Gort

District 2: Vice-Chairman Ken Russell

District 3: Commissioner Joe Carollo

District 4: Commissioner Manolo Reyes

District 5: Chairman Keon Hardemon District 5

District 1

District 2

District 4 District 3

8 ELECTED OFFICIALS

CITY OF MIAMI

VISION STATMENT Miami is a modern and diverse city that is a global leader in technology, innovation, and resiliency. MISSION STATMENT The City of Miami is committed to Francis X. Suarez Keon Hardemon Ken Russell elevating the quality of life of its Mayor Commissioner - District 5 Commissioner - District 2 residents by improving public safety, Chairman Vice-Chairman housing, mobility, diverse shared spaces that foster community, and efficient and transparent government.

VALUES Innovative Morality Professionalism Accountability Wifredo (Willy) Gort Joe Carollo Manolo Reyes Commissioner - District 1 Commissioner - District 3 Commissioner - District 4 Compassionate Teamwork APPOINTED OFFICIALS

Emilio T. González Victoria Méndez City Manager City Attorney

Todd B. Hannon Theodore Guba City Clerk Auditor General

9 FY 2018-19 BUDGET OVERVIEW

The City adopts two budgets every year - an Operating Budget and a Capital Budget.

The City’s Proposed Operating Budget for FY 2018-19: $1,086,428,000 $526,375,000 $1,086,428,000 The City’s Proposed Capital Budget for FY 2018-19: $526,375,000 with $24,803,000 newly appropriated.

Debt Service Funds: $73,823,000 Internal Service Fund: $100,316,000 FY 2018-19 Proposed Operating Budget

The City’s Operating Budget is comprised of four separate fund groups:

• General Fund - City’s primary operating fund

Special Revenue Funds: $161,603,000 • Special Revenue Funds - accounts for revenues that are restricted to a specific purpose General Fund: $750,686,000 • Debt Service Funds - accounts for proceeds of City issued debt and repayment of principal and interest

• Internal Service Fund - accounts for internal cost allocation between various City cost centers

10 REVENUES AND EXPENDITURES PROPOSED BUDGET

1.4% 0.7%0.7% 0.5% Where the Money Comes From: General Fund Revenue Sources Total: $750,686,000

8.9% Property Taxes • $356.7 million • 47.9% Franchise Fees and Other Taxes • $115.8 million • 15.4% Charges for Services • $115.4 million • 15.4% 9.1% Intergovernmental Revenues • $68.1 million • 9.1% Licenses and Permits • $67.0 million • 8.9% Other Revenues (Inflows)• $10.2 million • 1.4% 47.9% Fines and Forfeitures • $5.5 million • 0.7% 15.4% Transfers In • $5.4 million • 0.7% Interest • $3.6 million • 0.5%

15.4% The General Fund includes revenues from a variety of sources, including fees, fines, and state and local taxes. Property tax revenue comprises 47.9% of total General Fund revenues and represents the largest source of funding for general operations.

Where the Money Goes: Expenditures by Category 5.2% Salaries and Wages • $323.3 million • 43.1% 7.3% Employee Benefits• $217.2 million • 28.9% Other Expenses • $116.1 million • 15.5% Budget Reserve •$39.3 million • 5.2% 15.5% Transfer Out • $54.7 million • 7.3% 43.1% Transfer to Capital • $11.2 million Transfer to Special Revenue • $13.6 million Transfer to Debt Service • $28.1 million Transfer to the Transportation Trust • 1.8 million 28.9% Personnel costs, including wages and employee benefits, represent the largest General Fund expenditure category. These costs account for almost three-quarters of the total General Fund expenditure budget.

3.1% Where the Money Goes: Expenditures by Function 8.7% Public Safety • $386.0 million • 51.4% Resilience and Public Works • $85.1 million • 11.3% 10.4% General Government • $78.1 million • 10.4% Other Departments • $65.5 million • 8.7% Planning and Development • $22.9 million • 3.1% 11.3% 51.4% Non-Departmental Accounts • $109.5 million • 14.6%

14.6% More than half of General Fund spending is allocated to the provision of public safety services. The Police Department and the Fire-Rescue Department together comprise 51.4% of the General Fund expenditure budget.

11 CITY ORGANIZATION

CITY COMMISSION Francis X. Suarez Chief Administrator / City Manager Executive Mayor Emilio T. González, Ph.D. Chairman: Keon Hardemon District 5 Deputy City Manager Joseph F. Napoli Vice-Chairman: Ken Russell District 2 Assistant City Manager Assistant City Manager Assistant City Manager Commissioner: Chief of Operations Chief Financial Officer Chief of Infrastructure Wifredo “Willy” Gort Fernando Casamayor Sandra Bridgeman Nzeribe Ihekwaba, Ph.D., PE District 1 Code Compliance Finance Building Agenda Commissioner: James Bernat Erica T. Paschal-Darling, CPA Jose S. Camero, RA Coordination Miriam M. Arcia Joe Carollo District 3 General Services Human Services Capital Improvements Communications Milton Vickers Administration Steven C. Williamson Commissioner: Ricardo Falero Eugene Ramirez Manolo Reyes District 4 Innovation and Parks and Recreation Grants Administration Equal Opportunity Technology Kevin M. Kirwin Michael Sarasti Lillian P. Blondet and Diversity Programs Asseline Hyppolite Planning Neighborhood City Attorney Housing and Community Francisco J. Garcia Victoria Méndez Enhancement Team Development vonCarol Y. Kinchens George Mensah Fire-Rescue Joseph F. Zahralban Resilience and City Clerk Public Works Real Estate and Asset Management and Budget Todd B. Hannon Alan M. Dodd, P.E. Management Christopher Rose Human Resources Daniel Rotenberg Angela Roberts Resilience and Independent Procurement Solid Waste Sustainability Auditor General Annie Perez, CPPO Police Mario F. Nuñez Jane Gilbert Theodore Guba, CPA Jorge R. Colina

