HomeMy WebLinkAbout2006-26155 Reso
RESOLUTION NO. 2006-26155
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; GRANTING MERIT INCREASE OF FIVE PERCENT;
GRANTING PERFORMANCE BONUS OF 12,500 DOLLARS; GRANTING
A COST OF LIVING ADJUSTMENT (COLA) OF THREE AND ONE-HALF
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; 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 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 above mentioned Employment Contract was amended on
January 14, 2004 by Resolution Number 2004-25467 in recognition of his exemplary
third year performance evaluation and ensuring adjustments to salary and other aspects
of the Employment Contract were made; and
WHEREAS, the above mentioned Employment Contract was amended on March
16, 2005 by Resolution Number 2005-25855 in recognition of his exemplary fourth year
performance evaluation and ensuring 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 2004 and August 2005 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,
2002-25093, 2004-25467, 2005-25855 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 be granted a Five percent Merit Increase in
base salary pursuant to Section 7; subsection A (Performance Evaluation) of the
Employment Contract.
Section 3. The City Manager will be granted a 12,500 dollar Performance Bonus
pursuant to Section7; subsection B (Performance Evaluation) of the Employment
Contract.
Section 4. The City Manager will be granted a Three and one-half percent
(3.50/0) Cost of Living Adjustment (COLA) consistent with what was granted to other
classified and unclassified employees of the City of Miami Beach.
Section 5. One year is added to the term of the Employment Contract and all
other necessary adjustments to the Contract are made to reflect said change, pursuant
to Section 2; subsection A of the Employment Contract.
Section 6. 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, 2002-25093, 2004-25467, 2005-25855 and this resolution until the same Is
modified, amended, or terminated by action of the Mayor and City Commission.
Section 7. This Resolution shall become effective [upon adoption and be
retroactive to August 21,2005. I
PASSED and ADOPTED this 8th day of March 2006/
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APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
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City ttorney Date
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CITY OF MIAMI BEACH
1700 CONVENTION CENTER DRIVE
MIAMI BEACH, FLORIDA 33 I 39
DAVID DERMER
MAYOR
March 8, 2006
To:
Members of the
mmission
From: David Dermer,
Subject: City Manager's nnual Performance Evaluation
On August 21, 2005, the City Manager completed his FIFTH year of service as City
Manager of Miami Beach. 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 of the findings of the Commission. Compensation,
performance bonuses and other adjustments to his contract are also reviewed at this
time.
The City Manager has provided me, and I have shared with you, a comprehensive report
setting forth how the City Manager and his Administration have fulfilled the goals and
objectives endorsed by the City Commission and summarizing their accomplishments
over the period between August 21, 2004 and August 21, 2005 (Attached). The
Commission has also received guidelines from the International City/County
Management Association (ICMA) regarding criteria for evaluating the City Manager's
performance.
I have forwarded your written comments to the City Manager and have directly relayed
my observations of his performance over the past year. I am also aware that each of
you has also had the opportunity to relay your observations directly with the City
Manager.
The attached resolution adjusts the City Manager's Employment Agreement in
recognition of his exemplary performance.
Attachments (2)
F:\CLER\$ALL \LILL Y\LETTERS\2006\citymanagerannualperformanceevaluation.doc
Agenda Item Ri E
Date 3- '6-{)(P
.~ MIAMI BEACH
FROM:
MEMORANDUM
OFFICE OF THE MAYOR AND COMMISSI
TO:
DATE:
February 1, 2006
SUBJECT:
City Manager's Performance Evaluation
The City Manager completed his fifth year of service on August 21, 2005. As has been done in
the past, I am responsible for coordinating the City Manager's performance evaluation process
on an annual basis. I am proposing that we conduct this year's review in the same manner we
have used the past four years.
Attached you will find the City Manager's memo to me which summarizes his activities and
accomplishments during the period of review. As he has done in the past, the City Manager has
included a form developed by the International City I County Management Association (ICMA)
which may serve as a guide to you as you consider his performance and your feedback to me.
As a reminder, this information is subject to the Sunshine Law regulation and should therefore
be dealt with accordingly.
Please review the attached materials and provide me with your completed ICMA forms, input or
comments by Friday, February 10, 2006 so that I may discuss the matter with the City Manager
accordingly and place it on a future City Commission agenda for discussion.
Thank you.
Attachments
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G MIAMI BEACH
OFFICE OF THE CITY MANAGER
MEMORANDUM
TO: Mayor David Dermer
//
FROM:
/'
Jorge M. Gonzalez \ __.
City Manager J J
January 30, 2006
DATE:
SUBJECT:
Performance Evaluation for 2004-2005
Now that I have completed my fifth year as City Manager of Miami Beach, I would like to
share with you some of the results that my team and I achieved this past year. These
accomplishments continue to build on the work I have been focusing on since I became
the City Manager of Miami Beach in August 2000. Generally, these results cover the
time period between August 2004 and August 2005, although there may be some areas
that may extend to the end of the fiscal and calendar year. I typically forward this
information to you at the end of each year and you and the City Commission complete
my performance evaluation shortly afterward.
