Administrative Overview
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Overview of City of Miami Beach Administration
Among the many commitments that I have made to the City Commission and to the
Administration is a commitment to streamline the organization by grouping similar
departments together through a realignment of reporting relationships. This
restructuring, or realignment, which took effect on June 1, 2001, was designed to
facilitate teamwork within the organization in a manner that has expedited our ability
to address community needs. Special attention was given to matching individual
talents with the unique needs of the organization.
In order to assure that Assistant City Managers, Department Heads, Division
Directors or any other member of the Administration are not given conflicting tasks or
priorities, I would ask that all requests for information from the Administration, and all
requests for action by the Administration, be directed by memorandum or cc:mail to
my attention. This will assure that directives are being given to the appropriate staff
and that all Commission requests are properly followed up and accounted for by my
office.
There are three basic areas of need within the organization. The first is a need to
react to the community in a manner that fosters economic and commercial
r development while preserving residential interests. Likewise, it makes sense to
group the departments that are generally focused on these issues together. Based
on her experience in these areas, I asked Assistant City Manger Christina Cuervo to
handle this grouping of departments and to be primarily responsible for addressing
this need. The Economic Development, Tourism and Cultural Development area is
organized as- follows:
Christina Cuarvo - Assistant City Manger for Economic Development,
Tourism and Cultural Development
. Economic Development Area - includes Redevelopment Agency
(RDA) , Legislative Affairs, Asset Management
. Cultural Affairs and Tourism Development Area - includes Arts
Culture and Entertainment (ACE), Cultural Arts Council (CAC), Bass
Museum, Convention Center/Jackie Gleason Theater, Visitor
Convention Authority 01CA)
. Parking Department
. Planning Department
. Building Department
The second major area is the need to organize our neighborhood, maintenance, and
infrastructure operations and services in a manner that is customer service oriented
__ and responsive to neighborhood expectations. If we are to succeed in significantly
improving Miami Beach as a top quality City, it is critical that we meet and exceed the
expectations of our residents when it comes to basic items such as roads, parks,
water/wastewater, buildings/facilities, and drainage. This area of Operations and
Services is designed to assess needs and issues on a neighborhood level and is
grouped to respond quickly and effectively. Based on his extensive experience in
these areas, I have asked Assistant City Manager Robert Middaugh to be
responsible for this grouping of departments and to address this area of need. The
Operations and Services area is grouped as follows:
Robert C. Middaugh - Assistant City Manager for Operations and Services
. Public Works and Operations Department - Includes Sanitation, Property
Management
. Capital Improvement Projects Office
. Parks and Recreation
. Neighborhood Services Department - Includes Community
DevelopmentlCDBG, Housing, Homeless Coordination, Elder Affairs,
Children's Affair:s, Civicall, Community Resources / Community Outreach,
Code Compliance, and Media Relations
The third major area is the need to focus on our internal service and infrastructure
delivery systems. For many years, the City has not fully addressed its internal
infrastructure. Increasing demands, based on community and neighborhood
expectations, have been placed on those departments that provide "external"
services. These demands have, in turn, placed ever increasing work loads on the
internal service providers, such as Procurement, Human Resources, Internal Audit,
and Fleet Management. The situation has become so critical that our internal service
issues must be addressed in order for us to meet community expectations. In
addition to this, the City has a growing need to maximize revenue resources through
Grants Management. Based on her extensive experience with the City, I have asked
Assistant City Manager Mayra Diaz Buttacavoli to address this highly critical area.
The Internal Support Services group is organized as follows:
Mayra Diaz Buttacavoli - Assistant City Manager for Internal Support Services
. Internal Audit
. Purchasing
. Human Resources and Labor Relations
. Risk Management
. Fleet Management
. Grants Management
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The Police, Fire and Finance Departments, along with the City Clerk's Office, report
directly to the City Manager. ""'"'
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r This 'should be considered as "Phase 1" of a long-term plan to better align our
resources and skills with the organizational priorities adopted by the Commission. It
should be noted that in this phase is the creation of four consolidated' or new
departments. They are: Cultural Affairs and Tourism Development, Public Works and
Operations, Capital Improvement Program Office, and Neighborhood Services. It is
my expectation that these departments will better coordinate current functions and
provide a greater focus to new initiatives we should be undertaking, while creating
more appropriate synergies. These actions will require additional senior level
recruitments to be completed and additional budget and organizational development
work to create the appropriate systems and structures.
The next phase of the long-term plan is to focus service delivery across traditional
departments on a regional basis. So many of our efforts are presently organized into
South, Middle, and North regional identities. Through an evolutionary process, I
intend for inter-departmental teams to develop, similar in concept to the South Beach
Service Team, which will further enhance our service delivery ability.
Be assured that I will continue to further refine the organizational structure as
appropriate to ensure that we are responsive, efficient and continuously improving. A
Table of Organization (TO) is attached that outlines the reporting relationships within
the City.
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CITY OF MIAMI BEACH
Office of the City Manager
Interoffice Memorandum
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To:
Mayor Neisen O. Kasdin
Jorge M. Gonzalez ~ ~
City Manager 0
PERFORMANCE EVALUATION
Date: Septembe, 27, 2001
From:
Subject:
August 21,2001 completed my first year as your City Manager. In reviewing the events
. and accomplishment of the past 12 months, we can point to many successes achieved in
the City of Miami Beach and look forward to much more continued progress in the years to
come.
Pursuant to my employment agreement, "The City shall review and evaluate the
Performance of the Manager at least once annually. Further, the Mayor shall provide the
Manager with a summary written statement of the findings of the City Commission and
provide an adequate opportunity for the Manager to discuss his evaluation with the City
Commission." I have attached some information on core competencies of a professional
manager which may be of use to you in soliciting input from the other Commissioners
should you wish to use it. As you know, this information is subject to the Sunshine
. Fegulalions and needs to be solicited and revieWed in that context.
As you may recall, in January ofthis year, the Commission held a Workshop to discuss the
Five-Year Vision for the City and the Identified Priorities and Program of Work for 2000 -
2001. (Attached) This established the performance objectives referenced in our
agreement. The following summarizes the key accomplishments of the past year. For
ease of review, it is organized in a manner similar to the Identified Priorities and Program of
Work document. In addition, I have attached a more comprehensive list of
accomplishments in these areas as well as within our Departments for this past year.
SUMMARY
The past year has been one of transition not only for me, but for the City of Miami Beach
as well. I can safely say, that the organization and the City are better positioned today to
deal with the challenges and opportunities ahead of us. We have seen significant changes
at City Hall over the course of the past year. Changes in the way we do business, in the
way we are organized, in who is providing service, and most importantly, changes in our
focus and priorities. We have worked to align our resources with the Commission's
priorities and we have focused on the business of the City. I have worked to ensure that
above all, we provide efficient and effective services to all our citizens and customers in
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a professional manner with a primary focus on good customer service. The personnel ~
decisions I have made reflect my personal commitment to efficient and professional
service. The organization has embraced the challenges experienced with changes and the
transition has been relatively seamless. At a time when things could have stagnated, the
City instead gained momentum. This is a significant achievement. We have seen a great
deal of progress in many areas and I am satisfied that my first year as your City Manager
has been challenging, rewarding, exciting and fun.
Capital Improvement Program
Significant progress has been made in the Capital Improvement Program area. We have
worked on this priority on several fronts, with all of the identified tasks within this area
accomplished. We have created the CIP Office to provide a coordinated focus on the
various capital projects within the City. We have contracted with two program
management firms to provide expertise and coordination and we have contracted A&E
firms for 12 of the 13 neighborhoods to develop the plans in those areas. We have issued
the necessary bonds to accomplish the immediate projects and have strategically improved
our financial position to ensure the best rates possible for future borrowings, Our
community outreach throughout this program will be coordinated through the CIP office
working closely with the newly created Neighborhood Services Department and the G.O.
Bond Oversight Committee.
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Additionally, the CIP Office has taken on the management of many existing projects,
including the Bass Museum, South Pointe Phase I, and the waste water pump station
projects_as well. as some. other more challenging ones. I am confident that we will.
successfully address and handle these inherited projects more effectively with our new
structure. Improving past practices has certainly provided a significant number of
challenges during the year.
