2002-25093 ResoRESOLUTION NO. 2002-2:5093
A RESOLUTION OF THE MAYOR AND THE CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, RELATING TO THE ANNUAL
EVALUATION OF THE CITY MANAGER; RECEIVING THE CITY
MANAGER'S REPORT; ADJUSTING HIS SALARY AND BENEFITS
ACCORDINGLY, GRANTING A PERFORMANCE BONUS AND
DEFERRED COMPENSATION; ADJUSTING HIS EMPLOYMENT
CONTRACT ACCORDINGLY; AND SETTING AN EFFECTIVE DATE.
WHEREAS, Jorge M. Gonzalez assumed the role of City Manager on August 21,
2000; and
WHEREAS, Mr. Gonzalez' engagement is reflected in an employment contract
dated July 26, 2000 adopted by the City Commission on July 26, 2000, which
establishes his first year's salary and setting other terms, conditions, and benefits; and
WHEREAS, one of the terms of his employment contract provides for an annual
performance review and further provides for salary and benefits adjustments and
performance bonuses in such amounts and to such extent as the City may determine
that it is desirable to do so; and
WHEREAS, the above mentioned employment contract was amended on
October 17, 2001 by Resolution Number 2001-24655 in recognition of his exemplary first
year performance evaluation and ensuing adjustments to salary and other aspects of the
employment contract; and
WHEREAS, the City Manager voluntarily agreed to forego the Performance
Bonus for the period between August 2000 and August 2001 and further deferred for
one year, one half of his merit increase (2.5%) given the economic uncertainty resulting
from the events of September 11, 2001; and
WHEREAS, the City Manager has resided within the City of Miami Beach for the
convenience of the City of Miami Beach, and such condition of employment was and is
necessary in order for the City Manager to properly perform his duties to the citizens of
Miami Beach, since as a 24 hour on-call position, the City Manager is required to
participate in and attend civic meetings, other functions and generally be available at all
times to perform his duties; and
WHEREAS, the Mayor and members of the City Commission have reviewed the
City Manager's Report for the period between August 2001 and August 2002 and have
personally related with and observed the City Manager during the period of his service
and upon such review and observation find and determine that his performance has
been beneficial for the City and that his employment contract should be adjusted; and
WHEREAS, in recognition of his exemplary performance and achievements in
accomplishing the objectives of the City Commission it is the desire of the Mayor and
Commission to continue Mr. Gonzalez' engagement under the terms and conditions as
set forth in that employment contract, as amended by Resolution Number 2001-24655
and by this Resolution.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that:
Section 1. The findings set forth are true and correct and adopted as part of this
Resolution.
Section 2. Increase base salary by 5%, pursuant to Section 7; subsection A of
the employment contract and in recognition of his exemplary performance.
Section 3. Grant the City Manager's Deferred Compensation pursuant to Section
14; subsection B of his employment contract.
Section 4. Amend Section 13; subsection C of the employment contract by fully
deleting subsection C in its entirety (including caveat) and inserting in its place and stead
the following:
City a.qrees to provide hospitalization, sur,qical and comprehensive medical,
dental and vision insurance for the Mana.qer and dependents and to pay the
premiums thereon, or in the event no such plan exists, to provide same.
Section 5. Adjust Section 9 of the employment contract by increasing the
amount by $417 per month and confirm the residency requirement as a continued
condition of employment for the City Manager.
Section 6. Add one year to the term of the employment contract and make all
other necessary adjustments to the contract to reflect said change, pursuant to Section
2; subsection A of the employment contract.
Section 7. Mr. Gonzalez' engagement as City Manager shall continue under and
pursuant to the terms of the employment contract as amended by Resolution Number
2001-24655 and this resolution until the same is modified, amended, or terminated by
action of the Mayor and Commission.
