Departmental Overview
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CITY MANAGER'S OFFICE
The City Manager is appointed by the Mayor and Commission and vested with the
responsibility to ensure that policies, directives, resolutions, and ordinances adopted by
the City Commission are enforced and implemented. As the Chief Executive Officer,
the City Manager is responsible for providing executive level leadership, vision and
guidance to the organization, providing recommendations to the City Commission and
implementing policy directives in an efficient and effective manner. In addition, the City
Manager is responsible for the daily operations of the City, preparing and administering
the budget, planning the development of the City, supervising City employees,
interacting with citizen groups and other units of government, and is otherwise
responsible for the health, safety, and welfare of the residents of and visitors to the City
of Miami Beach.
2000-2001 Accomplishments
. 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
r 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.
. 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
r effort in the South Beach area.
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'. 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.
. 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.
. 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.
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. 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 Budget
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. So far the plan has been implemented
several times, including for the 2001 Source Hip Hop Music Awards, Labor Day, and
the Veteran's Day benefit concert,
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OFFICE OF THE CITY ATTORNEY
Article III of the City Charter establishes the Office of the City Attorney. The City
Attorney is appointed by the City Commission and has the powers specified in the
Charter. The statement of powers outlines the mission of this office in broad terms.
The following provides some detail of the mission and responsibilities of the office.
The City Attorney's Office represents the City of Miami Beach, the City Commission, the
Redevelopment Agency, and the Administration in legal matters relating to their official
duties. The City Attorney's Office prosecutes and defends civil suits brought for and
. against the City; drafts resolutions and ordinances; advises approximately. 30
authorities, boards, and committees that support the activities of the City, which
includes attending a 1.1 meetings of such agencies; drafts or approves all ordinances,
resolutions, contracts and written instruments for form, language and for execution; and
renders legal opinions. The City Attorney's Office prosecutes civil cases before County,
State, and Federal courts,
the Special Master and the Nuisance Abatement Board and defends appeals to the
r Personnel Board. The Office of the City Attorney also provides a legal advisor to the
Police Department, addresses all questions relating to the Public Records Law,
Government In the Sunshine Law, ethics, election law concerns, and responds to the
day-to-day concerns of all elected officials and the Administration.
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ARTS. CULTURE & ENTERTAINMENT
To support the economy of Miami Beach by providing services which support the growth
and stability of event and entertainment production industries while balancing these
interests with those of the residential/business communities, and to improve quality of
life in Miami Beach by building quality cultural infrastructure through implementation of
the Art in Public Places Program.
Film and Print
. The Film and Print Division determines the viability and legitimacy of proposed film,
TV and photography projects based upon data provided by each applicant.
. Coordinate City services and communication. to residential and business
communities per Film and Print Guidelines.
. Promotes and encourages the use of the City of Miami Beach locations through
marketing campaign which include print advertising, collateral material, fam tours
and targeted outreach through industry events and trade associations.
. Attends and participates in industry meetings, and coordinates industry activities
with representatives of state, county, and municipal agencies.
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. Provides information and support to the media and distribute statistical reports on a
daily, weekly and monthly basis. Maintain database on the film/print industry.
Special Events
. The Special Events Division acts as a central clearinghouse between the City of
Miami Beach and applicants who wish to produce a special event on Miami Beach.
. Fields inquiries to determine feasibility and assesses potential impact issues.
. Coordinate with representatives of various neighborhood associations, state, county
agencies and city services. Obtain all permits and licensing required for each event.
. Collect, processes and account for all applicable fees, deposits, indemnification,
insurance certificates, schematics, building permits, concession agreements, user
fees, parking permits, and other requirements per special event guidelines.
. Maintains on line event database and publiShes periodic department newsletter.
. Assist administration efforts to formulate city wide major event policies and
procedures.
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Art in Public Places
. The Art In Public Places Program enhances the character of Miami Beach through
public art acquisition and display. The program reviews new public construction
projects for suitability and recommends acceptance and placement of public art to
the City Commission following a selection process. Issues of maintenance of the
collection are addressed, and the program also collaborates with other agencies to
create artistic solutions, which compliment the built environment.
Fine Arts Board
. The Fine Arts Board promotes the work of contemporary visual and cultural artists,
and provides economic stimulation to the North Beach neighborhood by producing
the annual Miami Beach Festival of the Arts,
2000-2001 Accomplishments
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. 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.
. 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.
r- . 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
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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
The Museum serves as the major fine arts museum of the City of Miami Beach and its
purpose, according to its Mission Statement, is to collect, preserve, exhibit and interpret
the visual arts for residents and visitors of Miami Beach, and the region. Essential to
this function is the creation of educational programs related to the exhibitions. Central
to its mission are the needs of the region's ethnic constituencies, students, artistic
community and an international community of scholars, The Bass Museum achieves its
purpose by developing and mounting exhibitions from its permanent collections and
presenting loan exhibitions from national and international collections, stimulating
tourism and providing an important cultural destination for the City,
The Museum's permanent collection is expanded through acquisition by purchase and
donation and there is careful coordination of museum activities to enhance the
collection, an asset of the City. The Museum cooperatively interacts with other arts and
educational institutions at local, state, national and international levels.
The Bass Museum School of Art, located at the 21st Street Community Center offers
specialized art classes and is operated by Friends of the Bass Museum, Inc.
r The Bass Museum of Art, govemed by a Board of Trustees, is a municipally owned
museum, founded in 1964. A contractual agreement executed in 1963 between the City
and John and Johanna Bass established in perpetuity its governance. Friends of the
Bass Museum, Inc. are the Museum's advisory and fund-raising arm.
2000-2001 Accomolishments
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:
KandinsRy, Malevich 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
r- 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
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Beach and was complemented by Martin Margulies' intriguing vintage photographs
from the state-sponsored schools of the period.
. In addition, the Museum opened the exhibition "30 Thumb" 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 collection's 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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BUILDING
The Building Department is responsible for the efficient and effective supervision of
construction activities within the City limits to assure compliance with the South Florida
Building Code. The purpose of this Code is to provide certain minimum standards,
provisions and requirements for safe and stable design, methods of construction and
uses of materials in buildings and/or structures hereafter erected, constructed, enlarged,
altered, repaired, moved, converted to other uses or demolished, to provide for the safety
of workers and others during these operations and to regulate the equipment, materials,
use and occupancy of all buildings and/or structures. The provisions of this Code shall be
deemed to supplement any and all laws of the State of Florida relating to building.