Pursuant to my employment agreement, "The City shall review and evaluate the
performance of the City Manager at least once annually. Further, the Mayor shall
provide the City Manager with a summary written statement of the findings of the City
Commission and provide an adequate opportunity for the City Manager to discuss his
evaluation with the City Commission." As I have done in prior years, I am attaching a
form developed by the International City I County Management Association (ICMA)
which may be of use to you in soliciting input and feedback from the other City
Commissioners. As a reminder, this information is subject to the Sunshine Law.
When I became your City Manager five years ago, I took a number of steps to ensure
that the organization was headed in the right direction. I reaffirmed our commitment to
the City's mission, developed a five-year vision, and identified the following strategic
priorities to focus on: (1) Capital Improvement Projects, (2) Neighborhood Services I
Quality of Life, (3) Strategic Planning I Economic Development, (4) Organizational
Development, (5) e-Government I Investment in Technology and (6) Implementation of
the Business Resolution Task Force Recommendations. I believe that in these past five
years we have accomplished a great deal and are now in a better position to address
our various challenges and opportunities. The past five years have brought significant
positive changes to City Hall and throughout Miami Beach. These include changes in
the way we do business, the way we are organized, how we deliver our services, and a
continued commitment to our mission, vision, values and strategic priorities.
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By staying focused on our mission, vision, values and strategic priorities, our efforts over
the past five years have translated into real and meaningful results for our entire
community. Thanks to these efforts, the quality of life on Miami Beach continues to
improve everyday. Our community continues to have less crime and more police
officers patrolling our streets. There are more and better trained firefighters using state-
of-the-art equipment to ensure public safety throughout the community. There are more
lifeguards stationed throughout our beaches. Adults and children are enjoying new and
improved playgrounds, parks, and recreational facilities. Several streetscapes have
been improved. The economic conditions throughout our City are as strong as ever with
more businesses and jobs, more retail options, and hotel and restaurant choices.
Culture and the arts continue to thrive on Miami Beach offering something for just about
everyone, practically year-round. The availability of parking is improving. Residents are
paying a lower overall millage rate than they were five years ago while the overall wealth
of the community has continued to grow as well as the appreciation of real property
value. There are now more opportunities for everyone to access their government and
we have dramatically improved and increased both our internal and external
communication efforts. I believe that the community recognizes these results, and in
large part, their overall satisfaction with their City government is what contributed to the
relatively quiet election season that took place in November 2005, resulting in the
automatic reelection of the three incumbents running for office.
2004-2005 Summary
This past year, in my ongoing efforts to solicit feedback from the various stakeholders in
the community, the City's first-ever comprehensive community satisfaction survey was
designed and conducted. This process included several focus groups and phone
surveys with residents, businesses and community organizations to assist the City in
understanding the current service and satisfaction levels among our residents,
businesses and community organizations as well as to create a baseline to track the
City's improvement and progress over time.
As you know, the City rated very well overall in the survey. A large majority of those
surveyed are satisfied with living in the City and the majority of our residents feel that the
City is "moving in the right direction" and getting better as a pla~ toli~~,'!V()~, play and
do business. The quality of life was rated extremely hig~~b!lPf:!rcentresponding
that it is either excellent or good. Overall, Miami Beach is seen as an excellent or good
place to live by 84 percent of those responding. The survey results also showed that the
City rates favorably in comparison to normative data collected from similar jurisdictions
around the country.
Throughout my tenure as your City Manager, I have worked to continuously align the
City's resources with the City Commission's priorities. For the second year in a row, a
Commission leadership retreat was held over the course of two days. This year's
leadership retreat with you and the City Commissioners included the review of the
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community survey and an updated environmental scan of the City which includes data
on demographics, socio-economic information, City department workload and
performance measures, financial trends, and comparatives with other similar
jurisdictions around the country.
Through the survey feedback, the information from our environmental scan and
discussions from the Commission leadership retreat held in May 2005, more specific
strategic priorities for the City were adopted. These priorities, called Key Intended
Outcomes (KIOs), are now our primary focus and incorporate our original strategic
priorities and link directly to our vision. These Key Intended Outcomes were used to
develop a strategic plan that guides all City departments as they analyzed existing
services, and prepared their proposed budgets and new initiatives for the new fiscal year
and beyond. In doing so, we have been able to better focus on the key services the City
offers and are now even better positioned to address and deal with the challenges and
opportunities that face our community.
From a day-to-day operational perspective, I am responsible for ensuring that the City
delivers our services in an efficient, effective, and customer friendly- manner, while at
the same time leading several ongoing important community-wide processes to help in
the development of reaching consensus in order to do what is in the best interest of the
entire community.