Risk Management Zoning Ann-Marie Sharpe, ARMP, CPPT Devin M. Cejas

Coconut Grove BID Fire Fighters’ and Police Bayfront Park Civil Service Tim Schmand, Acting Officers’ Retirement Trust Management Trust Tishria L.Mindingall Dania L. Orta Jose Gell, Acting Downtown Development General Employees’ and Authority Sanitation Employees’ Civilian Alyce Robertson Retirement Trust Edgard Hernandez Investigative Panel Cristina Beamud Liberty City Trust Elaine Black Midtown CRA Pieter Bockweg Miami Parking Miami Sports and Authority Exhibition Authority Omni CRA Arthur Noriega Lourdes Blanco Jason Walker

Southeast Overtown Virginia Key Beach Wynwood BID Park Trust Manny Gonzalez Park West CRA Niel Shiver Guy Forchion

12 GENERAL FUND BUDGET BY DEPARTMENT

FY FY FY FY 2017-18 2018-19 2017-18 2018-19 Adopted Proposed Adopted Proposed Public Safety BUDGET BUDGET POSITIONS POSITIONS Fire-Rescue $130,864,000 $141,948,000 847 863 Police $235,486000 $244,010,000 1,752 1,785

Public Works

Capital Improvements $3,252,000 $3,658,000 45 52 General Services Administration $23,067,000 $25,147,000 141 140 Resilience and Public Works $21,111,000 $22,432,000 140 154 Solid Waste $33,291,000 $33,884,000 236 237 Transportation Management $0 $0 10 0

General Government 0 Agenda Coordination $397,000 $402,000 3 3 City Attorney $8,418,000 $9,356,000 60 59 City Clerk $1,753,000 $1,845,000 13 12 City Manager $3,916,000 $2,920,000 22 15 Civil Service $428,000 $425,000 3 3 Code Compliance $6,728,000 $6,934,000 59 61 Commissioners $3,602,000 $3,912,000 36 36 Communications $1,592,000 $2,207,000 13 18 Equal Opportunity and Diversity Programs $438,000 $445,000 3 3 Film and Entertainment $424,000 $0 5 0 Finance $8,873,000 $9,296,000 70 69 Grants Administration $1,741,000 $1,829,000 41 10 Human Resources $4,603,000 $4,736,000 39 38 Human Services $0 $4,264,000 0 64 Independent Auditor General $1,126,000 $1,368,000 9 9 Innovation and Technology $10,956,000 $13,597,000 93 84 Management and Budget $2,843,000 $2,499,000 19 17 Mayor $1,333,000 $1,454,000 13 13 Neighborhood Enhancement Team (NET) $6,514,000 $7,279,000 79 80 Procurement $2,701,000 $2,572,000 21 20 Resilience and Sustainability $785,000 $723,000 5 4 Veterans Affairs and Homeless Services $1,722,000 $0 48 0

Other Departments

Housing and Community Development $2,411,000 $1,689,000 35 35 Parks and Recreation $44,752,000 $47,754,000 300 294 Real Estate and Asset Management $12,052,000 $13,090,000 63 59 Risk Management $2,920,000 $2,952,000 20 20

Planning and Development

Building $12,533,000 $13,984,000 97 99 Planning $4,763,000 $5,789,000 49 48 Zoning $2,305,000 $3,089,000 23 27 Non-Departmental Accounts $127,128,000 $113,197,000 0 0

TOTAL $726,828,000 $750,686,000 4,412 4,431 TOTAL

*Budget amounts are General Fund only. Position counts are for all funds.

13 CITY OF MIAMI OPERATING BUDGET

GENERAL FUND AMOUNTS Current Year FY 2018-19

Parks and Recreation $47,754,000

Non-Departmental $113,197,000 Solid Waste $33,884,000

General Services Administration $25,147,000

Fire-Rescue Resilience and Public Works $141,948,000 $22,432,000 Building $13,984,000 Innovation and Technology $13,597,000 Real Estate and Asset Management Police $13,090,000 $244,010,000 City Attorney $9,356,000 Finance $9,296,000 Neighborhood Enhancement Team (NET) $7,279,000 Code Compliance $6,934,000 Planning $5,789,000

Departments with Operating Budgets less than $5 million

Human Resources...... $4,736,000 City Clerk...... $1,845,000 Human Services...... $4,264,000 Grants Administration...... $1,829,000 Commissioners...... $3,912,000 Housing and Community Development.... $1,689,000 Capital Improvements...... $3,658,000 Mayor...... $1,454,000 Zoning...... $3,089,000 Independent Auditor General...... $1,368,000 Risk Management...... $2,952,000 Resilience and Sustainability...... $723,000 City Manager...... $2,920,000 Procurement...... $2,572,000 Equal Opportunity and Diversity Programs...... $445,000 Management and Budget...... $2,499,000 Civil Service...... $425,000 Communications...... $2,207,000 Agenda Coordination...... $402,000

14 CITY OF MIAMI CAPITAL BUDGET

TOTAL SIX-YEAR PLAN (not including the Miami Forever Bond) Current Year FY 2018-19

Resilience and Public Works $49,085,000

Real Estate and Asset Management $41,046,000 Capital Improvements $161,191,000

Fire-Rescue $32,594,000

General Services Administration $19,096,000 Parks and Recreation $190,412,000 Police $14,918,000

Departments with Capital Budgets less than $10 million

Building...... $7,835,000 Solid Waste...... $3,434,000 Innovation and Technology...... $2,582,000 Neighborhood Enhancement Team...... $1,709,000 Code Compliance...... $1,050,000 Planning Department...... $725,000 Communications...... $438,000 Risk...... $300,000 Procurement...... $60,000

15 YOUR PROPERTY TAX BILL

Regional Taxing Authorities 2¢ Allocation of Each Dollar Paid in Property Taxes - FY 2018-19

City of Miami Operating 36¢ Miami-Dade County 36¢ 27¢ City of Miami 38¢

City of Miami Debt 2¢ 2¢ Miami-Dade Public Schools 33¢

MILLAGE AND PROPERTY TAX

FY 2017-18 TOTAL Adopted FY 2018-19 TOTAL The City’s total proposed property tax rate for FY 2018-19 is 8.0300, the MILLAGE RATE 8.0300 MILLS PROPOSED MILLAGE RATE same as FY 2017-18. General Operations: 7.4365 General Obligation Debt: 0.5935 8.0300 MILLS General Operations: 7.5865 General Obligation Debt: 0.4435 $209,998 $500,000 Total Assessed Value Average Homestead $1,000,000