The Miami Beach Building Department represents the City's desire to provide quality
services. The Department's dedication of providing the finest service in the county
requires constant implementation of innovative policies, procedures and advanced
computer technology.
2000-2001 Accomplishments
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. 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 (NFIP) 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 years.
. 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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. CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program Office is designed to consolidate the City's capital
construction efforts into a single entity and to provide the platform to comprehensively
address the ambitious goals set forth in the General Obligation Bond program, the
Water and Wastewater Bond program, and the Stormwater Bond program to improve
the City's infrastructure, public facilities, parks, beaches, golf courses and public safety
equipment. For the first time, the City has the administrative tools in place to address
this ambitious program in a professional and organized fashion deserving of our
residents and neighborhoods.
2000-2001 Accomplishments
. 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.
. Created 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.
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. Developed ~ 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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OFFICE OF THE CITY CLERK
The City Clerk serves as the Official Secretary of the City Commission, the Miami
Beach Redevelopment Agency, and the Board of Directors of the Safe Neighborhood
Improvement Districts and has the responsibility to:
. Transcribe upon special request, distribute, and maintain records of all Commission
and Agency meetings;
. Publish timely notices and mail notices, if required, of all Commission public
hearings;
. Process all approved ordinances, resolutions, contracts and agreements;
. Central Depository for all Closed Executive Session transcripts;
. Maintain deed files of all City-owned property, which includes custody of all warranty
deeds, easements, abandonments, rights-of-way, revocable permits and
miscellaneous instruments;
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. Maintain and process board members for the 43 City boards and committees,
and process the County financial disclosure forms;
. Maintain the scheduling calendars for the 1st floor Conference Room, the
Commission Chamber, and the Master Calendar;
. Coordinate updating the City Code Book on a quarterly basis;
. Serve as Supervisor of Elections for the City of Miami Beach jointly with Miami-Dade
County Supervisor;
. Provide administrative support to conduct Administrative Hearings and hearings of
the Nuisance Abatement Board, and Special Masters.
. Post notices on the bulletin boards throughout City Hall;
. Serve as the official liaison for the City's charter Review Committee;
. Process and distribute lobbyist information;
. Provide video and photo services for the Mayor, and Commission and the
r Administration;
. Process public notification of Burt Harris Act claims;
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. Process all proclamations, certificates, awards and presentations
. Scanning of all documents, resolutions, ordinances, maps, etc.
. Research requests
Florida law* mandates that public agencies maintain an active Records Management
program. To meet the ongoing needs of the City in its operation of government, and to
promote the protection of the rights of our citizens, the City Clerk is responsible for
administering the City Archives and Records Management program for the efficient use,
preservation, and/or disposal of public records in compliance with Federal and State
laws. The City Clerk is responsible for overseeing the implementation of improved files
maintenance and The Vital Records Disaster Preparedness Plan. The City Clerk also
provides citizen and departmental access to public records and archival material, and
supervises placement and/or removal of records in three storage facilities.
Miami Beach Television (MBTV) currently features regularly scheduled broadcasts of
commission meetings as well as community affairs, informational and civic programs.
The cable station also serves as a vehicle for the community calendar and special
emergency announcements,
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*Chapter 119, Florida Public Records law; Chapter 267, Florida Archives, History and
Records Management Act; and Chapters 1 A-24 , Florida Administrative Code.
CENTRAL SERVICES
Central Services is committed to excellent customer service to all City departments and
agencies, by providing quality print, copy and mail services.
2000-2001 Accomplishments
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
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. 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).
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. 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.
. Broadcast Bulletin Board information 24 hours - seven days a week.
. 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.
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Central Services
. Produced over 2 million forms, 4 million copies (Color and BlackJWhite) and handled
over 1 million pieces of U.S. and interoffice mail.
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CONVENTION CENTER
JACKIE GLEASON THEATER Of THE PERFORMING ARTS
To position the Miami Beach Convention Center and Jackie Gleason Theater as
internationally premier public assembly facilities to support the convention tourism and
entertainment industries so vital to the Miami Beach economy, and to provide
exemplary customer service experiences for users while operating the facilities in the
most economically and operationally efficient manner possible for the City of Miami
Beach.
2000-2001 Accomplishments
. 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.
. Jackie Gleason Theater afforded rental rates to remain competitive in the
marketplace.
. Jackie Gleason Theater hosted major television broadcast events to include
Billboard 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.
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. Negotiated a two year extension to the SMG facility management agreement.
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ECONOMIC DEVELOPMENT
To work with businesses and organizations in order to enhance the City's business
environment and to promote the overall image of the City's commercial districts; to
identify and implement strategies and programs to expand, develop, recruit and retain
businesses on Miami Beach; conduct research in order to provide as much economic
information as possible to existing and potential investors; provide entertainment
industry services regarding relocations, industry events and grievances; adopt and
apply private sector standards for responsiveness and customer satisfaction in order to
encourage investment; balance private sector needs with neighborhood quality of life
issues; maximize the use of City properties and facilities in order to address the City's
workforce space needs and then addressing the needs of the community based
organizations involved in cultural arts, education, workforce development, and senior
and children programming in conjunction with a well developed City-property inventory
system; and to enhance the City's beachfront through the use of professional
administration of beachfront concession programs and to ensure that positive limited
amenities are provided for the enjoyment of the citizens, tourists, community at large.
2000-2001 Accomplishments
. 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 7151 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 International Council of Shopping Centers conference and introduced
the Miami Beach marketplace to over 40 interested retailers/commercial investors.
. Continued discussions related to the siting of a supermarket in North Beach and
South Pointe.
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. 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 4151 Street market analysis and cluster plan.
. Negotiate and administer 2000 Yacht Show.
. 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
The Finance Department provides financial management and policy support, analytical
services, and financial information to the City Manager, departments, the public and
others; seeks the most efficient and effective use of City funds; develops, analyzes and
presents information about City finances to the public, the press, bond rating agencies,
and other interested parties; coordinates financial activities within the City government
and in areas outside City government where the City has an interest; serves as a key
participant in areas of City-wide priorities such as economic development; collects and
reports Resort Tax; invoices and collects all City utility bills; plans, prepares and
implements all utility rates; invoices and collects all special assessments; plans,
develops, administers and monitors the City's Capital Improvement Program (CIP)and
works with the City's financial advisors, underwriters and bond counsel to prepare and
implement the City's financing strategies.
