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HomeMy Public PortalAboutvillage-manager-annual-report-2015-16BAL HARBOUR - VILLAGE - OFFICE OF THE VILLAGE MANAGER MEMORANDUM To: From: Jorge M. Gonzalez, Village Manager Date: November 23, 2016 Subject: Village Manager's Annual Report 2015-2016 Mayor Gabriel Groisman and Village Council Attached is a copy of the Village Manager's Annual Report for this past year which provides a summary of what we have accomplished over the last year. I have asked Alex Cardelle to contact each of you to schedule an individual meeting to discuss this report with you in person. If you have any questions or need any additional information, please feel free to contact me. JMG/RI/AC BAL HARBOUR - VILLAGE - OFFICE OF THE VILLAGE MANAGER MEMORANDUM To: From: Jorge M. Gonzalez, Village Manager Date: November 23, 2016 Subject: Village Manager's Annual Report 2015-2016 Honorable Mayor and Members of the Village Council November 12, 2016, marked the completion of my third year as your Village Manager. Pursuant to Section 5.3 of our Employment Agreement, the Village Council shall evaluate the performance of the Village Manager each year. I have prepared a summary report of the activities we have undertaken in the past year, and the two before that, as well as the resulting accomplishments. I have also attached a form developed by the International City/County Management Association (ICMA) modified for use by Bal Harbour Village, which you may want to use as you consider the achievements of the past year. Please be reminded that this information is subject to the Florida Sunshine Law and should be used with that consideration. When I was appointed Village Manager in 2012, I laid the groundwork for my Administration and began an assessment of existing services, processes, and resources within the Village, and evaluated service delivery levels to identify any opportunities for improvements and enhancements. During this first year, my focus was on dealing with U.S. Department of Justice (DOJ) police -related matters; filling key management -level positions; and commencing operational evaluations of Village services. In my second year, I was able to develop my first budget representing resource allocation priorities for the Village. Operational improvements began with increased maintenance cycles and enhanced aesthetics of public spaces; increased police visibility with bicycle patrols and the implementation of a community -policing model Village -wide; and a much - needed plan for information technology improvements was developed and adopted. Multiple years of financial reporting was made current as were the implementation of improved financial controls, fund accounting practices were corrected; the long awaited Utility Master Plan was adopted; and the development of a new Village brand and marketing initiative commenced. During my third year, the focus has been to build upon technology improvements with the implementation of an upgraded financial management system and the rollout of a completely restructured utility system; the launch of the Village's mobile application as well as the launch of our new tourism website and the upcoming launch of the Village's new updated government website. Improved communication to our residents and Village Manager's Annual Report 2015-16 November 23, 2016 Page 2 visitors remains a priority and I am proud to say that they have been improved through our newsletters, social media, and other communication methods, and the commencement of the production of new and improved Village -wide signage furthering our new Village branding message. This past year, we focused on enhancing our customer service and accountability in the Building Department which was achieved through restructuring the Department from a contracted service delivery model to a hybrid model with a Building Official as a Village full-time employee and contracted tradespersons. My main priority as your Village Manager remains working with the Village Council to make Bal Harbour Village an even better place to live, work, visit and enjoy as well as continue to make our government amongst the best in the nation - regarded and recognized as a high performing, quality organization, whose mission and work is focused on diligently and efficiently addressing our community's needs and priorities. Every day my team and I are tasked with efficiently operating the day-to-day functions of the Village, as well as being challenged to lead a variety of ongoing important community processes to develop sound policy recommendations and ultimately reach community consensus on what is in our collective best interests. I am proud to report that each of these issues have been handled in an extremely professional manner with the utmost integrity and with a primary focus on providing you with the best professional recommendations and advice from which to make your decisions. I also continued working on our efforts to restore trust and confidence in our Village government by ensuring openness and transparency in all our activities. Developed through the annual budget process and approved by the Village Council, we continued working on - as well as launched - a number of activities which moved the Village forward in several areas. As has been done since I became your Village Manager, my recommendation has been that in order to turn the community's feedback and vision into tangible results, the budget must fund specific priority areas. Since then, we have focused on the following five key goals, which continue to guide my recommendations and direction of the organization: • Enhancing Policing Strategies and Accountability; • Improving and Beautifying our Public Spaces; • Investing in our Information Technology; • Expanding our Communication Efforts Internally and with Residents and Visitors; • Establishing Sustainable Fiscal Policies and Planning for Future Capital Investments. Summary of Accomplishments The accomplishments highlighted below continue to build on the work we have been focusing on over the past three years. In reviewing these efforts, we can take collective pride in the many successes the Village has achieved and we can look forward to even Village Manager's Annual Report 2015-16 November 23, 2016 Page 3 more accomplishments, successes and progress in the future. And we will continue to change, improve and streamline the way we do business, the way we are organized, who is providing services, and focusing on our most important priorities. For ease of review, the summary below is organized into the five (5) key goals mentioned above. Enhancing Policing Strategies and Accountability Safety at all levels in our community remains a top priority for my Administration and the Village. Given the importance of providing for public safety, the Bal Harbour Police Department (BHPD) continued with its realignment of resources to provide a greater level of service to our residents, businesses and visitors. It is important to note the significant leadership role Police Chief Mark Overton played in restoring the public's trust in our Police Department through several initiatives implemented under his leadership. Through his vision and hard work, our Police Department continued its focus on rebuilding its reputation through greater accountability by our Police Officers, transparency of Police Department operations and increased contact with the community by our Police Officers. Under Chief Overton's leadership, the Police Department was modified to include two Police Lieutenants, in order to enhance the level of managerial control over all police operations and shifts and to ensure a higher level of visibility and proactive community policing. The presence of managerial personnel on all shifts has improved the Police Department's ability to provide our community with more consistent level of response and