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HomeMy Public PortalAboutvillage-manager-annual-report-2018-19BAL HARBOUR -VILLAGE - OFF ICE OF THE VILLAGE MANAGER MEMORANDUM TO : Honorable Mayor and Members of the Village Council FROM : DATE: Jorge M . Gonzalez, Village Manager] L"_/·V1) November 19, 2019 SUBJECT: Village Manager's Annual Report 201 -2019 November 12, 2019 marked my sixth year of service with Bal Harbour Village, and I am honored by the privilege to continue to serve as your Village Manager. This Annual Report is a summary of the many activities, achievements and accomplishments we can be proud of over the past year. You will recall that early this year (at our second annual retreat), you formalized the Bal Harbour Village Mission, Vision and Values statement for our organization, with the direction to deliver: The Bal Harbour Experience -whi ch represents that distinctive feeling one experiences when living in or visiting our unique, exclusive, curated and refined community. Creating a Beautiful Environment; with Destination & Amenities; offering Exclusivity & Access; and ensuring Safety are the pillars of our Strategic Plan. Having an approved strategic plan with clear goals and direction for the organization is a key component of operating a high performing organization . Our process to develop this plan has focused our efforts on the priorities we have identified collectively and we have a ligned our resources and energies accordingly . I want to take this opportunity to share our achievements in our key priority areas of focus. 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 cons ide r 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 six years ago, one of my main goals has been to build a high performing and resilient organization that meets the needs of the community efficient ly and effectively, and that is regarded among the best in the nation . Over the last six years, as a team, we have assessed many of our processes and procedures to Village Manager's Annual Report 2018-19 November 19, 2019 Page 2 of 13 find opportunities for improvement; we have invested in technology to bring our systems up to the leading standards; and we have evaluated our organizational structure and personnel to make sure we are aligned with our priorities and we are staffed with a high quality/high performing staff. Lastly, we are much more strategic in our initiatives and remain focused on delivering The Bal Harbour Experience! In addition to the many accomplishments and areas we have focused on, which are highlighted later in this document under our five (5) key Budget Development Goals, the following specific accomplishments are worthy of specific mention and note. Making senior-level staff decisions are among the most important decisions a manager can make. During the early part ofthis year, I was challenged with having to make three senior level hires and work with them to transition efficiently into their specific assignments and into the broader team. Senior-level positions are key components of a high functioning team. Recruiting and selecting high level talent and effectively integrating them into the larger team requires careful thought and deliberation. The new position of Capital Improvements Program Manager was added to the budget last year. Mattie Reyes, who is an experienced professional (Registered Architect) with nearly 30 years of experience managing capital projects in a variety of public sector organizations began her tenure on February 28, 2019. With her arrival, we have been able to greatly accelerate our more than $70 million CIP program as we move from the planning phases to the executing phases. We also filled, in a smooth and seamless manner, the vacancy created by our previous CFO's departure early this year. A licensed CPA, Claudia Dixon brings to our organization nearly 25 years of experience in both public and private organizations, as a Finance Director, Controller and Internal Auditor. She began her tenure on April 1, 2019, and immediately worked to complete the fiscal year end close-out process and the Comprehensive Financial Annual Report (CAFR) without missing a step. She then turned her attention to developing the FY 2020 Operating Budget and the, first for Bal Harbour, 5 Year Capital Improvement Plan. Lastly, after purposely keeping the position vacant for an extended period, we conducted a nation-wide search to fill the Chief Marketing Officer (Tourism Director) with an expanded role. Trip Barrett joined our team on March 4, 2019. He joins us with over 30 years of experience in the tourism and hospitality field, working for such recognized companies as the Walt Disney Company, Starwood Hotels and Resorts and Amazon. His role has been expanded to include overall Village marketing efforts in addition to tourism duties. The addition of these three seasoned professionals to our team has been carefully managed to ensure that the organization as a whole did not lose the momentum arid progress we have made. This integration was almost immediately tested, however, when our community faced the threat of Hurricane Dorian, a Category 5 hurricane which, for a time, was projected to make landfall along Florida's east coast. This threat Village Manager's Annual Report 2018-19 November 