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2007-26580 ResoRESOLUTION NO. 2007-26580 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, TO APPROVE THE NOMINATION OF THE CITY'S APPLICATION TO THE FLORIDA LEAGUE OF CITIES FOR THE FLORIDA CITIES OF EXCELLENCE AWARD AND THE CITY SPIRIT AWARD. WHEREAS, The Florida League of Cities is sponsoring the fourth annual Florida Cities of Excellence Awards; and WHEREAS, The Florida Cities of Excellence Award recognizes and honors outstanding citizens and city leaders, and cities for their excellent, innovative programs that provide Florida citizens with great public service; and WHEREAS, The City of Miami Beach has applied for the Florida City of Excellence Award which recognizes overall excellence in a city government in the areas of governance/administration; city leadership; citizen outreach and involvement; technology; innovative programs and services; and fiscal management; and WHEREAS, The City of Miami Beach has also applied for the City Spirit Award, which is given to a city for a specific, single, citywide effort to successfully address a local need; NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby support the nomination of the City of Miami Beach's application to the Florida League of Cities Florida City of Excellence Award and the City Spirit Award. PASSED AND ADOPTED this 11th day of A EST: ~1.~~ , CITY CLERK Robert Parcher T:WGENDA~2007Wu1110TFlorida Cities of Excellence Award/Reso.doc APPROVED AS TO FORM $NGUAGE ~ FOR cur~anN ~7 ^- Date COMMISSION ITEM SUMMARY Condensed Title: A resolution to approve the nomination of the City's application to the Florida League of Cities Florida Cities of Excellence Award and the City Spirit Award ~(e Intended Outcome Su orted: Enhance external and internal communications from and within the Ci Supporting Data (Surveys, Environmental Scan, etc.): 61 % of residents rated government meeting the needs of residents as excellent or ood. Issue• Shall the City Commission approve the nomination of the City's application for the Florida Cities of Excellence Award? Item Summary/Recommendation: The City of Miami Beach submitted an application to the Florida League of Cities for the League's Annual Florida Cities of Excellence Awards.The Florida Cities of Excellence Awards were created in 2004 to focus public attention on the countless good things cities do to improve the quality of life in Florida. The particular awards the City applied for this year are the Florida City of Excellence Award which recognizes overall excellence in a city government and the City Spirit Award which recognizes a city for a specific, single, citywide effort to successfully address a local need. All nominations for the Florida League of Cities awards must be approved by a majority vote of the nominated City's Commission. Adviso Board Recommendation: Financial Information: Source of Amount Account Approved Funds: ~ 2 3 4 OBPI Total Financial Impact Summary: No fiscal impact Ci Clerk's Office Le islative Trackin Ramiro Inguanzo, Office of the City Manager Si n-Offs• Department Director Chief of Staff City Manager 1-- I ~ ~ ~ ~~~ ~ ItGEMDIt~ ~ G ~ -v ATE m MIAMIBEACH City of Miami Beaeh, 1700 Convention Center Drive, Miami Beach, Florida 33139, vaww.miamibeachfl.gov COMMISSION MEMORANDUM TO: Mayor David Dermer and Members of the City Commission FROM: Jorge M. Gonzalez, City Manager r DATE: July 11, 2007 SUB.IECT: A RESOLUTION TO APPROVE THE NOMINATION OF THE CITY'S APPLICATION TO THE FLORIDA LEAGUE OF CITIES FOR THE FLORIDA CITIES OF EXCELLENCE AWARD AND THE CITY SPIRIT AWARD, ADMINISTRATION RECOMMENDATION Approve the Resolution. BACKGROUND The City of Miami Beach will be submitting to the Florida League of Cities an application for the League's Annual Florida Cities of Excellence Award and the City Spirit Award. These awards were created in 2004 to focus public attention on the countless good things cities do to improve the quality of life in Florida. The Florida City of Excellence Award recognizes overall excellence in a city government and the City Spirit Award recognizes a specific, single, citywide effort to successfully address a local need. Since all nominations for this award must be approved by a majority vote of the nominated City's Commission, I have placed a consent item for your consideration on the July 11, 2007 City Commission agenda. A copy of the City's application for each award is attached. SUMMARY /RECOMMENDATION Approve the Resolution. 2007 Florida Cities of Excellence Awards Program /Nomination Form Category (Please check one) See Award Criteria for more information. Please print or type. One nomination per page. © FLORIDA CITY OF EXCELLENCE AWARD Name of Municipality Nominated City of Miand Beach, i!l.orida Nominated by Jorge M Gonzalez City M3~_._,~er (Name of City/Town/Village) CITY SPIRIT AWARD Name of Municipality Nominated Nominated Project Nominated by (Name of City/Town/Village) Q MAYOR OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q COUNCIL MEMBER OF THE YEAR Name of Individual Nominated _ Nominated by (Name of City/Town/Village) 0 CITY EMPLOYEE OF THE YEAR Name of Individual Nominated Title Nominated by Department (Name of City/Town/Village) 0 CITY MANAGER OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) CITY CLERK OF THE YEAR Nome of Individual Nominated Nominated by (Name of City/Town/Village) 0 CITY ATTORNEY OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q CITY FINANCE OFFICIAL (DIRECTOR OR OFFICER) OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q CITY CITIZEN OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) [OVER] Co~~a ~F~~~~~ The following person will be the main contact if your city's nominee is selected as a finalist. Please print or type. Nome Ramiro Inguanzo Title Chief of Staff Government City of Miami Beach Address 1700 Convention Center Drive, Miami Burch, Florida 33139 Telephone Number 305-673-7010 Fax 305-673-7782 E-mail Address ra-rdro~ri.arrdbeachfl•gov Nomination Cert~~icaiion This nomination has been voted on and approved by a majority of the city council/con~ission. ~; Signed Ga City Clerk The judges will use the narrative and supportive information to select the award winners. Nominators/nominees are asked not to contact the judges directly. Narrati~o In the narrative, please be clear and concise, using the Award Criteria to support the selection of your nominee. Please type (or print in black ink), up to 1,200 words, double-spaced on white 8-1/2" x 1 1"paper. Please include a word count: Approximately 1, 200 Number of words Supportioo information Up to 10 pages of supportive information (newspaper clippings, photo- graphs, letters from constituents, etc.), on S-1 /2" x 1 1 "paper (single-sided) may be provided. Please do not include videotapes, DVDs, CDs or Power- Point presentations. Submit nominations by August 10, 2007: Florida League of Cities, Inc. Attn: Florida Cities of Excellence 301 S. Bronough Street, Suite 300 (32301) P.O. Box 1757 Tallahassee, FL 32302-1757 Florida City of Excellence Award City of Miami Beach Governance /Administration: Miami Beach continues to make great strides in accomplishing its mission of providing excellent public service and safety to all who live, work, and play in our vibrant, tropical, historic community and achieving its vision of becoming a community that is cleaner and safer; more beautiful and vibrant; mature and stable with awell-improved infrastructure; aunique historic, urban environment; a cultural, entertainment and tourism capital; and an international center for innovation in culture, recreation and business. The city's focus on its mission and vision have led to an increase of police officers on the streets resulting in less crime; more and better trained firefighters with state-of--the-art equipment; newer playgrounds, parks and recreational facilities; improved streetscapes; a vibrant and thriving cultural arts scene; more businesses and jobs; more retail, hotel and restaurant options; more parking;. real property value appreciation; continued growth in its overall wealth of the community; lower costs to borrow money to invest in our capital projects; a lower overall tax millage rate; a tax refund to its residents for two years in a row; more opportunities to access government; and, better communication with its internal and external customers. The results of these efforts were demonstrated in the findings of two community surveys conducted in 2005 and 2007. Overall, Miami Beach rated very well with a majority of those surveyed stating that they are satisfied living in 1 the city and many feeling that it is getting better as a place to live, work, play or do business. Quality of life in the city rated very high and the city is seen as an excellent or good place to live. The community surveys also provided insight into areas that the City should focus on and improve even further. These results, along with environmental scans of demographics, performance measures, financial trends, and comparatives with other cities were used to develop a strategic plan, which provides the public with a tool for measuring accomplishments and holding their government accountable. As part of the strategic plan, the Miami Beach Excellence Model was developed. This strategic, measurement-based tool for continuous improvement is driven by the city's vision, with priorities established at the strategic level. Through the annual budget process, resources are allocated in support of these strategic priorities, and performance monitoring is used to track progress and make adjustments for further improvement. One example of a need to address a citywide strategic priority was improving cleanliness throughout the city. The Public Area Cleanliness Index was created and established a set of standards used to measure and report the cleanliness of the city's parks, parking lots, streets/sidewalks, and waterways on a quarterly basis. Working collectively, the parking, parks and recreation, and the public works departments, developed this innovative assessment program using best practices from various national and international municipalities and organizations. The results of the assessments are used to monitor initiatives, target future improvements, and make more efficient use of available resources. 