20120321 Supp 1~ MIAMI BEACH
City Commission Meeting
SUPPLEMENTAL MATERIAL 1
City Hall, Commission Chambers, 3rd Floor, 1700 Convention Center Drive
March 21, 2012
Mayor Matti Herrera Bower
Vice-Mayor Jerry Libbin
Commissioner Jorge R. Exposito
Commissioner Michael G6ngora
Commissioner Edward L. Tobin
Commissioner Deede Weithorn
Commissioner Jonah Wolfson
City Manager Jorge M. Gonzalez
City Attorney Jose Smith
City Clerk Robert E. Parcher
Visit us at www.miamibeachfl.gov for agendas and video "streaming" of City Commission Meetings.
ATTENTION ALL LOBBYISTS
Chapter 2, Article VII, Division 3 of the City Code of Miami Beach entitled "Lobbyists" requires the
registration of all lobbyists with the City Clerk prior to engaging in any lobbying activity with the City
Commission, any City Board or Committee, or any personnel as defined in the subject Code
sections. Copies of the City Code sections on lobbyists laws are available in the City Clerk's office.
Questions regarding the provisions of the Ordinance should be directed to the Office of the City
Attorney.
SUPPLEMENTAL MATERIAL 1
R5 -Ordinances
R5N An Ordinance Amending Ordinance No. 1605, The Unclassified Employees Salary
Ordinance Of The City Of Miami Beach, Florida (The "Ordinance"), As Follows: Amending
Section 1 Of The Ordinance To Delete The Line Item Referencing "Grade 26," As Currently
Located Underneath The Subsection Entitled, "Class And Pay Grades, Salaries And
Classifications," And Further Referenced Thereunder Under The Sub-Sections Entitled
"Minimum Biweekly" And "Maximum Biweekly;" And Creating A New Sub-Subsection For
Pay Grade "26," To Be Entitled "Grade, Classifications And Compensation For The City
Manager And City Attorney", Which Sets Forth The Current Compensation For The City
Manager And City Attorney Positions; Repealing All Ordinances In Conflict Therewith;
Providing For Severability, An Effective Date And Codification.
(Requested by Commissioner Jonah Wolfson)
(Legislative Tracking: City Attorney's Office)
(Ordinance)
1
Supplemental Material 1, March 21, 2012
R7 -Resolutions
R?F A Resolution Consenting To And Confirming The Appointment Of Javier H. Otero As The Fire Chief
For The City Of Miami Beach, Florida.
(Human Resources)
(Memorandum)
R?G A Resolution Consenting To And Confirming The Appointment Of Raymond A. Martinez As The
Chief Of Police For The City Of Miami Beach, Florida.
(Human Resources)
(Memorandum)
R9 -New Business and Commission Requests
R9C Presentation By The Miami-Dade Water And Sewer Department, Related To Horizontal Directional
Drilling (HOD) Options At The Government Cut Pipeline Relocation Project.
(Public Works)
(Additional Information)
R9G Report On The Washington Avenue Workshop Held On February 22, 2012.
(Economic Development)
(Memorandum)
2
ii
ORDINANCE NO.-------
AN ORDINANCE OF THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA,
AMENDING ORDINANCE NO. 1605, THE UNCLASSIFIED
EMPLOYEES SALARY ORDINANCE OF THE CITY OF
MIAMI BEACH, FLORIDA (THE "ORDINANCE"), AS
FOLLOWS: AMENDING SECTION 1 OF THE ORDINANCE
TO DELETE THE LINE ITEM REFERENCING "GRADE 26,"
AS CURRENTLY LOCATED UNDERNEATH THE
SUBSECTION ENTITLED, "CLASS AND PAY GRADES,
SALARIES AND CLASSIFICATIONS," AND FURTHER
REFERENCED THEREUNDER UNDER THE SUB-
SECTIONS ENTITLED "MINIMUM BIWEEKLY" AND
"MAXIMUM BIWEEKLY;" AND CREATING A NEW SUB-
SUBSECTION FOR PAY GRADE "26," TO BE ENTITLED
"GRADE, CLASSIFICATIONS AND COMPENSATION FOR
THE CITY MANAGER AND CITY ATTORNEY," WHICH
SETS FORTH THE CURRENT COMPENSATION FOR THE
CITY MANAGER AND CITY ATTORNEY POSITIONS;
REPEALING ALL ORDINANCES IN CONFLICT
THEREWITH; PROVIDING FOR SEVERABILITY, AN
EFFECTIVE DATE AND CODIFICATION.
NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA AS FOLLOWS:
SECTION 1. That Section 1 of the Unclassified Salary Ordinance No. 1605 (the
"Ordinance") is hereby amended to delete the following line:
CLASS AND PAY GRADES, SALARIES AND CLASSIFICATIONS
GRADE
26
MINIMUM
BIWEEKLY
Determined by the City
Commission
MAXIMUM
BIWEEKLY
Determined by the City
Commission
SECTION 2. That Section 1 of the Ordinance is further amended to create the
following new sub-subsection, entitled "Grade, Classifications and Compensation for the
City Manager and City Attorney," which will be inserted immediately beneath the first
subsection in Section 1 of the Ordinance, which subsection is entitled "Class and Pay
Grades, Salaries and Classifications":
1
3
Agenda Item R~tv
Date 3-JI-12..
CLASS AND PAY GRADES, SALARIES AND CLASSIFICATIONS
Grade, Classifications and Compensation for the City Manager and City Attorney
CITY MANAGER BASE SALARY:
DEFERRED
COMPENSATION:
401 (a) DEFINED
CONTRIBUTION:
LIFE & LONG
TERM
HEAL THCARE:
HEALTH INSURANCE:
HOUSING ALLOWANCE:
PROFESSIONAL
DEVELOPMENT:
OTHER BENEFITS:
CITY ATTORNEY BASE SALARY:
DEFERRED
COMPENSATION:
HEALTH. LIFE &
OTHER
INSURANCE:
PROFESSIONAL
DEVELOPMENT:
2
4
$231 ,324.34/yr ($8,897.09 biweekly)
Maximum allowed by I.R.S.
Net annual contribution of 15% of
base salary
Net annual contribution of 10% of
base salary
City pays premium for
hospitalization. surgical and
comprehensive medical, dental
and vision insurance
$2,001/month
Dues and subscriptions as
reasonably necessary
Vacation. sick leave. holidays,
planning days and similar
fringe benefits as other
general unclassified city
employees
$220,565.54/yr (8,483.29 biweekly)
Maximum allowed by I.R.S.
City pays premium for term life
insurance policy and for
hospitalization. surgical and
comprehensive medical. dental
and vision insurance
Dues and subscriptions as
reasonably necessary
OTHER BENEFITS: Vacation. sick leave. holidays,
planning days and similar
fringe benefits as other
general unclassified city employees
* * *
SECTION 3. REPEALER.
That all ordinances or parts of ordinances in conflict herewith be and the same are
hereby repealed.
SECTION 4. SEVERABILITY.
If any section, subsection, clause or provision of this Ordinance is held invalid, the
remainder shall not be affected by such invalidity.
SECTION 5. CODIFICATION.
It is the intention of the Mayor and City Commission of the City of Miami Beach, and it is
hereby ordained that the provisions of this Ordinance shall become and be made a part
of the Code of the City of Miami Beach, Florida. The sections of this Ordinance may be
renumbered or relettered to accomplish such intention, and the word "ordinance" may
be changed to "section," "article," or other appropriate word.
SECTION 4. EFFECTIVE DATE.
This Ordinance shall take effect the ____ day of _____ , 2012.
PASSED and ADOPTED this __ day of--------' 2012.
Matti Herrera Bower, Mayor
ATTEST:
Robert Parcher, City Clerk
F:\ATTO\SMIJ\SALARY ORDINANCE CITY MANAGER-CITY ATTORNEY.docx
3
5
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6
COMMISSION ITEM SUMMARY
Condensed Title:
Consenting to the appointment of Assistant Fire Chief Javier H. Otero as the Fire Chief for the
Cit of Miami Beach.
Key Intended Outcome Supported:
Ensure safety and appearance of building structures and sites. Increase community satisfaction
with City government.
Supporting Data (Surveys, Environmental Scan, etc.):
Issue:
Shall the Mayor and City Commission adopt the attached Resolution consenting and confirming
Javier H. Otero as the Fire Chief for the Cit of Miami Beach?
Item Summary/Recommendation:
Article IV, Section 4.02, of the City of Miami Beach Charter requires the consent of the City
Commission for the appointments of department directors.
The Fire Department is tasked with providing Miami Beach residents and visitors with the highest level
of safety and security through the delivery of fire suppression, emergency medical services, disaster
response, ocean rescue, fire prevention, and public education programs.
The City Administration began an open competitive recruitment and selection process in December
2011, for the purpose of identifying the best candidate for appointment as the next Fire Chief. The top
candidate that emerged from this process is City of Miami Beach Assistant Fire Chief Javier Otero.
Assistant Chief Otero began his career with the City of Miami Beach Fire Department in 1989 as a
Firefighter I; he served in numerous capacities and ranks leading up to the position of Assistant Fire
Chief to which he was promoted in 2008. Throughout his career, Assistant Chief Otero has
demonstrated strong management skills and leadership abilities. Apart from his tenure with the City
of Miami Beach Fire Department, Assistant Fire Chief Otero has had a distinguished career with the
United States Military. During Operation Iraqi Freedom, Assistant Fire Chief Otero earned multiple
Army Commendation Medals, one in particular for exceptional valor and heroism when he used his
own body to shield civilians and soldiers from a grenade. He also earned the Bronze Star Medal for
his exceptional efforts in planning the reconstruction of the emergency medical service capabilities of
the Iraqi Government.
It is recommended that the Mayor and City Commission adopt the resolution consenting and
confirming Javier H. Otero, effective April 1, 2012, as the Fire Chief for the City of Miami Beach,
Florida.
Advisory Board Recommendation:
IN/A
Financial Information:
Source of Amount Account Approved
Funds: 1
I I 2
OBPI Total
Financial impact Summary:
Cit Clerk's Office Le islative Trackin
MIAMI BEACH 7
C9 MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Members of the Ci Commission
FROM: Jorge M. Gonzalez, City Manager
DATE: March 21, 2012
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, CONSENTING TO THE APPOINTMENT OF
JAVIER H. OTERO AS THE FIRE CHIEF FOR THE CITY OF MIAMI BEACH,
FLORIDA.
ADMINISTRATION RECOMMENDATION
It is recommended that the Mayor and Commission adopt the attached resolution
consenting and confirming the appointment of Javier H. Otero as the Fire Chief for the
City of Miami Beach. Article IV, Section 4.02, of the City of Miami Beach Charter
requires the consent of the City Commission for the appointments of Department
Directors.
BACKGROUND I ANALYSIS
The current Fire Chief, Eric Yuhr, is in the Deferred Retirement Option Plan (DROP) and
separates from the City effective March 31, 2011. The City Administration began an
open competitive recruitment process in December 2011 for the purpose of identifying
the best candidate for my consideration for appointment as the next Fire Chief. The top
candidate that emerged from this process is City of Miami Beach Assistant Fire Chief
Javier H. Otero. Attached is Assistant Fire Chief Otero's resume.
The Fire Chief position was advertised nationally from December 20, 2011 through
January 31, 2012. A total of forty-nine (49) candidates applied for the position. Following
an internal screening process and an initial review of all applications, this number was
narrowed down to the seven top candidates. These candidates were invited to
participate in the in-person panel interviews. The top seven candidates consisted of (in
alphabetical order):
• William Amador, Fire Chief, Town of Palm Beach, Florida
• Virgilio Fernandez, Fire Chief, Hollywood, Florida
• Donald Jones, Independent Fire Rescue Consultant, ICMA and former Assistant Fire
Chief, Miami-Dade County
• Charles Moreland, Former Director/Fire Chief, Jacksonville, Florida
• Edward Moran, Former Fire Chief, Town of Palm Beach, Florida
• David Noel, Division Chief, City of Miami Beach, Florida
• Javier H. Otero, Assistant Fire Chief, City of Miami Beach, Florida
8
To ensure that we had the benefit of diverse perspectives, the in-person panelists
included a mix of individuals from the greater Miami Beach community who have
occasion to interact with the City and the Miami Beach Fire Department. The mix of
individuals included: Marcos de Ia Rosa, Fire Chief, City of Hialeah; Rafael Granado,
Assistant Human Resources Director, City of Miami Beach; Shawn Hauver, Managing
Director, Loews Miami Beach Hotel; Rhonda Montoya, First Assistant City Attorney, City
of Miami Beach; Stephen Scott, Building Director, City of Miami Beach; and Elsa
Urquiza, Miami Beach resident and former U.S. Equal Employment Opportunity
Commission (EEOC) employee.
