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HomeMy WebLinkAbout2004-25467 Reso RESOLUTION NO. 2004-25467 and 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; RECOGNIZING HIS EXEMPLARY PERFORMANCE; VOLUNTARILY FORGOING HIS ANNUAL MERIT INCREASE AND PERFORMANCE BONUS; GRANTING A COST OF LIVING ADJUSTMENT (COLA) OF THREE PERCENT; ADJUSTING HIS BENEFITS; ADJUSTING HIS EMPLOYMENT CONTRACT ACCORDINGLY; AND SETTING AN EFFECTIVE DATE. WHEREAS, Jorge M. Gonzalez assumed the role of City Manager on August 21, 2000; 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 were made; and WHEREAS, the above mentioned employment contract was amended on December 11, 2002 by Resolution Number 2002 - 25093 in recognition of his exemplary second year performance evaluation and ensuing adjustments to salary and other aspects of the employment contract were made; 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 2002 and August 2003 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 Numbers 2001-24655 and 2002-25093 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. The City Manager will voluntarily forgo an increase in base salary pursuant to Section 7; subsection A (Performance Evaluation) of the employment contract. Section 3. The City Manager will voluntarily forgo a Performance Bonus pursuant to Section 7; subsection B (Performance Evaluation) of the employment contract. Section 4. Grant a Three percent (3%) Cost of Living Adjustment to be applied in the following manner: A. Adjust Section 9 (Housing Allowance) of the employment contract by increasing the amount by $334 per month and confirm the residency requirement as a continued condition of employment for the City Manager. B. Adjust Section 6 (Salary) of the employment contract by increasing the amount by $1,850 per year. Section 5. Amend Section 14; subsection B (Retirement) of the employment contract to authorize automatic, equal deposits of deferred compensation on a bi-weekly basis coincident with the City's payroll cycle, in lieu of one time, lump sum payments at the end of each calendar year. Section 6. Amend Section 12 (Vacation and Sick Leave) granting an additional eight hours of annual leave for each year of creditable service. Section 7. 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 Numbers 2001- 24655 and 2002-25093 and this resolution until the same is modified, amended, or terminated by action of the Mayor and Commission. Sect on 8. This Resolution shall become effective'u~o-~ adoption and be retroactive to August21,2003. ,," ~ /~ PASSED and ADOPTED this14th day of January ~04. //~ ~// v · MAYOR C:\DataLJorge~003 cm evaluation.reso.amendedl.doc APPROVED AS TO FORM & LANGUAGE & FOR EXECUTION City Attorney Date DAVID D I='RM F'R MAYOR TO: FROM: DATE: SUBJECT: CITY OF MIAMI BEACH 17OO CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33 I 39 David Dermer, January 14, 2004 City Manager's Annual Performance Evaluation On August 21, 2003, the City Manager completed his third 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, as well as the 2002- 2003 Citywide Priorities and Work Plan for the Fiscal Year. The Commission has also received information from the International City/County Management Association regarding criteria for evaluating the Manager's performance. I have forwarded your written comments to the Manager and have directly relayed my observations of his performance over the past year, as I'm sure you have each had the opportunity to do so. The attached resolution adjusts the City Manager~-~employment agreement in recognition of his exemplary performance. It should be noted, that the City Manager has voluntarily proposed to forego a Merit Increase and Performance Bonus this year. Attached is a memorandum that the City Manager shared with the Mayor on November 24, 2003 regarding the accomplishments for the period between August 2002 and August 2003. Accordingly, I am transmitting the accompanying Resolution acknowledging his performance and amending certain elements of his employment contract. F:~CLER\CLER\City Manager Reports - LTC'~crneval2003.crn3.doc CITY OF MIAMI BEACH Office of the City Manager Interoffice Memorandum To: From: Subject: Mayor David Dermer Jorge M. Gonzalez City Manager PERFORMANCE'EVALUATION Date: November 24. 2003 As you know, August 21, 2003 completed my third year as your City Manager. This past year has afforded me the opportunity to continue to build on the work we have been focusing on since I became your City Manager in August of 2000. In reviewing the events and accomplishments of the past year, and of the two before that, I am proud to say that the City of Miami Beach continues to make great strides in achieving our vision of becoming a community that is cleaner and safer; more beautiful and vibrant; mature and stable with a well-improved infrastructure; a unique historic,. urban environment; a cultural, entertainment, and tourism capital; and an international center for innovation in culture, recreation, and business. I have made it a priority to align th~ Administration's resources with the Commission's priorities and in doing so, have been able to better focus on the business of the City. With the results we have achieved, I believe that together, we have made, and will continue to make, the City of Miami Beach a better place for all of us to live, work and play. Because of these efforts, we are now better positioned to deal with the challenges and opportunities that face us. Over the past three years, we have seen significant changes in City Hall, including changes in the way we do business; in the way we are organized, in