2 The overall City cleanliness scores improved 24.7% from the inception of the program in FY 2004/05 to FY 2006/07. Another example of a need to address a citywide strategic priority is the proactive customer service program launched throughout the organization. All city employees were trained in updated, consistent customer service standards. To evaluate the success of this initiative and to continually identify potential areas for further improvement, the city initiated a service shopper program that evaluates performance quarterly. City Leadership: Miami Beach City Manager Jorge M. Gonzalez will soon complete his seventh year as the city's administrator. In 2004, the Florida League of Cities selected him as the first-ever "City Manager of the Year." Under his leadership, the organization has made great strides in developing a team that is professional, ethical, and committed to the city's mission. Through various efforts, including a number of leadership retreats with the mayor and commission, the manager has worked to continue to align the administration's resources with the city commission's priorities. As a collective team, everyone works together to provide the greatest level of efficiency in the delivery of city services. The police, fire, parks and recreation, public works and procurement departments have all received full accreditation from their respective accreditation agencies within the past few years. Leadership development opportunities are continuously offered to staff in an ongoing effort to improve 3 individual and collective performances. At the beginning of each fiscal year, a citywide meeting is held to ensure that all employees are focused on the same three key areas: (1) commitment to the mission; (2) delivering excellent customer service; and (3) operating under a "One Team -One City" approach. In addition, all employees have participated in a series of trainings entitled "Results-Oriented Government" to help them understand the city's strategic plan and the role each employee plays in helping the city achieve collective results. Intergovernmental Cooperation: The city partners with many organizations to provide a number of services beyond the scope of city services. They include affordable housing opportunities, rehabilitation of residential and commercial properties, economic development, enhancements to the city's public schools, as well as other programs. In addition, Miami Beach is in constant communication with neighboring communities, due to the various shared challenges and opportunities that exist. For the second year in a row, a city representative serves as the president of the Miami Dade City/County Management Association which brings together administrators from throughout the county to discuss issues of mutual concern. Citizen Outreach and Involvement: The city believes that the best way to accomplish its mission is by partnering with the community to ensure that services meet their needs. The city has interactive programs that enhance its residents' knowledge of services and 4 conducts regular meetings throughout the community to identify concerns affecting their quality of life. These concerns are examined to determine where enhancements can be achieved. The Neighborhood Leadership Academy, with over 200 graduates to date, offers residents an opportunity to learn more about the services and resources but also empowers them to be leaders in their neighborhoods. In an effort to increase voter participation, the city launched the "Vote Miami Beach" initiative. The incentive program offers voters a discount at local participating businesses. Through this effort, voter registration on Miami Beach has increased significantly. Focus groups and interviews with the community have delved deeper into specific topics such as safety (particularly at night and in business and commercial areas); cultural activities and special events; construction in neighborhoods; affordable housing; value of services for tax dollars paid by residents; and availability of labor pool for businesses. Technology: Implementing E-government solutions that provide access to city services/information and that facilitates citizen access and interaction with their government continues to be a top priority. Last year, the city commission approved the establishment of an Information & Communications Technology Fund for the purpose of establishing and maintaining funding for the 5 procurement of new or enhanced information and technology needs of the city which allowed funding for various projects. WiFi Miami Beach provides a citywide wireless broadband network to support mobile broadband connectivity for public safety purposes, which also benefits the community with free wireless service. This initiative will makes the city safer, the government more efficient, and provides the community the opportunity to access information anytime, anywhere. Several online capabilities already exist including the ability to pay utility bills, business license bills, and parking citations; register and pay for parks programs; register a neighborhood association; submit a passport application; apply for a film or special event permit; register a burglar alarm; receive an updated traffic advisory; view and download a web cast of all commission meetings; and enter a service request. In addition, through the online permitting system, customers can check the status of a permit, schedule and check on the status of inspections. Miami Beach is the first city in Florida to offer BUILDFAX, a database of property construction/building permit history. Beyond the website, the city also uses an electronic list serve to send newsletters and other topic specific information to thousands of subscribers. And, the Reverse 911 system, a telephonic notification system, quickly contacts the community in the event of an emergency. 6 Fiscal Management: The City has a strong history of maintaining emergency financial reserves and the city's strategic plan includes measures to ensure the long-term sustainability of city government by making certain that expenditure trends are sustainable over the long term, improving overall financial health, and maintaining overall bond rating. A number of policies and structural changes have been implemented to achieve these outcomes, including: Capital Reserve Fund which provides funding related to previously approved capital projects for expenditures due to bids that are over-budget, change orders, or other unforeseen items; Pay-As-You-Go Capital Fund which designates a certain portion of the operating budget to be re-invested in capital; and Capital Investment Upkeep Account which provides for establishing and maintaining funding for General Fund non-facility related upkeep. As a result of these initiatives, the city's credit rating is stronger than ever and its economic performance and financial management efforts have led to several bond rating upgrades over the past few years. The combined millage rate overall today is an entire 1.0 mills lower than it was in FY 1999/2000 and lower than most municipalities in Miami Dade County. The FY 2006-2007 budget enhanced the value of services for taxes paid by the community in several ways, including a $300 dividend (tax) return for all homesteaded property owners (this was the second year in a row this was provided to its residents); provided expanded free access to many programs for residents; provided enhanced service levels addressing the priorities of the 7 community; absorbed the household garbage and trash collection fee increase incurred due to contractual increases and county disposal fee increases; and again reduced the overall combined millage rate for all property owners. CITY OF MIAMI BEACH Fl( 2005/06 & FY 2006/07 WORK PLAN RESULTS MISSION, VISION, STRATEGIC PRIORITIES, AND RESULTS The City of Miami Beach continues to make great strides in accomplishing our mission of providing excellent public service and safey to all who live, work, visit and play in our vibrant, tropical, historic community; and in achieving our vision of becoming a community that is cleaner and safer; more beautiful and vibrant; mature and stable with swell-improved infrastructure; aunique historic, urban environment; a cultural, entertainment and tourism capital; and an international center For innovation in culture, recreation and business. By staying Focused on our mission, vision and strategic priorities, the City has achieved a great deal. The following section highlights our enhanced funding levels versus results to date, including the 2007 community survey. 