Implementation of the Business Resolution Task Force Recommendations
A great deal of progress has been made in the implementation of the Business Resolution
Task Force recommendations. This can best be evidenced by a reduction in customer
complaints and an ongoing increase in building permits pulled. While there is still room for
improvement, I have seen a noticeable reduction in the number of complaints received by
my office. We have completed eight out often tasks identified under this priority. We have
made several adjustments to our hiring practices, which have allowed us to facilitate
several critically needed new hires in the Building Department. In the past year, we have
reclassified four positions and added three new classifications and are now down to only 3
vacancies overall as of the beginning ofthe new fiscal year. We have also begun a further
review of our permitting process and permit fees, which should be completed in the next
few months. Finally, while we have plans developed for the reconfiguration of the 2nd
floor of City Hall, we chose to, and the Business Resolution Task Force concurred, to forgo
a rent expense that would have been incurred to proceed expeditiously with this
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reconfiguration and decided instead to delay the planned construction because of the delay
of other planned moves. Additionally, we will develop web access permitting process in
concert with our hand held inspection computer equipment. A contract was recently
established for this project and we expect implementation in the coming year.
Strategic Planning and Economic Development
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The Strategic Planning and Economic Development area has also seen a great deal of
progress this past year. We have several accomplishments and expect continued progress
on several fronts. All of the identified tasks have been completed. This past year, North
Beach has received a more focused attention and a strong financial commitment from the
City. The Administration held a successful charette process to develop a Strategic Plan for
North Beach; selected a developer to partner with us on the 72nd Street Site Project;
acquired the Byron-Carlyle Theater; developed the RFQ for disposition of the West Lots;
and furthered our implementation of the Duany Plater-Zyberg (DPZ) Plan. We also
proceeded with the site analysis to updateour City Center Master Plan and determine the
best use for the 1 ih Street site to accommodate the future growth of the New World
Symphony. The public..private partnership projects are well under construction in South
Beach and we completed a visioning. session for Lincoln Road, implemented the South
Beach Service Team and began our Citywide Parking Demand Analysis. The City and
RDA moved forward in completing the land acquisition for the planned regional library, out-
sourced the leasing and management functions at the Anchor Garage and negotiated a
termination agreement with the Miami-Dade County for the South Pointe RDA. Central to
the future of this citY, we successfully negotiated an amendment to our Interlocal
Agreement with the County that assures the City an ongoing dedicated revenue stream
fromJhaConventionCenterDevelopmentTax to ensure that the needs of the Convention
Center are met. Finally, in furtherance of our economic development efforts, the City
developed strategic alliances with our hotel and nightlife industries to develop the City's
Major Events Plan which has already been implemented successfully several times within
the past six weeks. .
Organizational Development
Major progress has been achieved in the area of Organizational Development. After
careful deliberation, a major realignment of the administration was implemented. This
reorganization, not only aligned our resources with the priorities of this Commission and in
a functional manner, but also worked to create a focus and attention on important aspects
of the City by creating three new departments and expanding another. The new areas
include, the Neighborhood Services Department; the Capital Improvement Program Office;
the Arts and Tourism program area; and the expanded area includes the Public Works
Department.
More significantly, the transition was seamless and the organization gained momentum in
the process, rather than stagnating. We have developed a 5-year vision for the
r organization as well as a strategic plan and priorities. We have completed eight senior
level recruitments, including an Assistant City Manager, Directors of the Parking, Public
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Works, Neighborhood Services Departments, Chief of Police and Assistant Chief of Police.
These selections have enhanced the organizational capacity and reflect my philosophy of -
professionalism and commitment to customer service. These selections have also
furthered a change in the management style and culture of our organization. Four of five
union contracts have been successfully negotiated with overwhelming ratification votes by
the rank and file. We have enhanced our operating and capital budget development,
documents and adoption process, as well as our agenda review and development process.
Several landmark issues have been presented and approved, including amendments to
the retiree COLA, the Living Wage, Pension changes, and Domestic Partner benefits. In
addition, we have amended and strengthened our Cone of Silence ordinance, purchasing
regulations and financial management systems. Continued investment and progress in
technology has resulted in more efficient tools and made our goal of Electronic
Government solutions a reality with the on line utility bill paying service.
Finally, the Customer Service Task Force has been expanded to include all elements and
- representatives from all levels of the organization. Their mission is to ensure that the
workforce is focused on enhancing internal and external customer service initiatives and
employee recognition at all levels of the organization.
The following are some key accomplishments in the identified priorities and program of
work area for this past:
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. Developed a Five-Year Vision for the City of Miami Beach that focuses on the
following priority areas: Capital Improvement Program, Implementing the
______recQmmendations ofthe Business Resolution Task Force, Strategic Planning and
Economic Development, Organizational Development, Quality of Life and
Neighborhood Services.
. Created and staffed the Capital Improvement Program Office providing structure
and organization to this massive undertaking. This office is responsible for the
coordination and implementation of all capital projects for the City.
. Planned, prepared, promoted and issued a $54.3 million Water & Sewer Bond and
a $52.2 Stormwater Bond. Additionally, we borrowed the first $30 million allocation
against the $92 million G.O. Bond Authority.
. Developed and presented the first comprehensive full year capital budget for FY
2002._ This budget, once approved, becomes the first year of the updated Five-
Year Capital Improvement Program.
. Contracted with program management firm (Hazen & Sawyer) to provide expertise
and coordination of all Right-of-Way projects.
. Contracted with program management firm (URS) to provide expertise and -."
coordination with all vertical (buildings and parks) construction.
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· Contracted with A&E firms to develop Neighborhood Infrastructure Plans for 12 of
the 13 neighborhoods in the City.
· Maintained executive management oversight and periodic status reporting of all
Capital Improvement Project's by working with the G.O. Bond Oversight Committee
and in turn, keeping the Mayor and City Commission appraised. Identified and
communicated a realistic set of expectations on both the funding and project
timing.
. Developed and refined elements of the South Beach Strategic Plan.
· Engaged the North Beach community in developing the North Beach Strategic
Plan.
. Issued an RFQ, evaluated developers, negotiated and awarded a contract for
development of the 72nd Street Parcel.
. Reviewed and updated the implementation strategies for the 1994 Duany Plater-
Zyberg (DZP) plan.
. Developed a plan for the disposition of the North Shore Open Space Park parking
lots.
r . Continuing to conduct city-wide parking needs assessment, demand and feasibility
study.
....-Craatedthe SbtithBeaeh Serviee'Tearn Which was formed and deployed. We are
in the process of hiring a full-time supervisor to carry this pilot program into the
next year.
. Completed the review and acquisition of the Byron-Carlyle Theater and have
developed its management and operation plan.
. Recruited eight senior level positions, including an Assistant City Manger, a
Special Assistant to the City Manager, a Chief of Staff, Directors of the Parking,
Public Works, and Neighborhood Services Departments, a Chief of Police, and an
Assistant Chief of Police.
. Completed an organizational assessment. and transitioned smoothly into a
realignment of a new structure.
. Expanded the composition and mission of the Customer Service Task Force to
focus on enhancing customer service at all levels as well as enhanced employee
recognition.
r · Comprehensive review and enhancement of employee benefits.
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. Enhanced the budget process.
. Developed additional training programs for our employees.
. Enhanced the Commission agenda process and improved the quality of reports
produced.
. Developed and promoted a team environment with the overall workforce.
Attachments
c: City Commissioners
JMG:RI:P1W
F:\CMGR\$ALL\JORGEGON\Perfonnance Evaluation.doc
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Arts. Culture and Entertainment
. The Film & Print Division, starting in June 2000, began reviewing and re-
writing production guidelines that have developed over the past 10 years.
The project was two pronged: updating existing guidelines and allowing for
the permitting of residential filming. In addition - the guidelines and authority
to issue permits had never been codified and this was another major aspect
of this initiative. Electronic databases have been built and website enhances
which have strengthening the on-line permitting process and report
generation. Marketing efforts have been increased with new printed &
electronic collateral, tours, sales missions and print advertising.
. The Special Events Division updated the guidelines and codified the policies
and procedures for the issuance of a special events permits. The division
successfully worked with community associations and the Miami Beach VCA
to build consensus and support for desirable events and low season
promotions. New accounting systems have been implemented to improve
tracking for increased range of fees collected.
r . Art in Public Places conducted four competitions resulting in the selection of a
design for Collins Park, a public mural and two public art commissions tied to
capital improvement projects. Arrangements were made to restore and
relocate a mobile sculpture from the Police Station to the Convention Center.
Legislation was adopted which subjects projects built on donated public land
to the AIPP ordinance. A plan of action and fund raising campaign for the
restoration of the Flagler Memorial was initiated.
