2007-26698 ResoRESOLUTION NO. 2007-26698
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 CONTRIBUTION TO A 401 (a)
DEFINED CONTRIBUTION RETIREMENT PLAN DESIGNATED BY
THE CITY MANAGER, ON BEHALF OF THE CITY MANAGER WITH A
NET ANNUAL CONTRIBUTION OF EIGHT (8) PERCENT OF
CURRENT BASE SALARY; 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 adjustments to salary and other aspects of the
Employment Contract were made; and
WHEREAS, the above mentioned Employment Contract was amended on
October 11, 2006 by Resolution Number 2006-26343 in recognition of his exemplary
sixth year performance evaluation and ensuring adjustments to salary and other aspects
of the Employment Contract were made; and
WHEREAS, the City Manager has resided within the City of Miami Beach for the
convenience of the City of Miami Beach, and such condition of employment was and is
necessary in order for the City Manager to properly perform his duties to the citizens of
Miami Beach, since as a 24 hour on-call position, the City Manager is required to
participate in and attend civic meetings, other functions and generally be available at all
times to perform his duties; and
WHEREAS, the Mayor and members of the City Commission have reviewed the
City Manager's Report for the period between August 2006 and August 2007 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, 2006-26343 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 contribute, on an annual basis, an
amount equivalent to a net eight percent (8%) of base salary to fund a 401(a) defined
contribution retirement plan designated by the City Manager, on behalf of the City
Manager. Further, the City Manager shall be 100% vested in all amounts contributed
annually to the 401 (a) plan upon deposit of the annual contribution and the amounts
contributed to the 401(a) plan shall not be included in the City Manager's taxable
compensation.
Section 4. 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 5. The City Manager will receive annually a complimentary membership
to the Miami Beach Golf Club with all rights and privileges accorded thereto,
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, 2006-26343 and this
resolution until the same is modified, amended, or terminated by action of the Mayor and
City Commission.
Section 7. This Resolution shall become effective upon adoption and be
retroactive to August 21, 2007. /J ~
PASSED and ADOPTED this 17th day of October
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F:\CLER\CLER\MANAGER\Manager eval 2007\2007 evaluation resolution rev.doc
CITY OF MIAMI BEACH
1700 CONVENTION CENTER DRIVE
MIAMI BEACH, FLORIDA 331 39
DAVID DERMER
MAYOR
MEMORANDUM
TO: Members of the City ; mission
FROM: Mayor David Der
DATE: October 17, 2007
SUBJECT: City Manager's Performance Evaluation
On August 21, 2007, the City Manager completed his seventh 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, 2006 and August 21, 2007 (attached). The
Commission has also reviewed guidelines from the International City / County
Management Association (ICMA) regarding criteria for evaluating the City Manager's
performance.
I have forwarded your written comments to the City Manager and have directly relayed
my observations of his performance over the past year. I am also aware that each of
you has also had the opportunity to relay your observations directly with the City
Manager.
The attached resolution adjusts the City Manager's Employment Agreement in
recognition of his exemplary performance.
Attachments
Agenda Item ~~ J
Date I U'1 ~-~7
m MIAMI BEACH
OFFICE OF THE MAYOR AND COMMISSION
TO: City Commissioners
FROM: Mayor David Derme
DATE: September 7, 2007
SUBJECT: City Manager's Performance Evaluation
MEMORANDUM
The City Manager completed his seventh year of service on August 21, 2007. 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 memorandum 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 /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 21, 2007 so that I may discuss the matter with the City
Manager accordingly and place it on a future City Commission agenda for discussion. In
addition, the City Manager will be contacting each of you individually to schedule a time to
discuss his evaluation.
Thank you.
Attachments
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m MIAMIBEACH
OFFICE OF THE CITY MANAGER MEMORANDUM
TO: David Dermer, Mayor
FROM: Jorge M. Gonzalez, City Manager
r
DATE: September 6, 2007
SUBJECT: Performance Evaluation for August 2006 -August 2007
As of August 21, 2007, I have completed seven exciting and challenging years as
City Manager of Miami Beach. As such, I want to take this opportunity to share with
you and your colleagues some of the key areas of focus of my Administration and
highlights of our achievements over the past year. In general, these initiatives and
results cover the time period of August 2006 through today, and they reflect how we
collectively continue to build on the efforts I have focused on since becoming the City
Manager seven (7) years ago.
Pursuant to my employment agreement, "The Cify 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 previous years, I am
attaching a form developed by the International City / 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.
From the time I became your City Manager seven years ago, my main focus has
been to work with you and the City Commission to ensure that we are moving in the
right direction, both as an organization and as a municipality. Together, we have
charted a course for our City through our strategic planning process, setting forth a
mission, vision and strategic priorities that have guided us toward sound decision-
making that is underpinned by fiscal prudence and a focus on real results.
As a result, I firmly believe that today this City and this organization are much better
poised to deal with the diverse challenges we face, as well as to capitalize on the
various opportunities we are presented with. In a year that was particularly
demanding in terms of balancing the budget for Fiscal Year 2007/2008, the City of
Miami Beach was able to react and adjust to state mandated property tax relief
without major visible service reductions to our residents.
We are commined ro providing excellent public sarrice enei safety to o.? wno flue, work, and pi'oy in our ~-rbrcrN, trop-col. 1,(c~oric cc~rnmun~ty.
Performance Evaluation
August 2006-August 2007
Page 2 of 21
In addition, the results of our second community satisfaction survey echo the
sentiment that we are certainly moving in the right direction-83% of respondents
said Miami Beach as an excellent or good place to live and 76% of respondents said
they would definitely or probably recommend Miami Beach to friends and family as a
place to live.
Summary August 2006 -August 2007
Following our 2005 Community Satisfaction Survey, the Administration and the City
Commission embarked on formalizing specific strategic priorities and adopting the
City's first strategic plan. In 2007, the City conducted its second Community
Satisfaction Survey. As done with the 2005 survey, the results of the 2007
Community Satisfaction Survey have been shared with you, the Commission and the
Administration in order to provide insight as to community perceptions on how we are
doing, and where the community feels the City should place greater focus and
resources.
Through detailed analysis of data from the community surveys, our environmental
scans, which include data on demographics, socio-economic information, service
workload and performance data, as well as the input received through our
Commission Retreats, the areas of focus for the coming year ace determined.
Our priorities, referred to as Key Intended Outcomes (KIOs), continue to serve as our
primary areas of focus as we continue on our journey toward a Miami Beach 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.
The 2007 survey of residents and businesses shows the City is making progress in
addressing the needs and priorities of the community. More specifically, based on
the 2007 results, it appears that many of the recent service level enhancements have
been increasing community satisfaction levels with our services, particularly business
satisfaction. Resident satisfaction with cleanliness, availability of family-friendly
cultural activities, handling special events (by South Pointe residents), and increased
satisfaction with the amount of information received from the City are all reflected in
the survey results. Initiatives and their respective action plans are aimed at
improving community satisfaction. One such example is the Public Area Cleanliness
and Assessment Program, which creates an objective measurement tool to quantify
cleanliness throughout our City. This initiative resulted from the 2005 strategic
planning process that identified cleanliness as a priority for the City.