11 t. ••• 11.1 ••- Increase resident ($lmillion Service ($775,000 Service 2007 Rating of Public Safety ratings of Public Enhancement): Enhancement) Services: Safety services • Implemented "neighborhood • Expanded the • Improved for EMS, Fire and contact program" with 6 Neighborhoods contact Ocean Rescue positions program with 2 positions, • Decreased for Police and • Added an Emergency increasing the number of Hurricane Preparedness Manager position; a annual contacts from All services remained at or technical support position in 11,000 to 14,400 above 80% good/excellent Fire Prevention; and • Continued to expand and above norms expanded fire rescue training lifeguard coverage by • Police in Neighborhoods • Adding ATVs at five lifeguard adding 3 new lifeguard and Homelessness remain stations, and replacing nine stands at 5th St. Lincoln areas to address lifeguard towers , Road and 18th St. • Added 2 thermal imaging 2007 Rating Adequacy of cameras and retrofitted Fire • Added a quality assurance Street Lighting in Business Stations #1 and #3 with position for fire inspections Areas: exhaust recovery • Enhances Fire Department .Improved for Mid & South ~ training by funding overtime Beach ~ for backfill Ratings by Residents in neighborhoods positive c m Maintain crime ($340,000 Service ($172,000 Service Total Violent and Property U rates at or below Enhancement): Enhancement): Crimes: national trends • Replaced 2 contract data • Completed implementation CY 2000: 12,292 entry clerks with permanent of an overlay midnight shift CY 2005: 9,382 staff and hire second from Thursday through CY 2006: 8,697 technician for support of Sunday, particularly in the Police Mobiles entertainment district and • Hired fulltime property RDA by adding 13 officers evidence technician to next year 5 additional the provide increased night following for a total of 18 coverage and reduce new officers over the next overtime; and hired 2 2 years additional police officers to Adds 2 ATV police officers enforce recently adopted for the Beach to cover boat mooring ordinance Thursday through Sunday • New funding for an evenings and nights from assessment of lighting in 3pm to 1 am business districts to address securi concerns $100,000 11 1. ••- 11.1 ••- Improve ($1.3 million Service ($1.8 million Service 2007 Cleanliness Ratings for cleanliness of Enhancement): Enhancement - $400,000 Streets in Neighborhoods Miami Beach • Enhanced litter control level financed through Equipment especially in Mid Beach and rights of way of service along Washington Loan Program): condo corridor: especially in Ave from 5"' St. to Lincoln Expanded sanitation • 65% of residents rate as business areas Rd, Flamingo Park area, services on Washington good or excellent Lincoln Road between Avenues, Lincoln Road, • 82% of MB residents rate Washington & Collins Ave, and Ocean Drive from 5 to as good or excellent Harding Ave from 79th St. to 7 days & nights per week . 73% of Condo Corridor Indian Creek, including and including an residents rate as good or Abbott, Byron and Carlyle entertainment shift from excellent • Litter control and pressure Sam to 11am cleaning enhanced in • Expanded litter control 2007 Businesses Cleanliness Beach/Boardwalk zones services in alleys citywide Rating for Streets in Business • Expanded litter control on Enhanced service levels for Areas: 41St St. & 71St St. City parking lots • 8% and 6% improvement • Increased surveillance of • Added roving litter squads by businesses in Mid and illegal dumping, particularly in mid-beach and north South beach in North Beach area; beach • Smoker stations installed Enhanced beach 2007 Rating of Garbage and along Lincoln Rd funded cleanliness through the Trash Collection: through City Center RDA addition of new sandsifting • Businesses rating as w and a mobile leaf vacuum equipment, and enhanced good/excellent improved by ~ purchased to enhance sanitation services from 10% from 2005 to 66% frequency of cleaning parks 14th Street to S. Pointe • 76% of residents rank as good/excellent m U % of Assessments Citywide Rating Clean or Very Clean • FY 2005/06 Q1 57.5% • FY 2006/07 Q1 82.7% • FY 2006/07 Q2 85.7% Improve ($167,000 Service ($100,000 Service 2007 Rating of Waterway cleanliness of Enhancement): Enhancement): Cleanliness: Miami Beach • Contract for comprehensive • Further expanded funding • Overall improvement by waterways program for cleaning trash for waterway cleaning businesses, especially in and debris from inland -based on new contract for Mid-Beach which improved canals and waterways services by 8% throughout City • Resident ratings also improved 5% from 2005, especially in the Condo Corridor which improved good/excellent ratings by 17% of Waterway Assessments Rating Clean or Very Clean • FY 2005/06 Q1 42.9% • FY 2006/07 Q1 65.3% • FY 2006/07 Q2 72.7% • Increase resident satisfaction with level of code enforcement 11 1. • ($200.000 Service Enhancement): Added 3 code officers to provide for expanded hours of operation across al areas of 11.1 ••- ($225,000 Service Enhancement) Added a Code Ombudsman for problem resolution, expediting special master 2007 Rating of Fairness and Consistency of Zones and Ordinances • 61 % of residents rate as good or excellent Ensure the City cases, providing quality 63% of businesses rate as „-, compliance with assurance oversight, etc. good or excellent m code within ($73,000 Service Absorbed funding for 2 • New question - no 2005 ~ reasonable time Enhancement): code enforcement officers comparatives Q frame • Expanded Graffiti and administrative w remediation and wildlife overhead previously funded eradication program citywide by Community c • Enhanced funding for Development Block Grant n remediation of overgrown (CDBG) funds = vacant lots Continued to fund the v c graffiti remediation program ca c ($100,000) citywide, remediation of ~ • Funded software to enhance overgrown vacant lots ~ tracking of caseload, ~. productivity, and turnaround ~~ time, by employee and zone E etc. from Information and Eq Communications Technology C) Fund p Maintain Miami ($1.6 million Service ($600,000 Service 2007 Rating of Landscape m Beach public Enhancement): Enhancement) Maintenance in Rights of Way areas & rights of • Enhanced hedge around the • Added funding for & Public Areas ~ way especially in Miami Beach Golf Course continuing enhanced hedge • Residents ratings remain a~ business districts ($55,000) around the Miami Beach high • Replaced of landscape stock golf course • 77% of residents rate as c4 in needed areas funded from • Added a landscaper good or excellent ~ the adopted Capital supervisor partially funded • Businesses improved to ~ Investment Upkeep Fund by the Parking Department, levels similar to residents ~ ($1.5 million) Added funding for 75% of businesses rate as c • Funded full-time contracted enhanced landscape good or excellent (improved crew for pressure cleaning, maintenance as new capital 8% from 2005) sign installations and repair, projects such as S. Pointe ~ meter installations, and Park, anticipated to come ~ general routine maintenance on line in FY 2006/07 .2 of parking facilities from ~ Parking Dept ($62,000) ($0.5 million Structural m Change) • Increased funding for the Capital Investment Upkeep Account to continue to restore landscape stock , pavers and lighting and replace and trees destroyed b hurricanes 11 1. : ••- 11.1 ••- Ensure all (In current service level) (continued FY 2005106 service 2007 Rating of Amount done historically • Additional structures and level) for Historic Preservation significant districts will continue to be • 66% of residents rate as E structures, sites, presented to the about the right amount ~ and districts are Commission for designation 63% of businesses rate as •~ considered for consideration about the right amount w local designation • Continues monitoring of (Business ratings improved .~ by the buildings that need to be by 6% from 2005) $ Commission protected (categorized by ~' x level of risk) ~ Protect historic ~ c building stock t0 ~ Increase (in current service Level) ($85,000 Service 2007 Rating of Pace of satisfaction with Impact Fee Consultant Study, Enhancement) Construction Across the City neighborhood and use of 2 planners added in Added a position for follow- • Remains a significant issue ~ character 2004/05 to focus on growth up inspections to monitor for both residents and E In r management, concurrency, compliance with plan businesses E j c ease satisfaction with neighborhood open space, and requirements • 35% of residents rate as ~ development and landscape planning about the right amount, 6% c growth decrease from 2005 - °'v management • 36% of businesses rate as • ~, across the City about the right amount, 9% decrease from 2005 m • Traffic and congestion rated •° ~ as the biggest concern regarding construction .. ca c 5 a c ca ~' m m -- Increase ($610,000 Service ($240,000 Service 2007 Rating of Recreational satisfaction with Enhancement): Enhancement) Programs and Facilities recreational • Enhanced recreational Expanded scholarship • Residents ratings remain programs including staffing for program to traveling athletic high Normandy Park and Pool; leagues 79% of residents rate as new programming at Fairway • Provided a reduced good or excellent Park; reducing staffing ratios resident fee for intramural • Businesses improved by for after school program; athletics 14% to levels similar to • Implemented senior scenes Increased funding for the residents club teen club at NSYC • 82% of businesses rate as • Enhanced Teen Club at Added position for nighttime good or excellent NSYC; coverage 7 days a week at About half of residents • Added computers at Flamingo Park & Pool indicate they attend Flamingo Pool and PAL; Provided enhancements to beaches or parks/ • Opened NSYC on Sunday after school and summer recreational facilities at and SRYC on Saturday. camp programs at Scott least once per week • Implemented Free-of-charge Rakow Youth Center, "team to Swim" program for Flamingo Park, North Shore Recreation Participation 3 to 4 year old residents Park and Youth Center, and Rates Muss Park including • Senior Scenes Club (avg.) snacks, books for literacy, 2004/05: 52 and social skills (providing 2005/06:120 a uniform level of service .Teen participation (avg.) between City programs 2004/05: 80 Children's Trust and 2005/06:116 programs) After School, Summer Camp 8~ Athletics Registrations 2004/05: 5,671 2005/06: 5,810 • Pool Attendance 2004/05: 79,135 2005/06: 119,800 11 1• •.