HomeMy WebLinkAbout2006-26343 Reso
RESOLUTION NO. 2006-26343
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 FOREGOING HIS ANNUAL MERIT,
COST OF LIVING ADJUSTMENT (COLA) AND PERFORMANCE
BONUS; GRANTING AND FUNDING A LIFE INSURANCE POLICY AND
A LONG TERM CARE INSURANCE POLICY WITH A NET ANNUAL
CONTRIBUTION OF TEN (10) PERCENT OF CURRENT BASE SALARY;
AMENDING THE SEVERANCE PROVISIONS OF THE EMPLOYMENT
CONTRACT TO TWELVE (12) MONTHS AGGREGATE
COMPENSATION AND PROVIDING THE CITY WITH SIXTY (60) DAYS
NOTICE IN THE EVENT THE CITY MANAGER VOLUNTARILY RESIGNS
,HIS POSITION; 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 above mentioned Employment Contract was amended on March
8, 2006 by Resolution Number 2006-26155 in recognition of his exemplary fifth year
performance evaluation and ensuring adju'stmerits 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 2005 and August 2006 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, 2006-26155 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 agrees to voluntarily forego the annual merit
adjustment and Cost of Living Adjustment (COLA) to his base salary pursuant to Section
7; subsection A (Performance Evaluation) of the Employment Contract; and further will
forego any Performance Bonus pursuant to Section7; subsection B (Performance
Evaluation) of the Employment Contract.
Section 3. The City agrees to provide and fund a Life Insurance Policy and a
Long Term Care Insurance Policy to be selected by the City Manager with a net annual
contribution of 10% of his current base salary.
Section 4. The City agrees to amend Section 4 (Severance Pay), subsection B
of the City Manager's Employment Contract providing for twelve (12) months aggregate
compensation in effect at time of termination, and amend subsection C providing the City
with sixty (60) days notice in the event the City Manager voluntarily resigns his position.
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, 2006-26155 and this resolution
until the same is modified, amended, or terminated by action of the Mayor and City
Commission.
F:\cmgr\$ALL\JORGEGON\City Manager's Evaluation\cm 2006 eval resoREVISED.doc
Section 7. This Resolution shalf becot'ne effective upon adoption and be
retroactive to August 21, 2006.
PASSED and ADOPTED this 11th day of October 2006.
~~
p7 M OR
David Dermer
M::~ fLL-
CITY CLERK
Robert Parcher
f 0 I,. JID~
F:\cmgr\$ALL\JORGEGON\City Manager's Evaluation\cm 2006 eval resoREVISED.doc
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MIAMI BEACH
OFFICE OF THE MAYOR AND COMMISSION
MEMORANDUM
FROM:
Members of the City JJmmission
Mayor David Dern-i{}
TO:
DATE:
October 11, 2006
SUBJECT:
City Manager's Performance Evaluation
On August 21,2006, the City Manager completed his sixth 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 21,2005 and August 21,2006 (attached). The Commission has also reviewed
guidelines from the International City I 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
F:\cmgr\$ALL\JORGEGON\City Manager's Evaluation\Performance Evaluation- Commission Memo.doc
. . . .. Agenda Item
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Date
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MIAMI BEACH
RECEiVED
OFFICE OF THE MAYOR AND COMMISSION
2006 SEP I 9 PM 12: 4~,
HA YOH/cM~.M9~NDUM
BY
FROM:
City Commissioners \
Mayor David Derm~
September 18, 2006
TO:
DATE:
SUBJECT:
City Manager's Performance Evaluation
The City Manager completed his sixth year of service on August 21,2006. 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.
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, September 29, 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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MIAMI BEACH
OFFICE OF THE CITY MANAGER
MEMORANDUM
DATE:
Mayor David Dermer
Jorge M. Gonzalez )-""'~
City Manager U 0
September 18, 2006
TO:
FROM:
SUBJECT:
Performance Evaluation for August 2005 - August 2006
August 21, 2006 marked my sixth year as City Manager of Miami Beach. Given this,
I would like to share with you and the City Commission some of the areas my
Administration and I have focused on this past year and the results we have
achieved. These accomplishments continue to build on the work I have been
focusing on since I became your City Manager six years ago. Generally, these areas
and results cover the time period of August 2005 through today.
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 all previous years, I am
attaching a form developed by the International City I County Management
Association (ICMA) which you may want to use to solicit input and feedback from the
City Commissioners. As a reminder, this information is subject to the Sunshine Law.
Since becoming your City Manager six years ago, I have continuously worked with
you and the City Commission to ensure that the organization and the entire City is
headed in a positive direction. I think that you will agree that together, we have all
worked very hard these past few years to make Miami Beach a better place for
everyone in this community. By staying focused on our mission, vision and strategic
priorities, our efforts have translated into real and meaningful results. These results
include many significant and positive changes that have taken place in the City
throughout the past several years that have now put us in a much better position to
address all our various challenges and the many opportunities we have. 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.