19, 2019 Page 3 of 13 required us to activate our Emergency Plan and implement the necessary precautions required. While I declared a formal emergency pursuant to our charter and plan, thankfully, Bal Harbour Village was again spared. Nonetheless we were required to work as an emergency management team to prepare appropriately. As soon as we were no longer in danger, we immediately began a hurricane relief effort to collect donations for those who were affected in the Bahamas. Bal Harbour Village, Bal Harbour Police Department and the Bal Harbour Police Legacy Foundation held a relief drive to benefit the citizens ofthe Bahamas who were devastated by Hurricane Dorian. Water pallets, non-perishable food items and toiletries were donated by residents, employees and local businesses. The donations were delivered to the Church of God of Prophecy Hawksbill in Freeport, Grand Bahama and distributed to local.residents. Since the approval of the Development Agreement between the Village and the Bal Harbour Shops (BHS) in May of 2017, I remain in close and constant communication with BHS representatives to closely monitor the development, facilitate the resolution of issues as they may arise and ensure that the approved agreement is abided by. In October 2018, BHS transmitted a formal request for approval of a revised site plan, proposed text amendments and proposed amendments to the development agreement. The Minor Site Plan Amendment requested by BHS required extensive negotiations, substantive revisions to the proposed site plan and creative problem solving to develop workable solutions that made the project economically viable. Along with this effort certain amendments to the Development Agreement were also required, resulting in the approval of the First Amendment to the Development Agreement in December 2018. Those amendments afforded the Village an opportunity to seek additional improvements to the public benefits package included in the amendmentthat are beneficial to the Village. This renegotiation cleared the way for the development and accelerated certain of the previously negotiated public benefits, most notably, the timetable to construct the New Village Hall and the transfer of ownership of the SunTrust bank property. In addition, several of the provisions of the development agreement with the BHS are coming to fruition, including: receipt of the contribution of $3.5 million towards the new waterfront park; installment 1 (FY 2019) and installment 2 (FY 2020) of the voluntary contribution ($500,000 per installment); and imminently, the BHS will be required to submit the $500,000 contribution for Art in Public Places. All rents and costs associated with the Bal Harbour Police Department's occupancy of space in the BHS have now been waived (a value in excess of $50,000 per year) and BHS has begun to fund Off-Duty police officers both at the construction site and the roaming police officer on premises (a value of approximately $500,000 per year). These benefits not only increase the Village's revenue, but more importantly increase the police visibility and presence resulting in enhanced safety. Lastly, the amended development agreement requires the transfer to the Village of the SunTrust property and lease Village Manager's Annual Report 2018-19 November 19, 2019 Page 4 of 13 proceeds in January of 2020; you will recall that this transfer was originally set to occur once construction drawings for the Waterfront Park were completed and permitted. Under the new provision, we were able to set a specific date which is accelerated by at least 6 months (or an estimated $400,000 in rent value). With the BHS construction now underway, we will continue to work closely to ensure that all required activities and milestones are completed in accordance with the development agreement. Accelerating our CIP program was another key initiative I have focused on during the past year. During this time, we were able to complete the purchase and close on the North Miami property where we plan to relocate our operations facility. We have completed the construction drawings for the facility and expect to award a construction contract in January of 2020. We anticipate construction to be completed later next year and hope to occupy in the Fall of 2020. This timeline coincides with our Waterfront Park timeline, as well. Negotiations with Zyscovitch Architects for the construction documents took longer and were more involved than originally anticipated. This negotiation delayed the architects progress, but does not adversely affect our overall schedule. At this time, we have received the 100% set of Schematic Drawings, we have had our internal program review and have provided necessary comments. The architects have also begun their next phase of document revisions and we have submitted the schematic designs to our cost estimator to make sure the project remains within budget parameters. Lastly, during the past year we were able to conduct an RFQ process to select the design team for the Jetty Project. Mikyoung Kim Design was selected, a contract was negotiated and notice to proceed was given. We have conducted three well attended community design workshops with our residents and have developed a consensus option which will be submitted for your