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Performance Evaluation
' August 2006-August 2007
Page 3 of 21
Overall, Citywide cleanliness index improved 19.9% in Quarter 3 of Fiscal Year
2006/2007 when compared to the same quarter the previous year. The cleanliness
assessment has proven to be a valuable service management tool providing
objective data for the City employees engaged in this activity. Further, the program
continues to provide stakeholder departments information which is used to develop
action plans to improve cleanliness even further.
Not coincidentally, the work of the City in the area of cleanliness was recognized by
outside agencies and organizations for the positive impact in our community. This
year the Public Area Cleanliness Program was awarded the Governor's Florida
Sterling Council 2007 Regional Quality Team Showcase Award for the Public Area
Cleanliness Index Program. The team was recognized for the project that imparted
the greatest community impact.
The "Clean Team" went on to become the 2007 Quality Team Showcase State
Champion, which recognizes teams that demonstrate the principles and techniques
of improving quality through employee participation. As the 2007 Sterling Quality
Team Showcase winner, our team will now represent Florida in the American Society
for Quality's World Conference on Quality and Improvement, where our team will
compete with teams from the United States, Canada, China, Colombia, Costa Rica,
India, Japan, Mexico, Singapore and South Korea.
In addition, the Public Area Cleanliness and Assessment Program was also awarded
the Outstanding Achievement in Local Government Innovation Award by the Alliance
for Innovation. Annually, this award is bestowed upon innovations that successfully
and creatively address important public service dilemmas and positively impact their
community.
Budgetary decisions are strongly guided by our KIOs, with particular emphasis this
year on "ensuring expenditures are sustainable in the long term." As you know, this
year's budget process was significantly affected by the State Legislature's debate on
various approaches to property tax relief. As of January 29, 2007, there were more
than 30 bills filed in the Legislature related to property tax, including proposals for
portability, increases to the homestead exemption, property assessment
methodology, the extension of the 3% growth limitation to all property, and caps on
local government revenues and expenditures. Each proposal signified different
levels of impacts to the City, ranging from $15 million up to over $84 million in their
first year of implementation.
Due to the possible impacts of the State proposals, I personally assumed a
leadership role in advocating for the City of Miami Beach at the local and State level.
Between March and June 2007, I traveled to Tallahassee on three separate
occasions to attend committee meetings and meet with State leaders, including
Speaker of the House Marco Rubio, House Minority Leader Dan Gelber, Conference
Committee Co-Chairs Senator Mike Haridopolis and Representative Dean Cannon,
Performance Evaluation
August 2006-August 2007
Page 4 of 21
Senator Gwen Margolis, Senate Minority Leader Steven Geller, Representative Luis
R. Garcia, Jr., Representative Dorothy Bendross-Mindingall. Meetings were also
held with staff members for Senate Majority Leader Daniel Webster, Senator Jeff
Atwater, Senator J.D. Alexander and Christian Weiss, Policy Director for Governor
Charlie Christ. In addition, the City was instrumental in helping to organize the other
municipalities through the MDCCMA hosting meetings, and leading a delegation to
Tallahassee as well as sharing information.
My primary goal was to convey how these proposals could disproportionately impact
Miami Beach, and to offer alternative models for providing tax relief without the
considerable impacts to our City and our region as a whole. I, as well as staff, spent
a great deal of time analyzing each proposal and coordinating efforts with
organizations such as the Miami-Dade City/County Manager's Association, Florida
League of Cities and other municipalities and CRAs regarding this issue. The
information and analysis prepared by the City was used extensively by other City's,
RDA's, organizations, legislators and the media. As a result of my proactive
approach, I was able to establish regular communication with State leaders, and was
given periodic updates by House Minority Leader Dan Gelber as to the discussions
and decisions that were being made in Tallahassee during the Special Session.
Culminating months of effort, in June 2007, the Florida Legislature adopted
legislation intended to provide tax reform and tax relief for property owners in Florida.
For the City of Miami Beach, the legislation required a reduction of property tax
collections in FY 2007/2008 to the roll back rate plus an additional 9% reduction.
Balancing a budget with state mandated reduced revenues, while at the same time
attempting to address community priorities, was challenging. I asked each
department to review their operations and expenditures thoroughly. The resulting
departmental reviews resulted in the removal of contingencies, and substantial
reductions in items such as overtime, travel, training, supplies, and related items. In
addition, strategic reductions in personnel were identified, representing approximately
90 positions citywide. Of these, almost half of the positions are in management or
administration. To date, t am proud to report that a majority of the impacted
employees have already filled other vacancies throughout the City, minimizing the
number of employees directly affected by these reductions.
As a result, the City's total millage rate for FY 2007/2008 is reduced by 1.7760 mills
to a rate of 5.8970, a record reduction of 23%. As part of this budget process, I
worked hard to preserve on-going initiatives as well as funding for capital projects.
We continue to allocate $2.5 million to the Capital Reserve Fund to help ensure that
projects are not delayed due to funding shortfalls, and we continue to provide $7.5
million in funding for the Capital Pay-As-You-Go Fund.
As City Manager, it is my responsibility to take the lead in many on-going discussions
and issues that have acommunity-wide impact. These discussions take place over
the course of months, and in some cases years, and require hours of staff time and
Performance Evaluation
August 2006-August 2007
Page 5 of 21
research to formulate a professional recommendation which is reflective of the
community's best interest for the City Commission's consideration.
The City of Miami Beach continues to be proactively and appropriately involved,
consistent with Commission policy direction, in development endeavors in our
community. Miami Beach continues to be a diverse, cultural mecca, and this was
evident by the interest generated by the Jackie Gleason Theater. The City of Miami
Beach was in an enviable position with the top two producers of live music and a
worldwide brand like Cirque du Soleil competing to use and manage the Jackie
Gleason Theater.
Although Cirque du Soleil withdrew prior to Commission consideration, their proposal
would have created a brand new permanent show in our City, making it only the third
city in the United States with a permanent Cirque du Soleil show. Cirque du Soleil
was considering Miami Beach along side other cities such as Macau, London and
Paris for their newest venture. This is a testament to the power of the Miami Beach
brand, attracting the best of the best to compete for a place in our marketplace.
At the May 17, 2007 Commission Meeting, a management agreement with Live
Nation, considered the world's largest producer of live music, was approved, and it
will bring the City over $1 million in distributed proceeds in its first full year. Re-
branded in its newest reiteration, the Filmore Miami Beach at the Jackie Gleason
Theater is set to open in early October 2007 with Ricky Martin's International Tour.