Section 8. This Resolution shall become effectiv.~e)upon adoption and be
retroactive to August 21, 2002. /// /////~
PASSED and ADOPTED this 11th day of Decem_b, ~200~. ~ ~/~
l / · v MAYOR
ATTEST:
CITY CLERK
FORM & LANGUAGE
& r-OR EXECUTION
C:~Documents and Settings~:3~grgonj~Desktop~meval.reso.doc
CITY OF MIAMI BEACH
Office of the Mayor and City Commission
Interoffice Memorandum
From: David I~'er~ ,
Mayor k~'
City Manager's Evalnation
Subject:
On August 21, 2002, the City Manager completed his second year of service as City Manager.
Pursuant to his employment agreement, the City shall review and evaluate the performance of the
Manager annually and the Mayor shall provide the Manager with a summary written statement of
findings of the City Commission. Compensation, performance bonuses and other adjustments to his
contract are also reviewed at that time.
The Manager has provided me and I have shared with the Commission a comprehensive report
setting forth how the Administration has fulfilled the goals and objectives endorsed by the City
Commission and summarizing the accomplishments of the Administration over the past year
(attached). The Commission has also received information from the International City/County
Management Association regarding criteria for evaluating the Manager's performance. Finally, I
have discussed my findings directly with the City Manager.
Accordingly, I am transmitting for Commission consideration at its December 11,2002 meeting the
attached resolution which adjusts the City Manager's employment agreement in recognition of his
exemplary performance and achievements in accomplishing the objectives of the City Commission.
DD/me
Agenda Item
Date
CITY OF MIAMI BEACH
Office of the City Manager
Interoffice Memorandum
To:
From:
Subject:
Mayor David Dermer
Jorge M. Gonzalez~,~ ~.-
City Manager
PERFORMANCEEVALUATION
Date: October 4. 2002
August 21, 2002 completed my second year as your City Manager. In reviewing the events
and accomplishments of the past year, and of the year before that, I am proud to say that
the City of Miami Beach has continued to make great strides as a world class, vibrant,
tropical, historic community for our nearly 88,000 residents and 15 million visitors who
come to our City from around the world.
The past year has afforded me an opportunity to build on, and go beyond, the work the
Administration has been focusing on since I became your City Manager. I can safely say
that the organization and the City have enjoyed many successes this past year and that we
are better positioned today to deal with the challenges and opportunities that lie ahead of
us. We have seen significant changes in City Hall over the course of the past two years.
These include changes in the way we do business, in the waywe are organized, in who is
providing service, and most importantly, changes in our focus and priorities. I have made it
a priority to align the Administration's resources with the Commission's priorities and in
doing so, have been able to better focus on the business of the City. During my tenure I
have worked to ensure that above all, we provide efficient and effective services to all our
residents and customers in a professional and ethical manner with a primary focus on
outstanding customer service.
During the past year, we have seen a groat deal of progress in many areas, including the
following:
In my continued efforts to involve and solicit greater input from the City Commission,
several important Commission workshops were held, including ones that focused on
reducing the incidences of homelessness, update and sequencing of our capital
improvement projects, parking policies and our relationship with the Greater Miami
Convention and Visitors Bureau.
As a way to further connect the community with our work, several task forces were
created to solicit input and policy guidance. These include the Parks Blue Ribbon
Task Force, the Group Health Insurance Task Force, the Nightlife Industry Task
Force, and the Mayor's Blue Ribbon Task Force on Tourism.
The City's Major Events Plan has been finalized and implemented several times
with great success including the Veteran's Day N'SYNC and Friends free concert
on the beach, 2002 Memorial Day weekend, and the Fourth of July celebration.
In creating the Grants Management Office, the City has streamlined its grant efforts
and as a result we have nearly quadrupled the total amount of monies applied for by
the City from $4,224,000 to $18, 736,138 and have seen grant awards more than
double in one year's time from $2,592,309 last year to $5,745,396 this year. The
significance of this success is important because the City has been able to
implement and/or complete several unfunded or under-funded projects through
these awards.
