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HomeMy Public PortalAboutvillage-manager-annual-report-2017-18BAL 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 20, 2018 U SUBJECT: Village Manager's Annual Report 2017-2018 November 12, 2018 marked my fifth year of service as Village Manager for Bal Harbour Village, and I am honored by the privilege to serve as your Village Manager. I would like to take this opportunity to share our achievements in the key areas of focus, which followed our first ever Council Retreat process which took place in November 2017. Pursuant to Section 5.3 of our employment agreement, the Village Council shall evaluate the performance of the Village Manager each year. This memorandum summarizes the activities we have undertaken this past year 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 achievements of the past year. Please be reminded that this information is subject to the Florida Sunshine Law and should be used with that consideration. Since joining this organization in November 2013, one of my main goals has been to build a high performing and resilient organization, that meets the needs of the community efficiently and effectively, and that is regarded among the best in the nation. Over the last five years, as a team, we have continuously assessed our processes and procedures to find efficiencies and opportunities for improvement. Although we continue to strive for excellence, I firmly believe we have made significant inroads in building an organization that is reflective of our vibrant community. In addition to the many accomplishments included in this report -for which we are very proud of -over the course of this past year, I have been able to bring to conclusion some long standing or ongoing pending issues that were facing the Village when I became your Village Manager. For example, we executed a global settlement agreement with Flamingo Way Enterprises (Yacht Club), bringing resolution to significant and potentially costly litigation . As part of this agreement, the Village was able to also secure needed utility easements throughout the gated area and ensured that the "Park" areas in the gated community were conveyed to the reconstituted Civic Association at no cost. Concurrently, we negotiated a Milestone Agreement with the Civic Association creating a path for the Gated Community to take over and manage their affairs in an orderly manner. We also negotiated a settlement agreement with the owners of the Beach Haus (former Ouarzo) Village Manager's Annual Report 2017-18 November 20, 2018 Page 2 of 12 project to kick start construction and bring the construction to completion as quickly as possible. And, we negotiated a new agreement with our Village Attorney, resulting in an orderly transition and basing fees on a flat fee retainer arrangement resulting in significant savings in legal costs. Finally, we continued to closely monitor the Bal Harbour Shops development to ensure that the approved agreement is abided by. This past year significant negotiations have been held to review and consider their new Site Plan amendment. In addition to addressing (partially or fully) as many as 16 additional conditions of approval, the proposed amendment will result in an enhanced project, with a shortened construction timeframe, thereby reducing the impact to our community. Of course, as part of our discussion, we have negotiated amendments and modifications to the approved Development Agreement. Among these are an accelerated timeline for the delivery of New Village Hall, among other elements. My main priority is to work alongside the Council to ensure that our efforts and resources are aligned with the community's priorities. With the installation of the new Council in November 2018, I look forward to our next Council Retreat, where I expect we will discuss issues on the horizon, prioritize efforts and resources, and reaffirm our key goals. During our first Village Council Retreat held on November 28 and 29, 2017, we continued our work toward formalizing our strategic plan. As part of our discussions, we developed a collective vision for our community, with the underlying concept of the "Bal Harbor Experience" -the distinctive feeling one experiences when living in or visiting our unique, exclusive, curated and refined community -serving as a guiding principle for funding and decision-making over the next several years. This vision rests on a foundation based on: • Developing and maintaining well designed and modernized public facilities and infra structure; • Implementing smart policies and strategic solutions to address the challenges of today and to ensure that we remain a Resilient and Sustainable community able to protect ourfuture; and • Ensuring that both the perception and reality of safety in our community remains uncompromised. To accomplish this vision, our Administration has focused on the following: Enhance Community Policing and Accountability Public safety is paramount to ensure our community's quality of life. As such, the Bal Harbour Police Department (BHPD) remains