Miami Beach has many amenities and attractions, and none is better known than our
beaches. Over the years, beach erosion and restoration have become a hot topic of
discussion in our community, and we receive constant feedback on the state of our
beaches from residents, business owners and visitors alike.. Although Miami Beach
has no direct responsibility for renourishment projects, I, along with City staff and our
lobbyists, have been working with other responsible jurisdictions at the state, federal
and local level to ensure that renourishment projects for our beaches are funded and
completed. One of the major issues at hand is the availability of compatible domestic
sand.
On June 27, 2007, I traveled to Washington D.C. to attend a meeting with the U.S.
Army Corps of Engineers (Corps), Congresswoman Debbie Wasserman Schultz,
Congresswoman Ileana Ros-Lehtinen and Miami-Dade County Commissioner Bruno
Barreiro. As a result of this meeting, we anticipate that in late October 2007 the
federal appropriations committees will receive the Corps' Letter Report, which
documents that all available domestic sources of compatible sand have been
exhausted or are not environmentally or economically feasible. Upon Congress'
notification, the Corps will be allowed to pursue non-domestic sources of sand and
proceed with pending renourishment projects. In addition, I took the opportunity to
discuss the experimental "breakwaters" project in place at 32"d Street, and options to
remove or rectify its effect are going to be studied by the Corps. Subsequent to this
meeting, the City, the Corps, Commissioner Barreiro staff and Congresswoman Ros-
Performance Evaluation
August 2006-August 2007
Page 6 of 21
Lehtinen's staff have met and visited various areas throughout the City to discuss
ways to address beach erosion.
Over the last year, I have worked closely on three separate issues with Mount Sinai
Medical Center. I spent approximately four weeks during November 2006 working
with the Office of Governor Jeb Bush, Enterprise Florida, Miami-Dade County, Mount
Sinai Medical Center, and Florida International University (FIU) in an effort to take
advantage of the Mount Sinai Campus and FIU's recent creation of a Medical School
to attract biotech research facilities to Miami Beach, building on efforts such as
Scripps and Torrey Pines.
After intense negotiations between all parties, the project was halted once it was
determined that the timeframe to finalize a deal did not allow sufficient time for
discussion locally, and that the required local investment far exceeded the capacity of
the City of Miami Beach.
Additionally, the City worked with Mount Sinai in a joint effort to access funds
provided by the Community Workforce Housing Innovation Pilot Program, which was
created by the Florida Legislature in 2006. The project involved working with Mount
Sinai, through the hospital campus master plan and the Health Facilities Authority, to
support Mount Sinai's investment in a $5 million program to renovate the Lowenstein
Building to provide over 40 housing units for nurses and other hospital personnel. In
the end, the State had only $50 million to distribute from this program, and no project
in Miami-Dade County received funding.
Moreover, the City is constantly working with community partners to ensure services
are available to meet the needs of our. residents. In July 2007, the City disbursed
over $1 million to Mount Sinai from the Miami Beach Health Facilities Authority
account to fund disaster preparedness initiatives, including the purchase of
emergency generators, in order to ensure that our residents, businesses and visitors
are able to access emergency medical services.
This year, the City had another significant economic development deal at the table.
Discussions regarding complimentary elements to the New World Symphony (NWS)
Sound Space project began in 2004, upon approval and execution of the original
Development Agreement and Lease, and culminated in a Special Commission
Meeting on February 20, 2007. The City is providing up to $15 million as a grant-in-
aid to assist in the construction of the Frank Gehry designed Sound Space building,
plus another $15 million fora 600-space public parking garage, and an additional $20
million for a park and associated site work for the project. Although the design and
construction of the project will be phased, with the Sound Space building scheduled
to begin construction in fall 2007. The design and construction of the Garage will be
slightly behind the main building, although the current project scheduled calls for both
buildings to be completed at the same time. The Park component will be last as the
planning and design for the project will not begin until some time in 2008.
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Performance Evaluation
August 2006-August 2007
Page 7 of 21
In order to ensure that the City's investment and funding was protected to the
greatest extent possible, we negotiated innovative agreements that ensure the
amount needed is available when they need it, but not before significant milestones
are met and specific criteria are achieved. These Agreements are performance
based as the allocated City funds are available in different fiscal years and will be
released as work is completed, i.e., City funds are not advanced and are only paid
based on completed work. In addition, the base ground lease and development
agreement addendum contain provisions that require the Sound Space building to be
fully funded prior to either the City land or the majority of City funds to be placed at
risk. More specifically, all permits must be obtained, all insurance requirements met,
performance bonds be in place, all appropriate construction and design contracts
must be in place, and the verifiable evidence that the project is fully funded must be
provided to the City before NWS is permitted to take possession of the surface
parking lot. Further, verifiable evidence that the project is fully funded must be
provided to the City before NWS is permitted to incur any design costs for the Park or
Garage portions of the project.
On March 14, 2007, the City Commission approved an amendment to the Fifth and
Alton Development Agreement, which will bring to our City a vertical retail center with
179,000 square feet of retail area and 1,080 parking spaces. The developer has
. executed a supermarket lease for the project, and the groundbreaking for this project
took place on June 7, 2007. This project is slightly different for the City, as the City
• does not own any of the underlying fee title to the land. Our involvement in this
project is as a condominium unit owner that owns approximately 500 parking
spaces. As part of the transaction, the City vacated an alley and is paying $27,000
per parking space. In addition to the parking spaces, the City will also operate the
parking garage, share in its revenues, and will gain access to all spaces after retail
hours. The developer is required to maintain asupermarket/grocery store in the
project for a minimum of 10 years.
Similar to the New World Symphony agreements, the City's funds are released based
on completed work. In this agreement, the City does not incur any costs for design
and its contributions do not begin until construction commences, and funds are
released as work is completed.
As you are aware, I have also had several discussions with a local developer with
regard to a potential parking garage with associated retail in the Cultural Campus
area. While a parking garage is needed in this location, we are still evaluating the
best course of action for the City. Property tax reform efforts have also affected the
City's ability to fund this project in the current year, and the City may experience an
additional impact that affects the decision points on this garage if further restrictive
legislation is enacted in the coming years.
I have successfully negotiated developer contributions to replace, at their expense,
portions of the Beachwalk. The Eden .Rock Hotel, Fontainebleau Hotel, the W Hotel
and Canyon Ranch/Carillon have also reached agreements with the City. In
, Pertormance Evaluation
August 2006-August 2007
Page 8 of 21
particular, the deal with Canyon Ranch/Carillon is one of the biggest economic
incentives toward the revitalization of North Beach this year with $1.2 million in street
end improvements that will provide improved ocean access to residents and visitors,
a $500,000 cash contribution for the Beachwalk, and in-kind construction services for
the Beachwalk with a value of $400,000 - $450,000. These negotiated contributions
will help us bridge the funding gap for completing this project.
