LTC 111-2020 COMMISSION GOALS CONFERENCE AGENDA AND CITY MANAGER_S DELIVERABLES, GOALS AND OBJECTIVESMIAMI BEACH
OFFI CE OF THE C ITY MANAGER
NO. LTC# 111-2020 LETTER T O CO MM ISS ION
TO:
DATE: February 27, 2020
SUBJECT: COMMISSION GOALS CON ERENCE AGENDA AND
CITY MANAGER'S DELIVE BLES, GOALS AND OBJECTIVES
The City Commission entered into a new contract with the City Manager effective April 1, 2019.
The following summary includes a progress report that serves as a foundation for discussion at
the City Commission Goals Conference scheduled for March 5, 2020. At the Goals Conference,
we will discuss these top priorities, organized by the vision areas of the strategic plan.
Implementation Status
My performance contract items are the organization's top priorities in support of the City
Commission goals. There are 70 items within the contract, with seven of the items complete, 30
on track, 29 ongoing, three with minor disruptions, and one with a major disruption affecting the
deliverable timeline.
These contract priorities were integrated into the
Miami Beach Strategic Plan Through the Lens of
Resilience, adopted unanimously on July 17,
2019. The strategic plan also contains:
• An updated vision,
• The mission,
• City Commission goals from the
October 3, 2018 and January 29,
2019 Goals Conferences,
• 2019 Community Survey results,
• Management objectives, and
• Resi/ient305 actions that are
important for Miami Beach.
Materials are included with this LTC in preparation
for the Goals Conference. The draft agenda is
included at Attachment A. A summary of
progress with the items included in my contract
is provided in Attachment B. Detailed timelines, scopes, and updates are provided in
Attachment C. I look forward to individual briefings to prepare for the Commission Goals
Conference and a full day of discussion on March 5, 2020. Please contact me or Amy Knowles,
Chief Resilience Officer, with any questions.
1
ATTACHMENT A
COMMISSION GOALS CONFERENCE
DRAFT AGENDA
March 5, 2020
Goals Conference Purpose: To review progress and next steps for the Commission Goals,
the City Manager’s Contract, and Strategic Plan through the Lens of Resilience
1) WELCOME: Jimmy Morales and Amy Knowles
2) PROSPERITY
a. Commission Goals:
i. Arts and culture (2050)
ii. Attract local residents (2050)
iii. Change nature of tourism (2050)
iv. Education (2020)
v. North Beach Town Center (2020)
vi. Tourism balance improvements (2020)
vii. True City Center (2050) with MBCC Hotel and 17th Street Garage
viii. 41st Street (2020)
b. Specific items for discussion requested by Commission Committees
i. City branding
3) NEIGHBORHOODS
a. Commission Goals:
i. Clean and beautify (2020)
ii. Crime improvements (2020)
iii. Create a strong local community (2050)
4) LUNCH
5) ENVIRONMENT AND INFRASTRUCTURE
Discussed at the January 21, 2020 Resilience Retreat
a. Specific items for discussion requested by Commissioner Samuelian
i. Creating an inspiring vision for resilience efforts
ii. Tailoring project approach (especially road elevation) by neighborhood
while better engaging our residents throughout in critical decision-making
iii. Elevating aesthetics/ design as part of our neighborhood projects
iv. Making hurricanes the overarching hazard for planning
v. Enhancing our strategic communications efforts related to sea level rise/
flooding
6) MOBILITY
a. Commission Goals:
i. Attract and keep young families (2050)
ii. Become less car-centric (2050)
iii. Create a more local full-time community (2050)
2
ATTACHMENT A
b. Specific items for discussion requested by Commissioner Samuelian
i. Homelessness
7) ORGANIZATIONAL INNOVATION
a. Commission Goals:
i. GO Bond (2020)
ii. Technology and Innovation (2020)
8) ADJOURN
Complete 7
On Track 30
Ongoing 29
Minor Disruption 3
Major Disruption 1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Complete: The item has been finalized.
Ongoing: Program is continuous and
does not have defined start and end
dates.
Project Status
Status Descriptions
Maximize community communications: Convene quarterly meetings of HOA presidents with senior staff
Recruit and retain skilled CIO that can also lead on issues of innovation and customer experience
Full implementation of program management budget
Convention Center Campus: Collins Canal Park
Develop a plan to address aging drinking water and sanitary sewer infrastructure
Minor Disruption: Experiencing
challenges, however final expected date
will be met.
On Track: The project is progressing
and will be completed on time.
Baywalk - Other segments
Major Disruption: Experiencing
challenges and final completion date
project may be compromised.
Former Par 3 / Bayshore Park
600 Alton Park (Phase 1 complete in 30 months from executed DA)
Beachwalk: Middle Beach Beachwalk, Recreation Corridor PH 3
North Beach Oceanside Park Beachwalk
Convention Center Campus: Pride Park
Convention Center Campus: Art in Public Places
Improvement and expansion of parks programming and facilities through a Parks Master Plan
50% of all financial transactions with the city available online or automated (2 years)
Electronic plans filing for permitting purposes (2 years)
Fire Station #1 (within 4 years of site selection)
Implementation of Public Safety Radio System (12-14 months)
G.O. Bond Program: Complete 21 Quick Wins projects (12-14 months)
Bryon Carlyle
G.O. Bond Program: Ensure quality planning including performance measures, coordination with other projects and timely, on-
budget execution
Maurice Gibb Park full plan (complete within 4 years)
Ocean Drive Renovation (complete design work)
Lincoln Road Renovation (complete within 3 to 3.5 years after Notice to Proceed)
Remove the “pause” on sea level resiliency program and have projects fully underway in South/Mid/North beach (start
immediately upon completion of Jacobs’ analysis)
Create an educational campaign to address public perception of crime and the Police Department
Continue and improve the enhanced use of technology and crime data by the Police Department
Washington Avenue
PROGRESS REPORT OF CITY MANAGER CONTRACT ITEMS
41st Street
North Beach
Ocean Drive/ Mixed Entertainment District: Bring creative solutions to improve resident appeal, public safety perceptions and
business vibrancy
Customer Service: Improve BTR process
Complete
On Track
Complete
10%
Minor Disruption
4%
On Track
43%
Ongoing
42%
Major Disruption
1%
PROGRESS SUMMARY
Complete Minor Disruption On Track Ongoing Major Disruption
Page 1
ATTACHMENT B
PROGRESS REPORT OF CITY MANAGER CONTRACT ITEMS
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
Structure plan and identify financing for renovation of the Fillmore Theater
Chief Information Officer: Work to implement an open data program
Fiscal: Focus on long term viability of enterprise funds (e.g. Parking, Sanitation)
Fiscal: Explore strategic streamlining/outsourcing opportunities to control head count
Increased community outreach by the Police Department, including collaboration with neighborhood watch programs, private
security and community groups.
Maximize community communications: Real time outreach to new residents, including tours of city hall
North Beach Town Center
Ocean Terrace
Stormwater resilience program- Improve the quality of life enhancements, integrated planning, and execution of neighborhood
projects while enhancing engagement with the community
Work regionally to come up with plan to improve Biscayne Bay water quality
Implement controls to prevent issues of unpermitted work or work exceeding permits on city projects
Lincoln Road: Continue to work with BID to achieve robust cultural and arts programming
Enhance ongoing execution of core city services (e.g. public safety, Code enforcement, cleanliness, etc.), especially in the North
Beach neighborhood
Maximize community communications: Continue development of creative tools and drive utilization (e.g. Engagement Toolbox,
online forums, advisory polling, direct mail, Facebook Live)
Maximize community communications: Ensure residents have viable avenues of two-way conversation in anticipation of large
projects and/or necessary updates and emergencies via a comprehensive internal and external communications plan utilized by
all internal and external project information officers
Maximize community communications: More social media and media monitoring tools to ensure we are reaching our residents
and visitors
Work with GMCVB and Spectra to program MBCC with conventions and trade shows
Increased cultural offerings, including strengthening our existing cultural institutions, bringing the artists back, and elevating
the Collins Park cultural district
Minor Disruption
Fiscal: Explore more efficient management staffing and techniques
Leadership: Build senior leadership team capabilities for succession planning
Convention Center Hotel
Maximize community communications: More targeted marketing of city programs and cultural assets.
Leadership: Strategic plan that links Commission goals, management objectives, and the budget
Customer service: Streamline permitting and development review process
Fiscal: Improve the fiscal health of pensions, health care, and innovative risk management
Leadership: Serve as a strong CEO. Further drive the city agenda and ensure that my, and professional staff, expert point-of-
view are heard at all Commission hearings, including clear, concise recommendations on memos
Major Disruption
Improve mobility in our community: Advocate for and drive regional and creative solutions including the prompt implementation
of a successful (e.g. ridership), new dedicated Express Bus on the Julia Tuttle
North Beach Oceanside Park (complete within 4 years)
Baywalk (substantial progress toward completion of entire Baywalk): Pedestrian Bridge
Leadership: Increase the use of fact-based analyses with robust business cases to assess potential transactions (e.g. public-
private agreements) and also quantitative performance measures supporting after action analyses
Leadership: Integrate resilience and sustainability into the capital budget process
Customer Service: Address root causes of CMB reputation of being “hard to do business with”
Explore policies to better align city functions for the modern workforce, including work hours, travel, cell phones and social media
Leadership: Increased personal presence at key community meetings
Leadership: Encourage stronger staff voice and leadership– especially design and aesthetics
Leadership: Continue to fully embrace the new Office of Inspector General
On Track
Ongoing
Ocean Drive/ Mixed Entertainment District: Continue to zealously address bad operators and strictly enforce ordinances
Ocean Drive/ Mixed Entertainment District: Work with stakeholder (including a BID, if formed) to create higher end activation
and programming.
Continue to implement the Transportation Master Plan, expanding the city’s bicycle path network
Page 2
ATTACHMENT B
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
1
ATTACHMENT C
REPORT OVERVIEW
The following report includes detailed status updates of the items included in the City Manager’s
Performance Contract, effective April 1, 2019. They are the organization’s top priorities in support
of the City Commission goals.
There are 70 items within the contract, with seven of
the items complete, 30 on track, 29 ongoing, three
with minor disruptions, and one with a major
disruption affecting the deliverable timeline. These
contract priorities were integrated into the Miami
Beach Strategic Plan Through the Lens of Resilience,
adopted unanimously on July 17, 2019. They are
organized by the vision areas that are led by the City
Commission goals from the October 3, 2018 and
January 29, 2019 Goals Conferences.