who is providing services; what services are being provided; and in our focus and priorities. As a result, several major accomplishments have been achieved. Our efforts were recognized nationally this year when we were presented the 2003 All- America City Award, a prestigious national award which recognizes civic excellence and communities that best exemplify the spirit of citizen involvement and cross-sector collaborative problem solving. Our community was the only city in Florida and one of only ten throughout the country to be presented with this award. This year, the Administration was challenged to lead several important community processes to reach consensus, including but not limited to: the Noise Ordinance enforcement discussions; the Bay Link debate; continued studies of the Greater Miami Conventions and Visitors Bureau; the FY 2003-2004 budget deliberations; the planning/visioning exercise regarding the Alaska parcel; the negotiations with the New World Symphony and their Soundspace proposal; the Anchor Garage Request for Proposals; and the continued negotiations with RDP Royal Palm Crown Plaza. I am proud to report that each of these issues have been handled in an extremely professional manner with the utmost integrity and with a primary focus on providing you the best professional recommendations and advice from which to make your decisions. From a financial perspective, we are stronger than ever. I am proud to have managed our financial performance through the challenges that we faced in a post 9/11 world, the continued impacts of the downturn in the economy and through two military engagements. Our efforts, including our fiscal prudence, and a resilient community have led to TWO bond ratings upgrades within six months during the first half of this year, something unprecedented in our history. Furthermore, in these uncertain economic times, when communities throughout Miami-Dade County, the State of Florida and the country continue to have to raise their millage rates to provide their basic services, we have not. In fact, we were again able to maintain our operating millage and reduce our overall millage rate; marking the fourth year in a row with an overall millage reduction! Clearly, we have managed to maintain our strong financial position throughout these challenging economic times. This year, we again faced an extremely challenging budget process but through fiscal prudence and Commission leadership we were able to provide a balanced budget that slowed the growth to only 5.8%, implemented recurring efficiencies of more than $13 million and the elimination of 102 positions (over two years), and minimized any service level reductions. We continue to enhance the budget process to ensure and encourage greater input and direction from the Commission in developing the Operating Budget. This year, for the first time in our history, our Budget Book was recognized by the Government Finance Officers Association with their Distinguished Budget Presentation Award. These are very significant accomplishments for the City and reflect on our strong and positive financial condition and leadership. Last year a few of the Commission members indicated that they would like to see me enhance my direct communication efforts. During the past year I have taken steps to reach out to each of the Commission members and the Mayor to develop specific strategies to improve these efforts; I believe an earnest effort has been made and significant improvement has been achieved. Our internal and external communication efforts have improved, as well. More frequent Letters to the Co~-~mission (LTC) and memos are being sent to you. As a way to keep you informed on the major issues the Administration focuses on each week, weekly updates are sent. Our employee intranet was introduced as a way of better connecting not only the City Commission but all staff and keeping you and them better informed. The City's website was redesigned this year to better serve all in our community and we implemented translation capabilities in Spanish and many other languages to better reach those in our diverse community. We now offer real time Spanish language translation services during all of our Commission Meetings and recently we launched our Spanish language subtitles on all rebroadcasts, in both instances becoming the first community in South Florida to do so. Finally, we also launched a "List Serve" function to better communicate electronically with our residents and members of the business community. 2 During my tenure one of my top priorities has been to ensure that we provide efficient and effective services to all our residents and customers in a professional and ethical manner with a primary focus on providing the best possible and highest quality customer service. I will continue to work toward this goal and this will remain a priority as long as I am your City Manager. I am pleased that my third year as your City Manager has been as challenging and rewarding as my first two years, both professionally and personally. I am looking forward to continuing to work with you and the Commission on behalf of our residents to achieve even more successes for the City of Miami Beach and to continue to make our community a better place for all of us. Pursuant to my employment agreement, "The City shall review and evaluate the Performance of the Manager at least once annually. Further, the Mayor shall provide the Manager with a summary written statement of the findings of the City Commission and provide an adequate opportunity for the Manager to discuss his evaluation with the City Commission." As I have done in prior years, 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 Law regulations and needs to be solicited and reviewed in that context. In April 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 2002 - 2003. 