FY 2017-18 Taxes 8.0300 $1,741 $4,145 $8,290

FY 2018-19 Taxes 8.0300 $1,741 $4,145 $8,290

16 DEBT SERVICE OVERVIEW

GENERAL OBLIGATION BONDS

Maximum Annual Debt Service of approximately $28.4 million (FY 2021-22) • Final Maturity in 2029 General Obligation Bond Debt Service

SPECIAL OBLIGATION BONDS

Maximum Annual Debt Service $56.8 million (FY 2018-19) • Final Maturity in 2039 Special Obligation Bond Debt Service TAX ROLL AND MILLAGE HISTORY

Net Assessed Valuation of Taxable Property and Total City Millage Rate

Millage Rate Total

Taxable Assessed Value (Billions) Assessed Value Taxable

Pood FISCAL YEARS

Taxable Assessed Value Total Millage Rate

18 FINANCIAL HISTORY

Revenues, Expenditures, and General Fund Ending Balance

750 160 418 4,418 74, 163,07 163,0 160,143,418 712

700 404, 140 7, $14 62

650 136,852 ,7 120

5 131,521,349 $126,256,513 105,05

600 11 7, 100 $112,422,587

550 $100,450,144 80

,878

59 ,9

,878 59 $87 $82 ,9 500 60 $75,471,000 GF Ending Fund Balance (Millions) GF Ending Fund

(Millions) GF Revenues/Expenditures 544,000

450 $5 7, 40

,644,174 ,473,285 $19 400 $17 20

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Unaudited Proposed

350 0 Pood FISCAL YEARS

GF Ending Fund Balance GF Revenues GF Expenditures

19 CAPITAL OVERVIEW

Summary by Department Summary by Program Fund

Name Total Cost Total Funding Priors Current Projection Unfunded 2.1% Six Year Plan Six Year Plan Years Five Years 1.7% 0.6% Resilience and Public Works 187,359,000 49,085,000 37,635,000 8,200,000.00 3,250,000 138,274,000 8.6% 6.5% 0.2% Office of Capital Improvements 970,685,000 161,191,000 152,408,000 5,483,000.00 3,300,000 809,494,000 12.1% Real Estate and Asset Management 166,098,000 41,046,000 38,218,000 2,828,000.00 125,052,000

Parks and Recreation 433,218,000 190,412,000 187,993,000 2,419,000.00 242,806,000

Police 363,048,000 14,918,000 8,599,000 2,360,000.00 3,959,000 348,130,000 23.5% Fire-Rescue 73,995,000 32,594,000 23,991,000 1,601,000.00 7,002,000 41,401,000 22.1% Building 8,000,000 7,835,000 6,873,000 962,000.00 165,000

Code Compliance 1,100,000 1,050,000 100,000 950,000.00 50,000

Housing and Community Dev. 25,000,000 25,000,000 22.4%

General Services Administration 21,247,000 19,096,000 15,245,000 3,851,000 2,151,000

Solid Waste 6,434,000 3,434,000 3,434,000 3,000,000

Innovation and Technology 2,582,000 2,582,000 2,582,000

Neighborhood Enhancement Team 1,849,000 1,709,000 1,709,000 140,000 n Streets and Sidwalks �� 123,671,000 n Mass Transit....8,945,000

n n Solid Waste..... 3,374,000 Office of Planning 725,000 725,000 725,000 Parks and Recreation..... 118,313,000 n Public Facilities...... 116,527,000 n Disaster Communications 438,000 438,000 438,000 Recovery...... 1,251,000 n General Government �� 63,607,000 Risk 300,000 300,000 300,000 n Public Safety ...... 45,474,000 TOTAL: Procurement 60,000 60,000 60,000 n Storm Sewer...... 34,456,000 526,475,000 Grand Total 2,262,138,000 526,475,000 480,310,000 24,803,000 21,362,000 1,735,663,000 n Sanitary Sewers...... 10,857,000

Summary by Funding Source Summary of Funding Status

1.8% 1.0% 4.6% 3.6% 0.6%

20.8%

64.5% 12.2% 24.5%

12.3%

67.6%

11.0%

n n City Funds...... 356,132,000 n Other Local Units...... 9,538,000 Funded ...... 248,368,000 n n n City Debt Proceeds...... 109,573,000 n Private/Other...... 5,447,000 Partially Funded...... 555,246,000 Partially Funded Allocated 278,107,000 n n Miami-Dade County ...... 24,019,000 n Federal...... 3,111,000 Unfunded...... 1,458,524,000 n Partially Funded Shortfall n State...... 18,655,000 277,139,000

TOTAL: 526,475,000 TOTAL: 2,262,138,000

20 CRA City of Miami SUMMARY Community Redevelopment Agency Districts

NW 45TH ST G T H ST A E NE 45T TE N C

V L D L E A A N NW 44TH ST H E V R C

T U V NW 44TH ST H A T E 6 NE 44TH ST

T A L N H A

8 I T L W H O E

T 4 N M W Y P 6 NW 43RD ST NW 43RD ST ST E

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5 T 5 9 S W I D AMP 1 R E 5 OFF W I 9 NW 40TH ST NE 40TH ST E

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N Property Tax (City) $4,072,244

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8 Property Tax (County) $2,555,958

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N Last Updated: 7/5/2018 NW 32ND ST E

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V NW 27TH ST Omni E NE 2 NW 27TH ST A 6TH TER

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8 NW 26TH ST W NW 25TH ST Southeast Overtown/ Park West

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N NW 23RD ST NW 23RD ST V NE 23RD TER A NW 22ND LN NE 23RD ST NE 23RD ST H

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Property Tax (City) $11,048,337 H

M T NW 21ST ST L

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W H NE 20TH TER

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C NW 20TH ST W NE 20TH ST NE 20TH ST Property Tax (County) $7,678,332

H NE 19TH TER

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N B M I B E E W A L B P R V L

Created by: City of Miami ITD, GIS Team | Author: O. Lopez | Date: July 5 2018 | Path: \\riverside\city\GIS\EOC_Maps\EOC\EOC_MXD\sourceMxds2018\[email protected]

21 FULL TIME EMPLOYEES

2009 to 2019

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Public Safety 2,413 2,161 2,383 2,282 2,286 2,338 2,447 2,548 2,580 2,599 2,648

Public Works 521 446 442 442 443 452 506 517 573 572 583

General Government 611 475 507 533 540 538 519 608 622 654 618

Other Departments 352 304 283 262 263 273 275 368 419 418 408

Planning and Development 128 96 101 111 124 126 135 138 152 169 174

TOTAL 4,025 3,482 3,716 3,630 3,656 3,727 3,882 4,179 4,346 4,412 4,431

FISCAL YEARS

Public Safety Public Works General Government Other Departments Planning and Development

22 PROPOSED BUDGET IN BRIEF FISCAL YEAR 2018-19 Serving, enhancing, and transforming our community

GENERAL FUND BALANCE HISTORY

(Millions)

naudid Pood

Total Non-Expendable Restricted Assigned Unassigned Financial Integrity Principle

26 HOW TO USE THIS BOOK GENERAL

Introductory This section contains general information about the City of Miami, the Section budget development process, and its financial structure.