2000-2001Accomplishments
. 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.
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. 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.
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. 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 COT negotiations with the County.
. Coordinated various financings for City's Health Facilities Authority.
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FIRE
It is our mission to enhance the community by providing the highest possible level of
protection for life and property, through the delivery of quality emergency services, fire
prevention programs, and public education. To accomplish our mission the Fire
Department is comprised of five separate divisions that work together to provide Miami
Beach residents with the highest level of protectioh in the event of fire, medical or
various other types of emergencies.
ADMINISTRATION
The mission of the Fire Administration is to provide effective management, leadership,
and oversight, by assuming responsibility for organizational and personnel performance,
to assure that the mission and goals of the Fire Department are achieved efficiently and
effectively to the satisfaction of our customers. .
SUPPRESSION
Protect the lives and property of the visitors and residents of Miami Beach from the
dangers caused by fire, explosives or other hazardous conditions. The Suppression
Division shall conduct inspections, public education and firefighter training to mitigate
potential losses in the future.
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RESCUE
The Mission of the Rescue Division is to meet or exceed the expectations of our
customers through rapid response, courteous, professional treatment and quality
emergency medical services.
PREVENTION
To create and maintain a fire safe environment for the citizens and visitors of the City of
Miami Beach through programs of Review, Inspection, Enforcement, Investigation, and
Education.
SUPPORT
The mission of the Support Service Division to is provide quality training, keep all
apparatus in a constant state of readiness, and provide and maintain state of the art
communications equipment. Further, we will strive to acquire equipment and protective
clothing that will ensure the safety of our firefighters, allowing them to provide quality
services to the citizens of and visitors to the City of Miami Beach. .""""
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FLEET MANAGEMENT
Our Mission Statement
"The Mission of the Fleet Management Division is to be a well managed, responsive
and preferred provider of fleet services and to meet all fuel, mechanical repairs, towing
and vehicle replacement needs, for the City of Miami Beach, in a functional and timely
manner."
2000-2001 AccomDlishments
. 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 10' 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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2000-2001Accomolishments
. Coordinated and managed the Fire Department's Capital Improvement
Project/General 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 151 O.
. 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 01 102 budget.
r · Developed and implemented a Pre Incident Planning program.
. Initiated the Commission on Fire Accreditation International evaluation process,
. Implemented a comprehensive Customer Service program.
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HUMAN RESOURCES
The Human Resources Department's mission is to locate and hire the most qualified
applicants, while serving the total needs of all employees.
2000-2001 Accomplishments
. Processed 254 applicants for job placements and 98 employees for promotions.
. Generated timely (within 24 hours) hiring, referral, transfer and pro!11otional 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
(General Fund)
Internal Audit is responsible for conducting independent reviews to determine
whether events, transactions, adjustments, and processing procedures are
established, authorized, and maintained in accordance with laws, regulations,
contracts and management's policy, whether events and transactions are
accounted for, economically and efficiently processed, accurately and promptly
recorded, reported, followed up, whether recorded balances are periodically
sU,bstantiated and evaluated, and whether city assets and key forms, records, and
files are properly safeguarded and controlled, and access thereto is restricted in
accordance with management's criteria.
Internal Audit
{Resort Tax Fund}
Internal Audit is responsible for conducting field audits of businesses responsible
for remitting resort taxes to the City. Audits are accomplished to determine
compliance to the City Ordinance and may result in assessment of additional
taxes, penalties, and interest when necessary. Additional function includes
auditing businesses for compliance of the telecommunication tax.
-.....
2000-2001 AccomDlishments
. Tested inventory counts for all areas of City for extemal 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 TECHNOLOGY
Information Technology's (IT) mission is to provide tools that enhance the City of Miami
Beach's ability to deliver world-class service to the City's residents and visitors by
helping the City satisfy its customers' needs for creative solutions.
APPLICATION SERVICES
Maintain existing City-wide computer applications and developlinstall new
applications as requested.
SUPPORT SERVICES
Provide total customer support for computer hardware & software through
purchasing, installing, training, resolving user problems, repairing defective
components, and upgrading when necessary.
TELECOMMUNICATIONS & TECHNICAL SERVICES
The Telecommunications & Technical Services Division exists to train, consult, and
r provide integrated communications solutions to City Departments. To achieve these
objectives we bring together the most effective information resources and technologies
to enable delivering the highest quality systems at a reasonable cost. We strive to
please our customers and exceed their expectations by providing a comprehensive
array of innovative communication services in an effective, efficient, courteous,
customer-friendly manner.
2000-2001 Accomplishments
. Converted from Mitchell Humphrey FMS80 Financial system to new FMS II.
. 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,
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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 Office of Management & Budget is responsible for ensuring the financial stability and
integrity of the City by preparing and maintaining the City's Annual Operating Budget
following the tenets of F.S.S. 200.065, commonly referred to as the Truth in Millage (TRIM)
Act. This Office provides financial and policy analysis to the City Manager, departments,
agencies and the public; analyzes departmental budget requests; prepares the Proposed and
Adopted Budget books; provides tax policy analysis; serves as the Administration's liaison
with the Budget Advisory Committee (BAC); forecasts five-year revenues and expenditures
as well as monitoring revenues and expenditures on a year-round basis.
In accordance with Item 12 in the Citizen Bill of Rights contained in the City Charter,
Resolution No. 94-21258, and Letter to the Commission (LTC) 162-1994, quarterly
reports on the fiscal condition of the City are presented to the City Commission. This
analysis compares budget to actual variances and projects year-end revenues and
expenditures for General, Enterprise, and Internal Service Funds. Recommendations
for remedial actions to correct weaknesses are provided by the Administration.
2000-2001 AccomDlishments
r . The current Budget presentation is a more comprehensive and informative format
than in prior years. It is being submitted for review to the Govemment Finance
Officers Association with the goal of attaining the Distinguished Budget Presentation
award.
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. NEIGHBORHOOD SERVICES
The Neighborhood Services Department has been established to improve public access
to the City of Miami Beach government, enhance service delivery from all departments,
align services with citizen needs, and increase involvement and participation by
providing direct assistance and outreach to citizens. The Department is responsible for
ensuring that residents receive prompt, responsive and courteous service that meets or
exceeds their needs and addresses neighborhood concerns. The Department's
structure consists of the Administrative Division and nine (9) Divisions which are:
Children's Affairs, Civicall, Code Compliance, Community Development, Community
Resource Management, Elder Affairs, Housing, Homeless Coordination, and Media
Relations.