For the second year in a row, our efforts were directly affected by a highly active
hurricane season that resulted in four named storms threatening Miami-Dade County
and two hurricanes actually making landfall and directly impacting Miami Beach. The
City's Emergency Preparedness Plan was activated each time and we moved into our
hurricane preparation, response and recovery modes for each threat. Our efforts
focused on ensuring that the community was as prepared as possible to deal with the
hurricanes and that the entire community was up and running in as normal a capacity as
quickly as possible following the hurricanes. Hurricane Wilma had a particularly
devastating impact on our community, even more so than the impact of Hurricane
Andrew in 1992. In response to this emergency, we immediately coordinated with
Florida Power and Light (FPL) to restore power to our residents as quickly as possible.
In fact, power to our community was restored well ahead of most other areas in South
Florida with more than 52 percent up the following day and 98 percent up within 5 days
after the hurricane made landfall. The City was able to obtain fuel from various vendors
and in addition to distributing fuel to our mission critical employees, we were also able to
provide fuel to employees of Mount Sinai, FPL, the U.S. Coast Guard, U.S. Customs,
the Federal Emergency Management Agency (FEMA) and to water and ice distribution
trucks. Through our own resources, we secured water and ice in anticipation of the
delayed FEMA deliveries and developed various distribution locations throughout the
City. We were also able to deliver meals to buildings with large populations of senior
citizens. Normal residential trash collection resumed the day after the storm made
landfall and hurricane debris pickup commenced two days later. We offered free
programs at some of our parks so that families would have a place for their children to
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entertain themselves while they focused on recovering from the storm. We worked with
Miami-Dade County to lift the curfew in Miami Beach so that our local businesses and
restaurants could provide our residents and visitors a place to get away. Our efforts
again this year were widely praised and recognized by our residents and several outside
emergency agencies.
Some other important efforts we focused on throughout this past year include:
. Completion and opening of several capital projects, totaling $19 million worth of
construction, including, but not limited to, the Beachwalk, the new Regional
Library, the South Shore Library, the Miami Beach Golf Course Clubhouse, the
6th Street Community Center, and the renovations to the Jackie Gleason Theater
of Performing Arts.
. Execution of an Interlocal agreement with Miami-Dade County on the
implementation of the Local shuttle bus consolidating the Electrowave and the
former W route into a broader, bi-d irectional route with extended hou rs of
operation and new buses. This service has been well received by our residents
and represents significant savings to the City while providing expanded service.
. Finalizing the Greater Miami Convention and Visitors Bureau's (GMCVB)
strategic plan and five year contract with the City resulting in a larger portion of
the City's Resort Tax available to the City.
. Finalizing the City's wayfinding signage project and launching the branding
campaign.
. Adoption of the joint venture with the Potamkin I Berkowitz venture to create the
5th Street and Alton Road retail project resulting in a proposed supermarket and
1 ,000 space parking garage in South Beach.
. Ongoing Noise Ordinance enforcement discussions
. Collective bargaining negotiations with the American Federation of State and
Municipal Employees (AFSME) which resulted in a contract after only a few
bargaining sessions, and the ongoing negotiations with the Communications
Workers of America (CW A) which are scheduled for ratification vote on February
1, 2006.
. Proactive initiation of several programs to help children including:
o Preventing the closure of school health clinics on Miami Beach and
securing funding for future years.
o Funding of various programs through our work with the Children's Trust
with nearly $1 million set aside for Miami Beach agencies; with an
additional $500,000 for the Out of School (OOS) Program which provides
social, literacy, physical and nutritional activities for children attending
after-school and summer programs at North Shore Park and an additional
$200,000 for the Promotion and Prevention Program for children identified
as needing additional family support in order to prevent truancy.
. Secured $13,481,689 from County, State, Federal and private grant funding.
· Implementation of EDEN, the City's new integrated financial system.
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Each of these initiatives, along with several other important issues, have been handled
in an extremely professional manner with the utmost integrity and with a primary focus
on providing you and the City Commission with the best professional recommendations
and advice from which to make your decisions.
From a financial perspective, the City remains very strong and our credit rating, which is
at its highest level in history, reflects our positive financial condition and our prudent
fiscal leadership. We have continued to implement recurring efficiencies while
maintaining current service levels and providing needed functional enhancements
without raising the total combined tax levy for the fifth year in a row, while at the same
time providing a dedicated component of the tax levy for capital renewal and
replacement of the City's assets. Our budget process has been further enhanced to
ensure and encourage greater input and direction from all City departments as well as
the City Commission in developing the operating budget and increasing focus on
measurable performance results. The adopted fiscal year 2005-2006 budget is fiscally
responsible, provides enhancements that address our priorities, provides a return on
investment and tax relief for our community (a refund to residents who have homestead
exemption), increases the City's emergency reserve, and incorporates structural
changes to ensure long-term financial sustainability of the City. Some specific new
enhancements in the fiscal year 2005-2006 budget:
· Increased value for taxpayers through several free services including: free
access to City pools and youth centers on weekends and during non-
programmed hours; free activities for families and senior citizens at various park
facilities; free admission to the Wolfsonian Museum; free crime analysis of
homes; and free child safety seat checks.