- 11.1 ••- Reduce the ($80,000 Service ($36,500 Service 2007 Rating of City's Abil'dy to number of Enhancement): Enhancement) Address Homelessness homeless • Added position in Homeless • Continued enhanced funding • 32% of residents rate as services to assist in for homeless services from good or excellent emergency housing prior years, including • 28% of businesses rate as transitioning and to increase partnering with Citrus Health good or excellent placement opportunities to provide a coordinated No significant change from approach to addressing 2005 mental health issues often associated with the Homeless Census: chronically homeless. Jan 2000: 314 • Added funding for the Jan 2005: 239 purchase of 2 treatment Jan 2006: 218 beds for placement of Jan 2007: 173 homeless persons with mental health or drug addiction issues Increase access (In current service level) (Budgeted at current service 2007 Prioritization for funding: to workforce or • Maintained resources for level -Mid year appropriation Housing for income less than affordable upgrading multi-family rental of $3.8 million from City Center $50,000 housing housing, purchasing and RDA) rehabilitating first time • Funded purchase of 3 homebuyer units, down buildings payment assistance to low- income homebuyers, and rehabilitation of low income, owner-occu red units Increase resident (In current service level) (!n current service level) 2007 Rating: Nearly 2/3 of satisfaction with residents feel that there is the availability of right amount of stores that commercial service basic daily needs (a service options little less so but improving several percentage points in Condo Corridor and South Pointe) Increase community rating of cultural activities a U .~ 'o E- v c m E c_ t~9 w c w m U Improve availability and accessibility of major events Enhancement): • Funded four new Free Family Saturday Nights program events at our parks in partnership with cultural groups Enhancement): • New funding for special events support, incuding a special event inspector and a Plans and Policy Manager & Police Dept ($300,000 Service Enhancement) • Added funding for a monthly music in the parks series • Expanded arts and culture programming in our schools and in our parks after school and summer camps anticipated through a partnership with Arts for Learning • Provided funding for increased cost of security service at the Bass Museum (In current service level) • Provided funding for special events including Super Bowl 2007 • Continued permitting requirement for special events in Miami Beach with focus on public benefit for Miami Beach residents 2007 Rating of Availability of Cultural Activities • Increased slightly from 2005, especially in Mid Beach and Condo Corridor • 66% of residents rate as the right amount • 60% of businesses rate as the right amount • Residents and businesses are aligned in their type of preferences: 1. Live music & concerts 2. Plays 3. Art shows 4. Music/movies in parks/ beaches 5. Symphonic music 2007 Rating of Availability of Family Friendly Cultural Activities • 58% of residents rate as the right amount • Mid-beach residents rated higher at 69% • 44% of businesses rate as the right amount • New question from 2005 Attendance for Family-Friendly Culture in the Parks Series: Oct 2006: 20 Nov 2006: 75 Dec 2006: 150 Jan 2007: 250 Feb 2007: 250 Mar 2007: 190 2007 Rating of City Handling of Large Events • Continues to be highly rated • 66% of residents rate as good or excellent • Improved 8% in S. Pointe area • Continues to be a major positive driver of resident perceptions of City overall • 60% of businesses rate as good or excellent 2007 Rating of Availability of Major Events • 71 % of residents rate as the right amount - 2005 resident rating for how often they feel major events should occur 51% said the right amount • 74% of businesses rate as about the right amount ll 1. •• 11.1 : ••- Make City ($400,000 Service ($757,000 Service 2007 Rating of Experience with more business Enhancement) Enhancement) Building Department in Past friendly • Provided full-year of • Added 4 positions to reduce Year: y funding for eight position the number of open or expired • 42% of residents rate as good ~ added in mid-year 2004/05 Temporary Certificates of or excellent •~, to reduce tum around Occupancy and number of • 46% of businesses rate as m' times for plan reviews, and overdue re-certifications, good or excellent ~ decrease overdue elevator reduce the backlog of building • New question from 2005 ~ inspections and tests plan reviews, and reduce Most important area to • added 1 position is response time to Answer improve was similar for m Finance Department to Center requests. residents and businesses: ~ create a one stop lien • Adds 3 positions to improve 1. Faster permit/inspection ~ shop consolidating customer service, particularly approval process d building, code and fire lien to reduce wait times 2. Less bureaucracy/red tape ~ functions • Technology upgrades including ~j amore customer-friendly c inquiry system, and upgrades c to the wireless devices for inspections to allow greater 2007 Perceptions Between 'o flexibility in adapting to a Tourism and Residents: ~ changing environment, allow . 78% of residents positively '° the department to track rate contribution of tourism reasons for rejections, and . 71 % of businesses see provide the ability to view on- residents as key contributors line the daily inspections ~ assigned to each inspector o Enhance (In current service level) (In current service level) See traffic flow/mobility Key E Access to • Continued to work with Intended Outcome m labor pool various entities (i.e. c UNIDAD, Commuter Services of S. FL) • 11 1• C •- 11.1 • Maintain or ($75,000 Service ($459,000 Service 2007 Rating of Traffic Flow improve traffic Enhancement): Enhancement) • Continues to be an area of flow • Added Bike pedestrian • Prioritized several pedestrian concern network coordinator to and bike path enhancements 24% of residents rate as expedite implementation of and bicycle rack needs to be good or excellent bikeways and pedestrian included in our capital Resident favorable rating walkways program decreased 12% from 2005 (in current service level) • Added 2 motor police officers . 28% of businesses rate as • Continue to pursue to be assigned full-time to good or excellent implementation of Walker the Parking Department .Similar or below norrns and Parking Study along with the addition of 5 declining recommendations for Parking Operations .Continues to be a major development sites in the supervisors to deploy a negative driver of business North Beach, Cultural cooperative effort for traffic and resident erce tions of Improve Parking Campus areas, and other flow enforcement related to p p City overall Availability opportunities, including vehicles blocking traffic lanes acquiring land where for deliveries, vehicles 2007 Rating of Pedestrian possible for additional blocking intersections, etc. Trails and Bike Paths: parking 35% of residents rate as good or excellent • Below norms U 2007 R ti f Abili f a ng o ty o Public Transit to Get '~ Employees/ Customers ~ Across the City: 'o 43% of businesses rate as a good or excellent ~ • 28% rated poor, North icular ~ • Be ow norms • Generally declined from 2005 2007 Rating of Parking Availability Across the City and in Neighborhoods: • Continues to be an area of i concern (Neighborhoods less so) • 19% & 43% of residents rate as about the right amount, respectively • 28% of businesses rate Citywide as good or excellent • Some improvement from 2005 as both residents and businesses declined in their rating of "Much Too Little" s Ensure well- ($400,000 Service ($77,000 Service 2007 Rating of Well Designed designed quality Enhancement): Enhancement) Quality Capital Projects capital projects • Added funding for 2 positions • Added a Capital Projects • Residents ratings remain in Public Works and 3 in CIP Coordinator in to manage high will help expedite plan Public Works projects • 79% of residents rate as review and manage projects including the North Beach good or excellent in construction Recreational Corridor Businesses improved by 14% to levels similar to m ($5 million Service ($2.5 million Structural residents w Enhancement): Change) • 82% of businesses rate as 2 • Added funding for annual Increased the annual funding good or excellent ~' transfer to aPay-as-you Go transfer to the capital pay- Capital Fund, including as-you~o fund to be used % of capital projects on .