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HomeMy WebLinkAboutM-82-0854`{ Joe Woodnick 8343 N.E. 3rd Court Miami, Florida 33138 305.751-0937 September 10, 1982 Mayor Perro Comissionerst. Corrollo Dawkins Plummer Perez City Manager, Howard Gary Police Chief, Kenneth Harms Re: Miami Police Department 1982/83 Budget, Thank you for this opportunity to speak as a private citizen who has been a board member very active in the City of Miami Comprehensive Crime Pre- vention Program and Citizens Crime Watch of Dade County for 3 years and 5 years respectively. I am a speaker and community organizer in both programs. I also participate in Youth Crime Watch and am an active board member of Little River Chamber of Commerce. I am not here at the request of these organizations, including the Miami Police Department. I state these facts to assure that I an knowledgeable of community concerns and to validate the following presentation for your consideration. I request the following two items be added to the budget, or if already in the budget to be "red flaged" so as not to be deleted. Three (3) portable robbery/burglary alarm systems. Six (6)(minimum) body transmitters and receivers. Explanation for need of these equipments is substantiated by the following: The I.C.A.P (Intergrated Criminal Apprehension Program)now being implemented by M.P.D. with the crime analysis unit furnishing crime trend patterns on burglary and robbery throughout the city, is showing positive results, verified by over a 20'' increase in clearance rates in 1982 versus 1981. This, in turn, reflects on the Public's education by the positive accomplish- ments of the M.P.D. civilian staff of the Comorehensive Crime Prevention Group. The public is more aware, knowledgeable, and inclined to report suspicious activities, etc., and report crimes that have occurred. The Portable Alarm Systems will vastly enhance the capabilities of Crime Analysis/I.C.A.P. Utilizing three alarm units should prove sufficient, each capable of monitoring an eight block area. �V- Joe Woodnick -� ` 8343 N.E. 3rd Court Miami, Florida 33138 305-751-0937 Page #2 A three unit system can be tailored to monitor eight to twenty-four blotkso thus Using all units for rforgeographic areasareas suchsuch asaCoconutoGroveand orittle Havana and one or two units Little River. These units are not, in fact, an expense. They pay for themselves in less man hours expended. They zero in on specific locations and more arrests are made while the crime is in progress, resulting in strong court cases. Deterrant es�knowanwilloserve tofactor. reduceItheirpublicized activitiesperly, criminals fear of th With these systems complementing crime analysis, the Management Information System part redient•to cost/benefitdeploy ratiopolice isresources efficient sophisticated equipmentand ingefficient A mayor ingredient management. More officers is not the total answer. = We are playing catch-up with stolen property in Dade County - from the Florida Miami having Department more than its fair share per capita. Statistics Uniform Crime Reports tell the story. scs of law Enfourcement do not appear in the news media. I refer to stolen property. STOLEN PROP0iTY Florida Dade Approx. % of Florida 1978 $ 250,171,000.00 $ 67,000,000.00 �5% 28 ti 1979 340,820,000.00 9700009000.00 30% 1980 534,051,000.00 170,000,000.00 31% 1981 605,544,000.00 195,470,000.00 511 6 mosl982 288,459,000.00 149,000,000.00 Prediction for Dade County in 1982 is approximately 300 million. This 300 million equates to about $160.00 for every man, woman 40.00and cildin in Dahidden County. One way or another, a family of four will pay $ taxes" and this is only a tip of the iceberg in true costs. I submit that Dade County is not the murder capitol perceived, but we certainly are the stolen property capitol, s�omething we can do more about than murder. The portable alarm systems will assure the public that the M.P.D. and the City Commission is the truly number one leader in reducing these terrible losses. The rest of the county will follow our lead. Additional body receivers and transmitters are needed