LTC 237-2013 Reports and Informational Items for the July 17, 2013 Commission Meeting MIAMI BEACH , R C',F F0.
OFFICE OF THE CITY MANAGER 2013 JUL 10 PM 1. 48
LTC #237-2013 LETTER TO COM ISSION
CIT,t, CLEl�Vck � C) F �, ._.
TO: Mayor Matti Herrera Bower and Mlbers of the ity Commission
FROM: Jimmy L. Morales, City Manager
DATE: July 10, 2013
SUBJECT: REPORTS AND INFORMATIOITEMS FOR THE JULY 17, 2013
COMMISSION MEETING
Pursuant to the changes directed by the City Commission for meeting agenda distribution,
the following reports will now be provided on a monthly basis via LTC and also posted on the
City's website.
a. Parking Status Report- May 2013.
b. Informational Report To The Mayor And City Commission,On Federal,State, Miami-
. Dade County, U.S. Communities, And All Existing City Contracts For Renewal Or
Extensions In The Next 180 Days.
C. Palm & Hibiscus Islands Neighborhood ROW Project And Utilities Undergrounding
Status Update.
d. CIP Monthly Construction Project Update.
e. Report On Emergency Purchases And Unauthorized Purchases.
f. Report Of The Itemized Revenues And Expenditures Of The Miami Beach
Redevelopment Agency's City Center District&South Pointe(Pre-Termination Carry
Forward Balances) For The Month Of May 2013.
g. City Of Miami Beach(City) Performance And Operational Audit Performed By Crowe
Horwath.
JLM/REG/Ic
F:\CLER\$ALL\LILIA\Commission-Meetings\2013\July 17,2013\LTC.doc
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamlbeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and M mbers of e City Commission
FROM: Jimmy L. Morales, City Manager
DATE: July 17, 2013
SUBJECT: PARKING STATUS REPORT _ ay a0'3
During the month of May, the Parking Department received revenue from different sources
outlined in the categories listed below. Historically, the Parking Status Report (PSR) has
reflected revenues processed through the Parking Department; however, they may not have
been recorded in EDEN, the City's Financial Management System, at the time the PSR was
produced and/or issued. Effective with the PSR for October 2012 (new fiscal year), revenues
reported in the PSR shall be consistent with what is reported in EDEN. As such, the May 2012
comparative numbers were restated based on the balances in Eden and are not necessarily
the same as the balances reported in the May 2012 PSR.
In addition, only selected recurring expenses associated with the parking garages are
reported herein.
The following is a condensed presentation of revenue by source and variance.
May 2012 May 2013 $variance %variance
I On/Off Metered Spaces
On/Off Metered Spaces $ 2,025,355.03 $ 2,208,819.31 $ 183,464.28 9.06%
Total Metered Spaces $ 2,025,355.03 $ 2,208,819.31 $ 183,464.28 9.06%
II Enforcement"
M-D Cty Pkg Violations $ 320,781.71 $ 300,334.57 $ (20,447.14) -6.37%
Towing 13,750.00 30,066.00 16,316.00 118.66%
Total Enforcement $ 334,531.71 $ 330,400.57 $ (4,131.14) -1.23%
"These amounts include revenue for the month of May 2013 that had not yet posted to EDEN
Enforcement: There was a decrease in citation revenue of 6.37% and a 118.66% increase in
towing revenue resulting in an overall decrease of 1 .23%. The decrease in citation revenue is
indirectly related to the increase in towing revenue as the process to tow a vehicle is lengthier
and somewhat detracts from citation issuance.
Agenda Item. OL
Date 7 77-/3
July 5, 2013
City Commission Memorandum
Parking Status Report—May 2013
Page 2of3
i
May 2012 May 2013 $variance %variance
III Off Street facilities
a Garages
17th Street Garage $ 334,219.81 $ 353,746.86 $ 19,527.05 5.84%
City Hall Garage 22,586.81 33,248.75 10,661.94 47.20%
7th Street Garage 184,105.14 198,653.48 14,548.34 7.90%
Pennslyvanio Garage 42,961.97 45,225.44 2,263.47 5.27%
12th Street Garage 47,496.98 49,685.48 2,188.50 4.61%
13th Street Garage 94,992.52 117,383.99 22,391.47 23.57%
42nd Street Garage 34,033.30 35,191.15 1,157.85 3.40%
16th Street Garage 246,931.91 249,826.47 2,894.56 1.17%
Sunset Harbour 38,394.54 38,394.54 100.00%
Total Garage 1,007,328.44 1,121,356.16 114,027.72 11.32%
i
b Joint Venture*
5th and Alton Garage $ 36,994.94 $ 38,943.11 $ 1,948.17 5.27%
Total 5th A Alton 36,994.94 38,943.11 1,948.17 5.27%
*46%of total revenue which represents the City's pro-rata share pursuant to the Development Agreement
Garages have an increase of 11 .32% due to an increase in activity at the City Hall Garage,
13` Street Garage; and the addition of the Sunset Harbor Garage which was not operational
during the same period in the previous year. Increases at the City Hall Garage are attributed,
in part, to higher usage by smaller events at the Miami Beach Convention Center when the
Preferred Parking Lot is not activated. The decrease in revenue at the Preferred Parking Lot is,
in part, due to the aforementioned increase usage at the City Hall Garage as well as a
decrease in larger events that would activate the Preferred Parking Lot.
5th and Alton Garage: The 5th and Alton Garage is a joint venture project (parking garage)
with the "Developer" (Berkowitz Development Group) containing 1,080 parking spaces. The
Developer and City own 54%and 46%of the parking spaces, respectively, and profit/loss is
also shared in the same manner. The City's revenue portion (46%) for the month of May
2013 is $38,943.11, resulting in a total net income of $9,556.28. Pursuant to the
Development Agreement, the City receives its proportionate share of profit or must subsidize
any loss. The City and Developer continue to jointly pursue initiatives to promote the use of the
garage. These initiatives include but are not limited to "after hours" flat rate parking; valet
parking storage; monthly parking; and strategically placed electronic signage directing users
to the facility. Future considerations include promotional rates for"after hours"; valet parking
storage; and park and ride options to the entertainment districts. Attached are detailed reports
for each category listed above that comprises the total monthly revenue.
EDENS acquired the Fifth & Alton retail center including the, garage portion owned by
Berkowitz Development Group in December 2012.
July 5, 2013
City Commission Memorandum
Parking Status Report—May 2013
Page 3 of 3
May 2012 May 2013 $variance %variance
IV Permit Sales
Municipal Monthly Permits $ 3,235.54 $ 8,932.20 $ 5,696.66 176.07%
Valet&Space Rental 83,823.56 164,622.70 80,799.14 96.39%
Residential Permits 60,459.18 61,041.64 582.46 0.96%
Hotel Hang Tags(900 tags) 200.00 9,000.00 8,800.00 4400.00%
In Vehicle Paring Meter(60) 54,688.53 48,741.16 (5,947.37) -10.9%
Total Permits $ 202,406.81 $ 292,337.70 $ 89,930.89 44.43%
V Preferred Lots
Preferred Lots $ 63,172.89 $ 22,177.58 $ (40,995.31) -64.89%
Total Preferred Lots $ 63,172.89 $ 22,177.58 $ (40,995.31) -64.89%
VI Miscellaneous
Miscellaneous $ 5,861.56 $ 44,784.84 $ 38,923.28 664.04%
Total Miscellaneous $ 5,861.56 $ 44,784.84 $ 38,923.28 664.04%
Permit Sales: There was an overall revenue increase in all permits sales of 44.43%. The hotel
hangtags had an increase of 4400%. This was due to one participating hotel purchasing
their allotment in June 2012 instead of May 2012.
Miscellaneous Revenue: This category consists of other accounts including advertising revenue,
interest, etc. There was an increase in miscellaneous revenue of 664.04% due to Deco Bike
revenues being recorded in the General Fund in the prior year.
31
JLM/PDW/SF/RA
fApin $man\rar\parking status report\fy 2012-201 3\201 3-05.doc
PARKING DEPARTMENT REVENUE
May-13
Garages& Meters Permit Sales &Space- Towing &Parking_
Attended lots SS&MS j Rentals Kiolations TOTAL
May-12 $ 1,007,328.47 $ 2,025,355.03 $ 202,406.81 $ 334,531.71 $ 3,569,622.02
May-13 $ 1,121,356.16 $ 2,208,819.31 $ 292,337.70 $ 330,400.57 $ 3,952,913.74
Diff $ 114,027.69 $ 183,464.28 $ 89,930.89 $ (4,131.14) $ 383,291.72
11.32% 9.06% 44.43% -1.23% 10.74%
Revenue 2013
Towing&Parking Violations
8% Garages&Attended Lots
28%
Permit Sales &Space Rentals
8% ,•*' •'
.--. -. '-. - - - - , Meters
. _ (SS&MS)
i
56%
I
I
t
$4,000,000.00
--
$3,500,000.00
$3,000,000.00
$2,500,000.00
$2,000,000.00
1�x
$1,500,000.00 _ t1� —
$1,000,000.00 a'�`� —-- r` 'utA� 2 mMay-12
$500,000.00
ate5 : }f(r E3May-13
Garages „
May-13
& Meters
May-12
Attended (SS& Permit
Lots MS) Sales & Towing& TOTAL
Space Parking
i Rentals Violations
i
i
PARKING DEPARTMENT REVENUE YTD
May-13
arages& Towing &Parking_
Attended Lots Meters (SS &MSS Permit Sales iolations TOTAL
Oct-12 $ 1,057,481.25 $ 1,894,450.79 $ 385,857.66 $ 326,602.77 $ 3,664,392.47
Nov-12 $ 1,367,683.37 $ 2,024,720.04 $ 384,250.12 $ 324,675.72 $ 4,101,329.25
Dec-12 $ 1,095,040.15 $ 1,919,684.14 $ 258,947.45 $ 316,931.17 $ 3,590,602.91
Jan-13 $ 1,224,971.42 $ 2,125,480.41 $ 279,771.83 $ 319,655.31 $ 3,949,878.97
Feb-13 $ 1,238,107.58 $ 2,100,453.16 $ 214,935.78 $ 300,389.07 $ 3,853,885.59
Mar-13 $ 1,315,857.69 $ 2,249,471.33 $ 276,734.02 $ 338,832.84 $ 4,180,895.88
Apr-13 $ 1,218,432.09 $ 2,160,525.23 $ 290,316.92 $ 329,566.45 $ 3,998,840.69
May-13 $ 1,121,356.16 $ 2,208,819.31 $ 292,337.70 $ 330,400.57 $ 3,952,913.74
Jun-13 $
Jul-13 $
Aug-13 $
Sep-13 $ -
YTD $ 9,638,929.71 $ 16,683,604.41 $ 2,383,151.48 $ 2,587,053.90 $ 31,292,739.50
$4,500,000.00
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it i)i:.i I t• �#;i{ li.e i1 Ili, { 1{j,
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$3,500,000.00
i`' Wowing 8 Parking Violations I.
$3,000,000.00
Ell Permit Sales
$2,500,000.00 .
'.. OMeters(SS&MS)
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C3 Garages&Attended Lots
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City of Miami Beach-
5th-and Alton Parking Garage
Fiscal Year beginning October 1,2012 ending September 30,2013
For the current month ending May 31,2013
I
i
CMB j
Fiscal
Current Month No"" YTD
Total Revenues/ CMB 46%
i
Expenses Edens 54%Portion Portion CMB GL Nola 2
Operating revenue:
484-8000-344405 5th&Alton Garage-Monthly $ $ _ $ _ $ 6,799.54 i
484-8000-344406 56&Alton Garage-Transient 39;748:03 21,463:94 18,284.09 117,340.50
484-8000-344410 5th&Afton Garage-Tenant 26,146.31 14,119.01 12,027.30 96,189.00
484-8000-344587 Valet Parking(Off)-Taxable 16,263.86 8,782;48 7,481.38 56,511.69
484-8000-369999 Miscellaneous Revenue 2,492.50 1;345.95 1,146.55 1,305:35
Total operating revenue 84,650:70 45,711.38 38,939.32 278,146.08
Operating expenses:
484-0470-000312 Professional Services - - - 75,667.39
484-0470-000313 Bank Fees 349.59 188.78 160.81 2,520.33
484-0470-000314 Electricity 7,687.24 4,151.11 3,536.13 34,900.70
484-0470-000316 Telephone 810.41 437.62 372.79 2,324.05
484-0470-000317 Water 1,9901 1,078.22 918.49 4,622.25
484-0470-000318 Sewer Charges - - - 8,847.97
484-0470-000319 Sanitation Fees 82.54 44.57 37.97 278.88
484-0470-000321 Postage and Shipping - - - 471.23
. 484-0470-000324 Printing - - - 5,934.60
484-0470-000325 Contract Maintenance 45,188.91 24,402.03 20,786.88 75,354.23
484-0470-000342 Repairs/Mainteriance Supply - - - 4;051.65
484-0470-000343 Other Operating Expenditures 456.33 246.42 209.91 6,543.02
484-0470-000349 Other Contractual Services 7,312.72 3,948:87 3,363.85 48,506.16
484-0470-000484 Depreciation - - - 120,033.16
Total operating expenses 63,884.45 34,497.62 29,386.83 390,055.02
Nonoperating revenue
484-8000-361130 Interest-Repurchase Agreement 8.24 4.45 3.79 19.56
Total nonoperating revenue 8.24 4.45 3.79 19.56
Net income/(loss) 20,774.49 11,218.21 9,556.28 (111,889.38)
Change in net assets 20,774.49 11,218.21 9,556.28 (111,889.38)
Net assets,beginning 133,675.60 72,184.83 .61,490.77 13,726,678.55
Net assets,ending $ 154;450.09 $ 83,403.04 $ 71,047.05 $ 13,614,789.17
Note 1: Source-Edens Monthly Financial'Statements
Note 2:.CMB'.-GL 06/26/2013
Preparefty:Finance Department 06/2612013-
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O Multi-Space (Credit
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0 (park Revenue
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® Multi-Space (Bill)
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6%
f
MIAMI BEACH
City of Miami Beath, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and M bers of a Ci mmission
FROM: Jimmy L. Morales, City Manager
DATE: July 17, 2013
SUBJECT: INFORMATIONAL REPORT TO HE MAYOR AND CITY COMMISSION, ON
FEDERAL, STATE, MIAMI-DAD COUNTY, U.S. COMMUNITIES, AND ALL
EXISTING CITY CONTRACTS FOR RENEWAL OR EXTENSIONS IN THE NEXT
180 DAYS.
The City Commission adopted Resolution No. 2000-24141,which provided that all existing
City contracts for renewal or extensions,which by their terms or pursuant to change orders
exceed$10,000,and all extensions or renewals of such contracts, shall be presented as an
informational report to the Mayor and City Commission, at least 180 days prior to the
contract extension or renewal date. Subsequent thereto, the City Commission adopted
Resolution No. 2001-24332, changing the reporting requirement from $10,000 to $25,000.
The Administration in addition to reporting on all existing City contracts, will now report
information relative to Miami-Dade County, State of Florida, U.S. Communities and Federal
GSA contracts that are approved for utilization by the City Manager. Pursuant to information
contained in Miami-Dade County, State of Florida, U.S. Communities and Federal General
Services Administration (GSA) bid list, the following are contracts that will expire within the
next 180 days.
DESCRIPTION VENDOR EXPIRATION RENEWAL
DATE TERMS
The Purchase, one (1) one (1)-
1. Delivery and Sunset Sod, Inc. 1/05/2014 year renewal
Installation of Sod period
Maintenance and
Repair Video Aware Digital, three (3)one
2. Monitoring Equipment Inc. 1/9/2014 (1)-year renewal
for Parking Garages periods
Citywide
For a Medical Services Work Injury of
Dade County, two (2 ) one (1)-
3 Provider for the Inc. d/b/a Health 11/30/2013 year renewal
Provision of Various Care Center of periods
Medical Services Miami
Benefit Consultant
Services To Provide Gallagher one (1)one (1)-
4 Assistance in Benefit 12/31/2013 year renewal
Determining The City's Services, Inc. period
Employee Benefits
Program
JLM:KG :AD
T:\AGENDA\2013\July 17\July 180 Day Report.doc
,Agenda Item
Date
Page 2
DESCRIPTION VENDOR EXPIRATION RENEWAL
DATE TERMS
CAP
Government,
Building Inspections, Inc.; M.T.
Plans Review Services Causley, Inc.; one (1) one (1)-
in Various Disciplines, Vertical
5. and Permit Clerks to Assessment 12/8/2013 year renewal
Provide Services Associates,
period
RFP-47-08/09 LLC; Nova
Engineering and
Environmental
Live Capture Pending
Electronic determination by
Fingerprinting Morpho Trak, State of Florida
6' Equipment Inc. 11/28/2013 Department of
(State of Florida. 680- Management
370-07-1). Services
Plumbing Equipment& three (3)one
7. Supplies Please see 11/30/2013 (1)-year renewal
MDCC#6582-5/16 Attachment"A" periods
Petroleum Products— B.V. Oil four(4) one (1)-
8 Prequalification Company and 12/31/2013 year renewal
(MDCC#8318-5/17) Flamingo Oil periods
Company
i
Page 3
Attachment A
MDCC # 6582-5/16
HD Supply Waterworks LTD Best Plumbing Specialties, Inc.
SID Tool Co., Inc. Alterna Corp
Niagara Conservation Corporation Interline Brands, Inc. d/b/a J. A.
Sexauer, Inc,
HAJOCA Corporation d/b/a Hugh Desert Diamond Industries, LLC
Supply
FCX Performance, Inc. d/b/a W.W. Grainger, Inc.
Solares Controls
Stone Group Enterprises, Inc. Ferguson Enterprises, Inc. d/b/a
Ferguson Waterworks
Shelton Supply, Inc. d/b/a F.M.
Shelton, Inc. Lehman Pipe Supply, Inc.
Bond Plumbing Supply d/b/a Bond
Su I Lion Plumbing Supply, Inc.
Palmetto Hardware Plumbing American Plumbing Supply Co., Inc.
Supply, Inc. d/b/a Ace Home d/b/a American Plumbing Electric
Center
Miami Water Heater, Inc. Quigar Electric, Inc. d/b/a Ace Pump
Supply Bee Electric
Laser Lighting, Inc, d/b/a Laser
Plusco Supply Corp.
Supply Services
IT Winc, d/b/a AAA Tool & Supply Tesco South, Inc., Hector Turf
Sunshine Plumbing Supply, Inc. Primeline Products, Inc.
Florida Hardware, LLC Berger Plumbing Supply, Inc.
Corcel Corp. Tool Place Corporation
A& B Pipe & Supply, Inc. USSI, LLC
Plumbmaster, Inc.
MIAMI BEACH
CAPITAL IMPROVEMENT PROJECTS OFFICE
MEMORANDUM
TO: Mayor Matti Herrera Bower and Mem ers of th City Commission
FROM: Jimmy L. Morales, City Manager
DATE: July 17, 2013
SUBJECT: PALM & HIBISCUS ISLANDS EIGHBORHOOD ROW PROJECT AND
UTILITIES UNDERGROUNDING STATUS UPDATE
PROJECT LIMITS:
The Palm and Hibiscus Islands are located midway between Miami and Miami Beach off the
MacArthur Causeway. These islands are surrounded by the waterway, the Venetian Islands to
the north, and the shipping channel to the south. The scope of work encompasses both islands.
SCOPE OF WORK:
Scope includes street resurfacing / pavement markings including multi-purpose lane, repair
and/or extension of existing sidewalks as applicable, improved storm water drainage collection
and disposal infrastructure including swale restoration and valley gutters, enhanced
landscaping, street signage, streetlight upgrades, replacement of existing water main
infrastructure, and sanitary sewer lining and repair. Hibiscus Island only will be undergrounding
the overhead utilities: Florida Power & Light (FPL), Atlantic Broad Band (ABB) and AT&T (ATT).
PROJECT TIMELINE:
The following are the projected dates to project completion:
Finalize Design Criteria Package December 19, 2012 (actual)
Commission Approval to issue Request for Qualifications (RFQ) October 24, 2012 (actual)
Advertise RFQ for Design-Build (DB)firms to qualify 3-4 firms June 10, 2013 (actual)
Committee meets to Qualify 3-4 DB firms July 12, 2013
Commission Meeting —Authorize to negotiate with DB firm July 17, 2013
Notice to Proceed 1- Design /Permit/GMP Negotiations August— November 2013
Commission Meeting - GMP Award December 2013
Notice to Proceed 2 - Construction Commences January 2014
Construction Completion (18 months) July 2015
STATUS OF PROJECT:
I. Status of the Neighborhood Improvement Project:
Pursuant to-the approval of the Design Criteria Package, the advertisement of the
Request for Qualifications (RFQ) for solicitation of Design Build firms' qualifications
commenced the advertisement period on June 10, 2013. The Pre-Proposal conference
was held on June 21, 2013. Pursuant to the submissions of the proposals on July 10,
the selection committee will convene to interview the responsive Design-Build firms and
issue a recommendation to the City Manager.
II. Status of the Hibiscus Island Utilities Undergrounding - Florida Power & Light
(FPL), Atlantic Broadband (ABB) and AT&T (ATT):
ABB & ATT Utility Undergrounding contracts have been reviewed by our consultant and
have been transmitted to the utility companies as final documents for execution.
Commission approved the FPL utility easement at the December 2012 meeting.
IMIMER
Agenda Item G
Date 717—/3
MIAMI BEAC
City of Miami Beath, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Mem rs of the City ommission
FROM: Jimmy L. Morales, City Manager
DATE: July 17, 2013
SUBJECT: CIP Monthly Construction Project Up ate
Attached please find the monthly update for active City of Miami Beach construction projects
under the purview of the CIP Office.
Attachment
h
cc: Mark Taxis, Assistant City Manager
David Martinez, P.E., Acting CIP Director
Agenda Item d
Date 7--!7-
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MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Mem rs of the Cit ommission
FROM: Jimmy L. Morales, City Manager
DATE: July 17, 2013
SUBJECT: REPORT ON EMERGENCY RCHASES AND UNAUTHORIZED
PURCHASES
EMERGENCY PURCHASES. Miami Beach City Code Section 2-396 provides for the City
Manager to waive the requirements for competitive bidding for emergency purchases as
defined in the Code. Pursuant to this provision, emergency purchases exceeding
$25,000.00 are to be reported to the City Commission at its meeting following the
emergency. With the discontinuation of the Job Order Contracting (JOC), the process that
was most frequently utilized to procure emergency response services of a construction-
related nature,the need to process emergency purchase requests has increased.While the
Administration considers alternatives to the JOC program for emergency response services
and urgent projects, the emergency purchase request process outlined in Code allows the
City to respond expeditiously to unexpected needs for these services.The following is a list
of emergency purchases for the preceding month. The Emergency Purchase Request form
for each emergency reported is attached.