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 Projects; (2) Strategic Planning and Economic Development; (3) Organizational Development; (4) Neighborhood Services; and (5) Investment in Technology. Capital Improvement Projects The Capital Improvement Projects (ClP) Office completed the staffing and relocation of the department and developed a five-year implementation schedule for all construction- funded programs. Internally, the department established an information management system to keep all appropriate City departments connected and updated regarding all ClP projects; created accountability mechanisms to ensure high quality, timely work by the City's architects, engineers, and contractors; and drafted a community information operating charter aimed at managing and mitigating all CIP-related community and business issues. 3 The planning process was completed and construction documents were initiated in eight of the City's 13 neighborhoods. This milestone is significant as the current design effort in this past year will result in a major construction effort that will start in 2004 and last through 2007. Several major projects were completed including phase I of the South Pointe Streetscape; the Miami Beach Golf Club golf course; the Chase Avenue streetscape; phase II of the North Shore Open Space Park; the expansion of the Bass Museum; the Espanola Way streetscape; and improvements in many parks throughout the City. Several projects are currently in construction with many nearing completion, including the North Shore Park and Youth Center, the Marseilles Drive Streetscape Project, the Phase I of the Scott Rakow Youth Center and the Miami Beach Regional Library. Stratec~ic Planning and Economic Development Our economic development efforts included initiatives that have continued to expand and diversify the City's economic base in order to ensure that appropriate and sustainable economic growth occurs in Miami Beach. We continued to focus our efforts on attracting significant private investment to our community and secured the relocation of several corporations to Miami Beach including LNg Property Corporation (a Fortune 500 Company), SR Teleperformance USA and the William Morris Agency, one of the leading talent agencies in the world, and the recent announcement of Terranova's acquisition of a building and relocation to 41st Street, bringing over 100 employees to Miami Beach. Several upscale restaurants have also opened in Miami Beach, including Barton G's and Emeril's, and the trendy Mr. Chow's has announced its new site in the Collins Park Cultural Center. The updated master plan for the City Center Redevelopment Agency that anticipates the expansion of the New World Symphony and the Frank Gehry designed Soundspace facility has been approved. The Department of Toudsm and Cultural Development was created and staffed to leverage and coordinate all issues that contribute to these important areas of our economy. This past ~,ear, we were able to capitalize and expand on the extraordinary events that occurred in Miami Beach, including the first-ever MTV Latin Music Video Awards which drew a world-wide viewing audience of over 400 million; the first-ever Miami Beach Thanksgiving parade which was broadcast by the CBS Television Network on Thanksgiving Day and watched by several million viewers; and the first-ever Art Basel / Miami Beach event which made our community the epicenter of the art world bringing thousands of visitors to Miami Beach and generating many positive stories in the media world-wide. The second MTV Latin Music Video Awards took place only a few weeks ago and Art Basel / Miami Beach is expected to make its second appearance in our area next weeks. Other accomplishments include the completion of the Citywide Parking Demand Analysis; several public-private partnerships which yielded approximately 1,200 new parking spaces; the completion of the temporary Baywa~k in South Pointe; the successful sale of the Altos del Mar lots in North Beach for future development; and the transfer of the Altos park lots to the City. Organizational Development From an organizational perspective, we have made great strides in developing an organization that is professional, ethical, and committed to the City's mission of providing excellent public service and safety to all who live, work and play in our vibrant, tropical, historic community. I continuously look to retool our reporting relationships to provide the greatest efficiency and direction. Our Police and Parks and Recreation Departments have been accredited and our Fire Department is on its way to receiving accreditation. Several key hires were made including the Director of Tourism and Cultural Development, an Assistant Director of Public Works, an Assistant Director of Sanitation, an Assistant Director of Parking, a Fire Marshall and most recently, an Organizational Development Training Specialist. During the past three years, I am proud to say that all new hires are a diverse representation of our community and continue to diversity our talented staff. Leadership development opportunities were created for all City departments which focused on team-building, mission alignment, goal setting, performance measures and internal leadership development. The Citywide employee intranet was developed as a way to improve and enhance internal communications among