to support the increasing .P.P. sub-councilstraffic, andhotsp t csi reports from the ten C. Careas Of street residences and apartments indicating drug ►� Joe Woodnick ` 8343 N.E. 3rd Court Miami, Florida 33138 305.751-0937 page #3 critne, necessitating deployment of undercover officers as decoys and as drug buyers, yet not further jeopardize their lives because of insufficient quantities of body bugs. I submit to you that my reasoning is valid and that the cost of the equipment will pay for itself many times overt compared to costs of two less officers for one year. Thank you* Joe Woodnic aEW:h 4i may.;I ti` ""Ova To fight crime, prevent it Because it•s easy to say local governments should spend more money to prevent crime, juvenile crime in particular, doesn't mean that statement is any less correct. amed by Dade County Circuit Court A special committee n Judge sevmour Gelber to monitor how local governments plan to spend ti;eir new sales tax revenues reported that most of the funds that will be spent to fight crime will be spent to fight crime after the fact. —° '• Obviously, money is needed for more police, but to almost ignore crime prevention is to make sure there never will be enough money to hire all the officers needed to chase criminals. Only the county and nine cities plan to spend new sales tax money on crime prevention, and small amounts at that. That x,� r�teans 16 cities have budgeted zero dollars to prevent crime. The public programs aimed at preventing juvenile crime are ly ineffective. All those programs should uncoordinated and large be reevaluated, coordinated and improved, and the Dade Criminal Justice Council, which Judge Gelber heads, is probably best qualified to recommend changes. Dade State Attorney Janet Reno, chairman of the group that assessed crime prevention spending, said juvenile crime prevention programs are expensive. She's right. But Reno also said it costs a lot more to imprison people. She's right about that, too, and those costs can't be measured simply in dollars and cents, IL v 7 1. l l /, 9 7.9"3n.� 7q9 , 079 .3. 9 .0 Z. zl. �' .3 . ' x s �y.8 3�.� �;� f 7 ° /,.S 7.0 .830 a3 � .09f �.3 .8 qu .3 O 36.7 �'o 0. o 3. 3. Z A. • 3./ 5�. "�j70 �y 9 —1 76 q8l .177 1 /GuRES Ae.,C- /.,V OR % rw7O F©F. �M�9 L C FtG u f�'ES �E6'12� SEi�'T A.oRJflA T"V 7719,4 S 1 Dal b F CO V A1;l 7- or * 44 lr�L Go4•VT� .? - I1r/l �r �o . �i •r /2 L/I,V 197t i /, t 417 71,t .1-% / 3,Vo, 819, 738 ®° 1 �' ���, ,.+ e7gs , ' Z4 v ligs/ 1 0 5-, 5- Y- Y, j- 8 1 00 YL Z�7 7cp 40 s y4f/f a70'- / - c71VW,,e ..Pal Y. Dec • Position Papers: The City of Miami FY'83 Annual Budget Prepared By: Uepartrnent of Management and Budget fable Of CbhtO�rits. thtroductioh ta-lanced Services Concept 2, police Services expansion 3. productivity initiatives 4, Summary C 1 I htrodUCti 00 The following position papers were Written to further elaborate on the environment and the conceptual foundation upon which the City of Miami's FY'33 Annual Budopt was constructed. The position papers provide an additional measure of insight into the complexities o'I the City's FY'83 budget process, 1 �,t l., galancer�._Seryices Concept lntroduttion The primary responsibility of municipal government is to provide for the Welfare and quality of life for its community through offering a rational and integrated balance of public services. These can be broadly classified into four areas: ' protective services such as police, fire, emergency medical rescue, and building inspection activities, Environmental quality services such as park grounds maintenance, garbage and rubbish collection and rights -of -way maintenance. Economic expansion services such as those provided by the Departments of Economic Development, International Trade Promotion, the Convention Bureau, and the Conference Center. ' Social services programs such as community developiment, recreation, and child day care. At the present tinme, the City of Miami is providing these four types of municipal services. Hc:•rever, the level at which these services are being delivered is no:•r out of balance as a result of the City's concentrated