Nature of Emergency Req,uestor Contractor Amount
Storm Drainage Pipe Cure in Public Works JCC Enterprise $361,750.00
lace lining Labor, Inc.
Envirowaste
Repairs to Sanitary Sewer Main Public Works Service Group, $34,200.00
Inc.
Elevator Equipment 7 th Street Property Oracle Elevator, $149,890.00
Parking Garage Management Inc.
UNAUTHORIZED PURCHASES. Miami Beach City Code Section 2-393(a) prohibits the
purchase of goods or services unauthorized by the Procurement Division(typically through
the issuance of a Purchase Order with stated purchase authority prior to the receipt of
goods or services). In its due diligence, the Procurement Division has identified those
purchases that have been transacted in violation of the stated Code requirement. In those
cases, the Procurement Division has required documentation and justification be provided
to the City Manager, through the Unauthorized Purchase form,who may then, pursuant to
Code, consider and authorize the purchase. Unauthorized purchases exceeding $25,000
are reported to the City Commission at its meeting following the approval of the
Unauthorized Purchase form. Following is a report of unauthorized purchases for the
preceding month. The Unauthorized Purchase form for each purchase reported is attached.
Contractor Amou'rit
Nature,of Unauthorized P4rchase Requestor
None
JLM: :AD
T:W6 NDA1201 \July 17\July Emergency Purchase LTC.doc
Agenda Item
Date 7-17-/3
MIAMIBEACH � � a � s
e Re'qu-01-St
fl-ft
Date: Requestor:
05/28/2013 Richard W.Saltrick, P.E. City Engineer
Location of Emergency: Requesting Department:
Sunset Harbour Neighborhood Public Works
Required Goods/Services: Contact No.:
Storm Drainage Pipe Cure-In Place Lining (305)673-7080
Describe Type(threat to public's life,health,welfare or significant loss of property)and Details of Emergency(Attach additional detail,If
necessary,and all available documentation justifying emergency declaration.):
The Sunset Harbour Neighborhood suffers periodic seawater intrusion during high tide events. Multiple ongoing
drainage projects are not sufficient to fully remedy this situation due to infiltration Into the existing drainage system.
The Public Works Department proposes to line the existing drainage pipes so that current and proposed drainage
improvements prevent tidal flooding. This work is proposed as an emergency item because periodic tidal flooding has
created public safety and access concerns to both residents and businesses.
Vehddt(s)
Proposed Vendor(attach detail if multiple vendors): Estimated Cost(if known):
JCC Enterprise Labor, Inc. $361,750
Describe How&Why Recommended Vendor(s)Selected:
At the request of the Public Works Department,the City of Miami Beach Procurement Division issued a request to
quote to various contractors for the referenced emergency storm drainage cured-in-place pipe lining for the entire
Sunset Harbour Neighborhood on May 16, 2013.JCC Enterprise Labor, Inc.was the only respondent. The Public
Works Department has reviewed the proposal. The price provided by JCC Enterprise, inc.was found to be
competitive,
City Code Sec,2-396.-Emergency Purchases:
(a) City Manager. In case of an apparent emergency requiring Immediate purchase of supplies or contractual service, the city manager shall be
empowered to authorize the procurement director to secure by open market procedure at the lowest obtainable price, any supplies or contractual i
services not exceeding $25,000.00. The city manager has the authority to act in the case of an emergency that might affect the health,safety and
welfare of the city.Such action shall be reported at the next regular meeting of the city commission when supplies or services exceed$25,000,00.
(b) Head of Department. In case of actual emergency,and with the prior consent of the procurement director, and the prior approval of the city
manager,the head of any using agency may purchase directly any supplies whose immediate procurement Is essential to prevent delays In the work of
the using agency that may vitally affect the life,health or convenience of citizens.The head of such using agency shall send to the procurement director
a requisition and a copy of the delivery record,together with a full written report of the circumstances of the emergency.
1 • • ° • , •
SIGNATUR SIGNATURE: SIGNAT R S NATURE: )
DATE: DATE: DATE: ATE:
i
i
SUNSET HARBOR STORM DRAINAGE PIPE CURED-IN PLACE LINING
Cure-in Place Dining Cost
Pipe Size Diameter Linear Feet Per Linear Feet
10 Inches 200 $ 4 Q.Q.Q b Ca O ;
12 Inches 1150 $ .�� _00 �a 2 (D
i
15 Inches 1500 $ 75.QQ mob
18 Inches 1450 $
24 inches 350 $ .,Q�
�P 4aa -:�r�ETD
NOTE:
1)Cured-in place Ilning from manhole to manhole. Above cost to Include all labor,
materials, equipment, and maintenance of traffic to complete these servlces.
2)Linear feet are estimated lengths, actual measurements will be taken from
manhole to manhole.
3)Attaohed, please find stardard specifications.
,op�N�grueeeneheNo
,�• Snterpp�
°'{,� •,,....• ®�+304
�``, .• •.NO .•1• p$s r
0 �rQ
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lo IOWWas
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d
AAIAMI BEAC
City of Miami$aacii,1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamtbeachfl.gov
PROCUREMENT DIVi510N
Tel;305-673-7490,Fax;306-673.7851
i
i
May 17, 2013
RE; ADDENDUM NO. I TO INVITATION FOR QUOTES (ITQ) FOR SUNSET HARBOR DRAINAGE
PIPE CURED-IN PLACE LINING
I. The following are responses to questions and requests for additional Information received by
prospective bidders
Q1. Prospective bidder noticed In the City's request.for quote that the specifications request
U-Liner. Prospective bidder no longer uses fold In form because of performance Issues.
Prospective bidder uses cured-in place materials. Will the City accept a quote using
another material?
i
Al. Yes, the City will consider other cured-in place lining materials.
THIS IS A FORMAL ADDENDUM THAT HAS TO BE ACKNOWLEDGED IN THE BID ADDENDA
ACKNOWLEDGEMENT FORM. IF A BIDDER FAILS TO ACKNOWLEDGE RECEIPT OF THIS
ADDENDUM AS PART OF ITS BID SUBMISSION,THE CITY RESERVES THE RIGHT TO REQUEST,
AND THE BIDDER MUST COMPLY WITHIN TWO(2)BUSINESS DAYS AFTER RECEIPT OF WRITTEN
REQUEST FROM THE CITY
C IAMI BE
Lourdes Rodr guez
P rocu reme nt Coordinator
Procurement Division
POR
eeo��eoeeooeneorp°
AL
2009 1
f
I,d��O°�1r�re�eieeeeeo►`'�,�
i
MIAMIBEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamlbeachfi.gov
PROCUREMENT DIVISION
Tel:305-673-7490,Fax:305.673-7851
May 17,2013
RE: ADDENDUM NO. 'I TO INVITATION FOR QUOTES(ITQ) FOR SUNSET HARBOR DRAINAGE
PIPE CURED-IN PLACE LINING
I. The following are responses to questions and requests for additional information received by
prospective bidders
01. Prospective bidder noticed in the City's request for quote that the specifications request
U-Liner. Prospective bidder no longer uses fold in form because of performance issues.
Prospective bidder uses cured-in place materials. Will the City accept a quote using
another material?
Al. Yes,the City will consider other cured-in place lining materials.
THIS IS A FORMAL ADDENDUM THAT HAS TO BE ACKNOWLEDGED IN THE BID ADDENDA
ACKNOWLEDGEMENT FORM, IF A BIDDER FAILS TO ACKNOWLEDGE RECEIPT OF THIS
ADDENDUM AS PART OF ITS BID SUBMISSION, THE CITY RESERVES THE RIGHT TO REQUEST,
AND THE BIDDER MUST COMPLY WITHIN TWO(2)BUSINESS DAYS AFTER RECEIPT OF WRITTEN
REQUEST FROM THE CITY.
C IAMi BEACH
Lourdes Rodriguez
Procurement Coordinator
Procurement Division
i
I
i .
r
MIAMI BEACH
City of Miami Beach,1700 Convention Center Drive,Miami Beach,Florida 33139,www.mlamlbeochfl.gov
PROCUREMENT DIVISION
Tel:305-673-7490 Fax:786.394-4075
INVITATION TO QUOTES -
Title: SUNSET HARBOR STORM DRAINAGE PIPE CURED-IN PLACE LINING
May 16, 2013
The City of Miami Beach Procurement Division requests your quote to provide emergency
storm drainage cured-in place lining in the area of Sunset Harbor, to Include all labor,
materials, transportation, tools, equipment, and maintenance of traffic, per attached
specifications.
_. DEADLINE FOR RECEIPT OF QUOTE: May 21, 2013 at noon.
Any questions or clarifications concerning this quote shall be directed to Lourdes Rodriguez,
Tel. 305-673-7004 Ext. 6652 or e-mail, LourdesRodriquezCa1miamlbeachfl.gov. The quote
title and'number shall be referenced on all correspondence.
All questions must be received no later than May 20, 2013 at 3:00 P.M.All responses to
questions will be sent to all prospective bidders/proposers in the form on an addendum. No
questions will be received verbally or after said deadline.
The City of Miami Beach reserves the right to accept any quote deemed to be In the best
interest of the City of Miami Beach, or waive any Informality In any quote, The City of Miami
Beach may reject any and all quotes.
CITY OF MIAMi BEACH
F;1PURc1$ALLILourdes\Quotes120131Sunset Harbor Storm Drainage Pipe Cured-in Place Lining
I
I
We are committed to providing excellent public service and safety to all who live,work,and play in our vibrant,tropical,historic communtly.
I
i
I
/01AAA I BEACH
INVITATION TO QUOTES
Titl®t SUNSET HARBOR STORM DRAINAGE PIPE CURED-IN PLACE LINING
MIAMI BEACH BASED VENDORS,
A preference will be given to a responsive and responsible Miami Beach-based vendor, who
is within five percent (5%) of the lowest and best bidder, an opportunity of providing said
goods or contractual services for the lowest responsive bid amount. Whenever, as a result
of the foregoing preference, the adjusted prices of two (2) or more Miami Beach-based
vendors constitute the lowest bid for a quote purchase, and such quotes are responsive and
otherwise equal with respect to quality and service, then the award shall be made to the
Miami Beach-based vendor having the greatest number of Its employees that are Miami
Beach residents. Whenever, two or more Miami Beach-based vendors have the same
! number of Its employees that are Miami Beach residents, then the award shall be made to
i the Miami Beach-based vendor who is certified by Miami-Dade County as a Minority or
Women Business Enterprise,
SUBMITTAL REQUIREMENT: Proposers claiming Miami Beach vendor status shall submit
a Business Tax Receipt issued by the City of Miami Beach, and documentation to
demonstrate that the Proposer, or a member of its team, is a Miami Beach Based Vendor.
VETERAN BUSINESS ENTERPRISES:
The City shall give a preference to a responsive and responsible bidder which is a small
business concern owned and controlled by a veteran(s) or which Is a service-disabled
veteran business enterprise, and which is within five percent (5%) of the lowest and best
bidder, by providing such bidder an opportunity of providing said goods or contractual
services for-the lowest responsive quote amount. Whenever, as a result of the foregoing
preference, the adjusted prices of two (2) or more bidders which are a small business
concern owned and controlled by a veteran(s) or a service-disabled veteran business
enterprise constitute the lowest quote pursuant to an quote or oral or written request for
quotation, and such quote are responsive, responsible and otherwise equal with respect to
quality and service, then the award shall be made to the service-disabled veteran business
enterprise.
SUBMITTAL REQUIREMENT: Proposers claiming veteran owned business status shall
submit a documentation proving that firm Is certified as a veteran-owned business or a
service-disabled veteran owned business by the State of Florida or United States federal
government.
We are committed to providing excellent public service and safely to all who live,work,and play to our vibrant,tropical,historic communty.
SUNSET HARBOR STORM DRAINAGE PIPE CURED-IN PLACE LINING
Cure-In Place Lining Cost
Pipe Size Diameter Linear Feet Per Linear Feet
10 inches 200 $
12 inches 1150 $
15 inches 1500 $
18 inches 1450 $
n
24 inches 350 $
NOTE:
1)Cured-in place lining from manhole to manhole. Above cost to include all labor,
materials, equipment, and maintenance of traffic to complete these services.
2)Linear feet are estimated lengths, actual measurements will be taken from
manhole to manhole.
3)Attached, please find stardard specifications.
E
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AN INTRODUC110W TO UpI`NMO Utilization.of U-Uner assists1a the elia*adou of(1)exffl-
i LY Liner is a unique patented process for pipeline and tx'adon of chemloals and pollutants out of the.rehabilitated ;
conduit renewal. U-Liner is a continuously extruded,joint- pipeline into the environment,(2)groundwater infiltration
i
' less R-?PL+defoxmedlrefo=ed pipeline renewal process, into gravity pipelines,(3)settlemtent associated with soil '
It is manufactured to the specific dimetex ordered by'our migration and washout,(4)degradation of the pipeline due
licensed,factory trained installers,in order to snatch the to ohen*al attach or hydrogen aulfxde attach,and(5)leafs I
internal diameter of the exilting host pipe. in pres8tire pipe systems, Rehabilitation of an exiating
pipeline with U-Caner generally.increases smoothness of the �
This document provides guidance to engineers involved in pipeline,and increases the flow capacity o�the system.
the renewal of plpellnes, As with any engineered system,
each project must be evaluated bn an independent basis HIMER HISTORY AND OACK911O IND �
taking into account site specific oondlition.s.such a$ground- ULiner was developed in 1986 and was offered as an
' water and traffic loads,pipe condifian,aid sbil bacicfll
alternative'to the no-dig pipeline renovation market for oured
conditions. CSR Pipelizte Systebas of Houston,T6as invites in place pipe(C1PP). As a solid wall,HDPE structurally i
you to direct inquiries to our technical sexvioos staff should sound,NSF approved pipe,U-Liner•has universal applloa-
unusual ox unoertain conditions-exist within the system 'tion to the renewal of conduits and pipelines including sani- i
being bvalu.ated. Lary sever pipelines,pressers pipelines,process'pipeliaes,
• drinking water pipelines,and gas distribution pipelines. The;' '
A last,ftnplriloal rrenchiess ll ppllQatldtJ nigh abrasiou resista a of RbPt material(approximately '
! Miner was developed as an alternative to the costly,messy, 4.6 times the'abrasion resistance of steel pipe)and HWE's
and time oonauming process of pipeline excavation and extremely high ehordoal resistance makes U'-hoer the
replacement. The Miner system utilizes pressure pipe pipeline xenewal pxoduot With the most universal utility ;
rated BDPE material which is factory oxtxuded,deformed applications. Over six million feet of U-Ltor are in service ,
into a"U"shape and continuously coiled into jointless and worldwide proving its duzmblty,applicability,and global '
seamless piping product. U-Liner is Inserted into the host aecepta,ace,
pipe,out to the required length,and processed to forma ;
ti .t fit into the-boat pipe, No excavation is required to CSR Pipeline Systems purchased the rights to U1.iner in i
install U Mar and the system c M renew several hundred 1994. OR Pipeline Systems is a business unit of M
feet of pipe is an noranal work day, America and is a leading manufacturer,,Y marketer anal
instdller of tlrenchless pipeline eliue renewal systems for muni-
Vusto Aisivac Urn ornl well Tivo mess cipal and industrial pipelines, CSR America is one of the
Since•U-Liner is specifically manufactured for tho pipelino largbst construction materials companiea in the United States }
which is to-be.rehabilitated,constant wall thie>,rxtess and and through its subsidiaries manufactures:
I
resultant physical pxopordes of the rehabilitated pipeline are Ready rnlx concrete ;
ensured. Xe stretching of the liner or thinabig of the wail Reinforced concrete pipe
occurs when a specifically sized U-Liner is installed into a •Conerete box culvert and fittings
host pipe. The outside diameter of'U-der is manufactured •Polyethylene pipe and fittings j I
•Rrestressed,couorete bridge beams and
to match the measured inside diameter of the boost pipe. For 8•
example U Liner con,be manufactured to an OD of 8.25" architectural products
if a deteriorated host pipe is encountered which measures !
8.25 W. U-Liner is lnstalfed by a national network of licensed and ;
faotory trained contractors. As the licensor of the U-Liner
HDPP'A-rested,P ovenMEN - process,CSR pipeline Systems also provides m0neodug
TY-Liper is mautzfactinred from HDPE(Mgh-Demity• and technical support to its&anseea,
CPolyethylene)wbi6h is kngwn for its long service lif's,
duxmbillty,abrasion-resistance,and chemical resistance,
UMLiner can be utilized to rehabilitate sanitary sewer,gas
tratsmission,industrial,force mains,and water pipelines.
Y •
'Y
•r.+..awd.r•..w..n.r••••.n.+.N....v..w.r..w...w............x..... •v,.y ..... .. ...n...,..—.........�...........n................,+..,............ .......
.u... ..,a�.....o....�......w..v..u.....e.w�..rw.w...r.-w.,..�"r•r+r!,•••^.na.,u.'w..,m•.r—M.M:y..�...n.,,.�.m,.rYAAI:.i'1^'.[V'
AN pI MOUGTNON TO U-LIMERQ Utilizatxoh of XF Liner assists in the elimination of(l)axill.- �
Ur Liner is a unique patented pxocess for pipeline and txadon of chemicals and pollutants out of the rehabilitated '
condult renewal, U-Liner Is a continuously extruded,joint- pipeline into the environment,(2)groundwater i4filtration.
less ME deformed(,reformed p1pelim renewal process. into gravity pipelines,(3)settlement associated with soil '
It is manufactured to the specI is diameter ordered by our raigxation atad washout,(4)degradation of the pipeline due ;
licotsed,factory,trained installers,in order to rnatoh the to chemical attach or hydrogen sulfide attack,and(S)leaks
internal diameter of the existing host pipe. In pressure pipe systems. Rehabilitation of An exisdng
' pipeline with U-Liner generally increases smoothness of the I I
This doowneat provides guidance to engineers involved in pipeline,and increases the flow capacity of the system. � 4
the renewal of pipelines, As with any egteered system, '
each project must be evaluated on an independent basis I1-DINER HISTORY AND BACK04OUND
taking Into account site speci'io coudidd�as�svch as�;ound -L ei was developed in 19$6 and was offered as an
water c '' an o' alternative to the no-dig pipeline t!enovataon market for cured
ter an traffic loads,pipe ondidot, d soil baolc ill
' ooinditions. CSR Pipehine Systems of Houston,Texas invites in place pipe(C1PP). As a solid wall,HDFE structuxally
you to daroat Inquiries to our technical services staff should 'sound,NSF apprpved pipe,U-Linerhas universal applfca I
unusual or uncertain.candidons exist within the system don to the renewal of condvits and pipelines indl4ng sari- i
being evaluated, tary sewer pipettes,pressure pipelines,process pipelines,
drinking water pipelines,and gas distribution pipelines. The
A Fast, lillomfss!T eticrlless plPrafPan high abrasion moistance,of HDPB material(approximately
U-Liner was developed as an alternative to the costly,messy, 4.6 times the abrasion resistance of steel pipe)and IMPB's
and evzo cowuming process of pipeline excavation and extromely 1•gh chemical resistance wakes U-Linex'the i
replacernmt. The U-Mtor system utilizes pressure pipe pipeline renewal product with the most universal utility i
gated IMPE maternal which is factory extruded,de6xmed applicadons. Over six xniilion.feet of U-Liner are in seMce i
into a"U"shape and continuously coiled into jointless and worldwide proving its dut� ,applicability,and global
seanaless i' product. XJ Liner is inserted into the host acceptance, _ !
. PP�I? I
pipe,out to to required length,and processed to form a
.tight fit into the host pipe. NQ-excavation-is required to CSR Plyatae Systems purchased tho rights to U-Liner in
Install U-Liner and the system can renew sevoxal laun.dred 1994. CSR Pipeline Systems is a business unit of CSR
feet of pipe in au normal work day. America and is a leading raamufaoturer,marketer and !
installer of treuchlws pipelino renewal aystoms for multi,- I
ei al and industrial eliues. CSR Arnerlma is one of the ;
UasCoru UesJgae�h'UniPap�'�aPl xLxlckgess P �p
Since U-Liner is specifically manufactured for the pipeline largest constxttctiom materials companies the United States '
which is to be rehabilitated,con;stamt.wall thiok aess and and through Its.aubsidiaries manufacturos;
xesultazt physical properties of the xehabiditated.pipeline are Ready mix concrete
ensured. No stretching of the h4ex or ftft�ng of the wall ' ,.ReWoroed concrete pipe
occuyrs when a.specifically:sized Xr-Litter is iusmll d into a -Concrete box oulvert and fittings I
host pipe, The outside diAmetex of U-Liner is manufactured "Polyethylene pipe and fittings
to match the measured lnsido diameter of the host pipo. For *Prestressed concrete bridge beams and �
example U Z:iner can be mangfac Wred to an OD.of 8.25" architectural products
V#deteriorated host pipe is encountered which measures I i
U-Liner is installed by a national network of licensed and •'
factory trained contractors. As'the licensor of the U Liner
INK.,A 180#1 P09tren iffateplaP process,CSR Pipeliiae�Yst&=also,provides engineering
Cl'-Wer�MavufacWed from DOPE(Mgh,Donsitq and tealntioal suppoxt to its Zia ees.
Polyethylenm)which is known for its Mg serv'lce life,
durabilityt abrasioti resistance,and chemical resistance. '
U11ner can be utilized to rehabilitate sanitary sewer,gas
U(manaission,industrial)force mains,and water pipelines.
4•XOI!Kh!flM.Nil.in!Yi.Iaf...Yn.Y'aP""TYI'IIW7•TII..i.•.WIIII.II MI�VIT•M,.....r..,n,..n. •M....w.•• ..w..+......M�n.�,s.".y........ '�' I ,
I
1
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f .
� r
1 .