The direction to the members of the panel in meeting with the candidates was to take
into consideration the following traits and characteristics as they evaluated each
candidate: team builder and ability to positively impact employee morale; dedication and
commitment to fire service and the community; demonstrated and proven leadership
abilities and capabilities; commitment to the concept of fire safety and prevention; and
the ability to effectively deal with labor unions. The panel interviewed the candidates on
February 27, 2012, and recommended that two of the seven candidates proceed to the
next level of the recruitment process: Hollywood Fire Chief Virgilio Fernandez and Miami
Beach Assistant Fire Chief Javier H. Otero. The next level of the recruitment process
was a final interview with City Attorney Jose Smith, Fire Chief Eric Yuhr, Miami-Dade
County Deputy Mayor Genaro "Chip" Iglesias, whose responsibility includes public
safety, and I. The final interviews with Chief Fernandez .and Assistant Fire Chief Otero
took place on March 7, 2012.
After considering input from members of both panels, and subsequently speaking
individually with the top candidates, I have decided to appoint Javier H. Otero as Fire
Chief for the City of Miami Beach, effective April 1, 2012.
Assistant Fire Chief Otero began his career with the City of Miami Beach Fire
Department in 1989 as a Firefighter I and he served in numerous capacities and ranks
leading up to the position of Assistant Fire Chief to which he was promoted in 2008.
Throughout his career, Assistant Chief Otero has demonstrated strong management
skills and leadership abilities. In 1997, he was promoted to the rank of Fire Lieutenant; in
this capacity he had direct supervision of an engine company and rescue units at a fire
station. He was also responsible for coaching, training and the development of direct
reports.
In 1999, Otero was promoted to the rank of Fire Captain in the Combat Division where
his duties included the direct supervision of a fire station and was responsible for
assigning and supervising routine station duties, company inspections and public
education efforts. In 2000, he was assigned as the Fire Captain in Emergency Medical
Services (EMS) where he was responsible for the research, development, and
purchasing of fire equipment and supplies; the daily management of the EMS budget;
quality assurance, training and remediation of EMS skills and medical care delivery; and
the investigation of complaints and violations.
In 2002, Otero was promoted to the rank of Division Chief in EMS where he was directly
responsible for the operations and administration of the EMS Division. From 2004 to
2007 he served as the Division Chief of Support Service and Training, where he was
responsible for supervising the design, ordering and maintenance of all apparatus and
equipment, as well as ensuring their operational readiness. From 2007 to 2008 he was
the Division Chief of Operations, where he directly supervised the three Division Chiefs
in charge of the operational shifts.
9
In 2008, Otero was promoted to the position of Assistant Fire Chief. In this capacity, he
assumed the supervision over five Division Chiefs (Support Services, Operations,
EMS/Rescue, Ocean Rescue and Fire Prevention); he also became instrumental in
planning and managing the Department's budget and served as the Department's
representative on labor relations activities, including collective bargaining negotiations.
Apart from his tenure with the City of Miami Beach Fire Department, Assistant Fire Chief
Otero has had a distinguished career with the United States Military. Enlisting in the
Army in 1983, Assistant Fire Chief Otero maintained his status as a Noncommissioned
Officer and in 2003 was deployed to Iraq as a Master Sergeant. During Operation Iraqi
Freedom, Assistant Fire Chief Otero earned multiple Army Commendation Medals, one
in particular for exceptional valor and heroism when he used his own body to shield
civilians and soldiers from a grenade. In 2004, he earned the Bronze Star Medal for his
exceptional efforts in planning the reconstruction of the emergency medical service
capabilities of the Iraqi Government.
I plan to provide the new Fire Chief with a "charge memorandum" which will set forth my
expectations and priorities for the Fire Chief and the Fire Department and will identify
both short and long term tasks that I will identify and prioritize for action.
CONCLUSION
Following an extensive recruitment process, I have assessed the current needs of our
City and our Fire Department and have concluded that Assistant Fire Chief Otero is the
best candidate to serve the residents of our City as the Fire Chief.
Pursuant to the requirements of Article IV, Section 4.02, of the City Charter, it is
recommended that the Mayor and City Commission adopt the resolution consenting and
confirming Javier H. Otero as the Fire Chief for the City of Miami Beach, Florida,
effective April 1, 2012.
T:\AGENDA\2012\3-21-12\Fire Chief Commission Memo.docx
10
Javier Otero
Executive Profile
Disciplined people focused leader with a passion for constant analysis and action leading to
positive change. Inspired to serve the public and city administration by focusing my team on
current opportunities to overcome challenges and benefit from real and perceived threats.
Skill Highlights
• Mission focused people sensitive
process improvement (balance)
• Leadership (communicate, challenge,
coach, discipline)
• Ethics and fiscal responsibility
• Results oriented (achievable,
sustainable and resilient)
Core Accomplishments
Budget and Finance
• Understand internal culture
(positive/negative and opportunities)
• Fair and balanced
• Enjoy and embrace diversity
• Conflict resolution (seek
understanding and balance)
• Developed and managed budget for rescue division FY 2002, Support Services 2005-
2007, Combat Division 2008 and oversee entire department budget since 2008
• Designed and initiated use of computer programs to track inventory, purchasing and disposal
of equipment and supplies in rescue division resulting in reduced waste and loss due to
expiration of medical supplies.
• Coached subordinate officers in support services to develop improved equipment/supplies
inventory, maintenance and training initiatives. Their efforts resulted in development of
better accountability measures which increased productivity, reduced costs, extended
useful life of equipment and eliminated duplication of effort and erroneous data.
• Assumed role of treasurer for the Fire Officers Association of Miami Dade County.
Initiating accounting measures which allowed the organization to reinstate as a
corporation in good standing with the State.
• While serving as fund-raising chair of Calusa Elementary PTA raised yearly fund raising
from less that $15,000 to over 30,000
• While deployed to Iraq, volunteered to help improve public safety. Received Bronze Star
Medal for efforts leading to the improved operations and safety practices throughout Iraq.
Leadership and Development
• Most firefighters and all officers that have worked under my guidance have been highly
successful in the promotional process and are highly regarded by peers, supervisors and
subordinates
• All officers who have worked in my divisions on day shift have volunteered to work with me
although they had sufficient seniority to remain on 24 hour shift.
• Although I set high expectations, provide honest and critical feedback, and challenge my
subordinates, I am regarded as fair, consistent and easy to work with.
• While deployed to Operation Iraqi Freedom as a Master Sergeant, was appointed and
given authority above each Sergeant Major of three separate units to consolidate as one
unit with a single command. I earned the respect and loyalty of the three Sergeant Majors
who outranked me and their subordinates.
• Redesigned and implemented recruit training program while assigned to support services.
This program has reduced the number of recruits that fail the program while increasing the
performance standard.
11
• l_
Relationship Building
• Having been a member of staff though three different Fire Chiefs, I have always maintained
loyalty to each fire chief while remaining sensitive and responsive to the bargaining groups. I
value and honor the role of labor and management and the system of checks and balances
assured by their contributions.
• Large organizations tend to develop a culture of rejecting outside influence and increasingly
becoming self absorbed. I openly challenge signs and symptoms of this potentially negative
tendency and have successfully fostered good relationships and collaboration with other city
departments, citizens, and non Governmental organizations.
• I love my subordinates as an insider but critique them as an outsider. This allows me to
remain sensitive to personnel issues without compromising the department's mission and
reason for existence. I challenge and develop my subordinates to identify and resist negative
competition, territoriality and other negative forces that impede true teamwork, unity and
loyalty.
12
RESOLUTION NO.-----
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, CONSENTING TO AND
CONFIRMING THE APPOINTMENT OF JAVIER H. OTERO AS THE
FIRE CHIEF FOR THE CITY OF MIAMI BEACH, FLORIDA.
WHEREAS, The City Administration engaged in a very thorough open
recruitment and selection process for the purpose of identifying the best candidate for
consideration for appointment as the next Fire Chief; and
WHEREAS, pursuant to Article IV, Section 4.02 of the City of Miami Beach
Charter, the City Manager has the power to appoint directors of the City departments
with the consent of the Mayor and the City Commission; and
WHEREAS, as a result of the open recruitment process, Javier H. Otero has
been appointed as the Fire Chief for the City of Miami Beach, subject to consent of the
City Commission; and
WHEREAS, Javier H. Otero began his career with the Miami Beach Fire
Department in 1989, serving in numerous capacities and ranks leading up to his
promotion to the position of Assistant Fire Chief; and has a proven track of
achievements demonstrating strong management skills and leadership abilities.
WHEREAS, the Mayor and the City Commission wish to consent to and confirm
the appointment of Javier Otero as the Fire Chief for the City of Miami Beach.
NOW, THEREFORE, BE IT DULY RESOLVED THAT THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, consent to and confirm the
appointment of Javier H. Otero as the Fire Chief for the City of Miami Beach, effective
April1, 2012.
PASSED and ADOPTED this ___ day of---------' 2012.
ATTEST:
CITY CLERK
T:\AGENDA\2012\3-21-12\Fire Chief RESOLUTION.docx
13
MAYOR
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
1.-JL~l$;1\--7\\ '\ \ ~ 1.;
?ity~ Date
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14
COMMISSION ITEM SUMMARY
Condensed Title:
Consenting to the appointment of Assistant Chief of Police Raymond A. Martinez as the Chief of
Police for the Ci of Miami Beach.
Key Intended Outcome Supported:
Increase resident ratings of public safety services. Increase visibility of police.
Supporting Data (Surveys, Environmental Scan, etc.): 2009 survey data showed that 90% of residents
feel very safe or somewhat safe in their neighborhoods during the night, an 18% improvement over 2007;
19% of residents rated more police as one of the two or three changes that would make Miami Beach a
better place to live, work, play, and visit.
Shall the Mayor and City Commission adopt the attached Resolution consenting and confirming
Ra mond A. Martinez as the Chief of Police for the Ci of Miami Beach?
Item Summary/Recommendation:
Article IV, Section 4.02, of the City of Miami Beach Charter requires the consent of the City Commission
for the appointments of department directors.
The Police Department is tasked with providing and enhancing quality police services to the Miami Beach
community by promoting a safe environment through police and citizen interactions with an emphasis on
integrity, fairness, and professionalism.
The City Administration began a very thorough and exhaustive recruitment and selection process last
September 2011, for the purpose of identifying the best candidate for appointment as the next Chief of
Police. The top candidate that emerged from this process is Raymond A. Martinez, Assistant Chief of
Police of the City of Miami Beach.
Assistant Chief Martinez is a 32 year veteran of the law enforcement profession, serving with both the City
of Miami and the City Miami Beach Police Departments. During his career with the Miami Police
Department he served in numerous capacities and ranks leading up to the position of Assistant Chief of
Police. After retiring from the City of Miami, Assistant Chief Martinez accepted a position with the Miami
Beach Police Department as Assistant Chief of Police overseeing the Administration Bureau, and later the
Operations Bureau of the department. Assistant Chief Martinez is committed to implementing reforms in
order to provide a hiQh level of law enforcement service to the City of Miami Beach.