to appropriately follow up on incidents of concern, thereby positively impacting the department's ability to serve our community. Chief Overton's efforts to bring closure to the Tri-County Task Force continued this past year and we assisted the appropriate state and federal authorities in their ongoing investigation. Although Chief Overton's untimely passing has been a tragic and sad situation for our Police Department and entire Village to deal with, his legacy of good police work will carry on and he will remain an inspiration to us all in ensuring we do the best job we can to make our community as safe as it can be. This past year, the Bal Harbour Police Department continued to focus its activities and resources toward employing a community policing model. This model is centered on increasing police visibility through innovative directed patrol activities and has proven to be very successful in our community. The realignment of resources allows the Police Department to provide a greater level of public safety services to residents, businesses and visitors alike. As part of this effort, the Police Department continued, enhanced or added the following activities to ensure greater visibility and contact within the community as well as improve its readiness for dealing with extreme events: • Established pedestrian safety program; Village Manager's Annual Report 2015-16 November 23, 2016 Page 4 • Expanded high visibility patrol through bicycle foot patrol and golf cart deployment; • Increased Marine Patrol activities; • Increased police presence on Collins Avenue; • Increased traffic enforcement activities throughout the Village; • Increased code enforcement effectiveness and efficiency • Improved active shooter response capabilities with specialized training and equipment. An emphasis on pedestrian safety resulted in the installation of high intensity flashing lights at crosswalks and routine deployment of pedestrian safety details during peak pedestrian periods. These pedestrian safety details, in addition to golf cart deployment, the bicycle patrol program, and the increased police presence on Collins Avenue continue to create and foster positive citizen relations through increased contact between the community and our Police Officers. In addition, lane separators/delineators were installed between the traffic lanes along south bound Collins Avenue adjacent to Founders Circle. These delineators are designed to prevent vehicles from unlawfully switching lanes, crossing through the pedestrian cross walk and illegally traversing Collins Avenue to enter the Shops entrance. An enhancement of the crosswalk on the 9900 block of Collins Avenue is pending permit approval from the Florida Department of Transportation. The enhancement of the crosswalk shall incorporate high intensity flashing lights across Collins Avenue with illuminated pedestrian signs that alert drivers of a pedestrian in the crosswalk. This enhancement shall increase the safety and usability of the crosswalk. In addition the police department has addressed concerns for the safety of our Jewish residents on Shabbat and is collaborating with Miami -Dade County Traffic Control on developing a first in the county crosswalk signal programmed for an extended time period without necessitating the pedestrian to activate the crosswalk button. Furthermore the police department has strived to meet the concerns of our residents with enforcement of traffic laws relating to pedestrian safety, predominately at the crosswalks located at 9700 block and Collins Avenue and Harding Avenue and 96 Street crosswalks. Bal Police Officers have issued over 500 traffic citations, with over 200 warnings at these intersections. Due to residents' concerns along the east frontage road adjacent to the Ritz -Carlton and Harbour House properties, officers were assigned a directed patrol of the area which resulted in the issuance of over 200 citations and over 190 warnings. The officers have predominately addressed speeding and wrong way driving violations. The Police Department continues to enhance its Code Enforcement Division with the hiring of an additional Code Enforcement Officer which also provides for greater coverage to Village Manager's Annual Report 2015-16 November 23, 2016 Page 5 include weekends. The division has also implemented new software called Smart Gov. This software increases the efficiency and effectiveness of code enforcement operations by automating the code enforcement function to include field case reporting and tracking of cases. Once fully implemented the software will allow residents to report code enforcement concerns on-line with the ability to monitor the division's progress of the concern. The Code Enforcement division has issued over 100 warnings and thirty-five violations this year, with an emphasis on the village's appearance code ordinances. The division's objective is to obtain voluntary compliance in all cases; however in the minority of instances in which compliance has not been obtained those cases have appeared before a special magistrate. For this year all cases appearing before the magistrate have been upheld which resulted in over $40, 000.00 in assessed fines. We worked to make sure that all our Police Officers are prepared to respond to an active shooter situation with specialized tactics and equipment, and the addition of an explosive detection canine to our police force ensured Village preparedness to effectively respond and neutralize incidents of this kind that we hope we will never happen here or anywhere. We also initiated Critical Incident Management Training for all police supervisors. In addition, other initiatives included the following: • Distribution on a weekly basis of the Police Comprehensive Weekly Report to the Village Council, which summarizes incidents that transpired in the Village during that period of time • Communication with residents regarding police matters increased using our Wireless Emergency Notification System (WENS) to alert the community of any relevant issue taking place • Created and implemented a WENS special notifications protocol to initiate a door lock -down and shelter in place procedure in the event of an active shooter or similar emergency within the Bal Harbour Shops • Implementation of the improved police reporting systems, which ensure a more accurate account of incident reporting • Updated the Village's comprehensive emergency management Critical Incident Operational Plan, with input and coordination from the Miami -Dade Office of Emergency Management, local businesses and residents • Activated and prepared for the impacts of Hurricane Mathew - the first major hurricane to threaten our area in nearly a decade • Hired two (2) Police Officers to replace vacancies caused by the retirement of personnel, ensuring a consistent level of service • Promoted a new Corporal and Sergeant to maintain a consistent level of supervision and accountability on all shifts Village Manager's Annual Report 2015-16 November 23, 2016 Page 6 • Expanded the police department's "Less than Lethal" use of force options by adding sock -shot -rounds to the police department's arsenal • Updated the warning flag system and added life preservation devices "Res -Q -Disc" on the beach at key locations and inside all Police vehicles to assist distressed swimmers on the beach • Enhanced our Homeland Security stance by joining the FBI's Anti -Terrorism Officer Program. • Acquired, trained and deployed an Explosive Detection Canine • Conducted an Identity Theft Awareness Seminar for local residents • Purchased crime scene processing kits and trained civilian employees in the skills and techniques of crime scene processing adding to the departments capabilities and services • Expanded our crime prevention tips advertisement and public relations via Social Media and the Village's monthly newsletter • Collins Avenue