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FAST,SAFE WSTAILMON Once the process heating cycle of the her is completed,the
Quality exteusion of ULinor at our state-of-the-art manufae- cooling process is begun. Whet the U-Liner heating and �
to tiag facility coupled W10i qualified,e*xpe4enced Wtalla- cooling processing procedure is complete}the processing
tion personnel e6utes*a properly designed,time-tented ends are removed from the liner and reinstatern0t of the
• I
rehabilitation product, service connections can commencer land sealant materials
are them placed on the liter at all•manhole/pipe inteifacm,
The newly 1ustalled U-Liner is-then finished and read to be
1~l'-�,inex is mattufaotu�ed'of High]density Polyethylene y �' '
(RDPE)and contains Ito plasticizers,processing aids,alloys, placed into service.
or fillers which can degrade the short and long term physical
properties of the product Since U-Liner is a solid wall NATEMAL PHYSICAL PROPERTIES r ;
HDPR prodttot with the physioal•properties deAned at the Y'-Uner is manttfaotured under sttingent factory.coctrolled
manufaotaring facility,no complex chemical reaction is standards utilizing Medium D•wity(hMPR)for gas 11ne L
regtired to occur m' the field in order to give the product its rehabilitation projects and High Density Polyethylene
physical properties. ULiner is simply pulled into place (HDPE)for water and sanitary sewer applications, U-Lineir `
fxom,one menhole to smother-and is reformed into its Is mantufaotured out d pipe Grade polyethylene as identified �
original round shape: in the PIAOc Plpe Institute Teowoal Repoft#4 r the same
material utilized in the manufacture of pressure pipe, '
U-Liner U tm asported to the project site on a specially man- 'U"Liner contains no additives,plasticizers,-processing aids,
j ufactured trailer which is placed at one,of the access points fillers,alloys,or odter materials which are detrimental to the ,
for the line which is to be reconstructed, A oabl is strung short and long terra phystoal-properdes of the product,
through the host pipe from the far end of the pipeline
segment to be rehabilitated and is attachod to the end of the Polyethylene materials utilized in the manufacture d? ;
U Liner. The U-diner is pulled through the host pipe under ULiner are identified In A.STM D-3350 Standard
controlled conditions to ensure that no damage or detriment Specifications for Polyethylene Plastic Pipe and Pitdags, '
occur' r. Once lace d Refer to table A for more details.
.� s to the line On In place, manufacture
processing ends are installed 1hto the-bex at each access ,
.point. These special sods ate used to oontrol the terxtpexa- i
tares Emd pressures utilized to process the liner back iiato-its
original rotund-configuration. '
r
TABLE A: IKATERAL PHYSICAL PR OPER,TMS OF ULLNR R®PWE
� I
_ Dec apt o i 0ti` ' MOO- .
r
Density 2 3
F4exq al Modulu$ 4 w.$
f Tenge Stxongth 3 -4
CR 3 3
I ,I
YYD U+.. .+ .. r r, 'i, ,y+ •. •. •+ .[ •'1 aid .' ;� •t i
Jr
rs,
i+
1
^
., Color LTV Stabilizer C,D ar E -C,D 4 x B f
1�
•M....• .,•rM. .Y.11 Mrn.r rlr.- ..u..........x....xn...rwn..uu..r.u..w.ua.rir.....n...xin•ir.uxw....w...x......r ..� .....-.— t
nr...w.r.....nu.r..nr.r..,w,.........f,r..�—......,,r..w....,+.wv
YY,, 1I
NO"HOPE PE8488 ,
High Density Folyetbylete TXiuer is manufaotuted in
accordance with:AS'1M P1533 1
�
NSF Il
Approved by NSF Standard 61 for potable water Other
dimensional standards or custom requirements are acoept»
able ad agreed upon betoden the buyer afid manufacwf% ANSIr Val 1
I ;
1 � i
+1
TYPICAL PHYSICAL PROVIRTTES-U-LWI 911,PIPE �
. .ASIz`H '-,'NOM NAL VAuU i '
PROPEM HINT
Density NaturW I-Colored D1505 0.946
Flow Rate(Igo/,21,6) D1238 8.5 gm!10 min,
Tensile Strength @ Ultimate. DO 31,0 NTa 4,500 psi t'
Tensile Strength @ Yield - D638 22.1 MPa 3,200 psi'
Ultimat6 Elongation D638 >800% >800% !,
Short'Thrxn Flexural Modulus(Tangent) D790 917 MPa 110,000»160,000 psi I
Environmental Stress Crag ;
Realstance OCR)
1 ,hours Condidon C D1693 >10,000 burs, >1Q,000lYrs. I
Compressed Ring BSCR,Fo 11248 >10,000 hrs,
Brittleness Temperature D748 <-1176C <4807 �
1
Vicat Softening Temperature D1525 124°C 255T
i
Hardness,Shoxa D D2240 64
Volume Resistivity D991 >10"ohm-cm
CM CL,ASSOCA,TION: D3350 345434 C,D,E Grade PB34 �
,
PPZ Eydrostat c Design Basis-, D2837 11 Wa @ 23°C 1600 psi @ 73A*F I�
(At,Listed in PPT TR»4:) 5,5 mpa @ WC 800 psi @ 140°F
r
Nonaiad values era intended.-to be gulden only,and not as speoification-Umit. ° I
1
1
1. ••4.Y'•..r+.F �..wMY.Y W.•Yr.w w.w .....w....w.....rw.n.n...nn..urw.unw..w.re......+nw...n.�.n. .... .. ....
CH CAL RESISTANCE
The polyethylene material used for U-Liner provides The deflection of t Miner will be caloWated usm' g the
excellent resistance to*iL Wide era of chemicals. Table 13 MOdmcd SPR�gler Biquation,where.,
presents test data of'U-Lfner pipe relative to chemicals that
can typically be found In sanitary sewer applications: The
ATV *Dr K *T
concentration of the chemicals used in the test were several D,,Ieotton(Y) 0.061.9
drnei great oir than Vie concentration jn sewers, •-• a*(DPA.)y ,
TRITIONLESS PIPELINE DES181 PipdStffness B1 SE'S
Worpol Looft-Determinations of the of external,loads on
the pipe 18 the first element required W the evaluation of the
trenchless pipeline,rehabilitadon process. tUlner design 12
utilizes a conservative design which incorporates AASHTO
Diameter-t
RS-20 Live Loads,Marston Barth Loaditgand Oroundwater
Loading. The total loading implied on the undergromd pipe
equals the combination of the above identifie •9 loading When:
couditlo)as. Generally a1ractor of Safety of 2 is applied to DI Defiectlan Lag Factor
the total Implied IoAding to acoount for xmcextaiude's in the K Redding co�stnt
underground infrastructure. W Marston Load
E Long Tenn Modulus
Soil Modulus-
DR=Dimension Ratio
KrV=pipe to Soil 80hess co;redtion
'ji
'.W'a
U-Liner Matedal Tests
?'a
TI
IDA
Sijbic Acid 20%cone. .0-02 -0.01 0 0
J.J.• 11"KI
Annonium Hydroxide 5% -0101 0 0.01 0102
)?A%
win'.
Ferric Cf�on'do No .0-01 0 0107 0.01•
Deterpnt 01% 4.01 0 0 0.01
te
B 0A
Source:City qfLosAngeles Tositng Laboratories.
i
i
I
.__. ..... __ ..._.__._-__. __.___ ___ (lu _
1
6uakllnq griatlan
BENDING STRAIN
The required thickness of the,her necessary to resist-buck- The calculation for ring bending strain is ft important ealeu-
ling foxdes is calculated utilizing the fallowing formulas: ladoa for the long term performance of the designed pipe
Minimum Thickness Based On Buckling., the The allowable long team strain serves as a control far ; l
the allowable deflection. The curtont AA.SHTOMesign for
flexible pipe sets a design limit•on bending strain to 5%.
00
Ovality 1;0)12 , 1
Ovalityp
�
111 STRAIN�. ►�D D
•m m
E,w i
pw 1-0.33.NO
'GSrhexe: !,
D1 R Shape Factor !
i a t Thiolmoss
B= 1+�e
Dm Mean:Diameter(in.)
(N )
t= 1 i
0►721 .D
'Where: HYORAUUC C APAWY r
ZAM
Ovality Faotor Cc) The ability of the lined pipe to convey more fluid than the
'dater Buoyanoy Factor (Rw) unlined pipe is a function of the very small amount of
EmpMeal Coofeient of Blastio Support (B) internal dianaeter lost during the lining process,and the
Increased slictess of the pipe due to a reduction in the Y
Note. Mafting's"n"value of 1�3M, Dotorioxated pipes often
The Ovality,Factor have"a"values of 0,013-0.016,while new p97yethylane '
L �Y/D.%+Existing pipe Ovality%a pipe has an"n'►value of 0.009-0,011, +
The Hydraulic oapacity c4culatlon is a coboparison of the
Camkr8981hre*8808 existing sewer oapaolty and the new+line capacity,consider-
The required thielmess of the liner nec'essaq to resist ing the different Manufug values and the smaller Sued pipe
compressive susses le calculated utilizing',. diameter, Full flow condition As,swned in the compWson. '
1 ;
Minimum'WhIl Area Based On Compressive Stress:
1,486 xis tra
Qp AvB S i
I (ST'j(1.5 DBADLOA.D+ 1.67 LZVELQ40
t AREA CT� " *'2 Where.,
QFlow
� I
'pVhere; a maw*$Cgeiciont t
A ,Area of Pipe
1•SAB Design value c 1.600 psi w ..
Tt HydTaulic Radius
Safety Factor 2 S Slope
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yp �.p
i
REFEI#EME TABLES
These tables represent valves utilized in the desipi
oalculations for U-Linex pipe.
TABLE 1 TABLE 2 1
WATER BUOYANCY A CT4 t, COEFFICIENT OF ELASTIC SUPPORT,B'
RW FOP.TYPXCA,E SOILS
r Ratio '' : , -Factor Co year lE���ght
Feet 84port,B' i
0 7.00 0 0120 ,
0.1 o1i ... ..:.
�
0,2 0.93 •.:•,,_„t 4 .0.24
013 0,90 6 0.27
0.4 0,87 8 0:30
... � � , JS -1�}�.1r1•y,•.....i..M1V'•. . .j.y..G!. + �d.: N/:�., - +.IFS..t.,..0 q . r.....'
'il. t .�'.. �L •/ti. ••',j i'ji..•Y 'IJ ' •'�'r0.t�4.•• ,i.t "/y '•, I:�L. /i1S�•�'':lli'•1 l.';1,•_ ••+'0:r. `•;'••t.t'•y.•'
-0.6 0.80 12 0.35
0.7 0,77• 14
0,8 - 0,74 16 , 0,41 `
•p.� i l�..1 '::•� '/' .t "',•ti.j N'••,..I./,! .' ..• •'+.n• {;. 0'1"t; 'i? S(1.9� .t'. •,1:� '�j: t :,.:E�:• .
.,i: 1,. i �� l K,,•..'1. (�'•.•�,• :�1 tai{.F �t. �:. I�;Y7: •+'1F.F •1 �: J,r'.�.-;•1'yG•..jY'.'r's�'!
,.�.4..1'�' 1".1'.•Q' .t� ItSS;i•'�11,• �'',•• ,, fit:. 7l•1'{`�: .{ •t"+. •l�y`• 'i PL' ...'4. { •�ir r,�N•. 1..t.' ��:. ' A�
',i •Y ••11 '•'li. .�{.9;• 7:i r'. •�' .t ..a^.1 a/h1 4•' ,
to.:: t�.`;v. 1''•.•� .{2' '�}'.1'. .{t.J'(: J i�, .�r. "i• •y,r;.— +• �.. 'ti�• ''./a I''' Iry , �
14} ..1ji �_ �• :C.Lph{t.�..�r.w.l••�'Iw,.e.�ilSf j''.a.�, •}•.t:.l ,.vr.y!�..... 'fl.� �.t. .i i �.. 4�.i
1.0 0,67 20 0,48 ;
FIGURE 1 FICURE 2
WATER DIJOXANCY FACTOR, COMMENT OF MMTIC I GHTI V ;
R'W,FULLY DE'rgJRYORA•TED PIPE CONDIT104N FMLY DETEMORATE,D FIDE COMMON f
LD 22 { i
20 r i
1
1
16 .
P4, 14
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12
10
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8
6
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016 0,7 0.8 0.9 1.0 0.0 0.1 0,2 0.3 0.4 0.6 0.6
5
Rw.Water IR amenem Vnetnr v A namma-nt of maatiry Qvirmal-t
I1J,I
y •r...•.... r._ rw x.,w.u.+��•i.�.......w.NO.u�..u...w.,,,w�.nn�.Mr.w�iwn.•u w�Iw..•• •••Yrn...MM..��.•u. ^^ ^„•I�M.�.../.,114 +'•.L..Ifll.6.10.,1
i
F� +.._..,..............,.......-.•.w w.•m.rvv.•••vMw.•vwvv.IrvwnulwJG+J.w.•w^•y+w±•7c�tl.+..rASIfR^.. •7•iw••f`kvlA 1
" rl_•Ri,.....Nwr.M�MN.f Na.N.1.n..w.b�•-•••u_._. �_�__•_•-I_..a_ -_.=..J...•�__.. .__ __..___ I _..•���_'_�_�.�� _:. ..__. -_ _....__�.._- _._._��� 1
TYPICAL SPECIFICATION FOR SANITARY PIPELINE REHABILITATION f
Fart x G. NERAL
1
. 1
1,01 Scope '
A. The work covered by this'section of the specifzca6ons includes the furnishing of all labor,tools,equipment and materials,and
performing all operations in connection with the lining of existing sewers with a continuously atruded jointless&seamless
of eth lene deformed pipe linor, The .l etlt lene deformed pipe her will be as specified heroin. The-work shall also include
.f p �' Y pp 1mY• Y pp P •
conCplete.vWntenance of all Wastewater flows,reopening of service wyes or tees,removal of protruding service commwtons, `
etc. When completed,the formed iffier should attend from end-to,end of the section being lined in a continuous jointless,
1 seamless,tight fitting pipe-within-a-plpa as specltled herein,
' k
1.02 Trroduot Bundling .
A. All materials(polyethylene deformed pipe lined etc)shall be accompanied by test reports certifying that the material conforms
to the ASTM listed herein. Materials shall be shipped,stored,and bundled in a manner consistent with the writtenrecommenda- ,
bons of the manufacturer. Storage locations shall be appxoved by the fawner and Engineer.
1,03 .Submittals :I
Y 1
A. The following subrnittals shall be made in accordance with the General ConditfoW as snpplementel. i
1, Letter•to Engineer stating that the Contractor has viewed the television inspection videotape and that the sewer is Clean s
enou b to ensure an effective rehabilftaft lining,
2. Contractor's description of all equipment and materials to be used during rebabilitationftg,
'31 Contractor's description of his proposed rehabilitation lining methodology,
B. .Eroohaea shall be submitted for all items to be furnished is accordance with the provisions of the General Condition as
I
supplemented. Submittals shall include information m the deformed high-density polyethylene liner intended to be uftedl
C. Engineered oalculations spgeffying the design and required thlckness which aro signed and sealed by a Registered professional j
Engiaeer-shall be•submitte&
x..04• Safety
A. The Comraotor-shall conform with all work safety requirements of pertinent regulatory agencies,and shall secure tha site for the
working conditions In compliance with the same. The Contraetor-shall erect such.sips.and other devices as are necessary for ;
the safety df the work Site,
I '
D. The Contractor shall also perform-all of the Work in accordance with applicable OSHA standards. Emphasis shall be placed '
upon the xeq*ements for entming confined spaces and working with steam. !�
1.05 Measurement and payment i
A., Measurement aid payweat for work described in ibis seodon will be made in accordance with the provisions of the secton I
identified as WASUUMMS AND PAYMENT.
1
11 ,
1
•:R'fv14R 17_.:;Xd'erf:,:M..,ry:1•:.J.t.brae•.via.tr..a_•aw...m..rle.nw.a.,..,J r..u.,..u..uaw.x�..........,.. ...�........._..._.�...,..... _.
Part 2 MATBRUM
A. Defomed/Rofo=ed Polyethylene Pipe shall be made ftora polyethyloaaxesim and it shall comply with the con classifloaft
ASTM D 3350 345434C,D or B for High Density Polyethylene(miPE), The installed liner pipe shall also meet these material
04 OlasalfloatloAs'
A h addition,the product material shall meet the ASTIV F IZ,Standard Specification for Deformed Polyethylene(PE)Liner
and ASTM 1606,Standard Pf aedc4 for Rehabilitation of Exl8ting Sewsts and Conduits with Deformed Polyethylene(PE),
UnBi.C.The minimum length of the her pipe M be doomed necessary by the installer to effectively$pan the dist=6 from
the starting manhole fo the terdnadng manhole or acdess point,unless otherwik specified, No butt fasion,joints M permitted
from the aftft manhole to the terminating manhole,
A The her shall have an Waal Standard Dimension Ratio(MR)of lio,more than 40,After installadot,the Standard Dlmeiasion
I2.ado and liner Wolmoss will vary slightly as detembed by the actual inside diameter of the host pipe, 710 continuous length
liner shall-have passed an independent 10,000 hour long term buckling teat to establish a 50 year design life for the IWeT product
utilized, r'
Material and Equipment Acceptance
I. At ift dm of manufacture,each lot of.liner shall be,inspected for defects and tested it accordance wkhASTM D 2837 and
--D 1693. A the time of installation,the liner shall be homogeneous throughout,uniform in color,free of cracks,holes,
foreign materials,blisters,or deleterious faults.
2. Fox testing Moses,aproduction lot shall cotaisvofall linen having the same marking number, It shall include,any and all
items.produced during any given work A&and must be so identified as opposed to previous of ensuing production,
L
F. Marking
L hex shall be,marked at 5-foot intervals or Im with a coded number which identifies the manufacturer,MR,size,material,
date,and Aift on which the liner was extruded.
2. At the md•of the production shift doting which a.production lot has been extruded,the marking code'on the liner shall be
-changed to indicate that Aeld time Intervals hiyo elapsed and then a now production shift has begun,
G. Chemical and Physical 7Wing
I. The EngIneor may at any time direct the manufacturer to obtain cobapovad samples and to prep=test apdolmons id
accordance with A8TM 1928. Time specimens"comply widL the tataimum propdrty values shoWn below with the
applicable,ASIM requirements,
-Matedal Property AM Method Test Velae
HDPB Tensile Strength-(break) D 638 4,500 psi
HDPB ToDa strength(yield) D 638 3,000 pal
JOB Impadt StTOAA D 256A 3.0 ft-lb/in
MPB Flexural Modules D 790 I10,OOD-1601000 P81
.AAkh The Contractor Shall 6miA-prior to use of the lining materials,satisfactory written guarantee of hU qpmpllaace with the
manufacturer's standards for all mator!A and toohniquos Wag used in t`ha deformed lining pwdeas. The Contractor shall
provide certified test results for approval by the Bnoaeor,from the manufaoturd,that the mateflal conforms with the applicable
requirements, Materials not complying with requirements shall be rejected,
go
T�7_
Part 3 Bkocudon
A. General
1. The Contractor shall,insure the oleanhes8 of the oxis*sewer prior to lasertiou of the her. AN debris and obstmodon
shall be removed, lask4loon of th6 ho shall not begin until the contractor has approval from the Bn&eer. Approval atom
the Bn&;er cannot be given until the Contractor bas established an operational method to bypass flow, Once the lining
process%as bogu,wastewater flow shall be m8ittaiaed until the lining is totally forixied and all aqvice connections have
been reopened,
2. The lines shall be constructed of-amaterial which,when installed,shall provide ajointless ad continuous structurally
sound liner able to WIthstand all imposed stadc,dya&mic and hydrostatic loads on,a long•tomi basis,
B. Design Requiredento
1. The following design requitexeAts trust be met by the Coataotor fox W method of construction:
a. The rehabilitation of the sewer main shall be performed without the need for excavation,demolition of e0bg stmetues,
and be able to reestablish user ateral services without excavation and minimize the disruptions toileighboring homes-ad
traffic, Bxcavadon for point repairs ox emergencies.shall be pqrtWtted,but only as req*ed and directed by the Engineer.
b. The�ehabffl'wed sanitary-sewers•shall have a significant reduction of infiltration.
c. The,submitted plpoU&. $method shall have stft i structural strength all ad loads,live lo a s,and ground d
water loads Imposed with the assumption that the existing pipe cannot share aay loading or wilhibute to-structural integrity
of thd her,
(L The ha shall provide the least possible thickness or decrease in pips diameter to meet the strength and other design
1equiromonts of this secdon.,
Preparation of Ustiag Sewer for Liner
1. Prior to ally Riling of a pipe so designated,It shall be the responsibility of the Contact&to remove internal deposits from
the pipeline pd to clets each section of Ape.of all foreign material as specified under the goodon identified as CLWM0 i ,
TMVI$IQN INSPECTION OF SEWER LDM.
2. bgpecioii of pipelines 64 be performed by experienced personnel tr&W in loogtitg breaks,obstacles,ad6aervico
connections by closed circuit television. The interior of the PIP I eline shall be carefully inspected to determine tha location
And ext6at:of structural falluxes, The lo6adon of any conditions which may prevent proper installation of 11*g materials
into the pipelines 4all be noted so thit these conditions can be corrected. The Contractor shall locate and designate each
service come'otion to be reinstated after lining.A video tape,and suitable inspection logs,shawl be kept for later r6ftence by
the.Contractor. Television inspection shall be In accordanoo,with the 86odon identified as'CtEANING AND TBLEVISION
INSPECTION OF SEWER LM.
3. The Cooactor,'Whon required,shall provlk for.the transfer of flow around the sooft or s6odoikt of pipe that are to b6
lined The by-pass shall be made,by diversion of-the Row from an existing up9ttam access point acid pumping the flow
into a dow" a"toam access point or adjacent system, The pump and by-pass lines shall be of adequate capacity and size to
handle the flow.The proposed bypassing systm shall meet the requirements of the section identified as PLOW CONTROL
OF-SEM LRIM,and shall be approved&advance by the Bagineer. 4D
4. The approval of the by-passing system in advance by the Engineer shall in no way r6hel►e,the Contractor of big
responsibility and/or public liability,
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hasiib
Emerg
A e s e mest
't c.t Intbrthatf6iii
Date: May 23, 2013 Requestor: Mike Alvarez °
Location of Emergency: 26tN Street/Pinetree Drive Requesting Department: Public Works Operations
Using Vaccon Trucks to Public Works
Required Goods/Services: Repairs to Sanitary Sewer Main Contact No.: (786)367-6109
(24 inch Diameter Clay Pipe)
;Aurebf
Emergency call to Envirowaste Group Service Group for hauling waste water with four(4)vacuum trucks
on April 16-20, 2013. The emergency was due to Lanzo Construction excavating at 26th Street and
Pinetree Drive for the Stormwater Pump Station foundation. Lanzo trackhoe hit an existing 24 inch
diameter clay pipe causing serious damages. The hauling of the sewer vacuum truck was taken to Pump
Station 28 until the sanitary clay pipe was repaired by Lanzo Construction. Unfortunately,the Sewer GIS
map&atlas plans/records,did not coincide with the exact location of the 24 inch sanitary clay pipe.