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August 2005 - August 2006 Summary
The community satisfaction surveys conducted in early 2005, and the results from the
more recent focus groups conducted in early 2006, provided great insight to you, the
Commission and the Administration to areas the City should focus on to improve
even further. Through this feedback and data from the surveys; the information
gathered from our environmental scans (includes data on demographics, socio-
economic information, City department workload and performance measures,
financial trends, and comparatives with other similar jurisdictions around the country)
and the discussions from our various Commission leadership retreats, specific
strategic priorities for the City were adopted that resulted in the development of the
City's first ever Strategic Plan.
As you know, these priorities, called Key Intended Outcomes (KIOs), are now our
primary focus and link directly to our vision of becoming a community that is:
. cleaner and safer;
. more beautiful and vibrant, mature, stable residential community, urban and
historic environment;
. a cultural, entertainment and tourism capital;
. an international center for innovation in culture, recreation and business;
. with well improved infrastructure.
These KIOs and the City's strategic plan guide all City departments as they analyze
existing services, prepare 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 we are now in a better position to continue addressing
and dealing with the many challenges and opportunities that face our community in a
better coordinated and strategic manner.
In addition to focusing on the City's Strategic Plan and accomplishing the various
KIOs identified in the strategic plan, I am responsible for the day-to-day operations of
the City, leading the nearly 1,900 employees of this organization, and ensuring that
we deliver all our services in the most efficient and effective manner possible and
always focused on providing the best possible and highest quality customer service.
I am also responsible for leading several ongoing and important community-wide
processes and discussions in order to help reach consensus on these issues and
take actions that are in the community's best interest. Some of these important
efforts have taken months, or even years, to fully explore and to make the best
possible recommendations to you and the City Commission for you to consider.
Last August got off to a "stormy" start, with our second highly active hurricane season
in a row. Last year's season resulted in four named storms threatening Miami-Dade
County and two hurricanes actually making landfall and directly impacting Miami
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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 City, even more so than the impact of
Hurricane Andrew in 1992. As you may recall, 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. 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
advance 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 entertain themselves while they focused on recovering from the
storm. We worked with Miami-Dade County to lift the curfew in Miami Beach ahead
of the rest of the County so that our local businesses and restaurants could provide
our residents and visitors a place to get away. Our efforts last year were widely
praised and recognized by our residents and several outside emergency agencies.
During this past year we have continued to enhance our emergency preparedness
plans and have in place the City's first-ever Emergency Management Coordinator
who has helped further refine our "all hazards" approach which better prepares us to
respond to emergency issues ranging homeland security concerns, hurricane related
activity and other emergencies that may occur in the City. These efforts helped us
greatly in preparing for and responding to Tropical Ernesto last month.
After a multi-year process, a noise ordinance was completed and enacted by the City
Commission. The ordinance development process involved extensive outreach and
communication with key stakeholders representing residents, the night
life businesses and the hotel industry. This ordinance has been amended
subsequent to its adoption in order to address issues that were raised in the first
round of hearings by the City's Special Master. In the implementation of the
ordinance, the Administration has changed and simplified the reporting process for
complaints, streamlined the dispatching of City personnel to respond and
implemented significant record keeping methods to better track complaints and
improve accountability. Early assessments of the effectiveness of the Ordinance
have been positive and have resulted in better compliance in commercial areas. The
noise concern that was primarily focused in commercial areas has now shifted
somewhat to residential areas, where the Administration is currently working to find
methods to address illegal commercial uses of residential properties.
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In our ongoing efforts to further improve transportation related issues throughout the
City, we contracted with Miami Dade County to implement the "Local" shuttle bus
service which consolidated the City's Electrowave and the former W bus route into a
much broader, bi-directional route with extended hours of operation and a fleet of
new buses. This service has been in place for about a year and has been very well
received by our residents and represents yearly cost savings of nearly $1 million to
the City while providing a much expanded bus service throughout the City. Since
October 1, 2005 through July of this year, the rider ship on the Local has nearly
doubled from that same time period a year earlier on the Electrowave (19,511 riders
on the Electrowave from October 1,2004 through June 30, 2005 compared to 38,098
on the Local from October 1, 2005 through June 30, 2006).
Over the past year, the City invested considerable effort in meeting with Miami Dade
County and reviewing analyses related to the FY 2005/2006 water and sewer
wholesale rate increases. The initial proposed increase received from the County on
August 23, 2005 (two weeks before the City's first budget hearing) was a 40%
increase in wholesale rates and a 15-17% increase in wholesale sewer rates charged
to municipalities. Based on concerns expressed by the City, the County agreed to
hire a consultant to review the proposed rates. Through our efforts, the County
deferred the proposed rate increase implementation from October 2005 to January
2006, providing cities with a payment plan over 36 months beginning October 1,
2006 to pay for the October through December 2005 rate increase due to the
delayed implementation; reduced the rate increase for FY 2005/2006 by almost half
(from 40% to 20%) and allowing a deferred payment plan for the increase in FY
2005/2006; and the maintenance of the FY 2006/2007 rates maintained at the FY
2005/2006 levels. We continue to work with the County on this issue and further
discussions will be had at the September 21, 2006 City Commission meeting.