commitment to protective service activities. To illustrate this imbalance, since FY'30 the Recreation Departr,ient's budget was increased by 6`< while in corrrparisc;n the Police Cep artt.ient's budget was lncrease71—by /'97 The C:.use o" Service Level Imbalance ` In response to the critical law enforcei„ent emergency facing South Florida and I the increased dc;;and for medical rescue services, the City has executed substantial buds:-t cuts during the current and past fiscal year in most City activities to divert approximately 20 million additional dollars to the expansion of police and fire operations. This necessitated the layoff of 264 City employees as well as the elir;;ination of 741 CETA positions over the past two budcet years. (Sep Attachments 1-A and 1-B). On the average, each departr„ent's budget has been reduced more than 12`. Includinq CETA reductions, this percentage would be 45.,:. The Consequence of Service Level Ir;;halance Therefore, in order to meet the increased demand for protective services, the City administration hzad to ter;porarily depart from its philosophy of balanced service delivery. Other service levels -,mere deliberately set at the minimum and the City is painfully :;rare of the consequences of reducing these services any fu►•ther. For e:,,:r•tple, grounds inainLen3nce will become, unraan.rce-.hle and th2 parks' appearance and valuo_ to the public will suffer accordingly; r;eaningful lei,•ure-tir:e and child day rare activities %•rill be severely impaired; and health ha2ards will be created as a result of less frequent garbage collection. 1-1 z It should be noted that all areas of municipal services are interdependent, and as such; a decline in any area will impact on the other area, creating corresponding decline in the quality of life of residents. The consequences of service level imbalance will hamper our efforts to improve the economic vitality of the City. If the City is to continue to attract nevi businesses and residents, it must provide a clean, healthy and secur-i envirommentr Conclusion The FV 83 proposed budget presents a diversified and integrated response to the demands of the community within the City's resource constraints as opposed to an attempt to divert and concentrate fiscal resources in one service area, The trend to increase protective services at the expense of the other service areas must be curtailed. Although the FV 83 proposed budget continues to provide for services in the four areais of municipal responsibility, all nonprotective services are funded at minimum levels. Any erosion of this current proposed balance will severely impact or endanger the City's ability to maintain its responsibilities to the public, �c t .j �pT urlta►jv oudc;et heductions General Fund FY'82 Cuts during Public Hearings FY'81 and FY'82 Budget Reductions Total Geher61 Fund CFTA FY'81 and FY'82 CIETA Cuts Total FY'81 and FY'82 General Fund Position Reductions CETA Position Reductions Total Attaohmoht i-A 13,0 20.4 Number 264 741 1�05 hiajor Service Reductions: (Average 12;! reductions; including CFTA cuts a 45`, reduction) 1) Reduced level of social service programs, including on -site technical assistance, and follow-up activities for social service contract agencies. 2) Delayed upgrading of computer har&,are and software. 3) Reduced level of rc-creation activities (including pool programs and various recreation services). 4) Reduced level of pari:s maintenance, parks improvements and plant prograrl. 56 Reduced level of sur�,r��ying; location of underground facilities; parkway maintenance and tree triminngs; and sov.,or and sidewalk maintenance. 6) Reduced level of trash pick-up from once a week to once bitreekly. 7) Reduced level of building and zoning inspections; delay in plan checking process; delay in follow-up to old and outstanding permits; and reduced iiicrofilminel and keypunching support. 