1,11111 1111 jj1111:=g.j4 1*13
Proposed Vendor(attach detail If multiple vendors): Estimated Cost(if known):
Envirowaste Group Services, Inc. $34,200.00 (Acct.#425-0420-000325)
Describe How&Why Recommended Vendors)Selected:
Emergency Call. Response time within 30 minutes.
City Code Sec.2.396..Emergency Purchases:
(a) City Manager. In case of an apparent emergency requiring immediate purchase of supplies or contractual service, the city manager shall be
empowered to-authorize the procurement director-to--secure-by open-market procedure-at-the lowest obtainable-price,-any supplies or contractual—. — —
services not exceeding $25,000,00. The city manager has the authority to act in the case of an emergency that might affect the health,safety and
welfare of the city.Such action shall be reported at the next regular meeting of the city commission when supplies or services exceed$25,000,00,
(b) Head of Department. In case of actual emergency, and with the prior consent of the procurement director,:and the prior approval of the city
manager,the head of any using agency may purchase directly any supplies whose immediate procurement is essential to prevent delays in the work of
the using agency that may vitally affect the life,health or convenience of citizens.The head of such using agency shall send to the procurement director
a requisition and a copy of the delivery record,together with a full written report of the circumstances of the emergency.
V4 i
•
SIGNATUR SIGNAT SIGNAT E: GNATURE:
DATE: DATE DATE: DATE
& aN4TW4
0 tip 011 il=
A
1
. o . i MIAMIBEACH_
A ! ! ° • •
No.:
Contact • o
Date: Requestor:
June 11, 2013 Eric Carpenter,Public Works Director
Location of Emergency: Requesting Department:
nth St. Parking Garage Public Works/Property Management
Required Goods/Services: Contact No.:
Elevator Equipment 305-673-7080
Describe Type(threat to public's life,health,welfare or significant loss of property)and Details of Emergency(Attach additional detail,if
necessary,and all available documentation justifying emergency declaration.):
An elevator at the 7th St. Parking Garage was shut-down by the City's elevator inspection section due to a
hazardous condition that developed in the structural integrity of the elevator cab. Over time, progressive
water intrusion damage to the structural elements of the elevator car caused extreme corrosion that
resulted in a condition that made the elevator unsafe to remain in service.
Previous to the elevator being placed out of service, and due to continuing elevator maintenance issues
on all three of the 7th St. Garage elevators, caused in part by the salt-air environment of the location,
Property Management placed a purchase request with Procurement in April to issue and Invitation To Bid
(ITB)to address the continuing elevator maintenance and shutdown issues. i
i
On May 10, 2013, the City's Procurement Department issued ITB# 183-2013-MFR to solicit bids to repair i
and modernize the three elevators at the 7th St. Parking Garage. Upon bid opening on June 5, 2013, it
was determined that Oracle Elevator, Inc. was the lowest and best bidder to perform the repair and
modernization of the elevators.Total project cost is$149, 890.00 I
The 7th Street Parking Garage is a fully-utilized public use facility and the two remaining operational
i
elevators are being heavily utilized and require extensive minor repairs in order that they remain in
service. Additionally, the public/private parking agreement In the facility requires the City to provide
elevator services for the tenants and customers of the retail establishments located on the ground floor of
the parking garage facility.
Due to the fact that the next City Commission meeting is scheduled for July 17th, it would unduly burden
the tenants of the facility and the public to await Commission approval to proceed with the award of the
repair contract and an undue delay in beginning the needed repairs.
vdiidorisl
Proposed Vendor(attach detail If multiple vendors): Estimated Cost(If known):
Oracle Elevator, Inc. 1 $149, 890.00
Describe How&Why Recommended Vendor(s)Selected: j
Lowest and best bidder arrived at by Public Bid (ITB#183-2013-MFR)
I
City Code Sec.2-396.-Emergency Purchases: �II
(a) City Manager. In case of an apparent emergency requiring immediate purchase of supplies or contractual service, the city manager shall be 1
empowered to authorize the procurement director to secure by open market procedure at the lowest obtainable price, any supplies or contractual
services not exceeding $25,000.00. The city manager has the authority to act in the case of an emergency that might affect the health,safety and
welfare of the city.Such action shall be reported at the next regular meeting of the city commission when supplies or services exceed$25,000,00.
(b) Head of Department. In case of actual emergency,and with the prior consent of the procurement director, and the prior approval of the city
manager,the head of any using agency may purchase directly any supplies whose immediate procurement is essential to prevent delays in the work of
the using agency that may vitally affect the life,health or convenience of citizens.The head of such using agency shall send to the procurement director
a requisition and a copy of the delivery record,together with a full written report of the circumstances of the emergency.
SIG UR SIGNATURE 1I ATPR� SI NATURE:
BATE: ! ` DATE: DATE:� j f t�Q I� D TE: t77
i
REPORT OF THE ITEMIZED REVENUES AND
EXPENDITURES OF THE
MIAMI BEACH REDEVELOPMENT AGENCY'S
CITY CENTER DISTRICT
SOUTH POINTE
(PRE-TERMINATION CARRY FORWARD BALANCES)
FOR THE MONTH OF
MAY 2013
Agenda Item F
Date
MIAMI BEACH
City of Miami Beath, 1700 Convention Center Drive, Miami Beach, Florida 33139,www.miamibeachfl.gov
REDEVELOPMENT AGENCY MEMORANUM
TO: Chairperson and Members of the
Miami Beach Redevelopment Agency
FROM: Jimmy L. Morales, Executive Director
DATE: July 17, 2013
SUBJECT: Report of the Itemized Revenues a d Expenditures of the Miami Beach
Redevelopment Agency's City Centel. District and the South Pointe (Pre-
Termination Carry Forward Balances) for the Period Ended May 31, 2013.
On July 15, 1998 the Chairman and Members of the Board of the Miami Beach
Redevelopment Agency resolved that an itemized report of the revenues and
expenditures of the Miami Beach Redevelopment Agency, with. respect to each
redevelopment area, would be made available to the Chairman and Members of the
Board of the Miami Beach Redevelopment Agency at the end of each month. Further, it
was resolved that such report would be made available no later than five days prior to
the second regularly scheduled Redevelopment Agency meeting in the month
immediately following the month for which such report is prepared and that the report
would be placed on the Redevelopment Agency Agenda for the second meeting of each
month as a discussion item. Because the distribution date for the second Commission
meeting of some months falls prior to our receipt of bank statements for the month, we
advised on October 21, 1998, that beginning with the report for the month ending
October 31, 1998 all monthly Redevelopment Agency reports would henceforth be
included as part of the agenda for the first Commission meeting of each month.
As of September 30, 2005, the South Pointe Redevelopment District ceased to be a
redevelopment area within the Miami Beach Redevelopment Agency's jurisdiction. At
that point, the City of Miami Beach assumed the responsibilities for the South Pointe
Area. This report will continue to summarize the capital expenditures incurred for the
South Pointe construction projects that have been appropriated as of September 30,
2005 and that are being paid from the remaining RDA South Pointe TIF balance.
The attached material includes the following:
Section A—South Pointe (Pre-Termination Carry Forward Balances)
• Summary of Cash Basis Transactions by Project and by Expenditure Type for the
Fiscal Years Ended September 30, 1988 through 2012 and the Period ended
May 31, 2013
• Check and Wire Transfer Register Sorted by Project and Type of Expenditure for
the Period Ended May 31, 2013
• Summary of Capital Projects with Current Year Expenditures
Section B—City Center District
• Summary of Cash Basis Transactions by Project and by Expenditure Type for the
Fiscal Years Ended September 30, 1988 through 2012 and.the Period ended
May 31, 2013
• Check and Wire Transfer Register Sorted by Project and Type of Expenditure for
the Period Ended May 31, 2013
• Summary of Capital Projects with Current Year Expenditures
JLM:PD "Ov� p
I
SOUTH POINTE
(PRE-TERMINATION CARRY FORWARD BALANCES)
FINANCIAL INFORMATION
FOR THE PERIOD ENDED
MAY 31 , 2013
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfi.gov
REDEVELOPMENT AGENCY MEMORANUM
TO: Jimmy L. Morales, City Manager
FROM: Patricia D. Walker, Chief Financial Officer
A`X
DATE. July 17, 2013 A
SUBJECT: South Pointe Financial Information for the Month Ended May 31, 2013
At the July 15, 1998 Commission/Redevelopment Agency meeting a request was made for
monthly financial information for the South Pointe Redevelopment District. As of September
30, 2005, the South Pointe Redevelopment District ceased to be a redevelopment area
within the Miami Beach Redevelopment Agency's jurisdiction. However, this report will
continue to summarize the capital expenditures incurred for the South Pointe construction
projects that have been appropriated as of September 30, 2005 and that are being paid from
the remaining RDA South Pointe TIF balance (pre-termination carry forward balances). The
information has been compiled and is attached.
Historical Cash Basis Financial Information
The summary report included in the attached material reflects that during the period from
October 1, 1987 through May 31, 2013 approximately $120,030,000 of revenues were
received in the South Pointe Area.
The primary sources of these revenues included:
Incremental Ad Valorem tax $ 94,048,269
Bond proceeds 6,860,000
Land sale 5,187,944
Interest income 8,219,603
Rental income 3,169,547
Loan from the City of Miami Beach 1,000,000
State grant 350,000
Various sources 1,194,504
$ 120,029,867
The opening cash balance for October 1, 1987 was approximately $1,042,000; therefore,
the total amount of funds available for the period was approximately $121,000,000.
We are committed to providing excellent public service and safety to all who live, work, and play in our vibrant tropical, historic community.
I
On the expenditure side, approximately $111,307,000 has been expended from October 1,
1987 through May 31, 2013.
These approximate expenditures were primarily made in the following areas:
Cobb/Courts Project $ 16,384,670
Debt Service Payments 14,028,441
Portofino Project 12,330,291
South Pointe Streetscape/Park 37,035,258
Administrative Costs 7,375,252
SSDI Project 6,446,941
Marina Project 5,913,256
Community Policing 2,465,482
Washington Avenue 1,541,983
Carner-Mason Settlement and Other Reimbursements 1,044,733
Miami Beach Community Development Corporation Funding 1,500,000
Agreement—530 Meridian Building —Affordable Housing
Other Project Costs 5,240,509
$ 111,306,816
The cash balance as of May 31, 2013 is approximately $9,765,000. This balance consisted
of the following amounts:
Cash Balance $ 343,346
Investments Balance 9,421,434
$ 9,764,780
JLM:PDW:sp
We are committed to providing excellent public service and safety to all who live, work, and ploy in our vibrant, tropical, historic community.
SUMMARY OF
CASH BASIS TRANSACTIONS
FOR THE PERIOD ENDED
MAY 31 , 201.3
RDA South • • • Balances,
Summary,of Cash Basis Transactions by Project
Fiscal Years 1988 0
RDA-South Pointe
Pre-Termination
RDA-South Pointe Balances Carry Forward Total
Prior Years FY 2013 Rev./Expend.
OPENING CASH/INVSTMT BALANCE $ 1,041,730 $ 9,836,688
.REVENUE
- Tax increment-City 55,162,212 - $ 55,162,212
- Tax increment-County 37,562,671 - 37,562,671
- Tax increment(Interest)-County 26,627 - 26,627
- Tax increment-Children's Trust 1,296,759 - 1,296,759
- Bond proceeds 6,860,000 - 6,860,000
- Cobb Partners-Closing Parcel 1,2 5,187,944 - 5,187,944
- Marina rental income 3,169,547 - 3,169,547
- Interest income 8,192,835 26,768 8,219,603
- Loan from City 1,000,000 - 1,000,000
- Grants(Fla. Inland Navig.;shoreline restore.) 350,000 - 350,000
- Other Grants 5,000 - 5,000
- St.sales tax(receipt-income for pmt.to St) 209,358 - 209,358
- Daughters of Israel contrib.-reloc. Mikvah 28,000 - 28,000
- Consulting fee refund-Rahn S.Beach 27,026 - 27,026
- Olympus Hldg.-reimb. Portofino advertsg. 24,405 - 24,405
- Mendelson environ.reimb./refund 10,000 - 10,000 '
- Regosa Engineering refund-Marina 8,500 - 8,500
- Portofino DRI Payment from Greenberg T. 121,531 - 121,531
- Payment received from Greenberg T.for CMB 23,500 - 23,500
- Payment received from Olympus Holdings, Inc. 96,276 - 96,276
- Payment received from Marquesa, Inc. 2,000 - 2,000
- Contribution from Continuum II for S. Pointe Park 200,000 - 200,000
- Cost of asbestos remediation reimb.-Cobb 5,800 - 5,800
- Miscellaneous income 8,267 - 8,267
- Galbut&Galbut contrib.-reloc. Mikvah 3,500 - 3,500
- Murano Two,Ltd-Cash Bond per Agreement 242,000 - 242,000
- Other(void ck; IRS refund;Am.Bonding) 179,341 - 179,341
Total Revenues 120,003,099 26,768 $ 120,029,867
RDA South Pointe Balances
Surnmary of Cash Basis • by Project
Fiscal Y6a_rs 1'988 0
RDA-South Pointe
Pre-Termination
RDA-South Pointe Balances Carry Forward Total
Prior Years FY 2013 Rev./Expend.
EXPENDITURES
PROJECTS
Cobb/Courts (16,384,670) - (16,384,670)
Marina (5,913,256) - (5,913,256)
Portofino (12,330,291) - (12,330,291)
South Pointe Streetscape (36,998,033) (37,225) (37,035,258)
SSDI (6,446,941) - (6,446,941)
Fifth St.Beautification (300,000) - (300,000)
Beach Colony(I'scape/stscape/site imprvnit) (80,912) - (80,912)
Marriott (53,061) - (53,061)
Washington Ave. (1,541,983) - (1,541,983)
Washington Ave Surface Lot (280,790.00) - (280,790)
Design guidelines (43,708) - (43,708)
MBTMA/Mobility (32,225) - (32,225)
S. Pointe Zoning (20,819) - (20,819)
Alaska Baywalk (218,323) - (218,323)
Victory/Community Gardens (174,477) - (174,477)
Washington Park (50,590) - (50,590)
Water/Sewer Pump Station Upgrade (1,064,020) - (1,064,020)
Flamingo S. Bid A R.O.W. (402,639) - (402,639)
Flamingo Neigh-Lummus (428,246) - (428,246)
Potamkin Project (318,525) - (318,525)
Lummus Park (103,916) - (103,916)
Wayfinding Projcet (176,481) (600) (177,081)
Jewish Museum of Florida (500,000) - (500,000)
MBCDC Loan-530 Meridian Bldg. (1,500,000) - (1,500,000)
6th&Lenox Infrastructure Project (772,450) - (772,450)
Beachwalk II Project (109,661) (48,934) (158,595)
Miscellaneous (60,132) - (60,132)
Total Projects (86,306,149) (86,759) (86,392,908)
ADMINISTRATIVE (7,363,336) (11,916) (7,375,252)
DEBT SERVICE/LOAN REPAYMENT (14,028,441) - (14,028,441)
South Pointe Balances
Summary of Cash Basis • • •
Fiscal Years 1988 - e
RDA-South Pointe
Pre-Termination
RDA-South Pointe Balances Carry Forward Total
Prior Years FY 2013 Rev./Expend.
MISCELLANEOUS
Carner Mason settlement (946,163) - (946,163)
City of Miami Beach(reimburse water main) (74,067) - (74,067)
Miscellaneous (24,503) - (24,503)
(1,044,733) - (1,044,733)
COMMUNITY POLICING (2,465,482) - (2,465,482)
TOTAL EXPENDITURES (111,208,141) (98,675) $ (111,306,816)
ENDING CASH/INVSTMT.BALANCE $ 9,836,688 $ 9,764,781
South '• nation
Summary of o •y Fxpenditure Type
Fiscal Years 1988-2013
RDA-South Pointe
Pre-Termination
RDA-South Pointe Balances Cary Forward Total
Prior Years FY 2013 Rev./Expend.
OPENING CASH/INVSTMT BALANCE $ 1,041,730 $ 9,836,688
REVENUE
- Tax increment-City 55,162,212 - $ 55,162,212
- Tax increment-County 37,562,671 - 37,562,671
- Tax increment(Interest)-County 26,627 - 26,627
- Tax increment-Children's Trust 1,296,759 - 1,296,759
- Bond proceeds 6,860,000 - 6,860,000
- Cobb Partners-Closing Parcel 1,2 5,187,944 - 5,187,944
- Marina rental income 3,169,547 - 3,169,547
- Interest income 8,192,835 26,768 8,219,603
- Loan from City 1,000,000 - 1,000,000
- Grants(Fla.Inland Navig.;shoreline restore.) 350,000 - 350,000
- Other Grants 5,000 - 5,000
- St.sales tax(receipt-income for pmt.to St) 209,358 - 209,358
- Daughters of Israel contrib.-reloc.Mikvah 28,000 - 28,000
- Consulting fee refund-Rahn S.Beach 27,026 - 27,026
- Olympus Hldg.-reimb.Portofino advertsg. 24,405 - 24,405
- Mendelson environ.reimb./refund 10,000 - 10,000
- Regosa Engineering refund-Marina 8,500 - 8,500
- Portofino DRI Payment from Greenberg T. 121,531 - 121,531
- Payment received from Greenberg T.for CMB 23,500 - 23,500
- Payment received from Olympus Holdings,Inc. 96,276 - 96,276
- Payment received from Marquesa,Inc. 2,000 - 2,000
- Contribution from Continuum II for S.Pointe Park 200,000 - 200,000
- Cost of asbestos remediation reimb.-Cobb 5,800 - 5,800
- Miscellaneous income 8,267 - 8,267
- Galbut&Galbut contrib.-reloc.Mikvah 3,500 - 3,500
- Murano Two,Ltd-Cash Bond per Agreement 242,000 - 242,000
- Other(void ck;IRS refund;Am.Bonding) 179,341 - 179,341
Total Revenues 120,003,099 26,768 $ 120,029,867
Expenditures
Land acquisition (9,444,065) = (9,444,065)
Legal fees/costs (9,392,304) - (9,392,304)
Professional services (17,986,772) - (17,986,772)
Construction (30,990,748) (86,759) (31,077,507)
Utilities relocation (1,873,213) - (1,873,213)
Environmental (416,044) - (416,044)
Submerged land lease (2,017,803) - (2,017,803)
Lease agreements (6,863,371) - (6,863,371)
Miscellaneous (3,500,194) - (3,500,194)
Property Taxes (389,260) - -(389,260)
Common Area Maintenance (131,140) - (131,140)
Administration (7,363,336) (11,916) (7,375,252)
Debt Service/loan repayment (14,028,441) - (14,028,441)
Refund of Cash Bond (242,000) - (242,000)
Miscellaneous Project Costs (2,103,968) - (2,103,968)
Grant (500,000) - (500,000)
MBCDC Loan-530 Meridian Bldg. (1,500,000) - (1,500,000)
Community Policing (2,465,482) - (2,465,482)
(111,208,141) (98,675) $ (111,306,816)
ENDING CASH/INVSTMT.BALANCE $ 9,836,688 $ 9,764,781
CHECK & WIRE TRANSFER
REGISTER
SORTED BY
PROJECT 8 TYPE OF
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MAY 31 , 2013
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ATTACHMENT f°A"
SUMMARY OF
CAPITAL PROJECTS
WITH
CURRENT YEAR EXPENDITURES
SUMMARY OF CAPITAL PROJECTS
CURRENT YEAR EXPENDITURES
South Pointe
Citywide Wayfinding SiQnne System(PA: trcwayfind)
This Project includes citywide wayfinding signage, and
identification system, this project is to enhance Mobility
throughout the City.
Project Management Department: Public Works
Total Project Cost: $2,012,481
Total CRA participation: $239,440
Source: Pg. 670 - Capital Improvement Plan and FY 12/13 Capital
Budget
South Pointe Streetscape Improvements Phase III-V
This project includes the installation of new stormwater
infrastructure within priority Basin 1 to meet the Master Plan
recommended level of service. The project limits are bounded by
Ocean Drive to the East and Alton Road to the West, and includes:
1 st Street between Alton and Ocean, Commerce Street from Alton to
Washington, Ocean Drive, Ocean Court from 5`" to South Pointe
Drive, Collins Avenue and Collins Court from 5t" to South Pointe
Drive, South Pointe Drive, Jefferson Avenue between South Pointe
Drive and 1St, and other adjacent alleys,roadways and rights of way.
Project Management Department: CIP Office
Total Project Cost: $25,603,389
Total CRA participation: $4,927,566
Capital Improvement Plan and FY 08/09 Capital Budget
Page 1 of 2
I,
I
SUMMARY OF CAPITAL PROJECTS
CURRENT YEAR EXPENDITURES
South Pointe (Continued)
Beachwalk II
The Beachwalk II project will establish a southern link between
Lummus Park and South Pointe Park. Beachwalk II will be a 0.6
mile path running North-South, west of the dune system and east of
Ocean Drive. The project will include an extensive dune
enhancement component including use of turtle friendly
lighting, removal of invasives, planting of native plants, dune
fill, rope and post, and sand fencing. Additional objectives of
the project includes physical improvements to support
multimodal transportation, link bicycle and pedestrian
destinations, increase pedestrian and bicycle safety, improve
trail network connectivity, eliminate barriers that prevent
bicycle trips, and develop future bikeway corridors.