speed RADAR enforcements have yielded 672 citations and 546 warnings issued. In total 1425 citations have been issued along Collins Avenue for various infractions • Expanded the utilization of the marine patrol in conjunction with other jurisdictions in order to address impaired boaters and unsafe operation of vessels. • Developed a victim follow-up procedure which communicates the investigator's contact information to a victim following the receipt of the incident report. • The Criminal Investigation Bureau has increased its clearance rate by 35% for the first half of 2016. The division is expected to exceed its 2015 yearly clearance rate. This is as a direct result of the realignment of resources which enabled greater supervision and management of investigations. • Pursuant to increased presence on Collins Avenue and directed patrols, there was a significant increase in pro -active arrests conducted by our patrol officers. • Expanded Code Enforcement by hiring an additional code enforcement officer and reconfigured the unit to enhance service accountability and supervision with the addition of a Code Enforcement Division Director. The director is also overseeing the Communications Division with the focus on the implementation of new technologies to increase the effectiveness of the division. • Established Quarterly crime prevention and awareness meetings with the Retail Managers of the businesses located within the Bal Harbour Shops Improving and Beautifying our Public Spaces The appearance, aesthetics and cleanliness throughout Bal Harbour Village is another top priority of my Administration. Our Parks and Public Spaces Department has continued to work this past year to enhance service levels through increased routine maintenance and to improve the overall aesthetic of our public areas and facilities. The implementation of a Village Manager's Annual Report 2015-16 November 23, 2016 Page 7 hardscape cleaning and maintenance plan and advancing the restoration of our public areas has resulted in a consistently improved appearance of the Village for our residents and visitors. Some of our ongoing efforts to improve and beautify our public spaces include: • Infrastructure improvements were advanced through the selection of a contractor and commencement of construction on the Utility Master Plan, and the Village utility meter and pump station system was upgraded through systematic assessment to improve accuracy and efficiency of water and wastewater delivery and removal • Facility maintenance and aesthetics were improved by painting the seawall at the Cut-walk/Jetty, redesigning the area under and along the bridge near the Jetty, upgrading the bollard lighting Village -wide, and the installation of 40 new dog waste stations, trash receptacles, and bicycle racks along the beach • Beach sand raking is conducted daily year round • Improved the beach access path with 520 tons of new coquina, and installed 34 Medjool palms • Increased service levels of street sweeping by 60% • Purchase and Launch of the new Bal Harbour Shuttle as well as the introduction of an App which enables residents to track real-time location of the shuttle and view arrival times as well as view the route and find the nearest shuttle stops based on your location The Village is moving forward with the Utility Master Plan adopted in 2015 using the $6,500,000 in Miami -Dade County Building Better Communities (BBC) General Obligation Bond (GOB) funding to advance this necessary capital project. As you will recall, we were able to secure this amount through extensive and protracted negotiations with Miami - Dade County for our sewer project. This project will ultimately provide long-term operational and fiscal benefits to the Village. The $6,500,000 allocation of funds is a portion of the $18,050,000 in funding already identified for the completion of the $26,011,900 in necessary utility infrastructure improvements. Phase 1 of the project has been underway and is expected to be completed by the end of this year. This phase includes: • Installation of approximately sixteen hundred (1,600) linear feet of eighteen (18) and twenty four (24) -inch diameter gravity sanitary sewer lines • Twelve (12) sanitary manholes located along Harbour Way from Bal Bay Drive East to Collins Avenue • Sanitary Lift Station (PS -3) to be installed adjacent to the existing lift station, PS -1 at the northwest corner of Bal Bay Court and Bal Bay Drive • All asphalt, concrete and landscaping to be restored within the project limits to existing condition or better • When (PS -3) is completed, existing sanitary sewer lift station (No. 1) will be decommissioned Village Manager's Annual Report 2015-16 November 23, 2016 Page 8 Our efforts over the last year have been focused on advancing the development of a comprehensive master plan to beautify and update the aesthetics of the entire Collins Avenue corridor as well as 96th Street. Some specific examples include the restoration and subsequent ongoing maintenance of the landscaping and irrigation around the municipal parking lot and adjacent areas under and around the Herman B. Fultz Bridge adjacent to the jetty, including working with the Florida Department of Transportation (FDOT) on painting the southern bridge embankment portion of the bridge and upgraded one hundred and fifty (150) lights fixtures to Light Emitting Diode (LED) underneath the bridge. We also painted the entire seawall at the Cut -Walk and replaced the chain link fence at the designated fishing area with an aluminum picket fence. A new pay -by -phone parking system has been operational this past year underneath the Herman B. Fultz Bridge. Residents and visitors now have three options to pay for parking here, including: paying via a mobile application (app), paying online, and paying by phone. This approach resulted in a cost avoidance of almost $40,000 by eliminating the need to purchase expensive equipment and the subsequent annual maintenance and is yielding revenue beyond our expectations. Additional initiatives in and around the Village include: upgrading the bollard lighting Village -wide including 28 replacement bollards on the beach jogging path; the installation of 40 new dog waste stations; installation of additional trash receptacles; new bicycle racks along the beach; and the joint partnership with the Towns of Surfside and Bay Harbour Islands on the installation of a beach shower on 96th Street. Our contract with the Brickman Group to provide maintenance continues. Over the initial three (3) year term of the agreement, this contract will generate a cost savings to the Village of approximately $125,000 with a greater level of service, including: the incorporation of full -service pest control services; hardscape pressure cleaning; bi-weekly playground equipment pressure cleaning; the assumption of vegetative debris offsite dumping; the increase in palm pruning from three times per year to four times per year; the increase in hedge pruning from once monthly to weekly during the growing season which is an increase of 17 cycles from the existing agreement; the introduction of a full-time on -site Irrigation Technician to manage the Village irrigation system; and the incorporation of afternoon seasonal beach area trash receptacle service during the winter season. On July 5, our new shuttle bus made its debut. Full of comfortable seats and the latest in transportation technology, the Bal Harbour Shuttle serves residents and visitors with a generous route throughout the Village and beyond. To make it as user-friendly as possible, the Express Shuttle App is available through the My Bal Harbour App. The Express Shuttle App enables residents to track real-time location of the shuttle and view Village Manager's Annual Report 2015-16 November 23, 2016 Page 9 arrival times as well as view the route and find the nearest shuttle stops based on