approval as a Basis of Design Report at the December 2019 council meeting. This progress remains consistent with our goal to have a design approved by the end of the year. Once approved, the design team will proceed to develop full construction sets (through schematic, design and construction phases) and proceed with permitting with all regulatory agencies having jurisdiction. At our Budget Hearings in September 2019, the Village Council also approved, for the first time, a Five-Year Capital Improvement Program incorporating a variety of above ground (including the above mentioned) and underground utility projects. The approximately $70 Million plan is nearly completely funded and we have begun the necessary steps to secure possible financing for the remaining unfunded balances in a very favorable lending market. Resort Tax revenues and tourism in Bal Harbour Village achieved several records this past year for the period October 1 through September 30, 2019, seven (7) months of record collections were recorded, including for the months of October, November, Village Manager's Annual Report 2018-19 November 19, 2019 Page 5 of 13 December 2018 and January, February, April and August 2019. Revenues for eleven­ (11) out of twelve ( 12) months for this fiscal year were higher than the previous year,. with overall collections year-to-date exceeding last year's comparable period (which was the previous b.est on record for the Village). The month of December 2018 was the highest resort tax collection in the Village's history with collections of approximately $600,000 for that month. As we align our efforts to delivering The Bal Harbour Experience, we continue to focus on the following five (5) key goals, which ensure that our resources are focused on achieving our vision for Bal Harbour: • Enhance community policing strategies and accountability; • Improve and beautify our public spaces; • Invest in our Information Technology; • Enhance community engagement through public events and expanded communications with our residents and visitors; and • Establish sustainable fiscal policies and plan for future capital investments. To accomplish this vision, our Administration has continued to focus on the following activities during this evaluation period: Enhance Community Policing and Accountability Public safety is paramount to ensure our community's quality of life. As such, we remain dedicated to a community-oriented policing model, focused on increased police visibility through innovative directed patrol activities, and enhanced readiness for high liability incidents. I am proud to report that the Village has experienced a reduction in crime over the last year, and even further reductions in comparison to just four years ago. Specifically, these reductions can be summarized as follows: • Through police efforts, overall crime is down 8.4% as indexed annually for the Village by the Florida Department of Law Enforcement (FDLE). Moreover, the Village has experienced a 9.9% reduction in property crimes from 2017 to 2018 and a 29.6% reduction since 2014, when the community policing model was first implemented. We have also made significant progress on police technology initiatives, completing the Village's most significant implementation to date -Computer Aided Dispatch and Records Management (CAD-RMS). The implementation was completed on-time and within budget in April 2019. This system now provides real-time data on policing activity throughout the Village, helping to ensure officer safety through geolocation. In addition, the department will be finalizing the implementation of Telestaff in the next Village Manager's Annual Report 2018-19 November 19, 2019 Page 6 of 13 couple of months, which will automate the scheduling of police resources, as well as time and attendance submittals to the Payroll Section of the Finance Department. Other technology initiatives this year include the License Plate Reader technology (LPR) program, which was procured by utilizing Law Enforcement Trust Funds (LETF). I am happy to report that the mobile LPRs have been installed in four patrol vehicles, and the LPR trailer has been delivered and will be deployed throughout the Village. We also continue to focus on ensuring traffic mobility and safety. During the construction of the Oceana Condominiums, a traffic study was conducted regarding the redesign and traffic signal configuration of the intersection located at Collins Avenue and Harbour Way East. Upon completion of the study, the traffic signal design was changed to facilitate the flow of vehicular traffic at the Harbour Way intersection. The reconfiguration plans resulted in a signal change that prevented vehicles from making a legal U-turn at Harbour Way East. Chief Flowers and his staff petitioned the Florida Department of Transportation (FDOT) and Miami-Dade County Traffic Control to have the traffic signal at Harbour Way East reconfigured to the original traffic signalization, which included a legal U-turn prior to the construction of the Oceana. On February 15, 2019, FDOT contractors and Miami-Dade County Traffic Control installed a 5-section signal head, and reconfigured the Harbour Way East traffic signal to the original settings. Motorist are now allowed to execute a legal U-turn from the Harbor Way East intersection. For the second year, 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, and the particular challenges that would present. Our organization is poised and ready to respond to major hurricanes, as was apparent this year with the threat of Hurricane Dorian. I am proud of the work of our team, as we worked together to ensure the preparation of our community for the potential impacts of the storm. 