CIVICALL
The Mission of Civicall is to provide assistance to visitors and residents of Miami Beach,
provide information and resolve problems in a friendly, efficient and timely manner; and
in certain instances, to help a resident maneuver through the "red-tape" more easily;
and to monitor and coordinate the complaint process throughout departments within
City Hall.
CODE COMPLIANCE
"
The Code Compliance Department is responsible for the enforcement of certain
provisions contained in the Miami Beach City Code. The goal is to insure full
compliance witt:l those ordinances, regulations, and codes within the Department's
jurisdiction. Compliance is achieved not only through scheduled inspections but also by
investigation of citizen complaints associated with all parcels of land and improvements
thereon in the City of Miami Beach.
COMMUNITY DEVELOPMENT
The Community Development division's mission is to develop and maintain viable urban
neighborhoods by: leveraging federal funds with other monies available to carry out
housing and community development programs; serving as a catalyst for community
involvement and building neighborhood capacity; working with community-based
organizations to create jobs, provide public services, create affordable homeownership
opportunities, and improve the City's infrastructure. These efforts improve the quality of
life for residents, help build a sense of community and stimulate economic vitality. The
division also designs and implements projects, and monitors the use of federal funds for
housing and community development programs.
COMMUNITY RESOURCE MANAGEMENT
'""'\
The Community Resource Management Division is responsible for coordinating the
delivery of all City Services in a manner that is responsive to the specific needs and
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conditions of individual neighborhoods throughout the City. The Division's Community
Resource Coordinators perform the following tasks within the individual neighborhoods
assigned to them: (1) coordinate and monitor the delivery of City Services including
Sanitation, Public Works, Property Management, and Parks/Landscape Maintenance;
(2) modify Service Delivery as needed to achieve higher standards and increased
community satisfaction; (3) identify and resolve specific Service Delivery problems and
issues; (4) serve as liaisons to homeowners and condominium associations and other
civic groups for Service Delivery issues; (5) coordinate the work of assigned
Department liaisons and the Rapid Response Team.
OFFICE OF CHILDREN'S AFFAIRS
The Office of Children's Affairs promotes a positive and healthy environment for children
by serving as a catalyst for improving their emotional, physical, social and educational
outlooks. The Offi~ accomplishes this via a variety of strategies including the
dissemination of information and support to children, parents and direct service
providers, such that their needs will be met through an expanded array of community
resources. Through partnership, coalitions and special initiatives, the Office will plan,
coordinate and advocate for children and families in the City of Miami Beach. Examples
of these strategies include:
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. Managing the Neighborhoods First Support Team and implementing the City's
Three-year Comprehensive Juvenile Delinquency Prevention Plan
. Coordinating the Youth Empowerment Network (representing students and faculty
from the City's public and private schools)
. Coordinating monthly community service projects and pUblic workshops (Le., Sexual
Predators, Home Ownership, Preventing Gang Membership, etc.)
. Managing the Performing Arts Academy of South Florida (providing free' arts
instruction) and raising necessary operating funds
. Supervising the Truancy Intervention Program
. Supervising court-adjudicated youth required to complete community service hours
. Identifying and writing grants on behalf of the City's youth service providers in order
to bring additional resources for our City's youth
In addition, the Office of Children's Affairs is spearheading and collaborating with others
to address a variety of community issues in the North Beach area including the creation
r of youth employment opportunities.
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ELDER AFFAIRS
The Elder Affairs Program concentrates in providing the elder population of Miami
Beach with information, referral services and assistance. The Program strives to help
the elder and their families to achieve the quality of life they deserve, to advocate and
serve the elder, to plan, coordinate, administer and initiate programs and services that
empower elders and their caregivers to age in place, in an elder-friendly environment,
with security, dignity and purpose.
HOUSING
The Housing Division is committed to providing quality affordable housing and
homeownership opportunities, rehabilitating the housing stock, and revitalizing the City's
neighborhoods in order to establish a more viable urban community. The Division
invests in the community federal funds and State funds,as well as funds leveraged from
the private sector, by developing and implementing uniquely designed housing
rehabilitation and home ownership programs. The Division administers the funds and
monitors all housing activities supported by the Community Development Block Grant
(CDBG), HOME Program and the State Housing Initiatives Partnership (SHIP) Program.
LOG CABIN TRAINING CENTER
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The main goal of the City of Miami Beach's Log Cabin Training Center is to enable
individuals who have developmental disabilities and their families to live "normalized
lives" with dignity, hopes and dreams, as well as freedom from persecution and abuse,
right of personal choices advocacy and similar support.
We work with the developmentally disabled person so that they can develop into a self-
sustaining respected individual who may become a contributing member of society.
MEDIA RELATIONS
"We are to conduct ourselves professionally, with truth, accuracy, fairness, and
responsibility to the public."
The Media Relations Department is primarily a link between the City of Miami Beach
govemment, the public and the media. The department is the communications arm of
the City Administration and its various departments. The Media Relations Department
deals specifically with immediate and/or current City matters proactively with the
community and the media. The department reaches a wide, diverse audience through a
myriad of communication tools, including TV, print, radio, Internet, direct mail,
community meetings, and one-on-one interactions. The Department markets the City's
services and programs to its customers in creative ways that appeal to the needs of the -....
customer. The Department uses various communication tactics to achieve its goals:
communication counseling and assistance to departments and committees, media
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relations, neighborhood communications, direct marketing, communicating on the
Internet, government-access television, City newsletter, and employee communications.
2000-2001 AccomDlishments
Civicall
. 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
Code Compliance Division
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. 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 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.
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. 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 adyance 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 complete and send out the subrecipient
contracts. Orientation workshop and technical assistance session for proposals was
continued this year 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.
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.
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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.
Children's Affairs
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. 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 FirstlTruancy 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.
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.
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. Elder Services Community Resource Guide - the guide was published describing
various local programs and services that are available to the elder community,
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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.
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.
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. 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.
. 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.
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. 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.
. 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.
. 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
LOG CABIN TRAINING CENTER
. 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.