From a financial perspective, the City remains stronger than ever and our credit
rating remains at its highest level in history. This continues to reflect our positive
financial condition and the prudent fiscal decisions and policies we have adopted the
past several years. Our budget process is continuously enhanced to ensure and
encourage greater input and direction from the community and the City Commission
as well as all City departments in developing the programs and service levels we
provide as well as increasing our focus on measurable performance results. For the
third straight year, the City received both the Distinguished Budget Presentation
Award and the Certificate of Achievement for Excellence in Financial Reporting from
the Government Finance Officers Association (GFOA). Additionally, The City of
Miami Beach was presented with the Transparent Budget Award, which honors City
and County governments that have implemented innovative management practices
and brought dynamic results for their citizens. The City received this recognition for
incorporating the community priorities and needs identified through the Community
Satisfaction Survey into the budget process.
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The current fiscal budget (FY 2005-2006), includes recurring efficiencies while
maintaining current service levels and provides 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. This current budget is fiscally responsible,
provided enhancements that address our priorities, provided a return on investment
and tax relief for our residents (a $200 dividend refund to residents who have
homestead exemption), increased the City's emergency reserve, and incorporated
structural changes to ensure long-term financial sustainability. The current budget
also incorporates the impacts of the expiration of the South Pointe redevelopment
district which now provide for one half of the City ad valorem revenues previously
restricted to the South Pointe district available for use Citywide. Further, additional
intergovernmental revenues for a limited number of years can be used to offset COT
or municipal resort tax type eligible expenditures.
The FY 2006-2007 budget provides over $3.7 million in enhancements and reduces
the overall combined millage rate from 8.073 to 7.673, an unprecedented reduction of
OAOO mills. This represents an entire 1.0 mills lower that it was seven years ago and
now lower than most municipalities in Miami Dade County. This budget also again
provides tax relief for our residents, a $300 dividend refund next year and increasing
the "value of services for taxes paid" continues to be our focus. In addition to the
$300 dividend refund, the average household on Miami Beach will also save $77due
to reduced tax rate and absorbing fee increase in water, sewer and sanitation. This
budget also includes several enhancements including: the addition of 22 new police
officers over the next two years; expanded sanitation services for commercial and
entertainment areas, alleys, parking lots and the beaches; new roving litter squads in
the Middle and North Beach areas; $500,000 in new funding for replacing trees; new
programs which offer children enrolled in our parks after-school and summer
programs weekly classes in visual and performing arts; and new positions added in
the Building Department to further improve customer service and reduce wait times.
We have also created a mechanism to fund at least 5% of the General Fund to fund
the following capital needs as a permanent part of the budget: (1) Capital Renewal
and Replacement to ensure adequate funding for the renewal and replacement of the
City's General Fund facilities to extend the useful life or replace equipment whose
useful life has expired; (2) Capital Reserve Fund to help ensure adequate funding
related to previously approved capital projects for expenditures due to bids that are
over budget, change orders, or other unforeseen items for General Fund projects; (3)
Pay-As-You-Go Capital Fund to ensure adequate ongoing reinvestment in capital
plant and equipment, to avoid deferring capital needs until there is a major bond
issue; (4) Capital Investment Upkeep Fund to help ensure adequate funding for
General Fund non-facility related upkeep; and (5) Information and Communication
Technology Fund to help ensure adequate funding for the procurement of new or
enhanced information and technology needs of the City.
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Several improvements continue to be made in regards to our communication efforts
with our residents and the entire community. Five (5) issues of Miami Beach (MB)
Magazine have been mailed to all residents so far this past year. We have received
very positive feedback from our residents about this publication and the helpful
information it provides. Programming on Miami Beach (MB) TV Channel 77 has
been expanded to include new graphics and informational and news segments about
the community. CityPage, the full page newsletter published in The Miami Herald
Neighbors Beach edition each Sunday and monthly in other community newspapers,
provides information on citywide initiatives, activities and upcoming City events.
Another of my top priorities continues to be the organizational development of the
staff and the continuous refinement of our organizational structure. When I became
City Manager six (6) years ago, I made a commitment to enhance and build both the
capability and capacity within the organization. In August 2005, I again made
modifications, enhancements and staff reassignments. This new organizational
structure continues to group departments and divisions with similar functions and
services together but is now desig'ned 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 City's Strategic Plan. In addition, a national search was conducted for the
Director of the Building Department which resulted in the hiring of a new director and
the reorganization of the department.
Communication with our entire workforce continues to improve. At the start of the
fiscal year, I held the first-ever Citywide employee "One Team - One City" rally to
share with all employees important information about the City's strategic plan and the
role each employee plays in helping achieve our mission and vision. In addition, a
required "Results-Oriented Government" training was held for all employees in all
departments at all levels of the organization this past year which re-emphasized and
focused on our commitment to the City's mission, vision, values and strategic plan.
The second annual "One Team - One City" rally is planned for September 28, 2006
to share with all employees the results from this past year and our priorities for the
next fiscal year. Five (5) issues of the Miami Beach (MB) Line, our new, bi-monthly,
full-color employee newsletter, have been sent to all employees to provide them with
helpful information so that they are better connected to their City and their work.