VISION AREA: PROSPERITY
COMMISSION GOALS
A. Arts and culture (2050)
B. Attract local residents (2050)
C. Change nature of tourism (2050)
D. Education (2020)
E. North Beach Town Center (2020)
F. Tourism balance improvements (2020)
G. True City Center (2050) with MBCC Hotel and 17th Street Garage
H. 41st Street (2020)
1) Increased cultural offerings, including strengthening our existing cultural
institutions, bringing the artists back, and elevating the Collins Park cultural
district.
o Owner: Heather Shaw
o Status Update: Ongoing
o Project Description/ Scope: The Tourism and Culture department has re-
launched the Culture Crawl which is a city-wide cultural initiative driving
residents and tourists into our cultural institutions on the third Thursday of every
month, with free admission, dedicated trolley service and varied cultural
programming. As part of the Culture Crawl, the city is producing small cultural
VISION AREA PAGE
PROSPERITY 1
NEIGHBORHOODS 13
ENVIRONMENT AND
INFRASTRUCTURE
20
MOBILITY 24
ORGANIZATIONAL INNOVATION 29
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
2
ATTACHMENT C
installations in Collins Park to help rebuild awareness of the park as a Cultural
Center within Miami Beach. We have supported community led cultural
activations through grants, marketing and in-kind donations (tables, chairs,
stage, etc.).
o Update: The third Thursday of each month, Collins Park has been the
destination for site-specific performances commissioned by the city including
Cuban Classical Ballet of Miami original choregraphed dances as well as the
promotion of The Bass Museum exhibition by Haegue Yang, Lara Favaretto
and Michalene.
2) Structure plan and identify financing for renovation of the Fillmore at the Jackie
Gleason Theater.
o Owner: Adrian Morales
o Start Date: April 11, 2019
o End Date: TBD
o Status Update: On Track
o Project Description/ Scope: Fully renovate The Fillmore at the Jackie Gleason
Theater to include architectural, structural, mechanical and electrical
elements with Building Code compliance. Involves plumbing, fire protection,
acoustics and lighting.
o Update: Preliminary conversations with Live Nation senior management have
been had to discuss a letter of interest and a renewal agreement, and it has
been determined that Live Nation is willing to make a capital investment.
Conversations about potential funding sources and an RDA extension are
ongoing with the city’s Legal and Budget Departments. Meanwhile, CBRE is
contemplating valuation of a management agreement for The Fillmore.
3) Lincoln Road
A. Continue to work with BID to achieve robust cultural and arts programming.
o Owner: Heather Shaw
o Start Date: October 2019
o End Date: October 2020
o Percent Complete: 33%
o Status Update: Ongoing
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
3
ATTACHMENT C
o Project Description/ Scope: Leveraging the access to cultural institutions on
and around Lincoln Road to engage tourists, drive business, promote public
art and cultural programming. As part of this effort, cultural institutions such
as Miami Beach Urban Studios, FIU, New World Symphony, Oolite Arts,
Department of Reflection and Miami New Drama offer informal pop-up
performances, tours and immersive cultural experiences.
o Update: In collaboration with the Miami City Ballet, the city performed a series
of shows at the Colony Theater with special discounts for residents. In
addition, Lincoln Road cultural institutions continue to participate in the
monthly Culture Crawl and contribute to exposing residents, tourists and
visitors to a diverse collection of talks, screenings, exhibits and
groundbreaking theater.
4) Work with GMCVB and Spectra to program MBCC with conventions and trade
shows.
o Owner: Heather Shaw
o Start Date: October 2019
o End Date: October 2020
o Status Update: Ongoing
o Project Description/ Scope: GMCVB sales activities are on target to achieve
the prospect and tentative sales goals, and ahead of pace to reach the annual
goals. The GMCVB alone has over 1,200 prospect and over 200 tentative
sales opportunities. Prospect and tentative sales opportunities are on target
to outperform established goals by 130% and 188% respectively.
o Update: The city, GMCVB and Spectra are finalizing new marketing materials
and campaigns with key messaging for disparate stakeholders/audiences.
Messaging is being disseminated through direct and targeted channels that
go above and beyond our focused P1 and P2 business (boutique hotel
meetings, galas, weddings, etc.).
5) Ocean Drive/ Mixed Entertainment District
A. Bring creative solutions to improve resident appeal, public safety perceptions
and business vibrancy.
o Owner: Amy Mehu
o Status Update: Ongoing
o Project Description/ Scope: Implement solutions to develop a more positive
image and attitude towards the Ocean Drive/Entertainment District area.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
4
ATTACHMENT C
o Update: Concerns were raised by staff, businesses and residential
communities about over-loitering and vagrant activities on café furniture past
operation hours. An item was approved by City Commission in February of
2020 that requires the stacking and securing of café furniture on the right-of-
way.
B. Continue to zealously address bad operators and strictly enforce ordinances.
o Owner: Amy Mehu
o Status Update: Ongoing
o Project Description/ Scope: Decrease and deter bad operator behavior on
Ocean Drive/Entertainment District with stricter code enforcement and
heavier oversight.
o Update: Staff has worked with the City Attorney’s Office to revise portions of
the code that address unscrupulous operator behavior to create the Sidewalk
Café Code of Conduct, which was adopted by the City Commission on
September 11, 2019 (Ordinance 2019-4294). The code addresses
solicitations, which is a frequent complaint by patrons and visitors of Ocean
Drive. Since October, the code has issued 46 violations under the new
ordinance, resulting in 13 sidewalk café permit suspensions. The secret
shopper program for cafes begins at the start of the next quarter. Results of
those findings will be shared quarterly to hold operators accountable for
violations.
C. Work with stakeholder (including a BID, if formed) to create higher end
activation and programming.
o Owner: Amy Mehu
o Status Update: Ongoing
o Project Description/ Scope: Increase and expand on business/cultural/event
activations that create a positive image for the area and are in-line with
stakeholder ideas.
o Update: Prism programming in Lummus Park has been well-received and well-
attended and the weekly Lummus Park Artisanal Market has been growing
successfully, exceeding its annual fiscal expectations within its first 6 months
of existence.
Ocean Drive was one of the most highly visible settings in the world for Super
Bowl 2020, with major media outlets broadcasting live 12 hours-a-day from
temporary studios with Ocean Drive as the backdrop. Tourism and Culture led
the city-wide multi-agency taskforce to ensure successful implementation of
activations for the Super Bowl March 2020.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
5
ATTACHMENT C
6) North Beach Town Center/Byron Carlyle/Ocean Terrace (substantial progress on
each)
A. Town Center
o Owner: Tom Mooney
o Project Status: Ongoing
o Project Description/ Scope: On November 14, 2018, the City Commission adopted
ordinance 2018-4224, establishing the Town Center – Central Core (TC-C) zoning
district. Pursuant to the recommendations of the North Beach Master Plan, as well
as a voter approved increase in FAR for the area, the ordinance created the
framework for large parcel development, as well as the introduction of mixed uses
and expanded types of housing and commercial uses.
o Update: A total of two projects have been approved within the
North Beach Town Center (NB-TCC):
6970 Collins Avenue – Las Vegas Beach, File No. DRB19-0415 Approved on
September 3, 2019, located at 6970 Collins Avenue, 55’ tall, mixed use building,
21 dwelling units (of which 21 are co-living units), 3,685 SF restaurant.
72ND & PARK File No. DRB19-0407, Approved on October 2, 2019, located at
7145 Carlyle Avenue, 220’ tall, mixed use tower, 270 dwelling units (of which 121
are co-living units), 12,035 SF of retail.
There are two additional projects approved under the previous (TC-1) code that
are still active:
71+Collins Hotel & Condo File No. DRB18-0236, Approved on June 5, 2018,
Located at 7118-7114 Collins Ave, Sylvia Coltrane, 125’ tall, mixed-use building,
24 dwelling units, 187 hotel rooms, 18,520 SF of retail/restaurant. Potential
modifications in permit with this application have been made to change of use to
incorporate 168 co-living units
New Addition of Golden Mile Shoppes, File No. DRB 23207, Approved on
November 3, 2015, Approval extended on November 1, 2018 through file no.
DRB17-0126, located at 6930 Collins Avenue, 51’ 3-story rear addition to an
existing 1 story retail building, 13,453 SF of office/restaurant use
One project is under review within the NB-TCC:
71 NOBE – WEST PARCEL, File No. DRB19-0424, ARIA
Review in progress – expected approval March 03 2020 DRB.
Tentative Program, 168’ tall, mixed use tower, 170 dwelling units, and one 30K
retail box (expected Target store).
One project has been reviewed within the NB-TCC, but is currently on hold:
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
6
ATTACHMENT C
6985 ABBOTT AVENUE, File No. DRB-0462, City National Bank and Gidney
building Review in progress-Expected approval tbd
Tentative Program: pending
One project has been scheduled for review by the DRB within the NB-TCC:
7117 BYRON AVENUE, File No. DRB19-0482, FINVARB/alley
Review in progress – tentative approval: April 07, 2020
Tentative program: New mixed-use: 250 units (150 co-living), 6200k SF retail.
One additional project has been preliminarily reviewed within the NB-TCC:
71st Street and ICD Development at Indian Creek Drive, GALBUT
Review in progress – tentative approval: TBD
Tentative program: includes co-living units
B. Byron Carlyle
o Owner: Tom Mooney
o Status: On Track
o Project Description/ Scope: On January 16, 2019, the City Commission approved
issuance of the Request for Proposals (RFP) for the development of a mixed-use
project with cultural component (Byron Carlyle Theater). The city received
proposals in response to the RFP from the following two (2) firms: Menin
Hospitality (number two) and KGTC, LLC, Pacific Star Capital, LLC (number
one). The City Commission authorized the City Manager’s recommendation to
negotiate with both parties simultaneously to determine the best overall package
to the city in terms of public benefit, income and truly viable and achievable
economic activity for the City’s long-term vision based on the North Beach plan.
o Update: The City met with both teams on January 6, 2020 to discuss key elements
of each of the proposed projects. Staff requested additional information from the
proposers to better evaluate their submissions. The City’s real estate advisory
consultants, CBRE, Inc., assisted staff with questions regarding to revenue
proposal, project costs, programming and uses, and public benefits and the
cultural component. Staff is working with Procurement to evaluate the proposals
and determine if additional procurement is needed.