· Expanded recreational programs for children, adults and senior citizens.
· Cleanliness of major thoroughfares and rights-of-way and waterways.
· A Police "Neighborhood Contacts" Program in the Middle and North Beach areas
using six public safety specialists patrolling neighborhoods primarily on bicycles.
· A capital investment and upkeep fund for the renewal and replacement of
landscaping throughout the City.
· Funding for routine cleaning, repair and maintenance of City's sidewalks and
stormwater outfall and catch basins.
One of my top priorities continues to be to ensure that we provide the highest quality
customer service to all members of our community in a professional and ethical manner.
This past year, a program was implemented to further enhance our ongoing customer
service initiatives and efforts. This program included the adoption of a consistent set of
customer service standards for all employees throughout the City to follow; developing
an ongoing customer service training program for all employees; and reintroducing our
service shopper program on an ongoing basis in order to solicit feedback from our
customers. Further improving our customer service initiatives will continue to remain a
top priority for me and my team.
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Continuing to improve our internal and external communication efforts also remains a
top priority. As a way to continue to keep the City Commission as informed as possible,
and in as timely a manner as possible, all Letters to the Commission (L TCs) and memos
continue to be sent electronically and are also posted on the City's website so that staff
and the public also have an opportunity to learn about important initiatives the we are
working on. I continue to work one-an-one with you and the other Commissioners to
develop specific efforts to further enhance our individual communication with each other.
I believe that we are now all sharing information with each other in a much more efficient
and effective manner. Communication with our residents and employees has also
improved. The groundwork was laid last year to expand our resident newsletter into a
bi-monthly, full-color, bi-lingual news magazine. I am proud to say that the first issue of
this publication, Miami Beach (MB) Magazine was mailed to all residents late last year
and the feedback we have received has been very positive. Plans are also underway
for expanded programming on Miami Beach TV Channel 77 that includes informational
and news segments. Communication efforts with our employees also improved with a
continuous update to our employee intranet, more written memos from me sent to all
employees along with their paychecks and the continuation of my "brown bag" lunches
with staff at all levels of the organization.
Another of my priorities has, and continues to be, the organizational development of our
team and the continuous refinement of our organizational structure. When I became
your City Manager, I made a commitment to enhance and build capability and capacity
within the organization. This past year, I again made modifications and enhancements
to the organization. The new structure that I developed continues to group departments
and divisions with similar functions and services together but is now designed to further
facilitate teamwork within the organization in a manner that will continue to expedite our
ability to meet the many diverse needs of the entire community. Our structure and work
are now organized around the identified Key Intended Outcomes. Several key hires
were made this past year, including two Assistant City Managers, the Director and
Assistant Director of the Capital Improvement Project (CIP) Office, the Director of the
Department of Tourism and Cultural Development, and the Division Director of Code
Compliance. I am also continuing to work on an ongoing reorganization of the Human
Resources Department in an effort to enhance the services provided to our current and
future employees to ensure that we can continue to attract and maintain a quality
workforce.
The following summarizes some of the other key accomplishments achieved this past
year that I would like to highlight for you. For ease of review, these accomplishments
are organized by the following Key Intended Outcome vision linkages identified in the
City's Strategic Plan: Cleaner and Safer; Beautiful and Vibrant, mature, Stable
Residential Community, Urban and Historic Environment; Cultural, Entertainment and
Tourism Capital; International Center for Innovation in Culture, Recreation, and
Business; and Well-Improved Infrastructure.
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Safer
. The City's Emergency Preparedness Plan was implemented with each threat of a
hurricane last year resulting in successful preparation, response and recovery for
each event.
. Realigned Police personnel and initiatives which resulted in the following:
o 10.9 percent reduction in the overall preliminary crime rate at the end of the
fiscal year. This represents an overall reduction of 250/0 since 2000.
o 15 percent decline in robberies and a significant drop in other violent crimes.
22.5 percent increase in number of arrests.
o The total number of crimes against property and persons has declined 7
percent (810 fewer crimes) since 2001.
o There were 72 percent (18,733) more citations issued for moving violations
in 2004 than in the previous year.
o There were 244 percent (18,990) more parking citations issued in 2004 than
in the previous year.
. The creation of the Special Event Voluntary Response Team (SEVRT) has
proven to be an integral part of staffing for major events in the City and ensuring
that public safety remains a top priority during these busy event periods.
. A Security Guard Coordinator was hired in the Police Department to ensure that
all security guards stationed throughout the City are trained in a consistent
manner and properly assigned to the most appropriate and necessary locations.
. Several community outreach seminars were held to address issues such as hate
crimes, date rape drugs, and sexual predator awareness.
· The prostitution mapping program continues throughout the City with a special
focus on underage prostitution.
. Fire Department was awarded accreditation by the Commission on Fire
Accreditation International in August 2004.
. No fire related deaths occurred in Miami Beach last year.