all City staff. Several internal key processes were streamlined in order to more efficiently address the needs of all City departments. We continued our partnerships with Barry University, Florida International University and Miami-Dade College to offer an expanded array of college and graduate level courses in Miami Beach for our employees and residents alike. We continuously enhance and implement new customer service initiatives to improve the delivery of services to meet the needs of our residents and businesses. Neighborhood Services Our neighborhood services initiatives enable us to continually reach out to and involve our residents in order to empower and deliver better services to them. This past year, there were a total of 12 neighborhood meetings throughout the South, Middle, and North Beach areas. These meetings bring City Hall to the neighborhoods and afford residents an opportunity to further connect with their government. We continued and improved the Neighborhood Leadership Academy, the Volunteer Network and the Community Emergency Response Teams (CERT). The City's Answer Center has been staffed and is providing full time information to residents on the telephone and over the internet. We implemented a very successful neighborhood blitz 5 program that consisted of a beautification effort in the North Beach area. Through our Office of Community Services, we served 30 youth through our Truancy Intervention Program and expanded programming in the Log Cabin Training Center to include counseling, art, and cooking. We continued and expanded our active deployment of our Homeless Outreach Team and hired two formerly homeless individuals to be part of our peer counseling staff. Through these efforts, we have continued to address the issues affecting the homeless population on Miami Beach and we will continue to do so by revising our strategies and developing an interdepartmental effort to root out the causes more immediately. I will provide you more information and specific performance measures on this effort under separate cover. Investment in Technology We continue to make progress with our implementation of electronic government solutions that provide electronic access to City services and information. The City's website was redesigned and enhanced to better serve our residents and businesses in both English and Spanish. We have implemented several on-line capabilities including the ability to pay utility bills, business license bills and parking citations; register and pay for parks programs; register a neighborhood association; submit a passport application; apply for a film permit; apply for a special event permit; register a burglar alarm; receive an updated traffic advisory; download a web cast of all City Commission meetings; and enter a service request via a "Better Place." We continue to provide live web casting of City Commission and various other City meetings. The City of Miami Beach was honored this year with the City-County Communications and Marketing Association (3CMA) Savvy Award for our Web site. The Sawy Awards honor creative marketing and communications and we were recognized as the Best Web Site for a municipality with a population between 55,000 to 160,000. This year, in an effort to provide even better communication with our Spanish-speaking residents, the City of Miami Beach became the first municipality in South Florida to offer Secondary Audio Program (SAP) in Spanish on our government-access cable channel 20 that provides a live translation of City Commission and various other City meeting~- from English into Spanish. We also implemented a "listserve" function which facilitates the electronic mailing of Citywide correspondence and newsletters via the wodd wide web. We have recently established a Reverse 911, a telephonic citizen notification system to quickly contact residents in the event of an emergency or to share important city information. Our goal through the implementation of electronic government solutions is to create a virtual City Hall that can be accessed by anyone, anytime, anywhere. By staying focused on these priorities, the City of Miami Beach has continued to evolve into a world-class, vibrant, tropical, historic community that provides outstanding services to our residents, businesses and the millions of visitors from around the world who visit our City every year. City-wide Accomplishments The following are just some of the key Citywide accomplishments we have achieved this past year: Moved into year three of our Five-year Vision for the City of Miami Beach that focuses on the following priority areas: Capital Improvement Projects, Strategic Planning and Economic Development, Organizational Development, Neighborhood Services, and Investment in Technology. Continued to empower residents through the implementation of various initiatives including the Neighborhood Leadership Academy, CERT Teams, the publication of our Resident Guide in English and Spanish, and the Volunteer Network. Implemented a strategy for extensive neighborhood outreach and on-going communication with residents that included two meetings with each of the 13 neighborhoods in the City. Implemented a comprehensive homeless strategy to reduce the incidence of homelessness and the conflicts between residents, visitors, and the homeless, including expanding the City's Homeless Outreach Team to four, including two formedy homeless individuals. Continued to oversee and coordinate all construction and improvements to the City's infrastructure, public facilities, parks, beaches, golf courses, and public safety equipment through the Capital