Advisory Board Recommendation:
IN/A
Financial Information:
Source of Amount Account Approved
Funds: 1
D 2
3
4
OBPI Total
Financial Impact Summary:
Clerk's Office Legislative Trackin
Ramiro lnguanzo, Human Resources
Si
T:\AGENDA\2012\3-21-12\Chief of Police ITEM SUMMARY.docx
AGENDA ITEM R 7 (;.
DATE 3-:l./-/2-. MIAMI BEACH 15
C9 MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
TO:
FROM:
DATE:
SUBJECT:
COMMISSION MEMORANDUM
Mayor Matti Herrera Bower and Members of the City Commission
Jorge M. Gonzalez, City Manager\___/
March 21,2012 U 0
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, CONSENTING TO THE APPOINTMENT OF
RAYMOND A. MARTINEZ AS THE CHIEF OF POLICE FOR THE CITY OF
MIAMI BEACH, FLORIDA.
ADMINISTRATION RECOMMENDATION
It is recommended that the Mayor and Commission adopt the attached resolution
consenting and confirming Raymond A. Martinez as the Chief of Police for the City of
Miami Beach. Article IV, Section 4.02, of the City of Miami Beach Charter requires the
consent of the City Commission for the appointments of Department Directors.
BACKGROUND I ANALYSIS
The City Administration engaged in a very thorough and exhaustive recruitment and
selection process last September 2011, for the purpose of identifying the best candidate
for my consideration for appointment as the next Chief of Police. The top candidate that
emerged from this process is Raymond A. Martinez, Assistant Chief of Police of the City
of Miami Beach. Attached is Assistant Chief Martinez' resume.
The Chief of Police position was advertised nationally for a sixty-day period from
September 23 through November 23, 2011. A total of seventy-nine candidates applied
from all over the country, including Ohio, New York, Virginia, Michigan, New Jersey,
New Mexico, Pennsylvania, Maine and Maryland, to name a few.
Following an initial review of all applications, this number was narrowed down to twenty-
three candidates who were identified to proceed to a telephone interview by an internal
panel comprised of representatives from the City's Human Resources Department, Fire
Department, City Attorney's Office, and City Manager's Office. This panel identified a
group of thirteen candidates who were invited to participate in the in-person panel
interviews. Of these thirteen candidates, two withdrew from the process. Among these
thirteen candidates were individuals from law enforcement departments in North
Carolina, Georgia, Washington, D.C., New Jersey, New York, Connecticut, Maryland,
and various counties and cities throughout the State of Florida.
The City worked closely with the Florida Police Chiefs Association (FPCA) who assisted
with the recruitment process leading up to the final selection of the Police Chief by
providing assistance in preparing for the panel interviews, including the formulation of
the questions and a written assessment that each candidate was asked to complete.
The FCPA representative who participated in the panel process was William Liquori, the
16
former Chief of Police of Altamonte Springs, Florida and former Deputy Chief of Police of
Orlando, Florida (and also a former President of the FCPA). Chief Liquori observed all of
the interviews, reviewed the written assessments submitted by each candidate, and
independently provided feedback to me on the process, the candidates, and the written
assessments. A copy of a letter from Chief Liquori regarding his observations and
assessment of the City's process is attached.
To ensure that we had the benefit of diverse perspectives, the in-person panel interviews
took place with two different panels and included a mix of individuals from the greater
Miami Beach community who have occasion to interact with the City and the Miami
Beach Police Department. The mix of individuals included three police chiefs from
outside jurisdictions; three former prosecutors; the elected Miami-Dade County Public
Defender; two individuals who have served as human resources directors for
municipalities in South Florida; four Miami Beach residents; and representatives from
local community organizations and the business community. The direction to the
members of the two panels in meeting with the candidates was to take into consideration
the following traits and characteristics as they evaluated each candidate: reformer and
change agent; team builder and ability to positively impact employee morale; dedication
and commitment to law enforcement and the community; demonstrated and proven
leadership abilities and capabilities; commitment to the concept of community policing;
and the ability to effectively deal with our labor unions.
Attached are copies of the memorandums which have been sent to the Mayor and
Commission regarding the recruitment process which includes the list of the candidates
that were interviewed by the in-person panels and the names of the panel participants.
The two panels interviewed all candidates over a two-day period on February 6 and
February 7, 2012. Each panel independently recommended the top candidates to
proceed to the next level of the recruitment process.
One of the panels (Panel A) recommended the following four candidates (listed in
alphabetical order):
• Frank Fernandez, former Deputy Police Chief, City of Miami;
• Thomas Hunker, Police Chief, Village of Bal Harbour;
• Raymond Martinez, Assistant Police Chief, City of Miami Beach; and
• Mark Overton, Police Chief, City of Hialeah.
The second panel (Panel B) recommended the following three candidates (listed in
alphabetical order):
• Frank Fernandez, former Deputy Police Chief, City of Miami;
• Raymond Martinez, Assistant Police Chief, City of Miami Beach; and
• Mark Overton, Police Chief, City of Hialeah.
The four candidates referenced above were invited to participate in a final interview on
February 22, 2012 with myself and the following individuals:
• Hugo Barrera, Special Agent in Charge, Miami Field Office, Bureau of Alcohol,
Tobacco, Firearms and Explosives (ATF);
• Victor M. Diaz, resident, attorney and former City of Miami Beach Commissioner;
• James Loftus, Director, Miami Dade County Police Department; and
• Jose Smith, City Attorney, City of Miami Beach.
17
This final interview panel met again via conference call on March 6, 2012 to further
discuss the candidates and provide me with their recommendations. At this meeting, a
motion was made, seconded and unanimously approved by all panelists to recommend
the appointment of Raymond Martinez as the Chief of Police and to offer Mark Overton
the position of Deputy Chief of Police. In addition, the panel also agreed with the City
Manager's recommendation that the incoming Chief of Police be provided with a "charge
memorandum" which sets forth my expectations and priorities for the implementation of
the necessary reforms within the Miami Beach Police Department.
In looking at who to appoint as the Chief of Police, the decision was based on who had
the ability to best manage the necessary reforms in the Police Department. My charge
memorandum to the new chief identifies both short and long term tasks that we have
identified and prioritized for action. A copy of the charge memorandum is attached.
The reforms that have already been implemented in our Police Department over the past
six months have proven to me that the right leadership to effect change can, indeed, be
found from within. Assistant Chief Martinez brings a combination of experience within the
organization from his tenure, with the benefit of over twenty-two years of police
experience from outside the City of Miami Beach. As a decorated military veteran and a
police officer injured twice in the line-of-duty, Assistant Chief Martinez brings an
understanding of fundamental policing, with the much added benefit of management and
administrative experience.
Prior to beginning his law enforcement career, Assistant Chief Martinez served in the
United States Marine Corps for three years. During his twenty-two years with the City of
Miami Police Department he served in numerous capacities and ranks leading up to the
position of Assistant Chief of Police. He was a patrol officer, firearms instructor,
academy training advisor, robbery detective, motorcycle traffic enforcement supervisor,
general investigations commander, communications unit commander, and has been a
member of the Special Weapons and Tactics (SWAT) team, to highlight a few. He
received several awards during his career with the Miami Police Department, including
the Unit Citation (twice), Officer of the Month, Gold Medal of Heroism, and the Purple
Heart for being shot two times in the line-of-duty.
While serving as the Assistant Chief of the Miami Police Department he commanded
both the Administrative Division as well as the Operations Division comprised of over
850 personnel. Assistant Chief Martinez coordinated numerous major projects, which
include the Florida Police Chiefs Annual Conference in 1994, security for the U.S.
Conference of Mayors in 1995, and the International Association of Chiefs of Police
(IACP) Conference in 1995. He spearheaded the successful bid to bring the 2005 IACP
conference back to Miami Beach. He served as the department's representative on labor
relations activities, including collective bargaining negotiations. Assistant Chief Martinez
was intricately involved in the department's community policing strategies and served on
the Community Policing Resource Board of the United States Justice Department
Community Oriented Policing Services (COPS) Office. He was appointed by the
President of the IACP to serve on the Police Administration Committee for the IACP.
Assistant Chief Martinez retired from the Miami Police Department in October 2001 and
took a position with the City of Miami Beach Police Department as Assistant Chief of
Police overseeing the Administration Bureau, and subsequently the Operations Bureau.
During his tenure with the Miami Beach Police Department, Assistant Chief Martinez has
been involved in all aspects of the organization. While commanding the Operations
Division, he has been instrumental in the development of the evolving tactics to deal with
large scale special events, such as Memorial Day Weekend. He is the Chairperson for
the department's Computer-Aided Dispatching (CAD), Records Management System
18
(RMS) and Field-Based Reporting (FBR) technology conversion initiative. On November
4, 2011, as the highest ranking sworn officer, Assistant Chief Martinez assumed day-to-
day control of the police department following the retirement of Chief Noriega. Given
that Assistant Chief Martinez had obtained an FBI background clearance of "Secret"
classification and is eligible to receive classified briefings, in December 2011, he was
selected to attend the Anti-Defamation League's prestigious Advanced Training School
on Extremist and Terrorist Threats in Washington, D.C.
Assistant Chief Martinez has a Master's degree in Public Administration from Florida
International University and a Bachelor's degree in Liberal Studies from Barry University.
He is a graduate of the Southern Police Institute Administrative Officers Course. He has
also attended Harvard University's John F. Kennedy School of Government Executive
Education Program for Government Performance and Florida International University's
Academy for Strategic Management.
Chief Mark Overton brings over twenty-nine years of law enforcement experience, with
fifteen of those years at the executive level with the City of Hialeah. He brings the unique
experience of nearly five years as Chief of Police for the third largest municipal police
department in Miami-Dade County, with an approximate $40 million dollar budget and
450 employees. Prior to being named Police Chief in 2007, he served as the Deputy
Chief of Police from 2005 to 2007. He began his career with the City of Hialeah Police
Department in 1984 as a Police Officer; served in the capacity of Detective from 1987 to
1990 and was subsequently promoted to the ranks of Sergeant, Lieutenant and Captain
between 1990 and 2005. Chief Overton currently serves as the President of the Miami-
Dade Police Chiefs Association. He has received a number of awards and honors over
the course of his career, including the Officer of the Year in 2003. Chief Overton has a
Bachelor's degree in Public Administration from Barry University and has attended the
Southern Police Institute's National Sheriff's Association Executive Leadership Program
and the Command Officer's Development Course both at the University of Louisville.
Attached is Chief Overton's resume.
I believe that the combination of Assistant Chief Martinez and Chief Overton as Chief
and Deputy Chief of Police for the City of Miami Beach Police Department will provide
the right combination of experience, leadership, and commitment to effectively lead and
reform the Police Department.
CONCLUSION
Following an extensive recruitment process, assisted by the Florida Police Chiefs
Association, and an assessment of the current and future needs of our City and our
Police Department, as well as the reforms that will be required, I have concluded that
Assistant Chief Martinez is the best candidate to serve the residents of our City as the
Chief of Police.
Pursuant to the requirements of Article IV, Section 4.02, of the City Charter, it is
recommended that the Mayor and City Commission adopt the resolution consenting and
confirming Raymond A. Martinez as the Chief of Police for the City of Miami Beach,
Florida.
T:\AGENDA\2012\3-21-12\Police Chief Commission Memo.docxdoc
19
Raymond A. Martinez
Assistant Chief of Police
Miami Beach Police Department
1100 Washington Avenue
Miami Beach, FL 33139
305 673-7925
QUALIFICATIONS
~ Over 32 years of law enforcement experience with the Miami and Miami Beach Police
Departments
)-Solid breadth and depth of departmental experience, in both operations and administration
~ Law enforcement professional with an uncompromising commitment to duty and honor
~ Motivational leader who guides by example and inspires loyalty and exceptional
performance
~ Readily accepts challenges; resolute, even under the most difficult circumstances
PROFESSIONAL EXPERIENCE
2001 -Present Police Department, City of Miami Beach, Florida
Built a record of distinguished service in law enforcement for a community of
90,000 residents with ten million visitors annually. Performed many diverse roles
throughout career and gained familiarity with every aspect of departmental
operations. Received numerous honors and awards.