C. Ocean Terrace
o Owner: Tom Mooney
o Status Update: Ongoing
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
7
ATTACHMENT C
o Project Description/ Scope: The development of a public park along the entirety of
Ocean Terrace, in conjunction with the redevelopment of private properties in the
7400 block of Ocean Terrace. The scope of the project has been approved
pursuant to a Development Agreement, and the private property owner has agreed
to subsidize the design, permitting and construction of the Ocean Terrace public
park improvements.
o Update: On November 18, 2019, the Development Team submitted initial plans
and documents as part of the HPB application for the Ocean Terrace Park project
(HPB19-0361) and on December 16, 2019, the team submitted revised plans and
documents for this project. Also, on December 16, 2019, the Development Team
submitted a separate HPB application for the design of the new proposed hotel
tower (HPB19-0363). Both applications are currently under review. It was
previously anticipated that the Ocean Terrace Park application would be placed
on the March 10, 2020 agenda of the HPB. However, the applicant has put both
applications on hold.
7) Ocean Drive renovation (design work completed)
o Owner: Amy Mehu
o Start Date: TBD
o End Date: TBD
o Percent Complete (Construction): 0%
o Status Update: On Track
o Project Description/ Scope: Reconstruct Ocean Drive with a full street re-design to
make ADA-pedestrian-friendly with limited vehicle access, upgraded landscaping
and drainage. This is a G.O. Bond Program project with a $20 million budget. This
project is in Tranches 2, 3 and 4, so funds do not become available until bond
issuances in 2022, 2025 and 2028.
o Update: Staff has met with stakeholders and is in the process of negotiating a
contract with Zyscovich, Inc. for a land use, mobility, and economic development
study for the entertainment district (MXE). Staff is currently finalizing the scope of
work and budget for the study which will integrate previous visions for Ocean Drive
and engage community/business stakeholders. This includes assessing a pilot
proposal that would suspend vehicular traffic on at least parts of Ocean Drive for
pedestrian use.
o The City Commission approved the formation of the South Beach Business
Improvement District (BID) on January 15, 2020. On February 12, 2020 the City
Commission approved commencing elections for property owners in the proposed
district. The purpose of the elections is to vote whether or not to approve the
creation a BID, including their consent to annual assessment as a means to
subsidize the BID. The election will happen in the summer of 2020 and, if approved
by vote of the property owners, the BID would then be created by the City
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
8
ATTACHMENT C
Commission in the fall/ winter.
8) Lincoln Rd renovation (completed within 3 to 3.5 years after Notice to Proceed)
o Owner: David Martinez
o Construction Start Date: Winter 2020
o Construction End Date: Winter 2025
o Percent Complete (Construction): 0%
o Status Update: On Track
o Project Description/ Scope: Refurbishment of Lincoln Road pedestrian mall from
Washington Avenue to Lenox Avenue. Work will consist of new lighting,
refurbishing pedestrian surfaces, follies and water features, new street furnishings,
healthy tree fertilization systems, milling and resurfacing pavement surfaces, and
cross walk enhancements.
o Update: After a long delay to the project related to funding (the BID’s contribution)
and estimated construction costs, the City Commission provided direction to
proceed with the project as designed, with minor modifications. This direction also
impacted the project duration, as the original 3 to 3.5-year timeline assumed a
reduced scope for the project. A project duration of 6-9 months per block is
anticipated. The design team is addressing permitting comments and preparing
the bid documents. The project is fully designed and is currently in the permitting
phase. A guaranteed maximum price amendment is expected to be presented to
the Commission this Fall of 2020 and construction is expected to begin in the
Winter of 2020. The BID is working on the expansion of its tax base to fund
significant programming dollars over ten years.
9) Convention Center Hotel (complete by Art Basel 2022)
o Owner: Maria Hernandez
o Start Date: Early Site Prep: June 2020; Hotel Start: May 2021
o End Date: Late 2023
o Percent Complete (Construction): 0%
o Status Update: Major Disruption from original 2022 Art Basel milestone
o Project Description/ Scope: In November 2018, the residents of Miami Beach voted
over 60% in favor of a 99-year development and ground lease agreement with the
City for construction of an 800-room hotel on a 2.5-acre site adjacent to the Jackie
Gleason Theater. The hotel developer is MB Mixed Use Investment, LLC., a
partnership between Jackie Soffer, Principal of Turnberry, and David Martin,
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
9
ATTACHMENT C
President of Terra. The hotel would be connected via a skybridge directly into the
2nd level of the Convention Center.
o Update: During 2019, the administration expedited and facilitated all city approvals
required (DRB, Land Use, Planning Board) for the hotel developer to obtain
permits and break ground on the hotel project as quickly as possible. The hotel
developer’s financing is scheduled to close by the 2nd quarter of 2021. There is an
extensive amount of early work required to make the site ready for construction of
the hotel, and in order to further assist the developer to accomplish this prior to
closing, the administration negotiated an Early Access Agreement which allows
the developer to commence this work. The early work includes several separate
permitted projects to be executed on the site (tree relocation, FP&L duct bank
construction, stormwater culvert construction, Fillmore loading dock reconstruction
and partial demolition, and fire alarm panel work, and demolition of the 555
Building).The hotel flag, Grand Hyatt, was announced on February 24, 2020 at the
State of the City address. The city is waiting for final comments from the developer
with respect to the agreement.
10) MBCC parks and AIPP (by Art Basel 2019)
A. Pride Park
o Owner: David Martinez
o Start Date: April 2019
o End Date: March 2020
o Percent Complete: 97%
o Status Update: Complete
o Project Description/ Scope: Development of a new 5.8-acre park, replacing the
existing surface parking lot located across the street from the newly renovated
Convention Center. The park includes open lawn spaces, shaded areas,
walkways, lighting, a veteran's plaza, a public restroom facility, and a flexible area
space.
o Update: Substantially completed by Art Basel 2019 and was ready for use by
Design Miami. Contractor is completing punch list and miscellaneous items and
final CO is pending.
11) Collins Canal Park
a. Owner: Maria Hernandez
b. Start Date: August 2018
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
10
ATTACHMENT C
c. End Date: October 2019
d. Percent Complete: 100%
e. Status Update: Complete
f. Project Description/ Scope: Development of a new 3.2 acre resilient linear
park along Collins Canal, creating a shaded, lush corridor that connects the
Collins Park Neighborhood with the Convention Center District. Circulation
routes for both pedestrians and cyclists were created with shady, natural
pathways for pedestrians to meander through native vegetation and public art.
The project also included improvements to account for flood protection
requirements based upon current sea level rise projections and a restored
Mangrove habitat along the canal edge.
g. Update: Project complete. Park opened to the public prior to Art Basel.
12) AiPP within the MBCC Campus
h. Owner: Maria Hernandez / Brandi Reddick
i. Start Date: March 2018
j. End Date: November 2019
k. Percent Complete: 100%
l. Status Update: Complete
m. Project Description/ Scope: A total of 6 permanent, site specific, public art
projects by world class contemporary artists totaling $7.1 million installed
within and around the MBCC campus.
n. Update: All 6 public art installations were completed and opened to the public
prior to Art Basel 2019.
13) Make significant progress on neighborhood revitalization and master plans (e.g.
Washington Avenue, 41st street, and North Beach).
A. Washington Ave
o Owner: Amy Mehu
o Start Date: Jan 2019
o End Date: TBD
o Status Update: On Track
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
11
ATTACHMENT C
o Project Description/ Scope: At the Washington Avenue workshop in early
2019, the Commission requested that administration evaluate
transportation, mobility and the economic development of Washington,
Collins and Ocean Drive as a whole.
o Update: In December, the City Commission passed a resolution to
authorize the administration to use identified funds to print and install
storefront covers citywide. Since then, staff has worked in partnership with
the city vendor and property owners to install 11 new storefront covers on
Washington Avenue and four on Collins Avenue. Staff will continue to work
with property owners to install the covers throughout the city, update the
store front vacancy registry, and recruit new tenants to the spaces.
B. 41st Street
o Owner: Amy Mehu
o Start Date: Jan 2019
o End Date: August 2020
o Status Update: On Track
o Project Description/ Scope: Revitalize the 41st Street Corridor with
neighborhood landscaping and infrastructure improvements such as new
high-tech street lighting, tree canopy and new streetscape designs for
better public transportation, pedestrian and driving mobility.
o Status: This project is in Tranche 1-4, which is programmed between the
years 2019-2031. Staff is currently working with AECOM Technical
Services to develop a Master Action Schedule that will evaluate and
provide a feasibility report of the Alta Gehl Vision plan within the context of
the Transportation Master Plan, FDOT design standards and Miami Dade
County transit plans for the corridor. AECOM will coordinate meetings with
stakeholders throughout the city to prioritize projects, funding and
implementation.
C. North Beach
o Owner: Amy Mehu
o Start Date: Jan 2019
o End Date: Spring 2021
o Status Update: On Track
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
12
ATTACHMENT C
o Project Description/ Scope: In July 2019, the City Commission adopted
Resolution 2019-30892, which directed the City Manager to transmit a
finding of necessity (FoN) report to Miami-Dade County and request that
the County declare a community redevelopment agency (CRA) in North
Beach, in accordance with Chapter 163, Florida Statutes. On October 31,
2019, staff presented the FoN for the proposed North Beach CRA to the
County’s Tax Increment Financing and Coordinating Committee. The
County committee made a motion to expand the CRA’s geographic
boundary to include the Crespi and North Shore areas and move the
proposal forward to another County committee for consideration—subject
to the City Commission approving a resolution for the boundary expansion.
o Status Update: Staff has increased its efforts to educate the public about
the public purpose of the CRA and how it will implement the quality of life
projects and initiatives envisioned by the North Beach Master Plan. In
addition to meeting with neighborhood and community associations and
attendance at public events, Economic Development staff has set up walk-
in office hours at the North Beach Building department annex and held a
community meeting on Tuesday, February 18th. City staff will be proposing
the creation of a CRA advisory committee to work with staff to develop the
implementation plan for the North Beach CRA once it is approved by the
City Commission. The goal is for the City Commission to adopt a boundary
expansion at its March 18th meeting.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
13
ATTACHMENT C
VISION AREA: NEIGHBORHOODS
COMMISSION GOALS
A. Crime improvements (2020)
B. Clean/ beautify (2020)
C. Create a strong local community (2050)
14) Former Par 3 / Bayshore Park (complete within four-years of employment
agreement)
o Owner: David Martinez
o Construction Start Date: December 2020
o Construction End Date: June 2022
o Percent Complete (Construction): 0%
o Status Update: On Track
o Project Description/ Scope: Develop a brand-new park space with environmental
remediation and resiliency components; construct an outdoor amphitheater, a
walking trail with a lake overlook, tennis courts and restroom facility, a pavilion
shade structure, a dog park, a vita course, a playground, and a butterfly garden.