This section contains an overview of the Strategic Plan and information about each of the City’s Financial funds: the Governmental Funds, the Overview General Fund, the Special Revenue Funds, the Debt Service Funds, the Section Internal Service Fund, and the Capital Plan. Also included are overviews of the consolidated budget, personnel, collective bargaining units, and all funds transfers out schedule.

This section provides detailed information about the Operating Budgets of each of the City’s departments divided into the following sections: General Department Government, Planning and Development, Public Works, Public Safety, and Budgets Other Departments and Expenditures. The department budgets include information on staffing allocations, current year strategies, prior year accomplishments, and historical trends in departmental performance.

The appendices include multi-year budget projections for all operating funds, information on the City’s cost allocation plan, and non- departmental budget considerations. This section also includes summary Appendices schedules and graphs for all operating funds, as well as historical property tax, millage rate, economic, demographic statistics, financial health, and reference information.

27 HOW TO USE THIS BOOK DEPARTMENT PAGES

The Department Budget section provides detailed information about each of the City’s departments. Each department’s budget description includes the following information:

Mission Statement The mission statement defines how the department will work to achieve the Office of vision of the City and addresses why the department is in existence. the Director Description Information about the department, its core functions, and its primary customers and stakeholders.

Table of Organization and Staffing Summary Administration and Operations Operations A chart illustrating the organizational structure of the department, and a staffing Support summary outlining the divisions within the department, the functions each performs, and a comparison of budgeted employees from the prior year to the current year.

Department Summary A summary of historical expenditures and current budget allocations by fund and expenditure category.

Strategies, Accomplishments, and Budget Highlights A list of key department strategies for the current fiscal year, key accomplishments from the prior year, and major changes made to the department’s budget.

Strategic Alignment and Performance Measures A list of department performance metrics with historical trends and targets.

Expenditure by Object and Fund A detailed summary of expenditures by account and by fund comparing the current budget to the prior years’ budget. ACKNOWLEDGMENTS

The Office of Management and Budget staff would like to extend our gratitude to the Elected Officials, City Manager, Deputy City Manager, Assistant City Managers, Department Directors, and the entire staff for their assistance and continued support to this year’s budget effort.

THANK YOU

Director Christopher Rose

Deputy Director Leon P. Michel

Budget Coordinators Pedro Lacret Lai-Wan E. McGinnis Yvette Smith

Senior Budget Analysts Fred Pericles Luis O. Hernandez Torres

Budget Analysts Donovan F. Dawson Aniska M. Elliott Everton A. Garvis Jacques Joseph

Administrative Assistant II Marisol Fernandez

Administrative Aide II Rachel Quintana

Administrative Aide I Crystal Hoffman Daniel Alcala

Special Projects Specialist Rene L. Hernandez

Youth Intern Josue A. Corado

The Office of Management and Budget would like to extend a special recognition to Richard Rios, GSA- Graphics Reproduction section, for his creativity and diligence with the production of the budget books.

A special thanks to Jay Patwa and Guy Marcus from the Innovation and Technology Department for their technical assistance in the book production process. BUDGET CALENDAR

• Departments develop base budget and enter data into Hyperion. January and • Departments develop requests for new funding or enhancements and enter data into Hyperion. February • Departments develop plans to reduce the budget through efficiencies or service cuts and enter data into Hyperion. • By the end of February, Department Directors submit an e-mail message to OMB Director noting that the data has been entered into Hyperion.

• Departments prepare and submit Staffing and Functional Tables of Organization by mid-March. • Departments prepare and submit capital requests for funding. March • Initial review and revision period is in the month of March. • Mayor delivers the “State of the City” Address setting priorities for future years by the end of March.

• Meetings between departments and OMB to discuss unresolved issues, important April items, and capital requests begin in the last week of March through the first week of April. • Departments prepare and submit preliminary objectives, measures, and targets by the end of April.

• Meetings with the City Manager to discuss unresolved issues, important items, and capital May requests begin the last week of April and continue through mid-May. • Community Budget Meetings to seek public input.

• From mid-May through mid-July, operating and capital budget proposals are finalized, June production of the Proposed Budget Books is set in motion, and the Proposed Operating and and Capital Budgets are released on or before July 15th. July • The City Commission votes for a proposed millage in late July. • Community Budget Meetings to explain the Proposed Budget.

• Additional budget discussions occur through September when two public budget September hearings are held. • The Final Operating Budget and Capital Plan are adopted in late September.

• Line item operating budgets are loaded, capital accounts are updated, and Adopted October Budget Books are published. • Community Budget Meetings to explain the Adopted Budget. CITY PROFILE

Year of Incorporation: 1896 Area of City of Miami: 55.3 Square Miles (Land 35.7; Water 19.6)

Year Population Median Household Median Age Unemployment Source (a): U.S. Bureau of the (a) (b) (c) Census, American Community Income Rate (d) Survey

2004 379,550 $24,031 37.0 3.9% * Source: U.S. Bureau of the Census, Annual Estimates of 2005 361,701 $25,211 39.1 3.2% Residential Population, 2017 Source: (b): U.S. Bureau of the 2006 358,091 $27,088 39.2 2.8% Census, 2012 - 2016 5-Year American Community Survey

2007 348,827 $29,075 39.9 3.1% Source: (c): U.S. Bureau of the Census, 2012 - 2016 5-Year 2008 343,142 $28,333 41.2 4.8% American Community Survey