CURRENT AsSIGNMENT
2011 -Present Assistant Chief of Police, City of Miami Beach, FL, and Serving as the Highest
Ranking Officer in Charge while the Chief of Police position is vacant. Command of
the Department's two Bureaus (Operations and Administration), 362 sworn officers,
and 139 civilian employees. Oversight of $92 million departmental budget.
Summary
Furthered the implementation of comprehensive community policing by initiating a Sector Plan for
the Patrol Division with specific areas of responsibility for all officers and supervisors.
Oversight of a wide variety of major events including Memorial Day (with over 250,000 attendees),
2010 Super Bowl and Pro Bowl, Art Basel, Art Deco Weekend, Spring Break, and New Year's Eve.
Lead MBPD contingent to the 2009 Presidential Inauguration in Washington DC
Adjunct Professor for the School of Policy and Management, College of Urban and Public Affairs,
Florida International University and the University of St. Francis
Served with the United States Marine Corps (1976 -1979) Honorable Discharge as Lance
Corporal, served as a Field Radio Operator, 2nd Battalion, 61h Marine Regiment, 2nd Marine Division
20
Raymond A. Martinez
Page2 of4
PREVIOUS ASSIGNMENTS
2007-2011
2004-2007
2001-2004
1994-2001
MBPD Assistant" Chief of Operations and Administration Bureau -oversees all
operations within the Miami Beach Police Department including the Internal Affairs
Unit.
MBPD Assistant Chief of the Operations Bureau. This includes the Patrol Division
consisting of uniform patrol, motorcycle patrol, accident investigation, marine patrol
K-9, bicycle patrol, beach patrol, SWAT, Crime Suppression Teams, and Problem
Solving Teams for the Redevelopment Areas. Also includes the Criminal
Investigations Division consisting of Homicide, Violent Crimes, Robbery, Burglary,
Auto Theft, Economic Crimes, and Juvenile Crimes, the Strategic Investigations
Unit (Vice, Narcotics, and Terrorism).
MBPD Assistant Chief of the Administration Bureau. This includes the Technical
Services Division and the Support Services Division. The area of responsibility
includes hiring, training, personnel, background investigations, budget,
confiscations, 911 communications. property and evidence, fleet management,
records management, information technology, and off-duty employment.
Miami Police Department-Assistant Chief of Police
Chief of the Field Operations Division. November 1999 through October 2001,
which included overseeing all patrol operations, District Investigations to include
robbery and burglary, tactical operations to include K-9, Mounted Patrol, Marine
Patrol, Motorcycle Patrol, SWAT, street level tactical operations and drug
enforcement. Assistant Chief Martinez was responsible for overseeing the
department's community policing efforts, which included the department's
Neighborhood Enhancement Teams (NET). Problem Solving Teams (PST),
Neighborhood Resource Officers (NRO), School Resource Officers (SRO}, and
Citizens on Patrol programs.
Chief of the Administration Division July 1994-November 1999, which included the
Business Management Section, Personnel Resource Management Section,
Communications Section, and the Support Services Section. The area of
responsibility included hiring, training, personnel, recruitment and selection.
budget, property and evidence. forfeitures. 911 communications, planning and
research, grants management, records management, information technology, and
vehicle fleet services.
Related Duties: Was instrumental in the strategic development and implementation
of the department's community policing philosophy. Chief Martinez was the point
person on all federal grants for the police department. He coordinated the
department's efforts to obtain over $95 million in grants as well as match waivers
from the COPS Office in Washington, DC. Assistant Chief Martinez was the
department's labor relations representative, which negotiated the labor agreements
with the Fraternal Order of Police in 1995 and 1998. Coordinated the 1995
International Association of Chiefs of Police Conference and successfully
spearheaded the bid to bring the 2005 IACP conference back to Miami Beach. He
served as an active member of the United States Department of Justice COPS
Community Policing Resource Board. Was invited and served on the International
Association of Chiefs of Police Summit on Hate Crime in America, June 25-26,
1998. Served as the City of Miami Police representative for the selection
21
Raymond A. Martinez
Page3 of4
1991-1994
May1994
1989-1991
1984-1989
1979-1984
AWARDS
committee for the Federal Government Lobbyist and Consulting Services and the
committee for the Test Developer and Provider for the police lieutenant promotional
process.
Miami Police Department-Major of Police
Commander, Business Management Section (1993-1994}
Commander, Field Support Section (1991-1993)
Commander, Communications Section (1991)
Commander, Special Weapons and Tactics Team {SWAT) {1991-1994)
Miami Police Department-Captain of Police; promoted to the civil service rank of
Captain while serving in the unclassified rank of Major
Miami Police Department-Lieutenant of Police
Commander, General Investigations Unit (1990-1991)
Commander, Patrol (1989-1990)
Commander, Special Weapons and Tactics Team {SWAT) (1989-1991)
Miami Police Department-Sergeant of Police
Supervisor, Enforcement Detail (Motorcycle) (1986-1989)
Supervisor, Patrol (1984-1986)
Supervisor, Special Weapons and Tactics Team (SWAT) (1984-1986)
Miami Police Department-Police Officer
Robbery Investigator ( 1983-1984)
Training Advisor at Police Academy (1982-1983)
Patrol Officer (1979-1982)
Special Weapons and Tactics Team (SWAT) (1981-1984)
Up & Comers Award recipient 1996, Government category, South Florida Business
Journal and Price Waterhouse LLP
Purple Heart (Shot in the line of duty 1981)
Gold Medal of Heroism
Officer of the Month
Unit Citation (Twice, Enforcement Detail, Coordinator Florida Police Chiefs
Conference)
EDUCATION AND TRAINING
Master of Public Administration. Florida International University, Miami, Florida,
December 1993.
Bachelor of Liberal Studies. Barry University, Miami, Florida, 1990.
Administrative Officers Course, Southern Police Institute. University of Louisville,
Louisville, Kentucky, 1990.
Academy for Strategic Management, Florida International University, Certificate
Program, April1999.
22
Raymond A. Martinez
Page 4 of4
Federal Bureau of Investigation, Florida Executive Development Seminar,
Certificate Program, May 2005.
Driving Government Performance, Harvard University, John F. Kennedy School of
Government, Certificate Program, November 2006
CERTIFICATIONS AND LICENSURE
Law Enforcement Officer, State of Florida
Police Instructor, State of Florida
PROFESSIONAL AFFIUATIONS
International Association of Chiefs of Police
Miami-Dade County Association of Chiefs of Police
Fraternal Order of Police Lodge #20
Florida Police Chiefs Association
Police Executive Research Forum
Police Officer Assistance Trust (P.O.A.T.)
COMMUNITY SERVICE
Executive Board Member, Miami Beach Police Athletic League
University of Miami Baseball Team Coach's Committee
Past Chairman, Board of Trustees, Plymouth Congregational Church
Teen Youth Advisor, Plymouth Congregational Church in Coconut Grove
Manager and Coach, Howard Palmetto Baseball
Manager of Youth Travel Baseball Team (Miami Bandits)
23
MARK NATHAN OVERTON
CAREER OBJECTIVE: To obtain the position of Chief of Police with the City of Miami
Beach Police Department. I have over twenty-nine years of law enforcement experience,
fifteen years of which are at the executive management level. My strengths are proven
leadership, exceptional liaison, organizational skills, and personnel management skills
with a talent for making rapid assessments of diverse administrative and operational
situations and developing and leading the resulting action plans.
PROFESSIONAL EXPERIENCE:
November 2007 to Present
Chief of Police-City of Hialeah Police Deparbnent
August 2005 to November 2007
Deputy Chief of Police-City of Hialeah Police Department
Second in command to the Chief of Police
February 2002 to August 2005
Captain -City of Hialeah Police Department
Criminal Investigation Division
Support Services Division
Special Weapons and Tactics
February 1996 to February 2002
Lieutenant-City of Hialeah Police Department
Uniform Patrol Division
Special Investigations Divisions
September 1990 to February 1996
Sergeant-City of Hialeah Police Department
Uniform Patrol Division
Criminal Investigation Division
October 1987 to September 1990
Detective -City of Hialeah Police Department
Combined Operations Platoon-S.W.A.T.
January 1984 to October 1987
Police Officer-City of Hialeah Police Department
EDUCATION AND TRAINING:
Bachelor of Science in Public Administration
Barry University, Miami Shores, Florida
Southern Police Institute -National Sheriff's Association Executive
Leadership Program and the Command Officers Development Course -
University of Louisville, Louisville, Kentucky
1
24
r
_.-
WORKSHOPS/SEMINARS:
• Incident Command Training (NIMS): 1-300, 1-400, 1-401, 1-402
• Emergency Management Training
• Hurricane Preparedness Training
• Threat and Risk Assessment Training
• Innovative Management
• Leadership and Team Building
• Line Supervision
• Instructor Technique Workshop (ITW)
• Field Training Officer Training
• Fire Arms Instructor
• Defensive Tactics Instructor
AWARDS AND HONORS:
• Administrative Excellence
o Outstanding Supervisor (5 awarded)
o Combat Cross (2 awarded)
o Purple Heart
• Distinguished Service
• Officer of the Year 2003
• Officer of the Quarter
• Officer of the Month
• Meritorious Service (18 awarded)
• Good Conduct (5 awarded)
• Hialeah Expeditionary (2 awarded)
o Emergency Mobilizations (16 awarded)
ORGANIZATIONS AND COMMITTEES:
• Hialeah Police Pension Fund Board of Trustees -Elected 2004 to 2008
• International Police Chiefs Association
• President of Miami Dade Police Chiefs Association -Present
• Florida Association of Chiefs of Police
• Urban Areas Security Initiative 2006 to Present
• South Florida IMPACT Board of Directors 2007 to Present
• Police Officers Assistance Trust 2007 to Present
• Management Representative City of Hialeah Retirement Board 2007 to Present
• · NICB CEO's Law Enforcement Advisory Committee 2008 to Present
• Region XIV Training Council Chairman
• Executive Committee of the FBI Joint Terrorism Task Force (JTTF)
LANGUAGES:
Fluent in English and Spanish
2
25
OFFICERS
Pre~ident
:!·liEF Pr\UL SIRED
p11 International Airport
1!'-t V1c~ Pre!'ident
-liEF DENNIS JONES
Tnllah11~$t't>
2nd Vice Pre~idt:>nt
IJEF PHI UP THORNE
Sprin~iidd
Jrd Viet.> Pre-$-ident
VACANT
Serretnn.• iTreilsurer
::1-HEF )i\Y ROMINE
1-lnlmt!s Bench
Exel"uli\'e Dirt'ch'r
AMYh!ERCER
1 Pnht:"e Chief~ Ass.ndatinn
mediiliL• Pn~t Pre~idenl
EF DORENE TiiOMAS
Pinellil~ Parl;
il~t Pn:'sidl'nt at Lug~:.•
liEF NOLAN MclEOD
Aubumdnle
rilrliamentarian
F THOI'v!AS LONGO, J.D.
n~r~ity of South Flnrida
DIRECTORS
District No. I
-liEF ALBERT HOGLE
Longb11ilt Key
Di~trict No. 2
EF RJCI-IARD HEDGES
St. t\ugushne Bench
District No.3
:I-IlEF DAVID PERRY
(\tid., StalL• University
DistridNo . .J
HJEF KEVIN LYSTAD
Mi.1mi Shore::.