This project was awarded $15.7 million from the G.O. Bond Program.
o Update: The Bayshore Park project (formerly Par 3) is 90% designed with the
intent of completing and issuing the construction documents as soon as permits
are received from the County. The permitting of the project is delayed due to
contamination related to the former golf course use and concerns related to storing
water on a site with identified contamination. Staff is exploring creative ways to
keep the intent of using the park as blue/green infrastructure while still being
sensitive to the contamination issue.
Staff continues to meet with DERM to address challenges regarding the
sustainable and resilient components. Coordination with DERM will continue, but
the anticipated end date for construction is still expected for within four years.
15) 600 Alton Park (Phase 1 complete in 30 months from executed DA)
o Owner: Eric Carpenter
o Construction Start Date: July 2020
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
14
ATTACHMENT C
o Construction End Date: The earlier of three years from the time
building permit is issued or four years from development
agreement.
o Percent Complete: (Construction): 0
o Status Update: On Track
o Project Description/ Scope: 3-acre park buildout with playground, exercise
equipment and significant water management/sustainable infrastructure.
o Update: The Development Agreement (DA) has been executed and Commission-
approved, as of the February Commission meeting. The park construction permits
proceed now first, followed by permitting for the construction of the pavilion and
tower. Work is required to begin no later than 30 days following the City’s issuance
of the building permit for the park project with the City agreeing to expedite its
review of the plans.
16) North Beach Oceanside Park (complete within 4 years)
o Owner: David Martinez
o Construction Start Date: Winter 2020
o Construction End Date: Summer 2022
o Percent Complete (Construction): 0%
o Status Update: Minor Disruption
o Project Description/ Scope: The park is located between 87th St. on the north, 79th
St. on the south, Collins Ave on the west and the Beachwalk on the east and spans
an area of 27.89 acres. Park improvements include but are not limited to expanded
path networks, revitalized landscaping, new signage, cosmetic refurbishment of
the existing restrooms, ornamental entrance gates, lighting and security camera
infrastructure, new playground equipment, new beach showers, turtle friendly
lighting and refurbished picnic shelters.
o Update: The bid documents resulted in four proposals that significantly exceeded
the budget. As a result, we have reached out to the construction industry to
determine why pricing was so high, and we are working with the design team to
make modifications. The construction should take no more than 12-18 months
once a contract is signed; therefore, it is still on schedule.
17) Maurice Gibb Park full plan (complete within 4 years)
o Owner: David Martinez
o Construction Start Date: January 2021
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
15
ATTACHMENT C
o Construction End Date: August 2022
o Percent Complete (Construction): 0%
o Status Update: On Track
o Project Description/ Scope: Construct new walking paths, additional fishing pier, a
dog park and a large bay overlook; replace the current playground with a custom-
made music-themed play structure; increase park resiliency with soil remediation,
irrigation and natural landscaping fixes. This project is partially funded by the G.O.
Bond Program in the amount of $3.3 million.
o Update: Anticipate submittal of the 90% design documents to the Building
Department by March to begin the City’s permitting process. Permitting by DERM,
FDEP, Army Corps of Engineers (ACOE), Miami-Dade Traffic Division, and Urban
Forestry is underway. The critical path is obtaining the ACOE permit. Permit
issuance is expected by September 2020. This being the case, we anticipate
starting the procurement process this summer and awarding a contract by the end
of 2020 (after obtaining the ACOE permit). Project completion would then be
expected the first half of 2022 which is on track for an on-time completion.
18) Fire Station #1 (within 4 years of site selection)
o Owner: David Martinez
o Construction Start Date: January 2022
o Construction End Date: March 2023
o Percent Complete (Construction): 0%
o Status Update: On Track
o Project Description/ Scope: Replace the deteriorated Fire Station #1 facility with
a new and larger LEED-certified and category 5 building in a location that expands
emergency coverage in South Beach and includes space for a 911 call center.
This is funded by the G.O. Bond Program with a $10 million budget.
o Update: Due to many factors that include quick response times, minimal traffic
disruption, geographic coverage, adequate size, the 833 6th Street location was
identified as the optimal location for our Fire Department. After two public
discussions with HPB last year, staff has proceeded with a design for the Fire
Station on the South Shore Community Center site. The Construction Manager at
Risk (CMAR) contract was approved at the January Commission meeting. The
Architect of Record is finalizing the project site analysis and coordinating the
schematic building footprint with planning and zoning requirements before
submitting it for review to internal city departments. It is anticipated that the city will
have a 30% design ready for submittal to HPB by May.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
16
ATTACHMENT C
o Meanwhile, staff continues to work on relocation plans for the service organizations
that are current tenants of the South Shore Community Center. Several options
are being considered for the temporary and/or permanent relocations of each
tenant (with particular attention on an finding an exceptional new home for the
Rainbow Intergenerational Childcare). As staff confirms the feasibility of options,
all impacted organizations and community groups will continue to be engaged in a
collaborative decision-making process. At this time, all leases have been renewed
for another year and will be renewed in 2021 with a month-to-month extension
likely to be offered after the 2nd year is up. Ultimately, the city will have a
comprehensive project plan that results in the continuation of important services,
significant public safety improvements and historic property preservations for the
South Shore Center service area.
19) Improve quality of life for residents
A. Enhance ongoing execution of core city services (e.g. public safety, Code
enforcement, cleanliness, etc.), especially in the North Beach neighborhood
o Owner: Hernan Cardeno
o Status Update: Ongoing
o Project Description/ Scope: A North End Enhancement Team (NEET) was
created to address cleanliness and beautification in the North Beach areas
from a multi-departmental approach. The effort is led by Code Compliance,
augmented by Police, Public Works Sanitation and Green Space, Parks and
Recreation, Property Management, and Transportation and Mobility. The
NEET Team identifies specific areas of need and focuses all efforts on targeted
improvements.
o Update: Staff will continue to improve cleanliness in the neighborhoods with
the North End Enhancement Team (NEET). Locating dedicated code officers
at the North Beach Building Department Annex has resulted in increased
compliance activities. Cleanliness has also improved through the street
sweeping program.
20) Improvement and expansion of Parks programming and facilities through a Parks
Master Plan.
o Owner: John Rebar
o Start Date: April 2019
o End Date: Spring 2020
o Percent Complete: 50%
o Status Update: On Track
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
17
ATTACHMENT C
o Project Description/ Scope: The Parks and Recreation Master Plan will include
a needs and priorities assessment of all parks, a short term and long-term
vision for park grounds, facilities and recreational programming, and an athletic
master plan.
o Update: The Parks Master Plan is currently being updated in-house through,
but not limited to, a series of individual park plans, reporting on citywide statistic
and demographic changes, changes in recreational trends, long range capital
needs assessments, customer surveys, and supply and demand for
recreational programs. The city continues to open new parks, such as the
pocket park in Sunset Harbour and the Altos del Mar park.
21) Implementation of Public Safety Radio System (12-14 months)
o Owner: Chief Virgil Fernandez
o End Date: March 2020
o Percent Complete (Installation): 75%
o Status Update: On Track
o Project Description/ Scope: Replace the city's outdated Motorola analog radio
system with a new Harris Corporation satellite radio system, giving first responders
access to a state-of-the-art emergency communications technology network with
high tech functions such as seamless interoperability and encrypted data. This is
a $10 million G.O. Bond-funded “quick win” project.
o Update: All equipment has been purchased and the installation is approximately
75% complete. The Fire Department will have a “soft launch” in April where both
systems will be live to make a proper transition and to allow users to get
accustomed to the new technology. The new system will fully go live in June.
22) Create an educational campaign to address public perception of crime and the
Police Department
o Owner: Chief Clements
o Status Update: On Track
o Project Description/ Scope: MBPD is creating a partnership for crime prevention
through community interaction, which will build on the slogan “You plus me =
MBPD”. The slogan encourages the community to communicate priorities and
collaborate on solutions.
o Update: Next steps include the development of a police-specific webpage and
increased social media activity. This is hoped to be rolled out by the second quarter
of FY 2020. MBPD will utilize city communication resources for publicity - radio
spots, MBTV, wrapping transit buses, etc. Crime prevention tips will be
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
18
ATTACHMENT C
broadcasted through the Parks Smart Initiative. The Communications Department
will trademark the slogan and a new logo.
23) Continue and improve the enhanced use of technology and crime data by the
Police Department
o Owner: Chief Rick Clements
o Start Date: Ongoing
o End Date: Ongoing
o Percent Complete: N/A
o Status Update: On Track
o Project Description/ Scope: Leverage and implement modern
technologies.
o Update: With significant funds in the G.O. Bond Program for technology-
enhancing projects, MBPD has been very engaged with G.O. Bond
implementation meetings and plans. Stationary LPRs have been installed at
city entrances (MacArthur Cswy, Julia Tutle, 71 St.), adding to the 10 on
vehicles, eight in other fixed locations and three on mobile trailers. 20 additional
strategic locations to be added later in Tranche 1. Lummus Park/Ocean Drive
security cameras will double in amount by expected completed installment in
April 2020. Washington/Collins Avenue and Beachwalk camera installations
ready to be installed immediately after the Lummus Park connectivity project
wraps up. Business district locations will see additional camera installments
later in Tranche 1, which is being coordinated with Transportation and Public
Works Departments.
Cameras are also being installed to expand coverage on public park and
building premises, including at Scott Rakow and North Shore Youth Centers,
the 1755 Customer Service Center, at City Hall and all enclosed parking
facilities. Additional plans are being developed with CIP to increase security in
future projects such as North Beach Oceanside Park, Convention Center Park,
Lincoln Road.
Also working in partnership with the IT Department to develop the vision to
have a CCTV system that enhances public safety where large number of
people traverse along with city owned locations/public amenities including:
▪ Scott Rakow Youth Center Camera Project Phase
▪ Colony Theatre Camera Deployment
▪ City Hall Camera Project Phase 2
▪ North Beach Tennis Center Camera Deployment
▪ Lincoln Ct. Pedestrian Bridge Cameras
▪ Pride Park Camera Underground Infrastructure Additionally, federal
JAG funds have been utilized to procure and implement video analytics
that reduces video review time. The Technical Operations Unit
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
19
ATTACHMENT C
continues to strategically implement technologies that will serve the
department well in standing up a Real Time Crime Center (RTCC)
which will eventually operate out of the new Fire Station #1 facilities.