8) Reduced level of administrative services in such areas as finance, budget, and personnel. Attachment 1-8 t- I -ion�* FY'81 �om Reduct _6 ental Posi-L S 02 bepo�m Department Number of Posit!ons Reduced General Fund CtTA Total Solid Waste 27 12 3g Parks 55 175 230 Recreation 47 60 107 Pub! it Works 84 70 104 Community Development 22 65 87 Building & Zoning Inspect -ions 10 36 46 Human Resources 8 40 48 Fire r 22 22 Police 75 75. Other 61 186 247 Total 264 741 1,005 1-4 , 2. Po.l,_ice ,Se►4vices Expnsi.on Introduct,i.on The proposed budget for FY'83 recommends a balanced approach to a broad range of City requirements with special emphasis on crii-ne fighting, To meet this oblective, this budget recora,rends an appropriation of �56,1 million for the Police Department which is 35,5", of the general fund budget, Since FY1301 the police budget has increased 79:j while the general fund has increased by only 49':, Exoansion of Our War on Crirre Beginning in the sum,;;er of 1980, in response to an escalating crime rate of such proportions that a public safety emergency existed, the City Commission authorized additional positions in the Police Department for FY'81, In FY'821 another 1E6 officers were authorized which broucht the total authorized sworn officer force to 1,000. In addition, during July of this year, the City Commission approved a civilianization plan to hire 113 civilian er,ployees in an effort to release 100 experienced police officers from, administrative duties. Since the beginning of FY'80, we have therefore increased the police force by 513 positions for a total of 1,442 positions which represents a 55" increase. The chart belc'a sur,marizes these position increases. Position Increase by Yeats Year Sworn iron Sworn Part Time Tctal_ 1930 33 - (I) 32 1981 100 85 (4) 181 1982 186 1 - 187 1983 - 113 Total 319 199 (5) 513 Civilianization is the Best Approach This rapid expansion of the Police Department was required to meet the challenge of the escalating crir,e problem. However, this expansion has created its own _ problems of an inexperienced field force and inadequate field supervision which roust nc;;r be dealt with. The only way to remedy this conditicn quickly is through civil ianization and the subsequent rele(ise of rrore experienced officers for field dut,/. This pro{gain should take priority over antis further expansion of the sworn officer personnel at this time. Already 62", of our current patrol force has less than two years service. Therefore, to add r.,ore sworn, officers to the current strength of 1,000 will be self-defeating and beyond the real capacity of this departimnt to absorb at this that is needed is an opportunity for the Police Department to catch its breath, consolidate its gains, and tare steps to offset youth and inexperience. This .'gill best be accomplished by implen,enting the civiliani,ation plan by hiring 113 civilian employees which will in turn release approximately 100 experienced officers for field duty. In addition to maximizing the use of personnel resources; this approach offers several important benefits to the department.' ` Improves the deli,,ery of police protection services through effective use of manpo:',er. Provides for a rapid increase of experienced sworn officers foil. field assignments and supervision. Assures efficient allocation of personnel resources based on the nature of police operations and skills, knowledge and abilities required to perform them. Enhances career developr;,ent and growth opportunities for both sworn and nonsworn employees. This civil ianization will be accomplished within the City's fiscal constraints, reduction of property taxes for the average hormemmer•, maintaining reduced level of services in other depart:=nts, spending mCr"P funds for police protection than required by the new State Sales Tax Laa, and halting, a further deterioration of other important CiLv set -vices, such as trash collection, recreation activities, parks, and bG11d1nQ rimal!ltet1a!1Ce, Street maintenance. etc. Property Tax Revenue Dedicated for Crirrre Fighting, The revised Sales Tax Law mandated that S2.9 million be expended for crir;e fighting. Hc,,ever, the proposed budget for exceeds that minimumn requirement by nearly SG million, thereby increasinq the Police Department's appropriation by more than $8.5 million. This cc ;mitimrermt is a clear der.olstration of Miami's continued effort to fight crirm�, CumU ati`ie Ccst of Addition%:i PCli%(. Pes1tKris Ceginninr F1'30 thrcunh FY'83, the City has allocated more than $33 million to support the cost of additional police positions. (See Attachment 2-A). Percentage of Police Budget to General Fund In fiscal year 1930, the Police Departmnent's budget represented 29.6:; and other departr.ents 70.4.' of the general fund budget. In fiscal year 1983, the Police Departr„ent's budget will represent 35.5 1 and other depart%ients 64.5; of the general fund budget. (See Attachcment 2-G). Comparison of Citios and Their- Pol ice Donartment (Population 2ti0,050 - 500,000) Althou7h the City of Niar:mi experienced an unusually high crir^e rate in 19SI (which is no:•, declining), in comparison .•/ith averages of 27 cities of comparable size, 1•li.a;;ii exceeded One average for total number of police employees, ratio of sworn officers per 1,C00 po,ulatic:n, and percentage of general fund monies directed to police services. 2-2 6elcva is a Comparison between 2=C), the 27 ci`ties' average and Sualhiar^;., .C.Qplpari son Miami, (See AttaCw�•terit Difference Average I'liami Lxteeded population 3524500 847,000 Total Positions 1,030 1,328 298 Officer`s/1,000 218 2,9 .6 Poiice Budget ,0 of Gen, Fund 21;s 84,a 13°11 `y exceeded 2§ 26 62 Using the current population figure used by the State of Florida (387,000), Miami's officer per 1,000 ratio would be 2,6. Using the U. S. Census figure (400,C00), the ratio would be 2.5, In summary, in all three cases, Miami exceeds the average ratio. Comparison 'With National Averace for AllCities Over 250,000 Population According to the Uniform CrilTie_ Report, the national average for sworn officers per l,GCO population,is 2.7 which is very close to '•Iiami's current ratio. In addition, IMiarTii also exceeds the 3,3 ratio of total police employees per 1,000. These figures demonstrate the City of W•liami's current and proposed commutment to its war on crime. Comparison of Cities 'Within Dade Countv Receivine Over S1 Million in Sales Revenue - - In cc,mparison viith other cities in Dada County receiving over S1 million in sales tax. revenues (including Dade County itself), the City of Miami shows the greatest percenta,e increase in the addition of both sworn and total police perscnnel since FY'80. The chart below; illustrates this fact. (See Attachment 2-D). Police Personnel `� (r�ldtitTE' fi�lrlCt? ��u� W�Un Sworn Sworn Total W1i arri 40 78 51 Dade County 44 28 39 - Miami Beach 22 33 26 North W>li ami 20 (11) 14 Hialeah 15 8 13 Coral Gables 4 5 4 [,gain this proves that the tliami City Corimission was more responsive to the citizens' protective services needs than i-.ere the above local governr.mrits. Conclusion In summary, hegi►:ning r"Y'80, the City or" Niard has increased its police force by 513 er-plcyCeS frog 929 to 1,442 at a cost of more than 333 million. This rapid expansion his placed the City's protective services posture at the forefront of local jurisdictions, 2-3 A I e h t 2 - t A b,.' Additl,6mal (Mi 11 i ons) Fiscal Year" of M3 s 1,3- 1,5 $ 5,1 181 8,4 413 11,4 186 6,0 7.0 IM 114 2,4 2.4 S6.1 11,o S15.2 S 8 _4 Overtime) capital equipment, etc,, funded from SPM. m"' A p �- _ il�l� i i �����t�d�r�!'I,�ll��a�����l�d���� �IIII�:� da�.��i:,l. � I IIII III �.. City of Miami Percentage of Police Budget to General Fund. FY'80_rY'83 FY'80 FY'81 FY"82 FY Police 29.6 30,2 33.7 35.5 Fire 21.8 20.3 2D�2 Solid Waste 14.5 14.5 13-9 13-5 Other 34.1 35.0 32.3 Total 100.011.7 100.011� 1,00.0% IOD-0% Total General Fund Budget $106,268,593 S121,849�,44T $137,632,685 97 732' Police Dept. S 31,5102,574 36,852',052 46,316,11 7 56 1 Z1, 9,25 1IL-ii ' r COMPARISON OF CITIES AND THEIR P01_ICE OEPARTNUITS POPULATION 250,000 - 500,000 1981-1.932 POPULAT IOI4 AREA CRIME POLICE PERSWINEL OFFICER GENERAL FUND BUDGET POL[C't :J CITY 1980 (EST.) SQ.M. RATE TU'fr;L St-Ju f! `.j' /1000 TOTAL AKROcI, OH 237,000 55 7,816 484 472 98 79 2.0 3.2 S 58,859,000 S177,258,.262 S167.725,306 S37,480,143 20 21 ATLANTA , GA 425,000 136 48 14,252 11,834 1,714 