The City was recognized locally and nationally for our efforts in ways that we had
never been before, including being selected by the National Civic League as a
finalist in the 2002 Ali-America City Award; by the City & County Communications
and Marketing Association (3CMA) as a Savvy Award winner; by the Participate
America organization with their first-ever President's Award for our activities during
National Civic Participation Week; and by the Miami-Dade City and County
Management Association, a professional association comprised of City and County
Managers and Assistant Managers, who awarded me their first-ever Leadership
Award.
I am pleased that my second year as your City Manager has been as challenging and
rewarding as my first year. I am looking forward to continuing to work with you and the
Commission on behalf of our residents in achieving even more successes for the City of
Miami Beach in the years to come.
Pursuant to my employment agreement, "The City shall review and evaluate the
Performance of the Manager at least once annually. Further, the Mayor shall provide the
Manager with a summary wdtten statement of the findings of the City Commission and
provide an adequate opportunity for the Manager to discuss his evaluation with the City
Commission." As I did last year, I am attaching a form which may be of use to you in
soliciting input from the other Commissioners should you wish to use it. As you know, this
information is subject to the Sunshine regulations and needs to be solicited and reviewed
in that context.
As you may recall, in Mamh of this year, I sent a Letter to the Commission with a copy of
my Five-Year Vision for the City and the Identified Priorities and Program of Work for 2001
- 2002. A copy of this LTC is attached. This Five-Year Vision and Identified Priorities and
Program of Work established the performance objectives referenced in our agreement.
The following summarizes the key accomplishments of the past year, which coincides with
the City's fiscal-year. For ease of review, it is organized in a manner similar to the
Identified Priorities and Program of Work document discussing in detail the following areas:
(1) Capital Improvement Program; (2)Implementation of the Business Resolution Task
Force; (3) Strategic Planning and Economic Development; (4) Organizational
Development; (5) Neighborhood Services; and (6) e-Government Initiatives. In addition,
under separate cover, I plan to send an LTC which captures the performance measures
accomplished by all City Departments this past fiscal-year.
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Capital Improvement Program
The Capital Improvements Project Office (CIP) has been formalized and consolidated with
all employees now located together in the newly acquired 777 17th Street Office Building.
The ClP Office is charged with planning and construction oversight of the majority of
construction projects citywide. Professional Construction Managers have been hired to
oversee the Right-of Way Program and the Parks and Facilities Program. New project
bidding criteria and Contract Documents have been developed to ensure a highly
professional pool of contractors and improved citizen satisfaction. The ClP Office has
identified 115 separate projects to be completed over the next six years. The cost for these
funded projects is estimated at $400 million, comprised primarily from a series of bond
funds and federal, state and local grants. In this fiscal year, CIP has completed the
renovation of six Parks, and the Flamingo Pool. Two streetscape projects, South Pointe
Phase I and Espanola Way, should be completed in October and November, 2002,
respectively. With regard to facilities, the Bass Museum has been completed, the Regional
Library is under construction and Bayshore Golf Course is nearing completion. Two Fire
Stations will be under construction shortly, as well as a number of commercial area
streetscape projects. In addition, by year's end, seven of the City's 13 neighborhoods will
have completed their community driven planning process, and a Basis of Design Report
(BODR) adopted for same. These include: Star, Palm, Hibiscus; Oceanfront; Normandy
Isle/No..andie Sud; Flamingo/Lummus; La Gorce; Nautilus; Bayshore and Normandy
Shores. Completion of the planning stage initiates the design stage, which includes the
preparation of construction documents, which is roughly a 12-month process. The ClP
Office continues to improve its community outreach recognizing the importance and value
in educating residents citywide about the CIP Planned Progress Program.