24) Increased community outreach by the Police Department, including collaboration
with neighborhood watch programs, private security and community groups.
o Owner: Chief Clements
o Start Date: July 2019
o Status Update: Ongoing
o Project Description/ Scope: The Neighborhood Affairs Division (NAD) was created
to increase the quality of communications with the community and the level of
collaboration between departments. This new unit will also ensure that residents
are fully informed and educated on everything they need to know.
o Update: The following is a list of Community Affairs Unit projects and initiatives:
Accomplished: 6th Street Block Party; Bagels and Badges @ Einstein’s Bagels;
Smoothie with a Cop; Winter Wonderland; Four Freedoms Holiday Cheer;
Rebecca Towers Holiday Party; NoBe Community Meetings; Milonga Event at
the NoBe Town Center; South Pointe Elementary Holiday Party; Theft & Fraud
Prevention at Normandy Shores; Veteran’s Day Parade; Marine Board
Community Meetings; Nationally Recognized Homeless Outreach Program; The
Marchman Act Program (which has 7 current enrollees, 33 total participants
since program inception and 22 successful graduates to date); and Community
Trainings for the Citizens Police Academy, Girl Scouts, and various Women’s
Self-Defense and Active Shooter Presentations.
In Progress or Planned: Continue to attend HOA meetings; continue to
collaborate with the Ocean Drive, Lincoln Road, Washington Avenue, and 41st
Street Business Associations; continue to coordinate with security directors from
major venues throughout the city; continue to conduct Active Threat/Critical
Incident Training for houses of worship and businesses; continue to provide
CPTED based crime prevention evaluations upon request; continue to provide
excellent Homeless Outreach services; continue to provide secure environment
and youth outreach in our schools; participate in Big Brothers/Big Sisters and
Kindergarten Cops programs.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
20
ATTACHMENT C
VISION AREA: ENVIRONMENT &
INFRASTRUCTURE
COMMISSION GOALS
A. Clean water strategy (2020)
B. Improved Infrastructure (2050)
C. Stormwater, water, and sewer planning (2020)
25) Remove the “pause” on sea level resiliency program and have projects fully
underway in South/Mid/North beach (start immediately upon completion of
Jacobs’ analysis)
o Owner: Roy Coley
o Start Date: June 2019
o End Date: March 2020
o Status Update: On Track
o Project Description/ Scope: Jacobs Engineering was contracted to perform a multi-
task workorder to 1) consider how blue-green infrastructure can be specifically
utilized in the City of Miami Beach to support the stormwater program 2) evaluate
the city’s road elevation strategy and provide recommendations from a scientific
perspective 3) develop a prioritization list of City projects and formulate a criteria
to rank projects in the future. Jacobs is on-track to present their findings and
recommendations to Commission in the Spring of 2020.
o Update: Jacobs Engineering is completing the final phase of their research – public
outreach. A second public meeting was held January 21, 2020 to present the key
elements of the road elevation strategy and project prioritization matrix to the
community, and capture feedback about resident concerns regarding both topics.
Jacobs work was also discussed at the January 27, 2020 Commission Retreat.
Upon adoption by Commission, the Jacobs Engineering recommendations will
play an integral role in establishing a path forward for the next neighborhood
improvement projects.
26) Stormwater/resiliency program
A. Improve the quality of life enhancements, integrated planning, and execution of
neighborhood projects while enhancing engagement with the community
o Owner: Amy Knowles
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
21
ATTACHMENT C
o Status Update: Ongoing
o Project Description/ Scope: The city hosted the Urban Land Institute to review the
stormwater management program and the city continues to implement the
recommendations.
o Update: The City Manager created the READY Team in response to the Urban
Land Institute recommendations. The Columbia Accelerator for West Avenue
incorporated this interdisciplinary approach and integrated significant stakeholder
feedback. The Resilient Integrated Strategic Engagement (RISE) Guide was
adopted by the City Commission in October of 2019. The Business Case Analysis
of the Stormwater Program was completed in January of 2020, illustrated the
significant benefits of investing in flood risk reduction.
27) Develop a plan to address aging drinking water and sanitary sewer infrastructure.
o Owner: Roy Coley
o Start Date: January 2019
o End Date: December 2019
o Status Update: Complete
o Project Description/ Scope: Conduct a full assessment and develop a plan for the
aging water and sanitary sewer infrastructure.
o Update: Public Works worked with engineering firm Hazen and Sawyer to assess
the system, and develop the Water and Sewer Masterplans to ensure reliable
operation of systems through 2045. The system-wide evaluation identified
potential failure risks and delivered a series of improvement recommendations to
increase water capacity (fire flows), replace or rehabilitate deteriorated elements
that have reached their end of life, and investigate further to mitigate other
impending problems and prevent sewage spills and leaks. The Masterplans were
presented to the Sustainability and Resilience Committee on October 23, 2019 and
are on the City Commission Agenda for January 15, 2020, when they will be
referred to the Finance Committee to determine a funding path.
28) Work regionally to come up with plan to improve Biscayne Bay water quality.
o Owner: Betsy Wheaton
o Start Date: February 2019
o Status Update: Ongoing
o Project Description/ Scope: Develop a strategy that work towards improving the
water quality of Biscayne Bay.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
22
ATTACHMENT C
o Update: The Environment & Sustainability Department developed a clean water
strategy for the city that outlines past efforts, proposed next steps, and partners
with the regional stakeholders improve the water quality of Biscayne Bay.
o The Miami-Dade State Attorney’s Office released a Grand Jury Report on August
8, 2019, about the health of Biscayne Bay, citing factors like the Miami-Dade
County aging wastewater infrastructure, septic tanks, debris, and excessive
nutrients.
o Miami-Dade County established the Biscayne Bay Task Force in February 2019
to formalize collaboration and exchange ideas addressing concerns related to
Biscayne Bay among Miami-Dade County, agency partners, non-profit groups, and
other stakeholders. The goals of the Task Force are to develop restoration,
enhancement, and resilience strategies; to study; and, address potential ecological
concerns such as algal blooms, changes in biotic communities, seagrass die-offs,
sea level rise, and water quality. On September 9, 2019 the Miami Beach
presented an overview of the city’s efforts in protecting Biscayne Bay. The Task
Force applauded the city’s efforts and regional leadership in pollution prevention,
flood mitigation efforts, stormwater management, and data gathering. The
Biscayne Bay Task Force is anticipated to finalize recommendations by May 2020.
o On September 20, 2019, staff participated in the Biscayne Bay Health Summit.
Miami Beach continues to go above and beyond regulatory requirements, allocates
funding for water quality monitoring, infrastructure, maintenance, and looks
forward to the Biscayne Bay Task Force recommendations.
o The city is leading the effort, in collaboration with the Greater Miami & the Beaches
Resilience Strategy and MetroLab, to host a Resilience Accelerator focusing on
Biscayne Bay. Columbia University and Resilient Cities Catalyst will be part of this
effort to help drive action following the recommendations from the Biscayne Bay
Task Force. The event is anticipated for Summer/Fall 2020.
o Through the Healthy Beaches Program, the Florida Department of Health monitors
the water quality at five locations along the Atlantic coast to ensure our beaches
are safe for public. In January 2020, the city worked with FDOH to add an
additional weekly monitoring station at the public boat launch and future kayak
launch at Maurice Gibb Park.
o The Environment & Sustainability Department is working with Marketing and
Communications Department to launch an educational campaign in late Spring
focusing on Biscayne Bay.
29) Implement controls to prevent issues of unpermitted work or work exceeding
permits on city projects
o Owner: Eric Carpenter
o Status Update: Ongoing
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
23
ATTACHMENT C
o Project Description/ Scope: The implementation of a collaborative approach to
designing and permitting construction projects between Public Works, CIP and
Environment and Sustainability Departments has created the checks and
balances necessary to make sure that no one Department, employee or
contractor is overlooking or circumventing necessary regulatory steps.
o Update: Staff will work with the Inspector General to incorporate clear direction
to contractors in pre-construction meetings that no city staff member has the
authority to direct them to perform work without necessary permits.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
24
ATTACHMENT C
VISION AREA: MOBILITY
COMMISSION GOALS
A. Become less car centric (2050)
B. Attract and keep young families (2050)
30) Beachwalk (complete within 3 years)
A. Middle Beach Beachwalk, Recreation Corridor PH 3
o Owner: David Martinez
o Construction Start Date: November 2019
o Construction End Date: February 2021
o Percent Complete (Construction): 10%
o Status Update: On Track
o Project Description/ Scope: Replace the current wooden boardwalk structure that
exists between 24th Street and 45th Street with an on-grade pedestrian pathway
that connects Mid Beach with South Beach and North Beach Beachwalk portions
- providing one seamless oceanside pathway that stretches from 1st Street to 87th
Street. This project has $4.5 million from the G.O. Bond and is also being done in
partnership with FDOT and the Federal Highway Administration.
o Update: Construction started on 11/18/2019.The construction sequencing will start
on the South end and will move North. Full construction is expected to be
completed by February 2021 but portions of the new paver pathway may be able
to be opened sooner to minimize disruption as each section get finished.
31) North Beach Oceanside Park Beachwalk
o Owner: David Martinez
o Construction Start Date: December 2020
o Construction End Date: January 2022
o Percent Complete (Construction): 0%
o Status Update: On Track
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
25
ATTACHMENT C
o Project Description/ Scope: Construct an on-grade, ADA accessible and
decorative paver pathway from 79th street to 87th street, completing the final link of
the city's entire Beachwalk system. Redevelop the Beachwalk to expand path
networks and dune systems, new landscaping and wayfinding signage and turtle-
friendly lighting. This project has $2 million of G.O. Bond funds.
o Update: The North Beach Oceanside Park Beachwalk section is waiting on the
availability of a grant awarded by the FDOT, slated for July 1, 2020. It will take
approximately 18 months to procure and construct once the grant is in place.
32) Baywalk (substantial progress toward completion of entire Baywalk)
A. Pedestrian Bridge
o Owner: David Martinez
o Construction Start Date: TBD
o Construction End Date: TBD
o Percent Complete (Construction): 0%
o Status Update: Minor Disruption
o Project Description/ Scope: Construct a custom designed pedestrian bridge to
stretch across 5th Street - providing a continuous Baywalk link from the city's
entrance at Biscayne Bay and West Avenue to Lincoln Road. This project has $10
million of G.O. Bond funds.
o Update: The final design for the bridge was approved with the final Developer’s
Agreement for 500-700 Alton Road projects, which also states that the G.O. Bond’s
contribution to the pedestrian bridge will be capped at $9.6 million. The developer
& design team have proceeded to incorporate minor structural changes & design
modifications. The changes include the alignment of the bridge, so that foundations
are more efficient. The artistic enclosure, overall size & areas serviced remain
unchanged. The 2nd amendment to the Developer's Agreement was passed on
second reading on February 12th. The developer is now preparing the
design/construction timeline, as well as final cost estimates.