Source: (d): U.S. Bureau of 2009 433,143 $28,999 38.8 10.4% Labor Statistics: Local Area Unemployment Statistics - 2010 399,457 $27,291 37.7 11.1% Miami-Miami Beach-Kendall – Annual Averages (as of April 2017) 2011 412,438* $30,270 39.1 9.4% 2012 416,917* $28,301 39.2 8.3% 2013 421,363* $30,375 39.0 7.6% 2014 430,332* $30,858 39.1 6.8% 2015 441,003* $31,051 39.4 4.8% 2016 456,089 $31,642 39.7 4.4% 2017 463,347 Not Available 40.1 3.7%

City Population Trend Population by Sex

500,000

450,000

400,000 463,347 453,579

350,000 441,003 433,143 430,332 421,363 416,917 412,438

300,000 399,457

379,550 MALE FEMALE 361,701 358,091 348,827

250,000 343,142 49.7% Source: 50.3% U.S. Bureau of the Census, 200,000 2012 - 2016 5-Year American Community Survey 150,000

100,000

50,000

0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Population by Race/Ethnicity

Hispanic 67.4%

Black 19.8%

White 11.3%

Asian 0.9%

Mixed 0.4%

Other 0.2%

Source: U.S. Bureau of the Census, 2017 Census 0% 10% 20% 30% 40% 50% 60% 70%

Cost of Living in Miami-Dade County (U.S. Average =100) Poverty and Per Capita Income Cost of Living in Miami 122.8 Source: U.S. Bureau of the Census, American Community Survey, 5-Year Estimates (2012-2016) Utilities 99

Per Capita Money Income (2016) Grocery Items 105.6 $23,498 Misc. Goods and Services 106

Percentage of persons below Healthcare 108 poverty level Transportation 112 27.6% Housing 157

Source: Sperling’s Best Places, 2018

Cost of Living Index - selected U.S. Cities Indianapolis, IN 87.2 Nashville, TN 88.9 Pittsburgh, PA 91.5 Dallas, TX 91.9 Columbus, OH 92.0 Phoenix, AZ 95.0 Austin, TX 95.5 Atlanta, GA 95.6 Educational Attainment Raleigh, NC 98.2 Montgomery County, MD 99.2 Las Vegas, NV 102.5 Population 18 to 24 years 35,268 Denver, CO 103.2 Less than high school graduate 30.9% Miami, FL 106.0 Chicago, IL 116.9 High school graduate (incl. equivalency) 23.1% Philadelphia, PA 126.5 Newark, NJ 129.7 Some college or Associate’s degree 20.9% Boston, MA 132.5 Bachelor’s degree or higher 8.5% Los Angeles, CA 136.4 Washington DC 140.1 New York City, NY – (Manhattan) 216.7 Population 25 years and over 333,193 Source: C2ER, Arlington, VA, ACCRA Cost of Living Index, Annual Average 2010 Less than 9th grade 31.5% 9th to 12th grade, no diploma 10.8% Housing Occupancy High school graduate (incl. equivalency) 25.5% City of Miami Some college/Associate’s degree 22.1% Source: (b): U.S. Census Bureau, 2012-2016 5-Year American Community Survey Bachelor’s degree / Graduate or professional degree 11.1% Total housing units 194,277 Occupied housing units 161,605 83.2% Percent High School Graduate or higher 74.2% Vacant housing units 32,672 16.8%

Percent Bachelor’s Degree or higher 25.0% Homeowner vacancy rate 2.9 Rental vacancy rate 6.5 Housing Stock Owned 30.5% Source:U.S. Bureau of the Census, American Community Housing Stock Rented 69.5% Survey, 5-Year Estimates (2012-2016) Labor Force and Employment Statistics: Greater Miami Metropolitan Area

Distribution of Major Employment Top Ten Major Employers in Classifications for Miami-Dade County, Miami-Dade County 2015 Second Quarter 2016 (Seasonally Adjusted) (In thousands) Public Employers Occupational Title Employees Total Non-farm Employment 2,666.2 Name Number of Employees Total Private Employment 1,001.8 Miami-Dade County Public Schools 33,477 Construction 140.1 Miami-Dade County 25,502 Manufacturing 96.6 Federal Government 19,200 Mining and logging 0.8 Florida State Government 17,100 Retail Trade 150.9 Jackson Health System 9,797 Transportation, Warehousing, and Utilities 595.8 City of Miami 3,997 Information 50.4 Florida International University 3,534 Finance Activities 179.4 Homestead AFB 3,250 Professional and Business 437.6 Miami VA Healthcare System 2,500 Education and Health Services 394.0 Miami Dade College 2,390

Leisure and Hospitality 332.2 Source: The Beacon Council, 2015 Other Services 124.6 Total Government 314.7 Private Employers

Source: U.S. BLS, Current Employment Statistics Name Number of Employees University of Miami 12,818 Baptist Health South Florida 11,353 City of Miami Business Owners American Airlines 11,031

Total number of firms as of 2012 278,837 Carnival Cruise Lines 3,500 Men-owned firms 49,530 Miami Children’s Hospital 3,500 Women-owned firms 39,762 Mount Sinai Medical Center 3,321 Minority-owned firms 77,125 Florida Power & Light Company 3,011 Non-minority-owned firms 17,148 Royal Caribbean Intl./Celebrity Cruises 2,989 Veteran-owned firms 5,288 Wells Fargo 2,050 Non-veteran-owned firms 89,984 Bank of America Merrill Lynch 2,000

Source: 2012 Survey of Business Owners Source: The Beacon Council, 2016

Major Companies with their Latin American Headquarters located in the City of Miami

Caterpillar Americas Services General Mills Komatsu Latin America Sony Latin America Cisco Systems Latin America Goldman Sachs Mastercard Symantec América Latina Citigroup Latin America GP Batteries Latin America McArthur Diary Tech Data Clorox International Grainger Latin America Novartis Latin America Telefonica USA Delta Air Lines Hasbro Latin America Oracle Latin America TEVA Pharmaceutical Deutsche Bank Wealth Management Hewlett Packard Latin America & Caribbean Paccar International Latin America Visa International, Latin America & Caribbean DHL Global Forwarding Hilton International Panasonic Latin America Whirlpool Corporation Electrolux Home Appliances International Home Depot Perry Ellis International World Fuel Services Estee Lauder Hyundai Motors Porsche Latin America Xerox Latin America ExxonMobil IBM Radisson Hotels & Resorts Latin America FedEx Express, Latin America and Caribbean InterContinental Hotels Group Latin America Revlon Latin America GE Industrial Solutions Johnson & Johnson Latin America SAP International Source: WorldCity, Who’s Here, 2017