· Fire Suppression Division responded to 3,926 calls for service including calls
related to structural and car fires, construction accidents, hazardous materials,
medical rescue incidents, water rescues, and public assistance calls.
· Rescue Division responded to 14,768 calls and transported 7,747 patients.
· Fire Prevention Division continues with their nationally acclaimed night inspection
program of public assemblies and nightclubs and with their ongoing review of all
plans submitted for permitting to ensure compliance with applicable fire and life
safety codes.
· Several emergency preparedness trainings were held, including weapons of
mass destruction training on explosive devices and chemical protective clothing.
· Two new Lifeguard positions were added to the Ocean Rescue Division.
· The number of lifeguard towers increased by 8 percent since 2000 to a total of26
throughout the beach.
· Added All Terrain Vehicles (ATVs) and other equipment to expand our Ocean
Rescue coverage and capabilities and to decrease the presence of road vehicles
on the beach.
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Cleaner
. Developed the Public Area Cleanliness Index, a set of standards used to
measure and report the cleanliness of the City's public areas. All parks and
parking lots are assessed, and a random statistically valid sample is taken for
streets/sidewalks, waterways, and beaches. Photos are taken of areas found to
be deficient. The results of the assessments are used to monitor initiatives,
target future improvements, and make more efficient use of available resources.
. Negotiated and implemented the contract with a new residential waste hauler
which has generated positive results and feedback from the community.
. Initiated enhanced levels of service to Collins Park and the Beachwalk.
. Initiated enhanced levels of service to 41 st Street corridor.
. Initiated enhanced levels of service to 71st Street corridor.
. Initiated enhanced levels of service to South Pointe area.
. Partnered with franchise haulers to start the Neighborhood Pride Weekend
Program, a coordinated effort to clean specific areas throughout the City.
. Added litter cans throughout the City, an increase of 734 litter cans since 2004
and initiated a program to maintain litter cans throughout the City.
· Created a special events plan that is used on busy event periods, as part of our
Major Events Plan, to ensure the City is maintained as clean as possible.
. Hurricane Katrina resulted in the removal of approximately 48,000 cubic yards of
debris. 60 percent of City streets were accessible within 12 hours after the
storm's landfall and all City streets were accessible within 24 hours after landfall.
The business districts returned to normal operations within 12 hours of the storm
making landfall.
· Hurricane Wilma resulted in the removal of approximately 150,000 cubic yards of
debris. 40 percent of all City streets were accessible within the first 12 hours
after the storm's landfall and all City streets were accessible within 24 hours after
landfall. The business districts were cleared of debris and able to operate within
24 hours after the storm made landfall if electrical power was available.
Beautiful and Vibrant. Mature. Stable Residential Community. Urban and Historic
Environment
· Created the City's Green Space Management division to provide four sections
with individual managers for urban forestry, landscape design/planning, parks
operations and landscape operations. All manager positions were filled during
the past year, including the hiring of the City's first Urban Forester.
· Completed landscape and irrigation restoration projects for the 600-1500 blocks
of Washington Avenue, Arthur Godfrey Road (41 st Street) from Alton to Pine Tree
Drive, the Flamingo Park and Pine Tree Park Bark Parks, the 4300-6200 blocks
of Collins Avenue, and the Sunset Harbor Streetscape.
· Planted 280 trees Citywide.
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. Implemented and completed on time and in budget, with the assistance of
a $100,000 grant from the National Football League (NFL), the renovation of
the Flamingo Park Memorial football field to include re-grading, drainage,
new computerized controlled irrigation system and new Bermuda turf.
. Appropriated $500,000 for landscaping services for recently completed capital
projects.
. Code Compliance coverage throughout the City was increased to 6 days per
week with extended hours and they concentrated their enforcement efforts on
quality of life issues such as developing a special detail and enhanced staffing
and extended hours to address sanitation/illegal dumping, distribution of flyers
and posters, and noise violations. There has been an 18 percent (1 ,596)
increase in citations issued by Code Compliance since 2000.
. Code Compliance implemented a sidewalk cafe outreach effort and began
issuing courtesy warning notices instead of automatically issuing violations for
non-life safety and quality of life issues.
. Code Compliance also enhanced outreach efforts to minimize and eliminate
short-term rentals and/or party houses.
. Code Compliance enhanced staffing levels during special event periods to
ensure proper compliance throughout these busy weekends.
. In an effort to share information with our residents, staff from the Neighborhood
Services Department facilitated over 60 homeowner association meetings and
coordinated two Neighborhood Leadership Academy courses (one in the fall and
one in the spring) with 132 residents participating in both courses combined.
. Staff from Neighborhood ServiceS also coordinated several community events,
including seven volunteer clean up projects with over 500 volunteers
participating, 20 voter registration drives, and two hurricane preparation fairs (one
in South Beach and one in North Beach).
. There were 5,521 homeless contacts made during the last fiscal year with 1,715
homeless clients being served, 529 clients who were placed in emergency
shelters, 225 clients who were relocated, and 37 clients who were transitioned to
permanent housing.