33) Baywalk – Other segments
o Owner: David Martinez
o Construction Start Date: TBD
o Construction End Date: TBD
o Percent Complete (Construction): 0%
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
26
ATTACHMENT C
o Status Update: On Track
o Project Description/ Scope: Construct remaining segments of the Baywalk at
Bayview Terrace, Bay Garden Minor, and South Bay Club providing a continuous
Baywalk link from Lincoln Road to the city's entrance at 5th street and West
Avenue. The Baywalk segments are being funded by the G.O. Bond (Tranche 2)
in the amount of approximately $4.9 million. These funds do not become available
until the bond issuance in 2022.
o Update: Permit and condo stakeholder challenges are anticipated. The segment
of Baywalk included in the West Ave phase 2 project will serve as a template for
the path forward.
34) Improve mobility for our community
Advocate for and drive regional and creative solutions including the prompt
implementation of a successful (e.g. ridership), new dedicated Express Bus on
the Julia Tuttle.
o Owner: Jose Gonzalez
o Start Date: design starts in June 2020
o End Date: construction award is in April 2022
o Status Update: Minor Disruption
o Project Description/ Scope: Implement Bus Express Rapid Transit on the inside
shoulder of the Julia Tuttle Causeway.
o Update: The City Commission has passed eight resolutions from 2016- 2019 in
support of premium rapid transit service and bus express rapid transit (BERT)
routes across the Julia Tuttle Causeway and MacArthur Causeway. Staff has
secured grant fund ($5.16 million) and FDOT funding for inside shoulder
modification on the Julia Tuttle for BERT service in 2022. Per FDOT, delivery of
BERT service on the Julia Tuttle Causeway has been delayed from 2022 to 2023
due to funding availability. Staff is working with the office of County Commissioner
Sally Heyman in an effort to expedite the project.
35) Continue to implement the Transportation Master Plan, expanding the city’s
bicycle path network.
o Owner: Jose Gonzalez
o Status Update: Ongoing
o Project Description/ Scope: The Transportation Master Plan was approved in 2016
and the priority is to increase the pedestrian safety that includes physical
improvements to existing pedestrian facilities, roadway design featuring traffic
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
27
ATTACHMENT C
calming and management, speed regulations, intersection design, signalization,
pavement markings, and readjustments to signal timing as well as pedestrian
clearance intervals. The city also aims to mitigate traffic within the city and to
provide alternative forms of transportation.
o Update: Transit Initiatives in the past 12-months:
▪ Awarded 4-star rating from the Transit Alliance for the trolley service
(highest rated service in Miami-Dade County).
▪ Implemented a pilot program for on-demand transit in Middle Beach via a
partnership with Freebee
▪ Collaborating with Miami-Dade County on the Strategic Miami Area Rapid
Transit (SMART) Plan to improve mass transit connectivity between the
mainland and Miami Beach, including Beach Corridor and BERT
▪ Designed new iconic bus shelters for installation at all bus stops in the city
over the next one to two years
▪ Contributed $25,000 for the Transit Alliance Better Bus Project and actively
participating in development of alternatives to improve regional transit
service connections to Miami Beach
▪ Pursuing a cross-bay commuter ferry service connecting to downtown
Miami
Transportation Master Plan – Pedestrian and Bicycle Initiatives in the past
12-months:
• Installed 25 bicycle racks in public rights-of-way throughout the city
• Installed vertical bicycle parking and bicycle repair stations at 6 parking
garages providing for over 25 bicycle parking spaces with repair
stations at each location
• Installed 8 bicycle repair stations throughout the city
• Added 3 miles of green bicycle lanes
• Received County approval for the first parking protected bicycle lane in
the County (West Avenue) which is currently in the Design-Build phase
• Completed design and currently in permitting for the first bicycle box in
the County (West Avenue and 17th Street)
• Completed design and currently in permitting for protected bicycle
lanes on Euclid Avenue, Meridian Avenue (Dade Blvd to 16th Street),
72nd Street, and 73rd Street
• In planning or design for 9 corridors in Miami Beach all including
protected bike lanes, conventional bike lanes, shared-use paths or
neighborhood greenways
• Finalizing the approval of the South Beach Pedestrian Priority Zone,
the largest such initiative in Miami-Dade County
• Implemented 2 pedestrian flashing beacons and will be implementing
7 new pedestrian flashing beacons in 2020
• In construction for a new traffic signal at Alton Road/4th Street to
enhance pedestrian safety for the South of Fifth Neighborhood and in
particular South Pointe Elementary
• Implemented the 2-way conversion of 42nd Street from Pine Tree Drive
to Sheridan Avenue and added a new protected crosswalk on the north
leg of the intersection to better serve the Jewish Community Center
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
28
ATTACHMENT C
• Completed Safe Routes to School projects addressing pedestrian
deficiencies for Nautilus Middle, North Beach Elementary, Feinberg
Fisher K-8, and Biscayne Elementary; and designing pedestrian
improvements for Miami Beach Senior High School
• Completed a study and received approval from Miami-Dade County to
reduce speed limits within residential neighborhoods from 30 MPH to
25 MPH
• Collaborated with FDOT to initiate a multimodal corridor study along
Collins Avenue in Middle Beach intended to prioritize pedestrians,
transit, and bicycles over cars
• Completed studies leading to the installation of 4 new all-way stops at
intersections throughout the city to increase pedestrian safety
• The installation of a new traffic signal at 41 Street/Jefferson Avenue is
will improve the safety of Nautilus Middle School students crossing at
this intersection to access the school. The city team has been
instrumental in securing its approval. Since 41 Street is a state road
under FDOT jurisdiction, FDOT is the agency leading the design and
installation of the new traffic signal and is currently at 60% design
development.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
29
ATTACHMENT C
VISION AREA: ORGANIZATIONAL INNOVATION
COMMISSION GOALS
A. GO Bond (2020)
B. Technology and Innovation (2020)
36) Complete 21 Quick Wins GOB projects (12-14 months)
o Owner: Maria Hernandez
o Start Date: April 2019
o End Date: June 2020
o Status Update: On Track
o Project Description/ Scope: Complete the 21 projects that were selected to serve
as “quick win” quality-of-life improvements by June 2020.
o Update: The initial list of 21 quick win projects has expanded to a total of 35 (due
to some being broken down into sub-projects or partial projects). Of the 35 quick
win projects, 23 are complete and the remainder are on target for completion by
June 2020. All 35 quick win projects are on budget and several are under budget.
37) G. O. Bond Program
A. Ensure quality planning including performance measures, coordination with
other projects and timely, on-budget execution.
o Owner: Maria Hernandez
o Start Date: January 2019
o End Date: Ongoing
o Status Update: On Track
o Project Description/ Scope: Manage the implementation of all G.O. Bond-funded
projects to be on-time and in-budget as promised.
o Update: Currently, 95% of all Tranche 1 projects are either “complete” or in some
form of “active” status. The G.O. Bond Program Team meets internally with project
managers and department directors to review timelines, budgets, contracts,
permits and procurements and prepare for monthly G.O. Bond Oversight
Committee meetings. At the meetings the Committee and the OIG receive the
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
30
ATTACHMENT C
latest updates on progress and expenditures. The Program Team manages the
Program by constantly reporting these results to the Committee, Commission, and
residents using the G.O. Bond Program project Dashboard and PDF Progress
Report created for that purpose and available via the G.O. Bond website,
www.GOMBInfo.com. The dashboard and report, created using Microsoft Power
BI, uses an open data platform which offers the highest level of transparency and
accountability since the information is refreshed daily and always current. Since
January 2020 the G.O. Bond Team began conducting presentations to
neighborhood associations and other community leadership meetings to show the
features of the Dashboard and update progress of the Program.
38) 50% of all financial transactions with the city available online or automated (2
years)
o Owner: Chris Sarandos
o Start Date: March 2019
o End Date: March 2021
o Percent Complete: 10%
o Status Update: On Track
o Project Description/ Scope: Identify financial transactions that can be digitized and
automated for the purpose of streamlining them to be able to be processed
electronically online, with the goal of enhancing the customer experience and to
create efficiencies from the City side in processing transactions.
o Update: The city has identified several financial transactions related to Permitting
and Licensing that meet these criteria. During this period the city is currently
working on this group of financial transactions. To accomplish this, the IT
Department is working with the Business Units that are involved with Permitting
and Licensing to collaborate with them in enhancing existing business processes,
identifying automation opportunities in the information systems they use with the
goal of digitizing the transactions so that they can fully be processed electronically
online. Next steps include coordinating with other Departments to identify
opportunities to automate financial processing to include implementing
functionality for electronic signatures by Spring 2020, whereby certain in-person
transactions (such as creating a Resort Tax account) will be available on-line. Will
use management information from the upgraded queuing system in the Customer
Service Center to identify other opportunities to move financial transactions online.
39) Electronic plans filing for permitting purposes (2 years)
o Owner: Chris Sarandos
o Start Date: October 2019
o End Date: Summer 2020
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
31
ATTACHMENT C
o Status Update: On Track
o Project Description/ Scope: The goal of this deliverable is to enable Electronic Plan
Reviews (e-Reviews) on Permit Applications that are available Online that require
a Plan Review. Significant efficiencies will be created by accomplishing this task
by allowing Customers to submit their plans electronically.
o Update: The city has engaged Tyler to begin the implementation of the
recommendations made during their assessment. The scope of this engagement
includes the automation of several processes and to enable 30 new online permit
applications, including Building, A/C, Generator, Photovoltaic, Pool, and Roofing.
This engagement is expected to be completed by May of 2020. Approximately 41
permit types are available for online application. Next steps include implementing
functionality for electronic signatures by Spring 2020, whereby certain in-person
transactions such as creating a Resort Tax account, will be available on-line. Will
use management information from the upgraded queuing system in the Customer
Service Center to identify other opportunities to move financial transactions online.
40) Maximize community communications
A. Continue development of creative tools and drive utilization (e.g. Engagement
Toolbox, online forums, advisory polling, direct mail, Facebook Live).
o Owner: Tonya Daniels
o Start Date: Ongoing
o End Date: Ongoing
o Status Update: Ongoing
o Project Description/ Scope: Create and expand upon a city Engagement
Toolbox for resident information and communication.
o Update: In November 2019, the Communications Department launched the
Engagement Toolbox, which can be found on the homepage of the city
website. The first live townhall was hosted at the Colony Theatre, which
was streamed live on Facebook as well as on the city’s MBTV channel. In
April, the city launched the MB Rising Above mobile app to provide
residents and tourists self-guided tours of various resilience efforts. Over
the next year, the Department will build upon existing tours to include
additional tours on art in public places, heritage trees, and a map
showcasing #PlasticFreeMB partners.