dedicated to a community-oriented policing model, focused on increased police visibility through innovative directed patrol activities, and enhanced readiness for high liability incidents. Village Manager's Annual Report 2017-18 November 20, 2018 Page 3 of 12 I am proud to report that the Village has experienced a reduction in crime over the last year, and further reductions in comparison to just four years ago. Specifically, these reductions can be summarized as follows: • 12.5% reduction in property crimes from January to June 2018 when compared to the same period in 2017, with a 24% reduction since 2014 • Violent crime remains static and within the department's historical trends based on the semi-annual reporting periods of 2017 and 2018; however, these levels continue to represent a 23% reduction since 2014, with only one violent crime reported over the last year As you know, the Bal Harbour Police Department has suffered more than its fair share of loss over the last few years. After the loss of Chief Mark N. Overton, the organization was shaken by yet another unexpected loss, with the passing of Chief Miguel De la Rosa in January. It was a shock to the community and our organization and marked a new mourning period for all of us. The past year provided me an opportunity to assess the interim leadership that was in place in our Police Department. Through an extensive evaluation process, I assessed the needs of our organization, and the skills of our Command Staff to meet them. As part of the selection process, I required the Chief and Command Staff to develop a five-year Strategic Plan for the Bal Harbour Police Department, which would provide a roadmap for the continued success and development of the organization. I am very pleased that the Acting Police Chief Raleigh M. Flowers was officially appointed as the Police Chief in September 2018, as well as the appointment of Captain Mauricio Escarra. I am confident that under the leadership of Chief Flowers and his team, the Bal Harbour Police Department will continue to strive for excellence in law enforcement and will become a model for efficient and effective law enforcement in the region and beyond. To complement our Command Staff, Lieutenant Carlos Arango joined our team, bringing 34 years of law enforcement experience, serving most recently as a member of the Doral Police Department Command Staff as Captain and Senior Executive Assistant to the Chief of Police. Lt. Arango is a valuable asset to the Bal Harbour Police Department, where he is assigned to supervise the Criminal Investigations Unit and oversee the Florida Commission for Law Enforcement Accreditation (CFA) process. This past month, at my direction, the Bal Harbour Police Department created and led a major hurricane post landfall re-entry table top exercise, with participation from representatives of the Bal Harbour, Bay Harbour Islands, Indian Creek, Sunny Isles and Surfside Police and Public Works Departments. The purpose of the exercise was to create dialogue between neighboring municipalities, as to how we would respond to a major hurricane striking 96th Street and Collins Avenue, and the particular challenges that would present. In my experience, the more we practice how we would respond to an emergency, the better we will react during an actual emergency. Village Manager's Annual Report 2017-18 November 20, 2018 Page 4 of 12 On October 28, 2018, just a day after the active shooting at Tree of Life Congregation in Pittsburgh, our police officers also joined Young Israel Congregation and the Town of Surfside Police Department for an Active Shooter Response Training. Over the last year, officers also attended multiple active shooter training courses hosted by the Federal Law Enforcement Training Center (FLETC}, and former military personnel, covering topics such as, single man entry tactics, verbal commands, link-up tactics with other agencies, and practical role play exercises. In addition, Bal Harbour participates in a regional field force unit that has been established with eight additional agencies in the surrounding area, and this year, we attended in field force training with all participating agencies and procured equipment to outfit ten field force officers. As we continue to ensure that the department acquires state of the art public safety equipment, our focus remains on ensuring that the day-to-day operations of the department are effective and efficient, and as such, this year we have procured and began installation of the department's first computer aided dispatch (CAD) system. Moreover, in December 2017, led by Mayor Groisman and the Village Council, Bal Harbour Village became the first municipality in the United States to pass an ordinance that defines an anti-Semitic hate act as a hate crime and adopting an internationally recognized definition of anti-Semitism in order to ensure the well-being of its Jewish community. This is reflective of our police department's commitment to protecting all of our residents and visitors. This legislation was shared with the Miami-Dade County Association of Chiefs