Improvement Program (CIP). · Acquired and moved into adjacent office building and continue to identify and plan expanding City office space needs. Created the Tourism and Cultural Development Department to develop, promote, and facilitate increased expansion and support of the tourism, film, entertainment, and cultural components of the City. Also hired a Department Director and staffed the Department. · Negotiated terms for lease and development of the 17th Street surface lots for the New World Symphony. Successfully negotiated and worked with LNR Properly Corporation, a NYSE publicly traded company, to relocate its 240 employee corporate headquarters to Miami Beach and secured incentives for the relocation of SR Teleperformance USA and the William Morris Agency to Miami Beach. Worked with the City's lobbyists to successfully defeat legislation that would have had a negative impact on the City, such as the Bert J. Harris Act and retained exceptions to the City's living wage ordinance. Implemented the use of vending machines for the sale and recharging of Transportation and Parking cards. Payment can now be made by the customer using credit cards or cash. Developed over 1,200 new parking spaces on Miami Beach through public-private initiatives. Continued to update and enhance the City's Emergency Preparedness Plan to better meet the needs of the community in the event of a disaster and implemented the Reverse 911 system to contact residents in the event of an emergency. Enhanced our 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 the first ever Miami Beach Thanksgiving Day Parade, two MTV Latin Music Video Awards, Art Basel / Miami Beach, Art Deco Weekend, Miami Beach Festival of the Arts, the Boat Show, Memorial Day Holiday Weekend, our Fourth of July Celebration, and various community-wide Ali-America City Award celebrations. Continued to update and improve the City's web site to make access to information easier and to conduct business on-line, including paying for utility bills, business licenses and certificates of use and implemented live streaming telecast of Commission meetings. Presented_the 2003 Savvy Award for the best web site for a municipality with a population between 55,000 to 160,000. Launched and continue to develop the City's intranet, internal web site to communicate more effectively with employees. Instituted a recycling program in City buildings in order to recycle paper products throughout all City buildings. Expanded partnerships with local institutions of higher education, (Florida International University, Barry University, and Miami-Dade College) to offer an expanded array of courses held on Miami Beach for residents and employees. Expanded employee recognition programs including creating the first-ever "Celebration of Time and Talent" event, the Employee of the Month Award, the City Manager's "Caught you Doing Something Great" campaign, and various other customer service initiatives. Also supported the development of employee-led celebrations, such as the Hispanic Heritage luncheon and celebration, the Black History Month luncheon and celebration, and the Holiday/end-of-the-year celebration. Applied for a record $13,706,434 in private, county, state and federal grants to fund various programs throughout the City and have received a total of $2,783,016 to date. Applied for and received several national awards including, among others, the 2003 Savvy Award for our web site, the Government Finance Officers Association's Distinguished Budget Presentation Award, and the 2003 Ali-America City Award. If you have any questions or need any additional information, please feel free to contact me. I look forward to speaking to you in greater detail about this. c: Members of the City Commission ,Attachments F:lcmg r/all/]jorgegordPerformanceEvaluation2003.doc City of Miami Beach City Manaqer Perfo,,,,ance Checklist This form may be used by each member of the city commission to evaluate the city manager's performance in fulfilling each of the roles which he/she plays in the city's government. The city manager is graded 1-4, with the following scale: 1 is poor; 2 is fair; 3 is good; 4 is excellent. Each member of the commission should sign the form and forward it to the mayor who will be responsible for compiling the comments. The forms and accompanying summary should then be presented to the city manager for his/her permanent file: 1. Personal Invests sufficient efforts towards being diligent and through in the discharge of duties Composure, appearance, and attitude fitting for an individual in his/her executive position. 2. Professional Skills and Status Knowledge of current developments affecting the management field. Respected in management profession. Has a capacity for innovation. Anticipates problems and develops effective approaches for solving them. Willing to try new ideas proposed by commission members or staff. 3. Relations with Commission Carries out directives of the commission as a whole rather than those of any one commission member. Assists the commission in resolving problems at the administrative level to avoid unnecessary commission action. Assists the commission in establishing policy while acknowledging the ultimate authority of the commission. Responds to requests for info, marion 4. Policy Execution 5. Reporting 6. Citizen Relations 7. Staffing 8. Supervision o 10. Fiscal Management What have been the finest accomplishments of the city manager this past yea~ 1 1. What areas need the most improvement? Why?. What constructive, positive ideas can you offer the city manager to improve these areas? Signature Date