Providing excellent customer service remains one of this organization's top priorities.
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,' an ongoing
required customer service training program, and the continuation of our service
shopper program on an ongoing basis in order to solicit feedback from all our
customers. Striving to improve Our customer service initiatives will remain a top
priority for the organization. Since these efforts have been implemented, we have
seen significant and measurable improvements in the delivery of service to our
customers. Improvement in our Citywide service shopper scores, on a scale of 1 (not
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meeting standards) to 5 (exceeding standards) is demonstrated when comparing the
1 st quarter score of 3.18 to the 3rd quarter score of 3.91. Also, departments scoring
below a 3.0 decreased from an average of 5 departments in the 1st and 2nd quarters
to none in the 3rd quarter. Staff also conducted a citywide training to all employees
at all levels of the organization on the City's strategic plan, KIDs, and the role each
department and individual plays in helping to achieve our vision.
Labor relations between management and our unions also continue to improve.
Collective bargaining negotiations have occurred with all five of our unions, four of
which resulted in ratified collective bargaining agreements. Negotiations with the
Communications Workers of America (CWA) resulted in a contract after very long
negotiations which ultimately lead to an impasse hearing with the City Commission.
This entire process resulted in a very fair contract for the CWA employees and one in
which management rights were preserved in a fair and equitable manner for all
involved. Negotiations for the next CWA contract will soon begin again for their new
contract. Negotiations with the Fraternal Order of Police (FOP) resulted in a contract
after only a few bargaining sessions and for the first time that we are aware of, a
contract was ratified and adopted before the current contract with the Police Union
expires on September 30, 2006. Negotiations with the Government Supervisors
Association (GSA) Union also resulted in a contract after only a few bargaining
sessions and a contract was also ratified and adopted before the current contract
with this Union expires on September 30, 2006. Negotiations with the American
Federation of State, County and Municipal Employees (AFSCME) Union resulted in a
contract after only a few bargaining sessions and having a contract ratified and
adopted before the current contract with this Union expires on April 30, 2007.
Negotiations with the International Association of Fire Fighters (IAFF) recently began
and we are working with this union to negotiate a fair contract.
One of the issues that I heard most about from employees since I became City
Manager was the inconsistency we had in our various retirement plans for retirees
and employees. This past year, the Miami Beach Employees' Retirement Plan was
created and adopted by the City Commission. This pension plan merges the
retirement system for general employees with the retirement system for unclassified
employees and creates one, consistent, fair retirement plan for all City employees
and retirees. To date, staff has managed the transition of over 250 employees from
the 401 (A) plan to the Miami Beach Employees' Retirement Plan.
This past year, the City secured nearly $3.4 million from Miami Dade County, the
State of Florida, the U.S. Federal Government and private grant funding. Some of
these grants include: $750,000 from the State for storm water infrastructure
improvements; $730,520 from the Children's Trust for the Out of School and Truancy
Prevention Programs; and $516,277 from the U.S. Department of Homeland Security
for disaster preparedness initiatives. In addition, the City negotiated an interlocal
agreement with the Children's Trust which secures $1 million, generated from the
City Center and South Point RDAs, to be used solely for youth related service
providers in Miami Beach.
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Collectively, we recognize the importance of providing services to our community's
youth and seniors and we have proactively initiated several programs this past year
to help both these populations. For our youth, we have provided all public school
children in Miami Beach with a 2006/2007 school year planner/calendar which
includes helpful information for children and parents about our community. Our
partnership with the Children's Trust continues and includes 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 the Truancy
Prevention Program (TPP) for at-risk children identified as needing additional family
support in order to prevent truancy. We have also provided Miami Beach High
School access at no cost to various City facilities during their ongoing construction
and free transportation has been provided for after-school registered participants
from feeder pattern schools. For our seniors, the "Senior Scene" program, which
provides weekly classes and programs for older residents of Miami Beach, has
expanded with 145 participants this year up from 33 last year. At the September 6,
2006 City Commission meeting, the Commission approved a management and
operation agreement between the City and UNIDAD to operate the North Beach
Senior Center which is designed to provide services and activities, including senior
employment services, cultural enrichment programming, immigration services, and
nutrition and health screenings to seniors throughout the City.
Several initiatives to improve processes through information technology were
accomplished this past year. The Wireless Miami Beach initiative resulted in a
citywide wireless broadband network to support mobile broadband connectivity for
Police Officers, Firefighters, Building Inspectors, Parking Officers, Public Works
employees and other City workers. This program will help make our City safer, our
government more efficient and provide our residents and visitors the opportunity to
access information anytime, anywhere. The network also allows the public to access
high speed internet at no cost in hot zones located throughout the City. This new
service also has added benefits such as programs and technology for Miami Beach
schools and a computer equipment purchase program at discounted prices for Miami
Beach residents. Also began the process to implement an Infrastructure
Management System (IMS) and Geographic Information System (GIS) software
system which will help us better manage the City's public works infrastructure. The
Information Technology (IT) Steering Committee was created this past year to
develop Citywide IT policies and standards, establish priorities, review all IT system
alternative analysis, development and implementation plans, prioritize all proposed
new IT initiatives and enhancements, and review and make recommendations for
budget and spending plans.