Another public amenity that was enhanced this year through City negotiations was
Lincoln Road. The 1111 Lincoln Road project will bring the City a design reflecting a
modern interpretation of Morris Lapidus' original design, extend the Lincoln Road
pedestrian mall, and a parking garage designed by world-renowned architects
Raymond Jungles and Herzog and deMeuron.
As stated in our mission, we strive to provide excellent public service and safety to
our residents, businesses and visitors, and as such, it is our responsibility to address
issues and concerns raised by our stakeholders. In September 2005, the State's 3~d
District Court of Appeals found City Ordinance 2002-3366, "Street Performers and Art
Vendors," unconstitutional. Since that time, the City received countless complaints
from residents and visitors enjoying the amenities of Lincoln Road, as well as from
licensed merchants and restaurants on Lincoln Road, as to how the way street
performers and art vendors occupying public property creates a hazard to
pedestrians.
By blocking the flow of pedestrian traffic, and at times, blocking the access to
sidewalks, the issue was one of public safety, particularly during special event
periods when the numbers of pedestrians on Lincoln Road greatly increases. Code
Compliance created a special detail on Lincoln Road to monitor issues related to
street performers and vendors, and from June 2006 through December 2006, a total
of 17 violations were issued to vendors for solicitation or peddling.
After reviewing similar legislation in place in cities such as New York and San
Francisco, an ordinance was proposed and passed by the City Commission on April
11, 2007, which regulates street vending through apermit/license process. Today,
there are twelve (12) locations on Lincoln Road, six for performers and 6 for artist
vendors, assigned through a lottery system, which addresses the public safety and
welfare of our residents, businesses and visitors while at the same time, protects the
constitutional rights of artist vendors and street performers.
Our City continues to be the preferred host of large special events and a thriving
entertainment industry, and along with that success, we had to address impacts
made to our community as a whole. Commercial handbill littering was an issue we
addressed this year as it directly affects one of our strategic objectives of making
Miami Beach cleaner. After vast community input and Commission discussion, the
City's Handbill Ordinance was adopted in June 2007, which amends City Code to
include commercial handbills as litter under certain circumstances and establishes a
fine schedule that includes a per handbill fine. In addition, this year we also worked
Performance Evaluation
August 2006-August 2007
Page 9 of 21
to address the commercial use of single family homes as they are increasingly
becoming venues for special events, and therefore creating parking and noise issues
for surrounding neighbors. As such, a Party House Ordinance was drafted, and a
great deal of community outreach was conducted to receive feedback on the
proposed ordinance. This draft ordinance has also been reviewed by you and your
colleagues at the committee level, and we continue to work and analyze the issue.
Affordable housing has and continues to be a priority for the City as a whole. In a
time where stories about government and affordable housing seem to be marred by
scandal, the City of Miami Beach has received positive media coverage for making
strides in increasing its affordable housing stock. Partnering with Miami Beach
Development Corporation to purchase and repair three apartment buildings within the
City Center RDA and to use City Center/Historic Convention Village (City Center)
RDA funding, reflects this City's commitment to continue to provide affordable
housing for low-moderate income residents. Through this purchase alone, a total of
approximately $13.7 million was invested in affordable housing this year, and over
150 units were added to the affordable housing stock. This is in addition to the City's
approximately $1 million in HOME funding, about $600,000 in SHIP and about.
$500,000 in Community Development Block Grant (CDBG) funds. Lastly, the City's
proposed legislative changes to retain affordable rental stock by creating a tax cap
on new growth was approved by the State Legislature.
Continued emphasis on improving the City's communication with our residents. and
the entire community remains. a top priority for my Administration. To date, six (6)
issues of Miami Beach (MB) Magazine have been mailed directly to all City residents,
eve have produced a series of television programs in-house which air on Miami Beach
(MB) TV Channel 77, and we continue to print CityPage, the full page newsletter
published in The Miami Herald Neighbors Beach edition each Sunday to provide
information on citywide initiatives, activities and upcoming City events. Our Parks
and Recreation Department continues producing their Recreation Review, which has
been recognized this year as the best publication in its class by the Florida Parks and
Recreation Association. Our CIP office began neighborhood newsletters to provide
information on project status and to better assist neighborhoods understanding of
planned project improvements. In addition, we continue our on-line communications
efforts with bi-weekly "E-Brief' email blasts to subscribed customers (2,200
subscribed for E-Briefs; more than 9,000 total for all of the City's email groups).
We have received positive feedback from our residents on all our communication
efforts, and this was substantiated by the 2007 Community Satisfaction Survey.
Survey results show that a total of 41 % of respondents said they most often get their
information about the City from one of these three mediums of communication. As
important as the quantity of the information, is the quality. MB Magazine was
awarded the 3CMA (City County Communications and Marketing Association) Award
of Excellence in its first year of publication, and MBTV programs are finalists for three
National Association of Telecommunications Officers and Advisors (NATOA) awards.
•~,
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Performance Evaluation
August 2006-August 2007
Page 10 of 21
This year, we also focused a great deal on our efforts to establish our own "Miami
Beach brand" as a mechanism to promote Miami Beach as a multi-
faceted destination. The "Miami Beach 25/7: So much to do you need an extra
hour" brand initiative launched this year during the Super Bowl, and continued
throughout the summer, creating an updated tag line for the City that emphasizes the
many amenities we have to offer our residents, businesses and visitors.
The campaign includes a song written and produced by legendary song-writer and
Miami Beach resident Rudy Perez ; a music video produced by the City's
Communications staff that resides on our website and You Tube; the City's own My
Space webpage, with many famous "friends" such as Gloria Estefan, Lenny Kravitz,
Ricky Martin, P. Diddy, and Fergie ; and an energy drink aptly
named 25/7. Targeted "guerilla marketing" efforts in key markets (Manhattan and
Fire Island) this summer focused on Miami Beach's cultural amenities, as well
as our high-end culinary and shopping options. These efforts combined have
resulted in key media impressions.
I also continue to work on communication with our entire workforce. On September
28, 2006, I held the second Citywide employee "One Team -One City" rally to focus
on each person's piece in the operation and success of our organization. A special
video message from Officer Shaq was shared with our employees to emphasize
teamwork, and all employees participating in our Excellence Miami Beach program-
. Service Shopper and Public Area Cleanliness-were recognized as well. Six (6)
issues of the Miami Beach (MB) Line, our new, bi-monthly employee newsletter, have
been sent to all employees to keep them informed on what is happening in our City,
as well as to celebrate milestones in the lives and careers of our employees.