855 1,358 643 75 2.9 S103,000,000 $15,200,000 15 RATON ROUGE', LA t3t1FFP.LO, ifY 219,000 357,000 41 8,8,>1 I,I88 1,064 90 3.0 :�174,293,063 $,13,146,389 25 00 CHARLOTTE, I1C 311,000 108 9,532 788 649 82 6 2.5 2.6 S10I,925,513 $i57,700,.000 520y327,U51 $29,,200,0l;0 18 Cii;C1;1TTI, GH 385,000 4U9,000 73 95 9,562 12,355 1,156 1,675 991- 1,375 82 2.8 S271,423,300 $63,196,300 2.3 (}E(J�'LR, CO T. '.'O. if, TX 335,C00 250 12,718 1,015 774 76 2.0 S127,789,438 '28,010,705 22 27 .,?S CITY, :10 ►�1$,000 31G i1.3t6 1,712 1,192 653 i0 6G 2_7 1.8 $193,444,716 S223,772,51.1 $52,452,507 S54,974,906 25 f;EAC i, CA 361,000 E0 65 1',,9•}2 7,039 ?87 983 711 72 2.4 $183,106,650 S23,003,260 13 LOUISViLLE-, KY 1998,000 347,000 3�'4 15,248 1,328 1,000 75 2.9 S137,632_,685 S46,316,117 3I,- FL �i r{P i�LIS, i;Fi 371,000 59 1G,812 t,01 709 !i9 1.9 2.3 ,105,492,000 I.209,731,839 532,013,Oti0 $29,34.4 139- 30' 14 :?S(i'�'JLL't, T;J 452,000 48 53 7,435 7,927 1,434 664 1,028 596 72 90 2.3 $141,992,045 :18,195,460 13 t;it::FitLt., 1,10A (A 262,000 339,000 53 13,179 924 634 69 1.9 $144,198,000 $38,309,000 27 0A1,L .:'D, 0LAII0;iA CITY,Of: K 401,000 636 8,760 930 767 7; 1.9 5174,992,045 ;29,636,9-12 519,210,221 ?7 23 I A, i 5 312,GU0 24 7,F'05 7,402 726 1,469 5.�0 1,.310 30 9I 1.9 3.2 S 84,549,555 S2'19,327,839 529,69ii,178 13 PITTSEUl Gil, PA 424,000 366,000 56 91 13,779 39 694 78 1.9 S146,712,109 S30,945,643 2I ('ORTLA?Ii), OR iltlCiiLS3f_I;, 14Y1.42,000 36 11,272 807 6t)5 75 2.5 2.1 516'f,'I78,1Ei0 5182,260,103 SI9,917,500 S49,073,009 I2 27 S't;,Tit_E, :U, 492,000 f,�4 85 11,334 15,07.1 1,507 813 1,025 631 63 73 2.3 , f:5,760,935 $2G,23�1,250 30 TA! -',PA, FL TTt:OO, oil 2.72,000 355,000 � ') 635 '55 633 92 1.8 $ 78,354,170 $ 91500,000 S11,32;,960 $24,053,74 23 26 TOLSA, OK 356,000 332,000 181 77 92 8,449 11,217 1 764 684 567 SO 711 . 1.7 $155,381,549 S26,357,040 IT TUSCG;+, AZ ;41ICf1ITA, I;IJ 279,000 95 9,098 596 446 78 1.6 S 63,626,381 $17,245,877 27 AVG. 27 CITIES 352,500 111 10,453 1,030 808 78 2.3 $147,020,995 S31,059,170 21 tJote: Crintc, Rdte from 19(31 Preliminary Uniform Crime Report, F.Q.I. Other information obtained through telephone survey. El 11, 4 Cities Within Dade County Receivinq Over S1,000,000 In Sales Tax Revenue: Fh"83 FY'80 FY'83 (Proposed) [ncrease/(Decrease) °� Changes, t NJ [JO1: S.10Z71 TOTAL S•.;(1RiJ fJUN S:10R11 TOTAL_ SWORN P,ON SWOWI TOTAL SL1oRNJ. NON. SWORN TOTAL 5T S�10R 71i l JI 9Ei1 I IUUU 4�2 1%J42 ;ib 195 4:i1 40 19 I ilic?t,ti Dade County 1580 645 2225 2280 823 3103 700 178 878 44 28 39: i 1.1iami Beach 227 112 339 277 149 426 50 37 87 22 33 26• North N Miami 85 19 104 102 17 119 17 (2)' 15 20 (TZ) 14 Hialeah 247 95 342 285 103 38" 38 8' 46 16 8' 1.3i Coral Gables 130 41 171 135 43 178- 5 2 7 5 Note: Information obtained through telephone survey: n n C ct' P _ C1s L-j i i i i i I III I�i'71 P'I9,I'll'I"I'''II1'N2IIlI'9II!I""il�i'IAI'igilh'I'III'�IIII'jiP�fi�!s6,jg11q�;�IIsPlll��ll'I,l,Ilpll'II�'llll'I�I'lII�III ��!����lil�llli���l�,�'II;1�P���,�� � III 'I II I'�l��II�II,����,�lll�lh�lil�;�i���, I' Y_Init.iati,`es �rodu Introduction The financial restraints associated with extraordinary protective A. sorvice demands have placed the Citt/ in a reflective posture to de4. termine innovative delivery strategies. At the initiation of the CiLy's administration, nul;rerous productivity efforts have been _ instituted which have resulted in significant savings and cost avoidances through the utilization of improved work me�hoes, improved organization structure; and enhanced service delivery to the public. These productivity efforts can be categorized as sound management practices instituted to offset rising costs in service delivery iti an era of demand for additional public safety services, Budcet Savi ncs „-ouc1h Irmor.av:_;i ':Crt' I•lethods Parks Decartment A primary example of increased productivity through the development of impt-oved work rie`_hods was instituted in the Cit:y's park syste7l. Analysis reveaied 46-hat per:nanerl;,ly st3tion;Cd gr3undspersons v;ere being Under-utii iZed, As a result, the concept of rlGbile cr_`rr maintenance was