of Police, and the Association subsequently passed a resolution encouraging all Miami-Dade County Police Departments to adopt similar legislation. As part of the community policing philosophy, our Police Department has focused on community outreach activities, where their main goal is to build relationships with the community and educate residents and businesses on the most current crime prevention strategies. The department hosted a number of events over the last year, including: Autism Awareness training for the community, Cops & Kids event, the Rotary Club SK, Holiday Toy Drive, Back to School Supplies give away for underprivileged students, Feeding Homeless Veterans, and selecting two scholarship recipients for the Chiefs Mark Overton & Miguel De La Rosa Memorial Scholarship Fund. Improve and Beautify Our Public Spaces Since the beginning of my tenure as Village Manager, one of the consistent and recurring desires of the Village Council and the community has been to enhance and expand our public spaces and increase our recreation offerings. These desires have translated directly into our strategic goals, and we have been able to accomplish a great deal in this area over the past few years. As you know, the Bal Harbour Shops (BHS) expansion proposal was approved in 2017, and in addition to the $3.5 million contribution towards the waterfront park, included in the BHS package of public benefits was the obligation for BHS to engage Zyscovich Architects and cause to deliver to the Village a design charrette process resulting in a Basis of Design (Site Plan) for the Village waterfront property. These public workshops Village Manager's Annual Report 2017-18 November 20, 2018 Page 5 of 12 were held early this calendar year and offered the opportunity for the public to provide input and feedback on the design and amenities for the new public park. This design process culminated with the Council's approval ofthe Design Concept Option number two (2) for the park on May 15, 2018. The Village will capitalize on the opportunity to dramatically transform the Village's waterfront property along Bal Bay Drive into an iconic park with a state-of-the-art Community Center, as well as other park amenities. In order to construct the Park as envisioned within the approved Designed Concept, the relocation of the Parks and Public Spaces (PPS) Department's Operations Facility to an offsite location is required. Over the course of several months, Village staff and I conducted discussions and site visits with the representatives of the private properties and the City of North Miami City Manager Mr. Larry Spring and members of his staff. Based on the due diligence conducted by our team, on October 16, 2018, the Council approved the purchase of the property located at 1840 NE 144 Street. This purchase will enable the relocation of Village facilities, and in turn, allow for the construction ofthe park. Moreover, the property's proximity to the City of North Miami Public Works Operations and Fleet facility, affords the Village the opportunity to enter into an interlocal agreement for fuel purchasing, the use of the vehicle wash station and heavy equipment servicing. This agreement would eliminate the need for the Village to construct fuel delivery and vehicle wash-down facilities, thereby reducing the cost for renovations to the site to accommodate operations. This relocation will free up nearly an acre of waterfront public space in Bal Harbour - a value that far exceeds the cost to acquire the building in North Miami. Our beaches are the economic engine for our Village, as well as Miami-Dade County as a whole. On February 26, 2018, the Village held a Workshop on Beach Renourishment efforts to discuss the condition of the beach and impacts of erosion that had occurred as a result of Hurricane Irma. At this workshop information was presented by representatives of the Army Corps of Engineers, Florida Department of Environmental Protection, Miami­ Dade County DERM, Coastal Systems and Village Staff. As a result of this workshop, I was able to secure a meeting with Miami-Dade County Mayor Carlos Gimenez, where Mayor Groisman led a delegation of local mayors, including City of Aventura Mayor Enid Weisman, Town of Bay Harbor Islands Councilman Jordan Leonard, City of Miami Beach Mayor Dan Gelber, City of Sunny Isles Beach Vice Mayor Dana Goldman, and Town of Surfside Mayor Daniel Dietch. During this meeting, the County agreed to dedicate recurring funds for the next 6 years, which will allow them to continue to seek state and federal funding for renourishment efforts. As such, the County will be able to secure approximately $50-60 million dollars for renourishment projects through local, state and federal matching funds (subject to appropriation). This is a significant first step towards the strategic and comprehensive approach to protecting our beaches. This action marks the first time the County has allocated a multi-year, secure and recurring funding source for beach renourishment that is not capital/bond funds in recent history. Village Manager's Annual