~ funding for Miami Beach Golf for the Normandy Shores schedule: c Course Cart Bam, Golf Course club house, • Planning Phase a Normandy park and Pool restrooms, maintenance FY 2005/06: 64% E Technology Requirements, building, and cart bam; FY 2006/07: 71% (YTD) m Normandy Flamingo Park sports Design Phase ~ ($2.5 million Service lighting, Julia Tuttle Baywalk, FY 2005/06: 45% Enhancement): etc. FY 2006/07: 60% (YTD) • Annual funding of the Capital • Continued the annual .Construction Phase Reserve fund to ensure funding transfer to the capital FY 2005/06 = 39% projects are not delayed due reserve to ensure that FY 2006/07 = 35% (YTD) to unanticipated funding projects are not delayed due shortfalls including funding to funding shortfalls for Old City Hall Ensure well- maintained facilities ($1.7 million Service Enhancement): • Completed assessment on 9 additional buildings ($150,000) • Added 5 positions in Property Management to address increasing maintenance requirements as new facilities are brought on line and to ensure completion of renewal and replacement projects ($325,000) • Increased annual funding for the Capital Renewal and Replacement Fund by $1.2 million, for a total funding of $2.53 million 8 • Increases the annual funding for the General Fund Capital Renewal and Replacement Fund to a total of $3.3 million for projects that extend the useful life of General Fund facilities • Continues funding for FY 2006/07 to complete assessments on 13 additional buildings 2007 Rating of City's Public Buildings: • Continues to be highly rated • 81 % of residents rate as good or excellent • 77% of businesses rate as good or excellent Facility Condition Index: • Actual Citywide: 0.09 (Good) Comm/Rec: 0.16 (Poor) Cultural Arts: 0.11 (Fair) Office Bldgs: 0.26 (Poor) Police Facs.: 0.12 (Fair) Fire Stns 1.02 (Poor) Garden Center: 0.45 (Poor) Maint 8~ Ops: 0.47 (Poor) Conv. Ctr: 0.06 (Good) • Estimated Changes with projects funded and completed Miami City Ballet Building Actual: .13 (Fair) Projected:.02 (Excellent) • Projected Changes based on funded projects "when completed" Fire Stations will improve once new stations are on line Police Building Actual: .12 (Fair) Projected:.10 (Good) Historic City Hall Building Actual: .60 (Poor) Projected:.05 (Excellent) South Shore Community Center Actual: .42 (Poor) Projected:.04 (Good) 11 1• ••- 11.1 : •.• • Ensure well- (over $1 million Service ($125,00 Service 2007 Rating of Storm Drainage: maintained Enhancement): Enhancement) • Continues to be an area of infrastructure • Increase funding for Citywide Adds funding for street light concern pavement assessment and maintenance and • 42% of residents rate as good repair program, broken assessments or excellent sidewalk replacement, as • Continues to provide fora • 37% of businesses rate as well as a regular citywide pavement good or excellent maintenance program for assessment and repair • Continues to be a major outfall and catch basin program, broken sidewalk negative driver of business cleaning and repairs replacement, as well as a and resident perceptions of ($900,000) regular maintenance City overall • Increase the number of program for outfall and . No significant change from positions supporting the catch basin cleaning 2005 automated mapping of the City's infrastructure and work 2007 Rating of Conditon of order system from 1 to 3 Roads: ($120,000) • Continues to be an area of concern • 48% of residents rate as good or excellent • Continues to be a major negative driver of resident perceptions of City overall • 37% of businesses rate as good or excellent 2007 Rating of Condition of Sidewalks: • Continues to be an area of concern • 49% of residents rate as good or excellent • 54% of businesses rate as good or excellent, 6% improvement from 2005 Preserve our (In current service level) (In current service level) 2007 Rating of Quality of beaches • Develop assessment to Beaches (cleanliness, water determine which beach quality, etc.): areas are candidates for 75% of residents rate as good sand re-nourishment and or excellent work with Miami-Dade 77% of businesses rate as County to address good or excellent • Work with Miami-Dade • Favorable ratings declined County to develop and significantly in Mid and North implement a Beach Master Beach, by 9% each Plan for Beach preservation • Continues to be a major driver of resident perceptions of City overall tl 1• ••- 11.1 i ••- • Enhance external ($421,500 Service ($20,000) 2007 Rating of Amount of and internal Enhancement): • Provided funding for annual Information from the Ciry: communications • Funded a regular advertising notification of expired • Some improvement, from and within page in local newspapers, a permits to property owners especially in South Beach the City bi-monthly newsletter, and • Continued enhancement of residents expanded cable all communications functions 62% of residents rate as programming, including a within the City through newly about the right amount contracted program manager centralized Communication • 55% of businesses rate as ($240,000) Department, including a about the right amount • An addition of a public regular advertising page in More getting information from information specialist, media local newspapers Miami Beach website specialist and a graphics (CiryPage), a bi-monthly . 15% of residents and 6% of position ($180,000) newsletter (MB Magazine), businesses get information • Capital improvement and expanded cable from MB Magazine program (CIP) project programming 11 % of residents and 14% of newsletters to be distributed businesses get information bi-annually to each of the 14 ($46,000) from CityPage in Herald neighborhoods Citywide • Added funding to replace .When getting information ($95,000) communications equipment directly from the Ciry, • Communications equipment for the Commission residents are more satisfied c will be funded from the chambers will be funded with the amount of information Information and from the Information and they are getting Communications Technology Communications Technology c Fund ($86,500) Fund 2r ~ Increase resident (In current service level) (In current service level) 2007 Rating of Overall c satisfaction with • Continue implementation of FY 05 i h Satisfaction in Experience in C t ti th Ci employee serv opper ce s on ac ng ry: e r'n contact initiative • 62% of residents rate as good $ • Provide feedback reports or excellent ~ and training to • 65% of businesses rate as E departments with an i h good or excellent, 12% i f average serv ce s opper mprovement rom 2005 p' score of less than 4 rn c Expand hours ($82,000 Service ($146,000 Service Average number of Website Hits: ~ and service Enhancement): Enhancement) • FY 2004/05: 70,128 ~ through e- • Funded development of an • Adds a new E-Government • FY 2005/06: 97,949 government intemet parking application position to work with existing Information Technology # of types of transactions Department resources to available on-line: maximize the availability of FY 2004/05: 47 city services and processes . FY 2005/06: 52 that can be accessed and transacted via the intemet through best practice research, working with departments, etc.; and for a WiFi technical support position ($30,000) • Provides funding for amplified reception of WiFi at Ciry facilities (e.g. Ciry Hall), an Internet Content Management System, through the IT technology Fund 11 1• •• 11.1 ••- .- Ensure ($30,000 Service ($146,000 Service 11% Emergency Reserves m expenditure Enhancement): Enhancement) FY 2004/05: $18.6 million trends are • Added funding for an on-tine • Added a position for timely FY 2005/06: $22.5million ~ sustainable over grants locator system and a reconciliation of Parking FY 2006/07: $25.9 million (Prof.) the long term parking VIN vehicle to bank accounts d R B ti c electronically identify parking • Converted sanitation auditor on a ngs '~ Improve the ticket scofflaws, both to full time S&P City's overall anticipated to result in .Upgraded City printing FY2000/01: Al o financial health increased revenues equipment, etc. FY2004/05: AA- and maintain ($70,000 Service .Achieved efficiencies FY2005/06: AA- ~ c overall bond rating Enhancement : ) through elimination of an • Moody's .Added position to ensure Assistant Director position in FY2000/01: A F timely reconciliation of bank the Parks and Recreation Y2004/05: Al rn accounts Department, and a vacant FY2005/06: Aa3 Parking security supervisor ~ ($5 million Structural E enhancements ): l (In current service level) • Added a $ 1 million genera .Maintained the $ 1 million p fund transfer to the risk general fund transfer to the ~ management fund risk management fund • Added $3.9 million to the • Maintained $3.3 million in ~ City's 11 % reserve, increased funding for the ~ previously funded from City's 11 % reserve surplus revenues at year end 11 1• ••- 11.1 •- • • Improve ($240,000 Service ($82,000 Service Completed Projects processes Enhancement): Enhancement) • Implemented City's through • Added a Storage Area • Added contracted position to Enterprise Resource information Network (SAN) Architect to oversee CAD/RMS project Planning (ERP) System technology for a strategic solution to including data extraction, address multi-department ($324,000 Structural Change) data mapping, data storage needs • Increases funding for the conversion, module setup, • Added a new position to Information and security and training. support the City's over 1,500 Communications Technology Modules implemented to desktop users Fund offset by $200,000 in date: l • Added a new position WiFi savings that will be i • Rolled out Eden Web i provided fulltime support for incurred for wireless Extensions for Business the City's Voice Over applications and through Services and Citizen Internet Protocol, bringing prior VOIP implementations. Services, Employee voice and data together on The fund will support: Services the same network • Second year equipment • Utility Billing Module financing for the SAN, UPS, Cashiering Module ($7 million Structural citywide WiFi, Voice Over Enhancement) Internet Protocol (VOIP) . Completed Enterprise Fax • Created a new Information • Second year funding for deployment to user desktop. and Communications software to improve system Technology Fund to provide security and mitigate • Completed applications for funding for the new SAN, potential virus infiltrations to Background Investigations, implementation of an the City's network; Property Evidence Program, Enterprise Uninterrupted • Disaster Recovery at Cost Recovery System, Power Supply (UPS) for the Network Access Point (NAP) Critical Police Department City's data center, security • Telephone Switch and Forms on Web (8), and software network, an a-mail Interactive Voice Response creation of Computer Aided archiving solution, a Citywide (IVR) at NAP Dispatch Parking Agency for wireless broadband network .police Staffing Software new call routing. (WiFi) to enhance the City's .Deployment of the City's public safety network a Infrastructure Management • Completed the SAN provide "Hotspot" areas for System in the Parks and implementation Researched public access, and Recreation Department the Disaster Recovery Performance Mgt Software . A Capital Project Solution at NAP Management System • Completed the deployment of the UPS in the PD datacenter. • Completed Phase 1 of the Virus and Worm Mitigation project • Deployed Public Safety VOIP to Police Department. Fire Department deployment is pending completion of construction of EOC • • Attract and maintain a quality workforce 11.1 •- (in current service level) Continued to enhance training throughout the City • Continued to fund organizational development workshops and retreats focusing on leadership development, a results-oriented organizational culture, process improvement and performance management, and technol 11.1 C •• • - ~ • • ($94,000) • Added a position in Human Resources to assist with maintaining personnel files • Added a position in Labor Relations 2007 Rating of employees recommending the City as a place to Work to Others: • 83% agree/strongly agree Retention Rate/Turnover Rate • FY 2003/04: 11.2% • FY 2004/05: 11.1 FY 2005/06: 10.7% Average length of employment FY 2003/04: 9.48 years • FY 2004/05: 9.46 years FY 2005/06: 9.36 years Increase (in current service level) ($90,000) 2007 Rating of the City in community • Continued development • Funds a set of follow-up Meeting their Needs: v satisfaction and implementation of a community surveys in 2007 • 61 % of residents rate as ~ with Ci results-oriented good or excellent services framework for the City of ($1,630,000) • 58% of businesses rate as ~ Miami Beach • Increased dividend return good or excellent, 16% ~ from $200 to $300 forfull- improvement from 2005 o_ ($3.3 million Value time, homesteaded property ~' Enhancement) owners 2007 Rating of Overall Value c • Created Homeowners of Services for Tax Dollars y. Dividend fund for (In currenf service level) Paid: ;a homesteaded residents • Reduced the overall millage • 46% of residents rate as ~ providing a $200 by 0.400 mills good or excellent dividend return forfull- .Provided fee waivers and fee 55% of businesses rate as ~ time, homesteaded discounts to businesses good or excellent, 13% o property owners • Continues to expand free improvement from 2005 access to many Miami E Beach programs and 2007 Rating of Miami Beach facilities for all residents as a Place to Live O • Provides relief from life • Resident ratings continue to o, safety inspection fees be high • Offsets Miami-Dade County • 83% of residents rate Miami ~ FY 2005/06 water and sewer Beach as a place to live as 3 fee increases good or excellent cn • Absorbs the household • 75% of residents rate garbage and trash collection Quality of Life as good or fee increase incurred due to excellent contractual CPI increases • 76% of residents rate as and Miami-Dade County definitely/probably disposal fee increases recommend to family and friends • 54% feel it is getting better • Above norms 2007 Rating of Miami Beach to Family and Friends as a Place to do business: • 42% rate as one of the best or above average to do business, from 37% in 2005 • 62% would definitely/probably recommend to others 2007 Florida Cities of Excellence Awards Program - Nomination Form Category (Please check one) See Award Criteria for more information. Please print or type. One nomination per page. (~ FLORIDA CITY OF EXCELLENCE AWARD Name of Municipality Nominated ['.;tv of M;arrri Raar-h~ Flnrirla Nominated by Tnro ~ C~rxlz~31~, Cit~4'_.Nkana~Pr (Name of City/Town/Village) CITY SPIRIT AWARD Name of Municipality Nominated Nominated Project Nominated by (Name of City/Town/Village) Q MAYOR OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q COUNCIL MEMBER OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q CITY EMPLOYEE OF THE YEAR Name of Individual Nominated Title Nominated by Department (Name of City/Town/Village) CITY MANAGER OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) CITY CLERK OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q CITY ATTORNEY OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) CITY FINANCE OFFICIAL (DIRECTOR OR OFFICER) OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) Q CITY CITIZEN OF THE YEAR Name of Individual Nominated Nominated by (Name of City/Town/Village) [OVER] .~ ~~ The following person will be the main contact if your city's nominee is selected as a finalist. Please print or type. Name Rarraro Inguanzo Title Chief of Staff Government City of Miatra Beach Address 1700 Convention Center Drive, Nli.and Beach, Florida 33139 Telephone Number 305-673-7010 Fax 305-673-7782 E-mail Address x~rraro@mannbeachfl.gov Nornin~tion Gorti~ieation This nomination has been voted on and approved by a majority of the city council/commission. Signed City Clerk The judges will use the narrative and supportive information to select the award winners. Nominators/nominees are asked not to contact the judges directly. No~rat~~o In the narrative, please be clear and concise, using the Award Criteria to support the selection of your nominee. Please type (or print in black ink), up to 1,200 words, double-spaced on white 8-1 /2" x 1 1 "paper. Please include a word count: Number of words Su~porti~e lnformatian Up to 10 pages of supportive information (newspaper clippings, photo- graphs, letters from constituents, etc.), on 8-1/2" x 1 1" paper (single-sided) may be provided. Please do not include videotapes, DVDs, CDs or Power- Point presentations. Submit nominations by August 10, 2007: Florida league of Cities, Inc. Attn: Florida Cities of Excellence 301 S. Bronough Street, Suite 300 (32301) P.O. Box 1757 Tallahassee, FL 32302-1757 c~ <~ City Spirit Award City of Miami Beach Timely The need for the Public Area Cleanliness Index and Assessment Program was identified during the City of Miami Beach's 2005 Strategic Planning process. Specifically, the program was developed in response to Community Input, Workshops, and Retreats that identified cleanliness as a priority for the city. Community input was obtained through community meetings/focus groups, complaints, and the 2005 Community Surveys. All surveys (residents, businesses, and civic organizations): o Identified cleanliness of streets (especially in commercial areas) and waterways as an area for improvement o Identified cleanliness as one of the City's most important quality of life issues. o Identified cleanliness as one of the changes residents and businesses would make in order to make Miami Beach a better place to live, work, play or visit o Found that negative perceptions of cleanliness are a key driver for lowering perceptions of the value of City services for tax dollars paid. Workshops and retreats are held with the Management Team and Commission to review and update the City's strategic plan based on the survey results, environmental scan, and outcome results achieved based on measurable data. Cleanliness was identified as a top City priority and two Key Intended Outcomes (KIOs) were included in the City's Strategic Plan related to the vision of "Cleaner." Each KIO in the City's strategic plan has both qualitative and quantitative measures. However, with regard to cleanliness, the City only had qualitative measures (i.e. survey data), but was lacking quantitative data. As a result, one of the first Citywide Initiatives (strategies identified as a priority for the City to implement) adopted by the Commission was the development of an objective measurement process and program to assess