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HomeMy Public PortalAboutvillage-manager-annual-report-2016-17BAL HARBOUR -VILLAGE - OFFICE OF THE VILLAGE MANAGER MEMORANDUM To: Honorable Mayor and Members of the Village Council From: Jorge M. Gonzalez, Village Manager \ ~ Date: November 21, 2017 () Subject: Village Manager's Annual Report 2016-2017 On November 12, 2017, I completed my fourth year as the Village Manage r in Bal Harbour Village. I would like to take this opportunity to share with you our achievements in our key priority areas of focus this past year. In reviewing these accomplishments, we can t ake collective pride in the many successes Bal Harbour Village has experienced. Pursuant to Section 5.3 of our employment agreement, the Village Council shall evaluate the performance of the Village Manager each year. This memorandum summa rizes the activities we have undertaken this past year, as well as the three prior yea r s, and the resulting accomplishments. As I have done in the past, I have 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 achievement s of the past year. Please be reminded that this information is subject to the Florida Sunshine Law and should be used with that consideration. One of my top priorities since I became your Village Manager in November 2013 has been to work with you to make the Bal Harbour Village government one of the best in the United States - a municipal government that is regarded and recognized as a high-performing, quality organization, whose work is focused on effectively and efficiently addressing and meeting the needs and priorities of our beautiful vibrant community. While there is still much work to be done, a great deal has been accomplished this past year and over the past four years. When I became your Village Manager in 2013, I 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. There were many outstanding and unresolved issues that the Village was facing at the time and the Village was in need of focus and leadership. My immediate focus was on dealing with U.S. Department of Justice (DOJ) investigation of the Bal Harbour Police Department; identifying and hiring key management-level positions in the police department and e lsewhere in the administration; and the operational evaluations of all services in the Village. As I transitioned into my second year, I developed my first Operating and Capital Budget for the Village. T hat budget, and all subsequent budgets, have allocated funding and Village Manager’s Annual Report 2016-17 November 21, 2017 Page 2 of 21 resources on five key priorities: (1) enhance community policing strategies and accountability; (2) improving and beautifying our public areas; (3) enhance community engagement through public events and expanded communications with our residents and visitors; (4) establishing sustainable fiscal policies and planning for future capital investments; and (5) investing in information technology. In brief summary, we began this past year by celebrating the Village’s 70th anniversary in a number of ways – from the unveiling of our new Village flag; a historical exhibition on the Bal Harbour Beach path and inside the Sea View Hotel; holiday lighting using the Village’s colors of white, platinum and blue/teal; and the anniversary concert on the beach which took place in February 2017. Our focus on technology improvements also continued with the official launch of the new Village website on February 1, 2017 and the launch of several new platforms to create efficiencies in the way we provide services. We continued our focus on infrastructure improvements in the Village by completing Phase I of the Utility Master Plan Sewer System. While in design for Phase 2, we are reevaluating our overall strategy for the Master Plan to focus on opportunities to repair and reuse existing infrastructure rather than wholesale replacement. We are completing a comprehensive video inspection of the entire sewer system and have already completed a water pressure and leak test on the water system. Where we can re-line and reseal our pipes and manholes we will do so. Where damaged stretches are identified we will complete repairs and continue to reuse. Ultimately, this will result in project savings, but more importantly, will avoid costly capital projects with messy and lengthy construction periods. Our experience during Phase 1 has led us to look for alternatives which will help prevent long and intrusive disruptions to our residents. We continued the transition in the Building Department from a contracted entity to a hybrid model and completed the hiring of our new Building Department Director following the unexpected departure of the former Building Director. These efforts are focused on further streamlining our process and enhancing customer service and accountability. This year, for the first time in over a decade, our community faced the real threat of a powerful hurricane. Our preparations prior, during and after Hurricane Irma ensured that the Village was well prepared to deal with impacts from the storm and our recovery efforts proved to be timely, efficient and effective. On a personal note, I am also happy to report that during this past year, I continued to serve on the International City/County Management Association (ICMA) Strategic Planning Task Force and that I also received the ICMA Credentialed Manager Certification – a designation which recognizes professional local government managers qualified by a combination of education and experience, adherence to high standards of integrity, and an assessed commitment to lifelong learning and professional development. Finally, I was also elected as the District V Representative of the Florida City/County Management Association. Other staff also serve on the boards of their respective professional Village Manager’s Annual Report 2016-17 November 21, 2017 Page 3 of 21 associations including as President of the Miami-Dade Police Chiefs Association and Treasurer of the Miami-Dade City/County Management Association. This is a brief example of our effort to encourage career development and an example of the quality of staff we can attract to Bal Harbour Village. We now end the year with preparations underway for a council leadership and strategic planning retreat to take place on November 28-29, 2017. We expect to discuss various topics the Village is facing, prioritize our efforts and reaffirm our current key goals and align with the Village’s organizational mission, vision and values. This is what we believe to be the first ever such leadership opportunity for our Village Council. A significant amount of time, effort and resources this past year were allocated to several initiatives this past year. At this time last year, I noted some key initiatives and issues that would need to be focused on in the coming year – these included: • Induction and transition of the new Village Council members • Bal Harbour Shops expansion application • Completion of Phase I of the Utility Master Plan • Resolution of the Flamingo Way / Marina • Bringing an appropriate conclusion to the Quarzo building issues Nearly 12 months later, I am happy to report that these major challenges have been brought to a satisfactory conclusion with, I believe, significant benefit to Bal Harbour Village. A summary of each of these is provided below: Mayor and Council Induction and Transition On November 8, 2016, the municipal election in Bal Harbour Village resulted in two newly-elected councilmembers -Councilman David Albaum and Councilman Jeffrey Freimark. At the induction ceremony later that month, Mayor Groisman and Assistant Mayor Salver were elected by the Council to serve in those positions. As a result, I worked with our new officials to provide them with the resources they needed as they transitioned into their new roles. Orientation manuals summarizing important information regarding the Village’s various policies, procedures, and on-going issues and projects. I continued working throughout this past year with the Village Council to ensure that our transition was a smooth and successful experience for each of you and our residents and various stakeholders. Bal Harbour Shops After many years of discussion, the expansion of the Bal Harbour Shops received final approval from the Village Council on May 16, 2017. Throughout all of this time, I worked very closely with the Whitman Family Development to minimize the impact on residents, guests and Village operations while at the same time negotiating an agreement that includes a significant and unprecedented package of public benefits to the Village that are immediate and long-range in nature. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 4 of 21 The positive impact on the Village from the expansion includes new and enhanced Village municipal facilities, increased public-owned space, additional open green space, enhanced Village aesthetics and an improved pedestrian experience. Through the addition of land and public spaces, the improvements to infrastructure and new rents, taxes and fees, the Village can anticipate an estimated total direct economic benefit of almost $125 million in the coming years. As a result, Bal Harbour Village can look forward to increased revenues from property tax, resort tax and business tax receipts generated by the expansion. With the approval of the development agreement and the proposed expansion of the Bal Harbour Shops, the Village can look forward to numerous benefits that will enhance and improve the community for generations to come. Utility Master Plan Phase I of the Utility Master Plan was completed using the $6.5 million in Miami-Dade County Building Better Communities (BBC) General Obligation Bond (GOB) funding to advance this necessary capital project. The Village was able to secure this amount through extensive and protracted negotiations with Miami-Dade County for our sewer project. The project included the 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; and all asphalt, concrete and landscaping to be restored within the project limits to existing condition or better. Flamingo Way / Marina After many years of controversy and litigation, a tentative agreement has been reached that will be discussed by the Village Council in Executive Session on November 21, 2017. This agreement brings a global settlement between the Village, residents of the gated community and the Marina, which will result in greater clarity, stronger rules of operations, needed utility easements and the transfer of park property to the Civic Association. Quarzo Zoning Issue As you know, the Quarzo property, which includes three buildings (located at 290 Bal Bay Drive (current Quarzo Hotel), 291 Bal Bay Drive (current vacant building), and 10250 Collins Avenue (current occupied rental property), have had its share of controversy over the years, including: a problematic ownership group; significant past due water and Resort Tax debt; code and appearance issues; as well as public safety and other nuisances. I have worked hard to ensure that all past due accounts are current. We then, through the Miami- Dade County Unsafe Structures process, were able to initiate positive action ultimately resulting in the sale of the property to more capable ownership. The new owner of all three Village Manager’s Annual Report 2016-17 November 21, 2017 Page 5 of 21 buildings is Fortune International Realty. Staff and I spent several months meeting with the new owners working on details pertaining to their proposed development, and the amendments to the Village Code that would need to be approved by the Village Council in order for their proposed development to move forward. At the October 24, 2017 Village Council meeting, the Village Council approved an Ordinance on first reading approving these amendments. Second reading of this ordinance is on the November 21, 2017 Village Council agenda. The proposed plans for these buildings – which will be known as the Beach Haus Bal Harbour would greatly improve the aesthetics of these three buildings as well as the entire northern tip of Collins Avenue and the underpass leading to the waterway and the northern Village city limits. In addition, through our collective efforts, the developer has agreed to proffers of a total of $150,000 to fund various art, landscaping improvements and a security wall in the surrounding area. General Summary of Accomplishments 2016-17 As has been done since I became your Village Manager, my recommendation has always been that in order to turn our vision into tangible results, the budget must fund key priority areas. Since my first budget, we have focused on the following five key goals referenced earlier and these continued to guide my recommendations and direction of the organization this past year: • Enhance Policing Strategies and Accountability; • Improve and Beautify our Public Spaces; • Enhance community engagement through public events and expanded communications with our residents and visitors (this goal was formerly titled: Expand our Communication Efforts Internally and with Residents and Visitors); • Establish Sustainable Fiscal Policies and Plan for Future Capital Investments; • Invest in our Information Technology. The following summary is organized into the five key goals mentioned above. These accomplishments build on the work that was begun when I became your Village Manager four years ago. Enhance Policing Strategies and Accountability Public safety in the Village remains a top priority. Given the importance of this goal, the Bal Harbour Police Department (BHPD) remains dedicated to a community-oriented policing model, focused on increasing police visibility through innovative directed patrol activities and improved readiness for extreme events. This past year has been one of transition for our Police Department. It