Report 2017-18 November 20, 2018 Page 6 of 12 Bal Harbour Village was invited to participate in the update to the Bakers Haulover Inlet Feasibility Study. As a result, the Village, along with our consultants, Coastal Systems International, participated in the Technical Advisory Committee (TAC) meetings for this Inlet Management Plan. The Study recommends construction of a 164-ft extension to the north jetty to trap sand on the updrift beach. The trapped sand on the updrift beach seaward of the 2016 shoreline would be dredged and bypassed to Bal Harbour's beaches on a four to six-year project interval. This recommended project is similar to the bypassing project most recently pursued by the Village and the County jointly. The additional modeling and refinements offered under this Study provide additional and welcome support for the bypassing approach. In addition, the Village's investment in recent years for data collection, analysis and project management is providing beneficial for the study update process. This year, we improved the resident experience of our beachfront access by completing the restoration of Bal Harbour Beach Jogging Path, and with the installation of Mobi-mat beach access mats at 96th Street and behind the Oceana Condominium. These 100 feet long mats allow residents and visitors with disabilities to more easily transect the sand dunes by providing a dry, leveled surface to pass through to the beach. As we continue to leverage our collaboration with neighboring communities to provide additional services to our residents, this year, we were able to expand our public spaces by joining forces with the Town of Surfside, Town of Bay Harbor Islands, City of Sunny Isles Beach and City of Miami Beach to fund a skate park and pump track in Haulover Park. Through a $50,000 contribution to Miami-Dade County Parks and Recreation, we were able to offer a new amenity to the youth in our community. In an effort to ensure the appearance standards within our community, changes to the Village Code were undertaken this year, which will enhance quality of life standards for our residents. This year, we brought forth for your consideration and action a new sign ordinance. By bringing the Village's existing sign code ordinance into compliance with current caselaw, the Village is better equipped to regulate signage in the Village in a manner that enhances the aesthetics of the community, reduces visual pollution, provides clear information and minimizes distractions to drivers in the interests of traffic safety. Moreover, with the addition of our new Building Director, Grace Escalante in 2017, we focused on ensuring that our building development process is simplified and customer­ friendly. As you may know, Ms. Escalante is a Registered Architect and brings a wealth of experience from both the public and private sectors. With that experience, she has brought forth a number of changes to enhance the customer experience. This year, we brought forward the adoption of a standard color palette for the painting of building exteriors. The adoption of this new color palette as part of the Appearance Code will allow residents to proceed with painting projects without the need to for review by the Architectural Review Board, and at the same time, eliminate the fee associated with single family residential painting. Village Manager's Annual Report 2017-18 November 20, 2018 Page 7 of 12 Starting in March 2018, the Building Department made available an anonymous Customer Service Survey in order to access and evaluate their performance and obtain customer feedback. The survey results were reviewed in June and July 2018. Results indicate that 94% of our customers rated the service received as "Excellent" and the other 6% as "Good"; notably none of the results contained a negative response. As part of the survey, customers were asked to detail their experience working with the department, and respondents shared comments, such as "Proactive, rapid response to questions"; "Very professional"; and "One of the best in South Florida." Invest in Information Technology The IT Master Plan for the Village is based on a needs assessment of IT infrastructure necessary to enhance the Village's e-government capabilities. In the last few years, we have accomplished a great deal of improvements, and with the anticipated implementation of our Computer Aided Dispatch (CAD) system within our Police Department, we will conclude the last major project outlined in the original IT Strategic Plan. The implementation of this sorely needed police technology will greatly enhance the public safety in our village, make for more effective and efficient policing, enhance officer safety and allow for strategic decision making and crime analysis. CAD is certainly the most significant technology initiative undertaken by the Village to date. In order to consider the implementation of a CAD/RMS project, I tasked the police department to form a committee to evaluate several vendors for an integrated public safety solution. This procurement process included several in depth demonstrations