your location. Riders can also check estimated arrival times by calling our automated voice phone line. Bal Harbour Village became a community partner with Fairchild Tropical Botanic Gardens in an effort to reintroduce native orchids in South Florida's urban environments, including within our Village.. Fairchild is working with Bal Harbour Village to adopt innovative micro - propagation techniques to generate millions of orchid seedlings to be planted throughout our Village. On August 31, volunteers and Village officials participated in the first planting of rare native orchids in the vegetation area along the beach path. In regards to the Zika issue which has impacted some areas within the South Florida region, and as a component of the continuing effort to control the mosquito population, the Village worked with the Miami -Dade County Mosquito Control Division to initiate weekly truck spraying of Bal Harbour Village on Wednesdays late night/early mornings from 12:00 p.m. to 3:00 a.m. The spraying began on October 26, 2016. And continued through as late as November 20, 2016. While we have not received notification of any specific threat for Bal Harbour Village, the spraying is a proactive preventive measure recommended by mosquito control. The chemical used for this spray application is an environmentally safe organic Bacterial Larvicide. The Larvicide (VectoBac WG) interrupts the development of mosquito larvae, thus controlling the mosquito population. A fact sheet for this chemical has been widely distributed through our various communication methods. Additionally, staff from the Village's Parks and Public Spaces and Police Departments (Code Enforcement division) are coordinating closely and continue to inspect the entire Village to ensure that there are no areas which contain long-standing, ponding water. In the event that there is standing water in any of the public right-of-ways, staff are taking the appropriate measures to remove or disburse the water and utilizing environmentally - friendly products to prevent the breeding of mosquitos in those areas. During the August 2016 Village Council recess, we completed the cosmetic renovation of the second floor of Village Hall which included: removal of wallpaper and then painting, re -carpeting, lighting enhancement and woodwork restoration of the Council Chambers as was the installation of a new audio visual (AV) system; repainted and replaced all ceiling tiles in the second floor offices and common areas. In addition, the Village logo was added behind the dais, new updated directional signage was located in all common areas, new plants were placed throughout the Chambers and common areas, and existing photography was reframed and hung. The space between the elevator and the exit was reconfigured and now can be used for meetings and as a gathering spot during council and committee meetings. Below is a compilation of some other achievements in this past year in each of the areas within our Parks and Public Spaces Department: Village Manager's Annual Report 2015-16 November 23, 2016 Page 10 Public Works • Completed the design procurement and installation of a new billing sanitary flow meter at Sanitary Sewer Pump Station Number Two (PS2). • Issued a Request for Proposal (RFQ) for the beautification and redesign of the Collins Avenue Corridor. • Replaced one hundred and eighty-six (186) faulty water meters Village wide, reducing read failure rates from forty percent (40%) to eleven percent (11%) utilizing warrantied replacement parts for a majority of the repairs/replacements. • Initiated the cross connection control backflow monitoring program Village -wide • Initiated automated sanitary pump station pump run time reading capture with electronic reporting for the two sanitary pump stations. • Upgraded the instrumentation devices at Pump Station Number Two (PS2) • Completed over $ 110,000 worth of utility system restorative, maintenance and emergency work Village -wide. • Drafted and executed an Owners Representative Agreement to protect the Village interests during large construction related activities. • Conducted one hundred and ten (110) water service valve exercises • Conducted maintenance flushing for eighty-two (82) fire hydrants Village -wide • Conducted three hundred and seventy (370) storm drain inspections • Performed maintenance cleaning and clearing for twenty percent (20%) of the Village storm water catch basins. • Coordinated with the Miami Dade County Water and Sewer Department to replace the faulty main water service meters that capture the volume of water supplied to the Village. • Relocated the remaining Ocean side residential buildings water meters above ground and removed old water meters • Installed a new antenna system to capture radio volume readings for the deduct meters on top of the Ocean side residential buildings. • Reduced the time for Village water service meter readings for billing from ten (10) days monthly to two (2) days monthly. • Repaired and restored to operation, the Storm Water Pump Station on Harbour Way • Outsourced the maintenance/repair of our storm -water and sanitary sewer pump stations to a local company with a 2 -hour emergency response time. • Enhanced the catch basin inlet on Bal Bay Dr. • Added a drainage structure at the eastern terminus of 96 Street. • Enacted a public education campaign for waste disposal and recycling by placing guideline stickers for waste/recycling on receptacles and completed an informational mailer to residents. • Hosted a hazardous, household chemical collection event on July 24, 2016. • Reduced solid waste collection complaints by 80%. • Reduced replacement garbage/recycling can request turnaround time from two (2) days to the same business day. Village Manager's Annual Report 2015-16 November 23, 2016 Page 11 • Purchased three (3) towable two (2) yard waste containers to increase frequency and expedite service to our Bal Harbour Beach waste receptacles. Greenspace and Facilities Management • Renovated the landscape at the Founders Circle and Pump Station Number Two (PS 2) sites. • Completed the installation/relocation of thirty four (34) replacement Medjool Date Palms started in 2015, on Collins Ave and 96 Street. • Increased Bal Harbour Beach sand sifting/dressing frequency from five (5) days per week seasonally to once a day year round. • Renovated the Bal Harbour Beach bicycle/vehicle access path with the addition of five hundred and twenty (520) tons of new coquina sand. • Initiated the rope and post delineation of the eastern edge of the dune at Bal Harbour Beach to protect the sea oat plantings. • Completed three hundred and eighty thousand dollars ($380,000) worth of landscape restoration Village wide in non -gated residential section areas. • Completed twenty two thousand dollars ($22,000) worth of landscape restoration in the Gated Residential Section. • Completed sixty-nine thousand dollars ($69,000) worth of sidewalk and curbing repairs along Collins Avenue and 96th Street. • Recently installed holiday lights and decor along Collins Avenue and on Founders Circle - this year's design was discussed and approved by the Village's Architectural Review Board (ARB) • Installed two prototype street light fixtures at the terminus Eastern of 96 Street. • Conducted sixteen (16) pressure cleanings under the Herman B. Fultz Bridge. • Refinished the light bollards, directional signs and railings at Village Hall. • Repainted and repaired the flag poles at Founder's Circle. • Continuous replace all U.S., State and Village flags when appropriate to do so. Recreation • Promoted the adoption by the Bal Harbour Village Council of the South Florida Parks Charter to promote best practices in Parks and Recreational Space Planning. • Produced four (4) seasonal Special Events at Bal Harbour Park with an average attendance of over two hundred (200) participants, including a Fall