MEDIA RELATIONS
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. Increased the distribution of public information messages, including the newsletter,
through e-mails.TV20 and expanded mailings.
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. 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.
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PARKS AND RECREATION DEPARTMENT
The Parks and Recreation Department is dedicated to addressing the highly diversified
recreational, cultural and environmental interests of all children, youth, adults and senior
citizens residing in, or visiting, the City of Miami Beach. The Department provides a
myriad of programs and services seven (7) days per week, 365 days per year. The staff
consists of well-trained professionals committed to improving the City's Parks and
Recreation service delivery system by striving to maintain the highest level of standards
possible with the resources available to them. The Department's organizational
structure includes the Administration Division and four (4)-operating Divisions, which
are: Recreation, Parks Maintenance, Landscape Maintenance and the Beach Patrol.
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ADMINISTRATION (Parks & Recreation>
The primary function of the ADMINISTRATION DIVISION is to effectively coordinate,
direct, evaluate and support the department's four operating Divisions and insure that
established goals and objectives are implemented to the highest productivity and quality
levels possible with the resources allocated, and in adherence to of all city rules,
regulations and administrative directives. This Division is also responsible for
development and implementation of the design and construction phases of
$46,000,000 in General Obligation Bonds in compliance with the recommendations of
the City's adopted Parks Master Plan and $15,000,000 in Golf Courses renovations /
restorations. During the current fiscal year, a major focus on the professional delivery of
high levels of customer service in all areas of the Department was initiated. The
continued improvement in the delivery of this service, will be a major focus of the
Administration Division.
PARKS MAINTENANCE
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The PARKS MAINTENANCE DIVISION is responsible for the establishment,
maintenance and monitoring of landscaped and urban-forested areas totaling 501 'acres
citywide. This is accomplished through a well-managed combination of Parks and
Landscape Divisions personnel and outsource contracts. The Parks and Landscape
division staff currently maintain a total of 220 acres citywide. This includes four (4) fire
stations, fifteen (15) parks, twenty-three (23) pumping stations, three (3) libraries, City
Hall, the Miami Beach Botanical Garden, eight (8) blocks of Lincoln Road, Alton Road,
Arthur Godfrey Road, Washington Avenue, Ocean Drive, Dade Boulevard, the Police
Station and North Beach Sub-Station, and over seventy-five (75) other support facilities,
roadways, medians and rights-of-way throughout the City. Additionally, the Parks and
Landscape Divisions' Administration monitors and supervises the daily implementation
of contracted (outsource) maintenance of an additional 281 acres citywide. This
includes seventeen (17) parks, Collins avenuellndian Creek median landscape from
3900-76th Street, 5th Street, the MacArthur Causeway, Julia Tuttle Causeway, Star
Island median, and Palm/Hibiscus Island median and twenty-seven (27) blocks of
boardwalk and spoil areas. Additionally, it is anticipated that several new projects that
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are coming on line in the next twelve months will be added to the outsource contracts.
These include landscape and beautification projects such as Washington Avenue
(Phase II), 77th Street, and Allison Island. Maintaining this level of service requires
continual upkeep through mowing, trimming, pruning, weeding, controlling infestations,
fertilizing, removing litter, repairing and replacing sprinkler systems, propagating flowers
and plant materials in a City nursery, planting, and watering plants and flowers, while
adhering to standard horticultural and arboricultural industry practices.
LANDSCAPE MAINTENANCE
The Parks and Landscape Maintenance Divisions are responsible for the establishment,
maintenance and monitoring of landscaped and urban-forested areas totaling 501 acres
citywide. This is accomplished through a well-managed combination of Parks and
Landscape Divisions personnel and outsource contraGts. The Parks and Landscape
division staff currently maintain a total of 220 acres citywide. This includes four (4) fire
stations, fifteen (15) parks, twenty-three (23) pumping stations, three (3) libraries, City
Hall, the Miami Beach Botanical Garden, eight (8) blocks of Lincoln Road, Alton Road,
Arthur Godfrey Road, Washington Avenue, Ocean Drive, Dade Boulevard, the Police
Station and North Beach Sub-Station, and over seventy-five (75) other support
facilities, roadways, medians and rights-of-way throughout the City. Additionally, the
Parks and Landscape Divisions' Administration monitors and supervises the daily
implementation of contracted (outsource) maintenance of an additional 281 acres
citywide. This includes seventeen (17) parks, Collins avenue/Indian Creek median
landscape from 3900-76th Street, 5th Street, the MacArthur Causeway, Julia Tuttle
Causeway, Star Island median, and Palm/Hibiscus Island median and twenty-seven
(27) blocks of boardwalk and spoil areas. Additionally, it is anticipated that several
new projects that are coming on line in the next twelve months will be added to the
outsource contracts. These include landscape and beautification projects such as
Washington Avenue (Phase II), 77th Street, and Allison Island. Maintaining this level
of service requires continual upkeep through mowing, trimming, pruning, weeding,
controlling infestations, fertilizing, removing litter, repairing and replacing sprinkler
systems, propagating flowers and plant materials in a City nursery, planting, and
watering plants and flowers, while adhering to standard horticultural and arboricultural
industry practices.
RECREATION
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The Recreation Division is committed to providing quality recreational activities and
facilities for people of all cultures, ages and abilities. The Division is comprised of two
sections: Neighborhood/Community Recreation Centers and Major Parks/Athletics.
Community Centers and neighborhood parks work cooperatively with governmental and
community organizations such as Dade County Schools, Police Athletic League, the
Boys and Girls Club, area homeowner's associations and other civic groups, to meet the --
recreational and educational needs of our citizens. A qualified staff of leisure service
professionals conduct pre-school, after school and summer programs, as well as a
variety of cultural and performing arts instruction. Community Centers also provide a
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variety of programs for adults and senior citizens. Activities such as bridge classes,
concerts, dances and intergenerational workshops are offered. Division staff provides a
diverse and constantly changing course of instruction and guidance in recreational
activities, ranging from arts and crafts to yoga and almost everything in between. The
Division's North Shore - Margaret M. Swett Social Club continues to provide quality
recreational and social activities for developmentally disabled adults, as it has for more
than thirty-five years. Therapeutic Recreational programs are provided for persons of all
ages with varying disabilities, including Wheelchair Basketball and Tennis, Adapted
Aquatics, training for families with autistic children, a Guild for the Blind and Special
Olympics.