is important to note the significant impact that the late Police Chief Mark Overton played in restoring the public’s trust in our Police Department in the nearly three years that he served as our Police Chief. Through his leadership, the BHPD continued its focus on rebuilding its reputation through greater accountability from our Officers, transparency of Department operations Village Manager’s Annual Report 2016-17 November 21, 2017 Page 6 of 21 and increased contact with the community by our 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/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. Although Chief Overton’s untimely passing last November has been a tragic situation for our entire Village, 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 a safe and better place. The past year provided me an opportunity to assess the interim leadership that was in place in our Police Department. I am very pleased that the Acting Police Chief Miguel de la Rosa was officially appointed as the Police Chief in September 2017, as well as the subsequent other promotions made, including Captain Raleigh Flowers, Lieutenant Jack Young, and Sergeant Christopher DeStefano. The Bal Harbour Police Department continues its focus on employing a community policing model -centered on increasing police visibility through innovative directed patrol activities. This model has proven to be very successful in the Village. The realignment of officers and resources allows for a greater level of public safety services to our residents, businesses and visitors. As part of this ongoing effort, the Police Department continued, enhanced or added the following activities to ensure greater visibility and contact within our community: • High visibility patrol through bicycle, foot and golf cart deployment; • Pedestrian safety program; • Marine patrol activities; • Increased police presence on Collins Avenue; • Traffic enforcement activities throughout the Village; • Code enforcement effectiveness and efficiency; • Improved active shooter response capabilities with specialized training and equipment. Specific results this past year include: • Uniformed Crime report (UCR) rates showed a decrease in crime in the last two years and an increase in arrests and closures rates. Arrests and closure rates are two good indicators of police performance and effectiveness. Increases in these indicators are positive, but does not necessarily mean there is an increase in crime, and reflects the efforts of our command staff, supervisors and officers. The BHPD continues to proactively fight crime, instituting crime prevention strategies while utilizing all available resources through a community oriented policing philosophy. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 7 of 21 • Installed pedestrian safety crosswalk with high intensity flashing lights system at the 9900 block of Collins Avenue. The lighted crosswalk signals increase the visibility and usability of the crosswalk for our residents. The signalization is activated as the pedestrian enters the crosswalk eliminating the need for a manual activation of the signal. • Enhanced patrol during special events and high holy days to ensure the safety of all residents and guests. Bal Harbour police officers ensured the safety and security of all guests to 70th Anniversary Celebration, Movies on the Beach, and other special events as well as the High Holy Days and other holidays through enhanced security measures, presence and visibility. • Purchased and issued spit hoods to be deployed when arrestees are attempting to bite or spit at responding officers. These hoods help prevent injury to the subject and officer, as well as help prevent exposure to potential communicable diseases. • BHPD conducted scenario-based active shooter preparedness training for civilian Village employees. The training provided alternative techniques and life saving strategies to utilize in the event of an active shooter situation. • Re-instituted Officer of the Year award in addition to departmental commendation and ribbon program. The Nominations Committee selects the award recipient based on their exemplary performance throughout the year. This past year, the award was presented to Officer Jorge Waisman. • To promote continuous leadership development, several supervisors attended various first line supervision and command officer development courses. These training courses will enhance the supervisors’ knowledge of their leadership role. • Implemented video conferencing to conduct pre-file interviews in a more efficient manner. Communicating with the State Attorney’s Office through video conference technology allows the department to keep officers on-duty, reduce vehicle costs and minimize overtime expenditures. • Conducted in-service driving instruction course focused on vehicle control and awareness in an effort to maintain a safe work environment. • Initiated at the start of the hurricane season emergency table top exercises, development and training for all department heads, to ensure proper protocol of the Bal Harbour Village Critical Incident Operations Plan during such incidents. Department heads were put through several decision making scenarios which present the individual with real life challenges in the event the Village were to be impacted by a hurricane. These exercised proved helpful in our preparations and response to Hurricane Irma. • Activated and prepared for the impacts of Hurricane Irma – the first major Category 5 hurricane to threaten our area in several decades. • 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. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 8 of 21 • Continuation 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 • Hired two (2) Police Officers to replace vacancies caused by the retirement of personnel, ensuring a consistent level of service. • 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 • 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 • Conducted a bicycle safety program (Bicycle Rodeo) for school aged children, including bicycle safety inspections and the issuance of bicycle helmets for children • Expanded our crime prevention tips advertisement and public relations via Social Media and the Village’s monthly newsletter • Conducted a Police Memorial Ceremony during National Police Appreciation Month to salute those who have lost their lives while serving the public. • Police Captain Raleigh Flowers was sworn-in as the President of the Miami-Dade County Association of Chiefs of Police. These results have all contributed to a greater level of service and public safety to our residents, businesses and visitors. Improve and Beautify our Public Spaces The aesthetics, cleanliness and beautification of the Village is another top priority. We continue to focus on this goal by enhancing service levels through increased routine maintenance of our public areas and facilities. Our ongoing efforts to improve and beautify the public spaces in the Village include: As was referenced earlier in this report, Phase I of the Utility Master Plan was completed and included the 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; and all asphalt, concrete and landscaping to be restored within the project limits to existing condition or better. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 9 of 21 The design activities for the Phase II of the Utility Master Plan continue with the submitted design currently under an independent design and constructability analysis to determine the most cost effective and minimally invasive approach to perform this work. The Village successfully secured, all Village facilities and equipment in preparation for Hurricane Irma. Additionally, shuttle service for residents needing transportation to area shelters was provided. In the aftermath of the storm, the Village staff immediately initiated cleanup efforts with the following results: September 11 to September 17, 2017 • Staff cleared Collins and 96 Street to provide travel two travel lanes North, South, East and West • Inspected and confirmed operation of both sanitary sewer stations. • Began debris removal to temporary debris storage site (Fairfield Manor) • Cleared all travel lanes within the Gated Residential Community • Resumed street sweeping of Collins and 96 street • Resumed Bal Harbour Express Shuttle operations • Completed placement of all street furniture and trash receptacles • Reopened Bal Harbour Beach • Cleaned and returned Bus shelters to full operation • Re-opened Bal Harbour Park September 21 to October 07, 2017 • Completed debris removal for Collins and 96 Street • Completed debris removal within the Gated Residential Community • Completed debris removal from the temporary debris management site The total volume of debris removed during post Hurricane Irma cleanup efforts was three thousand one hundred forty one cubic yards (3,141), which equates to eight hundred forty eight tons (848)of debris. Below is a summary of some other results this past year in each of the areas within our Parks and Public Spaces Department: Public Works • Improved mobile water usage meter reads to 92% first time read capture. • Obtained ability to perform in-house locates for valves, meters, and water mains with newly purchased equipment. • Installed smart rain devices that operate according to reported rain data reports and forecasts specific to our location to save water on irrigation. • Conducted water mainline leak detection testing throughout the Village. • Continued to meet all water quality requirements by the Department of Environmental Protection (DEP) and the Department of Health (DOH). Village Manager’s Annual Report 2016-17 November 21, 2017 Page 10 of 21 • Outsourced the maintenance of the motors, pumps, valves, and control panel to Pump Station Maintenance. Obtained a company with a 2-hour emergency response time. • Secured the Sanitary Sewer Station PS # 2 and PS # 1 with security picket fencing. • Decreased SSO’s (Sanitary Sewer Overflows) by designating staff to work almost exclusively with the Sanitary Sewer system. • Continued to meet annually the Sanitary Sewer Evaluation System (SSES) requirements by EPA and DERM. • Cleaned and video-inspected twenty three thousand eight hundred seventy two linear feet (23,872) of sanitary sewer mains (entire gated community). Total remaining line to be video inspected in the near future is six thousand two hundred eighty four linear feet (6,284). • Repaired and returned to operation (after several years), the Storm water Station on Harbour Way and secured station with a security picket fence. • Outsourced the maintenance of the Storm Water motors, pumps, valves, and control panel to Pump Station Maintenance. Obtained a company with a 2-hour emergency response time. • Implemented a Zika mosquito control program to reduce standing water and prevent mosquito reproduction thru the use of environmentally approved bio tablets. • Installed a new catch basin with new French drain, street and curb repairs at the end of 96th Street to eliminate puddling. • Continue to meet annually the National Pollutant Discharge Elimination System (NPDES) permit requirements. • Successfully bid and secured a new community shuttle service provider at a savings over the old agreement cost. • Successfully negotiated and executed an amendment to the waste services agreement. The new agreement secured a flat rate for two additional years, increased recycling by one additional day per week and capped future rate increases to the yearly consumer price index. • Increased recycling awareness and decreased contaminated recycling by 50%. • Held two (2) Household Hazardous Waste/Electronic Recycling Events. • Initiated ROW permit for anyone performing work in the right-of-way • Installed seventy-four (74), “rain catcher” devices to prevent rain water from entering the sanitary sewer system. • Installed security fencing along the perimeter of the Gated Residential Community at the Bal Cross and Bal Bay street ends. Beautification • Replaced turf in the gated residential area that is lower growing with a neater appearance. • Irrigated and replaced turf along 96 Street East of Collins Avenue. • Replaced the flowers on the end caps of the Collins Avenue medians with a sustainable landscape. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 11 of 21 • Replaced the Jasmine in the center median of the 10200 block of Collins Avenue with Zoysia turf. • Replaced the flowers on the end caps of the Collins Avenue medians and the 96 Street medians with a sustainable landscape. • Replenished the coquina sand on the bike path / service path. • Installed water line for new shower placed on 96 Street Facilities • Permitted and Rebuilt the Parks and Public Spaces Department office space. Added additional office for Operations and Compliance. • Installed a new Air Conditioning system at Village Hall. • Replaced the flooring at Village Hall. • Performed renovations within the Building Department to enhance their storage capabilities and appearance. • Completed the 40-year recertification work for Village Hall. • Increased operational capabilities by purchasing dumpsters on wheels to service the Beach Areas. • Began the process to replace the windows in Village Hall and the Police Administration with impact storm windows. Recreation • Produced four (4) seasonal special events at Bal Harbour Park and the Beach with an average attendance of over two hundred (200) participants • Coordinated logistics for the 4th of July 2017 celebration on the beach and Village’s 70th anniversary event. • Conducted seasonal basketball skill clinics for children thirteen (13) years of age and younger averaging 30 participants, 4 days per week during the program. Totaling 839 participants from the start of the program in October 2016 ended on June 15 2017 • Scheduled eight (8) excursion and produced five (5) excursion day trips for residents, averaging ten (10) participants per trip. • Facilitated sixteen (16) Bal Harbour Park space rentals for resident parties. • Implemented additional rental services to rent tables, chair and provide staff for a fee to for setup and break down of Bal Harbour Village rented equipment. • Managed the Bal Harbour Express shuttle service with an average monthly ridership of over five hundred (500) users. • Implemented the Pronto Form visitor sign-in log with photo taking capability. Converted over one hundred and fifty (150) residents to the new swipe card system for quick park/playground access. • Hosted over 8,000 residents and their guests at Bal Harbour Park. Staff Training • Obtained Florida Water and Pollution Control Operators Association (FWPCOA) Water Distribution certification for one staff and one pending Village Manager’s Annual Report 2016-17 November 21, 2017 Page 12 of 21 • Obtained FWPCOA Wastewater Collection certification for one staff and one pending • Provided all Water & Sewer employees with 24 hours of onsite fire hydrant repair and maintenance training. • Instituted Sanitary Sewer Pump Station preventive maintenance procedures and staff training. • Provided all Water and Sewer Employees with American Water Works Association (AWWA) training in water distribution maintenance. • Obtained Confined Space Training Certificate for one employee. • Completed Staff Training for all Department employees in the use of Pronto forms data base system. Enhance Community Engagement through Public Events and Expanded Communications with our Residents and Visitors Communication with our residents, visitors and other stakeholders is extremely important. We continue our efforts in enhancing our communication to ensure that it is clear and continuous and that our community is as connected and engaged as possible with the Village. A primary method of communication with our residents is the mailing of a bi-monthly newsletter as well as customized postcards for upcoming special and important events. Our electronic communication efforts includes the My Bal Harbour mobile Application (App), the Wireless Emergency Notification System (WENS), e-mails, our social media (Facebook, Instagram and Twitter) for both residents and tourists, and our new government and tourism websites. The Village newsletter remains a popular way to keep the community connected. The newsletter is mailed to all Bal Harbour Village residents using a delivery method through the United States Postal Service which has greatly improved the delivery of all mailed items from the Village. Individual and customized postcards also remain a popular way to promote upcoming special events for our residents. Postcards are created for all upcoming events – particularly our Unscripted Bal Harbour Art Access Program events - and mailed to all residents providing greater detail about the event. Since it was launched early last year, the My Bal Harbour Application (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 to Village officials. The Wireless Emergency Notification System (WENS) remains a fast and reliable web- based system that allows us to send emergency notices as well as provide public interest Village Manager’s Annual Report 2016-17 November 21, 2017 Page 13 of 21 and awareness notifications to the nearly 700 subscribers who are currently enrolled. In the event of an emergency, 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 telephone landlines, voice and SMS alerts to cellphones and emails accounts. Aside from emergency notifications, other alerts sent via WENS are traffic alerts, severe weather alerts via the National Oceanic and Atmospheric Administration (NOAA), special events and public meeting notifications. 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. In addition, the number of subscribers to our social media outlets (Facebook, Instagram and Twitter) continues to grow and serves as yet another tool in allowing us to deliver our message to an even broader audience. Our communication efforts with our visitors continues to grow and evolve 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. All of these efforts are geared toward generating more news worthy attention and media hits for the destination and to help build brand equity for Bal Harbour Village. In doing so, we continue to re- invest and support the 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 Resort Tax Funds, to be used to increase tourism to our area, improve the quality of life for all in Bal Harbour Village, improve the beautification maintenance and enhancements on the beach and Collins Avenue, and the ongoing creation and hosting of special programs and events in Bal Harbour Village for our visitors and residents. In conjunction with the Village’s rebranding efforts, our new logo and collaterals have replaced all the former images and a style manual is in place which serves as a guide for all communication tools and materials used by the Village. This includes updating and replacing all of the Village-wide informational and directional signage located throughout the Village and on our beach. Over the years, informational and directional signage had been placed along the beach, the jetty and in other public areas of Bal Harbour Village. As a result, there were a number of signs which were outdated and/or whose look and design were inconsistent and not unifying. Early in this fiscal year, the Village Council approved a Resolution approving the design and replacement of all signage throughout the Village. All signs have been replaced over the past several months. Given that this signage is all mostly located outdoors and most of the signage is on or near the beach, the beach paths, and the jetty, the materials used to create the signage, frames and poles are of the highest quality aluminum that is then powder-coated to protect against the elements. In total, there are approximately 150 signs which have already been replaced. These include signs announcing: Beach Rules, Jogging/Walking/Bicycle Paths, Bicycle Path Rules, Rip Currents Warning, Beach Warning Flags, Swim At Your Own Risk, No Village Manager’s Annual Report 2016-17 November 21, 2017 Page 14 of 21 Fishing Along Wall on the Jetty, Address signs for Residential Buildings (on the Beach path), Park signs (in Bal Harbour Park), Pooper Scooper signage, and Village Hall signage. Last year, plans were underway to celebrate the Village’s 70th anniversary of incorporation as a municipality. In November 2016, the Village got into the celebratory spirit with a two- part, historical photography exhibit which was curated by Dr. Paul George, a professor of history and lead historian for History Miami Museum. These exhibits provided a historical overview of the Village in both an indoor exhibition at the Sea View Hotel as well as an outdoor exhibition along