. The Fine Arts Board achieved substantial increases in grant funding and
community collaboration that resulted in the creation of a featured artist
program, local artist initiative and children's art exhibition, all of which have
elevated the importance and quality of this annual festival.
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Bass Museum
In addition to furnishing and moving into the renovated and expanded Bass
Museum (postponed from the previous fiscal year due to construction delays).
the Museum accomplished the following:
. The Bass Museum of Art received 201 objects worth a total of $1,217,800,
which will be reviewed by the Board of Trustees for accessioning to the
permanent collection. These gifts of art include artists such as Pat Stier, Red
Grooms, Edouard Duval-Carrie, Annie Leibovitz, Mimmo Paladino, Richard
Tuttle, and Purvis Young.
. Despite construction delays, the Museum temporarily opened (May 16-July 1)
to show three exhibitions. and serve 10,000 individuals: Painting Revolution:
Kandinsky, Ma/evich and the Russian Avant-Garde; Vkhutemas Studies from
the Martin Z. Margulies Photography Collection; and Inside and Out:
Contemporary Sculpture, Video and Installations. Inside and Out includes
(the "outside" portion of the exhibition is still accessible to visitors in Collins
Park) major works of sculpture from prominent local and nationally known
sculptors as well as favorite works from the Bass Museum permanent
collection. Painting Revolution brought 80 important Russian avant-garde
paintings which have rarely been seen outside Russia to Miami Beach and
was complemented by Martin Margulies' intriguing vintage photographs from
the state-sponsored schools of the period.
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. In addition, the Museum opened the exhibition "30 Thuinb" on June 6
containing the work of fifteen gifted students from Miami-Dade county schools
as part of the Museum's nationally recognized Art-to Work program.
. Another notable accomplishment by Museum staff is the publication by Rizzoli
International of a major book based on the Museum's collection of vintage
photographs and drawings of the Art Deco architecture of Miami Beach. This
volume is to accompany an exhibition of work planned as part of the
Museum's grand opening in the fall.
. Further strengthening the Museum's collections and exhibitions, the Museum
has an excellent Advisory Program and Collections Committee consisting of
prominent community members who meet regularly to provide input, and
make recommendations on development of programs and collections.
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City Manaer's Office
. Developed a Five~Year Vision for the City of Miami Beach that focuses on the
following priority areas: Capital Improvement Program, Implementing the
recommendations of the Business Resolution Task Force, Strategic Planning
and Economic Development, Organizational Development, Quality of Life and
Neighborhood Services, and Initiatives to benefit the Youth of our Community.
. Reorganized City Departments and Divisions by grouping similar departments
together through a realignment of reporting relationships designed to facilitate
teamwork within the organization in a manner that will expedite our ability to
address community needs.
. Recruited and hired eight senior level positions including an Assistant City
Manager, Directors of Parking, Public Works, and Neighborhood Services
Departments, the Police Chief and an Assistant Police Chief.
. Reached agreements with four Unions and are working to finalize agreements
with the last one.
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. Established and implemented the Capital Improvement Program Office to
oversee and coordinate improvements to the City's infrastructure, public
facilities, parks, beaches, golf courses, and public safety equipment.
. Established and implemented the Neighborhood Services Department to
focus attention to and improve the delivery of services to our residents.
. Initiated the South Beach Service Team, which enhances services in a
coordinated effort in the South Beach area.
. Engaged the North Beach Community in the development of the North Beach
Strategic Plan.
. Completed the acquisition of the Byron-Carlyle Theater in North Beach.
. Issued RFQ, evaluated developers, and are negotiating with a developer for
the development of the 72nd Street Parcel.
. Completed negotiations with Miami-Dade County regarding the disposition of
the Convention Development Tax and the 1996 Interlocal Agreement.
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. Renegotiated the Volume Services America contract, increasing the City's
commission by 8% and establishing a $100,000 scholarship program for
Miami Beach needy, minority students.
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. Initiated the research and obtained Commission approval for an alternative
irrigation source for Bayshore Golf Course resulting in an estimated $307,000
annual savings.
. Held successful, safe, family-oriented special events on Miami Beach,
including the 2000 Millennium party, the Miami Beach Festival of the Arts, the
Boat Show, and the Fourth of July Celebration.
. Amended the Convention Center Booking Policy to allow waivers for priority
one dates.
. Negotiated to bring the Microsoft Global Briefing to the Convention Center
and successfully implemented the Microsoft Conference and all associated
events.
. Enhanced the budget process by updating the five-year Operating Budg et
projections, holding Commission workshops and briefings to encourage
greater input in developing the Operating Budget, and developed an
enhanced Operating Budget Book to be more comprehensive and informative "'"'"
for the public.
. Created a one-year Capital Budget commitment and a five-year Capital Plan.
. Developed and implemented the City's Major Events Planning process used
for all major special events and holiday weekends.
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Building Department
· The Building Department achieved a Class 2 (on a scale of 1 to 10, 1 being
the highest) grade in the Building Code Effectiveness Grading System
(BCEGS) of the insurance industry for having an effective building code
enforcement program. The achieved BCEGS grade is among the highest in
the South Florida region. The insurance industry utilizes the BCEGS grading
to provide premium discounts on homeowners' insurance policies.
.. The Building Department achieved a Class 7 (2001) in the National Flood
Insurance Program's (NFlP) Community Rating System (CRS) for sound
Flood Plain Management policies and effective enforcement of the NFIP
regulations. The achieved CRS grading is among the highest in the South
Florida region. The new CRS grade will result in over $7.5 million reduction of
Flood Insurance premiums that are paid by the Miami Beach property owners
over the course of next five yea,rs.
. The Building Department has effectively enforced the South Florida Building
Code and other applicable codes and regulations for an annual average of
$400 million in construction activities within its jurisdiction, with a minimal
number of staffing as compared to other jurisdictions.
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CaDitallmDrovement Program Budget Office
. Issued RFP, evaluated and selected firm, negotiated and awarded
contract to consultants to develop the Neighborhoods Infrastructure Plans.
. Issued RFP, evaluated and selected firm, negotiated and awarded
Developed and approved a Capital Improvement Program for FY 2001~
2006.
. Createq and staffed a Capital Improvement Program Office with an
effective structure for the management and coordination of the Capital
Improvement Programs and with the organizational capacity to manage
Capital Improvement Programs.
. Developed. a Capital Improvement Program budget.
. Issued RFP, evaluated and selected a firm, negotiated and awarded
contract to Program Management consultant.
. Contracted as appropriate to contractors to begin construction projects.
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City Clerk
. Implemented an automated Board and Committee System
1. Available on the network
2. Generates Commission Reports
3. Generates Letters, Oaths and labels
. Converted Board and Committee files to new filing system
. Created a History of Board and Committee Archives
. Implemented an automated Lobbyists Program
. Created a new proclamation & certificate approved by Mayor Kasdin
. Implemented a Research Request database
1. Created to enter requests and reuse printed material
. FTR Gold Log Notes/FTR Player
1. FTR player is available via the internal network, and is used to digitally
play commission meetings audio.
. City Clerk's Website
1. Maintain website by updating with pertinent information, i.e., Board and
Committee reports, Elections, Commission meetings, etc.
. Follow up on pending documents (agreements, contracts, amended
resolutions and ordinances that need processing).
. LaserFiche (Imaging System):
1. LaserFiche has been installed on 121 computers.
2. 58 pieces of city properties are completed in LaserFiche with the map,
detail, Warranty Deed, Resolutions.
3. All city properties have the map and the detail.
4. Boards and Committees and Lobbyists Affidavits are scanned in
LaserFiche.
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. Broadcast Bulletin Board information 24 hours - seven days a week.
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. Special Elections: Jewish Community Center
. Update City Clerk's Research Folio database.
. During Commission meetings, agenda items are televised periodically,
indicating action made by the City Commission.
. Research making the City Clerk's search database accessible to all
departments.
Central Services
. Produced over 2 million forms, 4 million copies (Color and BlackNVhite) and
handled over 1 million pieces of U.S. and interoffice mail.
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Convention Center
. Through cost controls and maximizing revenues, FY 2001 had the highest
operating profit on record.
. Generated an economic impact to the area of over $88 million, equaling FY
2000, which was up from $44 million in FY 1999.