The Major Parks/Athletics section is responsible for conducting citywide athletic leagues
and programs including, but not limited to: football, soccer, baseball, softball and
basketball. Major parks serve as the backdrop for varied sporting and theme events.
The Recreation Division offers a wide variety of programs and activities at the following
facilities: Four (4) major parks, seven (7) neighborhood pl~ygrounds, two (2) tennis
centers, two (2) pools, four (4) community centers, one(1) handball/racquetball center
and eighteen (18) neighborhood tennis courts. The Division's facilities and programs
are further enhanced by the unique Scott Rakow Youth Center which houses an ice
skating rink, bowling lanes, pool, gymnasium, game room, and party facilities.
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BEACH PATROL
The Beach Patrol strives to be the ambassadors of good will, and guardians of the
estimated 8.9 million people who annually visit the City's number one asset, the Beach.
The Beach is, without question, the driving force of our tourism based economy and the
number one recreational activity for our residents, tourists and day guests. We are
committed to providing excellent public service and safety to all that live, work and play
in our vibrant, tropical, historic community. To accomplish this mission the Beach Patrol
hires, trains and equips the best available lifeguard talent; and implements quality
Iifeguarding procedures and techniques, utilizing a combination of a rescue boat,
personal watercraft, all terrain vehicles, and paddle boards in responding to
emergencies, and rescues.
The following are public beach areas along Miami Beach. Each location is staffed with
professional personnel trained in Life Saving and Emergency Medical Care, with
emergency supplies readily available.
Jetty 13th St. 64th St.
South Pointe 14th St. 72th St.
1 st St. 15th St. 74th St.
3rd St. 17st St 77th St.
5th St. 21st St 79th St
r 6th St. 29th St. 81st St.
8th St. 35th St. 83rd St.
10th St. 46th St. 85th St.
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1 ih St.
53rd St.
2000-2001 Accomplishments
. 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 com(1lunity; 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.
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. 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
The mission of the parking Department is to professionally and efficiently manage
Miami Beach's limited parking supply while maintaining a strong customer service
orientation in order to better serve the City's diverse residential, business and
tourist communities.
Administration (Parking}
The Administrative Division's mission is to effectively manage the Department's
finances. purchasing, human resources and office management. The Administrative
Division also oversees the Residential and Monthly Parking Programs.
On-Street Parking
Continue encouraging long term parkers to relocate from on-street facilities to off-street
facilities. This is being achieved by utilizing incentives such as: rate structure, time
limits, trailblazing signs, and consistent enforcement.
Off-Street Parking
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The Off-Street Division is to continue to take a proactive role in the daily operations of
all off-street facilities under its supervision, the continued automation of aU parking
garages, and providing the public with safe, clean and well maintained facilities.
2000-2001 Accomplishments
. 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 clients and upon visiting us they are able to avail themselves of the services of
the County Clerk's office at the same location.
r . Obtained authorization to fin 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
The Department is responsible for developing, refining, and effectuating a
comprehensive urban planning vision for Miami Beach. The goal of this vision is to
preserve the integrity of the City's unique design heritage, enhance the quality and
diversity of the urban experience, inclusive of its residential neighborhoods, business
districts, and resort, recreation and entertainment areas. Further, the Department
generates and applies regulatory standards and policies with a view toward ensuring
that the city perpetuates its tradition of progressive urban design and planning
leadership. which continues to gain national and international recognition.
2000-2001 AccomDlishments
. Continued expansion of development review by planning staff.
. Continued accommodation of large development review bo.ard applications.
. Continued and professional processing of development review applications.
. Comprehensive reyisions to the Design Review section of the City Code.
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. 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 DEPARTMENT
To provide quality police service to our community by promoting a safe environment
through police and citizen interaction, with an emphasis on integrity, fairness and
professionalism.
The Miami Beach Police Department, an internationally accredited law enforcement
agency, is responsible for public safety, order maintenance and the protection of lives
and property within the geographic limits of the City. The Department provides this
protection for City residents, merchants, and visitors through the application and
enforcement of Federal, State, County and Municipal laws.
The department is a full service law enforcement agency which receives direction from
the Chiefs Office and functions with four major divisions; Patrol, Criminal Investigations,
Support Services, and Technical Services (911 Center)~
Patrol is the most visible component of the Department. It operates from a Community
Policing philosophy and district deployment. The Patrol Division provides specialized
services to the community, i.e. Marine Patrol, Accident Investigation/S.T.E.P. Unit, Beat,
SRT and K-9 officers.
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The Police Department conducts operations from six facilities within the City; Main
Headquarters, Marine Patrol, Strategic Investigations Unit, and the North End Sub-
station (NESS), North End Domestic Violence Intake, and at the Historic Old City Hall.
OFFICE OF THE CHIEF
The Mission of the Miami Beach Police Department is to provide quality police
services to our community by promoting a safe environment through police and
citizen interaction, with an emphasis on integrity, fairness and professionalism.
The Office of the Chief of Police is responsible for the fulfillment of the Mission of
the Police Department through leadership, direction, and the establishment of
policies, procedures, rules and regulations. Additionally:
. The Chief 's Office administers, supports and coordinates the activities of the Chief
of Police and the Assistant Chief of Police.
. The Public Information Office coordinates the Department's media activities.
. The Budget Unit develops, implements and administers the Department's
accounting, budget and purchasing activities.
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. The Police Athletic League (PAL.), manages a wide range of youth programs for
the Department and the City of Miami Beach.
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'. The Internal Affairs Unit investigates allegations of misconduct and maintains
records of allllegations of misconduct.
PATROL
The Patrol Division is the largest and most visible component within the Police
Department. The function of the Patrol Division is to provide a safe environment for the
City's residents and businesses in addition to it's visitors by:
. Maintaining public order by:
1. Responding to citizens calls for service
2. Providing directed patrol in areas of responsibility aimed at crime prevention, fear
reduction, and traffic enforcement
3. Providing enhanced patrol service such as ATV, Marine, Bicycle Patrol, K-9 Unit,
and Accident Investigation Unit and Crime Prevention program
4. Providing specialized service such as the Special Response Team ,the Crisis "
Response Team and Hostage Negotiators
. Developing action plans and establishing guidelines to address special events,
major planned events, critical incidents, and hurricane threatsllandfall
. Providing ongoing proficiency training for
1. Staff members and coordinate the Field Training Program
2. In-service officer's skills training
3. Facilitating specialize training provided by outside agencies
. Providing ongoing quality control by conducting:
1. Staff inspections
2. Semi-annual evaluation conferences with employees
3. Shift level investigations
4. Roll call inspections
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5. Commending and disciplining employees accordingly
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6. Annual holding facility inspections
SUPPORT SERVICES
The Support Services Division provides varied administrative services to the other
Divisions within the Police Department and the City Government. The Division is
comprised of three units: Personnel, Property & Evidence and Fiscal Affairs.