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, selecting two scholarship recipients for the Police Chiefs Mark Overton & Miguel De La Rosa Memorial Scholarship Fund; and working with the Bal Harbour Rotary Club on the hosting of the annual Police Chiefs Mark Overton & Miguel De La Rosa Memorial Scholarship Fund SK Walk and Run. In Village Manager's Annual Report 2018-19 November 19, 2019 Page 7 of 13 addition, we successfully negotiated a three (3) year collective bargaining agreement with our police union, the Police Officers Benevolent Association (PBA). Improve and Beautify Our Public Spaces A key component of The Bal Harbour Experience is creating an aesthetically pleasing setting for our residents and visitors. We continue to invest in improving the appearance of the Village through increased routine maintenance and cleaning of our public areas. Protecting and closely safeguarding the visual aesthetic of our Village is an important part of our beautification efforts. In May 2019, we brought forth an Ordinance for the Council's consideration and action that was designed to bring the Village's existing sign code ordinance into compliance with current case law. Although important for the Village not to censor speech, the focus of this Ordinance is to provide for the public welfare by regulating signage in the Village in a manner that enhances the aesthetic, reduces visual pollution, provides clear information and minimizes distractions in the interest of traffic safety. In February 2019, we, in coordination with the Village Attorney and the Village Clerk, collaborated to develop an Ordinance to simplify the process of providing public notices and to assure that the Village and its applicants will always be in compliance with the law. This section of the Code had not been revisited in at least 20 years, and resulted in frequent questions and internal consultations. These changes to the Code address the timing, posting and maintenance of required public notices, and was accompanied by a resolution that addresses the size and appearance of public notices. This year, we experienced another summer of extraordinarily high volumes of sargassum seaweed deposits along the Bal Harbour Beach, and the existing Beach Services agreement was re-bid to provide specific pricing for the removal of these seaweed deposits, resulting in an overall reduced hourly rate for this work. Additionally, the scope of services was enhanced to increase the beach sand sifting from twice monthly to weekly. Under this new agreement, our service provider and staff collected and disposed of over five hundred (500) cubic yards of sargassum seaweed this summer season, which is equivalent to 50 dump truck loads. Additionally, in July 2019, I was able to help 1secure funding from Miami-Dade County for additional funding for seaweed removal, as Bal Harbour Beach was deemed one of three "hot spots" in the County. Additionally, six (6) dune crossing locations received Americans with Disabilities (ADA) Beach access Mobi-mats to provide greater beach access to our residents and visitors. The planned coquina sand replenishment and grading of the beach vehicle/bike path was completed to augment the Jogging Path Restoration Project completed last year. In preparation for the upcoming construction of the new Bal Harbour Park and Community Center, the acquisition and preliminary renovation design of the new Village Manager's Annual Report 2018-19 November 19, 2019 Page 8 of 13 offsite Parks and Public Spaces Operations Facility were completed with construction to begin in early 2020. Through the negotiation process, we were able to save the Village $135,000 from the building acquisition cost. The relocation to the new facility will provide needed site access thereby allowing the Park Project to proceed as planned. Due to the multi-year phasing of the Park Project and the need to maintain existing recreational components, the Bal Harbour Park and water feature received playground refurbishments and safety surface restoration. As we look for innovative ways to address existing challenges, this year, we were able to identify new technology to address improvements to our existing infrastructure. Our experience during Phase 1 of the Utility Master Plan led us to look for alternatives, which would help prevent long and intrusive disruptions to our residents. We reevaluated our overall strategy for the Utility Master Plan to focus on opportunities to repair and reuse existing infrastructure rather than wholesale replacement. As presented to the Council for consideration and approval in June 2019, trench less pipe bursting technology presented a unique opportunity that will result in project savings, but more importantly, will avoid costly capital projects with messy and lengthy construction periods. Further, as part of this evaluation of the Utility Master Plan, the