. Hosted major events including Microsoft Global Briefing, Professional
Convention Management Association (PCMA), School & Home Office
Products Association (SHOPA), Ariba Users Conference, America's SAP
Users Group, Xplor International, American Association for Homes & Services
for the Aging, National Glass Association, Association of the Nonwoven
Fabrics Industry, Specialty Coffee Association of America, United Association
of Plumbers, Pipefitters, & Sprinkler Fitters.
. Continued progress in implementation of the $35,000,000 long-term Capital
Projects program, which during the current year included completion of the
$7,400,000 Roof Replacement, $2,820,000 telecommunications infrastructure
upgrade $1,320,000 Carpet Replacement.
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. Jackie Gleason Theater afforded rental rates to remain competitive in the
marketplace.
. Jackie Gleason Theater hosted major television broadcast events to include
Billboarc! Latin Music Awards, American Red Cross Holiday Spectacular,
Source Awards.
. Reviewed and revised Miami Beach Convention Center Booking Policy to
grant City additional discretion in hosting major-impact events.
. Negotiated a five year extension to the Volume Services America food and
beverage agreement, resulting in blended average commissions to the City
increasing from 18% to 30% and an increase of approximately $600,000 per
year.
. Negotiated a two year extension to the SMG 'facility management agreement.
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Economic Develooment
. Developed a 16-page insert for Miami Business Magazine on the Miami
Beach economy.
. Successfully applied for a $40,000 urban infill grant from the Florida
Department of Community Affairs.
. Responded to over 225 inquiries from potential new businesses interested in
beginning operations in Miami Beach.
. Conducted vacancy assessments and block/cluster analysis for the 71st
Street commercial district.
. Updated the Miami Beach Market Study.
. Identified sources of private capital and worked with numerous multi-national
institutional investors interested in developing projects in Miami Beach.
. Worked with 13 entertainment industry related trade shows and conferences.
. Attended the Intemational Council of Shopping Centers conference and
introduced the Miami Beach marketplace to over 40 interested
retailers/commercial investors.
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. Continued discussions related to the siting of a supermarket in North Beach
and South Pointe.
. Assisted in the development of the City's Major Events Plan.
. Conducted the annual inventory and needs assessment of the entertainment
industry.
. Established a relationship with the Small Business Administration and the
Small Business Development Center with the goal of creating programs for
new and existing businesses in the City.
. Worked with the City's federal lobbyists to secure $5 million for the
Electrowave and $2.3 million for Erosion Control in the House appropriations
bills.
. Development of the 41st Street market analysis and cluster plan.
. Negotiate and administer 2000 Yacht Show.
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. Revise Application Process for Beachfront Concessions.
. Create database for Beachfront Concession Operators.
. Request for Proposals: Colony Theatre.
. Negotiate extension of 1833 Bay Road.
. Request for Qualifications for Beachfront Concession RFP.
. Coordinate the implementation of the amended Beach Rules & Regulations.
. Request for Proposals for Management of Colony Theatre.
. Negotiate and coordinate leases at South Shore Community Center.
. Coordinate the Relocation of Uses to Historic City Hall.
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Finance
. Issued a $30m General Obligation Bond.
"
. Planned, prepared, promoted and issued a $54.3m Water & Sewer Bond.
. Planned, prepared, promoted and issued a $52.2 Stormwater Bond.
. Planned, developed and implement a financing of $15 million to fund the
renovation of the City owned Golf Courses and Clubhouses.
. Planned, developed and implemented a financing mechanism to fund the
purchase of capital equipment, system enhancements and construction of
small capital projects.
. Implemented a project accounting system integrated with the new General
Ledger, Fixed Asset and Accounts Payable systems to provide accurate
financial information for all capital projects.
. Established well-defined procedures and controls for financial monitoring of
Capital project expenditures.
. Developed an annual Budget process for the Capital Improvement Program
""""'
. Worked with the Chair of the Finance and Citywide Projects Committee to
develop a mechanism to report to the Committee on the status of all capital
projects.
. Improved customer service delivery for issuance and renewal of occupational
licenses and certificate of use permits including planning for space
modifications for the first floor area.
. Assisted the Building Department, through a cost-allocation consultant, in the
development of a fee structure that more appropriately matches the timing of
the service provided.
. Participate in the determination the financial feasibility of the proposed
acquisition, management and operation of the Byron-Carlyle Theater.
. Participate in evaluation and negotiation of contract for 72nd Street parcel
. Assisted in negotiations with various bargaining units.
. Finalized CDT negotiations with the County.
"
. Coordinated various financings for City's Health Facilities Authority.
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Fire
· Coordinated and managed the Fire Department's Capital Improvement
ProjecVGeneral Obligation Bond Programs.
· Assumed responsibility for the management, coordination and oversight of
the City's Emergency Response Plan.
· Restructured the Fire Department's table of organization and management
staff to improve effectiveness and efficiency of all Fire Department programs.
· Participated in and assisted the successful contract negotiations between the
City of Miami Beach and Firefighters' Local 1510.
· Managed and provided oversight for updating all Standard Operating
Guidelines and Procedures for all Fire Department programs.
· Completed development of the Fire Department's FY 01/ 02 budget.
· Developed and implemented a Pre Incident Planning program.
r . Initiated the Commission on Fire Accreditation International evaluation
process.
· Implemented a comprehensive Customer Service program.
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Fleet Management
. Lease Vehicles - Fleet Management currently leases 74 motor vehicles.
There are 57 compacts, 1 SUVand 16 Motorcycles.
. Vehicle Policy - Developed and implemented a Citywide policy regarding the
use of City Vehicles & Equipment by City employees.
. Out Sourcing - Fleet Management negotiated with a Local Vendor to mount
new tires and perform wheel alignments on City vehicles on an as needed
basis. Mounting cost is included in the price of the tire per the State Contract.
Employees spend less time changing tires and more time to perform other
tasks. Fleet also began the process of finding alternative methods to fueling
City vehicles.
. New Resources - Ford Motor Company has provided an on-line reference
system, (Oasis) which provides Recall Notices, Repair History and Technical
Bulletins. NAPA auto parts supplier has provided an online system allowing
us to access their inventory and ordering online. The benefit is that we can
expedite the ordering process and receive an additional 2% discount on all
orders made online.
"'""
. Physical Fuel - The Physical Fuel Inventory Process has been automated
through a program written in Microsoft Excel, which saves approximately 1 0
hours Inventory per week of manual calculation by one employee. Partnering
with the Fire department the fuel stick reading is now faxed back to Fleet
Process Management, saving one Fleet employee from driving to the Fire
Station and back, saving an additional 5 hours per week.
. Fleet Invoice - Productivity increased 25% by streamlining invoice processing
and incorporating the computer to facilitate expenditure tracking. Real time
Processing daily expenditure reports are now provided to ensure expenses
do not exceed budget. Initiated centralized billing process through Ford
Quality Customer Care Program. This program also summarizes benefits
received from warranty work.
. Manpower - Fleet Management continues to maintain staffing levels
through the redistribution of employee's. Matching task to the knowledge
base.
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Human Resources
. Processed 254 applicants for job placements and 98 employees for
promotions.
. Generated timely (within 24 hours) hiring, referral, transfer and
promotional lists. 95% of all positions had a list within 24 hours or less.
. Conducted 71 job audits.
. Created the Group Health Insurance Task Force.
. Negotiated four out of five union contracts.
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Internal Audit
. Tested inventory counts for all areas of City for external auditors. A separate
inventory test of the Police Property Evidence Unit was also completed.
. Completed parking audits on Boat Show Parking, Parking Space Rentals,
Debit card Operations.
. Completed audits of Payroll system, Accumulated Leave and Leave Without
Pay.
. Completed audits of State Beachfront Management Agreement along with
separate audits of Beachfront concessions including audit of major
concessionaire (Penrods).
. Completed Special Project audits of Performing Arts Network and Children's
Affairs.
. Performed audits of City Contracts, Court Fines, Recreational Programs, City
Leases, and Cultural Arts Council.
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Information Technoloav
. Converted from Mitchell Humphrey FMS80 Financial system to new
FMSII.
. Developed and implemented a new front end application for the payroll
entry process on the Cyborg Payroll/HR system.
. Converted from Mitchell Humphrey FMS80 Financial System to new
FMS II.
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. Developed in Access new applications for Human Resource City-wide
Survey for Department Performance, Hotel Management Tracking
system for City Managers office, MP2 Public Works System to Analyze
Financial Aspects, Boards and Committees system for City Clerks
office, Lobbyist Tracking system for City Clerks office, Random Ballots
for use at City Commission meetings, Arts and Entertainment Permits
System, City Boards and Committees Applicant Tracking System, Arts,
Culture and Entertainment Special Tracking System, Building
Information Tracking System, Community Resource Development
System, Police Crime Scene Unit System, Redesigned the City-wide
Performance Evaluation Form, Random Selection System for Drug
Testing, GO Bond Tracking System.