We also launched the City's branding campaign which includes a new City
logo/symbol that is consistent with the Citywide wayfinding signage project and
creates a consistent, recognizable image and look for the City and the services we
provide.
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The following summarizes some of the key accomplishments achieved this past year
that I would like to highlight for you. For ease of review, these accomplishments are
organized by the Key Intended Outcome vision linkages identified in the City's
Strategic Plan:
Safer
. The City's Emergency Preparedness / Hurricane Plan was implemented with
each threat of a hurricane last year (Katrina and Wilma), and with Tropical
Storm Ernesto this year, resulting in successful preparation, response and
recovery for each of the various events.
. Hired the City's first-ever Emergency Management Coordinator who has
helped further refine our "all hazards" approach which better prepares us to
respond to emergency issues ranging homeland security concerns, hurricane
related activity and other emergencies that may occur in the City.
. Staffed and provided guidance to the Ad Hoc Hurricane Taskforce Committee
which is tasked with making recommendations to further improve our
preparation, response and recovery efforts during a hurricane or emergency.
. Helped coordinate the search and rescue operations following the crash of
Chalk's Ocean Airways Flight 101 on December 20, 2005 off Government Cut
near South Pointe, including handling all international media inquiries myself.
. Reassigned staff in the Police Department and implemented aggressive
enforcement initiatives which resulted in a decrease of 10.9% in Part 1 violent
crimes in the past year compared to the previous year. We have seen a
consistent decrease each year over the past 6 years. When comparing the
latest available data, there is a decrease of 11.3% since 2000.
. Increased staffing levels with the addition of six (6) additional Public Safety
Specialists to enhance community policing in the Middle and North districts,
and implemented the "Neighborhoods Contacts" program which has these
Public Safety Specialists make at least five (5) contacts per day to provide
residents with public service information and crime preventing tips.
. Patrol Officers are also encouraged to make at least one household or
business contact per day, resulting in at least 70% of households and
businesses contacted throughout the year. The intent is to proactively make
positive contacts with residents and the business community.
. The creation and implementation of an enhanced bicycle patrol and the
Special Events Voluntary Response Team (SEVRT) to staff various major
events in the City to ensure that public safety remains a top priority during
these busy event periods.
· Operation GRIP (Grab Robberies in Progress) was implemented to prevent
robberies or apprehend robbers as soon as a crime is committed. This
program has lead to multiple arrests and an immediate decline in the number
of robberies, particularly in the entertainment district.
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. Several community outreach seminars were again held to address issues such
as fraud/theft prevention, hate crimes, date rape drugs, and'sexual predator
awareness and provide information about each of these issues.
. The prostitution mapping program continues throughout the City with a special
focus on underage prostitution. These efforts have dramatically reduced
prostitution throughout the City.
. Increased police details/presence to target "hot spots" for narcotic sales and
developed a list of repeat problem areas and to target businesses for integrity
checks (alcohol, narcotics, and prostitution violations) and developed a list of
problem hotels, bars and apartments to ensure compliance.
· Enhanced Marine Patrol staffing by two officers to target waterway "hot spots"
for additional activities including abandoned boats, environmental waste and
enforcement of the mooring ordinance. Dramatic improvements have been
made in ensuring compliance.
· Provided free crime analysis of homes and child safety seat checks.
. Only one (1) fire related death occurred in the City last year.
· Responded to approximately 4,153 calls for service including calls related to
structural and car fires, construction accidents, hazardous materials, medical
rescue incidents, water rescues, and public assistance calls.
· Responded to approximately 14,700 EMS calls and transported over 7,000
patients (generated over $1.5 million in Rescue Transport revenue).
· Continued the City's nationally recognized inspection program of public
assemblies and nightclubs and review of all plans submitted for permitting to
ensure compliance with applicable codes.
· Added three (3) additional lifeguard towers and eight (8) additional lifeguard
positions which mean that 100% of our publicly accessible beaches will now
be covered by lifeguard towers.
· Created a standard lifeguard tower design to ensure that all towers throughout
the beach are consistently designed.
· Added five (5) All Terrain Vehicles (ATVs) and other equipment to expand the
City's Ocean Rescue coverage and capabilities and to decrease the presence
of road vehicles on the beach.
Cleaner
· Increased level of service to provide the highest possible level of service (litter
control 7 days/5 nights each week) and additional hours of continuous litter
control to the Boardwalk, including dunes and spoil areas and to the
Beachwalk, including pressure cleaning.
· Implemented enhanced level "A" service (litter control 7 days/5 nights each
week and litter cans serviced day and night) on Lincoln Road Mall from
Washington Avenue to Collins Avenue.
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. Increased levels of service to provide additional hours of litter control to the
following areas throughout the City: Harding Avenue corridor, Abbot and Byron
areas, 79th Street to Indian Creek, 72nd Street to Indian Creek Drive, as well as
all side streets, 63rd Street to 7ih Street (including side streets) from Collins
Avenue to Rue Notre Dame, 41st Street corridor (including side streets),
Washington Avenue from 5th Street to Lincoln Road (including side streets),
and the Flamingo Park area.