Implementation of the Business Resolution Task Force
In keeping with the goal to implement all of the Business Resolution Task Force (BRTF)
recommendations, the reconfiguration of the second floor of City Hall to accommodate the
City's Planning, Building and Concurrency Departments has already begun and is well on
its way to being completed by the end of this fiscal year in order to provide a more
enhanced, one-stop permitting process for all our residents and customers. Some of the
successes in this area include the enhancement of services on Saturdays including the
temporary implementation of the residential permitting that occurred from January through
the end of September, 2002 and the permanent implementation of permitting performed
by the Fire Department; hiring an additional structural engineer to meet the ongoing plan
review designs and provide enhanced services; and issued an RFQ to provide the City
with expanded consulting services to further enhance our service capacity. Technology
enhancements continue to be a priority in this area and have and will continue to be
implemented accordingly. The City awarded a contract for hand held computers that will
facilitate the Building Department and Code Compliance Division in their on-site
inspections and enable staff to conduct research while in the field. Staff has completed the
design specifications and testing shall be underway by the end of this calendar year. With
the accomplishments noted here and in the previous year, the Administration has
successfully completed the BRTF priorities but will continue to focus on ongoing process
improvements to continue enhancing the delivery of services.
Strategic Planning and Economic Development
As part of our economic development efforts, the City held a major Tourism and Economic
Summit on October 1, 2001 bringing together for the first time all of the key players in our
tourism economy locally and regionally along with our social service organizations to
explore and discuss possible solutions stemming from the downturn in the economy
following the tragic events of September 11th. AS a result, the City unveiled a local
economic stimulus relief package that included several specific measures to assist the
recovery of the City's businesses, economy and sustain and strengthen the tourism
industry. As part of this effort, we worked with the Small Business Administration to extend
the eligibility criteria for businesses to qualify for SBA Economic Injury Disaster Loans.
Thus far, 32 loans have been approved for a total of approximately $2.5 million. We also
focused our efforts on continuing to attract significant private investment in the community.
We worked with LNR Property Corporation to secure the move of their 240-employee
corporate headquarters to Miami Beach and to develop the Miami Beach Business
Assistance Program, which has already generated additional interest from other companies
interested in moving to Miami Beach. Warner Music International opened their 20,000
square foot headquarters on 5th Street and MTV announced that they will hold their first
M'IV Latin Music Awards on Miami Beach this year demonstrating that South Beach
continues to be the center of the Latin American entertainment industry. Other significant
accomplishments include the completed site analysis for the 17th Street surface lots to
accommodate the expansion of the New World Symphony and ten-year update of the City
Center Redevelopment Plan as a result of the successful completion and implementation
of a substantial portion of the original City Center Redevelopment projects; the opening of
the Royal Palm Crown Plaza, the county's first African-American owned hotel; and
substantial completion of our newest parking garage, a public-private partnership, with over
270 spaces located on 10th and Collins. In an effort to further address parking supply, the
City is finalizing a parking demand analysis that will assess the parking adequacies
Citywide and prioritize alternatives for future development or enhanced capacity. The North
Beach area has undergone a tremendous economic transformation over the past year. To
date, the City has documented funding in excess of $100 million in public projects including
infrastructure, public facilities, park improvements, streetscapes, and transportation
enhancements which has attracted over $566 million in private investment and over $3
million of public-private partnerships which are ongoing in the area. These projects are
included in the North Beach Master Plan which is receiving public input and will be finalized
by the end of this calendar year.
Omanizational Development
In the area of organizational development there were several accomplishments, including a
successful transition in the Police Department into a new leadership team consisting of a
new Police Chief, two new Assistant Police Chiefs and several new members of the Police
Command staff; and the recruitment and filling of several key senior level positions in the
Administration, including the Director of the Capital Improvements Program Office and of
the Sanitation Division. The Neighborhood Services Department was also reorganized in
an effort to further improve the services it provides to our residents. All Departments within
our Operations functional area, including Public Works, Parks, CIP, Neighborhood
Services, and Parking, conducted training on supervisory practices for first and middle level
supervisors on a wide range of topics in an effort to enhance their supervisory capacities.