. Completed end of year processing for Cyborg Payroll including W2's
and 1099's, as well as rollover and billing processes for Elevator,
Certificate of Use, Sidewalk Cafe and Licenses.
. Developed RFP for Inspection Handheld Project.
. Maintained City-wide Web site and development of E-Commerce, On-
Line Forms, Information on Demand and Streaming Audio-Video.
. Migrated Permits Plus 16 Bit Software to 32 Bit, and Upgraded to SOL
Server 7.
. Upgraded to Version 5.5 for Aquilium Utility Billing System.
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Office of Management & Budget
. The current Budget presentation is a more comprehensive and informative
format than in prior years. It is being submitted for review to the Government
Finance Officers Association with the goal of attaining the Distinguished
Budget Presentation award.
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Neiahborhood Services Department
Housing Division
. The Crespi Apartments - 7900-7920 Crespi Blvd. - Rehabilitation of multi-
family building, 8 units completed and occupied, and 8 units under
rehabilitation, to provide rental units to income-eligible tenants.
. The Fernwood Apartments - 935 Pennsylvania Avenue - Rehabilitation of
multi-family building scheduled to be completed in September to provide
18 rental units to income-eligible persons living with HIV/AIDS.
. 117 South Shore Drive - Rehabilitation of multi-family scheduled to be
completed in September to provide five rental units for income-eligible
tenants.
. Elderly Rental Housing Program - Knightsbridge Condominium -7133
Bay Drive - Acquisition and rehabilitation of nine condominium units
completed to provide rental housing for income-eligible elder tenants.
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. The Sails Condominium -1401 Bay Road - New construction of mixed-
income condominium building completed and homeownership assistance
provided to 35 income-eligible homebuyers.
. 532 Michigan Avenue - Multi-family building acquired to be rehabilitated to
provide 18 rental units to income-eligible elderly tenants.
. Waterway Village - 1945 Calais Drive - Multifamily building acquired to be
rehabilitated to provide 10 rental units for income-eligible tenants.
. 8427 Crespi Blvd. - Funding provided to rehabilitate multi-family building
to provide three rental units for income-eligible tenants.
. Scattered Sites Homebuyer Assistance Program - Acquisition and
rehabilitation of 32 condominium units completed for income-eligible
homebuyers.
. Housing Counseling - Counseling provided to 63 households of first-time
homebuyers.
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. SHIP Program NOFA - Notice of Funding Availability issued to provide
funding for acquisition and rehabilitation of units through a scattered sites
homebuyer program for income-eligible participants.
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. HOME Program NOFA - Notice of Funding Availability scheduled to be
issued in September to provide funding for rehabilitation initiatives.
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. Owner Occupied Housing Rehabilitation Program - New program
developed and established to rehabilitate owner occupied housing of
income eligible homeowners, applications from participants accepted and
funding committed to eight homeowners.
Elder Affairs Program
. Information and Referral Service - service started to assist elder residents
in obtaining appropriate services. This service is also available to City
employees. Over 300 referrals and contacts conducted by September.
. Elder Community Highlights - a monthly calendar of events was
developed, highlighting events of interest to the elder population.
Distributed throughout the community, copies are available at all senior
housing sites, libraries, local organizations and departments throughout
City Hall.
. Elder Services Community Resource Guide - the guide was published
describing various local programs and services that are available to the
elder community, covering such areas as food programs, hospice care,
housing, legal services, social activities and transportation. The first
edition of the guide includes 67 listings. The guide is available to service
providers around the City as well as to CiviCall and other City Hall
Departments.
-....,
. Database of Client Requests - a database has been initiated to analyze
client requests as received through the information and referral service.
This analysis will determine which services are in demand and will allow
for an appropriate needs and assessment profile.
. Program of Monthly Activities - a senior resident network and activities
schedule was implemented, focusing on areas of special interest to the
elder community, 12 events conducted citywide.
. Appointment to National Institute on Senior Housing - the City's Elder
Affairs Program Coordinator was appointed by the National Council on
Aging to serve as a delegate of the constituent unit of the National Institute
on Senior Housing.
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r Community Development Division
. Successfully reached the HUD timeliness ratio for CDBG expenditures
within the 1.5 maximum guideline. The timeliness ratio for expenditures
had been identified in HUD's annual consultation with the city last year as
an area of concern. We worked very hard to bring this ratio within the 1.5
guideline.
. Submitted for HUD's review and approval the North Beach Neighborhood
Revitalization Strategy, which allows for more dollars to be spent for
Public Services. In particular, funds allocated to the Log Cabin for
employment training of the developmentally disabled will not be subject to
the 15% cap for Public Services funds. The NRS is linked to the City's
North Beach Strategic Plan for economic development and neighborhood .
revitalization. CDBG funds have been awarded for increased Code
Compliance; and the NRS is coupled with the projects identified in the
Section 108 loan program for improved streets and neighborhood
infrastructure improvements for Normandy Isle and North Shore streets
and neighborhoods.
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. An incremental change was done this year in the awarding of CDBG funds
for in-house projects ($300,000) was set-aside "off the top" for the City's
Housing Programs. Next year's goal will be to do the same for a
"Neighborhoods First" approach to in-house and cross departmental
functions and projects (eg., expand the Lincoln Road Service Task Force
to the north end of Miami Beach where there is an equally large CDBG
target area for neighborhood improvements).
. A clear distinction was made in the initial RFP for federal funds on the
amount of money available for "homeless prevention activities" and other
eligible support services for the homeless under the Emergency Shelter
Grants (ESG) fund program. The proposals received for ESG funding
consideration were reviewed by the Committee on the Homeless (new
initiative, new accomplishment in FY 00/01), and not just reviewed by the
Community Development Advisory Committee (CDAC).
. A new Homeless Coordinator is expected to be hired and working for the
City prior to the close of FY 00/01.
. Firmly established the RFP calendar and the annual Action Plan process
for the second year in a row. In doing so, the Action Plan was completed
on time and sent to HUD well in advance of the 8/16/01 deadline; and both
the action plan and the boiler plates for federally funded projects went to
commission at the same meeting in early July allowing for greater time to
r complete and send out the subrecipient contracts. Orientation workshop
and technical assistance session for proposals was continued this year
21
with success (and constructive feedback) from the previous year's
initiative to do this. The awards process for the Community Heroes was
streamlined and awarded for a second year.
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Code Compliance Division
. Have responded to all Civic-Call complaints within a 30-day period.
. Performed 1,000 inspections of the interior and exterior of commercial
properties during the year.
. Completed review of computer functions to streamline paperwork
. Continue to reach benchmarks established in performance base
budgeting.
Community Resource & Outreach
. Improve the delivery of operational services throughout the City
1. Developed program, scope of services and schedule for the City's
six member Clean Team.
2. Coordinated clean sweeps of Collins Ave. Washington Ave. and
Ocean Drive with Sanitation, Property Management, Code, Public
Works, Parking and Parks Landscaping.
3. Facilitated neighborhood interacted with citizens and city
departments to identify conditions, needs, and solutions.
--
. Respond to requests for service throughout the City's neighborhoods.
1. Provided outreach to community groups, neighborhood
associations and individuals.
2. Facilitated solutions to concerns with City's operational
departments.
3. Established relationship with Miami Beach Police Department's
Community Resource
4. Officers for South, Middle and North Beach to assist in facilitating
solutions in responding to citizen concerns expressed through the
use of Community Enhancement Forms.
. Maximize the quality and success of neighborhood capital improvement
projects and minimize construction impact on community.
1. Served as City's community liaison to the Collins Ave.
Reconstruction Project working directly with the hoteliers,
businesses, residents, FDOT, city departments and City's
community outreach firm.
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Office of Children's Affairs Division
. Performing Arts Academy - A program created via a grant from the
Florida Department of Juvenile Justice (DJJ) and acclaimed by the United
States Office of the Attorney General as a successful delinquency
prevention program.
. Neighborhoods FirstlTruancy Intervention Program - Funded by a grant
from the Florida Department of Juvenile Justice (DJJ), this dual program
has provided programming to at-risk youth resulting in a dramatic
reduction in school absences. The Neighborhoods Firstrrruancy
Intervention Program has been highlighted by the DJJ in its annual report
to the United States Congress.