An on-going theme of my Administration continues to be a focus on providing
excellent customer service. As you know, Thomas Velazquez, Building Director,
joined the City of Miami Beach team in March 2006, and was tasked with improving
the Building Department by reducing cycle times, becoming more customer-friendly
.and addressing the numerous issues raised by residents, business owners,
contractors and consultants on a regular basis. As such, in January 2007, the
Building Development Taskforce was created with a mission to improve the City's
service delivery in the areas of construction and development services through a
partnership and dialogue between City departments involved throughout the process
and industry representatives. As part of this process, representatives from the
Building Department, Public Works Engineering, Fire Prevention, Planning/Zoning,
and the Performance Improvement Division of the Office of Budget and Performance
Improvement form part of an interdepartmental group that has been charged with
conducting a systemwide process review to identify short-term, medium-term and
long- term recommendations.
To date, a number of improvements have been implemented which include
streamlining of forms, concurrent reviews, a single point of contact program, and
increased access to Building Department staff by providing cell phone numbers for
Performance Evaluation
August 2006-August 2007
Page 11 of 21
inspectors and supervisors on the City's website. In addition, stakeholder input is
requested and highly valued, and as part of this process, a focus group composed of
engineers, contractors, owners and residents are invited to periodic public meetings
for feedback and suggestions on the changes being implemented. To date, the
Building Development Taskforce has held three public meetings, where stakeholder
input is received on the initiatives implemented as well as suggestions for future
improvements. At the last public meeting, held on August 29, 2007, stakeholders,
including developers, contractors and design professionals, expressed their support
for the changes that have been implemented, and commended staff for the strides
that have been made to date.
Our focus remains on our mission-to provide excellence public service. As such,
this year we continue to yield positive results through the Miami Beach Service
Shopper Program. Since this program began, we have continued to see significant,
quantifiable improvements in the way we deliver services to our customers.
Improvement in our Citywide service shopper scores, on a scale of 1 (not meeting
standards) to 5 (exceeding standards) is demonstrated when comparing the average
score of 3.45 for the first three quarters of 2006 as compared to an average score of
3.73 for the same period in 2007. In addition, departments scoring below a 3.0
decreased from having nine incidents where departments fell below 3.0 in the first
three quarters of 2006 to having only one incident in the same period in 2007.
We keep working on ways to improve how we communicate information to our
stakeholders, and how we can more efficiently respond to questions and inquiries
- from you and your colleagues. In response to the complaints received both, by your
offices and the Administration regarding the practices of our contracted towing
companies, we developed a Towing Bill of Rights brochure as a means to extend
further information to customers on their rights and responsibilities regarding their
vehicles and possible fines. This brochure will be deployed through our Parking
Department in the coming months.
The 63~d Street Flyover construction project is now substantially complete. The City
of Miami Beach played a major role in overseeing project management, including
traffic management, and community involvement. As a result of our efforts, the
construction period was less disruptive than previously anticipated.
Another of my top priorities is organizational development of the staff and the
continuous refinement of our organizational structure. We continue to focus on the
professional development of our workforce. Citywide training including Diversity,
Ethics, Sexual Harassment and Teambuilding continues to be available to all levels
of the organization. A training needs assessment was conducted in all City
departments to determine what additional offerings are needed so our employees
have the tools necessary to serve our customers. In addition, we continue to train
contract employees in our customer service standards, including valet operators and
tow company employees, to ensure that their interaction with our customers is
consistent with that of our employees.
i.. :~ :iTi: `. c.. t J ti . ci( ~ i ... .... ..~ i ~F :):. ~ ..:'f'~ ). k .. . i.l ! ii.)r.r.~i r ,. .. r._
Performance Evaluation
August 2006-August 2007
Page 12 of 21
In March 2007, I conducted a Command Staff Assessment and Development Center
with the Police Department. The assessment center was used as a tool to select the
best qualified leaders for the department as well as assist personnel in senior Police
executive positions with their individual development efforts. Promotions of Police
personnel resulted in three new Majors, five new Captains, one new Lieutenant and
one new Sergeant.
I am proud to say that another important result of the Police Command Staff
Assessment and Development Center was the identification of Carlos Noriega as the
best qualified candidate for Miami Beach Police Chief. After serving as Acting Police
Chief for approximately six months, Commission ratification of my selection on
September 5, 2007 provides our City with a Police Chief who is 23-year veteran of
the Miami Beach Police Department with demonstrated commitment and leadership
in our organization.
In May 2007, the Miami Beach Public Works Department became only the 42"d
agency in the United States and Canada (out of 27,000 public agencies) and third in
the State of Florida (the only large full service agency) to have been awarded full
accreditation by the American Public Works Association (APWA). This national.
accreditation was achieved after over two years of dedicated and focused effort by all
members of the Public Works team. Even more impressive is the fact that this was
the Department's first attempt to gain accreditation, and speaks volumes. of the
professionalism and dedication of our employees.
The relationship between our five collective bargaining units and management is
stronger than ever. I meet regularly with all Union Presidents and other union
officers. Over the last year, we have held three Labor Management meetings.
As a means to further increase communication between management and labor, the
Labor-Management Committee process was introduced in January 2007. A
campaign was developed to educate all employees as to the advantages of the
Labor-Management Committee process. The goal of this committee is to contribute
to achieving real results, such as reduced absenteeism, improved quality and
productivity, and increased job security, by giving employees a greater voice in
decision-making.
This year, contracts for all five City of Miami Beach bargaining units were brought to
the City Commission for approval. Contracts for the American Federation of State,
County and Municipal Employees (AFSCME), Government Supervisors of America
(GSA), and Fraternal Order of Police (FOP) were approved by the City Commission
on September 6, 2006. For the first time in recent history, contract negotiations for
the aforementioned bargaining units were completed prior to the expiration date of
the previous contracts.
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Performance Evaluation
August 2006-August 2007
Page 13 of 21
A contract with the International Association of Fire Fighters (IAFF) was approved in
March 2007, after a total of six sessions.
A contract with the Communications Workers of America (CWA) was approved in
September 2007 after a total of six sessions over eight months. Compared to the
2003-2006 contract negotiation where there were 12 negotiation sessions and a
declared impasse over a two and a half year period, the negotiations this year were
much more productive and resulted iri a fair contract for our CWA employees.
I am happy to report that this means that we will have contracts in place for all of our
bargaining units through September 30, 2009.
Providing services to our community's youth and seniors continues to be an
important endeavor for our organization. We implemented a Senior Transportation
Service, making it possible for our seniors to enjoy recreational outings such as trips
to local theaters and other cultural events, visits to parks and museums or movies.
The intent of this service is to encourage healthy, active lifestyles for seniors that will
improve their quality of life.
This year, the Children's Trust approved grant contract renewals to continue funding
for two key City programs: the Out of School (OOS) Program, which funds the City's
after school and summer programs, and the Promotion and Prevention grant which
funds the City's Truancy Prevention Program. The contract renewal for the Out of
School Program is in the amount of approximately half a million dollars to continue
enhancements implemented in the Parks and Recreation Department's After School
and Summer Program. In combination with City funding, this grant allows us to fund
325 participants between the ages of 5-13 years of age from low-moderate income
households. Funds are used to fund scholarships, social skills development,
transportation, after school snacks, uniforms, field trips and supplies. These funding
supplements over $1 million in City funds already dedicated to this program.