specific placement of various components within the projects required the Village to secure utility easements. The easements are required to enable the Village to conduct new utility construction activities within the Residential Gated Community streets, since individual property ownership extends to the centerline of the adjacent street in front of the individual properties. The Village has been working over the years to obtain easements under the street areas in order to create a uniform and consistent easement grid placement of all utilities within easements under the streets. In May 2019, we brought an ordinance for Council action and consideration that would make the easements for the Village utility construction in the street part of the individual project approval for all properties within the Residential Section of the Village before the Architectural Review Board (ARB}, in order to obtain a Certificate of Appropriateness prior to the issuance of a building permit. As a result, this process will provide an established process that will address this longstanding issue in our Village, and ensure the appropriate utility easements for effective operations. This year, we have also taken additional steps to reinforce our commitment to protecting our environment, and curbing ocean pollution. I am proud that in April 2019, proposed by Councilman Sklar, we developed and adopted the most comprehensive Single Use Plastics Ordinance in the State of Florida, by enacting a single use plastic ban for all commercial business. We continued our efforts to promote Village recycling with site visits to all multi-family condominiums along Collins Avenue and meetings with management representatives to review their collection programs and provide site specific recommendations for recycling enhancements. Also, to support community environmental awareness the first annual "Beach Sweep" Village Manager's Annual Report 2018-19 November 19, 2019 Page 9 of 13 beach and dune cleanup event was held with over ninety (90) participants. Attendees participated in collecting area litter and received information related to environmental/sustainability issues that affect all of us. We have also continued to pursue the implementation of smart policies and strategic solutions in order to remain a Resilient and Sustainable community. We have taken a series of actions this year, which include the following: • Continued efforts to coordinate with Miami Dade County, the State of Florida and the United States Army Corps of Engineers to advance the Sand Bypass Project. This draft plan is under review and the Bal Harbour Sand bypass approach for sand replenishment has received positive feedback from the regulatory agencies, with work continuing. • Engagement of Coastal Systems International, Inc. to provide dedicated support staff to develop and provide an overall coastal management program for the Bal Harbour Beach and the adjacent coastal area; • Utility Masterplan stormwater system rehabilitation work to repair and upgrade the existing Village stormwater system components; • Village membership in the American Flood Coalition to broaden our regional engagement and enhance our knowledge with regard to sustainability and resiliency issues; • Coordination with the U.S. Army Corps of Engineers, Florida Department of Environmental Protection (FDEP) and Miami Dade County to prepare for the planned Beach Nourishment Project to place approximately 240, 000 cubic yards of sand on Bal Harbour Beach expected to occur in the summer of 2020. Additionally, this year the Village secured a $75,000 grant from the State of Florida Department of Environmental Protection (FDEP), Florida Resilient Coastlines Program, for a Coastal Inundation and Economic Vulnerability Study. This study will assess the Village's vulnerability to sea level rise and storm surge under various future scenarios. The resulting data collected from the study will allow for the preparation of Village­ specific vulnerability maps that include not just sea level rise but also storm surge and the related level of economic damage that could be expected with these future scenarios. Lastly, the study results will be used in the future preparation of a comprehensive plan amendment to make the Coastal Management element of our Comprehensive Plan consistent with the Peril of Flood requirements set out in section 163.3178(2)(f), F.S. Concurrently, staff will develop required amendments to our local Flood Plain Management Ordinance. Further, as a result of our continued lobbying efforts, in May 2019 the State Legislature allocated $300,000 for the Village's Storm Water System Improvements Project, which is included as part of our Fiscal Year 2019- 2020 Capital Budget. Village Manager's Annual Report 2018-19 November 19, 2019 Page 10 of 13 Invest in Information Technology In the last few years, we have completed a number of IT infrastructure improvements and productivity software implementations, that help create a more efficient and effective working environment. The implementation of our Computer Aided Dispatch (CAD) system within our Police Department went live in April 2019, marking the most significant IT initiative to date. The project included an upgrade of our network, backup, security and storage solutions, as