the beach walk. Both exhibits were up from November through January 2017 and the indoor exhibit was then moved to Village Hall where it currently remains on view. In addition, a community-wide celebration was initially planned for December 2016 but rescheduled due to the weather to February 2017. Well over 2,000 residents and visitors attended this very special event which featured seating, food and refreshments and spectacular performances by the Palm Beach Symphony as well as Carlos Oliva with his Los Sobrinos del Juez band and Latin dancers. Feedback from the community on both the historical exhibitions and the community concert were overwhelmingly very positive and served as excellent opportunities to bring members of our community together to celebrate. A number of other public events were held throughout the past year as well. These included two family-friendly movies on the beach – one held in November 2016 and the other in June 2017 – each included seating, food, refreshments and entertainment for children. Well over 300 people attended each of these events and feedback regarding both events was very positive. Just this month, a number of community events were held to kick-off the high season in the Village. A movie on the beach was held on November 18 with over 300 people coming out to enjoy this family friendly event. For a second year in a row, a special event was held in November to kick-off the holiday season with the lighting of the holiday décor on Founders Circle and along Collins Avenue. This event included performances by local school children, a champagne sabering by the St. Regis Hotel, music and entertainment as well as seating, hors d’oeuvres, and refreshments. This year’s holiday lighting ceremony is planned for November 27. And also for the second year in row, a special Independence Day celebration was held for our residents and guests to accompany our traditional fireworks display. This year, on July 4, families and friends gathered on the beach where seating was provided along with refreshments and desserts. The fireworks display was accompanied by a musical medley of patriotic music. The proposed budget includes funding for the continuation of these events in the next fiscal year. Another way of bringing the community together is through our Unscripted Art Access Program, which continues to grow each year. The Museum Access card now includes eighteen cultural institutions, having added several this current year, including the recently opened Frost Museum of Science, History Miami and the Jewish Museum of Florida. In addition, over ten art chats and tours were held this past year, including: a private director- led tour of the NSU Art Museum Fort Lauderdale in October; a private tour of the Isabel Kowal and Francois Odermatt collection of public artwork in the lobby of the Kenilworth Village Manager’s Annual Report 2016-17 November 21, 2017 Page 15 of 21 Bal Harbour as well as their private residence in November; a private tour of the Edge Collections Exhibition on the Island Gardens Deep Harbour on Biscayne Bay in January; a private tour with the New World School of the Arts at the Cisneros Fontanals Art Foundation in March; a private tour of the National Young Arts Foundation in May; a private family-friendly tour of the Perez Art Museum Miami (PAMM) in June; a private tour of Vizcaya Gardens in October as well as a family-friendly tour of the new Frost Science Museum also in October. Also, our programming around Art Basel / Miami Beach continues to grow and include more opportunities for access to events for our residents and guests. For the 2016 fair, we held a private brunch at the Art Miami pavilion’s VIP Lounge. This event was exclusively for Bal Harbour residents and guests and included brunch and a tour led by Art Miami curators. With the Unscripted Art Access Card, complimentary VIP access was provided to four top partner art fairs as well as exclusive VIP event access to select museum and collection events. The historical exhibit which was installed on the beach walk to commemorate the Village’s 70th anniversary proved to be so popular that it led the way for a new public art program in the Village. Using the same space, two other exhibitions were planned and installed this year. In February, Sartorial Anarchy, an exhibition curated by the Museum of Contemporary Photography featuring the visually vibrant work of Ike Ude’s homage to fashion, was installed. The exhibit was kicked off by a private tour, cocktails and a talk with the artist at the Artisan Beach House at the Ritz-Carlton, Bal Harbour. In June, the Village partnered with O, Miami – an organization committed to building community through literature and poetry, to curate a fun, summer-themed exhibition, Post Haste. Inspired by pre-war marketing for the Burma Shave Company – famous for its advertising campaigns featuring humorous rhyming poems on small sequential highway signs. Four poems are presented according to the speed of the beach walk’s usage as thoroughfare for biking, jogging, and walking. In September, a tour of the exhibition took place followed by cocktails and a live poetry reading at the Sea View Hotel. And most recently, in early November, the latest exhibit was installed – Carrie Schneider’s “Reading Women” was executed and photographed between 2012 and 2014, features a series of photographic portraits of women writers, musicians and artists, and details of the books they are reading by women authors. Reading Women is presented in collaboration with University Galleries of Illinois State University and the Miami Book Fair, with a film screening in partnership with the Peréz Art Museum, Miami, and is curated by Kendra Paitz, Senior Curator at University Galleries of Illinois State University. An event to unveil this exhibit took place on November 19, 2017. We have also started a partnership with the South Beach Wine and Food Festival for an exclusive series of dinners taking place in Bal Harbour Village in February 2018. The South Beach Wine and Food Festival (SBWFF) is an annual wine and spirits events showcasing many of the world’s top chefs, producers and vendors of gourmet products, and culinary personalities. In our on-going efforts to position Bal Harbour Village as a high-end destination to live, work, visit and play in, the Village continuously explores opportunities Village Manager’s Annual Report 2016-17 November 21, 2017 Page 16 of 21 to create appropriate strategic alliances and partnerships. As part of our efforts, this fiscal year, the Village, with guidance from the Resort Tax Committee, will be connected with the three most significant cultural events taking place in Miami. Art Basel / Miami Beach, the Miami Book Fair, and the South Beach Wine & Food Festival. The Silver sponsorship level at SBWFF, which is our level of commitment, includes being recognized as a sponsor of the entire festival, the creation of a “Bal Harbour Series” consisting of three dinners in Bal Harbour. the Bal Harbour Village logo on welcome banners at the Grand Tasting Village in Miami Beach, electronic recognition on SBWFF’s website and electronic communications, as well as additional print and media recognition. Resort Tax Collections have increased from last year. For the period from January through March 2017, there was a 9.16% increase in combined hotel and food and beverage tax collections from the same time period a year before. For the period from April through June 2017, there was a 10.31% increase in combined hotel and food and beverage tax collections from the same time period a year before. Resort Tax data for the 4th quarter is being currently finalized. Establishing Sustainable Fiscal Policies and Planning for Future Capital Investments. From a financial perspective, Bal Harbour Village remains in a strong fiscal position. Safeguarding the fiscal integrity of the Village and ensuring the functionality of our infrastructure is a daily priority. Operationally, over the past several years, we have continued to implement a number of improved internal controls, banking practices, and protocols for authorized signors to enhance security and efficiency of operations. To this end, we continue our efforts to establish appropriate controls and further improve the processes of the pasts. The Village earned, for a third year in a row, the Government Finance Officers Association (GFOA) certificate for excellence in financial reporting for our budget process, year-end close-out, external audit, and our Comprehensive Annual Financial Report (CAFR). This recognition is the highest accolade in the area of governmental accounting and financial reporting. This achievement represents a proud accomplishment for the Village and our staff, considering the financial state of affairs the Village was in just four years ago before I became your Village Manager. We continue to improve the financial control environment surrounding Village finances. In the past fiscal year, we focused on two areas which merited review and adjustments: (1) receivable accounts with little to no activity in the last several years and (2) capital assets. A complete inventory and assessment of Village-wide capital assets was conducted, resulting in the addition and disposal of assets and a more accurate financial picture. As a result of this internal effort, proper controls to maintain accurate tracking and recording of capital assets on an annual basis were established and implemented to ensure the consistent and accurate reflection of capital assets going Village Manager’s Annual Report 2016-17 November 21, 2017 Page 17 of 21 forward. Receivable accounts with little or no activity in the past several years, were evaluated and balances which grew and were not cleared through proper prior use of the accounts receivable module were addressed creating a more accurate representation of our financial landscape. We completed our annual external audit with new auditors for the first time since 1998, selected through the State of Florida mandated request for proposal and Audit Committee Process. These issues were brought to the auditor’s attention for their review and through a restatement, we worked with them to bring these matters to closure. Phase I of the Utility Master Plan was substantially completed, leading to the removal of the permitting moratorium imposed by Miami-Dade County due to pump station capacity. Through FY 2017, we have received $3,783,539 of the $6.5 million in Miami- Dade County General Obligation Bond (G.O.B) reimbursements for the Utility Master Plan project were completed, allowing the return of these expensed amounts to the Utility fund balance. In addition, drew down the remaining $156,100 in State Appropriation reimbursements totaling $600,000, and applied for additional State Appropriation Funds from both the Florida House of Representatives and the Florida Senate for the Utility Master Plan improvements and the Haulover Inlet Sand-By-Pass Project. In the past year, Utility operational improvements continued, increasing radio read meter capabilities to 92-percent of devices in the system from a low of 60-percent, resulting in reduced human error with manual reads. The timeliness of meter readings coinciding with those of the wholesale service providers has improved the accuracy of utility compliance reporting, and the ability to understand consumption patterns. As a result of our collective bargaining with the Village’s police union, the Village negotiated a change in the police pension plan. The state of Florida Division of Retirement approved the Village joining the Florida Retirement System (FRS) effective December 1, 2016. As such, all Bal Harbour Village police officers hired after that date will be required to participate in the FRS instead of joining the current Bal Harbour Police Officers Pension Plan. Through our negotiations with our health care carrier – Florida Blue, we were able to negotiate a zero increase in our insurance premiums for this fiscal year, resulting in no increase to the Village or our employees, with the same level of benefits and services. Since 2014 the Taxable Value for the Village has grown by 40%. Just this past year alone, the assessment roll reflected new construction growth of $810 million resulting from the completion of the Oceana project by December 2016. In addition, Capital Land Assets for FY 2017 increased by $35 million resulting from the completion of the Oceana project. This was accomplished by our proactive measures to ensure that that Village Manager’s Annual Report 2016-17 November 21, 2017 Page 18 of 21 the project was in compliance in a timely manner so as to count toward the assessment roll by the end of the last calendar year. Other accomplishments include: • Submitted damage assessment schedules and supporting documentation to FEMA in pursuit of reimbursement related estimates and expenditures in excess of $500,000 for Hurricane Irma. • Implemented improved controls over the FY 2018 Business Tax Receipt renewal process further enhancing the segregation of duties between license renewals, accounts receivable and cash receipts processing. • Increased billed utility services by 15-percent and receipted utility services by 12-percent over the prior fiscal year resulting from improved procedures and the upgrade of the financial management system. • Improved the timeliness of meter readings to coincide with those of the wholesale service providers to improve the accuracy of utility compliance reporting and utility billing through better coordinated schedules and an increase of automated meter readings to ninety-two-percent of devices in the system from sixty-percent, accomplished in cooperation with field operations staff. • Proactively provide notification to residential Utility customers of potential leaks through the use of improved system data. • Timely submitted quarterly reports to funding agencies, and issued Comprehensive Annual Financial Statements. • Issued 267 Business Tax Receipts, generating $721,400 in general revenue to the Village. • Created the base reports and structure for the launch of the OpenGov financial transparency portal, update and provide quarterly data, and upload the information to the web portal for public use. • Issued monthly check by date reports which allows the public to view all vendor payments, and wire transfers. • Prepared the annual operating and capital budget in compliance with State Laws, and monitored progress throughout the year reacting to emergency revenue and expenditure trends. • Prepared the non-ad valorem assessment rolls in compliance with State Laws to facilitate the collection by Miami-Dade County. 