. The recent homeless count was 218 compared to 336 in September 2005 and
239 in January 2005. This is the lowest homeless count we have had since we
started collecting this data.
. We provided acquisition funding to the Miami Beach Community Development
Corporation and assisted in their acquisition of the historic Villa Maria apartment
building retaining important affordable housing for our senior citizens.
. Partnered with the Miami Beach Community Development Corporation to acquire
and/or rehabilitate 16 units of affordable housing, acquired 15 first time
homebuyer units, rented all nine units of 530 Michigan Avenue and all 18 units of
532 Michigan Avenue to income eligible senior citizens.
· Coordinated the auction sale of the property located at 2620 Biaritz Drive for
180% of its appraised value with the proceeds going toward the renovations of
the Normandy Golf Course project.
We Oi6' committed 10
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9
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. Purchased property located at 1833 Bay Road for a planned future City use.
. Finalized negotiations with Penrod's I Nikki Beach Club which resulted in
additional improvements and greater access to Pier Park as well as a greater
financial return to the City from this private leaseholder.
. Accomplished historic designation of the Collins Waterfront Historic District, the
Pine Tree Drive Historic Site, North Beach Resort District, the 28th Street Obelisk,
the Flamingo Waterway Historic District, and the Gilbert Fein Neighborhood
Conservation District.
. Created neighborhood conservation legislation which allows neighborhoods to
protect their unique character.
. Comprehensive revisions were made to the Single F amity section of the City
Code dealing with demolition of pre-1942 homes.
. Implemented the Single Family Tax Abatement Program and streamlined the
single family historic home designation resulting in greater incentives for
homeowners to preserve their historic homes.
. Passed the Reconstruction Ordinance which outlines the procedures for the
reconstruction of contributing buildings in the historic district and the Demolition
Ordinance which outlines the procedures for non-designated structures. Both of
these ordinances were direct results of the Mayor's Blue Ribbon Panel on historic
preservation structural issues.
Cultural. Entertainment and Tourism CaDital
. Successfully finalized a strategic plan and negotiated a five year contract with the
Greater Miami Convention and Visitors Bureau (GMCVB) resulting in a larger
portion of the City's Resort Tax available to the City.
. Worked with the State of Florida's Entertainment Incentive program to secure
funding for vari<?us motion picture and television productions, including Miami
Vice, Red Eye and South Beach, that were filmed entirely in the area, employing
hundreds of local crew, cast and vendors,
. Appropriated $460,000 in funding for the full operation of the Byron Carlyle, the
Colony Theater, and the funding of the Bass Museum HV AC system.
. There were a total of 88 events held in the Miami Beach Convention Center last
year compared to 73 events held in 2000.
. Implemented our Major Events Plan (MEP) six times last year for several special
events and holiday weekends including Art Basel Miami Beach, Art Miami, South
Beach Wine and Food Festival, Winter Music Conference, M3Summit, MTV
Video Music Awards, Memorial Day weekend, and several other holiday
weekends. These events required careful interdepartmental planning and
coordination of City services.
We 019 committed to
e,Kei/ent
.~et\i'icc? CIne!
10
10 off 'vvho Jive: \,vork. and ploV in cur vJbron!, tror)ical.. historic cnrnnlU ni1V
. The MTV Video Music Awards (VMAs) were held in Miami-Dade County for a
second year in a row with a major presence on Miami Beach. This event brought
hundreds of celebrities and visitors to Miami Beach along with positive media, TV
and print exposure to our area. All this given the fact that the Awards took place
just a few days after Hurricane Katrina came through the area.
. The fourth installment of Art Basel Miami Beach took place throughout the City
and drew 36,000 visitors to the art fair, a 9 percent attendance increase over the
previous year. The organizers of the fair claim that this was their most successful
year and the event again generated significant worldwide media coverage.
. Administered the selection of artists for the Collins Park and South Pointe Park
Public Art Projects.
. Reviewed the existing Cultural Arts Council's grants program, researched similar,
national programs, and instituted a number of changes to the process that
resulted in a highly-professional and highly-equitable program.
. Continued the successful series of task forces within the Cultural Arts Council to
address planning and needs in marketing, finance, facilities, and nominations
that resulted in a substantial number of strategic recommendations.
. Continued strategic marketing plan to disseminate infonnation to the community-
at-large regarding the Cultural Arts Council's programs.
. The Bass Museum was reaccredited by the American Association of Museums
and held eight successful exhibits including the Paris Modeme: Art Deco Works
from the Musee d'Art Moderne de la Ville de Paris, Christo and Jeanne Claude:
The Wurth Collection, and Retratos: 2000 Years of Portraiture in Latin America.
These exhibits combined drew more than 40,000 visitors to the Bass Museum.
. Hotel occupancy on Miami Beach continued to be strong last year. Smith Travel
Research reports compiled for the past fiscal year continue to reflect leading
performance for our area with the City of Miami Beach at about 70.7 percent
occupancy compared to the state average of 69.8 percent and well above the
national average of 62.6 percent.