Festival, Winter Festival, Spring Festival, a Summer beach party on July 3, and a movie on the beach on November 19. • Conducted seasonal basketball skill clinics for children thirteen (13) years of age and younger with three hundred and forty (340) total participants. • Began an after school basketball program for boys and girls • Produced eight (8) excursion day trips for residents with ninety-one (91) total participants - including trips to: Fairchild Tropical Botanic Gardens, Gulfstream Park and Casino, the de la Cruz Collection in the Miami Design District, Vizcaya Museum and Gardens, the Wolfsonian-FIU Museum, and the Perez Art Museum Miami. Village Manager's Annual Report 2015-16 November 23, 2016 Page 12 Investing in our Information Technology Infrastructure Improving and upgrading the Village's information technology infrastructure has been a priority of mine since I became the Village Manager. Over the past 3 years, much of that focus has been on tackling major improvements to update and upgrade the existing system, which was outdated and lacked appropriate back-up, security features and memory capacity. Some earlier improvements include: • Installation of system -wide security and anti -virus software; • Installation of new server hardware; • Replacement of computer inventory with new leased computers; and • Transition to the .GOV domain and e-mail archiving. These improvements have equipped our employees and our organization with reliable technology that supports the daily operations of the Village. This past year, we have continued making advancements in upgrading our Information Technology (IT) at Village Hall as part of the Information Technology Master Plan. The IT Master Plan is based on a needs assessment of IT infrastructure necessary to implement future enhancements to the Village's e -government capabilities, such as solutions to more effectively communicate with residents and other stakeholders, facilitate online transactions, as well as improve Village operations through software business solutions. These improvements and systems will allow for greater accountability and efficiency in operations, and provide improved customer service, enabling the Village to bring our organization's capabilities in line with industry best practices. As part of our plan, several accomplishments were reached. These include: • Full transition to voice-over-internet-protocol (VoIP) telecommunications system, resulting in a significant reduction in recurring communications expenses. • Upgrade of the Village financial management and utility billing system improved system functionality and staff efficiency in analyzing and interacting with data, enabling staff for the first time to generate functional reports and consumption data at both the account and meter device level. This provided a significant advancement from a system environment, which previously offered only single data point snapshots and static copies of reports. • Upgrades to the audio-visual technology in Council Chambers to enhance room acoustics and the overall quality of Council meeting web and television broadcasts; • Development of a technology -based Emergency Backup Plan to ensure continuity of services in the event of a business interruption. These additional components of the IT Master Plan are currently underway and scheduled to launch in mid -December: Village Manager's Annual Report 2015-16 November 23, 2016 Page 13 • Website Redesign (Phase 1) - With the deployment of the Village's new branding, the first phase of the website redesign project also commenced this fiscal year. Aside from integrating the new branding look and feel, the redesigned website will provide greater access to Village information in a user-friendly manner. Moreover, the new site will offer residents the ability to pay for their utility bill online, and future enhancements to online services. The new site is expected to go live in mid -December. • SmartGov (Phase 1) - This year we initiated the implementation of a new permitting software that will streamline the development plans review and inspection process by providing a self-service web portal for residents and contractors to electronically submit plans, schedule inspections, and pay fees. The new system allows plan reviewers to track plans from submission to approval. Plans will be routed through a workflow system ensuring more efficient and timely review. The workflow model will significantly reduce processing times and the amount of paper circulated. Other accomplishments this past year include: • Launched My Bal Harbour Mobile App, making it easier for residents and visitors to pay for parking, submit service requests, and explore the Village; and the Bal Harbour Express Bus Tracker function giving residents access to real-time shuttle bus location and arrival information. • Completed a full network redesign and separation of the Police server as required by the Florida Department of Law Enforcement (FDLE) audit. • Replaced 26 obsolete computers Village -wide with new leased desktops and laptops. • Implemented Virtual Private Network (VPN) access for Police personnel as well as Village, which allows employees to securely access the Village network remotely. • Consolidated the Village's multiple e-mail domains by transitioning to new .GOV domain, which is the federally approved e-mail domain for government entities. • Installed a new Village server and backup server in order to ensure appropriate capacity and continuity of operations. • Completed full transition to voice-over-internet-protocol (VoIP) telecommunications system, resulting in a reduction in recurring communications expenses. • Replaced 26 obsolete Police laptops with new ruggedized mobile data units configured to meet Computer Aided Dispatch (CAD) system requirements. • Realized significant cost -savings in mobile carrier expenses by switching to a more cost-effective and reliable cell phone carrier. • Implemented an offsite server back-up protocol. In 2017, we plan to acquire a Computer -Aided Dispatch (CAD) software that allows Police personnel to streamline communications and manage emergency calls more efficiently. Village Manager's Annual Report 2015-16 November 23, 2016 Page 14 Expanding our Communication Efforts Internally and with Residents and Visitors We have made great strides to ensure that our communication with our residents, businesses and visitors is as clear, continuous and as often as possible and appropriate. As Bal Harbour Village continues its vibrant growth and recognition as a world -class global destination, the Village completed its updated brand identity last year to reflect our evolving image. The creation and design of this updated brand identity has unified all our communication products with a comprehensive message that strategically represents the Village at all levels. Included in the new brand identity was the design of a new logo for the Village. This new logo is now used in all our communication efforts. The primary methods of communication with our residents includes the monthly newsletter, mailing of postcards for special upcoming events, the My Bal Harbour mobile Application (App), the Wireless Emergency Notification System (WENS), e -mails, and our social media outlets (Facebook and Twitter). After a several year hiatus, the Village newsletter was reintroduced in the summer of 2015 and began to be published quarterly. Since January 2016 the Newsletter has been published monthly or bi-monthly in an effort to provide more continuous information to our residents. Each edition includes a cover story highlighting a new initiative taking place in Bal Harbour Village, a general message, recent Village Council action, a summary of recent events which have taken place in the Village, upcoming special events, and a calendar of all upcoming meetings taking place in the Village. The monthly newsletter