Project Management Department: Public Works
Total Project Cost: $4,736,731
Total CRA participation: $2,800,600
Capital Improvement Plan and FY 09/10 Capital Budget
For more information about South Pointe Capital Projects please refer to:
http://web.miamibeachfl.gov/excellence/scroll.aspx?id=18274
Page 2 of
CITY CENTER
REDEVELOPMENT DISTRICT
FINANCIAL INFORMATION
FOR THE PERIOD ENDED
MAY 31 , 2013
NAIAMI BEACH
City of Miami Beath, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov
REDEVELOPMENT AGENCY MEMORANUM
TO: Jimmy L. Morales, City Manager
FROM: Patricia D. Walker, Chief Financial Officer
DATE: July 17, 2013
SUBJECT: City Center Redevelopment District Financial Information
For the Period Ended May 31, 2013
At the July 15, 1998 Commission/Redevelopment Agency meeting a request was made
for monthly financial information for the City Center Redevelopment District. The
information has been compiled and is attached.
Historical Cash Basis Financial Information
The summary report included in the attached material, reflects that during the period
from October 1, 1993 through May 31, 2013 approximately $640,829,000 of revenues
were received in the City Center District of the Redevelopment Agency ("RDA"). The
primary sources of these revenues included approximately:
Ad Valorem tax $ 335,784,019
Bond proceeds 108,779,453
Loews Hotel Exercise Option 27,498,975
Resort tax contributions 48,485,272
Draws from the line of credit from the City of Miami Beach 19,190,000
Anchor Garage receipts 32,454,233
Pennsylvania Garage receipts 1,568,688
Royal Palm Land Sale 12,562,278
Interest income 20,535,608
Loews Ground Lease receipts 8,234,784
Anchor Shops receipts 8,207,528
Pennsylvania Shops receipts 465,709
Loan from the City of Miami Beach 3,000,000
Contributions from GMCVB toward debt service payments 2,700,000
Reimbursements from other state and local agencies 1,975,762
Contribution from CMB Parking Department 700,000
RDP Royal Palm Ground Lease receipts 470,222
Contribution from New World Symphony 250,000
Cost of Issuance Proceeds-Series 2005 402,221
From Various Sources 7,564,379
Total Revenues $ 640,829,131
On the expenditure side, approximately $541,762,000 has been expended from October
1, 1993 through May 31, 2013.
These approximate expenditures were primarily made in the following areas:
Debt Service Payments $ 169,868,657
Convention Center Hotel Project (Loews Hotel) 61,516,007
Lincoln Road/Bass Museum Loan Repayment to CMB 30,467,142
Hotel Garage Project 18,247,976
African-American Hotel Project 12,968,666
Collins Park Cultural Center 17,324,578
Colony Theater 6,554,191
Anchor Garage Operations 22,430,478
Pennsylvania Garage Operations 1,303,160
Pennsylvania Shop Operations 361,100
Administrative Costs 22,313,628
Beachwalk Project 5,233,711
Miami City Ballet 5,859,594
Community Policing 25,981,154
Secondary Pledge Repayments (Resort Tax) 2,385,000
Washington Avenue Streetscapes 3,198,183
Lincoln Road Project 1,443,063
Water& Wastewater Pump Station 1,228,541
R.O.W. Improvements 2,356,207
New World Symphony Grant-In-Aid 15,000,000
Capital Projects Maintenance 13,784,624
City Center Greenspace Management 549,029
South Beach Area Property Management 2,744,909
Anchor Shops Operations 2,116,845
Cost of Issuance-Series 2005A&B 375,047
Movie Theater Project 182,200
Purchase of the Barclay, the Allen and the London House for
M BCDC 14,154,643
Washington Avenue Bridge Restoration Loan
($630,987— Refunded) 700,000
Other Project Costs 81,113,521
Total Expenditures $ 541,761,854
The cash balance as of May 31, 2013 is approximately $99,067,000. This balance
consisted of the following amounts:
Cash Balance $ 27,615,247
Investments Balance 62,927,782
Debt Service Reserves 8,524,248
$ 99,067,277
.JLM:PDW:sp
SUMMARY OF
CASH BASIS TRANSACTIONS
FOR THE PERIOD ENDED
MAY 31 , 2013
Redevelopment ' • -ncy-City Center/Historic Convention ge
Summary of Cash Basis Transactions by o
Fiscal Years •e , -2013
Total
Prior Years FY 2013 Rev./Expend.
OPENING CASH/INVESTMENT BALANCE $ $ 83,904,949
REVENUE
- Tax increment-County 134,949,502 29,526,081 $ 164,475,583
- Tax increment-City 159,546,442 - 159,546,442
- Tax increment (Interest)-County 19,057 - 19,057
- Tax increment-Children's Trust 10,172,532 1,570,405 11,742,937
- Bond proceeds 108,779,453 - 108,779,453
- Rental income 273,899 15,417 289,316
- Anchor Garage receipts 30,462,133 1,815,850 32,277,983
- Anchor Garage deposit card receipts 30,788 - 30,788
- Anchor Shops rental income 7,662,467 450,104 8,112,571
- Anchor Shops rental deposits 88,241 6,716 94,957
- Pennsylvania Garage receipts 1,096,240 472,208 1,568,448
- Pennsylvania Garage deposit card receipts 240 - 240
- Pennsylvania Shops rental income 143,777 150,550 294,327
- Pennsylvania Shops rental deposits 171,382 - 171,382
- Legal settlement 100,000 - 100,000
- Loews Facility Use/Usage Fee 126,504 18,958 145,462
- Loews Ground Lease Receipts 8,234,784 - 8,234,784
- Loew Hotel-exercise option 27,498,975 - 27,498,975
- RDP Royal Palm Ground Lease Receipts 470,222 - 470,222
- RDP Royal Palm-Sale of Land 12,562,278.00 - 12,562,278
New World Symphony Contribution 250,000.00 - 250,000
- Interest income 20,176,581 359,027 20,535,608
- Resort tax contributions 44,675,399 3,809,873 48,485,272
- Cost of Issuance Proceeds-Series 2005 402,221 - 402,221
- Bid deposits-hotels 375,000 - 375,000
- Bid deposits-cinema 100,000 - 100,000
Loan from City 3,000,000 - 3,000,000
- Line of credit from City 19,190,000 - 19,190,000
- Cultural Campus 1,975,762 - 1,975,762
- St.Moritz Hotel-refund/reimbursement 925,450 - 925,450
- Reimbursements(GMCVB/RE taxes/Grants) 3,864,530 - 3,864,530
- St.sales tax(receipt-income for pmt.to St) 2,371,561 - 2,371,561
- Miami City Ballet environmental clean-up 31,698 - 31,698
- Miami City Ballet Lease/Maint k 36,667 36,667
- Anchor Garage insurance reimbursement 26,170 - 26,170
- Real Estate taxes refund 299,056 - 299,056
- Refund from Dept.of Mgmt Services 154,913 2,952 157,865
- Refund-Loews-Water/Sewer Impact Fees 348,319 - 348,319
- Refund-Police Salaries and Wages 799,812 44,691 844,503
- Miscellaneous/Prior Year Refunds&Voids 1,116,157 78,087 1,194,244
TOTAL REVENUE 602,471,545 38,357,586 $ 640,829,131
EXPENDITURES
PROJECTS
African-American Hotel (12,968,666) - (12,968,666)
Convention Hotel (61,516,007) - (61,516,007)
Hotel Garage-Construction (18,247,976) - (18,247,976)
Movie Theater Project (182,200) - (182,200)
Lincoln Road (1,443,063) - (1,443,063)
Beachwalk (5,233,711) - (5,233,711)
Collins Park Cultural Center (17,324,578) - (17,324,578)
Bus Prop.Ctr. (159) - (159)
I
Redevelopment Agency-City Centerfflistorib:Conve'ntion Village
Summary of Cash Basis 0 by Project.
Fiscal Years 1994 '
Total
Prior Years FY 2013 Rev./Expend.
Chamber of Commerce Relocation Study (2,000) - (2,000)
Colony Theater (6,554,191) - (6,554,191)
Construction of Library (14,586) - (14,586)
East/West Corridor (88) - (88)
Electrowave (3,161) - (3,161)
Garden Center (93) - (93)
Guidelines (12,450) - (12,450)
Old City Hall (499) - (499)
17th Street Surface Lot (256,887) - (256,887)
10A Surface Lot-Lennox (382,854) - (382,854)
Streetscapes (324,849) - (324,849)
6th Street Streetscape (577) - (577)
Botanical Gardens (356,552) - (356,552)
Transportation Mobility Study (32,225) - (32,225)
Convention Center Storm Water Improve. (1,894,198) (99,834) (1,994,032)
New World Symphony (21,308,476) - (21,308,476)
New World Symphony Park Project (14,440,890) - (14,440,890)
Washington Avenue Streetscape (3,198,183) - (3,198,183)
Rotunda (101,122) - (101,122)
R.O.W. Improvements (2,356,207) - (2,356,207)
Flamingo(16 St.Corridor) (4,721) - (4,721)
Flamingo Neigh.South-Bid A (10,186) - (10,186)
Flamingo Neigh.Lummus-Bid B (456,047) - (456,047)
Flamingo Bid C-N/E/W Neigh. - (13,877) - (13,877)
Beachfront Restrooms (431,147) - (431,147)
Water&Wastewater Pump Station (1,228,541) - (1,228,541)
Miami City Ballet (5,757,729) (101,865) (5,859,594)
Wayfinding Project (330,819) (2,400) (333,219)
West Ave/Bay Road Neigh. Improve. (687,720) - (687,720)
Multi-Purpose Building Adj.City Hall (14,681,273) (59,790) (14,741,063)
Bass Museum (488,175) - (488,175)
Bass Museum Hydraulic (2,750) - (2,750)
Bass Museum HVAC Improvement - (142,781) (142,781)
Purchase of the Barclay,the Allen and the
London House for MBCDC (14,154,643) - (14,154,643)
Alleyway Restoration Program (221,632) - (221,632)
Lincoln Road Between Lennox and Alton (6,151,710) - (6,151,710)
Lincoln Road Between Collins/Washington (800,321) (199,004) (999,325)
Lincoln Road Fountain (4,484) - (4,484)
Lincoln Road Mall Accent Light (90,446) (90,446)
Lincoln Road Landscaping (3,959) (3,959)
Lincoln Road Uplighting (7,820) (7,820)
Little Stage Complex (287,813) - (287,813)
Preferred Parking Surface Lot (526,649) - (526,649)
Tree Wells Pilot Project (409,571) - (409,571)
Washington Ave.Bridge Restoration Loan (700,000) - (700,000)
Collins Canal Enhancement Project (516,725) (182,314) (699,039)
Collins Park Parking Garage (209,083) (5,238,926) (5,448,009)
CCHV Neighborhood Improvements (8,376,628) (806,829) (9,183,457)
21 St Street Recreation Center Repairs - (14,901) (14,901)
Animal Waste Dispensers&Receptacles (25,000) - (25,000)
Trash Receptacles (11,440) (11,440)
Pedestrian Countdown Signals (54,868) - (54,868)
Maze Project-21 st Street&Collins (135,000) - (135,000)
Directory Signs in City Center ROW (10,612) - (10,612)
24"PVC Sanitary Sewer Improvements (275,587) - (275,587)
Bicycle Parking Project (9,013) - (9,013)
Total Projects (225,118,772) (6,962,309) (232,081,081)
Redevelopment Agency Convention Village
Summary O Cash Basi&Transactions by Project
Fisca] Years 1-994 '
Total
Prior Years FY 2013 Rev./Expend.
NEW WORLD SYMPHONY GRANT-IN-AID (15,000,000.00) - (15,000,000)
CAPITAL PROJECTS MAINTENANCE (12,382,462.00) (1,402,162) (13,784,624)
CITY CENTER GREENSPACE
MANAGEMENT (288,383) (260,646) (549,029)
SOUTH BEACH AREA PROPERTY
MANAGEMENT (2,515,073) (229,836) (2,744,909)
ADMINISTRATION (19,564,324) (2,749,304) (22,313,628)
COST OF ISSUANCE-SERIES 2005A&B (375,047) - (375,047)
DEBT SERVICE/LOAN REPAYMENT (165,555,508) (6,698,149) (172,253,657)
CITY OF MIAMI BEACH/LOAN REPAYMENT (30,467,142) - (30,467,142)
ANCHOR GARAGE OPERATIONS (20,549,033) (1,881,445) (22,430,478)
ANCHOR SHOPS OPERATIONS (2,025,948) (90,897) (2,116,845)
PENNSYLVANIA GARAGE OPERATIONS (864,368) (438,792) (1,303,160)
PENNSYLVANIA SHOPS OPERATIONS (316,766) (44,334) (361,100)
COMMUNITY POLICING (23,543,770) (2,437,384) (25,981,154)
TOTAL EXPENDITURES (518,566,596) (23,195,258) $ (541,761,854)
ENDING CASH/INVSTMT.BALANCE $ 83,904,949 $ 99,067,277
Redevelopment Agency-City Center!Histori'c Convention Village
Surnrnary of Cash Basis Transacti6ns by Expenditure •
Fiscal Years 1R94- 0
Total
Prior Years FY 2013 Rev./Expend.
OPENING CASH/INVESTMENT BALANCE $ $ 83,904,949
REVENUE
- Tax increment-County 134,949,502 29,526,081 $ 164,475,583
- Tax increment-City 159,546,442 - 159,546,442
- Tax increment (Interest)-County 19,057 - 19,057
- Tax increment-Children's Trust 10,172,532 1,570,405 11,742,937
- Bond proceeds 108,779,453 - 108,779,453
- Rental income 273,899 15,417 289,316
- Anchor Garage receipts 30,462,133 1,815,850 32,277,983
- Anchor Garage deposit card receipts 30,788 - 30,788
- Anchor Shops rental income 7,662,467 450,104 8,112,571
- Anchor Shops rental deposits 88,241 6,716 94,957
- Pennsylvania Garage receipts 1,096,240 472,208 1,568,448
- Pennsylvania Garage deposit card receipts 240 - 240
- Pennsylvania Shops rental income 143,777 150,550 294,327
- Pennsylvania Shops rental deposits 171,382 - 171,382
- Legal settlement 100,000 - 100,000
- Loews Facility Use/Usage Fee 126,504 18,958 145,462
- Loews Ground Lease Receipts 8,234,784 - 8,234,784
- Loew Hotel-exercise option 27,498,975 - 27,498,975
- RDP Royal Palm Ground Lease Receipts 470,222 - 470,222
- RDP Royal Palm-Sale of Land 12,562,278 - 12,562,278
- New World Symphony Contribution 250,000 - 250,000
- Interest income 20,176,581 359,027 20,535,608
- Resort tax contributions 44,675,399 3,809,873 48,485,272
- Cost of Issuance Proceeds-Series 2005 402,221 - 402,221
- Bid deposits-hotels 375,000 - 375,000
- Bid deposits-cinema 100,000 100,000
- Loan from City 3,000,000 - 3,000,000
- Line of credit from City 19,190,000 - 19,190,000
- Cultural Campus 1,975,762 - 1,975,762
- St.Moritz Hotel-refund/reimbursement, 925,450 - 925,450
- Reimbursements(GMCVB/RE taxes/Grants) 3,864,530 - 3,864,530
- St.sales tax(receipt-income for pmt.to St) 2,371,561 - 2,371,561
- Miami City Ballet environmental clean-up 31,698 - 31,698
- Miami City Ballet Lease/Maint 36,667 36,667
- Anchor Garage insurance reimbursement 26,170 - 26,170
- Real estate taxes refund 299,056 - 299,056
- Refund from Dept.of Mgmt Services 154,913 2,952 157,865
- Refund-Loews-Water/Sewer Impact Fees 348,319 - 348,319
- Refund-Police Salaries and Wages 799,812 44,691 844,503
- Miscellaneous/Prior Year Refunds&Voids 1,116,157 78,087 1,194,244
TOTAL REVENUE 602,471,545 38,357,586 $ 640,829,131
EXPENDITURES
Administrative fees (31,684) - (31,684)
Appraisal fees (125,368) - (125,368)
Bid refund (230,000) - (230,000)
Board up (60,758) - (60,758)
Bond costs (211,440) - (211,440)
Building permit fees (173,269) - (173,269)
Construction (54,909,513) - (54,909,513)
Delivery (2,995) - (2,995)
Demolition (203,195) - (203,195)
Electric service (1,976) - (1,976)
Environmental (354,908) - (354,908)
Equipment rental (55,496) - (55,496)
Hotel negotiation consultant (849,243) - (849,243)
Redevelopment •-ncy-City Center/Historic Convention ge
Summaryof Cash Basis Transactions by •- •iture Type
Fiscal'Years:1994 e
Total
Prior Years FY 2013 Rev./Expend.
Hotel selection/study (263,357) - (263,357)
Land acquisition (41,240,564) - (41,240,564)
Legal fees/costs (2,770,339) - (2,770,339)
Lighting (60,805) - (60,805)
Lot clearing (34,771) - (34,771)
Maintenance (245,288) - (245,288)
Miscellaneous (762,046) - (762,046)
Owner's representative fee&expenses (1,823,466) - (1,823,466)
Postage,printing&mailing (27,855) - (27,855)
Professional services (6,872,046) - (6,872,046)
Public notice/advertisement (26,472) - (26,472)
Purchase of the Barclay,the Allen and the
London House for MBCDC (14,154,643) - (14,154,643)
Refund of deposits (185,000) - (185,000)
Reimburse closing costs to C.M.B. (3,000,000) - (3,000,000)
Reimbursements (78,041) - (78,041)
Relocation (131,784) - (131,784)
Revitalization (960,522) - (960,522)
Security guard service (277,825) - (277,825)
Streetscape (401,312) - (401,312)
Temporary staffing (69,158) - (69,158)
Title insurance (25,271) - (25,271)
Traffic parking study (8,600) - (8,600)
Training,conferences&meetings (3,268) - (3,268)
Travel&related expenses (28,730) - (28,730)
Utilities (420,289) - (420,289)
Washington Ave.Bridge Restoration Loan (700,000) - (700,000)
Water/Sewer(impact fees) (25,240) - (25,240)
Total (131,806,537) - (131,806,537)
- Miscellaneous Projects (93,312,235) (6,962,309) (100,274,544)
Total Projects (225,118,772) (6,962,309) (232,081,081)
NEW WORLD SYMPHONY GRANT-IN-AID (15,000,000) - (15,000,000) ,
CAPITAL PROJECTS MAINTENANCE (12,382,462) (1,402,162) (13,784,624)
CITY CENTER GREENSPACE
MANAGEMENT (288,383) (260,646) (549,029)
SOUTH BEACH AREA PROPERTY
MANAGEMENT (2,515,073) (229,836) (2,744,909)
COST OF ISSUANCE-SERIES 2005A&B (375,047) - (375,047)
ADMINISTRATION (19,564,324) (2,749,304) (22,313,628)
DEBT SERVICEILOAN REPAYMENT (165,555,508) (6,698,149) (172,253,657)
CITY OF MIAMI BEACH/LOAN REPAYMENT (30,467,142) - (30,467,142)
ANCHOR GARAGE OPERATIONS (20,549,033) (1,881,445) (22,430,478)
ANCHOR SHOPS OPERATIONS (2,025,948) (90,897) (2,116,845)
PENNSYLVANIA GARAGE OPERATIONS (864,368) (438,792) (1,303,160)
PENNSYLVANIA SHOPS OPERATIONS (316,766) (44,334) (361,100)
COMMUNITY POLICING (23,543,770) (2,437,384) (25,981,154)
TOTAL EXPENDITURES (518,566,596) (23,195,258) $ (541,761,854)
ENDING CASH/INVSTMT.BALANCE $ 83,904,949 $ 99,067,277
CHECK & WIRE TRANSFER
REGISTER
SORTED BY
PROJECT & TYPE OF
EXPENDITURE
FOR THE PERIOD ENDED
MAY 31 , 2013
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ATTACHMENT °°A"
SUMMARY OF MAJOR
PROJECTS
SUMMARY OF CAPITAL PROTECTS
CURRENT YEAR EXPENDITURES
City Center
City Center Right-of-Way Impr./Convention Center Storm Water Imprv.
(City Center-Commercial District BP9B) (PA: rwscchvb9b)
This project includes the restoration and enhancement of right-of
ways/streetscapes throughout the City Center, including roadway,
sidewalks, curb and gutter, landscape, streetscape, irrigation,
lighting, potable water, and storm drainage infrastructure as needed.
The project limits include Drexel Avenue from Lincoln Lane to
Lincoln Lane North, Pennsylvania Avenue from 16th to 1701 Street,
Euclid Avenue from Lincoln Lane to Lincoln Road Mall, Meridian
Avenue from 16`h to 17th, Jefferson Avenue from Lincoln Lane to
17th St., Michigan Avenue from 16th to 17th, Lenox Avenue from 16th
to 17th,Lenox Court, Lincoln Lane to-16th, Lincoln Lane from Drexel
to Alton Rd., Lincoln Lane North from Washington to Alton,
Washington to Dade Blvd, Convention Center Drive and 19th Street.
Project Management Department: CIP Office
Total Project Cost: $13,209,842
Total CRA participation: $13,209,842
Source: Pg. 310 - Capital Improvement Plan and FY 08/09 Capital
Budget
Citywide Wayfindin Si2na2e System(PA: trcwa_ and)
This Project includes citywide wayfinding signage, and
.identification system, this project is to enhance Mobility
throughout the City.
Project Management Department: Public Works
Total Project Cost: $2,012,481
Total CRA participation: $431,840
Source: Pg. 670 - Capital Improvement Plan and FY 12/13 Capital
Budget
Trash Receptacles (PA: enctrashrp)
This Project includes the acquisition and installation of additional
trash receptacles.
Project Management Department: CIP office
Total Project Cost: $125,000
Total CRA participation: $25,000
Source: Capital Improvement Plan and FY 12/13 Capital Budget
Page 1 of 5
SUMMARY OF CAPITAL PROJECTS
CURRENT YEAR EXPENDITURES
City Center (Continued)
Bass Museum HVAC Replacement(PA: rrmbasshvc)
This Project includes HVAC Replacement. Replace rooftop Air units
due to age. This project was selected based on critical to continued
operations and beyond useful life criteria.
Project Management Department: CIP office
Total Project Cost: $84,456
Total CRA participation: $84,456
Source: Capital Improvement Plan and FY 12/13 Capital Budget
21"Street Recreation Center Repairs (PA: rrm2lstrcr)
This Project includes replacement of Worn out Carpeting,
Emergency Lighting&Exit Signs, P.A. System and VCT Flooring --
Replace deteriorated materials and non-functioning equipment.