. The average daily rate (ADR) on Miami Beach has also grown steadily. Forthe
past fiscal year, the ADR grew 14 percent over the prior year and has grown 46.4
percent since 2000. The current ADR is $159.94.
. Between 2000 and 2005, the room inventory on Miami Beach increased 9.2
percent to 18,443.
. Out of the more than 11 million visitors who came to South Florida last year,
there were 8 million overnight visitors who came to South Beach at least once
during their stay while in South Florida, an increase of 9.5 percent from last year
and there was a total of 3.9 million overnight visitors who stayed in Miami Beach
hotels last year.
. Resort Tax collections increased by 27.6 percent ($6,120,438) between 2000
and last year for a total of $28,279,802.
We Ole committed te
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11
hi.'~toric community
International Center for Innovation in Culture. Recreation and Business
. Continued our ongoing negotiations with the New World Symphony to finalize
their Soundspace design concepts.
. The Miami Beach Golf Club completed its third year of operation by continuing to
generate revenues necessary to cover all operations costs and pay the annual
debt service of over $800,000. Last year, the Miami Beach Golf Club exceeded
their budgeted revenue projections by 14 percent.
. Initiated various programs at the new North Shore Youth Center, including the
Teen Club with 65 registered participants who are attending cultural activities,
sporting events and participating in various community service programs.
. Expanded the Physical Fitness program to include educational sessions on
nutrition and healthy living, additional testing for progress and award of medals
for accomplishment.
. Held the first-ever "Movie in the Park" attracting over 700 adults and children, and
subsequently showed movies in the park and/or pool on 3 more occasions also
with large numbers of families participating.
. Began new recreational programs in hockey, ice skating, softball and swimming.
. Developed the Beachfront Management Plan which coordinates the process for
beach concessions permitting, beachfront Public Works projects, beachfront
special event and film and print permitting.
. The Building Department maintained a class 2 rating (the second highest
possible grade) in the Building Code Effectiveness Grading System of the
insurance industry for having an effective code enforcement program which has
resulted in considerable discounts in the homeowners' insurance premiums for
Miami Beach residents.
. The Building Department maintained a class 7 rating in the National Flood
Insurance Program's Community Rating System for sound Flood Plain
Management policies and effective enforcement of these regulations. This has
resulted in $7.5 million discounts on flood insurance premiums paid by Miami
Beach residents.
. The continuation and enhancement of several programs in the Building
Department including the following:
a Internet-based permitting program providing 24 hour / 7 day-a-week on-line
access to the public for all property information including permits and the
ability for subcontractors to obtain permits and request inspections on line.
a Interactive Voice Response System (IVR) to provide 24 hourl7 day-a-week
communication access for customers to schedule, cancel and research
inspections.
a Q-Matics, a computerized queuing management program, providing an
enhanced, coordinated and monitored process for customers who go through
the Building Department's permitting and walk-through plans review process.
a Hand-held, wireless computers for all field Building Inspectors which provides
instant/real-time upload of inspection data, resulting in significantly enhanced
and better coordinated inspection program
We ore commitred to providinJ excellent
serv.-ice one}
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12
hi"t'JrJC commvnity
Well 1m Droved Infrastructure
. Several construction projects have been completed or substantially completed
totaling approximately $62 million worth of construction ($19 million last year),
including:
o Beachwalk
o Regional Library
o South Shore Library
o Miami Beach Golf Course Clubhouse
o 6th Street Community Center
o Lummus Park (Phase I)
o Jackie Gleason Theater of Performing Arts Renovations
o Maurice Gibb Memorial Park
o Palm Island Guardhouse
o Victory Gardens Community Garden
o Lennox and 17th St Parking Lot
o Bay Road ROW Improvements
o 401 Alton Road Parking Lot
o 17th Street Parking Garage Structural repairs
o 7ftt Street Parking Garage Renovations
o 7200 Collins Avenue Parking Lot
o 25th Street Pump Station and Water Tanks
o Muss Park tot lot
o Flamingo Park tot lot
o "Old" Regional Library demolition
. Completed the following Capital renewal and replacement projects:
o Structural floor replacement at Fire Station #3
o Domestic water line replacement and replacement of two air handing units
at Fire Station # 1
o Waterproofing and painting of City Hall
o Waterproofing and painting of Police Headquarters
o Replacement of the emergency chiller at the Police Headquarters
. Completed improvements on Alton Road between 41 st Street and Michigan
Avenue and between 43rd Street and 63rd Street adding bicycle lanes and
pedestrian walkways.