B. Ensure residents have viable avenues of two-way conversation in anticipation
of large projects and/or necessary updates and emergencies via a
comprehensive internal and external communications plan utilized by all internal
and external project information officers.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
32
ATTACHMENT C
o Owner: Tonya Daniels
o Start Date: Summer 2018
o End Date: Ongoing
o Percent Complete: Ongoing
o Status Update: Ongoing
o Project Description/ Scope: The RISE Guide was developed in collaboration
with the City Manager’s team in response to an Urban Land Institute
recommendation to enhance community engagement regarding resilience
and stormwater.
o Update: In October, the Commission approved and adopted the RISE Guide
external communications plan, which is being implemented with any new
project that comes on board. Additionally, the Office of Marketing and
Communications is holding monthly PIO coordination meetings to
encourage collaboration between the PIOs on projects and to gather
feedback on the external communications plan.
o In an effort to create a more holistic approach to community outreach, the
city will no longer have communications staff assigned to specific
departments but will rather serve geographic areas of the city. The
neighborhood outreach liaisons will become the expert for their area and
serve as the contact for anything that is happening in their respective
neighborhood. The liaison will focus on continuing relationships with the
neighborhood associations and stakeholders, overseeing project outreach
for projects in the area and providing notifications for any scheduled
closures or other impacts.
C. More targeted marketing of city programs and cultural assets.
o Owner: Tonya Daniels
o Status Update: Ongoing
o Project Description/ Scope: A weekly eblast gets sent which includes upcoming
arts and culture offerings for the following week. The eblast has garnered over
1000 unique subscribers in the last eight months. Tourism and Culture has
launched a “Filmed in Miami Beach” website which allows users to see exact
locations where famous movies were filmed.
o Update: Staff has continued to utilize geo targeting and geo fencing techniques
when placing advertising. By doing so, they have been able to increase the
impact of education campaigns. The most recent example of this is the
Resilience education campaign, which has garnered over 21 million
impressions and increased traffic to the MBRisingAbove.com website by over
300% on some pages.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
33
ATTACHMENT C
D. Real time outreach to new residents, including tours of City Hall.
o Owner: Tonya Daniels
o Status Update: On Track
o Project Description/ Scope: City Hall Tours commenced on the first Friday in
February 2020. This unique experience will provide visitors with a behind-the-
scenes opportunity to meet city staff. The tour will consist of visiting various city
departments and will conclude with a presentation from city leaders.
E. Convene quarterly meetings of HOA presidents with senior staff.
o Owner: Tonya Daniels
o Start Date: Feb 2020
o End Date: Ongoing
o Status Update: Complete
o Project Description/ Scope: Convene quarterly meetings of HOA leaders with
staff.
o Update: In effort to build on relationships with community stakeholders, a
quarterly update meeting is being established for all Neighborhood Association
presidents and leaders. During this meeting, city leadership will provide an
overview of current and upcoming initiatives/projects. The first meeting took
place on Wednesday, February 5 in Commission Chambers and was very well
attended. The next meeting is scheduled for April 16, 2020.
F. More social media and media monitoring tools to ensure we are reaching our
residents and visitors
o Owner: Tonya Daniels
o Status Update: Ongoing
o Project Description/ Scope: Increase social media analytics and report results
on online engagements.
o Update: Since the implementation of the contract with Cision, weekly press
reports have been sent to the City Manager, which are then sent to the Mayor
and Commission. Additionally, in any event that there are stories that pertain
to Departments specifically, the clippings are also sent to them. Staff is also
researching another research company, Keyhole, which would allow us to track
specific hashtags being used as well as sentiment on impact weekends.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
34
ATTACHMENT C
41) Leadership
A. Strategic plan that links Commission goals, management objectives, and the
budget.
o Owner: Amy Knowles
o Status Update: Ongoing
o Project Description/ Scope: In October of 2018, the City Commission held a
Goals Conference and identified broad policy goals. In addition, the city’s
Strategic Plan was in need of updating and alignment with the Resilient305
Strategy.
o Update: The City Commission unanimously adopted the 2019 Miami Beach
Strategic Plan on July 17th, 2019. The plan includes the City Commission goals
developed at the Goals Conference on October 3, 2018. These goals are our
organization's top policy priorities, and also includes a new and modern vision
statement for the city. It also includes comprehensive management objectives
that provide more specific direction to the management team. Highlighted
actions are my top priorities for departments to implement. The plan
incorporates my performance contract. Additional important actions are
identified and funded through the annual budget process. The plan also
includes the most relevant Resilient305 actions that Miami Beach will lead,
support, and benefit from. The FY 2020 adopted budget links each department
to the strategic plan in a concise format, increasing transparency and
implementation of goals, objectives, and actions.
B. Increase the use of fact-based analyses with robust business cases to assess
potential transactions (e.g. public-private agreements) and also quantitative
performance measures supporting after action analyses.
o Owner: Amy Knowles
o Status Update: Ongoing
o The citywide 2019 Resident and Business Survey results were
presented and shared with the Commission and staff to improve data-
based decision-making. Staff uses the data in Commission items, to
adjust service delivery, and as performance metrics. Staff analyzed the
General Obligation Bond projects with the survey data, and these ties
are highlighted in communications. Next steps include launching a
survey dashboard to facilitate better use, analysis, and include U.S.
Census data.
o The Business Case Analysis of the Stormwater Program preliminary
mid-point results were shared through the LTC on September 25, 2019.
The full report was completed and presented to the City Commission in
early 2020 and include the direct and indirect costs and benefits of
public investments for the homeowner, illustrative neighborhood, and
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
35
ATTACHMENT C
citywide.
o I am holding after action reviews of rainfall, King Tide, and storm events
to review data, impacts, effectiveness of public infrastructure
improvements and recommendations for improvements. This has
already led to coordination of data and legislative recommendations.
o The city acquired a utility bill and energy management software to track
and audit energy commodity and bill details. The purpose is to reduce
energy consumption, lower emissions, and save money. This software
will address challenges such as utility bill processing, data integration,
transparency, workflows, reporting, project prioritization, tracking and
verification of savings. Departments were recently trained, and
implementation begins in next few weeks.
o The city is in the process of procuring a professional strategic planning
tracking software to track the strategic plan’s progress. This includes
tracking of Commission goals, management objectives and actions,
with the ability to track performance measures in the future if needed
(this would be done by the budget office).
C. Serve as a strong CEO. Further drive the city agenda and ensure that my, and
professional staff, expert point-of-view are heard at all Commission hearings,
including clear, concise recommendations on memos.
o All agenda memos prepared by administration state a clear recommendation,
unless the item is for discussion purposes to solicit Commission input. I weigh
in on Commission debates to provide my perspective (e.g. the North Beach
Town Center ordinance).
D. Increased personal presence at key community meetings
o I have increased my attendance at key community meetings (recently at
Nautilus HOA, Palm View, etc) and events and was pleased to host the new
quarterly HOA presidents meeting.
E. Encourage stronger staff voice and leadership– especially design and
aesthetics
o The Management Team puts forth strong recommendations on policy matters
before the City Commission and takes decisive action. Examples include the
Planning Department's recommendations to streamline the permitting process
and promote town center concepts; the Procurement Department's work to
streamline and implement best practices into the City Code; and the Finance
Department's recommendations with respect to increasing reserve goals and
using year-end surpluses to bolster reserves in lieu of increasing spending.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
36
ATTACHMENT C
F. Build senior leadership team capabilities for succession planning.
o Succession planning is a work-in-progress. The city recently hired Alina Tejeda
Hudak, a seasoned and respected public administrator, as part of the executive
team. This will increase the city’s capacity to function at the highest levels
(including in my absence). I hold weekly executive staff meetings and empower
my team to support Commission Committees. I recently reorganized
departments to enhance program delivery. My team is well-respected and
routinely participates in conferences and panels representing Miami Beach and
bringing back best practices.
G. Integrate resilience and sustainability into the capital budget process.
o Owner: Amy Knowles
o Start Date: 01/10/2019
o End Date: n/a
o Status Update: On Track
o Project Description/ Scope: An interdisciplinary team comprised of Resilience,
Environment & Sustainability and Capital Improvement Projects and Property
Management (Building Resilience Through the Capital Budget - BRB Team) is
reviewing existing and new capital projects to ensure the city is maximizing
resilience in all capital projects. By using a cross departmental team approach
to plan for shocks, stresses, and sustainability during early budget
development, projects are more likely to be designed and built to reduce risk,
save money, and create new quality of life benefits. This team serves as a
resource for departments as it relates to building resilience through projects.
o Update: The team has reviewed existing capital projects managed by CIP,
Property Management, Public Works and Environment & Sustainability. During
various review meetings, the team identified resilience and sustainability
components to demonstrate how the city is becoming more resilient over time.
The team also reviewed the vulnerability score of city assets to understand
how existing projects are addressing those vulnerabilities. Additional funding
needs were also discussed as part of the review process. The BRB team
conducted a training for project managers to identify and maximize resilience
improvements.
42) Continue to fully embrace the new Office of Inspector General
o Proactively use the Inspector General as a valuable resource to improve city
performance and identify inefficiencies
o The Inspector General is conducting audits, investigations, and staff is fully
cooperating. I look forward to addressing audit findings and incorporating
recommendations.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
37
ATTACHMENT C
43) Chief Information Office
A. Recruit and retain skilled CIO that can also lead on issues of innovation and
customer experience
o Status Update: Completed
o Update: Chris Sarandos was hired for the CIO role. As recently announced in
a Letter to Commission, the CIO has reorganized the department. As part of
this effort, Sarandos has created a new Information Security Office and hired
a Chief Information Security Officer to better prepare the city to face cyber
security challenges.
B. Work to implement an open data program
o Owner: Chris Sarandos
o Start Date: March 2019
o End Date: March 2021
o Status Update: On Track
o Project Description/ Scope: The goal of the open data program – commonly
known as the data integration program – is to provide timely and accurate
analysis and reports that improve the City of Miami Beach’s ability to conduct
its business. The data integration project must ensure that the data being used
and provided is directly accessible, has been vetted, and is accurate for
distribution. As important as integration, the data must have the appropriate
security measures in-place to protect government and citizen. The successful
deployment of the G.O. Bond Project Dashboard will serve as a model for
future roll outs. The G.O. Bond platform was the proof of concept that various
citywide systems data can be integrated to promote/demonstrate transparency
and lack of wasteful spending on the part of the city.
o Update: Information Technology and other city departments will identify data
sets to integrate into internal dashboards to both help facilitate management of
resources and to identify trends that impact city operations. These efforts will
lead to more reliable data, while allowing city staff to work more efficiently.