The City's Truancy Prevention Program, which is administered by the Neighborhood
Services Department, was awarded approximately $200,000 by the Children's Trust.
This program serves children in our community who are at-risk for academic failure
and truancy, and provides after school tutoring during the school week. In addition,
the Children's Trust has awarded the City the Service Partnership grant in the
amount of $100,000 for the planning aspects of a service partnership in Miami Beach
to reduce truancy for youth aged 13 to 18. Additionally, the City has submitted a
grant for operational funding for the full Service Partnership program in the amount of
$650,000. Both the City and The Children's Trust have expressed a desire to
continue to partner in the future in order to serve the needs of the youth in the
community.
In addition to these grants, the City also secured over $2 million in grant funding this
year, which includes funding in the amount of $200,000 from Florida Recreation
Development Assistance Program (FRDAP) for the renovation of the tennis center at
Flamingo Park and State funding from the Urban Area Security Initiative (UASI) in the
~ Performance Evaluation
August 2006-August 2007
Page 74 of 21
amount of $343,460 for homeland security needs citywide.
Pursuant to your direction at the 2006 Commission Retreat, I continue to work with
the Miami-Dade County School (MDCPS) Board on developing a meaningful
Education Compact that will enhance Miami Beach schools with higher level of
educational opportunities for all our children. In July 2007, I submitted a draft of
preliminary discussion opportunities to the Miami-Dade County School Board Office
of Intergovernmental Affairs, Grants, .Marketing and Community Service. The initial
feedback from the MDCPS has been very positive about our endeavor to create an
Education Compact with tangible, measurable outcomes, and we continue to discuss
and negotiate the elements of the compact for your future consideration.
Arts and culture are part of what make Miami Beach a world class destination. This
year, as in year's past, the Cultural Arts Council (CAC) provided its funding
recommendations for the cultural grants program. You and your colleagues all
expressed concern with the number of organizations that had not been
recommended for funding, and as such, I met with staff and CAC Chair to discuss the
recommendations and alterative funding options. I believe that in the best interest of
the City and of the local arts community this was an issue that needed further
attention from the Administration. After reviewing applicant scores, we were able to
identify a way to partially fund an additional 11 applicants as well as partial funding
for the one unfunded Cultural Anchor. In addition, I asked the CAC to consider
developing a process to identify groups interested in receiving rent waivers for the
use of the Byron Carlyle.
To further foster access to arts and culture for our residents, we negotiated with
Miami-Dade County Transit to establish a new and convenient round trip shuttle
service between Lincoln Road and the Carnival Center. The "Route A" began
operations in December 2006, and departs every 20 minutes from Lincoln Road and
Meridian Avenue for only $1.25. This "park and ride" service also creates foot traffic
for Lincoln Road before and after performances.
As we continue to make more and more information available to our stakeholders
online, we have enhanced features to our online services known as Velocity Hall.
This year, we have provided the ability to our residents and business owners to view
Code Compliance case information through our Permit Manager system.
The Building Department implemented BuildFax which provides building permit and
property information online, allowing the general public to access simplified property
information in a matter of seconds rather than days. In addition, we continue to work
on the implementation of one-stop online lien search, which consolidates Building,
Code, Finance and Fire lien functions, and deployment is expected in early 2008.
The deployment of Wireless Miami Beach is well underway, and should be fully
operational in this calendar year. We have finalized an agreement with Florida
Power and Light (FP&L) to install WiFi nodes on FP&L-owned light poles, and we
Performance Evaluation
August 2006-August 2007
Page 15 of 21
have obtained a permit from the Florida Department of Transportation (FDOT) to
install WiFi nodes on FDOT-owned poles.
The resulting citywide wireless broadband network will support mobile broadband
connectivity for Police Officers, Firefighters, Building Inspectors, Parking Officers,
Public Works employees and other City workers. It will allow the public to access
high speed Internet at no cost in hot zones throughout the City, ultimately making our
City safer, our government more efficient and allow our residents and visitors the
opportunity to access information anytime, anywhere. Additional public benefits
include the ability to purchase programs and technology for Miami Beach schools
and a computer equipment purchase program at discounted prices for Miami Beach
residents.
The Information Technology (IT) Steering Committee, which was created this last
year to develop Citywide IT policies and standards, prioritize all proposed new IT
initiatives and enhancements, and review and make recommendations for budget
and spending plans, has continued its work, recommending funding for projects such
as the Disaster Recovery at the Network Access Point (NAP) location, the Telephone
Switch and Interactive Voice Response System (IVR) at the NAP, the Public Safety
Voice Over IP Project (VOIP), Building Department Electronic Plan Check and
Electronic Pre-Employment Background Check and Identification Machine. All of
these projects will allow us to provide better and faster service.
In a previous evaluation the Mayor and City Commission asked that I improve on
the level of communication and management of Commission identified concerns.
Clear and effective communication with you and the members of the City
Commission is vital and a significant feature of the ongoing effectiveness of our
government, as we work together to address the needs of our
stakeholders. Effective communication with the Mayor and City Commission
is fundamental to our organizations ability to achieve excellence. Each time that our
City is recognized for program excellence it is a direct reflection on
our communication abilities.
On a personal level to enhance our communications, I have expanded my time
commitment to the sharing of information with all of you via Letters to Commission,
one-on-one meetings and workshops. This year, we held a CIP Workshop to discuss
the status of our Capital Improvement Program, as well as to receive guidance and
insight on your priorities. In addition, we held a New World Symphony Workshop
where we discussed the elements of the agreement.
Moreover, I created a position in my office dedicated to track and assist in the
coordination of communications with the Mayor and City Commission. As you know,
this position has elevated the level of coordination, timeliness and overall
accuracy of communications between the Administration and the Office of the Mayor
and Commission. As a result of establishing this position, concerns and issues
raised by the Mayor and City Commission are tracked, appropriate resources
assigned and coordinated and timely responses provided. The central focus in my
Performance Evaluation
August 2006-August 2007
Page 16 of 21
office also assures that the Mayor and City Commission each receive and equally
benefit from the information developed. As part of our efforts in this area, bi-weekly
meetings with your Aides are scheduled to discuss any open or pending items as well
as to ensure that we close the loop on complaints and Commission requests. We
have also scheduled several training opportunities for Commission staff to assist
them in their assigned duties and to help better integrate the Commission staff in
our joint mission to effectively serve the interests of our citizens.
The following summarizes some of the key accomplishments from this past year. For
ease of review, these accomplishments are organized by the Key Intended Outcome
Vision Linkage as identified in the City's Strategic Plan:
Cleaner and Safer
• Weekend night-time police coverage was significantly expanded by adding 13
officers to a new overlay midnight shift from Thursday through Sunday, as well
as adding 2 ATV police officers for the beach to cover Thursday though
Sunday evenings and nights.