is mailed to all Bal Harbour Village residents using a new delivery method through the United States Postal Service which has greatly improved the delivery of all mailed items. Postcards are created for all upcoming events - particularly our Unscripted Bal Harbour Art Access Program events - and mailed to all Bal Harbour Village residents which serves as a reminder and provides greater details about the event than what was provided in the newsletter. Our Unscripted events continue to be a great opportunity for our residents and guests to connect socially and with South Florida's finest and most dynamic art museums and events. Since January 2016, events have included: a private Valentine's Day reception hosted by Art Wynwood founder Nick Korniloff and tour by Art Fair Wynwood Director Grela Orihuela; an art access tour of the art collection of Alan Kluger and Judge Amy Dean's in their home; an art chat with Franklin Sirmans, Director of the Perez Art Museum Miami; a private tour of the NSU Museum of Art Fort Lauderdale lead by museum director Bonnie Clearwater; and upcoming art chat and tour later this month of the private art collection of Bal Harbour residents Isabella Kowal and Francois Odermatt in their home; and unlimited access to several art fairs and events beginning later this month taking place during this year's edition of Art Basel Miami Beach. Village Manager's Annual Report 2015-16 November 23, 2016 Page 15 Also in January 2016, the My Bal Harbour Application (App) was launched. This mobile app enables users to make service requests and access Village information anywhere and at any time, seven days a week and 24 hours a day. Easily downloaded to a smart phone, the My Bal Harbour app allows users to submit requests and photos, track previous requests, receive notifications and important alerts, find local stores and restaurants, and even pay for parking. Additional services include listings of scheduled events, accessing Village meetings and posted agendas and sending emails or calling Village officials. The Wireless Emergency Notification System (WENS), is a fast and reliable web -based system that allows the Bal Harbour Village to make emergency as well as public interest and awareness notifications to all subscribers. This has proven to be a very effective, fast and reliable method to share information about all kinds of events and situations. In the event of an emergency or other special notice, Village personnel may promptly communicate advisories and directions to all residents who have opted to receive the messages. WENS has the capability to send messages via landlines, voice and SMS alerts to cellphones and emails accounts. Aside from emergency notifications, other interesting alerts sent via WENS are traffic alerts, severe weather alerts via NOAA, special events and public meeting notifications. The subscriber may elect one method of communication or opt to receive the alerts via several means. Our e-mail distribution list continues to grow every day. E-mail messages are sent to provide public notices about upcoming meetings and special events as well as meeting agendas for all Village Council and Committee meetings. The number of subscribers to our social media outlets (Facebook and Twitter) on both the government and tourism sides continues to grow and serves as yet another tool in allowing us to deliver our message to an even broader audience. In August 2016, all management team staff participated in a social media training which provided our team with the tools and resources to be proficient in the appropriate uses of social media and in establishing our procedures for how to use social media in more productive and effective ways. Our communication efforts with our visitors continues to grow as well. Through our advertising, marketing and public relations efforts, our focus is to position Bal Harbour Village as the premier luxury and lifestyle destination worldwide to continue to re -invest and supportthe Village by attracting tourism, generating business, creating awareness and building equity for the destination. The goal being that this investment will translate into continued and incremental funds, to be used for increasing the quality of life, beautification maintenance and enhancements, and the ongoing creation of programs and events, all in Bal Harbour Village. Our advertising efforts are critical in bringing attention to Bal Harbour and in promoting and attracting tourism to our destination. Our new advertising campaign has been in effect since the fall of 2015 and were recently updated for the new advertising season which began in the fall of 2016. The new strategy is focused more on digital advertising efforts rather than the standard print advertising efforts in the past. Our Public Relations efforts continue as well and are geared toward generating more news worthy Village Manager's Annual Report 2015-16 November 23, 2016 Page 16 attention and media hits for our destination and to help build brand equity for Bal Harbour Village. Establishing sustainable fiscal policies and planning for future capital investments. Bal Harbour Village remains in a strong and positive fiscal position. This is reflective of prudent stewardship and leadership. Since 2004, the Village has had a remarkable cumulative millage rate decrease of 32.27%. With the third lowest millage rate in Miami - Dade County, Bal Harbour Village is the only long established municipality among communities with the lowest millage rates in the County. Last year our millage rate of 1.9654 mills was 4.64% lower than 2014, and this year it is at the same rate as last year. Our budgeting process, year-end close-out and external audit earned the Village its first - ever recognition by the Government Finance Officers Association (GFOA) certificate for excellence in financial reporting for the Village's Comprehensive Annual Financial Report (CAFR) for the fiscal year ended September 30, 2014. The Village received its second GFOA certificate for excellence in financial reporting for the Village's Comprehensive Annual Financial Report (CAFR) for the fiscal year ended September 30, 2015. This recognition for two years in a row is the highest accolade in the area of governmental accounting and financial reporting and our attainment for the past two years represents a significant accomplishment for the Village and our Management Team. The Village's Budget Advisory Committee (BAC) made up of Village residents has again been extremely helpful in providing thoughtful guidance in the preparation and input of this fiscal year's proposed Operating and Capital Budget. Their time, efforts and expertise are greatly appreciated. For the last two (2) fiscal years, the Village has implemented a policy to allocate fifty percent of excess revenue over expenditure at the close of each fiscal year to assigned fund balance for a Capital Projects Reserve. In FY 2015, this resulted in the addition of $1.15 million for future purposes. At the same time, the Village managed to increase its unassigned fund balance to close to 92% of operating (non -capital) expenses or close to 12 -months of operating reserves, by programming utility related debt service payments to the utility and continued correction of fund accounting practices, and the addition of non- recurring revenue. Operationally, we have implemented a number of improved internal controls, banking practices, and protocols for authorized signors to enhance security and efficiency of operations, and negotiated reduced banking fees. The Village also established merchant services accounts to accept payments by credit card at Village Hall, providing easier payment options to our residents. We also corrected fund related expenditures to ensure proprietary funds are self-supporting. Initiated a practice of booking and following up on receivables Village -wide, resulting in the