Project Management Department: CIP office
Total Project Cost: $118,259
Total CRA participation: $118,259
Source: Capital Improvement Plan and FY 11/12 Capital Budget
Lincoln Rd Mall Accent Light(PA:rrslincmal)
This Project includes Lighting Replacement. Replace deteriorated
accent lighting throughout the mall. This project was selected based
on critical to continued operations and beyond useful life criteria.
Project Management Department: CIP office
Total Project Cost: $ 100,760
Total CRA participation: $100,760
Source: Capital Improvement Plan and FY 12/13 Capital Budget
Page 2 of 5
SUMMARY OF CAPITAL. PROJECTS
CURRENT YEAR EXPENDITURES
City Center (Continued)
CCHC Neighborhood Improvements-Historic District(PA: rwscityctr)
This project includes improvements to the stormwater collection and
disposal system upgrades, water distribution center upgrades,
roadway resurfacing and streetscape enhancements, landscaping,
traffic calming installations, additional pedestrian lighting, and
enhanced pedestrian linkages. The project limits are bounded by
Washington Avenue to the west, Collins Avenue to the east, Lincoln
Road to the South, and Dade Blvd to the north, and includes James,
Park and Liberty Avenue, 17`h, 18th, 19th and 20th Streets, and 21St
Street west of Park Avenue. The City entered into an agreement
with Chen and Associates for the design of the project.
Project Management Department: CIP Office
Total Project Cost: $18,502,024
Total CRA participation: $18,463,939
Source: Pg. 309 - Capital Improvement Plan and FY 08/09 Capital
Budget
Miami City Ballet HVAC Replacement(PA: rrmmiamicb)
This Project includes HVAC Replacement. Replace 3 rooftop
package A/C units. This project was selected based on critical to
continued operations and beyond useful life criteria.
Project Management Department: CIP office
Total Project Cost: $534,358
Total CRA participation: $534,358
Source: Capital Improvement Plan and FY 12/13 Capital Budget
Lincoln Road between Collins& Washington(rwmlincoln)
This project is between the Lincoln Road Mall and the Beachfront
Area, and will be designed to address the needs of the commercial
and retail area as well as the pedestrian, private and public vehicular
access. The project includes roadway reconfiguration to
accommodate uniform traffic lanes throughout, installation of a
landscaped center median with uplighting, sidewalk replacement,
installation of a brick paver crosswalk with ADA curb ramps,
installation of a bump out to formalize the parking area and reduce
the crosswalk distance, installation of street furniture and resurfacing
of the asphalt pavement.
Project Management Department: CIP Office
Total Project Cost: $2,488,093
Total CRA participation: $2,488,093
Source: Pg. 324 - Capital Improvement Plan and FY 08/09 Capital
Budget
Page 3 of 5
SUMMARY OF CAPITAL PROJECTS
CURRENT YEAR EXPENDITURES
City Center (Continued)
Lincoln Road Landscaping FY 2013 (PA: pkslinrdit)
This project is to invest in the revitalization of the landscaping of the
Lincoln Road Mall in future years.
Project Management Department: CIP Office
Total Project Cost: $150,000
Total CRA participation: $150,000
Source: Capital Improvement Plan and FY 12/13 Capital Budget
Lincoln Road Uplighting(PA: rrslincupl)
This project is to replace and upgrade the uplighting at the 1100
block of Lincoln Road, which would include new conduits, wiring
and LED lamps for approximately 50 uplight fixtures.
Project Management Department: CIP Office
Total Project Cost: $60,500
Total CRA participation: $60,500
Source: Capital Improvement Plan and FY 12/13 Capital Budget
Collins Park Parking Garage/Land(PA: pgmculcamp)
This project is for a new parking facility including commercial space
and a parking garage holding aprox. 360 spaces. Current request only
includes fees for the A/E services and testing. Potential land
acquisition costs related to the purchase of the lot from Amriv.
Project Management Department: CIP Office
Total Project Cost: $3,282,240
Total CRA participation: $3,282,240
Source: Pg. 287 - Capital Improvement Plan and FY 11/12 Capital
Budget
Page 4of5
SUMMARY OF CAPITAL PROJECTS
CURRENT YEAR EXPENDITURES
City Center (Continued)
Collins Canal Enhancement Proiect (PA: enccollcep)
The Collins Canal Enhancement Project includes the development of
the Dade Blvd. Bike path, which is a recreational greenway that will
connect to the Venetian Causeway Bike Path and the Beachwalk, as
well as seawall restoration for the north bank of the canal. The
major bikeway artery will tie into a regional network of planned
recreational trails/alternative transportation routes, called the Atlantic
Greenway Network, connecting five public parks, eight beach access
areas, and seven regional parking facilities in Miami Beach. This
project is part of the larger Atlantic Greenway Network which aims
to promote the use of alternative transportation and reduce traffic
congestion. The Collins Canal Project will provide environmental,
social and human health benefits to the community.
Project Management Department: Public Works
Total Project Cost: $8,555,127
Total CRA participation: $1,600,000
Source: Pg. 94 - Capital Improvement Plan and FY 08/09 Capital
Budget
Multi-Purpose Municipal Parking Facility(PA: pgsmpmkgfl
This project is a seven level parking facility having 651 parking
spaces, approximately 32,000 sq. ft. of commercial office space
facing Meridian Avenue and associated site improvements. The
project is located on the East side of Meridian Avenue at 17th Street
in the City of Miami Beach Florida behind City Hall. The project is
to be constructed in five separate construction phases: Demolition,
Piling, Underground Utilities, Garage & Office Complex and Tenant
Build-Out. The garage and office complex contract was awarded to
the Tower Group. This project is currently in Phase 4 which
includes construction of the main building structure as well as site
impro v ements suc h as landscaping and the new plaza area, street
resurfacing, sidewalks, etc.
Project Management Department: CIP Office
Total Project Cost: $40,140,255
Total CRA participation: $19,653,098
Source: Pg. 192 - Capital Improvement Plan and FY 08/09 Capital
Budget and Page 10 of CIF's Bi-Weekly Construction Report dated
January 15, 2010
For more information about Redevelopment Agency-City Center Capital Projects please refer to:
http://web.miamibeachfl.gov/excellence/scroll.aspx?id=18274
Page 5 of 5
Crowe H
Crowe Horwath LLP
Independent Member Crowe Horwath International
401 East Las Olas Boulevard,Suite 1100
Fort Lauderdale,Florida 33301-4230
Tel 954.202.8600
Fax 954.202.8639
l www.crowehorwath.com
: i
July 9, 2013
Patricia Walker, CFO
City of Miami Beach
1700 Convention Center Drive,
r Miami Beach, FL 33139
City of Miami Beach (City) Performance and Operational Audit
I Ms. Walker:
E Transmitted herewith is a report of Crowe Horwath LLP, a performance and operational analysis
over several key city processes in which we determined the efficiency and effectiveness of the
City's:
9
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• Key Internal Controls;
• Department/division processes; and
• Department/division operations and structure
I
We conducted our engagement in accordance with Generally Accepted Governmental Auditing
f Standards (GAGAS) issued by the Comptroller General of the United States. The engagement
} commenced on August 1, 2012 and this report represents the results of our analysis as of July
9, 2013.
We received valuable assistance from the City staff and management and City Commissioner's
j during our project.
Crowe Horwath LLP will be pleased to discuss or clarify items in the report.
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Sincerely,
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John C. Weber
Partner
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Agenda Item 9
Date 7/7-1
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City ®f Miami Beach , Florida
Performance and Operational udit
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Table of Contents
EXECUTIVESUMMARY.......................................................................................................................... 1
I PROJECT OVERVIEW .....................2
Background ...............................................................................................................................................2
Objectives..............................................:...................................................................................................2
� i
Scopeand Methodology...........................................................................................................................2
iRisk Assessment................................................................................. . 5
Information System Assessment...................................................:...........................................................6
RESULTS IN DETAIL
CodeCompliance Department..................................................................................................................7
, i Complaint Process.............................................................................................................................7
CodeInspection Process..................................................................................................................9
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i Code Inspection and Code Compliance Processes ..............10
CodeViolation Process...................................................................................................................14
I
Fire Prevention Department...................................................................................................................16
FirePermitting Process...................................................................................................................16
FireInspection Process...................................................................................................................18
Parking Enforcement Department..........................................................................................................22
Parking Ticketing and Tow Process..............................................................................................22
ParkingValet Process.....................................................................................................................25
PlanningDepartment..............................................................................................................................27
Planning Concurrency and Impact Fees ......................................................................................27
EPermitting......................................... ...........29
Planning and Public Works Permitting.........................................................................................30
j Public Work Department ..........32
.................................................................................................:............
PublicWorks Permitting..................................................................................................................32
c
Special Master
Sp .........................................................................................................................................33
1 .
OTHEROBSERVATIONS......................................................................................................................36
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The City of Miami Beach, Florida
Performance and Operational Audit
EXECUTIVE SUMMARY
The City of Miami Beach, Florida (the City), engaged Crowe Horwath LLP (Crowe) to conduct
an independent performance and operational audit over several key city processes to determine
the efficiency and effectiveness of the City's:
• Key internal controls;
• Department/division processes (including uses of technology); and
• Department/division operations and structure.
s
We conducted our audit in accordance with generally accepted governmental auditing
standards (GAGAS) issued by the Comptroller General of the United States. Those standards
require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a
reasonable basis for our findings and conclusions based on our audit objectives. We believe
that the evidence obtained provides a reasonable basis for our findings and conclusions based
on our audit objectives. Because of inherent limitations of an audit, together with the inherent
limitations of internal control, an unavoidable risk that some material misstatements or material
non-compliance may not be detected exists, even though the audit is properly planned and
performed in accordance with applicable standards. An audit is not designed to detect error or
fraud that is immaterial to the performance audit objectives.
We conducted the audit through a series of interviews, documentation reviews, process
walkthroughs and detailed testing on a sample basis. We evaluated the City's processes
against standards and requirements for internal control, including The Committee of Sponsoring _
Organizations of the Treadway Commission's (COSO) internal control framework.
1
' The City of Miami Beach, Florida
Performance and Operational Audit
PROJECT OVERVIEW
Background
A resolution of the,Mayor and City Commission of the City was approved for services related to
auditing the processes of certain regulatory departments or divisions in response to an earlier
investigation. The scope includes, but is not limited to, reviewing organizational structure and
culture, internal controls, processes and operations of the:
j
• Code Compliance Division;
• Fire Inspection process;
•
� Parking Enforcement Division,
• Fire Prevention Division;
• Public Works Department (permitting processes only);
• Planning Department (permitting process, concurrency fees, impact fees and other
related areas); and
• Special Master Process.
Objectives
Our objectives to perform a performance audit over the several key city processes have been
defined as follows:
• Identify the processes that have deficiencies and that present significant risks to the
I City. Provide rankings based on process complexity and risk to enable prioritization.
• For processes that have been prioritized (are within scope), gather information and
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document the current state of processes using a standard format that uses process
maps (diagrams) and narrative descriptions.
i • For each prioritized process, identify and document control deficiencies and potential
improvement opportunities. Perform verification steps to ensure current processes and
control deficiencies are properly understood and documented.
E • Identify best practices, where available, and review applicability to the City.
i •
Perform analysis of alternative process improvement approaches and create
recommendations based on the analysis. Document recommendations and perform
review steps to ensure there is common agreement that the recommendation
adequately addresses the deficiency.
Scope and Methodology
We conducted this audit in accordance with performance audit standards contained in Generally
Accepted Government Auditing Standards (GAGAS), issued by the Comptroller General of the
United States. Those standards require that we plan and perform the audit to obtain sufficient,
appropriate evidence to provide a reasonable basis for our findings and conclusions based on
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The City of Miami Beach, Florida
Performance and Operational Audit
our audit objectives. We believe that the evidence obtained provides a reasonable basis for our
findings and conclusions based on our audit objectives.
Because of inherent limitations of an audit, together with the inherent limitations of internal
control, an unavoidable risk exists that some material misstatements or material non-
compliance may not be detected, even though the audit is properly planned and performed in
accordance with applicable standards. An audit is not designed to detect error or fraud that is
immaterial to the performance audit objectives.
In making our risk assessments, we considered those internal controls that were significant
within the context of the audit objectives in order to design audit procedures that were
appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the City of Miami Beach's internal control environment. However, this report
communicates in writing to those charged with governance and management concerning any
significant deficiencies or material weaknesses in internal control significant within the context of
the audit objectives that we have identified during the audit.
To assess the controls at the City, we utilized industry best practices and The Committee of
Sponsoring Organizations of the Treadway Commission's (COSO) internal control framework.
A graphical depiction of this framework is illustrated below.
Figure 1
COSO Internal Control Model
is Tt..
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RISK AssusmENT
CONTML ENVIRONMENT
We have also obtained an understanding of internal control that is significant within the context
of the audit objectives. For internal control that is significant within the context of the audit
objectives, we have assessed whether internal control has been properly designed and
implemented. For those internal controls we deemed significant within the context of the audit
A
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The City of Miami Beach, Florida
i Performance and Operational Audit
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objectives, we performed tests of controls including testing underlying transactions, as required
by GAGAS, to evaluate the effectiveness of the design and operation of controls. This report
includes any deficiencies or other matters involving internal control as required by GAGAS.
Our audit and work product are intended for the benefit and use of the City of Miami Beach only.
The audit was not planned or conducted in contemplation of reliance by any other party or with
respect to any specific transaction and is not intended to benefit or influence any other party.
I Therefore, items of possible interest to a third party may not be specifically addressed or
matters may exist that could be assessed differently by a third party.
We conducted our fieldwork from August 2012 through January 2013. The engagement team
performed the following tasks in conduct of this Performance Audit:
• Held an entrance conference on August 1, 2012, to discuss the scope of the audit,
identify key contact personnel per division, and outline the P lanned schedule.
,t
• Risk Assessment
o Assessed risk around the audit scope and objectives
■ Crowe conducted interviews with various departments in the City to
obtain an understanding of the processes, risks and controls in place.
' ■ We obtained and reviewed documentation from each department related
to their processes.
■
i Based on the identified risks, the processes were then plotted in a matrix
to graphically show the significance of the process and likelihood of an
issue with the process.
• Information System Assessment
o Assessed the major systems in place including:
■ Entity Level IT Controls
■ Access Controls
■ Change Management Controls
■ Operations and Backups
• Code Compliance, Parking Enforcement and Fire Prevention division
Obtained Policies and Procedures
• Reviewed Policies and Procedures
• Documented significant controls over each process.
• Interviewed key personnel who performed daily tasks for each process
Performed walkthroughs of each.process
a • Created a high level process flow
} • Determined whether differences exist between documented policy/procedure
and procedure described during interview/walkthrough.
• Assessed the current processes and controls and determined any inefficiency
i in the process and any control deficiencies/gaps.
• Performed tests of effectiveness of key control(s).
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The City of Miami Beach, Florida
Performance and Operational Audit
• Held a pre-exit conference on November 29, 2012, to discuss draft findings.
• Planning Department, Public Works Permitting Process and Special Master Process
■ Obtained Policies and Procedures
• Reviewed Policies and Procedures
• Documented significant controls over each process.
• Interviewed key personnel who performed daily tasks for each process
• E
Performed walkthroughs of each process
• Created a high level process flow
• Determined whether differences exist between documented policy/procedure
and procedure described during interview/walkthrough.
• Assessed the current processes and controls and determined any inefficiency
in the process and any control deficiencies/gaps.
• Performed tests of effectiveness of key control(s).
• Held an exit conference on February 12, 2013, to discuss observations noted.
Risk Assessment
As part of our procedures, we conducted a risk assessment for each process in the scope of our
performance audit. As part of this risk assessment, we analyzed the risks, internal controls and
gaps that existed in each process.
Each risk identified was analyzed to assess its likelihood of occurrence and potential exposure
to the City to determine the significance of the risk. The significance of each risk was then
ranked from Low to High. Next, we assessed the controls in place to mitigate these risks. If the
City had a control or controls in place to mitigate the risk, we assessed whether the control or
controls adequately mitigated the risk to a low level of significance. If the risk was initially
determined to be of low significance or the City had controls in place to mitigate that risk to a
low level of significance, the resulting gaps did not result in an observation in the Results in
Detail section of this report. However, these items are still reported to City management in the
Other Observations section of this report. If a risk had a moderate or significance and there
were not controls in place or the controls in place did not mitigate the risk to a low level, this
resulting in a process gap. Process gaps including recommendations are included by process.
area as observations in the Results in Detail section of this report.
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The City of Miami Beach, Florida
Performance and Operational Audit
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Information System Assessment
As part of our performance audit, we conducted an assessment of the major information
i
systems related to the processes in the scope of our audit. Based on our assessment, we
determined that the PermitsPlus system was a major system used in the processes covered
under our audit.
To conduct our assessment, we reviewed the Entity Level IT Controls, Access Controls, Change
Management Controls and Operations and Backups for the PermitsPlus system. We
} understand that the City is currently going through a system implementation to replace the
PermitsPlus system. However, we felt that this assessment and our recommendations would
be beneficial to the City during the implementation process. Based on our procedures, we
developed some recommendations for improvement. The recommendations are presented in
the Other Observations Section of this report.
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The City of Miami Beach, Florida
Performance and Operational Audit -�
RESULTS IN DETAIL
This section of the report provides observations and recommendations that resulted from gaps
identified in each process included in the scope of our performance audit. As discussed in the
Risk Assessment sub-section of this report, a gap is identified as a risk with moderate or high
significance that is mitigated by internal controls of the City. The observations in this section of
the report are provided by Department and then by process and include a unique numbering
system for each process to help the reader distinguish and reference the observations.
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Code Compliance Department
Complaint Process
CC -01 Complaint Intake
The City receives complaints from residents in reference to noise, sanitation, zoning
violations, graffiti, handbills on cars, peddling, and property maintenance.
The City receives complaints from residents via email, phone calls, through the web
based complaint portal (WebQA - WebQA is a web based system that residents use to
submit their complaints to the City of Miami Beach) and in person.
The City has controls over tracking and documenting complaints received both in person
and via WebQA. However, the City's controls over complaints received via email and
telephone can be strengthened.
Specifically, the city takes complaints via email; however there is no centralized email
address for complaints. Therefore, emailed complaints can be taken from various
employees throughout the City.
Additionally, the City has a hotline number for taking complaints via phone. However,
City employees will take complaints over the phone even when the hotline is not used,
which is not necessarily a bad process from customer services standpoint, but could
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result in the complaint not being forwarded to the proper channels if that person is not
properly trained.
There is no City policy that restricts staff from receiving complaints via phone and email.
Not all complaints are forwarded to clerical to be entered into the PermitsPlus system.
Complaints may lose their independence if another employee addresses the complaint
first. In other words, the complaint could be taken by an employee that is entirely
independent of the subject matter of the complaint.
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The City of Miami Beach, Florida
Performance and Operational Audit
Recommendation:
Complaints should be received through regulated centralized channels in order to better
address each complaint. The City should enforce a policy that requires employees, who
receive phone call and email complaints, to direct the complainant to the centralized
hotline or to WebQA.
Management's Response:
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Management agrees that receiving Code complaints via regulated centralized channels
is a better system to control, manage, and properly assign the inbound calls for service.
However, management does not believe that the best practice would be to require
employees who receive phone call and electronic mail (e-mail) complaints to direct the
complainant to the centralized hotline or WebQA as this would negatively impact
customer service levels. The City prides itself in its customer accessibility to
government services and makes available different methods by which to register a
complaint.
Rather than require complainants to call yet another number that may not even be
attended, a viable alternative may be to have the City employee receive the complaint
from the constituent and in turn have that City employee enter the complaint in a
centralized system that elicits basic information. Once implemented, Accela Automation
will have the ability to serve as a central repository of complaint, and the public will
continue to have the ability to make complaints via WebQA or another system
compatible with Accela.
CC - 02 Tracking Complaints
Best practices dictate that complaints should be received by an independent individual,
adequately documented and tracked in a system, assigned for follow-up and
appropriately resolved. Currently, the City uses PermitsPlus to document, track assign
and resolve complaints.
j Inputting complaints into PermitsPlus is a manual and labor intensive process regardless
of the method in which the complaint was received. Specifically, complaints can't
automatically be uploaded into the PermitsPlus system; City personnel have to manually
enter a complaint in the system.
Furthermore, there is no reconciliation process in place to verify all complaints are
j entered into PermitsPlus. Specifically, the City does not tie the physical complaint
forms, the WebQA system or the emails back to the complaints entered into PermitsPlus
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Not having a reconciliation process over this manual process increases the likelihood
that complaints received may not be entered into the PermitsPlus system and thus not
properly tracked and resolved.
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The City of Miami Beach, Florida
Performance and Operational Audit
Recommendation:
The City should consider implementing a system that would allow complaints to be
automatically uploaded from WebQA. Additionally, the City should implement a
reconciliation process to reconcile the complaints entered into PermitsPlus back to the
physical forms, hotline logs and emails. Furthermore, citizens should be informed of
their complaint number so that they can track the progress of their complaint and any
actions taken by the City.
Management's Response:
Management concurs that best practices dictate that complaints should be received by
.an independent individual, adequately documented and tracked in a system, assigned
for follow-up and appropriately resolved. That description, in itself, is that of a dispatcher
with a system database similar to,computer aided dispatch (CAD) that tracks every call
for service, however, there are significant cost considerations to such a plan.
A reconciliation process to reconcile the complaints entered into PermitsPlus back to the
physical forms, hotline logs and a-mails has already been implemented and electronic
files which include photos, e-mails, and other documents relating to the case are being
uploaded and attached to the main case. This process will likewise be available in -
Accela.
Code Inspection Process
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CI —01 Job Responsibilities
The Code Compliance Officers did not provide documented policies or procedures for
their job responsibilities by job classification. We understand that City ordinances
provide a general overview of department's responsibilities. However, the ordinances
did not provide detailed procedures by position for the day to day operations of the
department. Based on inquires with the Code Compliance department, code officers
address complaints, patrol for noise, sanitation, zoning violations, graffiti, handbills on
cars, peddling, and property maintenance daily, issue violations and complete
paperwork.
Based on our interviews, the code department supervisors do not have a standard
documented process for reviewing work completed by the officers. Each supervisor has s
the discretion to determine when and how they monitor their officers and their
productivity.
The absence of a formal documented standard that measures each officer's productivity '
makes it difficult for the supervisors to ensure that inspections are done effectively, the
zones have been completely covered, there is no lag in follow-up on compliance, and
that all cases are closed in a timely manner.