Sister Cities Program Source: City of Miami, Sister Cities International, AsiaMattersForAmerica.org Sister Cities Lima, Peru Friendship Cities Emeritus Status Nice, France Armenia, Colombia Madrid, Spain Quingdao, China Agadir, Morocco Palermo, Italy Manizales, Colombia Panama City, Panama Beirut, Lebanon Amman, Jordan Marbella, Spain Cochabamba, Bolivia Ramat HaSharon, Israel Buenos Aires, Argentina Port-au-Prince, Haiti Kaohsiung, Taiwan Varna, Bulgaria Caldas, Colombia Santiago, Chile Managua, Nicaragua Dong-gu, South Korea Santo Domingo, Dominican Montes de Oca, Costa Rica Kagoshima, Japan Republic Murcia, Spain Department of Real Estate and Asset Management

ASSET MANAGEMENT MANUEL ARTIME CULTURAL CENTER MIAMARINA AT BAYSIDE 444 SW 2nd Avenue, Third Floor 900 and 970 SW First Street 401 Biscayne Boulevard Miami, Florida 33130 Miami, FL 33130 Miami, FL 33132 305-416-1458 (305) 960-4680 (305) 960-5180

JAMES L. KNIGHT CENTER 400 SE Second Avenue DINNER KEY MARINA AND MOORING FIELD MARINE STADIUM MARINA Miami, FL 33131 3400 Pan American Drive 3501 Rickenbacker Causeway (305) 416-5970 Miami, FL 33133 Miami, FL 33149 (305) 329-4755 (305) 960-5140

Community and Recreation Centers

ESTHER MAE LUMMUS PARK THEODORE GIBSON PARK ARMBRISTER PARK 404 NW 3rd Street 401 NW 12th Street 4000 Grand Avenue WEST END PARK MARGARET PACE PARK 250 SW 60th Avenue FERN ISLE PARK 1745 North Bayshore Drive 2201 NW 11th Street WILLIAMS PARK MIAMI ROWING CENTER 1717 NW 5th Avenue GERRY CURTIS PARK 3601 Rickenbacker Causeway POOL AND WATER PARK COMMUNITY AND 1901 NW 24th Avenue RECREATION CENTER LOCATIONS MOORE PARK LOCATIONS Year Round Locations GRAPELAND 765 NW 36th Street HEIGHTS PARK SHENANDOAH POOL AFRICAN SQUARE PARK 1550 NW 37th Avenue MOORE PARK 1805 SW 22th Avenue 1466 NW 62nd Street TENNIS CENTER JOSE MARTI POOL HENDERSON PARK 765 NW 36th Street 351 SW 4th Street ANTONIO MACEO PARK 950 NW 3rd Street 5135 NW 7th Street MORNINGSIDE PARK THE MILLER J. AND NANCY S. HENRY REEVES PARK 750 NE 55th Terrace DAWKINS OLYMPIC ATHALIE RANGE PARK 600 NW 10th Street SWIMMING POOL COMPLEX PEACOCK PARK 4800 NW 12th Avenue 525 NW 62nd Street 2820 McFarlane Road JOSE MARTI GYM MIAMI ROWING CENTER 434 SW 3rd Avenue BRYAN PARK ROBERT KING HIGH PARK 3601 Rickenbacker Causeway 2301 SW 13th Street AND CARLOS ARBOLEYA JOSE MARTI PARK THEODORE GIBSON POOL CAMPGROUND 401 NW 12th Street 362 SW 4th Street BUENA VISTA PARK 7025 W Flagler Street 5250 NW 2nd Avenue GRAPELAND HEIGHTS JUAN PABLO DUARTE PARK ROBERTO CLEMENTE PARK WATER PARK

1776 NW 28th Street 101 NW 34th Street 1550 NW 37th Avenue CHARLES HADLEY PARK 1350 NW 50th Street SEASONAL POOLS KINLOCH PARK SANDRA DELUCCA 455 NW 47th Avenue DEVELOPMENTAL CENTER WEST END POOL CORAL GATE PARK 4560 NW 4th Terrace 250 SW 60th Avenue 1415 SW 32nd Avenue LEGION MEMORIAL PARK WILLIAMS POOL 6447 NE 7th Avenue SAMUEL K. JOHNSON CORAL WAY YOUTH CENTER 1717 NW 5th Avenue