. Served 225 youths, individuals and/or families
. Conducted 13 public workshops
. Organized 16 community service projects
Log Cabin Training Center Division
. Provided educational, vocational supported employment and supported
independent living training and services to fifty-three (53) developmentally
disabled adults.
. Increased community awareness by speaking to six (6) community service
organizations.
. Increased support services funding from the State of Florida Department
of Children & Families.
. Provided supported independent living services to four (4)
developmentally disabled adults residing in the City of Miami Beach.
. Served thirty-six (36) clients in the day training program.
. Served fifteen (15) clients in the supported employment program.
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Media Relations Division
. Increased the distribution of public information messages, including the
newsletter, through e-mails.TV20 and expanded mailings.
. Successfully conducted several publicity campaigns for City events.
. Coordinated the annual 'Take Our Children to Work Day" for employee's
children.
. Developed Public Information Plan for the Capital Improvement Program
. Developed several customer service initiatives through the Customer
Service Task Force.
. Continued the Miami Herald's "Since You Asked" column.
. Improved media data collection system.
CiviCall
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. The number of complaints that have been received through Civicall from
the residents and visitors of Miami Beach have been significantly lowered.
. A more cohesive Civicall staff has been assembled possessing a high
regard for teamwork and cooperation.
. The Civicall program has been simplified and made easier to operate.
. Training manuals have been improved and training sessions have been
conducted on an on-going basis
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Parks and Recreation DeDartment
. Continued the implementation of the design and construction phases of the
$15 million Parks Improvements General Obligation Bond, $7.2 million Miami
Dade County Safe Neighborhoods Parks Bond, and $24.8 million dedicated
to parks from the 99 General Obligation Bond for projects pursuant to the
Master Plan developed for the parks improvements program, as detailed in
the Parks Master Plan and input from the community; Implement the various
processes including the preparation of plans, specifications, design review,
bidding and construction for various groups of parks in accordance with the
recommended phasing and scheduling developed by the Administration.
. Administered professional functions of a 16.3 million operation with four (4)
operating Divisions, including Recreation, Parks, Landscape Maintenance
and beach Patrol; 234 full-time and 200 part-time staff. This includes the
maintenance of 750 acres of Parks, golf courses, landscape and urban
forested areas; twenty five (25) guarded swim areas on the Beach (serving
over 8.4 million patrons per year) and twenty five (25) parks with facilities
addressing the recreational interests of a highly diverse population on youth,
adults, senior citizens and disabled individuals through a myriad of recreation
programs and services.
. Assisted with the development and implementation of the South Beach
Service Team (SBST) Pilot Project, initiating enhanced delivery of Services in
the Ocean Drive/ Lummus Park, Lincoln Road Areas.
. Developed a complete South Beach Service Team budget proposal for future
consideration in FY 01/02.
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Parking
. Debit card program implementation. Introduction of this program has made
parking at meters and use of the Electrowave more convenient to patrons
who now do not have to carry change for these uses.
. Mail-in permit-renewal program. Program has been successfully
administered with all mailings sent out six weeks prior to the expiration of the
permit thereby affording our clients sufficient time to respond and receive their
new permit prior to the expiration date of the old permit.
. Customer wait time has been reduced by introduction of a third customer
service window during peak permit renewal periods.
. Moved to a new location at 1130 Washington Avenue. We are now located
closer to our clien~s and upon visiting us they are able to avail themselves of
the services of the County Clerk's office at the same location.
. Obtained authorization to fill five Meter Technician positions, one Security
Specialist position, one Office Associate IV position, .and one Coin Room
Money Handler position.
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Planning
. Continued expansion of development review by planning staff.
. Continued accommodation of large development review board applications.
. Continued and professional processing of development review applications.
. Comprehensive revisions to the Design Review section of the City Code.
. Designation of the Collins Waterfront Historic District.
. Designation of Pine Tree Drive Historic Site.
. Conducted a successful design charette for the North Beach area.
. Successful review and subsequent approval by the City Commission of
zoning map changes resulting in the Future Land Use Map and the Official
Zoning Map being in harmony.
. Continued efforts in streamlining the development review processes.
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Police
. Developed and implemented a succession plan to address pending
retirements in the Police Department.
. Evaluated feasibility of increasing the educational levels for entry level Police
Officers and promotional level for supervisors.
. Submitted application and secured accreditation status from the Florida Law
Enforcement Accreditation Commission.
. Developed and implemented the Mobile Computer Laptop Program for the
Patrol Division.
. Developed a year 2001 comprehensive budget.
. Developed and implemented a citizen quality control survey.
· Began implementation of the Motorola/Printrack solution for CAD/RMS.
-....
. Implemented a Neighborhood Resource Officer program in each of the
districts.
. Automated the Internal Affairs case tracking software to comply with CALEA
standard.s for monthly and annual reports and to network all unit computers.
. Developed training Standard Operating Procedure for the Criminal
Investigations Division.
. Improved levels of customer service by implementing a quality assurance
process and by implementing a mailing program to victims of crimes with low
or no solvability factors.
. Developed solvability criteria for Criminal Investigations Division.
. Developed Victim Advocate Response Program.
. Implemented a program to address the illegal sale/possession of tobacco
products by minors.
. Reduced vehicular accidents.
,-
. Reduced trafficking of "estacy" in the night club area by implementing a
multi-agency taskforce.
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. Improved Police/Community relations through enhanced community policing
strategies.
. Initiated Tag 2001 pilot program.
. Developed information pamphlet for crime victims.
. Established a permanent HOT team to address homeless issue and offer
emergency shelter to Miami Beach homeless.
. Complete~ flooring replacement project.
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Procurement
. Provided training to more than 60 employees on the use of the Financial
Management System (FMS) II.
. Processed more than 3,000 Purchase Orders and Standing Orders for goods
and services.
. Processed more than 3,000 change orders.
. Closed out more than 500 Purchase Orders and Standing Orders.
. Prepared, issued, evaluated, tabulated, and recommended the award of
contracts on more than 150 solicitations (Invitations to Bid, Request for
Proposals, and Request for Qualifications).
. Prepared more than 200 Commission Memorandums and Resolutions
relative to the award of contracts, sole source requests, and requests to
"piggyback" on State, County, and local government contracts.
. Provided assistance, guidance, and support to more than 40 Evaluation
Committees on highly visible, multimillion dollar projects, which included but
not limited to:
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. Architectural and Engineering Services for 11 Neighborhood Improvement
Projects;
. Program Manager for Public Right of Way Projects;
. Program Manager for Facilities and Parks;
. Development of the "72nd Street Site"; and
. Establishment of an Architectural and Engineering Firm Rotational List,
which resulted in more than 42 AlE Firms under contract.
. Prepared an Ordinance that increased the City Manager's Authority to Award
Contracts from $10,000 to $25,000.
. Prepared an Ordinance that revised the Cone of Silence requirements to
apply to Evaluation Committees.
. Conducted Auction that resulted in $129,000 in gross receipts.
. Prepared an Administrative Policy relative to Approval thresholds.
. Prepared an Administrative Policy relative to the Evaluation Committee
process.
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Public Works
. The Engineering Division recently completed the design of water main in. the
Daytonia Road Bridge that was replaced in conjunction with the Florida Department
of Transportation, Bridge Replacement Program. Completed the permitting from
Miami-Dade County and the Department of Health.
. Completed the design of a 12" water main on 14th Street and Bay Road. Obtained
permits from Miami-Dade County and the installation was successfully completed by
the City Personnel.
. The Engineering Division completed the design of water main and street lighting on
Marseilles Drive from Bay Road to Rue Notre Dame.
. Designed, permitted, and installed an 8 inch water main on 14th. Street I West
Avenue to Bay Road.
. Designed, permitted and installed a 20 inch water main '(2,700 linear feet) on Collins
Avenue from Lincoln Road to 23rd Street.
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. Formulated and implemented a four-cycle meter reading schedule that provides
consistent 28 day billing periods for all accounts that allows for customers to know
when their meter will be read every month.
. Completed a Lead and Copper Rule and Drinking Water Quality Standards
Compliance Reporting Program, resulting in a 50% reduction in the sampling
frequency required by the Florida Department of Health.
. Obtained U.S. Congressional Appropriation of $3.5 million for the emergency
renourishment of the North Beach area.
. Obtained U.S. Congressional Appropriation of $3.2 million for the Innovative Beach
Erosion Control and Sand Recycling Demonstration Project.