for all the committee members from each vendor, interactions with agencies using each of these systems to include site visits and attending a user conference. Once the committee narrowed the field to the top three vendors, I sat through a final demonstration with staff, and Superion was selected for its functionality and interoperability with existing software solutions in use at Bal Harbour Police Department. With the project already well on its way, the upgrade of our network, backup, security and storage solutions have already been complete, as well as the initial software installation and training. This places the project on schedule to meet the expected full project implementation in early Spring 2019. The CAD system will dramatically improve the efficiency of our Police Department, finally bring its operations in line with 21st century standards. Late last calendar year, we successfully completed the FDLE Police audit ensuring proper compliance with the Criminal Justice Information System (CJIS) requirements. This result indicates our Police agency is now operating in full compliance with CJIS and FBI services, security policies and procedures, and ensures that the agency has established the proper controls to safeguard the full lifecycle of criminal justice information. This achievement was due to the collaboration between Village IT Services and Police Operations staff. Village Manager's Annual Report 2017-18 November 20, 2018 Page 8 of 12 In coordination with the Finance Department online payments for Utility Billing, Business Tax Receipt renewals, and our Building Department were deployed on the Village website and Village app, to further drive payment traffic to our Village website and payment page. The payments page includes the option to make a one-time payment, setup recurring payments, and the ability to opt out of receiving paper bills. With the links to the Online Payments portal prominently displayed on our Village website, within one month, we noted a twenty-three percent (23%) increase in visitors to our Village web page. In August 2018, we launched online payment capabilities for Business Tax Receipt renewals, and in September we did the same for monthly Resort Tax payment and affidavit submission, as well as Accounts Receivable payments. Over the last six months, we have processed approximately $500,000 in online payments. Upon completion of CAD-RMS related activities, the coming fiscal year will provide an opportunity to reassess our future IT needs. We will determine the next steps and any IT service enhancements to ensure that we continue to develop best practices for our IT environment and an updated IT Master Plan. Enhance Community Engagement through Public Events and Expanded Communication with Our Residents and Visitors Engaging our community and visitors through public events and programming, while ensuring clear and consistent communications with our residents and stakeholders, is a key component of ensuring that we have an effective government. We continue to print the resident newsletter and postcards advising of upcoming special events, as well as our expanded use of our electronic communication efforts, which include the My Bal Harbour mobile Application (App), the Wireless Emergency Notification System (WENS), e-mail distributions lists (Constant Contact), our social media usage (Facebook, lnstagram and Twitter) for both residents and tourists, as well as our government and tourism websites. Our Parks and Public Spaces Department has hosted over eight thousand seven hundred (8,700) residents and their guests at our parks and events and conducted seasonal basketball skill clinics for children thirteen (13) years of age and younger totaling two hundred twenty-two (226) participants. Our Park and Public Spaces Department also produced five (5) successful Family Excursions for residents, with a total of over one hundred (100) participants. We have coordinated a number of public events including family-friendly movies on the beach, the lighting ofthe holiday decor on Founders Circle and along Collins Avenue, and an Independence Day celebration on the 4th of July for our residents and hotel guests to accompany our traditional fireworks display, as well as other special events throughout the year. Village Manager's Annual Report 2017-18 November 20, 2018 Page 9 of 12 The Village has also curated three public art exhibits along the beach walk: Carrie Schneider's "Reading Women" in conjunction with the Miami Book Fair; Jewish Treasures of the Caribbean; and the Burneshas of Albania. In addition, we continue to expand our art in public places program with the installation of public art on Founder's Circle, with Robert Chamber's artwork "Roto Relief" which was displayed from January 2018 through November 2018. The Village's Unscripted Art Access Program now includes nineteen (19) cultural institutions, including virtually every museum in the Miami area. We continue to organize art tours and chats, which included visits to Vizcaya Museum and Gardens; The Phillip and Patricia Frost Museum of Science; Art