developed which generated a savings of S324,124. In addition, it was found that litter collection ar(lis manual in_ensive and inefficient. As a consequence, the Parks Fiechanization Program :-r1ns created ahich generated a savings of 570,000. The main thrust of inr.cvati',e productivit, fin-proverrents within the City's park system was to develop responsible arld prcacti','e rran.ce;r,ent pi-actices to niaintain a designated level o; service at a substantially decreased cost to the public. Pub1 is Works Denartrient Another e%arnol-- of the ir;rp ct of mtecha;liZation leas instituted in Vre Public Eark's street maintenance section. The deployment of a self-propelled street paving machine with a four -ten capacity has re;Jl aced an asph.al t drag -box with a one -ton capacity resulting i r1 greatf?r control of the street paving process at three ti;:ies the speed. Budtlet Sayinns Tht-ou-if 0rr:an4Zat1C,I-,Q I-atiNli^5 tjuraerous examples of productivity improverretits through alterations of the City's organiz..1tior131 Structure have been executed. For the purpose of brevity, four exacr,)13s will he i 1 lustrated. (iuilc'.inn ?nd Znr�inn Inspections Dep.irtme,lt Fit'st, it 1'r3S fCUlld th3L the hdriiniStr'ative Support Division of the Building and Z(A.irlg Inspections Depar tweet was a hybrid organization prltlClpa I / pr'ovidin,,i uper tional as opposed t0 3i1ii1n1Si:1''tl'J? services. Thrcl:(lh ar1 i11t1:1':ittiVo plan to reor,73rriz-:� and to rf�riisI.?'ibute the workload of the divisi ;n, a total savings of S3''0,224 resulted r•rhic:i pt'ecltl ed vha rs�d.r_ti:;tI Of irrrf)or'tant inspection Ser- .ce5, 3-I _ �P Stadiums and lMarinas Depart-ment Second, a proposod plan to reorganize the Department of Stadiur.5 and ldl'111aS thl"^Ugh the el iT1i11ati011 Ci D1rr�C - rs' CifiCe and the reassignment of adiflnistrative responsibilities to stadiums and lease managers resultd in a cost reduction of S"D8,80s, This cost savin►is WOW instrur;l99tal in reducing the Enterprise Fund operating deficit wiih no reduction of service to the public, Cotamunications Services Third, based upen conclusions reached from extensive analysis, the City's diverse cc:rmunications planning and maintenance functions were r consolidated. The, centralization of services substantially reduced equipment acquisit icn problerls and increased personnel utilization and ccordina titan of resourc_s. Finance and Ccimuters Denartt,lents In addition to the above reoryanizaticns, the financial integrity of the City has been iriprJ,rd thr"cuC^ niora efficient sto;fina and the implementation cf performance ►;.easurerent systems within the Finance Departr,ent and through an improverien. in the data processing and illnaCeill;?!1t f liiCtions withivi the Ciommuiers Department. These efforts ultimately impact on the City's bond ratings and ability to facilitate bond sales at favorable ratcs of interest and will result in additional savings to the public. Staffing Analvsis As a coroI I -ry to alterations in thel City's organi.'_ationa1 structul"e to improve productivity, a concerted effort has been made to critically exam, itie the creation of inaJor pro grains . For exaamole, staffing requi r r:::_n ;; for ncr. i p''f.Q,r ,aF _ i•lere 1-01.1i G71ed Llt i 1 i 2 i ng mana(jement analysis and industrial eng,ineering technigUeS in the City's Code Enforce,"~c,nt Board and Convention BU1"eaU. As such, staffing analysis is utilized to hold the line on personnel costs, Just the aforelirenticincd ellhancomerits in productivity th:Einselves have created cost savings and avoidances in the amount of $2.5 Trillion, If this proactive approach to fiscal strategy had not been imple!:iented, the City's service delivery balance and financial condition would have been inpacted by an equal ainount. In this light, the City grill continue to pursue a dedicated produtctivity initiative to assure residents a balanced service delivery at the lowest possible cost. 3-2 4:Uf irla r V Balanced Services Concept In allocating the limited resources of the City, the FY188 proposed Annual Budget recommends a balance of municipal services by addressing