District Nn. 5
oF JEFFREY CHUDNOW
0\'it.'dn
District No. 0
!EF R. SEAN BALDI'VlN
Fort Pierce
Di:;.trict No.7
~HJEF BRL<\N LOCK
We~! Melhnurnl'
District Nll. S
OR STEPHAN DEMBINSKY
Ja~·tuna Bt'ilch Short~~
District No. 9
liEF STEVEN MOORE
dn Gul£ Coast University
District No. 10
CHIEF GUY HALL
lvlt:':\ kn Beach
Di!'tricl No. 11
:HIEF ROSS LICATA
lighthouse Pnint
District No.12
-liEF DAVID ROMINE
51. Peto Boach
District No. 13
EF FRANK J..."'TZER0\\1
Jupiter
Di!'trict No. 14
liEF STEVE GRAHAM
Oemumt
District No. l 5
EF KEi\'NETH ALBANO
Temple Terrace
District No. 16
:F ARGATHA Gll~·JORE
lake City
District No. 1 7
:F IOEL DECOURSEY . .IR
· .-\lachuil
Florida Police Chiefs Association
March 14, 2012
To: Jorge M. Gonzalez
City Manager,
Quality Law Enforcement for the Sunshine State
City of Miami Beach, Florida
Reference: Process for the selection of Chief of Police
This letter is being written to express the Florida Police Chiefs Association (FPCA) and Chief
Liquori's pleasure in the professional way you and your staff developed and managed the
interview process for the selection of the Chief of Police for the City of Miami Beach. At your
request I was asked to assist you and your staff in the interview process, as a representative of
the Florida Chiefs Association.
You had two separate interview panels comprised of a Chief of Police and members of the
community. They each were provided with a number of questions developed by me and the FPCA
and reviewed by you. You accepted them with some additions, which you made. You addressed
the panel members at the start of the interview process and advised them of their
responsibilities. Each candidate would be asked the same questions, with possible follow-up
questions. This was done so that each candidate had the same questions asked of them. I
observed the candidates as they responded to the questions; you also had a member of your staff
present to observe. This was done to ensure fairness for all the candidates.
I was also present when the two panels met with you to give their assessment of who were the
top candidates. Both panels agreed on the top candidates, not in any order of priority, at your
request. At the end of each interview the candidate was given two (2) questions which they had
to respond in writing. The questions were reviewed and evaluated by you and me. At the end of
this entire process four candidates emerged as the best of all candidates. In my years in Law
Enforcement and years assisting Mayors and City Managers developing and participating in
searches for Chiefs and top administrators, I can say without a doubt this was one of the fairest,
well developed and managed processes I have been involved. You and your staff treated
everyone, candidates, panel members and me in a genuine and professional manner. Again
please convey my thanks and the thanks ofthe Florida Police Chiefs Association to your staff for a
job well done. We feel your process identified the best of all the candidates that applied.
Respectfully,
Tallahassee Headquarters: 924 North Gadsden Street, Tallahas~ee, FL 32303 • Mailing Address: P.O. Box 14038, Tallahassee, FL 3231 7·-1038
Telephone Lines: (850) 21926 (850) 219·3640 (Fax) Website: www.fpca.com
22A
JOHN S. KNIGHT (1894-1981)
THE MIAMI HERALD I EDITORIAL
Let's break
the mold
OUR OPINION: Next Miami
Beach police chief imminent
Hl
W ith 90,000 residents and 10 million
visitors a year traversing this pop-
ular international beach resort, Mi-
ami Beach is as much a·paradise as a paradox.
There are billionaires living just blocks from
subsidized housing, mega-events like this
weekend's boating extravaganza and late-
night-to-dawn partying on South Beach.
'Add to that mix the citY's diverse popula-
tion by age, race, religion and sexual .. orienta-·
tion, and the need for clear rules and· ethical
behavior by law ·enforcement assumes para-
mount importance. ·'
Soon, a new police chief will be put to the
test. After a long and painstaking wait, the
search for Miami Beach's new police chief is
finally winding down. Miami Beach City
Manager Jorge Gonzalez announced that four
fmalists have e)llerged in \he five•PJ,onth·pur-
sl.\it to fmd a successor to former Chief Carlos
Noriega.
The candidates~: Frank Fernandez, former
deputy police chief with the Miami Police De-.
partment; Thomas Hunker, police chief ofBal
Harbour; 'Raymond Martin<p:, ¥Sistant chief ·
of police for Miami Beach and Cu.rrent head of·
the city's department; and Mark bverto~ po-.· ·
lice chief of:Hialeah. ·
Mr. Noriega retired last year afte:t:' a series of·, ...
high·prof!le investigations that incltldec'L al-· ..
leged gay bashing, a fatal shooting during Pr-
ban Beach Weekend and an officer's drunken
ATV joyride that left two beachgoers serious~
ly injured. All of these incidents pointed to .a
clear lack of supervision and laissez-faire
management.
While the process to replace Mr. Noriega
has been a long one, Mr. Gonzalez's i.J;J.vestiga-
tion has been rightly th0r9ugh. TP.e city inan-
aglll made sure the community and k;ey ex-
perts were involved in vetting, a police chief
who -yvill not iust oversee the departw.ent, but
make necessary•systerni!J ~ges·to:an ~-
trenched culture of anything goes.
The impressive two-day panel interviews
of chief candidates included: area police
chiefs, former prosecutors; Miami Dade
County Public Defender Carlos Martinez; for"
mer state Sen. Dan Gelber, gay rights leade:t:'S
. and business leaders. .,:;, .-~-·. · .h .. _
Mr. Gelber said Mr. Gonzalez made it clear··
that the next chief must be "a commanding
presence who can );t!!lp .th~ geJ1artment
its challenges, not jUst someone wllo.
things continue· the way things are
Good.
BEST OF BLOGOSP.HJ:RE
This papal .. .. .. ..
W0712
OPINION
DAVID LANDSBERG. PUBLISHER I AMINDA MARQUES GONZAlEZ. EXECUTIVE EDITOR I MYRIAM MARQUEZ. EDITORIAi PAGE EDITOR
LEE JUDGE/THE KANSAS Cll
MIAMI BEACH
OFFICE OF THE CITY MANAGER
TO:
FROM:
DATE:
Raymond A. Martinez, Assistant Chief of Police
Jorge M. Gonzalez, City Manager ~~
March 19,2012 U 0
SUBJECT: Miami Beach Chief of Police Selection
MEMORANDUM
Congratulations on your appointment as Chief of Police for the City of Miami Beach, Florida. As you
know, the Miami Beach Police Department has a long and distinguished history of providing excellent
public safety to our residents, businesses and visitors. Over the years our community has evolved,
grown and matured. The MBPD has evolved, as well. Our community's expectation is that the MBPD
continue to provide excellent service.
In the more recent past, the MBPD has faced many challenges. Challenges such as balancing the
needs of our residents and our business; managing a growing number of special events with ever
growing popularity and attendance; ensuring greater sensitivities to our changing city demographics
and diversity; developing strategic plans for Memorial Day weekend and other high impact periods;
maintaining services in spite of the economic challenges faced by local governments; and working with
our union leadership to ensure fair and appropriate collective bargaining agreements.
None of these challenges, however, are as great or as critical to the future of the MBPD as the need to
dramatically reform the organization and its culture. The department is filled with honorable and
hardworking officers whose service to the City is commendable. But recent events have shown that
there is a need for reform.
In accepting the position of Chief of Police, you are also accepting the responsibility to lead and effect
the reform needed to move the MBPD forward. It is my expectation that this department work to garner
the public trust and confidence of our community, our visitors, the press and of other law enforcement
agencies across the country.
You have been selected to this position through a very thorough and competitive process. You are
being entrusted with the safety and well being of millions of people annually. It is not a responsibility to
be taken lightly. You have demonstrated your abilities and I am fully confident that you will be
successful in this new assignment.
The future of the MBPD is very bright. Our greatest resource is our people. The department is
comprised of many highly trained and highly motivated men and women. It will be your job to lead them
and to help them attain their greatest potential.
While we will discuss my expectations further in the coming weeks, attached is a list of areas that must
be addressed both short term and long term, and will form the basis for evaluating your performance as
Chief of Police.
Attachment
We are committed to providing excellent public service and safe~' to all who live. work, and play in our vibrant. tropical. historic communily.
28
MIAMI BEACH
OFFICE OF THE CITY MANAGER
CHARGE MEMORANDUM
Restore Confidence and Public Trust
• Develop and present a plan to restore faith and trust in the City's Internal Affairs Unit
o Identify appropriate leadership for this Unit. It is my expectation that the leader for
this unit will be recruited externally
o Identify appropriate personnel for this Unit. It is my expectation that the detectives in
this unit will be recruited externally
o Initiate an independent third-party review of the current Standard Operating
Procedures of the internal affairs investigative process and recommend any
necessary changes based on best practices methodologies
• Reform the City's policies regarding Off-Duty assignments
o Revise how off-duty assignments are coordinated, assigned and supervised
o Develop a methodology to better manage the scheduling and total number of hours
allowed
o Develop recommendations which will resolve the operational and public perception
issues arising from off-duty assignments in entertainment establishments that serve
alcohol
o Revise the Standard Operating Procedures governing the Off-Duty Program
• Develop and provide an officer training program focused on ethics and professional integrity
Emphasis on Community Policing and Quality of Life Issues
• Assess the proposed operational plans to address Memorial Day Weekend 2012 and
ensure plans provide for appropriate response and staffing
• Enhance and institutionalize our Community Policing efforts (Sector Plan)
o Develop a long-term strategy to create a long-term, sustainable plan while
addressing staffing needs, and reducing any unnecessary costs
• Increase the City's efforts to enforce laws that affect our residents' Quality of Life
o Develop and provide a training program on these quality of life issues
o Develop staffing approach to better address these issues
o Develop a process to monitor officer response and approach to ensuring these
quality of life issues are routinely addressed by the members of the Miami Beach
Police Department
Reform Organizational Structure and Culture by Fostering Greater Accountability
• Assess current command staff structure and organization and prepare recommendations for
staffing changes
• Ensure stricter enforcement of departmental policies and procedures, with swift and
progressive discipline to those who violate the rules
• Aggressively implement the Automated Vehicle Locator (AVL) system and appropriate
protocols, management reports and procedures.
• Develop a collective bargaining agenda
• Review current Public Information and Education efforts and recommend the appropriate
organizational structure to ensure timely response to the media, and effective
communications with our community
We are committed to providing excellent public service and safety to all who live, work, and play in our vibrant, tropical, historic community,
29
Page 2 of2
Charge Memorandum -Chief of Police
Develop Closer Working Relations with Internal and External Stakeholders
• Develop a closer working relationship with other City departments, particularly, Fire, Code
Compliance Division, Homeless Outreach Team, and the City Attorney's Office,
• Develop a closer working relationship with the City's Community Relations Board, Human
Rights Commission and Mayor's Gay/Lesbian Task Force
• Improve the working relationship with the State Attorney's Office
We are committed to providing excellent public service ond safety to all who live, work, ond play in our vibrant, tropical, historic community,
30
RESOLUTION NO.-----
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, CONSENTING TO AND
CONFIRMING THE APPOINTMENT OF RAYMOND A. MARTINEZ AS
THE CHIEF OF POLICE FOR THE CITY OF MIAMI BEACH, FLORIDA.
WHEREAS, The City Administration engaged in a very thorough and exhaustive
recruitment and selection process for the purpose of identifying the best candidate for
consideration for appointment as the next Chief of Police; and
WHEREAS, pursuant to Article IV, Section 4.02 of the City of Miami Beach
Charter, the City Manager has the power to appoint directors of the City departments
with the consent of the Mayor and the City Commission; and
WHEREAS, as a result of the recruitment process, Raymond A. Martinez has
been appointed as the Chief of Police for the City of Miami Beach subject to consent of
the City Commission; and
WHEREAS, Raymond A. Martinez is a 32 year veteran of the law enforcement
profession, serving in numerous capacities and ranks leading up to the position of
Assistant Chief of Police with the City of Miami Police Department, and later Assistant
Chief of Police with the City Miami Beach Police Department overseeing the
Administration Bureau, and later the Operations Bureau of the Department. Assistant
Chief Martinez is committed to implementing reforms in order to provide a high level of
law enforcement service to the City of Miami Beach; and
WHEREAS, the Mayor and the City Commission wish to consent to and confirm
the appointment of Raymond A. Martinez as the Chief of Police for the City of Miami
Beach.
NOW, THEREFORE, BE IT DULY RESOLVED THAT THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, consent to and confirm the
appointment of Raymond A. Martinez as the Chief of Police for the City of Miami Beach.
PASSED and ADOPTED this ___ day of----------' 2012.