COMMUNITY CENTER 1300 NW 50th Street LEMON CITY PARK ATHALIE RANGE POOL 1320 SW 12th Avenue 27 NE 58th Street 525 NW 62nd Street SHENANDOAH PARK DORSEY PARK 1800 SW 21st Avenue ELIZABETH VIRRICK POOL 1701 NW 1st Avenue LITTLE HAITI CULTURAL 3255 Plaza Street CENTER AND CARIBBEAN SIMPSON PARK EATON PARK MARKETPLACE 55 SW 17th Road MORNINGSIDE POOL 750 NE 55th Terrace 490 NE 61st Street 212 NE 59th Terrace SOUTHSIDE PARK GERRY CURTIS POOL ELIZABETH VIRRICK PARK LITTLE HAITI SOCCER PARK 142 SW 11th Street 1901 NW 24th Avenue 3255 Plaza Street 6301 NE 2nd Avenue (BUILDING IS UNDER RENOVATION) (POOL IS CLOSED) STATION 6 701 NW 36th Street Miami, FL 33127 (305) 569-3906 NET ADMINISTRATION 151 NW 27th Avenue STATION 7 Miami, FL 33125 314 Beacon Boulevard (305) 960-5110 Miami, FL 33135 ALLAPATTAH (305) 569-3907 151 NW 27th Avenue Miami, FL 33125 STATION 8 (305) 960-5110 2975 Oak Avenue COCONUT GROVE Miami, FL 33133 3500 Pan American Drive HEADQUARTERS HEADQUARTERS (305) 569-3908 Miami, FL 33133 1151 NW 7th Street 400 NW 2nd Avenue Miami, FL 33136 (305) 960-4670 STATION 9 Miami, Florida 33128 (305) 416-5400 CORAL WAY 69 NE 62nd Street (305) 603-6640 1415 SW 32nd Avenue TRAINING CENTER Miami, FL 33138 Miami, FL 33145 3425 Jefferson Street (305) 569-3909 (305) 960-5131 COLLEGE Miami, FL 33133 (305) 569-3600 DOWNTOWN/BRICKELL 350 NW 2nd Avenue STATION 10 1401 N.Miami Ave., 2nd Floor Miami, FL 33128 GARAGE 4101 NW 7th Street Miami, FL 33136 Miami, FL 33126 (305) 603-6616 1151 NW 7th Street (305) 960-5135 Miami, FL 33136 (305) 569-3910 FLAGAMI/WEST FLAGLER (305) 416-5400 5135 NW 7th Street NORTH STATION STATION 11 FIRE PREVENTION BUREAU Miami, FL 33126 1000 NW 62nd Street 5920 W Flagler Street (305) 960-2890 444 SW 2nd Ave, 10th Floor Miami, FL 33150 Miami, FL 33130 Miami, FL 33144 LITTLE HAITI/EDISON (305) 795-2300 (305) 416-1600 (305) 569-3911 6301 NE 2nd Avenue Miami, FL 33138 STATION 1 STATION 12 (305) 960-4660 144 NE 5th Street SOUTH STATION 1455 NW 46th Street LITTLE HAVANA Miami, FL 33132 2200 West Flagler Street (305) 569-3901 Miami, FL 33142 1300 SW 12th Avenue Miami, FL 33135 (305) 569-3912 Miami, FL 33129 STATION 2 (305) 960-4650 (305) 643-7160 1901 North Miami Avenue STATION 13 MODEL CITY Miami, FL 33136 990 NE 79th Street 1000 NW 62nd Street GRAPELAND HEIGHTS (305) 569-3902 Miami, FL 33138 Miami, FL 33150 SUBSTATION (305) 960-2990 STATION 3 (305) 569-3913 1701 NW 30th Avenue 1103 NW 7th Street OVERTOWN Miami, FL 33125 Miami, FL 33136 STATION 14 1490 NW 3rd Avenue, Ste. 112-B (305) 569-3903 Miami, FL 33136 (305) 603-6500 2111 SW 19th Street (305) 960-5133 STATION 4 Miami, FL 33145 1105 SW 2nd Avenue (305) 569-3914 UPPER EASTSIDE MARINE PATROL 6599 Biscayne Boulevard Miami, FL 33130 SUBSTATION Miami, FL 33138 (305) 569-3904 STATION 15 (305) 960-5118 1001 MacArthur Causeway 401 Biscayne Boulevard STATION 5 WYNWOOD-EDGEWATER Miami, FL 33132 1200 NW 20th Street Pier 5, Boat Slip 36 101 NW 34th Street (305) 350-7819 Miami, FL 33142 Miami, FL 33132 Miami, FL 33127 (305) 569-3905 (305) 256-6380 (305) 960-2904

Miami-Dade County Public Libraries in the City of Miami Source: Miami-Dade Public Library System

MAIN LIBRARY COCONUT GROVE HISPANIC SHENANDOAH 101 W Flagler Street 2875 McFarlane Road 1398 SW 1st Street 2111 SW 19th Street Miami, FL 33130 Miami, FL 33133 Miami, FL 33135 Miami, FL 33145 (305) 375-2665 or (305) 375‑2878 TDD (305) 442-8695 (305) 643-8574 (305) 250-4688

ALLAPATTAH CULMER/OVERTOWN LEMON CITY VIRRICK PARK 1799 NW 35th Street 350 NW 13th Street 430 NE 61st Street 3255 Plaza Street Miami, FL 33142 Miami, FL 33136 Miami, FL 33137 Miami, FL 33133 (305) 638-6086 (305) 579-5322 (305) 757-0662 (305) 442-7872

CIVIC CENTER (PORTA KIOSK) EDISON CENTER LITTLE RIVER WEST FLAGLER 1501 NW 12th Avenue 531 NW 62th Street 160 NE 79th Street 5050 W Flagler Street Miami, FL 33136 Miami, FL 33150 Miami, FL 33138 Miami, FL 33134 (305) 324-0291 (305) 757-0668 (305) 751-8689 (305) 442-8710 Schools in the City of Miami