collection of past due revenue in excess of half a million dollars. Implemented process improvements requiring review and sign -off on all Village Manager's Annual Report 2015-16 November 23, 2016 Page 17 invoices, wires, and bank reconciliations by the appropriate Department Director prior to printing, execution, or completion. We recently completed the transition to an upgraded Village -wide financial management system improving the database structure, the ability to interact with data, and improving the accuracy of utility billing, resulting in operational efficiencies. And we initiated the provision of monthly check by date reports sent via LTC to improve transparency and communication with the Village Council on Village day-to- day expenditures. Through collective bargaining negotiations with the Police Benevolent Association (PBA) union which began in 2015 and lasted nearly one year, we were able to achieve concessions which will greatly reduce future liabilities and generate significant current and future year savings and will reduce the Villages long-term costs, primarily for pension and insurance. The priority in these negotiations was achieving reforms in the Police Pension Plan. As such, all new police officers hired by the Village effective June 1, 2016 will be required to participate in the FRS instead of joining the current Bal Harbour Police Officers Pension Plan. In addition, all current police officers were provided a choice, as is legally required, to either join FRS or to remain a part of the current pension plan with reduced benefits. Also negotiated with the union was that effective at the start of this fiscal year were the health insurance co -pays for Police Officers which are now at a fixed percentage of the total cost rather than the flat rate which they had previously paid. As a result of the Village's participation in the National Flood Insurance Program's Community Rating System (a voluntary incentive program that recognizes and encourages community floodplain management activities), the flood insurance premium rates for Village residents were again discounted this year to reflect the reduced flood risk resulting from our actions in meeting the goals of the rating system. These goals and accomplishments continue to build on our efforts to build a sound fiscal and management foundation for this organization, as we develop a sustainable long-term plan for the efficient delivery of services by the Village to our community, while maintaining conservative financial practices to ensure the long-term fiscal health of the Village. Other Efforts and Achievements A significant amount of time, effort and resources were allocated to several other initiatives, the most noteworthy ones are summarized below: Bal Harbour Shops The Bal Harbour Shops and the Village have evolved over the years, as has the Village Code, specifically regarding the Business District. At various times, the Shops have expanded, grown, redeveloped or made aesthetic modifications to keep its standing as the premiere luxury shopping destination in the world. Bal Harbour Village has also Village Manager's Annual Report 2015-16 November 23, 2016 Page 18 evolved and grown over the years becoming a world class community and tourist destination. As you know, in 2014, the Shops submitted to the Village, applications associated with their proposed expansion. This proposal followed various discussions regarding a potential expansion of the Bal Harbour Shops over the years and reflected a significant change to current conditions in the Business District and it introduced the possibility of including the Village Hall site into the conversation. The potential inclusion of the Village Hall site in the discussions presented many new issues for the Village to consider. Now, not only is the Village acting in its "regulatory" capacity, but also in a "proprietary" capacity. As a result, the consideration of this application was conducted in a very methodical and in depth manner. In the process of considering the requests, the Village Council held three public workshops in February, March and May 2015 to educate the public on the various issues involved. After these public workshops and discussions with the Village Council and staff, the Shops submitted a revised site plan on October 28, 2015 which was their final submission. At the November 17, 2015 Village Council meeting, the updated site plan was reviewed with the Village Council. After discussion regarding the proposal, including discussion regarding the disposition of the Village Hall site in the applicant's request, a motion was unanimously approved by the Council, (without indicating whether it was in favor of or opposed to the potential sale of Village Hall) directing the Village Manager and Village Attorney to negotiate the terms of a potential sale, proceed with the processing of the application, prepare all the necessary reviews/analysis and set a public hearing for the Council's consideration of the proposal. The Council also directed that, 30 days prior to the public hearing, all staff reports, analysis and pertinent documents be made available to the Council and the public. As directed by the Village Council, I worked on negotiating the best possible deal for the Village. The work involved over the past several years regarding the proposed expansion and leading up to the negotiated deal on behalf of the Village involved many staff hours and resources. In these ongoing discussions with representatives from the Shops, I was able to secure a deal which would have yielded approximately $128 million dollars in public benefits to the Village. A special Council meeting to discuss the proposed expansion was scheduled for March 17, 2016 but was deferred to April 13, 2016. At this meeting, the Village Council discussed the issue and ultimately the Resolution determining whether the conveyance of the Village Hall structure and site to the Shops was in the best interest of the Village failed. Village Manager's Annual Report 2015-16 November 23, 2016 Page 19 Building and Permitting Department In an effort to restructure the Building and Permitting Department to create more customer -focused efficiencies and considering current permit activity and projected activity in the Building Department for the next several fiscal years, in March 2016, I changed the existing organizational structure in the Building Department to one which is more beneficial to the Village and our customers. The reorganization of this department included some staffing changes, most notably the hiring of a full-time Building Official. I also renegotiated the contract with the existing provider to accommodate the new staffing structure without losing any services - particularly inspection services - which had already been paid. In continuing the restructuring of the Building and Permitting Department in this fiscal year, we worked on rectifying the permitting fee revenue imbalance to more closely match the demand and needs from Village residents. Building and permitting functions in Bal Harbour have not historically been self -supported by the fees collected, leading to a dependency on General Fund dollars. Over the last five fiscal years, the General Fund has subsidized the functions in excess of $400,000. At the September 2016 budget hearings, the Village Council modified the Building and Permitting fees. This new fee structure not only fully funds the costs of the Building Department and development functions, but also enhances the Village's ability to handle building activity fluctuations during the inevitable downturns in the market. In years where there is unusually high building activity, these fees will guarantee that inspections can be completed and projects closed out while crossing over fiscal years. Bal Harbour Village's 70th Anniversary August 16 2016 marked Bal Harbour Village's 70th