. Added litter cans throughout the City (approximately 2,200) and initiated an
enhanced program to maintain all these litter cans.
. Illegal dumping surveillance was increase throughout the City, particularly in
North Beach, resulting in 3 arrests this past year.
. Continued to partner with franchise haulers to continue the Neighborhood
Pride Weekend Program, a coordinated effort to clean specific areas
throughout the City. This year, the number of dumpsters used for this event
increased from 2 to 6 hauling approximately 1,500 cubic yards of waste each
weekend.
. Developed and implemented 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 being assessed, and a random
statistically valid sample is taken for streets/sidewalks, waterways, and
beaches. With a full year's worth of data, we can now say the City's
cleanliness in various public areas is improving. Index ratings range from 1
(Very Clean) to 6 (Very Dirty). Commercial entertainment and residential
streets have improved, from a 2.01 rating in the 4th quarter of FY 2004/2005 to
1.85 in 2nd quarter of FY 2005/2006; parks improved from 1.95 in the 4th
quarter of FY 2004/2005 to 1.53 in the 2nd quarter of FY 2005/2006; and
beach areas that are the City's responsibility to maintain improved from 2.41 in
the 4th quarter of FY 2004/2005 to 1.68 in the 2nd quarter of FY 2005/2006.
The results of the assessments are used to monitor initiatives, target future
improvements, and make more efficient use of available resources.
· Hurricane Katrina resulted in the removal of approximately 48,000 cubic yards
of debris. 60% 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% 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.
· Continued to implement a special events plan that is used on busy event
periods, as part of the City's Major Events Plan (MEP), to ensure the City is
maintained as clean as possible during these busy periods.
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Beautiful and Vibrant, Mature. Stable Residential Community. Urban and
Historic Environment
. The City's Parks and Recreation Green Space Management division
performed the following services on the grounds of the City's over 513 acres:
o 14,400 acres ofturf mowed, trimmed and edged;
o Planted 15,282 annual flowers, 22,420 hedge/groundcover plants, and
292 trees citywide
o Pruned 4,029,768 square feet of hedges, 24,417 palms, and 3,476
trees;
o Performed 3,500 tot-lot c1eanings;
o Placed 200,000 dog waste bags within parks;
o Applied 2,491 cubic yards of mulch;
o Reviewed 75 sets of plans for private and public landscape projects;
o Installed 40 Smoker "Stations" were installed along Lincoln Road Mall.
. Ongoing discussions and adoption of Noise Ordinance.
. Reassigned Code Compliance staff and created a staffing plan to be able to
provide coverage 24 hours / 7 days per week in the South Beach area.
. Continued the customer service initiatives within Code Compliance and
implemented internal process improvement team to streamline existing
processes, policies and procedures.
. Code Compliance conducted approximately 30,000 inspections.
· Informational door hangers were produced and distributed in residential areas
to inform residents of the City Code.
. Flyers and letters were delivered to all businesses as an educational tool to
make them aware of the City's existing regulations.
· 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.
· 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.
· Implemented an on-line code 'violation tracking system (Code Compliance
Case Information on Velocity Hall) to give residents and businesses an
opportunity to view up-to-date information on the disposition of code
compliance complaints, violations and cases.
· In an effort to share information with our residents, staff from the
Neighborhood Services Department facilitated seven (7) homeowner
association meetings and coordinated two (2) Neighborhood Leadership
Academies.
· Staff from Neighborhood Services also coofdinated the following community
events:
o 3 Hurricane and Emergency Preparedness Fairs
o 10 clean-up events for the Adopt-A-Park program
o 10 Voter Registration Drives (Vote Miami Beach)
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. There were 5,521 homeless contacts made this past year with 1,715 homeless
clients being served, 529 clients who were placed in emergency shelters, 495
clients who were provided with comprehensive case management, 954 new
homeless assessments completed, 225 clients who were relocated, and 37
clients who were transitioned to permanent housing.
. The recent homeless count in August was 270 compared to the count in
September 2005 which was 336.
. The City provided approximately $50,000 in acquisition funding to the Miami
Beach Community Development Corporation (MBCDC) and assisted in their
acquisition of the historic Villa Maria apartment building retaining important
affordable housing for our senior citizens. Also partnered with the MBCDC to
acquire/rehabilitate 6 units of affordable housing, acquired 12 first time
homebuyer units, rented nine units at 530 Michigan Avenue and 18 units of
532 Michigan Avenue to income eligible senior citizens.
. Awarded $1,896,088 in Community Development Block Grant (CDBG) funds
to 15 organizations and a total of 27 projects.
. Accomplished historic designation of the Collins Waterfront Historic District,
the Pine Tree Drive Historic Site, North Beach Resort District, and the Gilbert
Fein Neighborhood Conservation District.
. Comprehensive revisions were made to the Single Family section of the City
Code dealing with demolition of pre-1942 homes.
. Conducted a successful design charette for the North Beach area.