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The City of Miami Beach, Florida
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Not having a standard documented process in place for supervisors to conduct periodic
reviews increases the likelihood that violations could go unnoticed and that officer
coverage is not adequate for a specific zone of the City.
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? Recommendation:
The city should implement a policy that requires Code Compliance Supervisors to
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perform periodic, but at a minimum monthly, productivity reviews. The supervisors
should review the Officer Daily logs to verify the officers spent adequate time patrolling
problem areas or City initiatives such as illegal dumping, the time spent in each location
` of each zone (i.e. North, Mid and South), the complaints that are recorded for each zone
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and the violations written in each zone by their officers. These reviews should be
documented and filed so that they are readily available for review by auditors or other
interested parties.
Management's Response:
Management agrees that Code Compliance Supervisors do not have a standard process
in place for periodic reviews of subordinate productivity. While some of these processes
are found in written directives and emphasized at weekly supervisor staff meetings, the
Division will continue to standardize procedures and directives in Standard Operating
Procedures format so that the foundation of the duties of a supervisor are found in one
general policy.
' Supervisors are also required to verify their officers' time spent in each location of each
zone, sanitation enforcement, and review of the caseload assigned to their squad
members. Random AVL (GPS) reviews of subordinates' daily travels in their City
vehicles are compared to assigned cases and monitored for time spent on calls and
patrol locations. Documentation is on file and evidenced by Code officers that have
received discipline based on their supervisor's reviews/random audits.
Finally, productivity reviews for each squad are conducted at supervisor staff
meetings. While not all supervisor review practices are mandated by policy,
management believes that allowing for some discretion within a broader sense of
parameters for supervisors to determine when and how they oversee subordinates
contributes to the overall development of management styles and individual growth;
however, a Standard Operating Procedure should serve to provide some guidelines for
` subordinate workload assessments. Documentation is on file and available for review.
Code Inspection and Code Compliance Processes (The following observations apply to both
the complaint and inspection processes)
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CD- 01 Non-Compliance Identification
Code officers should examine for issues of non-compliance with the code regulations on
noise, sanitation, zoning violations, graffiti, handbills on cars, peddling, and property
maintenance during an inspection in addition to the original compliance issue.
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The City of Miami Beach, Florida
Performance and Operational Audit
During our walkthrough with a code compliance officer, we observed that during an
inspection the code officer reviewed the entire area for potential violations when
addressing a complaint. Specifically, we noted that the officer examined the property for
violations outside of what was specified in the complaint. However there is no tool, such -M
as an inspection checklist, provided for officers to refer to and sign to document that all
potential compliance issues were reviewed.
Without a reference guide and documentation, it is possible that there may be areas of
non-compliance that are unnoticed during an inspection.
The code officers rely on training to identify issues of non-compliance in the field, there
is no reference material used as a guide.
Recommendation:
The city should provide a tool such as a checklist for officers to utilize to review for
potential code non-compliance while conducting an inspection. The city can provide a
form for officers to complete at every inspection that identifies the compliance areas to
observe, e.g. noise, sanitation, zoning violations, graffiti, handbills on cars, peddling, and
property maintenance. This form should also require the officer to initial that such issue
has been reviewed and resident or business is in compliance.
Management's Response:
Management agrees that a tool such as a checklist for officers to utilize to review for
code violations while they're on site conducting inspections would be beneficial. Those
lists (for the more common violations) are in the process of being created and will be
made available for integration in Accela by July 2013.
CD—02 Supporting Documentation
When addressing a complaint or completing an inspection, the officer should document
the details of the case including:
• The zone,
• what complaint is being addressed or issue being inspected,
• the contact information of the violator in question,
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• supporting-evidence identifying- there is an- issue-of non-compliance and the
violation information or that there is no valid ground for the complaint.
This information should be documented at the inspection site for each case in the
PermitsPlus system. The PermitsPlus system does not allow for officers to upload
pictures onsite; therefore, the officer is required to go back to the office to upload
pictures into the PermitsPlus system. The officers are assigned laptops and air cards for
internet while they are in the field.
Not having the ability to upload pictures from the inspection site increases the likelihood '
that case files in PermitsPlus may remain incomplete. Without supporting evidence
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Performance and Operational Audit
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documented, there may be inadequate support if the violator decided to appeal. This
may expose the City to an increased amount of lost cases and revenue.
Recommendation:
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Crowe recommends that the City implement a procedure or control within the new case
management system that they are seeking to utilize that allows pictures to be attached
to a case onsite. The new system should have the capability to upload files remotely.
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Management's Response:
Management agrees that the City should implement a procedure or control within the
new case management system (Accela) that allows pictures to be attached to a case
onsite and have files uploaded remotely. This capability has been configured in Accela
Automation.
CD—03 Courtesy Notices and Violations
There are instances of non-compliance in which the officer may issue a courtesy notice.
The criteria to determine which non-compliance instances can result in a courtesy notice
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and for what reason is not clearly defined.
Code Compliance has no official written policy for what results in a violation or a
courtesy notice. The officers use discretion in determining when they will issue a
violation versus a courtesy notice when addressing a complaint or performing an
inspection.
As a result, courtesy notices may be given instead of a violation. If the code officers are
not consistently assigning violations, this may result in a loss of revenue for the City.
Without a clear definition of what constitutes a fine and when a courtesy notice can be
issued the code officers use their judgment to decide which could result in inconsistent
treatment.
Recommendation:
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The City should develop a policy for noncompliance that strictly defines when a courtesy
notice can be given. The City should require the officers to document the reason and
rationale when they issue courtesy notices and the supervisors to review them daily.
This process should be monitored on a periodic basis to ensure proper documentation
and supervisor reviews are occurring.
Management's Response:
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Management agrees with the recommendation that general guidelines for 'when
warnings may be given are appropriate and that supervisory review of the rationales
would be ideal. Some of our City ordinances already have controlling language with
respect to when a courtesy notice or oral warning can be issued by a Code Compliance
Officer versus a Notice of Violation. Management will increase the level of training and
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The City of Miami Beach, Florida
Performance and Operational Audit
monitoring relating to the proper exercise of discretion. That training will include
Providing strong examples of when written warnings may be appropriate. Any exercise
of this discretion must be reported to supervisors on the same day utilized for the
purpose of determining whether a warning was appropriate. Ultimately, some discretion -r
and judgment must be left to the Code Compliance Officer.
CD —04 Linking Cases
When a violation is recorded and a case (CE) is created in PermitsPlus, the officer has
to manually link the corresponding complaint information (XC) that was originally entered
into PermitsPlus and that initiated the case.
During our interviews, we learned that the PermitsPlus system does not allow for the XC
to be automatically linked to the corresponding CE. The officer or clerk that is submitting
the information has to write down the XC number, and exit the screen where the XC
information is held before returning to the screen with the CE that they created and
inputting the corresponding XC number.
As a result, complaint files (XC) may be omitted or incorrectly attached to the wrong
case due to the manually process of linking the complaints to the cases. Supporting
documentation may also be omitted or attached to the wrong case file.
The PermitsPlus system does not have the ability to create a case file from the ^(
complaint file therefore automatically linking the two.
Recommendation:
Crowe recommends that the City implement a procedure or automated control within the
new case management system that they are seeking to utilize that allows the case files
to be created from the complaint files. The new system should have the capability to
automatically link the two.
The City should also implement a procedure to review and document a daily
reconciliation of the XC and the corresponding CE to confirm the information has been
inputted accurately.
Management's Response:
Management agrees with the recommendation that the City should develop a procedure
or automated control within the new case management system (Accela) that allows the -�
case files to be created from the complaint files and have the capability to automatically
link the two. This capability has been configured in Accela. Additionally, the ability to
"audit" the linked files to determine accurate reporting and uploading of information will r
be included and monitored via reports.
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The City of Miami Beach, Florida
Performance and Operational Audit
CD -05 Complaint follow-up
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When a violation is issued the violator is allowed time to achieve compliance. The
amount of time the violator has to achieve compliance is triggered when the violator
receives the notice of violation and is determined by the type of violation. When the time
period to correct the non-compliance expires or when the violator notifies the City, the
Code Compliance Officer will return to site of noncompliance to ensure compliance was
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Per the Code Compliance Director, officers should review open cases on a weekly basis.
However, during our documentation of the Code Compliance inspection process, we
noted there was no documentation of these reviews. Furthermore, an inspection report
we reviewed had cases that had been open for almost a year. There is no written policy
or procedure requiring officers to do a full review, address and reconcile open cases to
comply-by dates. The director does a high level review once a month; however, open
cases still could go unnoticed.
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With no policy mandating that officers perform and document a weekly review, there
may be cases that are not revisited for compliance review. This may result in a lack of
compliance enforcement and increased exposure to violations.
The code officers and code supervisors have no set procedures for the frequency and
consistency they review comply by dates to ensure all cases have been revisited for
compliance. Due to a deficiency in control design, there are no requirements to perform
a reconciliation of compliance cases.
Recommendation:
The city should develop a procedure that requires code officers to collect and review
comply-by dates weekly and a policy that mandates a secondary review by supervisors.
Management's Response:
Management agrees with the recommendation that the City should develop a procedure
that requires Code Officers to collect and review comply-by dates weekly and a policy
that mandates a secondary review by supervisors. The new case management system,
` Accela, will automate the process for re-inspections for compliance for each officer daily
by zone. These re-inspections are triggered by the time for compliance entry of the
original case file—much like an automated electronic tickler.
Code Violation Process
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CV–01 Noise Violations
Noise violations are issued if there is a complaint or a patrolling officer notices
unreasonably loud, excessive, unusual or unnecessary noise per a reasonable persons
z standards if plainly audible at 100 feet between the hours of 11 pm and 7 am.
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Performance and Operational Audit
During our interviews we noted that the code department considers noise violations one
of the more important violations since the majority of violations they receive are due to
noise violations.
The determination of a noise violation may be vague and require the officers to use their
judgment on what is considered unusual or unnecessary.
Recommendation:
The city should consider revising the ordinance to more objectively determine when a
noise violation has occurred. Specifically, the City should consider revising their noise
violation policy to include both subjective and objective provisions when determining
what would trigger a violation.
Management's Response:
Management is open to looking at other more objective criteria to determine when a
noise violation has occurred. The Noise ordinance, as adopted, has been upheld as
constitutional in the 11th Judicial Circuit sitting in an appellate capacity. Other methods
(such as noise/decibel meters) have proven to be difficult or impossible to sustain in
other jurisdictions. Code Compliance Officers are required to exercise their judgment in
evaluating the validity of a noise violation.
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Performance and Operational Audit
Fire Prevention Department
Fire Permitting Process
FP- 01 Construction Permits
The City has limited procedures to ensure that the proper permits are obtained for all
construction projects taking place within the City. Specifically, there are no formal
i procedures for identifying construction occurring within the City and verifying that proper
permits have been obtained.
Construction permits are required to be obtained for all construction taking place within
the City. Permits must be obtained before construction begins. The process is initiated
by the customer submitting his or her construction plans to the Building Department.
' Plans are then reviewed by the Building Department and other City departments as
applicable depending on the type of construction project.
For that reason, construction may begin without the proper permit(s) being obtained. In
addition, construction may begin without reviewers' issues being satisfactorily resolved
and consequently without the proper permit(s) being obtained.
Recommendation:
The City should implement procedures to help ensure that permits are obtained for
r construction projects within the City. Specifically, the City should consider implementing
a City-wide policy and procedure that informs City personnel the proper protocol to
report potential violations (e.g. construction projects that do not have a clearly visible
permit). In addition, the City should consider utilizing current inspectors that are already
assigned to perform duties throughout the City to look for potential violations. In other
words, officers already in the field could be doing this as part of their normal procedures.
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Management's Response:
Management feels this is a plausible recommendation. We currently have Web Q &A
and a mobile app "Report it" where City employees and others can report suspected
unpermitted activities. Currently, the Fire Prevention Division as well as the Building
i Department- Violations Division and Code Enforcement Division already cite business
owners and residents for work taking place without a permit. This process is complaint
driven generated by residents, business competitors, guests, tourists, and employees.
In addition, when the fire inspectors conduct their annual fire inspections, they do cite
violators when they notice work taking place without a permit.
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Currently, there is an informal procedure where each inspection discipline advises the
other if there is unpermitted work noticed during a scheduled inspection, for example,
when the fire inspector does the inspection and he/she notices that something could be
a code violation, it is reported to the proper discipline. This may or may.not be a code
violation after the certified inspector checks it out. Management will review the current
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Performance and Operational Audit
informal process and work toward implementing a formal procedure for reporting
un P ermitted activities.
FP —02 Workflow Requirements
Workflows created in PermitsPlus should reflect all divisions/departments that are
required to review project plans. The Workflows are created by building Department
clerks. The specific workflow depends on the type of project. These plans should be
reviewed by someone other than the person who performs the original review.
Workflows establish the departments/divisions that are required to review plan(s). A list
maintained by Building Department clerks sets forth the departments/divisions that are
required to review plans(s) for each type of project. Building Department plan reviewers
review workflows to determine whether all departments/divisions are properly included
as reviewers in accordance with established criteria; however, some projects do not
require plan review by the Building Department, which may result in workflow omissions
not being detected and there is no second-level review of plans.
Therefore, workflows may omit departments/divisions that are required to approve
plan(s) and plan reviewers may approve plan(s) that do not meet established guidelines.
Projects that do not require review by the Building Department are not subject to review
to ensure the accuracy of workflows created by Building Department clerks. Current City
practices do not require second-level reviews of plans or for periodic reviews or spot
checks.
Recommendation:
We recommend that the City establish a policy that necessitates that all workflows
require approval by the Building Department to ensure that plans are routed to the `
appropriate departments/divisions for review. We also recommend that the City require
that plans undergo a quality review process and are periodically, on a sample basis,
reviewed by someone other than the person who performed the original review.
Management's Response:
Management feels this is a plausible recommendation. Currently, the PermitPlus system
has workflows automated to include reviews by the appropriate departments/ divisions
based on the type of permit application submitted. All the appropriate departments/
divisions must review the plans before the workflow is completed. The workflow in
Accela Automation will be the same type of workflow that we currently have now in
PermitPlus.
In order to implement this recommendation as stated, we would have to hire three
additional fire plans examiners to provide sufficient personnel to allow a secondary
review by someone other than the initial reviewer. This process may create a delay in
turnaround time.
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Performance and Operational Audit
Fire Inspection Process
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FI—01 Inspection Assignments
Inspector assignments should ensure regular rotation of inspectors and inspection
teams. Currently, the firefighters sign up in the Telestaff system for overtime and the
Fire Marshal makes assignments. If no firefighters sign up, the Fire Marshal has to draft
firefighters to perform inspections or cancel the inspection for the night.
We noted the following items related to the method used by the City to assign night
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inspection duties:
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• Only a small number of inspectors perform night inspections because night
inspections are performed on a voluntary basis.
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• The assignment methodology does not ensure regular rotation of inspection
teams.
• There are no safeguards in place to prevent overrides of system assignments.
Fire Marshals and others within the Fire Prevention Division have the ability to
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override system assignments without requiring formal approval.
Having the same inspector or team of inspectors repeatedly perform night inspections
poses a familiarity threat to the City. In addition, system overrides may result in
inspector assignments out of the order of priority determined by the system. Such
changes may be made without valid underlying reasons.
Firefighters perform night inspections on a voluntary basis. The City's scheduling
system application (Telestaff) prioritizes inspectors based on their overtime hours for a
trailing three-year period. Priority is given to inspectors with the least number of
overtime hours. The City's current practices do not require review and approval by
someone other than the person initiating a change in assignments.
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Recommendation:
We recommend that the City consider revising its current procedures to increase its
population of inspectors (i.e. increase the total pool of inspectors that qualify for
inspections). In addition, changes to inspection assignments should be documented and
approved.by someone other than the person initiating the change.
Management's Response:
Management agrees with the recommendation to increase its population of inspectors.
Currently, the firefighters who are certified as inspectors sign up for the lead inspector
slot. Any firefighter can sign up for the second inspector slot even if not certified as an
! inspector. The Fire Administration is proposing a different method of performing the
inspections that will increase the number of firefighters participating in the program.
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Performance and Operational Audit
The Captain of Fire Prevention Division and the Chiefs are the only people authorized in
the Telestaff software to make assignments for night inspections and can modify the
assignments after a cancellation. Although the Captain may cancel an assignment he
cannot delete or remove an assignment and all changes will be recorded in Telestaff in
an audit trail. Other staff in Fire Prevention cannot make any changes to the
assignments as indicated above.
FI —02 Inspection Documentation
Documentation of the results of inspections should indicate the individuals who
performed the inspections and those who reviewed inspection results.
The following items were noted related to night inspections:
• Inspectors did not sign off on inspection forms indicating that they performed the
inspections.
• There was no documented review of the completed inspection form by the Fire
Marshal.
• There was no documented review of the inspection summary report by the Fire
Marshal.
• During our observation of a night inspection, we noted that certain venues were
inspected by only one member of the inspection team. _
Inspection forms do not indicate who performed inspections and who reviewed
inspection results. In addition, having one inspection team member perform inspections
presents opportunities for irregularities that could be avoided by having both members of
the inspection team perform inspections. Written procedures did not require sign offs by
inspectors and reviewers.
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Recommendation: 4
We recommend that the City enforce the requirement that inspectors perform
inspections in teams. This.should be documented by requiring that each inspector sign
off on the inspection form next to each location inspected. We further recommend that
the Fire Marshal document review of completed inspection forms and inspection
summary results.
Management's Response: _
Management agrees with the recommendation that inspectors perform inspections in
teams and that the Fire Marshal document review of completed inspection forms and
inspection summary results. The inspection form has been changed by adding a
signature section at the end that includes the firefighter's signature and the fire marshal's
review signature. The firefighters will sign at the end of the form instead of each line for
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Performance and Operational Audit
efficiency and certification statement. The Fire Marshal will also sign off the summary
I report review.
The current policy is that both firefighters must be together when performing night
inspections. If one of the firefighters ventures out on his/her own, then the individual will
receive disciplinary action. A reminder email will be sent to all lead inspectors to follow
this directive.
FI — 03 Inspection Venues
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Internal control should ensure that all venues are subject to inspections and that venue
information is updated timely and accurately.
There is no control in place to ensure that the master list of venues reflects all
information relevant to performing inspections. On the night of our observation, we
noted that the inspection form contained outdated venue information. Some venues had
closed.and relocated, but the inspection form did not reflect those changes. In addition,
one venue was named incorrectly on the inspection form.
Inspections may exclude venues that should be subject to inspections.
Recommendation:
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We recommend that the City implement controls to ensure that all venues are included
in the population from which venues are selected for inspection and that venue
information is verified for completeness and accuracy.
Management's Response:
Management agrees with the recommendation that all venues should be included in the
population from which the venues are selected for inspection and that venue information
is verified for completeness and accuracy.
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FI—04 Inspection Schedule
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Inspections should be performed in a systematic and logical order that contemplates the
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nature and level of risk involved.
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Inspection shifts begin at 10 p.m. and end at 6 a.m. During those shifts, inspections are
not performed in any particular order. On the night of our observation, we noted that
venues were inspected at times when violations were not most likely to occur. For
example, some restaurants were inspected past 2 a.m., which was several hours later
than their advertised closing times.
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Venues may not be inspected at their peak times when violations are more likely to
occur. For example, nightclub violations are more likely to occur late at night or early in
the morning, whereas restaurant violations are more likely to occur earlier.
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The City of Miami Beach, Florida
Performance and Operational Audit
This is a result of the lack of controls over the determination of the inspections schedule.
Recommendation:
We recommend that the City establish a systematic and logical approach to inspecting
venues. The revised approach should take into account the timing of inspections and
how they relate to when violations are most likely to occur. Inspection shifts should be
adjusted accordingly.
Management's Response:
Management agrees with the recommendation that the City should establish a
systematic and logical approach to inspecting venues.
The list of locations selected for inspection is generated by a random number selection
and the Night Inspection Coordinator sorts the group in alphabetic order of Street. The
policy is that the restaurants are inspected between 10pm to 11 pm since the nightclubs
are not opened yet. The Fire Marshal has added the word "restaurant" to the names of
the establishment to make it easier on the inspector to identify those locations to visit
earlier in the night. The night inspectors can select the restaurants from the group to
inspect between 10pm — 11 pm and then concentrate on the nightclubs after 11 pm or
midnight. During special events weekends, the shift is adjusted as necessary; starting
earlier at 9pm or ending later at 5am, or both.
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Performance and Operational Audit
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' Parking Enforcement Department
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Parking Ticketing and Tow Process
PT—01 Complaints Dispatching
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' All parking complaints are received and fielded by the dispatcher. The dispatcher should
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send an officer to address the issues promptly.
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a Parking Officers are dispatched to complaint issues based on their shift and zone. The
dispatcher uses the zone assignment sheet they receive at the beginning of the shift in
order to determine which officer to send to the incident site. Officers might not get to site
in time and violator may be gone.
If officers are attending to another complaint or on the opposite side of the zone may not
get to the complaint site immediately resulting in a delay of action and resident
dissatisfaction.
Officers are sent to address incidents based on which zone they are assigned; however,
only in some instances will the dispatcher pull an officer from another zone.
Recommendation:
The City should implement a procedure to have the first available officer in the closest
proximity dispatched to complaint sites.
Management's Response:
i Management agrees with the recommendation. We have created procedures where the
Parking officer shall be dispatched to complaint issues 'based on their availability and
proximity to the complaint site, the dispatcher shall send the first available officer in the
closest proximity to the complaint side in question and an officer shall be at the
complaint site within 30 minutes of the receipt of the complaint. The attached written
directive (see SOP No. 2013-013) which includes these procedures has been issued
and acknowledged by those employees responsible for its implementation and
compliance.
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PT—02 Identifying Parking Permits
Parking enforcement officers are required to verify vehicles have the proper parking tags
for the specific area the vehicle is parked.
When an officer reports to a complaint site, he/she visually surveys the area of interest in
order to identify people who have parked in permitted areas without the proper parking
permit.
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Performance and Operational Audit
Due to the potential size of a complaint area, parking enforcement officers may not be
able to check all vehicles in that area thus increasing the risk that parking violations may
not be identified and appropriate action not taken as a result.
It was noted that only one enforcement officer addressed a given complaint, even in
instances of when the complaint area was large and difficult for one person to cover the
entire area.