. Projects in construction, totalin~ approximately $60 million, include the following:
o Public Restrooms on 46 and 63rd Streets
o Lummus Park Public Restroom (14th Street)
o 41st Street Bridge Projects
o 137 Washington Avenue Parking
o Fairway Park Sports Lighting
o Fire Station # 2 and Fire Station # 4
o 12th Street Parking Garage
o North Shore Open Space Park
o 17th Street Parking Garage Renovations
o Pump Stations upgrades throughout the City
We ore committed to
excel!-::?nf
. ',. ." I ,. J 'I' . . I .. . 13
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. Projects currently in design, totaling approximately. $135 million, include the
following:
o Projects at 1000/0 design completion include:
. Oceanfront Neighborhood Rights-ot-Way (ROW)
. Belle Isle Rights-of-Way (ROW) Improvements.
o Projects at 900;0 design completion include:
. Normandy Shores Neighborhood Rights-at-Way (ROW)
. Normandy Isle Neighborhood Rights-of-Way (ROW)
o Projects at 60% design completion include:
. South Pointe Phase II
. La Gorce Neighborhood Rights-of-Way (ROW)
. Contracts were negotiated with consultants and design work was initiated on the
following projects:
o North Shore Neighborhood Rights-of-Way (ROW)
o Biscayne Point Neighborhood Rights-of-Way (ROW)
o West Avenue Neighborhood Rights-of-Way (ROW)
o South Pointe Phases III, IV, V.
. Implemented a Best Value Procurement System which will improve the selection
and evaluation of contractors and consultants.
. Implemented the E-Builder Program in the Capital Improvement Projects Office,
an electronic communications system for consultants, contractors and City staff
to stay better coordinated and c~nnected.
. Successfully reallocated funding within the Rights-of-Way (ROW) Program in
order to accelerate construction of initial projects.
. Completed Memorandums-Of-Understanding (MOUs) with Miami-Dade County
to access the more than $100 million in funds included for the City in the General
Obligation Bond Program
. Completed a Joint Project Agreement with Miami-Dade County for Improvements
on the Venetian Causeway.
. Continued to refine the Citywide space reallocation project, an effort to relocate
various City Departments to new or remodeled locations through City Hall, Old
City Hall, Police Headquarters and the 555 and 777 buildings.
. Developed the Miami Beach Traffic and Neighborhood Impact Study
Methodology.
. Implemented a traffic counting program for evaluating traffic calming criteria in
the following areas:
o North bay Road between 21st Street and 39th Street
o Prairie Avenue between 28th Street and 40th Street
o Harding Avenue between 75th Street and 88th Street
. Streamlined the Right-ot-Way (ROW) management plan review process.
. Implementation of an ADA beach access research and design project to provide
people with disabilities access to the beach.
. Implementation of an improved process for managing construction with in the
City's waterways.
We orp (ommi~ted to providi) 19 excp!ieni
14
5t~rvice c..:rJ(j sofeiv to (;/1 vvho /ivp 'vvor,k,. or-r) ploy in our vJt"1ront. tr;)picol. hi.stonc cOfnrnunit'/.
. Continued with the Master Meter Conversion Plan which converts single space
meters throughout the City to a master meter' operation. Completed areas
include the Lincoln Road corridor lots, Ocean Drive, and the 34th, 46th, and 72nd
Streets and Collins Avenue lots and the 17th Street and Lenox Avenue lot. Due
to increase in customer service levels, the areas converted to master meters
have shown a 10 to 15 percent increase in revenues.
. Parking garage use trends have increased over 10 percent compared to last
year.
Conclusion
By staying focused on the Key Intended Outcomes we have identified, the City of Miami
Beach continues to evolve into a wond-class, vibrant, tropical, historic community that
provides outstanding services to our residents, businesses and the millions of visitors
from around the wond who visit our City every year.
I am happy to report that my fifth year as your City Manager was as exciting, challenging
and rewarding as the previous four years, both professionally and personally and I am
proud to be the City Manager of Miami Beach as well as a resident of the City. This past
year, I was able to take part in Leadership Florida, a leadership development program
that brings leaders from the public and private sectors throughout the state together to
identify and address issues of mutual concern that impact residents throughout Florida.
This year-long experience afforded me the opportunity to meet many prominent leaders
and build a relationship that will be of benefit to the City in the future. I was also
appointed to serve on the International City/County Management Association (ICMA)
Retirement Corporation's Client Advisory Committee, where I have an opportunity to
guide the development of important pension and post employment benefit services and
policy decisions. Finally, the Miami Beach Chamber of Commerce selected me as their
Citizen of the Year in 2005, an award that I believe not only recognizes my individual
contributions, but one that recognizes our collective efforts.
In conclusion, I would like to thank you and the City Commissioners for your continued
guidance and direction in helping to accomplish so much on behalf of our residents and
the entire community. If you have any questions or need any additional information,
please feel free to contact me. I look forward to speaking to you and the City
Commissioners in greater detail about our work during the past year, the
accomplishments and results we have been able to achieve, and how we continue to
work together to make Miami Beach an even better place for all of us to live, work, and
play.
Copy: Members of the City Commission
Attachment
F:/angr/allljorgegonlPerformanoeEvaluation2004-2005.doc
Vv'e ore committed to providing excellent pub!i,~ s€'lVice ond safety te: ol! wile
I ! f' 'j... . I" . 15
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