The Group Health Insurance Task Force was created and met throughout the year to
discuss the City's health insurance plan and developed a comprehensive analysis of the
City's group insurance program which included several solutions. The current condition of
the City's group health plan evolved over a long period of time and the recommended
implementations will require much effort and long term commitment. Funds were included
to address the issue of salary compression and benefits among our employees, particularly
at the management levels. As part of our leadership development initiatives, we reached
partnerships with local institutions of higher education, including Miami-Dade Community
College, Florida International University, and Barry University, to offer an expanded array of
courses offered in Miami Beach for our employees and residents. In an effort to better
connect staff who interact with our Hispanic residents that may not speak English very well,
a biweekly Spanish class was organized. The City reached agreements with the
remaining two Unions (AFSCME and CWA) and made revisions to the GSA Union resulting
in final agreements with all five Unions. Customer service remained an important priority
and several initiatives to improve the delivery of services to our residents and businesses
were implemented. The City's Customer Service Task Force continued to work with
employees from all levels of the organization to ensure that the workforce is focused on
enhancing internal and external customer service initiatives and employee recognition at ail
levels of the organization. In addition, a "secret shopper" customer service evaluation was
conducted from October 2001 to January 2002 to measure customer service delivered by
the City of Miami Beach staff. Evaluations were conducted anonymously and impartially
and results indicated high marks for positive service, listening, knowledgeable employees
and clean surroundings. As a result of this feedback, I have asked each Department to
develop a plan to make overall improvements and to acknowledge employees.
Nei.hborhood Service~
Among the accomplishments in the neighborhood services area was the establishment last
year of the Neighborhood Services Department to improve public access to our City
government and increase involvement and Participation by providing direct assistance and
outreach to citizens. We held a total of 16 meetings throughout the South, Middle and
North Beach areas so that our residents had an opportunity to meet the City
Commissioners and City staff and in essence, bring City Hall to their neighborhoods. The
Neighborhood Leadership Academy and the Community Emergency Response Teams
(CERT) were established. The development of the City's first true "Answer Center' has
been accomplished one year ahead of schedule and will provide information to residents
by telephone and the Internet. With the development of the Answer Center, city staff
reviewed the existing Civicall software and realized that the system was not user friendly
and did not have Internet capabilities. In keeping with my commitment to create a virtual
city hall on our website, we contracted with Better Place, an easy to use hosted Web
application that will provide our residents with secure anytime-anywhere access to enter
requests and opinions online and track progress and which will eventually replace the
Civicall system. Another function of the Answer Center will be the processing of passport
applications which will generate significant revenue for the city. In August 2002, the city
was approved as a Passport Acceptance Agency and 12 city employees including staff
from my office received passport training from the U.S. Passport Office. The City of Miami
Beach Residents' Guide was published in both English and Spanish to provide our
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residents with information on city, county, state and federal agencies. Additional
informational materials such as "Know Your Codes" and "Water Conservation" fact cards
were created and distributed to our residents. With the creation of the Office of Homeless
Coordination and implementation of our first homeless plan, the City has seen the first
significant decline in our homeless population. The City's commitment to civic engagement
and the events scheduled to commemorate the tragedy of 9/11 earned the City of Miami
Beach the President's Award from the nonprofit, Washington D.C. based organization,
Participate America. The City held a total of 15 events in which school children, residents
and employees gave of their time and/or donated to a local organization.