the cleanliness of the City. Innovative The Cleanliness Index and Assessment Program was implemented in September 2005. Using the index, assessors from departments not responsible for the cleanliness of public areas conduct cleanliness assessment each quarter. The Index is a scale from 1 (Extremely Clean) to 6 (Extremely Dirty) used to evaluate each area against 4 factors: Litter/Trash, Organic Material, Fecal Matter, and Garbage Cans. To maintain an objective approach, specific instructions for each rating score on each factor is given to all assessors. Photographs are taken of unacceptable conditions (3 or worse), and areas rating a 5 or 6 are immediately reported to the responsible departments. Assessments are conducted on the following public areas: Streets, Sidewalks, Alleys, Parks, Parking Lots, Beaches, and Waterways. Depending on the public area, a stratified sample and frequency (the number of assessment conducted atone location each quarter) is identified (Figure A). How Is the VYhan ere these areas assysssd? PUWtc Auw ClspMcetior- s~mpla WsNcdey WeNund seNcted7 Deytlme Night Dayttmp Nl~ht rat. Nloht Entertainment Random sam le X X X X X Streets, Sidewalks Alleys Commercial Non-Entertainment Random sam le X X X , Residential Random sam le X X P ki L t Entertainment All X X X X X ar ng o s Commercial Non-Entertainment All X X X Parks N/A All X X Beaches N/A Random Sam le X X W t Hots ots All X X a erways Non-hots ots Random sam le X X Figure A: The frequency and sample of the assessments are dependent on the type of public area and its classification Cleanliness results are reported quarterly and compared to the previous quarter and with the same quarter from the previous year to identify trends and seasonality. Color indicators are used to identify the underperforming areas (Figure B). 2 Cleanliness Summary for Parking Lots 4.; kln L b ? Av peon _ __ . p a et YO 1 li FY0 4 0 L Q2 T t 2 .' Commercial-Entertainment 2.27 2.02 2.27 2.33 2.00 1.99 1.70 Commercial -Non-Entertainment 2.25 2.49 2.17 2.25 2.01 1.91 1.84 Cleanllneee Per Factor Commercial -Entertainment LitterlTrash 2.83 2.41 2.50 2.74 2.39 .2.21... 1.93 Organic Materiels 2.28 2.08 2.38 2.05 1.93 1.72 Fetal Matter s. ;;I~",_ _ y. ~.M „ . ; Litter/GaroageCenc 2.75 2.22 '3.08.. 2.43 2.14 .2.42 1.80 Commercial -Non-Entertainment Litterl7rash 2.74 3.10 2.67 2.38 2.37 .2.29 2.91 organic Materials 2.34 2.78 2.33 2.42 2.01 1.91 1.72 Fecal Matter ~ ~._ Liner/GaroageCena 2.51 2.41 2.42 2.19 2.00 2.00 Cteanllnsa Per TIm• of the Week Commercial -Entertainment Weekday (Monday BAM - Fridsy 5PM) 2.31 ~z 2.17 2.49 _ - 1.88 1.79 Waeksntl (Friday 8PM -Sunday 12AM) 2.23 2.14 2.37 2.03 2,43 2.90 1.58 Commercial -Non-Entertainment Weekday (Monday SAM -Friday 5PM) 2.23 2.59 2.06 2.29 1.89 1.70 Weekend (Friday 8PM -Sunday 12AM) 2.27 2.42 2.37 2.09 2.14 1.94 1.98 Figure B: A section of the cleanliness summary report for parking lots. Index: 1 - Eztremely Clean z -clean 3 -Somewhat Clean 4 - Somewhat Dirty 5 -Dirty 6 -Extremely Diny N/A -Nat ascesaetl Every quarter, the Assistant City Manager conducts a cleanliness review meeting with the stakeholder departments to analyze and discuss the results, identify root causes, and develop possible solutions. Costs, impact, effort, and the need for reallocation or new resources are considered when implementing short- and long-term action plans to address areas of focus and improvement. Action plans implemented are validated against the index. Effective The stakeholder departments (Public Works, Sanitation, Parks, and Parking) now have an opportunity to evaluate the best way of using their funding and resources to effectively address cleanliness. Departments use quantifiable data to validate the need for a change in service levels, instead of depending on anecdotal information. There is an increased understanding of cleanliness as a priority throughout the City. Supervisors in the stakeholder departments analyze the cleanliness results with their front line staff to understand their strengths and areas for improvement. Front line staffs are using data and are involved in identifying root causes and determining solutions to improve cleanliness. Also, the use of assessors from all departments 3 has given employees an opportunity to become aware of what is happening at the City and become part of the solution in the city's efforts to improve cleanliness Prior to the program, there was little communication between stakeholder departments. Now, the cleanliness index results are shared with the departments on a quarterly basis, and instead of placing blame; the departments use these results to identify root causes and develop solutions. The results are also reviewed with contractors impacted by the results of the cleanliness index and with Miami-Dade County who is responsible for the beach cleanliness. The cleanliness results are distributed to the City Commission on a quarterly basis, keeping the leadership abreast of progress made in achieving the City's vision of becoming "Cleaner." Cleanliness results are also provided to residents and businesses through the City's magazine, website, and the City's TV channel Results are also reviewed by the City's Neighborhood Committee providing the opportunity to obtain feedback from residents and local organizations such as Responsible Dog Owners. In the development of related ordinances, the City solicits commentary and feedback to incorporate their ideas and approaches. Successful Residents and businesses benefit from the results of the program, which includes the city's achievement of its strategic objective to be cleaner. Since the inception of the program, cleanliness results have improved in all public areas. The following results have been achieved: • Overall City cleanliness score improved by 11.5% from FY05/06 Q2 to FY06/07 Q2 (Figure C) and by an average of 24.7% improvement from the inception of the program in FY04/05 Q4 to FY06/07 Q2. 4 CLLywiAS ClsanNnsa~ R~suns r~ am.,. owns, owm~~ Figure C: Citywide Cleanliness Results NEMEHr Good Direction • Street and sidewalks scores have improved by 19.2% and 22.4% respectively from FY05/06 Q2 to FY06/07 Q2 (Figures D and E ). Slaw Clunllnpa Rasuks r i 19% IMPROVEMENT a.... a.., ~, Figure D: Street Cleanliness Results Direction 2.50 z.m r i.sa g ,.~ a.~ o.~ ~~ onr0erl OWY! 1 o.n.2 I Good Figure E: Sidewalk Cleanliness Results ~r Direction • Parking lot scores improved by about 22% from FY05/06 Q2 to FY06/07 Q2 (Figure F), after an action plan was implemented transitioning the parking lot cleanliness function to the Sanitation department in FY06/07 Q2. • Waterway scores improved by 32.5% since the inception of the program in FY04/05 and by 7% from FY05/06 Q2 to FY06/07 Q2 (Figure G). Sldawalb Clasnllmas Rasulp 5 Parking Lots Gsanlinsas Raaults 2.50 2A0 s ~ 1.50 M ~.~ v 0.50 OAO °ur4r 4 OuarMr t Figure F: Parking Lots Cleanliness Results OrarOer 2 Good Direction L s a u orwra o.r«t OawMr2 ~ Good Direction Figure G: Waterways Cleanliness Results The 2007 community survey results achieved the following: • 65% of residents rated the Cleanliness of streets in neighborhoods and canals/waterways as excellent or good, especially in Mid Beach (82%) and condo corridor (73%) • 8% and 6% improvement from 2005 by businesses in Mid and South beach respectively on cleanliness of streets and business areas • Waterway Cleanliness: o Businesses rating improved overall, especially in Mid Beach, which improved by 8% o Resident ratings also improved 5% from 2005, especially in the Condo Corridor which improved by 17% • Cleanliness is no longer a key driver for resident's and businesses perception of the value of City services for tax dollars paid. The program is also currently being expanded to include a Public Area Appearance Index, where assessors will not only be assessing cleanliness, but also the overall appearance of public areas, such as landscaping. Cost Effective The intention of the program was not necessarily to achieve costs savings, but to have a cleaner City. Even though the departments are encouraged and always look for solutions with minimal costs, such as 6 Waterways CMangnass RasWla 99aL IMPRAVFMFIVT Sanitation's reorganization of its crews, some solutions to improve cleanliness require additional resources and funding, but through the program we are moving forward in ensuring that these additional resources and funds are being used effectively. The one time cost associated with developing the program is mostly comprised of the time spent by the Office of Budget and Performance Improvement (OBPI) and the stakeholder departments. Using an estimated average salary for the individuals involved in developing the program, the one-time cost totaled approximately $7,300 and another $600 to purchase 3 digital cameras for the assessments. Each quarter the recurring costs to maintain the program by OBPI are approximately $1,000, comprised of OBPI's time to maintain the program and report and analyze the results. Also, assessors that conduct assessments outside of their normal working business hours are eligible for comp time at an hour per hour rate. Using an estimated average salary for all these employees, the estimated cost for the comp hours awarded is about $4,300 each quarter. The majority of the costs associated with the program are related to the action plans identified through the analysis of the cleanliness