ATTEST:
CITY CLERK
T:\AGENDA\2012\3-21-12\Chief of Police RESOLUTION.docx
31
MAYOR
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
{~~\--3\1~\W.
City ~orne~ Date ~~
THIS PAGE INTENTIONALLY LEFT BLANK
32
Information Provided By
The Miami-Dade Water And
Sewer Department
. Agenda Item [Aq C
Date 3-2[-1 Z-
33
r~· ';,
The Miami-Dade Water and Sewer Department's Government Cut Utility Relocation Project has been
procured as a Design-Build job. It is comprised of two pipeline relocations:
"54~inch wastewater force main relocation -The existing 54-inch force main underneath Government
Cut between Fisher Island and south of the City of Miami Beach (in-water) will be replaced and deepened
with approximately 1,200 feet of new 54-inch forceirnain installed via micro-tunnel trench less technology.
• 20-inch water main relocation -The existing 20-inch water main underneath Fisherman's Channel
between Port Island and Fisher Island will be replaced and deepened with approximately 850 feet of
new 24-inch water main installed via micro-tunnel trenchless technology. The project also provides for
an alternative method of horizontal directional drilling (HOD) technology for the water main replacement.
The new deeper location of the water and wastewater mains will allow for the dredging of the shipping
channel into the Port of Miami. The deeper channel will enable larger ships to access the port as a
result of the planned Panama Canal Expansion, scheduled for completion in August 2014. The U.S.
Army Corps of Engineers is scheduled to begin the Federal Navigation Channel Dredging Project in·
2012, to deepen Government Cut and Fisherman's Channel. Once the port is dredged, the Port of
Miami will be able to accommodate the new generation of larger "Post-Panamax" ships serving as the
first U.S. port of call for ships traversing an expanded Panama Canal in 2014.
Construction Start
Construction Completion
August 2011
December 2012
Please note that this construction schedule is subject to change.
Updated: 9-28-2011
Adriana P. lamar, Public Affairs Manager
Miami-Dade Water and Sewer Department
3071 SW 38 Avenue# 539, Miami, FL 33146
Phone: (786) 552-8087
E-mail: alamar@miamidade.gov
Alicia Gonzalez, Public Information Manager
Media Relations Group, LLC
18001 Old Cutler Road Suite 407, Palmetto Bay, FL 33157
Phone: (786) 280-6645
E-mail: agonzalez@mrgmiami.com
34
HAzEN AND SAWYER
Environmental Engineers & Scientists
March 6, 2012
John W. Renfrow, P.E.
Director
Hazen and Sawyer, P.C.
4000 Hollywood Boulevard
750N, North Tower
Hollywood, Fl33021
954 987·0066
Fax: 954 987·2949
MIAMI-DADE WATER AND SEWER DEPARTMENT
3071 Southwest 38111 Avenue !
Miami, Florida 33146
MDWASD Government Cut Utility Relocation Projects
' 0810-WASD-01 ESP
Evaluation of Redundant Force Main
Dear Mr. Renfrow:
The Department has requested that Ric-Man Construction evaluate the feasibility of providing a
redundant force main across Government Cut from the launch shaft at Fisher Island to the in-
water retrieval shaft south of the marina. We have evaluated the Department's request and offer
the following analysis for consideration.
Both the launch and retrieval shafts for the subject project have been designed, permitted and
are presently under construction. The secant piles for the launch shaft at Fisher Island have
been completed and the shaft is being excavated. Secant piles are being Installed at the 13 foot
diameter retrieval shaft. Our approved project schedule requires the tunneling operation to start
April24, 2012 and the carrier pipe to be installed by October 4, 2012.
The project Request for Design Build Services (ROBS) presently requires the new carrier pipe
across Government Cut to have a top-of-pipe elevation of (-)80feet msl. Ale-Man's contingency
plan Is to Install a second pipeline at a lower elevation if the original pipe Installation attempt Is
unsuccessful. The redundant pipeline would be Installed above the original grade force main at
a higher grade below the "over dredge" cut elevation (-)60 foot +I· under Government Cut. In the
avant the second redundant micro-tunnel Installation was unsuccessful (soil conditions, me-
chanical failure, etc.) then no space Is available to install a contingency force main at a higher
elevation. This is an additional risk.
The dual so-Inch diameter pipelines would require the Installation of two 60-inch pipelines In
both the launch and retrieval shafts to have true redundancy (each crossing could be taken out
of service independent of the other crossing). This pipeline configuration could fit In the 22 foot
diameter launch shaft but would require a larger diameter retrieval shaft. Changing the piping
configuration and the retrieval shaft design at this time will necessarily delay the project since
additional time Is required to redesign, permit and construct the required facilities. Attached Is
an estimated schedule for the additional work. The schedule indicates that the project would be
delayed over 10 months which would Impact the dredging operation.
Psg91 012
0:\43102·0DO-HWDlWpdocsiL&ItBISI43102L-42
www.ha zen and sawyer. com
35
HAzEN AND SAWYER
Mr. JohnW. Renfrow
March 6, 2012
The proposed force main crossing is conservatively designed. It consists of a 74-lnch O.D. steel
casing pipe and an interior 60-inch I.D. fiberglass reinforced (FRP) carrier pipe. The annular
space between the two pipes Is filled with cement grout. The exterior 1-inch thick wall steel cas-
ing pipe has a calculated service life of more tha!'l 80 years. The Internal FRP Is corrosion resis-
tant to sodium chloride (external) and hydrogfn sulfide (Internal) exposure. It Is designed to
handle projected maximum operating pressures.
The pipeline will be installed at elevation (-)80 msl and will have approximately 28 feet of undis-
turbed limerock between the dredged Government Cut floor bottom and the top of the force
main casing pipe. Therefore, the installed 60-lnch wastewater force main could well be the most
reliable pipeline segment In terms of corrosion resistance and structural strength In the entire
Miami-Dade collection/transmission system.
The construction cost of the redundant pipeline Is estimated at $10,000,000 to $12,000,000.
The additional cost, project delay and increased risk associated with the new redundant pipeline
should be taken Into consideration when evaluating this option.
We trust the above addresses the Department's concerns. Please notify us If additional informa-
tion is necessary.
Very truly yours,
HAZEN AND SAWYER, P .C.
t.::~r:~»
Vice President
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MIAMI·~
ti•»lhhliiil'
miamidade.gov
February 17, 2012
Fred Beckmann, Director
City of Miami Beach, Public Works Department
1700 Convention Center Drive
Miami Beach, FL 33139
Subject: Government Cut Pipeline Relocation Project
Dear Mr. Beckmann:
Water and Sewer
P.O. Box 330316 • 3071 SW 38th Avenue
Miami, Florida 33233-0316
T 305-665-7471
As you know, the Miami-Dade Water and Sewer Department (M-DWASD) In coordination with the Public
Works Department of the City of Miami Beach (City) has recently commissioned an inspection of the
condition of the existing 54-inch force main that carries the sewage flow from the City through Fisher
Island and ultimately to the Central District Wastewater Treatment Plant (CDWWTP). This inspection
revealed several defective segments between the current utility relocation project retrieval shaft south of
the Miami Beach marina to the existing 54-inch valve located in the Murano building's driveway. As a
result of this new information, M-DWASD is modifying the scope of work of the original construction
contract and has requested the contractor to evaluate seven alternatives (see attached map) to extend
the new 60-inch force main from the In-water retrieval shaft to the Miami Beach force main either at or
north of the current point of connection. This will require replacement of about 700 feet of the existing
pipe, including four seriously defective segments within this stretch.
The evaluation of the seven alternative alignments consisted of a 1 00-polnt rating system to quantify the
alternative selection process. The risk and cost selection criteria were considered the most important
elements of the selection process and were assigned a maximum value of 25 and 20 points respectively.
Stakeholder concerns were assigned a maximum value of 15 points. Right-of-way/easements, permits,
and environmental concerns were considered next most important selection criteria and were assigned a
value of up to 10 points each. The remaining selection criteria consisted of evaluating schedule
completion and maintenance of traffic. Both elements were assigned a maximum value of 5 points each.
The complete analysis is currently being put into final form by the consultants, and we will provide a copy
as soon as It Is available within the next week or so.
Every alternative has challenges, but three of the options emerged as superior solutions. M-DWASD
prefers Alternative No. 6, which consists of construction of a micro-tunnel from the modified retrieval shaft
south of the marina to the City's triangular property in South Pointe Park and an open-cut pipeline
installation from a new retrieval shaft thru the open space adjacent to the Apogee Building, ultimately
tapping Into the City's existing 54-Inch force main in the public right-of way. This alternative provides the
least disruption to the public as well as being the least risky to Implement. This Is the alternative that was
recommended by your staff during our meeting on January 5. A potential challenge of this alternative is
to obtain the easement from the private property owners in a timely fashion without utilizing an eminent
domain process. An added advantage of this alternative is greater utilization of space in the marina that
would result from abandoning the existing pipeline easement.
The second viable Alternative Is No. 7 in our analysis, which consists of the construction of a micro-tunnel
from a cofferdam adjacent to the in-water retrieval shaft south of the marina to a new retrieval shaft north
of the marina and a continuing open-cut pipeline installation from the new retrieval shaft to the 54-inch
valve located in the Murano driveway. The challenge of this alternative is the temporary disruption
experienced by the residents of the Murano and to pedestrian traffic on the boardwalk and to the marina.
This alternative would utilize the existing joint use agreement/easement for the existing pipeline.
38
Fred Beckmann, Director
City of Miami Beach, Public Works Department
Page2
Alternative No. 3, which utilizes a portion of South Pointe Park for a shaft to bore a tunnel to connect to
the in-water terminal point of the existing pipeline replacement project with an open cut connection to the
City's sewer main in the public right of way, is a very technically feasible option that avoids any private
easement issues. We understand that the City has reservations regarding this option, but we Include it as
a possiblilty in light of the urgency of addressing the critical need to replace the vulnerable section of the
existing pipeline as soon as possible.
All of these options require the installation of temporary by-pass piping to minimize the risk of a
catastrophic failure of the existing line before that lin~ can be replaced. While a by-pass will add to the
cost and create some inconvenience, the risk of failure of the existing pipeline warrants this approach.
The design of the by-pass will be a function of which replacement option is Implemented, but it is
anticipated to be constructed within the existing easement. Hydraulic analyses were 'also performed for
all alternatives to determine the Impact on the overall system hydraulics. The analyses Indicated that no
additional head losses are produced due to any of the three most feasible pipeline alignments.
With time being of the essence, we need the City's full cooperation to finalize this project. We all agree
that Port Miami's dredging project will generate significant economic benefits to our community, and
relocation of the Government Cut portion of our force main is a necessary condition for dredging. In
addition, but equally Important, we need to expedite this work to prevent a potential catastrophic pipeline
failure that may result from the deteriorated condition of the pipe that we now know exists beyond the
boundary of the original pipe relocation plan. The consequences of such a failure would be most direct to
the City's residents and economy, and that Is why it is Imperative that we combine our efforts to
lf!1plement a solution as quickly as possible. This work will be most efficiently accomplished using our
eXIsting contractor and fully coordinating what will now be two phases of pipeline replacement. In the
past, City representatives have recommended Horizontal Directional Drilling (HDD) as a preferred
technology to address the replacement of this force main. I am enclosing two letters previously provided
to the City In response to the HOD idea and supporting the conclusion that other options are more
feasible to deal with the Immediate needs. We are, however, having an Independent engineering
consultant evaluate both HOD and micro-tunneling for an additional redundant pipeline from Miami Beach
to our CDWWTP to eliminate the risk intrinsic to a single pipeline connection between the City and the
treatment plant. Designing and constructing such a redundant pipeline Is clearly needed, but it will be a
longer term project given the needs immediately at hand.
Finally, In the next few days M-DWASD staff will be requesting from the City temporary construction
easements and permanent easements for the various alternatives to perform the work in the vicinity of
South Beach. We will run this parallel effort until the optimal solution Is established. In the meantime, I
and my staff are available to meet with you to further explain this project and to initiate implementation for
the benefit of all Miami-Dade residents.