. A monument inventory list has been compiled and presented to the City
Commission who has authorized the initiation of the designation process.
. Staffed and provided guidance to the Ad Hoc Condominium Reform Taskforce
which was created to discuss community concerns and identify solutions at the
state and local level.
Cultural. Entertainment and Tourism Capital
. Maintained an ongoing strategic marketing plan to brand Miami Beach as a
cultural destination, promote cultural activities and events and to inform the
community of the Cultural Arts Council's programs.
. Maintained occupancy percentage at the Miami Beach Convention Center at
approximately 60% last year, compared to 58% in FY 2004/2005 and 52% in
FY 2003/2004.
. An RFP was issued to provide professional food and beverage facilities
management services at the Miami Beach Convention Center. Centerplate /
Barton G. were awarded the contract for a five (5) year period.
. Began and held several discussions with Cirque de Solei!, AEG Live, and Live
Nation as possible alternatives for the future use and operation of the Jackie
Gleason Theater of Performing Arts. This issue is scheduled to go to the
Commission in October for further discussion.
We ole .::c.mm;lled to p!()\'iding e\ce!lent plibfic !,ervice ond s(Jfe~' 10 011 who live. wGrk. onel pio). in .)(If ,';Ul(]nt, I'opic';oi. hisr,:)/;;; commurJi/). 13
. Continued to work with the State of Florida's Entertainment Incentive program
to secure funding for various motion picture and television productions filmed
in the area, employing hundreds of local crew, cast and vendors.
. Approximately 1,300 film permits issued with approximately $50 million spent
in film production activities
. Opened the Colony Theater in January for the South Beach Comedy Festival
adding to the City's cultural venue options.
. Managed, promoted and tracked the bookings and programming of the Byron
Carlyle and the Colony Theaters for a combined total of 235 rental periods, a
60% increase over the previous year.
. Implemented the City's Major Events Plan (MEP) several times last year for
special events and holiday weekends including MTV Video Music Awards, Art
Basel Miami Beach, Art Miami, South Beach Wine and Food Festival, Winter
Music Conference, M3Summit, Memorial Day weekend, Labor Day weekend,
the NFL Kick-off event and several other special events. These events
required careful interdepartmental planning and coordination of City services.
We are also already preparing for upcoming major events, including the 2007
Super Bowl.
. 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.
. The fourth installment of Art Basel Miami Beach took place throughout the City
and drew more than 36,000 visitors to the art fair, a 9% attendance increase
over the previous year. The organizers of the fair claim this was the most
successful year of the fair and the event again generated significant worldwide
media coverage.
. Completed the Arts Economic Impact Study in collaboration with Miami Dade
County and Americans for the Arts.
. Awarded and oversaw approximately $650,000 in cultural grants to
approximately 45 art groups in the community through the Cultural Arts
Council (CAC).
. Launched arts education programs for Miami Beach youth serving 250
summer campers and 65 pre-schoolers and their parents.
. Partnered with the National Arts Program Foundation for the first City
employee art exhibit, awarding $5,000 in cash prizes and art scholarships.
. Played a lead role in assisting the Miami World Theater Festival with their first-
ever event in Miami Beach.
. Continued to provide staff support and guidance to the Nightlife Industry
Taskforce (NITE)
. Administered the selection of artists for the Collins Park, South Pointe Park,
and Citywide manhole Public Art Projects.
~'Ve 'YE' ,.:ommitted to plO\'iding excellent publiC service ond sofety to all who live. work. (Jl'id play in our vibont, t!opicol. historic communi/Ii 14
. 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 Miami Beach at about 76.2% (year to
date through July) occupancy compared to last year's 75.1 % and to the
current state average of 68.5% and well above the national average of 63.1 %.
. The average room rate on Miami Beach has also grown steadily to $184.61
(year to date through July) compared to $174.55 last year.
. Resort Tax collections for the current fiscal year (through July) are
$29,453,493 with August and September collections still not accounted for
compared to a total of $27,520,098 for the entire last fiscal year. This is
almost a $2 million increase from last year, with 2 months left in the fiscal year.
International Center for Innovation in Culture, Recreation and Business
. The Miami Beach Golf Club completed its fourth 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 7.6% with a cash
flow after debt service of $500,000.
. Approximately 2,515 children participated in the City's various summer, day
and specialty camps throughout the past year.
. Provided free access to City pools and youth centers on weekends and non-
programmed hours for all residents.
. Introduced the "Learn to Swim" free program for 3 and 4 year old children who
live in Miami Beach with approximately 250 children already participating.
. Expanded scholarships for children to participate in specialty camps, awarding
approximately $40,000 to 190 children.
. Initiated various programs at the new North Shore Youth Center, including the
Teen Club with 75 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 six (6) "Movie in the Park" and Movie in the Pool" attracting over 1,500
adults and children and large numbers of families participating.
. Continued recreational programs in hockey, ice skating, softball and
swimming.
. Expanded the "Senior Scene" program which provides weekly classes and
programs for older residents of Miami Beach. This past year, there were 145
participants, up from 33 last year.
