HomeMy Public PortalAboutvillage-manager-annual-report-2016-2017BAL 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
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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
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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.
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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
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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
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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.
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• 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.
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• 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.
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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).
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• 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.
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• 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
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• 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
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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
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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.
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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.
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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.
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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
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