Basel Private Brunch and Tour at the Aqua Art Fair; Art Fair Access during Art Basel to: NADA Miami, Art Miami and Context Art Miami, Pulse Contemporary Art Fair, and Untitled Miami Beach; Bass Museum; Jewish Museum of Florida; and the Perez Art Museum Miami (PAMM), as well as visits to private collections in private homes. In an effort to position Bal Harbour Village as a premier luxury and lifestyle destination worldwide, the Village's tourism efforts continue to re-invest in attracting tourism, generating business, creating awareness and building equity and brand identity for the destination. We continue to emphasize marketing efforts in order to maximize relationships with the top travel trade communities, select end-consumers, and luxury travel distribution channels promoting and selling Bal Harbour and our hotels and other assets as a destination. Fiscal Year 2017-18 proved to be a record year for tourism in Bal Harbour. From October 1, 2017 through September 30, 2018 the resort tax exceeded $3.8 million which was the highest overall collected in Village history. There were four months where the resort tax collection for each of those months was the highest ever collected, with March being the highest resort tax collection in the Village's history, with collections approaching $500,000. Over the past few years, the Village has not engaged domestic public relations firm, and that has resulted in potentially missed opportunities for the Village. This past year we reengaged a public relations firm to represent the Village. Quinn Public Relations was the top ranked firm based on their proposed ideas for working with and promoting the Village; their physical presence in New York City, Los Angeles and Miami; and their positive relationship with our media strategist, Criterion Global. From a more global perspective on tourism, we held a Village Council Workshop on Tourism and Resort Tax in April 2018 to discuss and provide a holistic overview on the inner workings of our tourism efforts. Village Manager's Annual Report 2017-18 November 20, 2018 Page 10 of 12 Establish Sustainable Fiscal Policies and Plan for Future Capital Investments Ensuring the financial health of the Village is a top priority for me and my staff. As we manage the day to day operations of the Village, we act as stewards of the public trust. Much like in prior years, we continue to review our systems and operations, and continue our efforts to establish appropriate controls and further improve our business processes. I am happy to report that due to these efforts we ended the fiscal year (September 30, 2018) with an operating budget surplus of $1.6 million. For the fourth year in a row, the Village earned 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). I am particularly proud of this achievement, both for staff and for the Village as a whole. The GFOA award continues to be the highest accolade in government accounting and financial reporting, and it demonstrates how far we have come over the last five years. As we embark on our multi-year capital program, I asked staff to assess the process by which project designs were produced and identify opportunities for streamlining the process. This review resulted in the solicitation and implementation of a multi-year continuing services agreements for the new Village Engineer and a secondary engineering firm for design services as needed. This change to the process will avert potential conflict of interest situations caused by the Village Engineer reviewing and managing their own project designs. This year we completed one-hundred percent of the cleaning and videoing inspection of the sanitary sewer infrastructure system for the entire Village. We also completed Phase 2a of the Utility Master Plan, which comprised the rehabilitative sanitary sewer pipe lining of seven thousand three hundred (7,300) linear feet of sanitary sewer pipe along Collins Avenue and completed rehabilitation of thirty-seven (37) sanitary sewer manhole structures. This work allowed the Village to meet EPA / DERM requirements for both Sanitary Sewer Pump Stations, and therefore, be in full compliance (no moratoriums). We have obtained sewer mechanical pumps run times below the allowable daily running times. The operations of Village Water and Wastewater Utility continue to improve. We have replaced one-hundred and nine (109) water service meters throughout the Village which had reached the end of their useful lifecycle. The Village recently purchased of an additional four hundred and seventy-eight (478), technologically advanced water service meters. These upgrades result in more accurate consumption readings and an estimated annual increase in Utility Fund revenues and reduce water loss to less than five (5%) percent annually. I also tasked Parks and Public Spaces Director, John Oldenburg with reviewing the current agreement with Progressive Waste Solutions of FL, Inc. in order to secure a long-term Village Manager's Annual Report 2017-18 November 20, 2018 Page 11 of 12 amendment to the agreement, which provides for a period of no rate