Sincerely,
Johr{~~~ Dlre'd.~:oWASD
Attachments
c: Honorable Mayor, Carlos A Gimenez
Honorable Mayor, Matti Herrera Bower
Honorable Bruno A. Barreiro, County Commissioner
Jorge M. Gonzalez, City Manager
Chairman of the Board, Joe A. Martinez
Alina T. Hudak, Deputy Mayor/County Manager
Fernando Figueredo, Communications Director
Eduardo A. Vega, P.E., Assistant Director, M-DWASD
39
September 22, 2011
Eduardo A. Vega, PE
Assistant Director
Miami-Dade Water & Sewer
3071 SW 38 1b Ave.
Miami, FL 33146
Re: DBlO-WASD-01 ESP
Dear Mr. Vega:
!Rjc·Man Construction, Inc.
6850 Nineteen Mile Road
Sterling Heights1 MI 48314
(586) 739-5210 • FAX (586) 739--8290
.
t ,.
I am writing you In response to the Issues raised at The City of Miami Beach Commission Meeting of
September 14, 2011 regarding our contract with Miami Dade Water and Sewer Department (MOWASD} and
the Force Main Horizontal Directional Drill (HOD) Alternates proposed by Ric-Man. Although, Ric-Man did
propose on (HOD) Force Main Alternates, statements made at the commission meeting regarding Ric-Man's
proposal were Inaccurate and misleading. For your Information, I would like to make the following comments
regarding Ric·Man's HOD Force Main Alternate proposals:
1. DMSI proposed on the Force Main Alternates to Rlc·Man.
2. Ric-Man Included DMSI's Foree Main Aiternates In Its' Proposal to MDWASO.
3. It Is Ric-Man's opinion that the Force Main HOD Alternates are not less risky than the Base Bid Micro
Tunnel.
4. Ric-Man was unable to secure a separate quote on the Force Main Alternates (due to the high level of
risk associated with the HOD crossing on the Force Main Alternates} from any other HDD contractor
Including Michels, a leading HDD contractor and a team member for the micro tunnel base bid.
5. DMSI was not willing to enter Into a conforming subcontract and did not demonstrate to Ric-Man's
satisfaction that It had secured the necessary performance bond for the proposed HOD work.
6. DMSI's bid plus Ric-Man's cost and Hazen and Sawyer's engineering fee make the HOD proposal cost in
excess of $65,000,000.00.
7. DMSI assured Ric-Man that It would secure additional funding and the necessary easements from The
City of Miami Beach. (To date, neither has been secured).
B. DMSI's HOD proposal was dependant on a successful pilot bore.
9. To Ric-Man's knowledge, DMSI did not obtain the easements and agreements from The Clty of Miami
Beach (See The City of Miami Beach comments during the December 15th oral presentation).
To summarize, although Ric-Man did submit the HOD Force Main Alternates, It was Ric-Man's Intent to resolve
all of these i$sues prior to the Notice to Proceed to the satisfaction of Ric-Man or revert back to the Base Bid
Proposal In accordance to the Request for Proposal. To date, these Issues have not been resolved. In light of
all the Information now available to Ric-Man, our company Is no longer Interested In pursuing the Force Main
HOD Alternates. If MDWASD were to reconsider such an alternate, it should not place arw weight on Its'
decision on the proposal submitted by Ric-Man on December 3'd or during Ric·Man's December 151h oral
presentation.
Constrttction Commercial Industrial
Eqttal Opportunity Empl011er
40
Alternatively, I am eKtremely confident that the Ric· Man ProJect Team will successfully complete the project as
awarded by MDWASD and look forward to working together to that end.
If you have any questions regarding this Issue, please feel free to contact me at your convenience.
Steve Mancini
President
Cc: John Renfrow, PE
Director-MDWASD
' t ..
41
MIAMI·.ADE W•Witi .
March 16, 2011
Honorable Edward L. Tobin, Commissioner
City of Miami Beach
1700 convention center Drive
Miami Beach, FL 33139
RE: Government Cut Projeet-Concerns
Dear Commissioner Tobin:
Water & Sewer
P.O. Box 330316 • 3071 SW 38th Avenue
Miami, Florida 33233·0316
T 305·665·7471
miarnidade.gov
We appreciate your concerns expressed on your letter dated March 9, 2011, and during our meeting on
February 10, 2011. Also, we would like to thank for your support of the Port of Miami deep dredge profect
Mlami·Dade Water and Sewer Department (M-DWASO) Is fully aware of the construction risks and
· environmental concerns associated with the replacement of the existing 54-lnoh force main, which entails
the "hot tapping• of an operational pipe within the waterside, that carries more than 20 million gallons a
day from the City of Miami Beach(CMB). The complex marine work requires the seleotlon of a very
qualified Design/Build team to safely deliver the project, with minimum risk. With this In mind, M·
DWASD crafted specific quallflcaUons and technical requirements to promote the selection of the "most
qualified team" to perform this work. With the risk and environmental concerns emlneot, M-DWASD
mandated that all waterside force main tapping work be performed In a dry environment, and within the
confines of the water-tight cofferdam to ensure that pipes could be adequately Inspected and assessed
prior to performing the work, and to provide a substantial means of containment for possible leaks or
spills.
The emergency plan to reroute sewage to the ocean outfall at 74th Street Is the method of last resort.
However, M·DWASD has this Emergency Contingency Plan In place In case there Is a break In the 54·
Inch force main anywhere from CMB to VIrginia Key. It was successfully aotlvated during the 54-Inch main
break In July, 2000. For this project, our consultant (AECOM) has met with the CMB Engineering
Department to better coordinate ·this effort. The City requested that operation of the 'emergency
contingency plan' valve be checked by both M·DWASD and COMB personnel, prior to the start of active
construction.
We regret not having responded earlier to your concern regarding the existing pipeline material und~r
Government Cut, but we continue to do further research for this pipe which was built by CMB an(!
donated to M-OWASD In the 1970s. Unfortunately we have not yet found any conclusive evidence of the
pipeline material or the manufacturer. The same pipe was damaged by a third party and successfully
repaired by WASD In July, 200.0. If CMB has In Its possession pipe shop drawings Indicating pipeline
material, please share them with us. Regardless of the pipe manufacturer, the pipe has to be replaced·,
so all we can do Is proceed wlth as much care as possible, including a well-developed contingency plan.
With respect to. providing redundancy for flows from Miami Beach to the Central District plant. the only
way to provide redundancy Is to replace the existing line to accommodate the dredging schedule and
subsequently to construct a second line. This has been discussed with City staff, and In fact a utility
tunnel for this purpose remains In the Department's capital plan as a future project. Our ablllty to design
and construdt the project Is completely dependent on future bond sales that will require significant rate
Increases. The concern regarding damage to the underwater environment as a result of micro-tunneling
Is addressed In the permit$ necessary to undertake the project, as It would be for directional driiUng. A
much more significant tunneling project Is currently underway to provide a direct truck link to the Seaport,
and that has been fully permitted by all of the regulate!)' agencies.
'])elivtr/Ji:t, 'E~'<allcHa:-Evc;rv 1:u~v 0 J v
42
Honorable Edward L. Tobin, Commissioner
Page2
The Micro-tunnel project Is scheduled to be substantially completed in August, 2012, with final completion
(Including restoration) by October 2012, In time for the deep dredge project to begin. Apart from technical
or cost factors, the logistics of changing the force main replacement approach from mloro-tunnellng to
directional drilling at this point In the project cannot be done wlthfn the required schedule of completing
the work by August of 2012. Maintaining the schedule has Increased In Importance since Governor-Scott
announced his support for State funding of the dredging project.
The directional drill approach was fully considered In preliminary design and was offered as an alternative
In the Ric-Man Construction Inc, proposal but was nof reo9mmended by the technical project team.
Olreotlonal drilling would require the Installation of two pipes rather than one and would require a
construction site well within South Beach to achieve the necessary depth. Negotiating easements and
managing construc~on In the midst of highly developed and controlled areas, as was evident from the
Initial discussions with Miami Beach and residents when that option was considered, would be extremely
difficult and at high risk of Interventions and delays. Connecting the new pipeline to the existing system
presents a similar risk for either construction technique. A failure In the midst of a highly developed
residential and commercial area, potentially releasing farge volumes of raw sewage, would be more
difficult to manage, than a failure In a water tight cofferdam with standby barges, at the edge of
Government Cut {M-DWASD micro-tunneling approach). In addition, none of the regulatory agencies
have expressed any reservations regarding the construction or their wllllngness to Issue permit& for the
Mlcro-tunneVShaft approach (M·DWASD approach),
In summary, the directional drllllng approach has technical and schedule obstacles that would tall to meet
the project objeotlves. In general, directional drilling Is cheaper an~ faster than micro-tunneling. However,
for this force main project, It would require multrple longer bores and pipelines. complicated pipe
connections, protracted and expensive property and easement acquisitions on land, and possible
negative Impacts to local residents and traffic that negates any potentia! cost advantages. The micro·
tunnel/shaft approach to the force main replacement Is technically sound and constructible; It was
validated by five proposals received from highly qualified design-builders. Pursuant to the competitive
process we are proceeding with the micro-tunnel/shaft approach award recommendation to. Ric-Man
Construction, Inc.
Thanks again for your concern. If you have any questions, or need additional Information, please feel
free to contact me at 786-552-8!)86. ·
Sincerely, ~ ~~.E.
Director
Miami-Dade Water and Sewer Department
Cc: Honorable Carlos Alvarez. Mayor
Honorable Matti Herera Bower, City of Miami Beach Mayor
Sally A. Heyman, County Commissioner, District 4
Bruno A Barreiro, County Commissioner, District 6
George Burgess, County Manager
Jorge Gonzalez, City Manager
Susanne Torrlente, Sustalnabllity Director
Eduardo A. Vega, P.E., Assistant Director M-DWASD
43
~
~
tl/11 WATER AND SEWER DEPARTMENT NGINEERING &. DESIGN 011/ISION Cf>=~~~~~~~=l ~· I (j) HOD FROU. LOT ON JEffERSON AVENUE »>tl SOUTH POrm: 00M: TO RElREVM. SHAFT -OPEN CUT ro EXISTWC !54" FORC£ WNN UPSTROOI Of VAl\£ @ t.cm> TUNNEl.. FROY ·SOUTH POIIm PAAiC TO P.ETRlt\W. SWfT -OPEN CUT f-0 EXIST~ 5( FORC£ WJN UPSTRfA!.I OF VALVE, (j) IJORIZQITAI. DIRttllOIIAI. ORU rl!OU SOUIH POmTE PAAK 10 IIDR&N. SJWl -OPDI CUT lO £X~11NG 54" FORCE LWU IJPSlF!OU Of VAll<: @ NOO TUNNEl. FRCI.t FISH[R WN0 TO SHAFT IN IAW.Il BEACii IJAAIW. I~ EXISTIUC tASEMENT -Of>£N cur 10 54-f(H VAL\£ @IIIOllOT\JNNEI.ITlOIJ"TRN<Otl: -· SOUTH POINTE PARK JO !!£TR(NAJ.. SIWl -OPEN CUl 10 EXlSllNG $4-INCH fORC[ MAIN UPSlRE.WOfYALVE. (D =[\~~~~ ~-~NTgUT TO {XISH;.~ I!MV[ ~ ---[XISTflG FORe£ MAII4 ---tOfORCt:MAIN ••••••• N£W FORC£ t.WN .tttERNAJM. 1 ----N£W FORCE UMI AlTERtWM 2 '~~··~ ... 11Xt:lllll fl~t lt ... l ,....,, • i1. ll'!!.$ ~~m·--'5-!:!~ JC> x;~-~·"-~'~ HAzEN AND SAwYER l•tiiM•IIIIIfltloH"&If.IH11t1' ......... ..-... ~-"'·""!(! (0,~ O..n, 'l ~,,.. ............. """"" ................ ,., "' B ci31 g:w z-g~ ;j~ ~ df ~ :~ : ~ .... o a:: ::;i, 2 . i3 .. 5~ c;;; ~ 5ti ~ (.)~ ~ ~0 .. zO: wG. ,_ zu ~0 g o.~.tEisr -N£WFORUU~RNM"''"'I 1:1 I II - - -NEW FORe£ ~ ALl(RWJ!Y( 5 1 - -NEW fORe£. 1oWN Allt:RtiATM: & ....,..9'.,.,.....,.,._ • H[W FOR(( WADi M.liRkAIM: 7 -.. ·-PROPt:RTYUNE t'•I00"-0' CR!TlCAI. SPOT ON ElQSliNG -fORcfliA!N 100 !0 0 100' kizJssz FIGURE 10 S-XXXXX-A
A: COM
March 15th, 2012
Lin Li, PE
Project Manager
MDWASD
3725 South LeJeune Road
Miami, FL 33134
AECOM
800 Douglas Entrance
North Tower, t'" Floor
Coral Gables, FL. 33134
www.aecom.com
Re: Benthic Resource Survey-Miami Beach Boat Basin
Dear Mr. Li,
305 718 4828 tel
305 716 5155 fax
In support of MDWASD's data collection efforts to identify viable alignments for the replacement of
the 54-inch FM in the vicinity of Miami Beach, AECOM Technical Services performed a benthic
resource survey of the slip area at the south end of South Pointe Park off of Government Cut. The
results of that June 2009 investigation are detailed below, and summarized in Attachment A.