well as software installation and training for our entire Police Department. Continuing to assist departments in identifying solutions that aid in maximizing their personnel resources, this year, IT staff began the implementation of Telestaff, a scheduling software that will automate their time and attendance process with software specifically designed for the complexities of law enforcement administration. IT, Police and Finance staff have been working jointly to provide personnel and time tracking rules for system coding, and we expect the full system implementation to be completed in the next couple of months. Throughout the budget process, IT staff has met with each Village department and outlined future IT needs. As a result, we have developed an updated IT Strategic Plan, and staff is ensuring that we continue to develop best practices for our IT environment, including enhanced security to address growing cybersecurity threats. This year, we formally adopted our IT Security, IT Back Up and Disaster Preparedness policies, which outline the Village's rules and procedures for ensuring network integrity and continuity. Over the last five (5) years, the IT Support Specialist has been an integral team member in the evaluation and implementation of each new network and software deployment. Resources have been dedicated to ensuring that the appropriate training on the Village's systems for our outsourced IT Support Specialist. In order to ensure the stability and continuity of the Village's IT function, we renegotiated our agreement with Calvin Giordano and Associates (CGA) to provide IT Director, Network Administrator services, as well as any other IT consulting, on an as needed basis. Moreover, the savings generated through this renegotiation were utilized to fund and transition the contracted IT Support Specialist to a full-time position with the Village's IT Department. This transition will better ensure retention of our systems' subject matter expert, while at the same time, ensuring high-level expertise through CGA's consulting services. Enhance Community Engagement through Public Events and Expanded Communication with Our Residents and Visitors We continue to focus on engaging our community and visitors through our public events and programming, while continuing to ensure that our communication with our residents and visitors is clear and that our community is as connected as possible with their government. Village Manager's Annual Report 2018-19 November 19, 2019 Page 11 of 13 In print, the resident quarterly newsletter and postcards advising of upcoming special events remain in place. Our electronic communication efforts include the My Bal Harbour mobile Application (App), the Wireless Emergency Notification System (WENS), e-mails, our social media -Facebook, lnstagram for both residents and tourists, and Twitter for residents, and our government and tourism websites, both of which will be undergoing major upgrades and overhauls in this current fiscal year. In our recreation area this year, we have hosted over ten thousand (10,000) residents and their guests in the Bal Harbour Park; produced three (3) seasonal Special Events (Movies on the Beach) with total attendance of nearly 300 participants at each event; conducted seasonal basketball skills clinics for children ages five (5) to thirteen (13) totaling nearly 800 participants; and produced five (5) successful excursion for residents, including to a Miami Heat basketball game, a Miami Marlins baseball game, Marvel Universe at the American Airlines Arena, Dezerland Park, and Lion Country Safari, with a total of nearly 500 total participants. We have coordinated a number of annual public events including the holiday lighting and decor ceremony on Founders Circle; and the Independence Day celebration on the 4th of July for our residents and hotel guests to accompany our traditional fireworks • display. As part of our December/January Holiday Activations, this past year we programmed daily offerings of free Yoga on the Beach by the Jetty for residents and hotel guests, our New Year's Eve Fireworks display on December 31, and our first ever classical music performance at the Jetty on New Year's Day. The Unscripted Art Program continues to evolve to embrace not only traditional Museum Art, but also Performance and Culinary Arts as well. In addition to the continued interest by both our residents as well as our guests to visit the many different Cultural Institutions with whom Bal Harbour has partnered, we also hosted several events this past year, including: A private Art Tour at the Home of Alexa and Adam Wolman; Various special and private events during Art Basel including a VIP Brunch and Tour at Pulse Art Fair, a private tour ofthe Christo Exhibit at the PAMM, and access to six (6) satellite Art Fairs. Our focus on the Culinary Arts included the annual South Beach Wine and Food Festival (SBWFF) in February 2019, where Bal Harbour hosted three (3) intimate dinners -one each at the St. Regis Resort and Ritz-Carlton Hotel, and a Shabbat Dinner at the Sea View Hotel. Additionally, a wine and chocolate pairing was held at Vasalissa Chocolatier at the Bal Harbour Shops. Bal Harbour Village worked to be the North America Launch of Haute Cuisine, an event held annually