The Personnel Unit manages the human resource function of the Police Department. It
is comprised of the Background Section and the Training Section.
The Background Section is responsible for background investigations on Police
Department applicants as well as selected other applicants for other departments, post-
hiring tests, performance appraisals, hiring of all sworn and non-sworn employees and
all aspects of the departments promotional processes.
The Training Section is responsible for the firearms qualification of all sworn personnel
and the maintenance of the range and related specialized equipment. All departmental
training is coordinated through this section. This training includes in-service instruction,
MBPD hosted schools, schools conducted by other agencies outside our city and the
Police Academy. .
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The Property and Evidence Unit (P.E.U.) manages four (4) general areas of
responsibility.
. PEU's foremost responsibility is the reception, processing, storage and final
disposition of police evidence such as drugs, guns, cash and jewelry. Additional
items include property kept for safekeeping which was found at the scene of a 'dead
on arrival or DOA, victim.
. PEU manages the Department's fleet which includes; pool vehicles, take home
vehicles, motorcycles, boats, A TC's, trucks, bicycles, electric cars and trailers. They
are the liaison between the Department and Mechanical Maintenance.
. PEU is responsible for the headquarters building, furniture, equipment and many
various systems such as alarms, intercom, air conditioning, water, etc. A major
component of this responsibility is the upkeep of a public building which is opened
and functioning twenty-four hours daily, throughout the year. PEU is also
responsible for inventorying all Police property and is a liaison with the Building
Maintenance Department.
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. PEU is in charge of the Department's quartermaster function. This includes a
multitude of uniforms and uniform accessories, shoes, boots, leather, bullet proof
vests, riot helmets, guns, ASP's and badges.
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The Business Resource Unit plans, prepares, manages and controls certain aspects of
the Department's fiscal issues. This includes paying salaries, overtime and other
expenditures. The Business Resource Unit is comprised of the following sections:
Payroll, Court Liaison, and Off-Duty.
The Payroll Section is responsible for the monitoring, critiquing, processing and auditing
of all data related to the monetary and leave earnings of each employee assigned to the
Police Department. This section assures the Department's compliance in the areas of
contractual obligations, city regulations and departmental guidelines. It also serves as a
liaison between the personnel of the Police Department and other departments (Le.
Human Resources, Finance, Insurance and Risk Management).
The Court Liaison Section assures attendance by Police Department personnel at all
judicial proceedings arising from the law enforcement efforts of the Department. This
office represents the Police Department to the State Attomey's Office, Public Defender's
Office, Judges, Clerk's Office and any other organization involved in the Criminal
Justice System, as related to Court appearances and employee conduct. The Court
Liaison Section is responsible for all incoming subpoenas and entering them into a
computerized tracking system, and delivering them to the appropriate police division.
This section provides notification of all assignments and schedule changes to the Metro-
Dade computer system enabling appearances to be coordinated with each officer's on- """'\
duty schedule wherever possible. For appearances that are off-duty, this office
approves the overtime and insures that departmental guidelines are being adhered to.
This office provides a report pertaining to failures to appear and sick call-off for court.
The Off-Duty Section coordinates, directs, plans, audits and supervises all off-duty
police services. This Section is responsible to receive, evaluate and screen all.
CRIMINAL INVESTIGATIONS
The Criminal Investigations Division (C.LD.) functions as the investigative arm of the
Police Department at the direction of the Chief of Police and Assistant Chief of Police.
The division is comprised of two units, the Criminal Investigative Unit (C.LU.) And the
Strategic Investigations Unit (S.LU.). Each unit is responsible for specific, investigative
functions.
The Criminal Investigations Unit is divided into four sections, each responsible for
specific types of investigations and/or responsibilities. The first section in C.I.U. is
the Violent Crimes Section. This group of investigators is responsible for all
violent crime investigations including homicides, robberies, sexual batteries,
arsons, kidnapping, aggravated batteries and domestic violence.
The second section is the Property Crimes Section and is responsible for the --,
investigation of burglaries to structures, economic crimes, thefts, auto crimes, and
tracking area pawn-shop transactions. The Crime Scene Squad , which processes
crime scenes and collects evidence, also reports to this section.
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The third section of the C.I.U. is the Juvenile Crimes Section and is comprised of the
Juvenile Squad, Special Investigations Squad, and School Resource Officers.
The fourth section is the Administrative Section and is comprised of administrative staff
along with the executive officer for C.I.D. who supervises both VISA and Crime Analysis
squads.
The Strategic Investigations Unit is responsible for the review and investigation of all
narcotics, money laundering, prostitution, vice and organized criminal activity. It also
conducts sensitive investigations at the direction of the Chief of Police, Assistant Chief
of Police or the C.I.D. Commander. Additionally, the unit conducts intelligence
gathering activities and works closely other agencies on cases of mutual interest. The
unit also has a contingent of detectives detached to various multi-agency task forces in
South Florida. The unit conducts pre-licensing screening of nightclub establishments in
conjunction with the City's licensing department. It also conducts investigations of
establishments in violation of the Nuisance Abatement Ordinance, and coordinates
confiscations. .
TECHNICAL SERVICES
r The Technical Services Division is comprised of three Units. They are the Public Safety
Communications Unit, the Professional Standards Unit and the Information Resources
Unit.
The Public Safety Communications Unit provides uninterrupted, around the clock public
safety services to the citizens and visitors of Miami Beach to include receiving,
classifying and dispatching requests for police, fire and fire rescue services; ensures
command and control communications capabilities for the Miami Beach Police
Department and the City of Miami Beach government to include disaster emergency
operations; responds to the requests for administrative information and support outside
the normal business hours of the City government; interfaces with national and state
level computerized crime information systems (FCIC/NCIC) to ensure immediate access
to system information to law enforcement agents in the field; upon request, provides
audio tape recordings of all City communications to the public, law enforcement
agencies, the media, as well as private and governmental legal representatives; and
maintains ongoing electronic monitoring of the environmental status and security of City
properties.