Defining priority data is a challenge. Additionally, the city needs to invest in
dataset automation, so that data is updated without human intervention. As the
demand for city data continues to increase, and new technologies continue to
surface, our goal is to automate more data, at a faster rate.
44) Explore policies to better align city functions for the modern workforce, including
work hours, travel, cell phones and social media.
o Owner: Mark Taxis
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
38
ATTACHMENT C
o Start Date: September 1, 2019
o End Date: ongoing
o Status Update: Ongoing
o Project Description/ Scope: An optional modified four-day/ten-hour work week is
being piloted by the Human Resources and Procurement Department for 120 days.
Department offices are still open all week, with longer daily office hours.
Preliminary results of the pilot were presented through LTC in December 2019.
o Update: Preliminary results are positive, and staff anticipates other operations will
join the project. Code Compliance, Information Technologies and Finance-
Customer Service are starting their own pilot projects in March 2020. Applicability
will vary depending on departments and functions.
45) Customer Service
A. Address root causes of CMB reputation of being “hard to do business with”.
o Owner: Eric Carpenter
o Start Date: Ongoing
o End Date: Ongoing
o Status Update: On Track
o Project Description/ Scope: Departments have developed customer service plans
and have identified point-people to address complaints.
o Update: Next steps include developing an organization-wide approach to
documenting and addressing complaints and routine training. Specific actions
include:
o Tourism and Culture held a Special Events University to address the new
special events permitting system, and to address any concerns from
Community stakeholders. This training had 140 people in attendance.
o Building Department launched a customer call center and created an
interactive permit guide.
o The Finance Department’s Customer Service Center (CSC) recently
updated it’s queuing system to provide the following: ability to schedule
appointments, express lane for simple transactions, and average wait times
by transaction. Customer feedback since implementation of the new
system four months ago, shows that 98% of customers rated their
transactions as “excellent”. The CSC is working with Miami-Dade County
to handle the application and renewal process for Golden and Patriot
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
39
ATTACHMENT C
passports (estimated 1,200 transactions annually). The new service
become available by end of January 28, 2020 (LTC# 049-2020)
B. Streamline permitting and development review process.
o Owner: Tom Mooney
o Status: Ongoing
o Update: Planning staff prepared several common variance ordinances to
reduce the need to apply to city boards for approvals. All four ordinances were
adopted by the City Commission on October 30, 2019.
The City Commission approved a contract with the Matrix Consulting Group on
November 6, 2018 to review and make recommendations to streamline the
private development permitting and building process. Matrix developed 33
recommendations and the City Commission accepted the findings of the Matrix
Group, as well as 28 of the 33 recommendations on June 5th, 2019. 19
recommendations were administrative in nature and are being implemented.
by staff. The remaining 11 recommendations are legislative and or voter
approval required pursuant to the City Charter. Three ordinances went before
the City Commission on the October 16, 2019. Two of the ordinances did not
move forward, and the 3rd was referred to the Land Use and Sustainability
Committee, where it is currently pending.
The FY 2019-2020 Commission approved budget allocated funds for a
complete update of the land development regulations, which have not been
reviewed comprehensively since 1989, and develop a resiliency code. On
October 16, 2019 the City Commission accepted the City Manager’s
recommendation to award the contract to update the land development
regulations and develop a resiliency land use code to Perkins & Will Architects
Inc. The city is currently negotiating the final details of the contract with Perkins
and Will.
C. Improve BTR process
o Owner: Amy Mehu
o Start Date: August 2018
o End Date: April 2020
o Status Update: On Track
o Project Description/ Scope: Streamline Business Tax Receipt
application, review and issuance process to provide clarity
and ease.
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
40
ATTACHMENT C
o Update: Administration brought the code revision necessary to bifurcate the
Certificate of Use from the Business Tax Receipt to the Planning Board at its
November 19, 2019 meeting. At the February 12th, 2020 Commission Meeting,
ordinance revisions reestablishing the Certificate of Use in the city’s land use
code, passed first reading. Upon approval at second reading, staff will begin
an educational outreach campaign to inform new applicants of the new
bifurcated process.
46) Fiscal
A. Improve the fiscal health of pensions, health care, and innovative risk
management
o Owner: Mark Taxis
o Status Update: Ongoing
o Update: Both pension boards are lowering their investment rate assumptions
to be more conservative. The General Employees’ pension is lowering their
rate to 7.4% from 7.5% (FRS is 7.4%) and Fire & Police is lowering their rate
to 7.75% from 7.8%.
o The city’s health plan is performing well. Healthcare expenses have
increased on average by 3% over the past two years, as compared to the
average 13% annual increase in the preceding 4 years. Its medical and
pharmacy trend is lower than the regions average of 7.5%. At September 30,
2019 the city had 218 days of claims surplus, which comfortably exceeds the
State’s Office of Insurance Regulation Safe Harbor requirement of 60 days
for self-funded plans. The city's Wellness Program has entered its fourth
plan year and has a 53% engagement rate (24% highly engaged).
Participation in the city's Wellness Program is almost 40% higher than other
peer cities.
o For the June 2019 property insurance renewal, the city explored multiple
options to address wind exposures, especially due to the increase in Total
Insured Values by adding the Miami Beach Convention Center back on to the
schedule of values. Staff explored and purchased a $20 million parametric
policy that provides coverage for both wind speed qualifying events as well as
Cat-in-a-circle events. This provides coverage for underinsured and uninsured
economic losses, as opposed to the additional windstorm limit that only
responds to damage by a Named Windstorm event. The policy has dual trigger
points: 1) either the sustained wind speed reaches 96 mph or above, or 2) the
hurricane category is three or above within a ten-mile radius.
B. Focus on long term viability of enterprise funds (e.g. Parking, Sanitation)
o Owner: John Woodruff
o Start Date: May 2018
o End Date: September 2021
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
41
ATTACHMENT C
o Percent Complete: 40%
o Status Update: On Track
o Project Description/ Scope: Address the long-term viability of Parking,
Sanitation, Convention Center, Stormwater, Water & Sewer funds
o Update: The Parking fund was addressed during the FY 2019 budget process.
The structural imbalance of $855,000 in the Sanitation fund was successfully
addressed through the innovative use of zero-based budgeting (ZBB) during
the FY 2020 budget process (pending full implementation of Alternative Side
Parking citywide and elimination of the Big Belly contract). The Convention
Center fund will become structurally balanced as the event plan for the
Convention Center reaches full capacity in the next 12 to 24-months. The
Stormwater and Water & Sewer funds are currently balanced but will need rate
increases to support planned capital projects.
Challenges-Resistance to increased Stormwater and Water & Sewer rates.
Negative trend in parking utilization rates.
Next steps- Necessary rate increases in 2020 for the Stormwater and Water &
Sewer enterprise funds to support the sequence of capital projects identified
from the Jacobs Engineering study and prioritized capital needs in the Hazen
& Sawyer study.
C. Full implementation of program management budget
o Owner: Tameka Otto-Stewart
o Start Date: December 2018
o End Date: May 2019
o Status Update: Completed
o Project Description/ Scope: The City Commission provided feedback regarding
the need for greater transparency and understanding of the existing programs
and services currently included in the city’s budget. The Budget Office
facilitated the development of the program budget (activity-based costing) for
each department, where each department’s service programs are identified,
along with a description of each program. Other information presented include
the budgeted expenditures, full-time equivalents, program revenues and
applicable performance measures and targets. This approach is more user-
friendly for elected officials and helps focus the decision-making process on
desired future levels of service.
o Update: The Budget Office prepared the FY 2020 program budget, which
focused attention on a more realistic 10% reduction scenario. The program
budget format was fully implemented as part of the FY 2020 budget process
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
42
ATTACHMENT C
last Spring. Use of this innovative format improved transparency and
understanding of the budget while helping balance the FY 2020 budget with
minimal impacts to public facing services.
Challenges-Refine the 10% reduction scenario to be more realistic.
The city will be conducting zero-based budgeting exercises this year with Parks
and Recreation and Housing and Community Development.
Next steps-The FY 2020 program budget will be distributed to the City
Commission at the beginning of the FY 2021 budget discussion process.
D. Explore strategic streamlining/outsourcing opportunities to control head count
o Owner: John Woodruff
o Start Date: April 2019
o End Date: September 2021
o Percent Complete: 25%
o Status Update: On Track
o Project Description/ Scope: As part of each budget cycle, Administration has
reviewed the need for positions and has reduced 54 full-time positions in the
last 3 years. The total position count in FY 2020 is only 2 more than in FY 2007.
o Update: In anticipation of ongoing fiscal challenges due to low growth in
property values, administration is currently researching and vetting additional
cost saving opportunities including streamlining and outsourcing. I am
committed to identifying cost savings that help mitigate the need for potential
public facing reductions.
Challenges-Implementing some of the streamlining/outsourcing opportunities
may be difficult politically.
Next steps-Staff continues to research and vet cost saving ideas that can be
considered by Commission at the Budget Retreat in May for the FY 2021
budget process.
E. Explore more efficient management staffing and techniques
o Owner: John Woodruff
o Start Date: April 2019
o End Date: September 2021
o Percent Complete: 25%
DETAILED PROGRESS REPORT FOR COMMISSION GOALS
AND CITY MANAGER CONTRACT
43
ATTACHMENT C
o Status Update: Ongoing
o Project Description/ Scope: Continuously improve management staffing and
techniques to be more efficient and effective.
o Update: The administration is researching and vetting cost savings
opportunities to include more efficient management staffing and techniques.
Departments are also being challenged to achieve a global third-party
certification in quality management. Building, Code Compliance and
Environment & Sustainability recently achieved ISO 9001 Quality Management
Certification. Through this process the departments improved their
management systems and customer service approaches. Code Compliance
has implemented methodologies into the department’s daily activities to
monitor and continually improve the suitability, adequacy and effectiveness of
the ISO 9001:2015 standard.
o Next Steps include staff continuing to research and vet cost savings ideas to
be implemented in advance or as part of the FY 2021 budget process. ISO
9001 certification means an ongoing structure and commitment to quality,
which is intended to expand to additional departments. The city recently joined
the Alliance for Innovation which is an organization that helps local
governments innovate by serving as a clearing house of peer case studies,
best practices, articles, research requests, virtual round tables, virtual library
for peer-to-peer learning. Fire Rescue is leading the effort for PSCU
accreditation.