"The depth within this slip varies between (·) 8 and(·) 9 ft. Riprap Is located around the perimeter of the
slip and a few small corals were observed. Seagrasses were not observed on the substrate. Only
scattered filamentous green algae was observed In approximately 30% of the slip area. Scattered
construction debris was present in the eastern half of the slip area. A West Indian Manatee (Trichechus
manatus latirostrls) was observed outside of the slip are along the seawall bordering Government Cut."
The boat basin is within the limits of the Biscayne Bay Aquatic Preserve, whose waters are afforded
federal protection. Work within the waterway requires Environmental Resource Permit (ERP)
approval from the Department of Environmental Protection (DEP} and the Department of
Environmental Resource Management (DERM). Additionally, there are commenting Federal and
State agencies as: Florida Fish and Wildlife Conservation Commission (FWC); US Fish and Wildlife
Service (FWS); National Oceanic and Atmospheric Administration (NOAA); and the Historic
Preservation Bureau. Applications for waterway construction also require submittal and approval of
ancillary individual environmental control plans such as; detailed benthic resource survey (with
measurement ot' coral species); coral relocation plan; manatee protection plan; turbidity control plan;
and frac-out monitoring plan based on the construction scope and sequence of the work.
The permit review and approval process can take approximately 14-18 months due to the sensitive
environment and the many commenting agencies involved.
Please do not hesitate to contact me at 305-804-5820 if there are any questions.
cc: Fernando Alonso, PE
Pete Hernandez, PE
45
AS' COM
ATTACHMENT A
46
ll ~ t ~~n i ijllil 'i 'i't.lllj <D 8 ! N j( (I) ID = I ----. I h H 1 !~ Wot:-I ~~~~ : m ~ i ~~~g Jill i~~~ .., I II ! ID
,;::
47
HAzEN AND SAWYER
Environmental Engineers & Scientists
March 16, 2012
Mr. Fernando J. Alonso, P.E.
Chief, Engineering and Design Division
MIAMI-DADE WATER AND SEWER DEPARTMENT
3575 S. Le Jeune Road
Miami, Florida 33146
Hazen and Sawyer, P.C.
4000 Hollywood Boulevard
Seventh Floor, North Tower
Hollywood, Florida 33021
(954) 987-()066
Fax: (954) 987-2949
MDWASD Force-Main Replacement Alternatives
Permitting -Alternative No.6
Dear Mr. Alonso:
You requested that Hazen and Sawyer comment on the impact of locating the Alternative No 6
retrieval shaft within Government Cut waters.
Projects involving upland to upland entry and exit locations are evaluated by the regulatory
agencies under an expedited permit mechanism. Typical permitting durations for such projects
are on the order of 60-90 days. For projects having impacts within surface waters of the State
(Government Cut), the regulatory agencies require the proposals to be submitted with an analy-
sis which includes the feasibility of an upland alternative and justification for the preferred alter-
native. Proposals must consider the least impacting design with respect to existing biological
resources and the potential for avoidance or minimization. Projects incurring impacts are subject
to increased regulatory scrutiny.
Because the proposed Alternative No 6 shaft site, located just offshore of Miami Beach, impacts
resources within surface waters of the State, a biological characterization of the impact site is
necessary. All resources impacted within the work area will require mitigation. The extent of mi-
tigation required for impacted benthic resources falls under the regulatory purview of the FDEP
Submerged Lands and Environmental Resources Programs, FDEP Bureau of Beaches and
Coastal Systems, USAGE, and the National Marine Fisheries Service. Typical permitting dura-
tions for projects requiring such a review are on the order of 10-12 months.
Please notify me if additional information is necessary.
Very truly yours,
HAZEN AND SAWYER, P.C.
~ T4-;,:J-J
Jfmes ~-~~wgill, P.E.
Vice President
Page 1 of 1
0:\43102-000·HWD\Wpdocs\Letters\43102L-44
48
C9 MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
'YtJ....~~ ~a5h.errera Bower and Members of the City Commission ~Gon~r
TO:
FROM:
DATE: March 21, 2012
SUBJECT: A REPORT ON THE WASHINGTON AVENUE WORKSHOP HELD ON
FEBRUARY 22, 2012.
BACKGROUND
On December 14, 2011, the Mayor and City Commission discussed an item regarding
scheduling a public workshop to gather input on how to revitalize Washington Avenue in
January or February 2012.
The Administration worked with the Washington Avenue Neighborhood Association
(WANA) to prepare for the workshop, which took place on February 22, 2012 at the
Wolfsonian. The workshop was attended by approximately 40 members of the public,
including property owners, business owners, and area residents (please see sign-in
sheet, attached). Also in attendance were Mayor Bower and Commissioner Libbin, as
well as staff from the City Manager's Office, Public Works, Sanitation, Parks and
Recreation, Homeless Outreach, Planning, Building, Code Enforcement, and the Police
Departments.
The workshop began with an overview of issues by WANA representatives on issues
that were already being worked on by the City and WANA, including better lighting,
cleanliness, code issues, police patrol and marketing/promotional efforts. Following this
introduction, the floor was opened up to the audience to solicit their input and ideas to
make Washington Avenue better. Attached, please find a summary listing of the public
comments that were provided at the meeting.
CONCLUSION
The City Administration has been working on several of the issues and will provide a
status report when this item returns to the Neighborhoods/Community Affairs
Com~~~~e.
JMG~kc
Attachment
Agenda Item R q 6-
Date 3-J.I-12-
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ATTACHMENT B
Washington Avenue Workshop Report
Summary of Public Comments
Safety
• We have a safer street; acknowledge police department's efforts;
• Happy with police presence and responsiveness; good results;
• Thanks to PD for efforts;
• Compliment Police and Homeless departments on their efforts;
• Safe and clean are two things that city has to do; police are doing a good job;
hard to get people to say positive things.
Cleanliness/Infrastructure
• Sidewalks that look terrible (dirty, graffiti on ground, need pressure washing,
trash in plants behind the bus stop);
• Need more frequent pressure cleaning on sidewalks;
• Lighten the sidewalk some; create promenade feel; cafe feel; chairs/tables
outside; improve quantity of landscaping; keep it clean; remove tinted windows
from vacant lots
• Can get waivers from businesses to allow city to clean in the private alcove
areas;
• Trash cans don't get picked up enough; tenants in his building have asked to
have the bins moved because they smell;
• Waste baskets need to be painted more frequently;
• Recycling containers-signage is not effective;
• Flowers are needed on Washington (hanging baskets, medians, etc);
• 1600 block is only block that has crushed pebbles in the tree wells compared to
all other areas that have concrete;
• North end, 1600 block has issues that have more to do with bus turnaround and
taxi pullovers;
• Lighting -graffiti and other issues in front of the store that were eliminated with
lighting; essential on every block; needs to be inviting and make people feel safe;
• Unique thing about Washington Ave is that it is a boulevard -but inconsistent;
look at making consistent -signage, landscape, street furniture, valet parking
(consistent signage); give continuity to curb appeal of the right of way;
Code Enforcement I Storefronts
• Issues with graffiti;
• Buildings/storefronts that are full of graffiti, especially on corners that are
important, such as 14th and Washington;
• Covering windows makes it look like there are more vacancies;
• City can sponsor improving the front of Post Office;
• Issue with skateboarders at Post Office, City should find a place for them to go;
• So many smoke shops on Lincoln Road and Washington Ave selling more than
smoking items (illegal paraphernalia);
53
Washington Avenue Workshop Report
Summary of Public Comments
Homeless
• Within 25' of front door have three homeless at bus stop; no one seems to be in
any hurry or letting us aware of what is being done;
• Don't provide a few bucks to homeless people to take trash to the back;
• Issue with homeless urinating in the alcoves of private businesses;
• Compliment the Homeless Department efforts;
Parking
• Have lost customers to Miami; abuse from Valet Parking -prices of valet parking
too high -people are looking to alternate places to go;
• Parking is an issue for luring people to come to Washington Avenue;
• New parking app is good; went into 131h street lot and on 51h floor only 12 spots
left. Parking is still an issue;
• When Flamingo Park changed to parking district for residents it created an issue
for businesses from lack of parking -especially for quick stops where not
working as people don't want to park in a garage;
Organization/Identity/Promotion
• Expand the neighborhood association;
• Create a mission statement that defines vision of what everyone wants;
• Monitor ourselves (need new paint job, lighting, clean up overflowing trash);
• Washington Avenue is street in transition; need to focus on positive
aspects/improvements-e.g. burst of new restaurants north of 161h and existing
restaurants that have fixed up their places;
• For Washington Avenue to be successful it needs to have an identity; bring best
minds into this (urban planners, architects);
• Why is Wynwood popular? Unique identity-including graffiti!! Don't want graffiti
as our identity; don't want homeless to be our identity
• Last time met we discussed a marketing plan;
• Create a discount program;
• Money for marketing;
• City has to make an investment in promoting this; tax free zone to eat there, etc;
• Promote via marketing (Channel 77);
Business Mix
o Street used to have a different use -used by locals for dry cleaning, etc;
changed with the influx of nightclubs which are primarily a nighttime use, killing
daytime pedestrian flow;
o There are 40 different businesses that have been on wash for 15 years (diverse
mix); need to celebrate it;
o Washington Avenue has most eclectic mix of hotels, collection of historic
buildings; a lot of diversity on the street; concern that too many restaurants will
impact diversity;
54
Washington Avenue Workshop Report
Summary of Public Comments
o We need to create plans with the landlords about the quality and types of shops
that we want here and lure them here (tax breaks, etc);
o Needs to be combined effort; we don't want government to tell businesses who
we can and cannot rent to; on our side, what can we do ourselves to improve the
situation?
o Don't have quality shops; a lot of empty shops; complaints that rents are too
high; only a few good restaurants;
o Always looking at trends, etc; seems most successful businesses opening up are
restaurants; if we can look at some section of Wash Ave to be primarily
restaurants; rents along Wash are relatively inexpensive; look at sidewalk cafe
opportunities on Washington; create this as a restaurant row;
o Disappointment -boutiques haven't returned to Washington Avenue from their
displacement from Lincoln Road; look at trying to lure that to Wash Ave (people
that create their own line);
o Need art;
o What brought Lincoln Road back was art and boutiques. Wynwood is popular in
spite of warehouses, etc. but go there because of Art. City needs to bring art to
Washington Avenue;
o Encourage property owners to deal with their fagade;
o Give some kind of incentive to help renters of storefronts like Charlotte's
cafe ... issue with deep entrance; historic buildings that might require special
approvals to address fagade issues;
o Perhaps city can sponsor incubators;
55
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