For those who ask the question, “What’s changed?” I can tell you that the past
12 months have been unlike any year in recent memory.

Budget
We tightened our financial belt. We trimmed our budget by a record $220 million dollars. We eliminated 1,100 positions, consolidated departments, and put merit increases for executives on hold. We made strategic cuts across all departments, determined not to disrupt the services residents not only enjoy, but demand. At the same time, we supplemented our emergency reserve so we are prepared financially for the unexpected.

Decisions weren’t easy. Planned enhancements – like additional libraries and fire stations are on hold. Community-based organizations which provide services – like meals for seniors – saw more than $12 million in reductions.

As with any budgeting process, there was contention. There were differences of opinion. There were heated exchanges. But amidst all the wrangling, something out-of-the-ordinary happened. Together with the leadership of our County Commission, Budget Committee Chairman Joe Martinez, our County Manager George Burgess, and our Budget Director Jennifer Glazer-Moon, we passed a leaner, more financially responsible budget – unanimously! That’s right, unanimously! Thirteen – zero. As far as anyone can remember, that’s unprecedented. It proves our elected leaders – your elected leaders – are working together – and finding middle ground despite their differences. That’s change!

With the change in government also came changes in leadership. Park and recreation, capital improvements, small business development, tax collector, property appraiser, transit, emergency management, ADA, human services, human resources, and the community action agency, all have new professionals at the helm.

I’d like to ask these leaders to stand. Their experience and qualifications got them to where they are today, but I am also proud to say that their diversity reflects that of our community. That’s the way it should be. That’s the way it will be as long as I am Mayor. Like all of our directors, these men and women are charged with identifying problems, streamlining their departments and producing results.

Projects big and small rest on their shoulders. Our Department of Emergency Management and Homeland Security must be ready for unexpected weather systems, as well as anticipated changes in government.

Our Office of Capital Improvements must make sure that the 600 ongoing Building Better Communities Bond projects are completed on time and within budget. The people of Miami-Dade County have entrusted us with their money and we must not fall short of their expectations.

Because we set the bar high over the past year, we are seeing what can be. Goals set by all departments as part of a 2007 fitness challenge have been met, and in many cases, exceeded.

One of the most visible achievements involves a service so many of us take for granted. Three-hundred-thousand households now receive automated garbage pickup. The automated service is neater, cleaner and safer than the traditional method. More importantly, it’s less expensive in the long run.

Illuminated street signs are helping motorists find their way at night. More than 400 signs are up across the County, including major corridors like US-1, Coral Way, and Kendall Drive.

Goals we set and met in 2007 didn’t just benefit our community. A new health insurance program is making health care more affordable for our employees and their families. The self-funded system saved the County $58 million. We didn’t pocket that savings like corporate America might. We passed it on to our employees. We sent a message that says your service is valued. In a world where workers in the private sector have been conditioned to expect less, in a world where employer loyalty is nearly non-existent, Miami-Dade County will not follow suit and cave in to common practice. We will continue to treat our employees with dignity and respect, and provide peace of mind during uncertain economic times.

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