. Continued program'to allow free admission to residents to the Bass Museum,
the Jewish Museum and the Wolfsonian Museum.
. 15
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. Continued the Beachfront Management Plan which coordinates the process
for beach concessions permitting, beachfront Public Works projects,
beachfront special event and film and print permitting.
. Conducted a national search which resulted in the hiring of a new Building
Department Director who has been tasked with reorganizing the department to
improve efficiencies, enhance customer service and improve the delivery of
services.
. Handled building permitting and inspections for an average annual
construction valuation worth approximate $600 million and approximately
20,000 permits.
Well Improved Infrastructure
. Created the Capital Budget Process Committee to develop a Capital
Improvement Plan for the City which identifies and authorizes funding sources
for specific project components. Through this process, individual projects
within neighborhood areas are combined to create single projects that address
the neighborhood needs for infrastructure upgrades, traffic flow, and
enhancements. This comprehensive approach minimizes disruptions and
generates cost savings.
. Over 25 construction projects were completed or substantially completed this
past year totaling approximately $64 million worth of construction, including:
o Washington Avenue Streetscape
o North Shore Open Space Park Improvements
o Colony Theater
o Scott Rakow Youth Center Phase I
o Lummus Park Public Restroom (14th Street)
o Fairway Park Sports Lighting
o Regional Library
o South Shore Library
o Miami Beach Golf Course Clubhouse
o Lummus Park (Phase I)
o Jackie Gleason Theater of Performing Arts Renovations
o Maurice Gibb Memorial Park
o Palm Island Guardhouse
o Lennox and 1 ih St Parking Lot
o Bay Road ROW Improvements
o 401 Alton Road Parking Lot
o 1 ih Street Parking Garage Structural repairs
o ih Street Parking Garage Renovations
o 25th Street Pump Station and Water Tanks
o Muss Park tot lot
o Flamingo Park tot lot
o "Old" Regional Library demolition
o Terminal Island Pump Station
We ore committed 10 providing excellent publiC service and safety 10 all who IiI/e. work. and pby in 0[/1 vitJ,onf, Iropicoi. hi.srolic cornmunir/ 16
. 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, totaling approximately $60 million, include the
following:
o Public Beachfront Restrooms on 46th and 64th Streets
o 41 st Street Bridge Projects
o Fire Station #2 and Fire Station #4 (complete new construction)
o 12th Street Parking Garage structural renovations
o 17th Street Parking Garage general renovations
o Pump Stations upgrades throughout the City
o Belle Isle Rights-of-Way (ROW) Neighborhood Improvements.
o Convention Center ADA Restrooms Improvements Phase D
. Projects currently in design, totaling approximately $155 million, include the
following:
o Oceanfront Neighborhood Rights-of-Way (ROW)
o South Point Park renovations
o South Point Park Booster Pump Stations
o Normandy Shores Neighborhood Rights-of-Way (ROW)
o Normandy Isle Neighborhood Rights-of-Way (ROW)
o Normandy Shores Golf Course
o South Pointe Phase II
o La Gorce Neighborhood Rights-of-Way (ROW)
o Nautilus Right-of-Way (ROW)
o 10th Street Auditorium
o Bayshore Right-of-Way (ROW)
o North Shore Neighborhood Rights-of-Way (ROW)
o Biscayne Point Neighborhood Rights-of-Way (ROW)
o West Avenue Neighborhood Rights-of-Way (ROW) (Planning)
o South Pointe Phases III, IV, V
o City Center Rights-of-Way (ROW)
. Projects recently awarded
o Normandy Shores Golf Course Clubhouse and Facilities
o Scott Rakow Youth Center Phase II
. Completed approximately $1.2 million worth of Capital renewal and
replacement projects including, but not limited to, the following:
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
. Expanded parking areas for Residential Zone One in South Pointe.
. Refurbished the municipal parking lot located on Lenox Avenue and 17th
Street.
. Constructed a new municipal parking lot at 137 Washington Avenue.
. 17
We are committed to providing excellent public service and safety to oil who live, work. and ploy in Oll! vibwot. trcpicol. historic community
. Funded upgrade for existing 250 multi-space pay stations for WiFi
compatibility and the purchased 250 additional pay stations also WiFi capable.
. Parking Department, in conjunction with the Police Department, established a
Unified Dispatch whereby all calls for service are funneled through a process
that tracks and holds all accountable.
. Closely monitored preparations in advance of the onset of construction
activities for the 63rd Street Flyover as well as worked closely with the Florida
Department of Transportation (FOOT) on the implementation and fine tuning of
the Maintenance of Traffic Plan (MOT) for the project and to ensure the
mitigation of traffic flows during the construction period.
Conclusion
I am pleased to report that my six (6) years as your City Manager have been exciting,
challenging and rewarding both professionally and personally. I am proud to be the
City's third longest-serving City Manager as well as an active resident of this
community.
In conclusion, I would like to thank you and the City Commissioners for your
continued guidance and direction in helping to accomplish so much for our City and
on behalf of all 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
achieved, and how we can 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 :/cmgr/all/jorgegon/PerformanceEvalualion2005-2006.doc
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