Public Schools Private Schools Auburndale Elementary 3255 SW 6th St., 33135 Acting For All 3138 Commodore Place, 33133 Citrus Grove Elementary 2121 NW 5th St., 33125 Active Health Institute 6520 W Flagler St., 33144 Coconut Grove Elementary 3351 Matilda St., 33133 Alpha Charter of Excellence 1223 SW 4th St., 33135 Comstock Elementary 2420 NW 18th Ave., 33142 Arcadia Academy 210 NW 22nd Ave., 33125 Eneida Massas Hartner Elementary 401 NW 29th St., 33127 Art Box 2911 Grand Ave. Ste 400E., 33133 Fairlawn Elementary 444 SW 60th Ave., 33144 Bridgeprep Academy 621 Beacom Blvd., 33135 Frances S Tucker Elementary 3500 Douglas Rd.,33133 Carrollton School of the Sacred Heart 3747 Main Highway, 33133 Frederick Douglass Elementary 314 NW 12th St., 33136 Henry M Flagler Elementary 5222 NW 1st St., 33134 Champs Brickell Child Care 1050 Brickell Ave. Ste. 110, 33131 Holmes Elementary 1175 NW 67th St., 33150 Coconut Grove Montessori School 2850 SW 27th Ave., 33133 Jesse J. McCrary, JR. Elementary 514 NW 77th St., 33150 Creativo Center For The Performing Arts 1067 SW 27th Ave.,33135 Kensington Parl Elementary 711 NW 30th Ave., 33125 Creativo Dance Studio 2329 SW 22nd St., 33145 Kinloch Park Elementary 4275 NW 1st St., 33126 Easter Seals Academy, Demonstration Lenora Braynon Smith Elementary 4700 NW 12th Ave., 33142 School and Child Development Center 1475 NW 14th Ave., 33125 Maya Angelou Elementary 1850 NW 32nd St., 33142 First Spanish United Presbyterian 2480 NW 7th St., 33125 Orchard Villa Elementary 5720 NW 13th Ave., 33142 Hope Community Development Corp. 7561 NE 1st Ave., 33138 Phillis Wheatley Elementary 1801 NW 1st Place, 33136 Immaculata-La Salle High School 3601 S Miami Ave., 33133 Phyllis R Miller Elementary 840 NE 87th St., 33138 International Bilingual Riverside Elementary 1190 SW 2nd St., 33130 Childcare and Preschool 70 NW 22nd Ave., 33125 Santa Clara Elementary 1051 NW 29th Terr., 33127 International School of Brickell 609 Brickell Ave., 33131 Shadowlawn Elementary 149 NW 49th St., 33127 International Studies Charter School 2480 SW 8th St., 33135 Shenandoah Elementary 1023 SW 21st Ave., 33135 La Prima Casa Montessori 2733 SW 3rd Ave., 33129 Silver Bluff Elementary 2609 SW 25th Ave., 33133 Lincoln Marti 931 SW 1st St., 33130 Southside Elementary 45 SW 13th St., L 33130 Toussaint L’ouverture Elementary 120 NE 59th St., 33137 Lincoln Marti 949 SW 1st St., 33130 Georgia Jones Middle 1331 NW 46th St., 33142 Lincoln Marti 2700 SW 8th St., 33135 Citrus Grove Middle 2153 NW 3rd St., 33125 Lincoln-Marti Charter School 984 West Flagler St., 33130 Jose De Diego Middle 3100 NW 5th Ave., 33127 Mater Academy East Charter High School 998 SW 1st St., 33130 Kinloch Park Middle 4340 NW 3rd St., 33126 Mater Academy Of International Studies 795 NW 32nd St., 33127 Miami Edison Middle 6101 NW 2nd Ave., 33127 Mater East Academy Middle School 998 SW 1st St., 33130 Shenandoah Middle 1950 SW 19th St., 33145 Mater Grove Academy 2805 SW 32nd Ave., 33133 Booker T Washington Senior High 1200 NW 6th Ave., 33136 Miami Arts Charter School 95 NW 23rd St., 33127 Design and Architecture Senior High 4001 NE 2nd Ave., 33137 Miami Fine Arts Academy 3191 SW 22nd St., Ste. 104, 33145 Miami Edison Senior High 6161 NW 5th Ct., 33127 Ramz Academy 2609 NW 7th St.,33125 Miami Jackson Senior High 1751 NW 36th St., 33142 Ransom Everglades School 2045 S Bayshore Drive,33133 Miami Northwestern Senior High 1100 NW 71st St., 3150 Miami Senior High 2450 SW 1st St., 33135 Ransom Everglades School 3575 Main Highway, 33133 Law Enforcement Officers Memorial 300 NW 2nd Ave., 33128 River Cities Community Charter School 3405 NW 27th Ave., 33142 Ada Merritt K-8 Center 660 SW 3rd St., 33130 Siloye Christian Ministry Academy 8325 NE 2nd Ave., 33138 Coral Way K-8 Center 1950 SW 13th Ave., 33145 St. Alban’s Child Enrichment Center 3465 Brooker St., 33133 Edison Park K-8 Center 500 NW 67th St., 33150 St. Hugh Catholic School 3460 Royal Road, 33133 Paul L Dunbar K-8 Center 505 NW 20th St., 33127 St. Mary Cathedral School 7485 NW 2nd Ave., 33150 iPrep Academy 1500 Biscayne Blvd, 33132 Sts Peter & Paul School 1435 SW 12th Ave., 33129 Morningside K-8 Academy 6620 NE 5th Ave., 33138 Sunflowers Academy 2901 SW 7th St., 33135 Young Men’s Preparatory Academy 3001 NW 2nd Ave., 33127 Sunflowers Preschool and Daycare 1102 SW 27th Ave. , 33135 Young Women’s Academy 1150 SW 1st St., 33130 Tamiami United Methodist English Center 3501 SW 28th St., 33133 Daycare and Elementary School 726 SW 14th Ave., 33145 Lindsey Hopkins Technical Education 750 NW 20th St., 33127 The Cushman School 592 NE 60th St., 33137 Primary Learning Center at SBAB ANNEX 1500 Biscayne Blvd., 33132 Theodore and Thelma Gibson Thena Crowder Early Childhood Diagnostic 757 NW 66th St., 33150 Charter School 1698 & 1682 NW 4th Ave., 33136

Source: GreatSchools.org Annual Residents Survey Assesses resident sentiment regarding key aspects of life in the City of Miami.

Percent rating Positively (excellent/good, very/ 2017 rating Community Characteristics somewhat safe) compared to 2016 2015 2016 2017 Safety Overall feeling of safety 40% 38% 49% Higher

Safe in neighborhood 72% 76% 73% Similar

Mobility Overall ease of travel 33% 34% 40%* Higher

Natural Environment Overall Natural Environment 49% 50% N/A** N/A

Preservation of Natural Areas N/A*** N/A*** 37% N/A Built Environment Overall Built Environment 38% 37% 35% Similar

Economy Overall economic health 34% 34% 39% Similar

Cost of living 14% 10% 14% Similar

Recreation Health and Wellness 46% 50% 49% Similar and Wellness Recreational opportunities 53% 52% 51% Similar

Education Cultural/arts/music activities 61% 56% 57% Similar and Enrichment K-12 education 44% 43% 45% Similar

Community Social events and activities 56% 56% 59% Similar Engagement Neighborliness 38% 31% N/A* N/A

Openness and acceptance 56% 48% 57% Higher

General Governance 2015 2016 2017 Services provided by Miami 43% 42% 46% Similar Customer service 37% 38% 37% Similar Value of services for taxes paid 32% 30% 31% Similar Overall direction 45% 37% 47% Higher Welcoming citizen involvement 37% 28% 33% Similar Confidence in City Government 31% 26% 26% Similar Acting in best interests of the City 32% 25% 27% Similar Being honest 30% 21% 26% Similar Treating all residents fairly 30% 24% 30% Higher

Governance by Facet 2015 2016 2017

Natural Environment Garbage Collection 71% 65% 77% Higher Recreation and Wellness City Parks 60% 54% 53% Similar

*Question modified ** Question modified for clarity *** Question not asked in previous years