The Professional Standards Unit is responsible for the management of the Department's
Accreditation function, the Planning and Research function, and Staff Inspections.
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The Information Resources Unit (IRU) is responsible for managing the information
resources of the Department including collection, storage, retrieval, dissemination and
reporting. It undertakes these functions through both manual and automated systems
and processes. The unit is also responsible for researching, procuring, developing and
managing computerized systems, equipment and applications.
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Records Section: Receives, stores, maintains, and retrieves all Police Department
records and files; ensures compliance with all state reporting requirements under the
Uniform Crime Reporting system; responds to all public records requests, both from
citizens and other City departments; oversees the Alarms Office and Validations Office.
Information Systems Management Section: Responsible for the continued
computerization of the Department. This entails implementing and managing major
systems such as Computer Aided Dispatch, Records management and the Mobile
Computing system. Researches, acquires, implements and manages computers and
related equipmen~ and applications within the Police Department. Develops software
applications and solutions; acts as the liaison between the Police Department and the
City's Information Technology Department; develops plans for the continued infusion of
. technological solutions within the Department; assists and trains employees in utilizing
existing and new computer equipment and applications.
2000-2001 Accomplishments
. 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.
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. 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
standards for monthly and annual reports and to network all unit computers.
. Developed training Standard Operating Procedure for the Criminal Investigations
Division. ~
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. 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 "ecstasy" in the night club area by implementing a multi-
agency taskforce.
. 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.
. Completed flooring replacement project.
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PROCUREMENT
The Procurement Division is dedicated to providing professional and efficient
purchasing services and supports the activities of the City of Miami Beach, which
includes: financial responsibility and community service, through contracting for all
commodities and services; by maintaining procedures which foster open competition,
inspiring public confidence that all contracts are awarded equitably and economically;
and the greatest possible value and quality in the services and products purchased, with
timely delivery.
2000-2001 Accomolishments
. 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 Standi!lg Orders for goods and
services.
. Processed more than 3,000 change orders.
. Closed out more than 500 Purchase Orders and Standing Orders.
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. 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:
. 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 ''72"d 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.
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. 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 DEPARTMENT
We are committed to providing excellent public works products and services to the City of
Miami Beach. We exist to effectively and efficiently manage and deliver services in the
following areas:
. Operations Divisions
- Utilities: Water, Sewer and Stormwater
- Streets and Streetlights
. Sanitation
. Community Service Teams
. Facilities Maintenance and Construction (Property Management)
. Engineering
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. Environmental Resources Management
OPERATIONS DIVISIONS
(Streets and Streetlights-General Fund)
(Water, Sewer, Stormwater-Enterprise Funds)
It is our mission to enhance the community by providing the highest possible level of
service in the delivery of safe and pleasant drinking water and the efficient collection
and disposal of both sewer and stormwater.
. Our purpose is to maintain our streets and streetliahts in the best operatinQ condition
to ensure a safe environment for pedestrian and vehicular travel.
TRANSPORTATION/CONCURRENCY MANAGEMENT
Oversee, maintain, and direct the City's concurrency management system, and the land
use/ transportation planning and traffic management efforts and projects.
SANITATION DIVISION
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To provide the following citywide sanitation services: litter receptacle collection
and disposal, litter receptacle maintenance, mobile street sweeping, manual
street/sidewalk sweeping, collection and disposal of illegally dumped trash and
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debris, emergency clean up after vehicle accidents, and sanitation code
compliance. The City of Miami Beach Sanitation Division is dedicated to keeping
the City clean and litter-free.
COMMUNITY SERVICE TEAMS DIVISION
To insure the citizens of and visitors to, the City of Miami Beach receive a positive
experience during their time spent in the South Beach Area and reinforce the image of
our city as a world class destination
To provide responsive and coordinated service that enhances existing city provided
base service levels and new service levels focusing on specific areas. The Division will
have three teams: the South Beach Service Team, the Neighborhoods Clean Team and
the Waterways Clean Team.
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The South Beach Service Team increases the enhanced services currently provided
by the city within the South Beach Business Area at two main locations, Lincoln Road,
Bay Road to Collins Avenue beach street end and Ocean Drive/Lummus Park 5th Street
to 15th Street. The services provided include but are not limited to the following:
complete proactive landscape maintenance, scheduled and as needed pedestrian
walking surface pressure cleaning, continuous litter removal and trash receptacle
service, graffiti removal, and street furniture cleaning and maintenance, arid daily
inspections to note/correct deficiencies.
The Neighborhoods Clean Team is a dedicated rapid response maintenance team
that will deal with maintenance issues that affect or negatively impact individual
neighborhoods citywide. The team will work closely with the City's Community
Resource Manager and Coordinators to identify specific service needs in
neighborhoods throughout the City and to schedule and coordinate work
accomplishment. The services provided include but are not limited to the following:
provide specific litter control operations and debris removal, manual and equipment
assisted street sweeping services, graffiti, posters and sticker removal, tree trimming
services, sidewalk, street furniture cleaning services, and general right-of-way
maintenance.
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The Waterways Clean Team provides maintenance services along the City's 11 miles
of waterways and shorelines. The team will perform the following: routine debris
removal, maintenance of city shorelines, seawalls and docks; identify/resolve waterway
navigational hazards, and initiate a derelict vessel removal program.
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ENGINEERING DIVISION
To design and prepare construction specifications for water, sanitary sewer, stormwater,
streets and streetlights projects and coordinates inspections and other construction activities
for City projects with federal, state, county, and private contractors. To issue construction
permits related to the development process and inspect the work of private contractors, utility,
and cable companies performing work within City streets and rights-of-way. To provide
general engineering support to all City departments.
ENVIRONMENTAL RESOURCES MANAGEMENT
To preserve, protect, restore and enhance the environment of the City of Miami Beach through
the management of regulatory compliance programs for the City's water, sewer and
stormwater systems, pollutant storage tanks and maintenance facilities. Implementation of
natural resource protection programs, coastal resource management programs, waterway and
shoreline restoration projects; and, through the development of habitat restoration, urban
green space creation and public access enhancement projects.
2000-2001 AccomDlishments
. 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.
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. 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 / 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.
. 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.
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. 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.
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. 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.
. 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.
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