e-Government Initiatives
The implementation of electronic government solutions has provided better electronic
access to City services and information by enhancing our infrastructure. Our goal is to
create a virtual City Hall that can be accessed by anyone, at any time, via their computer or
telephone. The City's website underwent significant enhancements and created a more
user-friendly format for our residents. Currently, residents accessing the website can have
the information translated to Spanish, enter a service request, complete a customer
satisfaction survey, register neighborhood associations, gather information on forming a
neighborhood association, and access enhanced links to county, state and federal
government sites. Furthermore, we have made progress with our "on-line" utility bill,
business license, and certificate of use payment capabilities and registration for Parks
programs and activities. Our plan is to continuously upgrade the City's website with
enhanced interactivity to allow for virtually all our services to be available on-line. Our
investment and progress in technology has resulted in more efficient tools and we will
continue to work to make our goal of electronic government solutions a reality. In the
future, the enhancements to the City's e-Government presence on the internet will include
a major site redesign with new navigational bar and drop-down menus, replacement of the
VISITOR section of the web site, expansion and updating of content and improvement of
design and navigation, conversion of the website to a non-frames based website, on-line
applications for Parks & Recreation Registration and for Film Permit applications, and in-
house hosting of Arts Council websites. Lastly, the City's use of video streaming to
broadcast the City Commission meetings and other important events over the internet is
the first in Miami-Dade County and among the fist in the State of Florida.
The following are just a few of the key City-wide accomplishments we have achieved this
past year:
Moved into year two of our five-year Vision for the City of Miami Beach that focuses
on the following priority areas: Capital Improvement Program, Implementing the
recommendations of the Business Resolution Task Force, Strategic Planning and
Economic Development, Organizational Development, Neighborhood Services, and
the Implementation of e-government solutions.
Successful completion of an extremely challenging budget cycle which resulted in
no major service reduction, no increase in the millage rate, a reduction in the debt
service millage (in spite of growing capitol investment) and identified funding for
enhancements and projects coming on-line and identified operation efficiencies or
cost reductions of about $8 million.
Developed a Major Events Plan to coordinate, prepare, and allocate resources for
all major events held in Miami Beach.
Held successful, safe, family-oriented special events on Miami Beach, including Art
Deco Weekend, the Veteran's Day free concert on the Beach, Miami Beach Festival
of the Arts, the Boat Show, Memorial Day Holiday Weekend, Summer Festival
Season, the Fourth of July Celebration, and the coordination of the "Miami Spice"
restaurant event throughout the month of August.
Successfully transitioned the Police Department into a new leadership team
including a new Chief, two new assistant Chiefs and several new members of the
command staff.
Established a Public Safety Committee and drafted a Public Safety Plan with a
focus on security issues.
The Police Department handled several potentially volatile demonstrations during
this past year including a memorial service on April 9, 2002, at the Holocaust
Memorial site where there were several thousand Israeli supporters and several
hundred Palestinian supporters who staged a counter demonstration. The Police
Department was able to utilize its Field Force and other officers at the memorial
service to prevent any confrontations from taking place..
At the end of 2001 the part 1 crime rate for the year was reduced by 9.5% as
compared to the year 2000. For the first 6 months of 2002, the crime rate continues
to decrease with an 8.8% reduction for the first 6 months of 2002 compared to
2001.
Updated the City's Emergency Preparedness Plan to better meet the needs of the
community in the event of a disaster.
Reorganized the Neighborhood Services Department to focus attention to and
improve the delivery of services to our residents, and implemented several initiatives
including the Neighborhood Leadership Academy, the Resident Guide, and an
enhanced answer/call center to provide information to residents.
Developed and implemented a strategy for extensive Neighborhood outreach and
on-going communication with residents that included 16 meetings with each of the
13 neighborhoods in Miami Beach.
Developed and implemented a comprehensive homeless strategy to reduce the
incidence of homelessness and the conflicts between residents, visitors, and the
homeless. Efforts included outreach and assistance to 768 homeless individuals
and families; 160 homeless individuals and families were placed at Salvation Army;
and 15 homeless individuals and families were provided with relocation assistance
(Greyhound transportation)
Established a Parks Blue Ribbon Task Force to provide a comprehensive review
and analysis of parks and its programs the City and came up with suggestions for
improvements which are being implemented.