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. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 19 of 21 Invest in our Information Technology Infrastructure Shortly after I became the Village Manager, the Village adopted its first Information Technology (IT) Master Plan to focus on making major improvements to update and upgrade the Village’s IT system, which was outdated and lacked appropriate back-up, security features and memory capacity. The IT Master Plan was 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. Some earlier improvements to the Village’s IT infrastructure include: the installation of system-wide security and anti-virus software; the installation of new server hardware; the replacement of computer inventory with new leased computers; and, the transition to the “.gov” domain as well as e-mail archiving. These early improvements have ensured that Village staff has reliable technology that supports the daily operations of the Village. Some of the major accomplishments this past year include: • Launched Phase 1 of e-government website, redesigned to incorporate new Village branding and provide greater access to Village information and services. Mobile- responsive website features a new government transparency portal allowing residents to access Open Gov Village budget data, public records, Village Manager issued Letters to Council (LTC), and Village Clerk reports; • Initiated the planning and currently in design of Phase 2 of the website, to include development of online payments module for residents and businesses to pay for utility bills, resort taxes, and building permits. • Provided project management for the new Smart Gov building and permitting system design, planning and implementation; • Upgraded audio-visual technology in Council Chamber to enhance room acoustics and resolution quality of live meeting website and television broadcasts to include cameras, mixers, and transmitters; • Improved the quality and look of our local cable access channel when the transition from Channel 77 to 87 took place; • Launched new agenda management software which allows staff and the Village Clerk to streamline the agenda production process. • Developed and operationalized a technology-based Emergency Back-up Plan to ensure continuity of information system services during and after an emergency or disaster; and • Implemented various business continuity and redundancy protocols to ensure reliable access to e-mail, internet, VoIP phone system and network resources during unexpected emergencies and outages. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 20 of 21 These improvements build on the ones that have already previously been made which allow for greater accountability and efficiency in our service delivery and operations and provide improved customer service. Some of the results which have previously been achieved from the IT Master Plan 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. • Launched Bal Harbour Express Bus Tracker and mobile app giving residents access to real-time shuttle bus location and arrival information. • Replaced Village Hall and Police Department servers with new generation Dell PowerEdge series server. Multiple servers were consolidated into a primary server equipped with 16 times faster processing speeds, 20 times more storage space, and virtualization capability. • Completed full transition to voice-over-internet-protocol (VoIP) telecommunications system, resulting in a significant reduction in recurring communications expenses. • Provided project management for building permitting and code enforcement system design, planning and implementation. The self-service web portal will allow residents and contractors to review plans status, schedule inspections and submit code compliance concerns. • Provided project management for government transparency portal implementation. Web-based financial reporting tool allows citizens to track budget performance and analyze financial trends through interactive charts and graphs. • Developed and operationalized a technology-based Emergency Back-up Plan to ensure continuity of information system services during and after an emergency or disaster. • Updated Bal Harbour Police Criminal Justice Information System Compliance policy to include implementation guidance on how the VoIP phone system was implemented and is currently operating. • Updated Bal Harbour Police Criminal Justice Information System Compliance policy to include the addition of multi-factor authentication for the police laptops by utilizing a USB key during the boot-up process. • Configured Police virtual machines to store audit logs outside of the virtual environment onto the backup server, where they can be reviewed on a weekly basis to meet FDLE audit requirements. Conclusion With the guidance of our Village Council over the past four years and the infusion of new talent into the organization over that period of time, we have been able to accomplish a great deal. The Village is on a sound financial footing, the organization is filled with talented and committed individuals who are professional and capable. We have worked to develop good government practices and prudent policies. We have attempted to resolve many of the past lingering issues and have set a good foundation for the future. Village Manager’s Annual Report 2016-17 November 21, 2017 Page 21 of 21 Thank you for the opportunity to serve Bal Harbour Village. 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. Attachment: 1. ICMA Village Manager Performance Evaluation Guideline International City/ 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 of4 F:\PO ADMIN\DOLORES\VM Eval\VM Performance Evalualicn Guide 2014.dcx 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. Paga2rl4 F:\PD ADMIN\DOLORES\VM EvanVM Pe'1amanoa Evaluation Gulde 2014.doc 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. Paga3of4 F:\PO ADMlNIDOLORES\VM Eval\VM Performance Evaluation GuicJe 2014.do< 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:\PD ADMIN\DOLORESIVM Eva!\VM Perlonnance Evaluation Guide 2014.clo<