in Verbier, Switzerland and for the first time being held outside of Switzerland. In May 2019, the Village hosted the four (4) day event featuring six (6) world-renowned Chefs who between them share nine (9) Michelin Stars and included four (4) themed dinners (with a focus each on one Village Manager's Annual Report 2018-19 November 19, 2019 Page 12 of 13 ofthe following themes: Music, Art, Design and the end of event Gala) as well as six (6) Cooking Classes. Nearly 300 guests attended the events, and plans are already underway to launch the second edition of Haute Cuisine Bal Harbour. Bal Harbour Village also worked to host the three (3) day Luxury Travel Forum (LTF) attended by nearly 40 elite travel consultants with Departures / American Express Travel & Leisure Services, cementing our position as the luxury destination in Miami. Establish Sustainable Fiscal Policies and Plan for Future Capital Investments Safeguarding the fiscal integrity of the Village and ensuring the functionality of our infrastructure is a daily priority -one that is not so noticeable when all is going right - but typically engenders unfavorable attention when it goes wrong. To this end, we continue our efforts to establish appropriate controls and further improve the processes of the pasts while planning for the future and developing a more resilient community. ' I am happy to report that the Village's Fiscal Year 2018 external audit was concluded with the issuance of the Comprehensive Annual Financial Report in March with an unqualified opinion, receiving GFOA recognition for the fifth year in a row. Additional activities this year, included working with the Federal Emergency Management Administration to recapture expenses the Village incurred as a result of Hurricane Irma. In addition, finance operations have evolved to improve the control environment between functional activities, timely issuance and filing of compliance reports, complete timely reconciliations of financial activity, an upgraded financial management system and restructured utility billing system, supporting capital project initiatives and drawing down funding reimbursements, and improving customer service delivery for ad valorem and non-ad valorem tax, and Village Utility inquires. As we continue to ensure the efficient operation of Village business, this year, we reviewed the performance of our pension administrator. At the February 19, 2019 Bal Harbour Village General Employees' Retirement Plan Board meeting, Pension Consultants of Florida presented a proposal to provide services as the Administrator for the Bal Harbour Village General Employees' Retirement Plan. The Retirement Plan Board voted unanimously to select Pension Consultants of Florida as the Administrator for the Plan. With this change, I am confident our pension members will receive improved customer service, as well as effective support for our Pension Board. 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 anticipate closing out the Village Manager's Annual Report 2018-19 November 19, 2019 Page 13 of 13 Village's Fiscal Year (September 30, 2019) with a significant operating budget surplus in the General Fund as in previous years. Conclusion From a personal perspective, during this past year, I completed my term as the District V Representative of the Florida City/County Management Association (FCCMA). I have since been appointed to the most competitive of committees, the International Committee of the International City/County Management Association. This past year I was a guest speaker on climate change and resiliency at the ICMA Southeast Regional Conference. And I also served as FCCMA's representative on the State of Florida's Cybersecurity Task Force. 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 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. As a team, we have been able to accomplish a great deal over the past six 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. Although we will always continue to strive for excellence, I firmly believe we have made significant strides in building an organization that we can be proud of and one that is responsive to our vibrant community. I can say with confidence that the Village is better off today than it was six 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 continuing to lead our organization and working on all the major on-going initiatives contributing to The Bal Harbour Experience. I will be 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. 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:IPD ADMINIOOlORES\VM Eva~VM Perform= EvalualiOII Guida 2014.do! 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. Re1iortlng 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 comp!aints/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. Paga2 of 4 F:IPD AOMINIOOLORE:S\VM EvanVM Pelfannenoe Evafoatlon Gulde 2014.<101 Cooperates with neighboring 'communities. Cooperates with the county, state and federal governments. 7. Staffing Recruits and retains competent personnel for VIiiage 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. Pagtaof4 F:IPO AOMINIOOLORES\VM eva~VM Performorm Evalualion Guide 2014.dol 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 F:11'D ADMINIDOLORESIVM EvanVM Pelfonnonce Eveluauon GUide 2014.0'«