increase and delineates a future predictable rate structure and an increase in service levels. Prior to entering into negotiations with the vendor, several joint service evaluations were conducted with representatives of the contractor to analyze the existing collection routes, frequencies, service days/times and volumes collected for each category of waste collections. In September of 2017, a renewed agreement between Bal Harbour Village and Progressive Waste Solutions of FL, Inc., was approved by Council extending through 2025. This agreement provided for the delivery of solid waste services, inclusive of service improvements, at rates fixed to the 2012 agreement through September 30, 2019, and adjustments consistent Consumer Price Index ("CPI") beginning October 1, 2020 and each year thereafter, providing certainty for solid waste service delivery and future year costs for the Village. The negotiation also yielded an 100% increase to weekly recycling service, no charge for bus stop collection service, new garbage trucks to service the Village, and increased penalties for non-compliance. In August, the Village, in conjunction with Calvin Giordano and Associates (CGA), conducted smoke testing of our sanitary sewer systems, in order to ensure the integrity of our system and protect the environment. By blowing non-toxic, harmless smoke into our system, we are able to ascertain any cracks or damage to the system. This testing is 'required by the Federal Environmental Protection Agency and the Miami-Dade County Department of Environmental Protection, and this completed testing places the Village in compliance until 2022. Conclusion From a personal perspective, during this past year, I have continued to serve as the District V Representative of the Florida City/County Management Association (FCCMA). I am happy to share that Bal Harbour Village and District V were featured during the FCCMA Annual Conference welcome video. Other staff continue to serve on the boards of their respective professional associations, including Chief Flowers as the immediate Past President of the Miami-Dade Police Chiefs Association and Assistant Village Manager Ramiro lnguanzo as the current Vice President of the Miami-Dade City/County Management Association. Involvement in regional leadership organizations is another example of our efforts to encourage career development, as well as the quality of staff we can attract to Bal Harbour Village. Bal Harbour Village also served as the host site of the Florida City/County Management Association (FCCMA), the Miami-Dade City/County Management Association (MDCCMA) and the Local Government Hispanic Network (LGHN) regional training session in March 2018 at the Ritz-Carlton, Bal Harbour on Municipal Cybersecurity, bringing subject matter experts together from the U.S. Secret Service Miami Electronic Crimes Task Force, Miami­ Dade County, St. Thomas University's Cyber Security Management Program, and the Village Manager's Annual Report 2017-18 November 20, 2018 Page 12 of 12 private sector to meet with local government leaders from throughout the state of Florida and beyond to learn about cybersecurity issues impacting local governments. Moreover, in March 2018, Bal Harbour Village served as the host site of the Miami-Dade County League of Cities and the Miami-Dade City/County Management Association's inaugural 2018 Trailblazer Award, which honors women in public service. This first-time award was presented to Congresswoman Ileana Ros-Lehtinen in recognition of her many years of service to South Florida. As a team, we have been able to accomplish a great deal over the past five years, continuously transforming our organization and fostering an environment where accountability, professionalism and innovation are paramount. This is made possible by the guidance and support from the Village Council and the efforts of our professional staff. I can say with confidence that the Village is better off today than it was five years ago. With our sights set on the future, our Village is on solid financial ground, supported by talented and capable staff. We continue to strive for excellence in how we serve the community, and the value we offer all of our stakeholders. Thank you for allowing me the opportunity to serve Bal Harbour Village as your Village Manager. I look forward to speaking with each of you one-on-one 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 and visit. Included in the Proposed Operating Budget and Capital Plan for FY2018-2019 is a more complete summary of our accomplishments across all Village departments should you wish to review further. Attachment: 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:\PD ADMIN\DOLORES\VM Eval\VM Performance Evah.Jalion 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. Paga2of4 F:\PD ADMIN\DOLORES\VM Eval\VM Performance Evaluation Guide 2014.dO< 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. Paga 3or ◄ F:\PO AOMlN\OOLORES\VM Eval\VM Performance Evaluation Guide 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 Eval\VM Performance Evaluation Guid&2014.do<