Successfully implemented a Beach Renourishment program to address severe
beach erosion "hot spots" in the City. This program includes the widely acclaimed
"Breakwaters" pilot project between 31st and 34th Streets.
Staffed the Mayor's Blue Ribbon Task Force on Tourism comprised of 30 volunteers
from the business community who volunteered 700 hours of time from December
2001 through Mamh 2002 and developed a report consisting of recommendations,
action steps, implementation methods and accountability measurements involving
the tourism industry.
Developed an economic relief package to assist the recovery of the City's
businesses and economy following 9/11. This package included a $250,000
contribution to the Greater Miami Convention and Visitors Bureau's advertising
campaign, a free Veteran's Day concert on the Beach featuring *NSYNC, deferral of
occupational license and sidewalk cafe fees until January 31, 2002, free
Electrowave bus service and no charge for the first hour in the City's parking
garages.
Partnered with the Small Business Administration to help facilitate the Economic
Injury Disaster Loan for the businesses affected by 9/11. As of April 2002, 32
loans had been approved for a total of approximately $2.5 million.
Reviewed the performance and negotiated an improved position for the City through
the renewal and extension of the contract with the Greater Miami Convention and
Visitor's Bureau with increased benefits to the City.
Established a Nightlife Industry Task Force to address issues and concerns related
to the Nightlife Industry establishments on Miami Beach which has led to a more
successful Memorial Day and other holiday weekends and has opened the lines of
communication for this important business sector.
Completed all renovation and construction of the Bass Museum which opened on
September 4, 2002 with the "In the Spirit of Martin" exhibition.
Amended the City Center Redevelopment Plan to incorporate a community policing
innovation plan and prepared the 17th Street Master Plan which details the
comprehensive redevelopment components totaling in excess of $140 million
planned for the City's civic government convention center are that will be pivotal in
the future expansion and growth of our convention, cultural, and recreational
facilities.
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me. I
Successfully negotiated with LNR Property Corporation, a NYSE publicly traded
company, to relocate its 240 employee corporate headquarters to Miami Beach and
to develop the Miami Beach Business Assistance Program, designed to provide
assistance to other companies interested in moving to Miami Beach.
Completed the analysis and acquisition of a 35,000 square foot office building
adjacent to City Hall, which will serve as an annex to meet cur increasing office
needs.
Filled several key positions, including the Director of Sanitation and the Director of
the Capital Improvement Program (CIP) Office and organized and staffed the CIP to
oversee and coordinate all construction and improvements to the City's
infrastructure, public facilities, parks, beaches, golf courses, and public safety
equipment.
Reached partnerships with local institutions of higher education, (Florida
International University, Barry University, and Miami-Dade Community College) to
offer an expanded array of courses held on Miami Beach for residents and
employees.
Convened the Group Health Insurance Task Force to study the City's health
insurance plan and present recommendations to improve the premium costs,
benefits and City's contribution.
Reached agreements with the remaining two Unions (AFSCME and CWA) and
made revisions to the GSA Union resulting in final agreements with all five Unions.
Updated and improved the City's website to make access to information easier and
to conduct business on-line, including paying for utility bills, business licenses and
certificates of use. Implemented live streaming telecast of Commission Meetings.
Applied for and received $5,745,396 in private, county, state and federal grants to
fund various programs throughout the City compared to the $2,592,309 received the
prior year. An additional $5,271,745 is pending award for this current year.
Recognized locally and nationally with awards such as the Miami-Dade City and
County Manager's Association's first-ever Leadership Award; a Savvy Award in the
Major Events category; the President's Award for our efforts during Participate
America Week; and selected as an Ali-America City Award finalist.
have any questions or need any additional information, please feel free to contact
look forward to speaking to you in greater detail about this.
c: Members of the City Commission
F:lcmgr/all/jorgegon/PerformanceEvaluation2002.doc
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