anniversary since it incorporated in 1946. To mark this very special occasion, several community -wide events have taken place with the final event scheduled for December 10. To commemorate the Village's anniversary, a new Village flag has been designed and officially unveiled in a public ceremony on Founders Circle on August 31. Our new flag, features a white background and two waves under the new Village logo. The top wave represents the Atlantic Ocean and the bottom one, Biscayne Bay - the two bodies of water which Bal Harbour resides between. The white background represents the white sand beach that draws residents and tourists from all over the world to our little piece of paradise. On Sunday, November 6, a historical 70th anniversary exhibition and tour led by Dr. Paul George, a renowned South Florida historian along with Claire Breukel, head curator of the Unscripted Bal Harbour Art Program took place at the Sea View Hotel. The event kicked off with a reception. The two-part exhibition of historical and contemporary images recounts key moments in Bal Harbour's history remains in place through January 2017. Part one of this exhibit is located in the Sea View Hotel's Florida Room and part two is on Bal Harbour's Village Manager's Annual Report 2015-16 November 23, 2016 Page 20 beautiful beach path. This exhibit will be the first of an ongoing series of outdoor public photography exhibitions on Bal Harbour's beach path. The event on November 6 was very well attended and after the tour, there was a closing reception at the new Atlantikos Restaurant at the St. Regis Bal Harbour Resort. On Monday, November 14, our now annual holiday lighting ceremony took on a special 70th anniversary feel, as this year' s lights, decor and theme took on the look and feel of the Village's colors including elements of white, platinum and blue/teal. The ceremony was attended by many local families who gathered to kick-off the holiday season. On Saturday, November 19, a family friendly event for children of all ages on the beach took place. The evening consisted of interactive games, activities and a movie on the beach - the blockbuster hit, Finding Dory. Beach -side seating, popcorn and refreshments were provided. The event was attended by an estimated 300 residents and guests. To close out our 70th anniversary celebrations, a spectacular evening concert on the beach is being planned for Saturday, December 10 to include a performance by the Palm Beach Symphony as well as other incredible talent, music and ending with a 70th anniversary themed fireworks display over the beach. Council Induction and Transition The outcome of the November 8 election resulted in two newly -elected councilmembers and as a result I am working with our new officials to provide them with the resources they need as they transition into their new roles. As our new Council begins their work, I remain committed to ensuring that my Administration and I do our best to support and carry -out your legislative and policy directives. I have already provide the new Council with an orientation book to summarize important information regarding some of the Village's various policies, procedures, and on -going issues and projects. I will continue working with the Village Council to ensure that our transition to this new Council is a smooth and successful experience for each of you and our residents and various stakeholders. Conclusion I would like to thank our Village Council for your continued guidance and direction - working together has helped us accomplish so much for our community. I look forward to speaking with each of you one-on-one in greater detail about what we have collectively achieved this past year and how, together, we can continue working to make Bal Harbour Village an even better place to live, work, visit and enjoy for our residents and visitors. Attachment: ICMA Form International City I County Management Association Village Manager Performance Evaluation Guideline This form may be used by each Member of the Village Council to evaluate the Village Manager's performance in fulfilling each of the roles he plays in the Village's government. The Village Manager is graded 1-4, with the following scale: 1 — poor 2 — fair 3 — good 4 — excellent Each member of the Council should complete the form and share/discuss it with the Village Manager. The Village Manager will compile the results and tally the scores. 1. Personal Invests sufficient efforts towards being diligent and thorough in the discharge of duties. Composure, appearance, and attitude fitting for an individual in his executive position. 2. Professional Skills and Status Knowledge of current developments affecting the management field. Respected in management profession. Has a capacity for innovation. Anticipates problems and develops effective approaches for solving them. Willing to try new ideas proposed by Council members or staff. 3. Relations with Council Carries out directives of the Council as a whole rather than those of any one Council member. Page 1 of 4 F:IPDADMIMDOLORE$%VM EveINM Performance Evaluation Guide 2014.dor Assists the Council in resolving problems at the administrative level to avoid unnecessary Council action. Assists the Council in establishing policy while acknowledging the ultimate authority of the Council. Responds to requests for information or assistance by the Council. 4. Policy Execution Implements Council action in accordance with the intent of the Council. Supports the actions of the Village Council after a decision has been reached. Enforces Village policies. Understands Village's laws and ordinances. Offers workable alternatives to the Council for changes in the law when an ordinance or policy proves impractical in actual administration. 5. Reporting Provides the Council with reports concerning matters of importance to the Village. Reports are accurate and comprehensive. Prepares a sound agenda which prevents trivial, administrative matters from being reviewed by the Council. 6. Citizen Relations Handles complaints/inquiries from citizens appropriately. Dedicated to the community and to its citizens. Skillful with the news media - avoiding political positions and partisanship. Has the capacity to listen to others and to recognize their interest — work well with others. Page 2 of 4 F:ND ADMIMDOLORES\VM Eval\W Performance Evaluation Guide 2074 0w Cooperates with neighboring communities. Cooperates with the county, state and federal governments. 7. Staffing Recruits and retains competent personnel for Village positions. Works to improve performance of staff. Committed to ensuring diversity in the workforce. Accurately informed and concerned about employee insurance, fringe benefits, promotions, and pensions. 8. Supervision Encourages department heads to make decisions within their own jurisdictions without Village Manager approval, yet maintains general control of administrative operations. Instills confidence and initiative in subordinates and emphasizes support rather than restrictive controls for their programs. Has developed a friendly and informal relationship with the work force as a whole, yet maintains the prestige and dignity of the manager office. 9. Fiscal Management Prepares a balanced budget to provide services at a level intended by the Council. Makes the best possible use of available funds, conscious of the need to operate the Village efficiently and effectively. Prepared budget is in an intelligible format. Pape 3 of 4 F:1PD ADMIN\OOLORES\VM EvaI1VM Performance Evaluation Guide 2014.da 10. What have been the major accomplishments of the Village Manager this past year? 11. What areas of the Village Manager's performance need the most improvement? Why? What constructive, positive ideas can you offer the Village Manager to improve in these areas? Signature Date Page 4 of 4 F:WD ADMINIDOL0RES\VM EvaaVM Performance Evaluation Guide 20144ot