. The Municipal Mobility Plan received an Award of Excellence from the American
Planning Association.
. The Transportation Concurrency Management Areas Plan was adopted.
. The successful procurement of over $6.8 million in federal and state funds for
transportation and transit priority projects.
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. The Sanitation Division increased the level of cleanliness of Miami Beach by
mechanizing a larger portion of the street-cleaning program and increasing the
number of pick-ups in various coverage areas in the litter can collection program.
31
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CITY OF MIAMI BEACH
City Manager's Office
. Interoffice Memorandum
ro
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To:
. Mayor Neisen O. Kasdin and
Members of the City Commission
Jorge M. Gonzalez \ ~
City Manager (),y t)
Date: January 26,2001
From:
Subject: COMMISSION WORKSHOP ON JANUARY 29,2001
As you know, we have scheduled a Commission Workshop on Monday, January 29, 2001 to discuss
the administration's Business Plan and Strategic Priorities.
. Attached for your review in preparation for this workshop is material which will highlight a
proposed 5 year vision, identified priority areas and a program of work for 2000-200!. . On Monday,
I will make a presentation, summarizing key aspects of this material.
Please feel free to contact me should you require additional information or wish to discuss this
matter prior to Monday.
~
JMG/sam
f:ICMORISALLIMA TIHEW.COMWORKS.wpo
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2000-2001 Identified Priorities
City of Miami Beach
Presentation to Miami Beach City Commission
Jorge M. Gonzalez, City Manager
January 29,2001
-f"-
to
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2000-2001 Identified Priorities
City of Miami Beach
-
Outline
Introduction and Background
· Purpose
· Background
5- Year Vision
Identified Priority Areas
· Capital Improvement Program
· Implementing Recommendations of the B~siness Resolution Task Force
· . Strategic Planning and Economic Development
· Organizational Development
Organizational Structure and Program of Work
· City Manager and Administration
· City Manager's Office
· Public Safety
· Finance and Information Technology
· Capital Improvement Program
· Economic Development, Tourism and Cultural Development
· Neighborhood Services, Parks and PI~ing
· Public Works and Utility Operations
· Internal Support Services
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2000-2001 Identified Priorities
City of Miami Beach
r Introduction and Background
Purpose
· Establish clear goals and objectives
· Focus organization
· Validate 5-year vision
· Endorse identified priorities
· Approve administration's program of work
Background
· City of Miami Beach Mission Statement.
· Input from stakeholders
· City Manager's personal observations
· Department Head questionnaire
· Other sources - reports, meetings, etc.
· Staff retreat and visioning session
Mission Statement
We are committed to providing excellent public service and safety to all who live, work and play
r in our vibrant, tropical, historic community.
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2000-2001 Identified Priorities
City ofMiarni Beach
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5- Year Vision
In five years, we wm be:
· Cleaner and safer
· More beautiful and vibrant
· Mature and stable with well improved infrastructure
· A unique urban environment
. A cultural, entertainment, tourism capital
.. An international center for innovation in culture, recreation and business
With...
. An entrepreneurial spirit
D Continued trendiness
· And more sophisticated: .
,/ Travelers
,/ Businesses
,/ Entertainment
,/ Conventions
,/ Diverse Residential Community
We will have:
. Significant completion ofG.O. Bond/capital improvement program (i.e., infrastructure,
parking, public facilities, green space)
· Continued economic growth and development, especially in previously less-attended areas
such as North Beach, and Master Plan for all areas
. Thriving cultural arts scene (e.g., performing 'arts centers, Collins Park Cultural Park, healthy
"Majors: New World Symphony, South Florida Art Center, Miami City Ballet, Wolfsonian,
Bass, etc.'j . . _
. Improved transportation system with city-wide access and'calmer traffic (e.g., expanded
Electrowave, plans for a light-rail system, Ocean Drive solution)
. Enhanced automation and use oftechnology (e.g., E-govemment, 24-hour access to City
HaIl)
. Empowered, committed, stable, "Sterling A ward" caliber employees and managers with
competitive pay and benefits
. More flexible, streamlined services
. Continued fiscal management and strengthened financial position (AA bond rating, revenue
streams that continue to perform, and a healthy financial reserve)
. Higher quality services and enhanced quality of life at a lower tax rate for citizens (e.g.,
quality recreation programs for all ages, neighborhood policing, lower response times,
affordable housing options)
· Management team which will respond to unforeseen events quickly
· Workforce which is customer service oriented
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2000~200I Identified Priorities
City of Miami Beach
r Identified Priority Area: Capital Improvement Program
Description:
Initiative to improve City's infrastructure (water/sewer, stormwater, streetscapes, etc.), public
facilities, parks, beaches, golf courses and public safety equipment. Includes projects from the
G:O., Parks, Water and Sewer, and Stormwater Bond Programs. Six-year program valued at
approximately $400 million.
4.
Goals for this Year:
1. Develop and approve a CIP for FY 2001-2006.
2. Create an effective structure for the management and coordination of the CIP.
organizatiolfal capacity to manage CIP projects.
Develop community infrastructure plans.
Obtain appropriate lev.el of financing.
Deliver capital projects in accordance with implementation plan.
Ensure public participation in all projects.
Develop
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Tasks:
· Develop CIP budget
. Create and staff the Capital Improvement Program Office
. Issue RFP, evaluate and select firm, negotiate and award contract to Program Management
consultants
r · Issue RFP, evaluate and select firm, negotiate and award contract to consultants to develop
Neighborhood Infrastructure Plans (13 neighborhoods)
. Issue RFP, evaluate and select firm, negotiate and award contracts as appropriate to
contractors to begin construction projects
. Maintain Executive Management Oversight and periodic status reporting
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2000-2001 Identified Priorities
City of Miami Beach
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Identified Priority Area: Implementing Recommendations of the Business
Resolution Task Force
Description:
The BRTF presented various recommendations to improve the permitting process and expedite
the development process. The BRTF identified 5 key areas for improvement. They are: expedite
permitting; improve customer service; simplify Land Use Boards Process; improve staffing and
hiring; and invest in technology.
2.
Goals for this Year:
1. Develop appropriate Human Resource' strategies and tools to attract and retain qualified
staff.
Complete relocation of programs in 555 17th Street facility, and begin planning and
design for the reconfiguration of 2nd floor City Hall to accommodate increased staffing
and co-location of permitting functions.
Further review permitting process and costs to identify opportunities for process
improvements and efficiencies. Consider outsourcing of functions as appropriate.
Begin to review licensing process and code enforcement process.
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4.
Tasks:
· Review minimum qualifications, salary ranges and benefits for "hard to fill" positions """"'
· Negotiate language into union contracts that will allow for position reviews and salary
~djustments
· Upgrade/reclassify positions to increase market competitiveness where necessary
· Conduct job fairs, other recruitment strategies to fill vacant positions
· Complete design layout and plans for 555 17th Street, second floor City Hall, and third floor
City Hall .
· Begin construction and renovation of affected areas
· Issue RFQ to hire consultant to conduct permitting process and pennit fee reviews
· Begin implementation of inquiry-level access to the permitting information via internet to the
development community, business owners and homeowners
· Train Building Department staff on the provisions of the new Florida Building Code that
becomes effective on 07/01/2001
· Procure hardware and software required to implement a hand-held computer program for
inspectors
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2000-2001 Identified Priorities
City of Miami Beach
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Identified Priority Ar.ea: Strategic Planning and Economic Development
Description:
Managing and fostering the economic growth in Miami Beach to further expand and diversifY
the economic base. Develop plans and economic development strategies to ensure that
appropriate, coherent and sustainable growth occurs in Miami Beach without adversely
impacting on the unique character of our community and our residential neighborhoods.
Goals for this Year:
1. Achieve consensus on and secure approval for a Strategic Plan for South Beach.
2. Achieve consensus on and secure approval for a Strategic Plan for North Beach.
3: Engage in significant discussions with the business community on Business Improvement
Districts.