results. Additionally, at the beginning of the program the City identified that it was spending less on cleanliness compared to other similar cities. For FY2006/07 $1.8 million has been budgeted for cleanliness service enhancements, which includes the following action plans: • Expand sanitation services on entertainment streets and sidewalks from 5 to 7 days/nights per week and add an entertainment shift from Sam to 11am. • Expand litter control service in alleys citywide • Enhance service levels for City parking lots • Add roving litter squads in mid-beach and north-beach • Enhance beach cleanliness through the addition of new sand sifting equipment and enhanced sanitation services in South Beach. • Outsourcing of waterway cleanliness 7 Adaptable The program can be adapted for use in other cities. When developing the program, the city must identify what factors drive the satisfaction of their customers for the area being assessed. In developing the index, factors were identified through best practice research and discussion with all stakeholder departments. In the case of the cleanliness index, the four factors identified were: litter/trash, organic materials, fecal matter, and garbage cans/dumpsters. Leadership support, especially from the City Manager or Chief Administrator, is critical for the success of the program. If the leadership of the City adopts aresults-oriented approach to develop and implement solutions to address citywide issues and challenges, new initiatives and the evaluations of their Management Staff are based on data and results. Maintaining an unbiased approach to gathering the data is essential for the success of the program; therefore, the program uses employees from departments not involved in the cleanliness program. The City Manager made it a requirement for departments not involved in cleanliness to provide employees to conduct assessments each quarter. 8 A endix I: Cleanliness Index for Streets. Littbr / Tratth • No litter and/or debris on entire block face. Lots and Beaches • Can is in good working order, no more than 3/4 1 full. Can is free of items i.e. stickers, raffiti Extremely Organic Materials Faaat Matbr Clean • Isolated instances of small fresh organic material • Fecal matter is not visible. uasr t rrasn mama vans r uum asrs • Isolated pieces of litter on the entire assessed • Can is in good working order, no more than 3/4 area, which is not void of litter, but may contain an full. Isolated piece of trash outside of the can. isolated incidence of litter. Can is free of items i.e. stickers, raffiti. 2 anlc Matsrlals Fecal Matter Clean • Less than 10% of a 10 step distance aD Ved area is • Past residue of fecal matter. It seems that an covered by small organic materials, but no more attempt was made to clean the fecal matter, but than 10% of the entire assessed area. residue was left behind. Uttar/Srasn • Small to moderate amounts of litter. Litter accumulation should account to less than 10 small pieces or 2-4 pieces of large litter, but no more than 10°k of the entire assessed area. 3 Somewhat Clean 4 Somewhat Dirty S Dirty OFpantc Ntatarials • Between 10% - 30% of a 10 step a~ ved area is covered by organic materials, but no more than 10% of the entire assessed area. • 1 to 3 pieces of large organic materials • Consistently scattered trash. The trash accumulation should account to more than 10 pieces of small litter or over 4 pieces of large litter, but no more than 10% of the entire assessed area. OEganie Mat#risla ; • Between 30% - 50% of a 10 step paved area is covered by organic materials. • 2 to 3 instances of organic material accumulation caused by standing water/poor drainage. The organic material is beginning to turn brown. • Consistent accumulation of trash. There are multiple piles of trash consisting of more than 10 pieces of small litter or over 4 pieces of large litter. w gNllf. ~~•1• • Over 50% of paved area is covered by organic materials. Over 10 pieces of large organic materials. • 3-4 instances of organic material accumulation caused by standing water and poor drainage. Uttar !Trash • Area is blocked by an accumulation of trash and litter. Illegal dumping may be evident. Hazardous materials on the street. l'aarbas~• Cans I Dumpstisrs • Can is functioning, but is full with trash, which can be seen from the eye level. No litter above the rain guard. • One small isolated instance of a sticker or Faci;tllNattsr • One instance of fecal matter is present on the public area. (iarbags Cans t Dumpstars • Can is full and there is trash above the rain guard. • Can is in a usable and working condition, but contains items (i.e. stickers, graffiti) on them and/or some damage (ex. dents). Fecawil Mattsr • Two instances of fecal matter are present on the public area. tiefbilpe Cants / Dumpsters • Can is full and there is trash above the rain guard and beginning to overflow. • A large area of the can contains items (i.e. stickers or graffiti) on them. • Three instances of fecal matter are present on the public area. • Can is full and trash has overflowed to the ground. In some cases, there is a rat/rodent/insectinfesfation. • Can is covered of items (i.e. stickers or 6 ........ ......... .............. ......,,..... Extremely o fa'AAatrlals Psca['Mattisr Dirty • 90-100% of paved area is covered with organic • Four or more instances of fecal matter are material. The organic material has fumed present on the public area. brown. • Over 5 instances of organic material accumulation caused by standing water and 4`._ •• t" `,: ~~ 9 14 Annendix 11: Cleanliness Index for WaterwaVS Index Litter f Trash nic 11llaterlals • No litter andlor debris floating on or in the water • No or isolated instances of small fresh organic ~ and up to the high tide watermark. No signs of material. Extremely floating liquid. • No large organic material, such as tree limbs or Clean palm fronds in the water and up to the high tide watermark. • Isolated pieces of litter floating on or in the entire • Less than 10% of about a 20 sq. foot area of area of water and up to the high tide watermark. water and up to the high tide watermark is No signs of floating liquid. covered by organic material, but occurring in no 2 more than 10% of the entire water area. Clean • No large organic material, such as tree limbs or palm fronds in the water and up to the high tide watermark. • Small amount of litter including floating liquids, • Between 10% - 30°h of about a 20 sq. foot area such as oil. This includes litter floating on the of water and up to the high tide watermark is water or in the water and up to the high tide covered by organic material, but occurring in no 3 watermark. More than two pieces of litter and less more than 10% of the entire water area. Somewhat than 5% of about a 20 sq. foot area of water up to • Between 1 and 3 pieces of large organic Clean the high tide watermark are covered by litter, but material, such as tree limbs or palm fronds in occurring in no more than 10% of the entire water the water and up to the high tide watermark. area up to the high tide watermark being assessed. • Small to moderate amounts of litter, including • Between 30% - 50% of about a 20 sq. foot area floating liquids, such as oil. Between 5% and 10% of water and up to the high tide watermark is of about a 20 sq. foot area of water up to the high covered by organic material. 4 tide watermark is covered by litter, but occurring in • Between 4 and 10 pieces of large organic Somewhat no more than 10% of the entire water area being material, such as tree limbs or palm fronds in Dirty assessed. the water and up to the high tide watermark. • Slight unnatural or foul smell is being emitted. • Consistent accumulation of trash including floating • Over 50% of about a 20 sq. foot area of water liquids, such as oil. Between 10% and 25% of and up to the high tide watermark are covered about a 20 sq. foot area of water up to the high by organic material, but occurring in no more tide watermark is covered by litter, but occurring in than 10% of the entire water area up to the high 5 no more than 10% of the entire water area up to tide watermark. Drrty the high tide watermark being assessed. • Over 10 pieces of large organic material, such • One extra-large piece of litter, such as a tire, a as tree limbs or palm fronds in the water and up grocery cart, etc. to the high tide watermark. • Stron unnatural or foul smell is bei emitted. • Large accumulation of litter and trash including • 90-100% of the water and up to the high tide floating liquids, such as oil. Over 25% of about a watermark is covered by organic material. 20 sq. foot area of water area up to the high tide g watennark are covered by litter. There may be Extremely evidence of illegal dumping. Dirty • Two or more extra-large pieces of litter, such as tires, a grocery carts, etc. • Very strong unnatural or foul smell is being emitted. Note: When assessing litter/trash for all areas: • If the litter density for the observed condition is occurring between 10-25% of the assessed area, then add 1 point on the rating scale. • If the litter density for the observed condition is occurring more than 25% of the assessed area, then add 2 points on the rating scale. When assessing organic material for all areas: • If organic material density for the observed condition is occurring in more than 10% of the entire assessed area, then add 1 point on the rating scale. 15 10