• Responded to 13,532 EMS calls, transported over 7,000 patients, and
generated 1.19 million dollars in Rescue Transport revenue.
• One Emergency Operations Center (EOC) activation for Tropical Storm
Ernesto in August 2006
• Ocean rescue response capability was expanded by adding 3 lifeguard towers
at 5th Street, Lincoln Road, and 18th Street, continuing to provide 100%
coverage of our publicly accessible beaches.
• Enhanced litter control services in the Flamingo Park area, Lincoln Road
between Washington and Collins Avenue.
• Enhanced litter control along Harding Avenue from 79th Street to Indian Creek,
including Abbot, Byron and Carlyle.
• Expanded sanitation services on Washington Avenues, Lincoln Road, and
Ocean Drive from 5 to 7 days/nights per week and an entertainment shift from
Sam to 11 am.
• Expanded the waterway cleaning program to include a contracted service
provider and much greater coverage.
• Realigned the Parks maintenance crews to provide more complete litter
service in the afternoons and over weekends.
• Expanded litter control services in alleys citywide and enhanced service levels
for City parking lots.
Pen`ormance Evaluation
August 2006-August 2007
Page 17 of 21
• Roving litter squads in each of mid-beach and north beach.
Enhanced beach cleanliness through the addition of new sandsifting
equipment, and enhanced sanitation services from 14th Street to South Pointe.
Beautiful and Vibrant, Mature, Stable Residential Community, Urban and
Historic Environment
The City has also begun implementation of its 5-year reforestation plan,
scheduled to replace over 5,000 trees lost due to storms and hurricanes.
Reforestation projects completed to date include the following: North Shore
Open Space, Marjory Stoneman Douglas, Pinetree, Flamingo, Washington,
Fairway & Polo Parks Par Three, Dade Blvd & Alton Road perimeter of the
Miami Beach Golf Club, Bay Road swale.
Continue to provide Code Compliance coverage 24 hours / 7 days per week
and conducted approximately 35,000 inspections.
Flyers and letters were delivered to all businesses as an educational tool to
make them aware of the City's existing regulations.
Continued customer service initiative within the Code Compliance Division and
implemented internal Process Improvement Team to streamline existing
processes, policies and procedures. Implemented "Mission: Excellence"
initiatives to incorporate department initiatives and further drill down service
delivery goals and expectations.
• Facilitated 129 neighborhood meetings and responded to neighborhood
issues in a timely manner.
• The Outreach Team coordinated:
0 90 Homeowner Associations/Condo Associations Meetings and
captured 376 service requests.
o Over 20 Voter's Registration Drives (Vote Miami Beach)
o Condo Workshops, including State of Florida Condo Ombudsman
0 3Hurricane Fair and Emergency Preparedness Fair
0 17 clean up events for the Adopt-A-Park program in 2006
• There were 8,292 homeless contacts made this past year with 1,838 homeless
clients being served, 855 shelter placements made including comprehensive
case management (at least 7 days in shelter), 113 people transitioned from
homelessness to permanent housing, and 1,054 new homeless assessments
completed
• Census count for the number of homeless in the City declining from 314 in
November 2000 to a low of 173 in January 2007.
Performance Evaluation
August 2006-August 2007
Page 18 of 21
Cultural, Entertainment and Tourism Capital
• Maintained an ongoing strategic marketing plan to brand Miami Beach as a
cultural destination, promote cultural events and to inform the community of
the Cultural Arts Council's programs through billboards, bus wrappers, taxi
tops, radio spots and expanded web-based marketing
• Expanded arts education programs for Miami Beach youth with Arts for
Learning/Miami to include 8pre-schools, all of the Miami Beach feeder pattern
public schools, and Flamingo, Scott Rakow and North Shore Youth Centers.
• Created and produced free monthly "Arts in the Parks" performance series at
Flamingo, North Shore Youth Center, and North Shore Open Space Park. Arts
in the Parks 10 performances served more than 2,000 residents.
• Managed, promoted and tracked the bookings and programming of the Byron
Carlyle and Colony Theaters for a combined total of 376 rental periods (a 60%
increase over FY 06/07's 235 rentals) and 265 ticketed performances (a 67%
increase over FY 06/07).
• Partnered with the National Arts Program Foundation for the second annual
city employee art exhibition, awarding $2,400 in cash prizes and $2,520 in art
scholarships.
• Continued to provide staff support and guidance to the Nightlife Industry
Taskforce (NITE).
• Implemented the City's Major Event Plan (MEP) for 8 major events including
Art Basel, New Year's Eve, Superbowl, and Memorial Day Weekend.
International Center for Innovation in Culture, Recreation and Business
• Increased participation in our senior scenes club has continued from 75 to
119, in our Teen Club at North Shore Youth Center: 98 teens enrolled in the
FaIINVinter quarters (October 2006 -February 2007) and 93 enrolled in the
Spring quarter (February 2007 -May 2007).
• 7 movies provided through May 2007 as part of our free "Movie in the Park"
series
• Provided 293 scholarships for intramural athletics, gymnastics, and summer
specialty camps as of August 2007.
, Performance Evaluation
August 2006-August 2007
Page 19 of 21
• Provided free-of-charge "Learn to Swim" programs to 137 three to four year
old residents from October 2006 to August 2007.
• Expanded cultural offerings free-of-charge to participants in our after school
programs and summer camps, including Arts for Learning, Arts in the Park,
and field trips to plays and ballet, etc.
• Expanded support of the arts, providing $632,448 in grants in FY 2006/07.
• Customer service in the Building Department has been enhanced with the
addition of 3 customer service positions, in addition to 4 positions added to
reduce backlogs and wait times.
Well Improved Infrastructure
• Over 20 construction projects were completed in the past year, with a
construction value of over $65 million, including:
0 7th & 08th Street Right-of--Way (ROW) Improvements
0 13th St. Garage -Emergency slab repairs
0 16th Street Drainage Improvements
0 41st Street Bridges
o Beachfront Restrooms - 46th St.
o Beachfront Restrooms - 64th St.