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Tasks:
· Develop and refine elements of the South Beach Strategic Plan
· Engage the North Beach community in developing North Beach Strategic Plan
· Issue RFQ, evaluate developers, negotiate and award contract for the nnd Street Parcel
· Review and update implementation strategies for the 1994 DPZ Plan
· Develop plan for disposition of North Shore Open Space Park parking lots
· Conduct city-wide parking needs assessment, demand and feasibility study
· Initiate "Clean Team~' pilot project in South Beach area
· Participate in the dialogue regarding Business Improvement Districts
· Complete review and acquisition of Byron-Carlyle Theater, if feasible, and develop
management and operation plan
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2000-2001 Identified Priorities
City of Miami Beach
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Identified Priority Area: Organizational Development
Description:
In order to achieve the organizational efficiencies we envisioned and ensure a workforce that will
address the challenges Miami Beach will face, a variety of internal organizational activities need
to be undertaken. These include aligning the mission of the organization with the goals of the
City Commission and ensuring that the resources are identified and allocated to accomplish our
goals.
Goals for this Year:
I. Restructure organization and realign reporting relationships.
2. Complete negotiations with 5 bargaining units.
3. Begin review of internal processes and support systems.
4. Expand Customer Service Task Force charge and emphasize customer-frienoly service
throughout the organization.
Tasks:
· Recruit senior level positions
· Develop plans and implement recommendation of the Customer Service Task Force (Le.,
training, Secret Shopper Program, Recognition Program, etc.)
· Issue RFQ for Broker of Record to secure group health insurance benefits for general
employees
· Complete organizational assessment and transition into new structure
· Review and enhance employee benefits - flexible spending accounts
· Enhanced budget process .
· Develop training programs
· Develop and promote a team environment within the overall workforce
· Develop succession plan to address pending retirements in Police Department
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2000-2001 Identified Priorities
City of Miami Beach
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Organizational Structure and Program of Work
City Manager & Administration .
City Manager's Office and CIP
· Provide leadership and sound management principles in implementing policy objectives of
the City Commission
· Develop professional and efficient recommendations for CitY Commission consideration
· Coordinate process to develop City Commission agenda packages
· Provide support to City Commission Committees and Advisory Boards & Committees
· Complete negotiations with Miami-Dade County regarding disposition of the Convention
Development Tax and the 1996 Interlocal Agreement
· Recruit and fill senior level positions and establish senior management team'
· Establish and implement Capital Improvement Program Office
· Develop a more informative and interactive website
· Expand the distribution of the citywide news-letter
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Public Safety
· Complete the purchase' of major capital equipment and place in service
· Acquire and place in service Thermal Imaging Camera technology
· Develop a Citizens Quality Cont.rol Survey to evaluate level of satisfaction with Police and
Fire services, citizen concerns and public perception .
· Evaluate feasibility of increasing the educational levels for entry level Police Officer and
promotional level for supervisors .
· Complete evaluation process and secure International Accreditation status
· Begin evaluation process to secure State accreditation
· Develop and implement the mobile computer lap top program for patrol division
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Finance and Information Technology
· Complete $30 million G.O. Bond Issue
· Complete $54.3 million Water & Sewer Bond Issue
· Complete $52.2 million Stormwater Issue
· Improve customer service delivery for Occupational Licenses and Certificate of Use Permits
· Enhance budget process:
Update the 5-year operating budget projection
Hold Commission workshops and briefmgs to encourage greater input in developing the
Operating Budget
Develop an enhanced Operating Budget Book to be more comprehensive and informative
for the .public
· Complete independent validation and verification of the proposed 800 Mghtz Public Safety
Radio System
· Begin implementation of the 800 Mghtz Public Safety Radio System
· Upgrade the City's telephone system, including in.stallation of systems at outlying City
facilities
· Complete installation of the Financial Management System, which includes a project
management component for CIP and on-line requisitioning.
· Enhance payment methods for utilities, i.e. credit card or direct debit to banks
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2000-2001 Identified Priorities
City of Miami Beach
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· Develop Infonnation Technology Master Plan
· Expand E-Govemment initiative and identify City services which can be provided on the
World Wide Web.
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2000-2001 Identified Priorities
City of Miami Beach
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Economic Develonment. Tourism and Cultural Develo{)ment
See Identified Priority Area: Strategic Planning and Economic Development
Establish the free monthly arts night, "2nd Thursdays"
Enhance cultural funding and identify and secure new sources of funding
Manage 60 cultural arts grants totaling nearly $1 million
Develop, codify and implement new/revised guidelines for Film & Print and Special Events
pennits
Complete review of Service America Food Service and SMG Management agreements at the
Convention Center/Gleason Theater and detennine appropriate course of action
Finalize and prepare for City Commission consideration of the amended Rules and
Regulations for Beachfront Concession Operations (pursuant to State cooperation)
Purchase and installation of expanded parking meter housing
Select consultant and develop Concept Plan for 17th Street and Washington Avenue site to
accommodate expansion plans of the New World Symphony
Complete negotiations and finalize recommendation on proposed public/private partnership
with Miami Beach Botanical Garden
Negotiate with sole source provider of electrical service at the Miami Beach Convention
Center
Facilitate visioning process for Lincoln Road business owners and retail owners
Pursue resolution of outstanding issues regarding site acquisition for regional library at
Collins Park Cultural Campus
Solicit funding for and conduct office market analysis, and Fifth Street Corridor Infill Study
Complete Phase I of the Bass Museum Expansion and open to the public
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2000-2001 Identified Priorities
City of Miami Beach
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Organizational Structure and Program of Work
Nei!!hborhood Services. Parks and Planning
See Identified Priority Area: Implementing Recommendations of the Business Resolution Task
Force
See Identified Priority Area: Strategic Planning and Economic Development
· Establish and implement a Neighborhood Services function, to enhance service delivery and
community communication with City Hall, coordinate community outreach and enhance
information and referral service '
· Ensure properties are being maintained by inspecting/surveying the exterior of every
property (residential and commercial) and conduct more than 1,000 interior inspections of
multi-family dwellings
· Select Golf Course Manage':",lent firm and negotiate agreement
· Develop and recommend revised guidelines for fee waiver, scholarship program and user fee
structures for City recreational programs
· Develop next steps to continue in the development of the Indian Creek Corridor Project
· Develop and recommend design guidelines and customized development regulations for the
Altos del Mar historic single family district
· Develop and recommend design guidelines and customized development regulations for the -....
Palm View historic single family district
· Complete designation process for John Collins Historic District
· Amend Capital Improvement element of the Comprehensive Plan to reflect changes
described in the CIP
· Complete special area study for the West Avenue/Alton Road neighborhood
· Review city wide parking regulations for possible refinements to respond to the evolving
urban context and changing public need
.. Review and amend the City's sign regulations
· Continue to develop specialized information for public dissemination as part of BTRF
initiative (move to BTRF section)
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2000-2001 Identified Priorities
City. of Miami Beach
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Organizational Structure and Program of Work
Public Works and Utility ODerations
See Identified Priority Area: Capital Improvement Program
· Complete plans for redesign and operation of the "Stash Site"
. Conduct various traffic analyses and traffic calming studies as warranted
- Complete consultant selection of Alton Road traffic calming project
· Develop traffic mitigation alternatives for Ocean Drive
. Complete review and evaluation o(the Electrowave Shuttle program
. Evaluate Electrowave maintenance program and consider privatization of function
"' Complete Property Inventory System to track use of City-owned property, available space,
and tenants (both City and private)
. Establish v'Clean Team" to enhance delivery of City services
. Initiate program to periodically clean City's waterways
. Increase the number of street sweeping miles
. Increase the number of litter pick-ups in high traffic areas
. Increase the number and improve location of litter receptacles
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2000-2001 Identified Priorities
City of Miami Beach
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Organizational Structure and Program of Work
Internal SUDPort Services
See Identified Priority Area: Organizational Development
· Secure acceptable Group Health Insurance
· Expand City Manager purchasing authority limits
· Recommend enhancements to the Cone of Silence Ordinance
· Evaluate and consider. a Cjty Purchase Card program
· Develop policies and procedures for RFPIRFQ Evaluation Committees processes
· Update and revise purchasing processes and expenditure authorization levels
· Evaluate and consider a Job Order Contracting (JOC) system as an efficient and effective
delivery method for small construction projects.
· Complete a detailed Purchasing and Procedures Manual.
· Evaluate and recommend a Vendor Outreach Program to' ensure ma.'{imum participation and
responses to Bids, RFPs, and RFQs.
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2000-2001 Identified Priorities
City of Miami Beach
(" Conclusion
Results of these initiatives:
· An organization that is focussed on the goals of the community, whose human and capital
resources are closely aligned with the mission established for it
. An organization that is proactive in anticipating challenges and can develop creative policy
alternatives
· An organization that is nimble enough to quickly capitalize on opportunities as they may
presentthernselves
· An organjzation that is engaged in continuous improvement and learning
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