Recommendation:
The city should implement a policy that requires officers to team up when addressing
complaints that require officers to canvas large areas so that adequate coverage is
obtained to properly identify parking infractions and suitably follow-up on the complaint.
Management's Response:
Management agrees with the recommendation. We have created procedures where
larger areas shall be canvassed by multiple officers made up of teams. These teams
shall be assigned contingent upon availability and proximity to the complaint site. SOP
No. 2013-013, which includes these procedures has been issued and acknowledged by
those employees responsible for its implementation and compliance.
PT—03 Citation Supporting Documentation
The enforcement officers are to accurately document all information pertaining to the
citation. Supporting documentation and violation information should be recorded for all
areas of noncompliance.
It is a manual process for the officers to document the vehicle information during an
instance of noncompliance. There are no pictures taken to verify and reconcile in order
to ensure the information is accurate. The officers take pictures of the vehicles
committing a violation that requires a tow but not for citations.
Vehicle and violation information may not be entered correctly. Violators may refuse to
pay citations with incorrect information or appeal claiming the violation doesn't belong to
them. Officers may not have supporting evidence for a citation in case a violator decides
to appeal resulting in loss of revenue.
There is no policy that requires officers to gather supporting information for the citations
given.
Recommendation:
The City should implement a policy that requires supporting documentation be obtained
for all instances of noncompliance.
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Management's Response:
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Management agrees with the recommendation. We have created procedures where
officers are to accurately document all information pertaining to the citation or
enforcement action,- supporting documentation and violation information should be
recorded for all areas of noncompliance and officers are to take photographs with their
Autocite and city issued camera for all areas of noncompliance. SOP No. 2013-015
which includes these procedures has been issued and acknowledged by those
employees responsible for its implementation and compliance.
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PT—04 Confiscated Tags
Parking should not release tags to violators who haven't paid the appropriate fine.
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The confiscated tags are maintained in the main office until violators provide receipt of
fine payment. Receipt verification is not documented on the tag logs.
Without proper documentation of receipt it is possible tags may be returned to violators
who haven't paid.
t There is no policy that requires officers to document the receipt and fine amount paid
prior to returning confiscated tags.
Recommendation:
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The city should enforce a policy that requires employees, who are the tag custodians, to
! document the receipt, fine amount and signature of both the custodian and recipient
prior to releasing the tags:
Management's Response:
Management agrees with the recommendation. We have created procedures whereas
confiscated tags shall be maintained in the main office until such time that violators
provide receipt of fine payment, receipt verification shall be documented on tag logs, tag
logs shall document the receipt, fine amount, and signature of both the custodian and
i recipient. SOP No. 2013-016 which includes these procedures has been issued and
1 acknowledged by those employees responsible for its implementation and compliance.
PT—05 Officer Productivity
i Parking Supervisors should monitor the productivity of the officers and address issues of
low performance.
Enforcement is not allowed to set a quota for officers to target their enforcement by. The
Parking supervisors measure productivity by the amount of citations given in comparison
to other officers who work the same shift and zone. However, since supervisors cannot
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Performance and Operational Audit
say there is a certain amount of citations that should be written, the supervisors cannot
effectively address issues of low performance.
Consequently, officers are not being held accountable for their productivity which may
result in an increase of non-compliance issues not being addressed.
The supervisors do not have an effective way of measuring productivity and therefore
cannot enforce what is believed to be low productivity.
Recommendation:
The city should implement a procedure that allows productivity to be measured based on
all the responsibilities of the Parking officers. Supervisors can review the time spent in
the field by monitoring the officer's daily activity reports. The actual location of the officer
can be determined by reviewing the GPS located in every vehicle and the amount of
citations given can be retrieved from AutoCite. These activities can be reconciled with
amount of time spent in each location based upon the duty the officer was performing as
written in the activity report.
Management's Response:
Management agrees with the recommendation. We have created procedures where
supervisors shall monitor officer productivity by monitoring and addressing officer time _
management. Supervisors shall monitor time spent in the field by officers by monitoring
the officer's daily activity report; AVL/GPS reports; and Autocite Productivity Log. Officer
activity shall be reconciled with the amount of time spent in each location based upon
the duty the officer was performing as described in the daily activity report and CAD
report. Directive (SOP No. 2013-017) includes these procedures has been issued and
acknowledged by those employees responsible for its implementation and compliance.
Parking Valet Process
PV—01 Clearing Pending Appeals
Valet Operators have a 10-day period in which they may refute a fine and take action in
court. When a court case is opened, it is to be approved by the City Clerk. The city
clerk verifies the accuracy and validity of actions and forwards document to Special
Master. For a valet operator to apply for meter rentals or reserve an area for ramping,
they cannot have any cases in outstanding status
Currently, there are no controls to verify that administration frequently reviews
outstanding cases in order to update those that have been cleared.
With no schedule of when to update the valet appeal cases, approved valet operator
may be falsely refused services. The administration refers to the special master section
of the city clerk's website when an operator is in question.
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Performance and Operational Audit
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The outstanding statuses may not be updated in a timely manner due to a deficiency in
controls over the review process.
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Recommendation:
: The city should implement a policy that requires administration to have a set schedule to
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update the status of the cases.
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Management's Response:
Management agrees with the recommendation. We have created procedures where the
status/synopsis for each respective case is reviewed on a monthly basis after each
hearing through the City Clerk's website under Special Master Agenda. In addition, the
Space Rental Liaison will be utilizing the calendar in the Accela Program for tracking
purposes. SOP No. 2013-A which includes these procedures has been issued and
acknowledged by those employees responsible for its implementation and compliance.
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The City of Miami Beach, Florida
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Planning Department
Planning Concurrence and Impact Fees
PCI—01 Fee Calculations
The City utilizes Microsoft Excel (Excel) spreadsheets to calculate concurrency and
impact fees. Due to the inherent risks of using Excel, fee calculations may be inaccurate
due to various reasons; accidental misstatement of numbers, incorrect information
supplied, or incorrect calculation formulas.
Fees should be determined in a timely manner and on a fair and consistent basis that
allows payment to be completed. Fees may be determined at a level either too high or `
too low.
In addition, there is no documented second-level review of concurrency and impact fee
calculations.
Recommendation:
The City should implement a process to have a second review of the Excel calculation
formulas and inputted values to verify accuracy. {
Management's Response:
Management agrees with the recommendatio n to have a second reviewer of calculated
formulas and imputed values to verify accuracy. The Planning Department will develop
a methodology to have a second reviewer who signs off on the calculated formulas and
values, while pursuing integration of this function with the new Accela system to provide
greater accuracy and transparency.
PCI —02 Cash Receipts
During our procedures, we noted that Manual cash receipts (MCRs) are filled out and
completed, then given to the cashier, by the payor, to handle payment. MCRs are being
filled out and handed over without any form of review for accuracy.
Cash receipts should be completed in a timely manner with accuracy. In addition, Fees
should only be signed off in PermitsPlus when proper proof of payment is received and
approved.
Also, there is a risk that the MCRs may be manipulated prior to being processed by the
cashier. Currently, there is- no second-level review of the accuracy of MCRs. Further,
there is no check to determine that an MCR is not manipulated by payee prior to being
processed by the cashier.
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Performance and Operational Audit
" ± Counter Planner may sign off in PermitsPlus without receiving proof of payment from
customer. If the Counter Planner were to mistakenly sign off on a payment that was not
properly approved and receiving, revenues could be misstated.. There is no formal
system or control to ensure that proof of payment is verified prior to dismissal of fee in
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PermitsPlus.
Recommendation:
A second-level of review of completed MCRs will reduce the risk of inaccuracies.
Further, review by the cashier for accuracy, or an increase of automation in the cashier
i process, could reduce the risk of payee manipulation to the MCR. A check system could
be implemented that creates a registry and compares, payments accounted for at the
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cashier with payments received and signed off on in PermitsPlus.
Management's Response:
Management agrees with the recommendation. With the new Accela system, where
MCR's will no longer be used, Planning will assess any fees, such as for concurrency, as
part of the Building Permit Process. The appropriate staff members will be trained on
generating invoices through the Eden system, for cases not involving Accela
-z Automation. This will mitigate the risk associated with the use of MCRs. We will sign off
on plans as long as all applicable Planning Fees have been assessed in Accela. A
person would not be able to get their Building Permit issued until all applicable fees,
including from Building and Planning, have been paid.
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' PCI —03 Concurrency Fee Policies and Procedures
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There is no comprehensive document setting forth the policies and procedures for
assessing concurrency fees. Policies and procedures currently being followed are,
contained in three separate documents within the Miami Beach Code, a Commission
letter, and the comprehensive plan. Because policies being followed are from three
separate documents not specifically designed for concurrency fees, certain policies and
procedures may not be followed in an appropriate manner.
Recommendation:
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The three separate documents used to guide concurrency policies and procedures
should be reviewed and combined into a comprehensive document.
Management's Response:
I Management agrees with the recommendation. While it is not possible to replace the
City Code and the Comprehensive Plan with an all-inclusive legal document, a policy
manual could be created that combines the information in these documents for ease of
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Permitting `
PP—01 Permit File Review
We selected 60 permit files to determine if the application file contained the supporting
documentation required by the application for the specific permit requested and that fees
assessed were accurate. During our review, we identified that 27 out of 60 files selected
were incomplete. Specifically, we noted the following:
• Four permit applications were not signed by the reviewer;
• Two permit files were missing the application;
• One permit application was not signed by the applicant;
• Two permit applications did not have sufficient supporting documentation within
the file from which Crowe could determine the accuracy of the fee that was
assessed;
• Five permits were missing supporting documentation;
• Two permits did not have the Manual Cash Receipt (MCR) documented;
• Eight permits did not have the housing type documented;
• Eight permit applications did not have the project type identified; ;
• One permit applicant was overcharged by $25 per review of the MCR and
discussion with the plan reviewer;
• One permit did not have enough information to confirm the appropriate
supporting documentation was supplied;
• Two permits did not have the corresponding building number, and
• Three permits did not have the fee charged documented.
In addition, we selected four conditional use permits and noted that three of the four k
permits were missing the conditional use application documentation required by the
Planning Department. One application was also missing the proof of payment and -
another did not contain evidence of staff review and approval.
Recommendation:
We recommend that the City require that a quality control review be conducted of permit
applications, including conditional use applications, to determine the accuracy and
completeness of file documentation and the initial planning reviewer's determination to
grant or not to grant a permit.
Management's Response:
Management agrees with the recommendation. With the new Accela system, these
Administrative Design Review approvals and Land Use Board applications will be
included in the automated ermittin process and should standardize record keeping
P 9 P P 9 '
and application accuracy.
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Performance and Operational Audit
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Planning and Public Works Permitting
The following recommendations relate to both the Planning and Public Works Department
Permitting Process.
PWP—01 Construction Permits
Chapter 14 of the City Code requires that permits be obtained by individuals or entities
desiring to conduct a construction project in the City's. During our procedures, we noted
that the City does not have a process to determine if construction projects in progress
obtained the required permits prior to beginning work. One construction project was
identified as having been started, but un-permitted, while shadowing a code enforcement
officer. The project was reported, but does not appear to be a component of the written
procedures or job requirement. Failure to monitor construction projects that are ongoing
but un-permitted reduces the revenues that may be earned by the City and also may
subject citizens to risk if public safety issues exist and go unresolved.
Recommendation:
i The City should implement procedures to help ensure that permits are obtained for all
_._ construction projects within the City. Specifically, the City should consider implementing
a City-wide policy and procedure that informs City personnel the proper protocol to
report potential violations (e.g. construction projects that do not have a clearly visible
permit). In addition, the City should consider utilizing current inspectors that are already
assigned to perform duties throughout the City to look for potential violations. In other
words, officers already in the field could be doing this as part of their normal procedures.
i Management's Response:
Please see management's response to recommendation FP-01.
PWP- 02 Permit Workflows
The Building Department establishes workflows within PermitsPlus that specify the
f departments and divisions that are required to review project plans. Within its current
configuration, a planning or public works reviewer may issue a permit prior to the
completion of each department/division's documented approval. Specifically, it was
noted that the system control could be overridden so that a permit could be issued
without all of the necessary sign-offs. We did not identify an instance where the control
was bypassed; however, there is not a process in place to help ensure that the
procedure is executed as designed.
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Recommendation:
We recommend that the City establish a policy that necessitates that all workflows
require approval by the Building Department to ensure that plans are routed to the
appropriate departments/divisions for review. We recommend that the City also require
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that all plans be reviewed by someone other than the person who performs the original
review.
Management's Response:
Please see management's response to recommendation FP-02.
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Public Work Department
Public Works Permittinq
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PW— 01 Public Works Plan Review
We evaluated 35 Public Works permit files to determine if the applicant file was
complete, the fee assessed was accurate, and the staff approvals were documented
appropriately. During our review, we noted the following:
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• 10 permit applications were not signed by the reviewer;
E Three applications were missing supporting documentation that confirmed the
payments for the permits were received from applicants; and
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• Two files were missing the permit application.
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Current procedures do not require a review of staff permit approvals and applicant files
by an individual other than the initial plan reviewer. In the absence of a review or other
control mechanism, permits may be issued without the required payments being
received by the City, appropriate documentation supporting the granting of a proper
permit may not be obtained or retained, or permits issued erroneously may be
undetected.
I Recommendation:
We recommend that the City conduct a review of cash receipt information to determine if
payment was received for applications 120722, 120720, and 120716 prior to issuance of
the permit. We further recommend that the City incorporate a periodic monitoring
process to determine if adequate supporting documentation, including payment support,
was received prior to issuing permits as required by City procedures.
Management's Response:
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Management agrees with the recommendation. It was noted that three permit
applications did not have supporting documentation that confirmed payment was
f received prior to permit issuance. The documentation for two of the applications were
subsequently located and the other one was for a special event permit for which there is
no fee charged. We will also implement a quality control plan to review a sample of
permit applications on a routine basis to verify that proper procedures were followed
s when reviewing applications and issuing permits.
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The City of Miami Beach, Florida
Performance and Operational Audit
Special Master -
SM —01 Lien Process
master During our procedures, we conducted interviews with two special ast clerks during
which we reviewed a series of 20-day notices (Notice of Entry of Order Imposing Fines
and Intent to Impose Lien/Procedures for Requesting Special Master Hearing on Fines
and Lien). Through this process, we noted that not all liens were being filed with the
county at the conclusion of the 20th day referenced on the 20-day notices as required by
Section 30-70 of the City Code. Failure to file the required liens and execute the code
enforcement process in its entirety may subject the City to additional financial risk. Per
inquiry with the clerks, there were insufficient resources to monitor and file all liens
timely.
Recommendation:
We recommend that the City implement a procedure to monitor the aging of outstanding
notices and orders and to follow-up on those that remain unfiled or unresolved at the
conclusion of the 20th day following issuance of the order.
Management's Response: L
Management agrees with the recommendation. The following procedures have been
implemented to monitor the aging of the outstanding notices and orders and to follow-up
on those that remain unfiled or unresolved at the conclusion of the 20th day following
issuance of the order:
1. The.Special Master Office will supplement the paper tickler system currently in use,
with an electronic tickler, which reminds the Special Master Clerks of the Twenty Day
Notice deadline.
2. The paper and electronic ticklers will be entered by different individuals to ensure
accuracy.
3. Due to staffing shortages in the Special Master Office, the Office of the City Clerk will
lend personnel to assist with coverage, to allow the Special Master Clerks
uninterrupted time to complete this task.
4. Upon implementation of the Accela Automation project, the tracking of the Twenty
Day Notice deadline will occur automatically through Accela
Please note that the Special Master Office follows the Florida Rules of Civil Procedure, -
Rule 1.090 when computing time. Said rule reads, in pertinent part:
In computing any period prescribed or allowed by an order, the day of the
act, event, or default from which the designated period begins to run shall
not be included. The last day of the period so computed shall be included
unless it is a Saturday, Sunday, or legal holiday, in which event the period
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Performance and Operational Audit
shall run until the end of the next day that is neither a Saturday, Sunday,
or legal holiday.
I When a party has the right or is required to do some act or take some
proceeding within a prescribed period after the service of a notice or other
paper upon that party and the notice or paper is served upon that party by
mail, 5 days shall be added to the prescribed period.
Not following this computation of time rule, would create needless filing of liens, which is
time consuming, costly and inconvenient to the property owners.
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SM —02 Incomplete Updates to Permits Plus
} The special master clerks are responsible for updating PermitsPlus, which uploads data
to the public-facing website, based on the outcome of various hearings presided over by
the Special Master. During our procedures, we reviewed the hearings that occurred on
December 6, 2012, and compared the agenda notes from those hearings as maintained
by the clerks to the information appearing on the public-facing website. The website did
not contain information or conclusions reached as a result of the hearings due to various
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data points not having been inserted into PermitsPlus. In these instances, the attorneys
were tasked with writing the orders so updates were not made by the clerks. As a result,
Y internal City staff who utilize PermitsPlus for management purposes and citizens of
Miami Beach relying upon the data on the Special Master's website may be either misled
or utilizing incomplete information.
Recommendation:
We recommend the special master clerks document case information in PermitsPlus for
each case, including those for which the clerks are not responsible for drafting the legal
orders.
Management's Response:
Management agrees with the recommendation. The following procedures have been
implemented to ensure that Special Master Clerks fully Document case Information on
PermitsPlus for each case, including those for which the Clerks are not responsible for
drafting the orders:
{ 1. The Special Master Clerk will enter full detail of orders, rulings, or findings rendered
by the Special Master within 24 hours of an occurrence.
2. When an order is to be drafted by the Special Master or the Legal Department, rather
than by the Special Master Clerk, the Clerk shall also note this on PermitsPlus (or
Accela upon its implementation). Said notation shall include the name of the
individual who is drafting the order and the date the assignment was undertaken.
Upon return of such orders to the Special Master Clerk, the system will be updated
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Performance and Operational Audit
SM 03 Case Payments
When an order is made to pay fees for a special master case, the violator is directed to
pay the fee in the office in which the case originated (e.g. Fire, Parking, Code
Compliance, or Building). Customers often report to several locations before reaching
the appropriate counter to pay their fees. There is not a standard policy requiring cash
collections for the Special Master Office to be received and processed centrally which
creates confusion for staff and customers. In addition, in the absence of a streamlined
procedure monitoring actual and expected cash receipts and deposits, there is a risk that
cash payments may go unrecorded.
Recommendation:
We recommend the City implement a procedure that requires customers to pay fees at a
central location. In the interim, we recommend that the City complete and document
reconciliations of daily cash receipts to the cash deposits to reduce the risk of theft.
Management's Response:
Management agrees with the recommendation. The City shall implement a procedure
that requires customers to pay all fees, including appeal fees at a central cashier
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SM—04 Hearing Process
We selected 13 case files for testing to determine if the file documentation was
complete. We identified one file that was missing a copy of the appeal request. The
City's staff could not identify why the documentation was missing.
Recommendation:
We recommend that the City continue to search for the initial appeal request. We also
recommend that City implement a process of quality control over case files. This system
could include a checklist of all required documents for a case file that is completed and
attached to the front of each file and/or a supervisor review of each case file to ensure
the proper documentation in included in each file.
Management's Response: `
Management agrees with the recommendation. A checklist will be created to verify that
all documents that should be included in an appeal file are included therein.
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Periodically, files will be selected at random by the City Clerk to ensure compliance with -
this requirement.
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Performance and Operational Audit
F
' OTHER OBSERVATIONS
$ This section contains other observations that were noted during our procedures that we believe
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merit the attention of City management.
Code Compliance Inspections and Violations
During our procedures, we noted that there is a risk that not all addresses for individuals are
updated in the City's Code Compliance database. This could result in inspectors having
incorrect information
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Management has noted this observation. With the implementation of the Accela Automation the
application will be using the City's GIS System for addresses. This System is updated weekly
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with new information from Miami Dade County.
Information System Assessment of the PermitsPlus System
Based on our assessment of the PermitsPlus system, we developed several observations.
These observations are detailed below.
• Segregation of Duties — During our review of user access on the PermitsPlus
application, we noted that the four users who have administrator access rights, also
have access to the development environment (Composer) and the production
environment (Live Composer). This combination of access gives these users the ability
to bypass the established change management process and promote or make changes
f to scripts directly in the production environment. In addition, we noted that management
has not implemented monitoring controls in the production environment to detect
I unauthorized activity.
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' Management's Response:
Management has noted this observation. Segregation of Duties will be incorporated into
the role based security of the replacement software for Permits Plus which is in the
testing phase and shall become operational in the spring.
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• Access to Development — During our review we noted five users with access to the
development environment where this access is not required for the performance of job
responsibilities.
Management's Response:
Management has noted this observation. Access to Development will be restricted to IT
staff which will be incorporated into role based security with the replacement software for
Permits Plus which is in the testing phase and shall become operational in the spring.
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Performance and Operational Audit
• User Administration — Defining user access on PermitsPlus application is an important
process in maintaining the integrity of the application as it provides management the
opportunity to enforce appropriate segregation of duties and restrict access to sensitive
functions to authorized personnel. Management's current procedures for granting users
access to financially significant applications are informal (email) and do not provide a
means to record and maintain the level of access granted to the user or document
management's approval of the access granted for the duration of a user's employment.
Management's Response:
Management has noted this observation. Currently, IT is in the development stage of an
User Administration Application in order to grant access to network and city applications.
• User Access Review — Management performs a review of user access on the
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PermitsPlus application annually. This review ensures that each user requires access to
the application; however, this review does not validate that each user's access within the
application is commensurate with employee job responsibilities.
Management's Response: -
Management has noted this observation. Departmental yearly Security review will be
incorporated once the replacement software for Permits Plus becomes operational in the
spring.
• A PP licat ion Password Parameters — Passwords represent the keys s to an
organization's information system resources. Password strength or complexity and the
frequency of change are the two main factors that make unauthorized access via
password cracking unfeasible or difficult. During our review, we noted that the
PermitsPlus application does not have the functionality to enforce strong passwords.
Management's Response:
Management has noted this observation. The replacement software for Permits Plus is
integrated with Active Directory which has complex password parameters.
• Security Logs/Monitoring — The PermitsPlus application does not currently have the
ability to report security related events (lock outs, security violations) or record changes
to critical fields (audit logs) in order to detect suspicious or unauthorized activity.
Managements Response:
Management has noted this observation. The replacement software for Permits Plus will
have audit capabilities and logs.
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