o Fire Station 4
o Flamingo Lummus Right-of-Way (ROW) Improvements (Washington
Avenue)
o Miami Beach Golf Course -Drainage Well and Signs
o Multi-Purpose Municipal Parking Facility -Construction Fencing &
Partial Demolition and Piling & Retaining Walls Package
o Normandy Isle Park & Pool
o North Shore Open Space Park Phase III
o Pump Station Upgrades - 27 of 31 Pumps Stations completed
o Pump Station Upgrades -Terminal Isle Water Booster Pump Station
& 20" Water Main
o Scott Rakow Restrooms and A/C
o Shane Water Sports Center Parking Lot
o TOPA / Jackie Gleason Theater -Surface Parking Lot
o TOPA / Jackie Gleason Theater Phase I - ADA, Fire Sprinkler &
Interior Improvements
• Projects in construction, totaling approximately $133 million, include the
following:
o Venetian Islands - Belle Isle Right-of-Way (ROW) & Park
Improvements
0 16th Street Drainage Improvements
o Beachfront Restrooms - 21st Street
o Convention Center Improvements - C & D Phases
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Performance Evaluation
August 2006-August 2007
Page 20 of 21
o Fairway Park Phase II
o Normandy Shores Right-of-Way (ROW) Improvements
o Normandy Shores Golf Course -Golf Course
o Nautilus ROW Improvements
o South Pointe Park
• Projects currently in design, totaling approximately $252 million, include the
following:
o Bayshore -Central Right-of-Way (ROW) Improvements
o Sunset Islands 1 & 2 Right-of-Way (ROW) Improvements
o Sunset Islands 3 & 4 Right-of-Way (ROW) Improvements
o Beachfront Restrooms - 35th Street
o Biscayne Point Right-of-Way (ROW) Improvements
o City Center Right-of-Way (ROW) Improvements
o Collins Park
o Colony Theater - Restroom & Parking Lot Renovations
o La Gorce Right-of-Way (ROW) Improvements
o Miami Beach Golf Course -Cart Barn
o Muss Park Pavilion
o North Shore Right-of-Way (ROW) Improvements
o South Pointe Streetscape Phase II Right-of--Way (ROW) Improvements
o Surface Parking Lot 8-B - 42nd Street and Royal Palm
o Surface Parking Lot 8C - 4000 Chase Avenue
o Surface Parking Lots -Collins at 80th St. & 84th St.
• The Parking Department, in a joint effort with the Police Department,
established the CLEAR (Clearing of Lanes, Easements, Alleyways, and
ROWs) Program to alleviate traffic congestion in major corridors. Signaling
increased compliance, in the aggregate parking citations for loading zone
violations, willfully obstructing traffic and obstruction of traffic by parking went
down by over 20%.
• Completed the rehabilitation of the 17th Street and Lenox lot to include
installation of Master meters.
• Rehabilitation of the 12th Street and 13th Street garages to include installation
of Central Cashiering, Pay on Foot Station, and CCTV.
• Enhancement of the 17th Street Garage to include installation of Pay on Foot
Stations and CCTV.
• Increased parking opportunities in Residential Zone One/South Point by
including the 400 blocks between Euclid and ,Lenox Avenues.
Performance Evaluation
August 2006-August 2007
Page 21 of 21
• Design and installation of dedicated bike lanes along 16th Street, the design of
bike lanes along Euclid Avenue, Prairie Avenue, and 73rd. Street; and the
installation of approximately 100 bike racks Citywide.
• As of August 2007, the City has completed assessments of 59 facilities, with
20 remaining to be completed in FY2007/08.
• Completed FY-06/07 capital renewal and replacement projects totaling
approximately $1.1 million and completed $3.7 million of restoration work out
of a $5.7 million Historic City Hall Renovation project.
• Replaced over 5,550 linear feet of sidewalk, paved 9,000 linear feet of streets
and alleyways, and rebuilt.8 sidewalks and 30 ramps to be ADA compliant.
• Continued our recently implemented regular maintenance program for outfalls
and catch basins cleaning over 240,000 linear feet of stormwater lines.
• 4 of 6 scheduled installation of shade structures in have been completed in
three heavily used City parks
Conclusion
As City Manager of such a fast paced, dynamic organization, sometimes it is hard to
find time to celebrate successes and accomplishments. Each year, during this time,
it is incredibly rewarding, both personally and professionally, to reflect upon the
progress we have made. 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 support, as we work together on behalf of all stakeholders.
I look forward to speaking to you and your colleagues 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 to live,
work, visit and play.
If you have any questions or need any additional information, please feel free to
contact me.
Copy: Members of the City Commission
Attachment
,. ,
International City /County Management Association
City Manager Performance Evaluation Guideline
This form may be used by each Member of the City Commission to evaluate the
City Manager's performance in fulfilling each of the roles he plays in the City's
government. The City Manager is graded 1-4, with the following scale:
1 -poor
2 -fair
3 -good
4 -excellent
Each member of the Commission should sign the form and forward it to the
Mayor who will be responsible for compiling the comments. The forms and
accompanying summary should then be presented to the City Manager for his
permanent file.
1. Personal
Invests sufficient efforts towards being diligent and thorough in the
discharge of duties.
Composure, appearance, and attitude fitting for an individual in his
executive position.
2. Professional Skills and Status
Knowledge of current developments affecting the management
field.
Respected in management profession.
Has a capacity for innovation.
Anticipates problems and develops effective approaches for solving
them.
Willing to try new ideas proposed by Commission members or staff.
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3. Relations with Commission
Carries out directives of the Commission as a whole rather than
those of any one Commission member.
Assists the Commission in resolving problems at the administrative
level to avoid unnecessary Commission action.
Assists the Commission in establishing policy while acknowledging
the ultimate authority of the Commission.
Responds to requests for information or assistance by the
Commission.
4. Policy Execution
Implements Commission action in accordance with the intent of the
Commission.
Supports the actions of the City Commission after a decision has
been reached.
Enforces City policies.
Understands City's laws and ordinances.
Offers workable alternatives to the Commission for changes in the
law when an ordinance or policy proves impractical in actual
administration.
5. Reporting
Provides the Commission with reports concerning matters of
importance to the City.
Reports are accurate and comprehensive.
Prepares a sound agenda which prevents trivial, administrative
matters from being reviewed by the Commission.
6. Citizen Relations
Handles complaints/inquiries from citizens appropriately
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•
Dedicated to the community and to its citizens.
Skillful with the news media -avoiding political positions and
partisanship.
Has the capacity to listen to others and to recognize their interest -
work well with others.
Cooperates with neighboring communities.
Cooperates with the county, state and federal governments.
7. Staffin
Recruits and retains competent personnel for City positions.
Works to improve performance of staff.
Committed to ensuring diversity in the workforce.
Accurately informed and concerned about employee insurance,
fringe benefits, promotions, and pensions.
8. Supervision
Encourages department heads to make decisions within their own
jurisdictions without City Manager approval, yet maintains general
control of administrative operations.
Instills confidence and initiative in subordinates and emphasizes
support rather than restrictive controls for their programs.
Has developed a friendly and informal relationship with the work
force as a whole, yet maintains the prestige and dignity of the
manager office.
9. Fiscal Management
Prepares a balanced budget to provide services at a level intended
by the Commission.
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Makes the best possible use of available funds, conscious of the
need to operate the city efficiently and effectively.
Prepared budget is in an intelligible format.
10. What have been the major accomplishments of the City Manager this past
year?
11. What areas of the City Manager's performance need the most
improvement? Why? What constructive, positive ideas can you offer the
City Manager to improve in these areas?
Signature
Date
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