the public safety, environmiental, econcrlic, and social requirements of Miami within the - sphere of dynamic growth and devel oprent, While providing the average homeowner With a reduction in property taxes, this budget specifically emphasizes: ` An expansion of our War on Crime ` Improvement of living conditions in blighted neighborhoods ` Maintenance of the City's capital plant and operating equipment ` Parks improvements to enhance Miami's living environment. In addition, the FY'82 Anrua l Budget recommends en•. s he Iiai iLenance of current service in a bal-ance necUsary to meet the overall needs of this community with a continued e;;npn:s,s on Efficiency and productivity. Finally, the FY'SS Annual Budget underscores the need to maintain the viability and long term integrity of the City's infrastructure. In doing so, the City of Miami can guarantee a high quality of life to its residents. Continued Police Services Ewnhasis Within available dollars, a further i►ilprovement in the City's law enforcement services will be made. One hundred sv.-orn officers will be returned to the streets through the City's innovative civilianization program of administrative positions in the Pa_IK Cet4rt;„cn:. The civi lianizstion program and prior years' expansion policies •rill create a balance in protective services consistent with national averages. As mentioned in the position paper on police services, the previous years' high expansion has created its own problems of all inexperienced field force and inadequate field supervision. Therefore, to continue this expansion is counterproductive at this time. The Optiors are (imi`od The option of additional police officers is limited. The City of Miami will be collecting the waximum property taxes allowed by law and has selected a balanced and deliberate mirnner to expend these tax dollars. To add additional police officers, the City has two possible alternatives: One would be to increase general fund revenues, the other to reduce municipal services. L. Incruise General Fund Re e"ues The noje,rit�� of tire, City's .; general fund revenues are restricted ,!y ' a federal, state and local laws. Out of the prounsed S158 million .general fund budget, approximately $143 million is derived from revenue sources which are already at the naxiwwn allowed u'ndur these laws. The remaining S15 million represents discretionary revenue such as service charges, The primary source of this discr_tionar; portion is solid Waste disposal fees (58.3 minion), 471 Therefore, it appears that the only source fror;r which r-~evenUe ray be s�ibstantially increased is frog <taste disposal fees. The increase of disposal fees, ho,.,Fver, will necate the savings were the the CityI. average ho,7eowner on property tares. For example, i t �5 6 attempt to add an additional 150 police c�ficers a� a cosy of million, the disposal fee per residence Would be increased by approximately $75, This means that the $42 reduction in the annual tag; bill for an average here Would be negated, 2. Reduced Municipal Services s Excluding Police and Fire Departments, the remaining general fund services constitute 43', of the general fund budget, These are the departments that have previously been reduced by an average o` 12�' over the past two fiscal years. Se,° of tf7e services pI- ided by these departments have already been reduced to the point where they are only meeting minimum levels. To support ce officers, these general fund activities 150 additional polit.ould be forced to sustain an across-the-board bucket reduction of approximately 1th e or 250 layoffs. This would obviously result in severe reductions or the elimination of so:r,e �rrhole functions. Conclusion The City administration feels that either of these alternative measures would disadvantage the City of Miami's ability to Fleet its responsibilities to its residents at the lowest possible cost. We therefore recommend the adoption of the proposed FY'�3 Annual Budget with its provision for expanding police protection thraugii the impler;entation of civilianization plan t�ithin the balanced services Concept- 4 2 It