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1
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MINUTES PREPARED BY:
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REPORT:
Flora Garcia, Commission Reporter (305)375-4906
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1A
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INVOCATION AS PROVIDED IN RULE 5.05 (H)
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REPORT:
Commissioner Cohen Higgins led the invocation.
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1B
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ROLL CALL
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REPORT:
Prior to the roll call, Deputy Clerk Kerry Khunjar Breakenridge announced that the Clerk of the Board (COB) had received notice that Commissioner Regalado would be absent from today�s Government Efficiency & Transparency Ad Hoc Committee (GETC) meeting.
In addition to the Committee members, the following staff members were present:
- Assistant County Attorneys (ACA) Monica Rizo, Kevin M. Marker, and Melanie Spencer;
- Mr. Roy Coley, Chief Utilities & Regulatory Services Officer, Office of the Mayor;
- Ms. Sarah Abate, Assistant Director, Business Retention & Development, Miami-Dade Aviation Department (MDAD)
- Ms. Lourdes Gomez, Director, Regulatory & Economic Resources (RER) Department
- Mr. Jaime Gascon, Director, Board and Code Administrative Division, RER
- Mr. Edward Rojas, Assistant Director and Building Official, RER
- Ms. Christina White, Director, Parks, Recreation, and Open Spaces (PROS)
- Deputy Clerks Kerry Khunjar Breakenridge, Israel Alonso, and Flora Garcia, COB
Chairman Bermudez convened the GETC meeting at 10:23 a.m.
MOTION TO SET THE AGENDA
ACA Rizo announced there were no changes to the agenda.
Commissioner Cohen Higgins moved that the Committee approve the agenda as presented. Vice Chairwoman Milian Orbis seconded this motion, and upon being put to a vote, passed 3-0 (Commissioners Gilbert III, and Regalado were absent).
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1C
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PLEDGE OF ALLEGIANCE
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REPORT:
Chairman Bermudez led the Pledge of Allegiance.
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1D
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REASONABLE OPPORTUNITY FOR THE PUBLIC TO BE HEARD AS PROVIDED IN RULE 6.06
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REPORT:
Chairman Bermudez opened the reasonable opportunity for the public to speak, and the following persons appeared before the committee:
1. Mr. Ian Cohen, President and Chief Operating Officer (COO) of Inspected, 12211 NW 73rd Street, Parkland, Florida, provided an overview of his firm�s services and the need to enhance the County�s inspections process to expedite the permit closing process, which would allow his firm to provide inspection services.
Hearing no other person wishing to speak, Chairman Bermudez closed the reasonable opportunity to speak.
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1E
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SPECIAL PRESENTATION(S)
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1E1
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252229
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Presentation
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Juan Carlos Bermudez
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ORAL PRESENTATION FROM THE PARKS, RECREATION AND OPEN SPACES DEPARTMENT FOCUSED ON IDENTIFIED EFFICIENCIES AND TRANSPARENCY MEASURES WITHIN THEIR OPERATIONS
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Presented
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REPORT:
Ms. Christina White provided a PowerPoint presentation regarding identified efficiencies and transparency measures within the department�s operations. She outlined the department�s guiding mission to create experiences that enhance quality of life and its vision of connecting people and parks for life. She described the department's two-tiered park system, which served approximately 2.8 million residents at the regional level and approximately 1.4 million residents in the Unincorporated Municipal Service Area (UMSA). Ms. White advised that the department's stated goal was to improve health, happiness, and prosperity by fostering a lifelong connection between communities and parks through exceptional facilities, recreational opportunities, and thoughtful stewardship.
Ms. White provided an overview of the department's portfolio, which included 308 parks, 40,000 acres of passive, active, and environmentally sensitive lands, 60 recreational centers, and 22 miles of beaches. She highlighted service metrics including more than 400,000 swimmers served at aquatic facilities, approximately 200,000 rounds of golf, over 103 boat launches, and approximately 900,000 annual visitors to the zoo, which she noted ranked as the fifth largest in the United States.
Ms. White outlined three strategic pillars guiding the department's priorities: placemaking and design excellence, health and fitness, and conservation and stewardship. She noted these pillars aligned with the Mayor's strategic plan and informed the department's annual business plan and budget. She further described the department's four functional areas, namely Enterprises and Conservation, Operations and Aesthetics, Planning and Capital Programs, and Finance and Administration, noting they were interdependent and interconnected.
Regarding the department's organizational structure, Ms. White presented the table of organization, noting the department's budgeted workforce of 1,571 full-time positions, a reduction of 49 from the prior fiscal year, and 1,008 part-time positions, a reduction of 67. She noted that 84% of full-time and 58% of part-time positions were currently filled, attributing the vacancies to a combination of forced attrition to meet budget targets, natural turnover, and strategic decisions to hold positions unfilled during non-peak periods.
Ms. White reported that PROS exceeded the national benchmark for customer satisfaction, achieving an 89% satisfaction rate compared to the national park system target of 77%. She noted the department had maintained national accreditation for over 30 years and, in September of the current year, earned CAPRA reaccreditation with 100% compliance, making it the first large jurisdiction to do so under the new standards. She also referenced the department's two-time receipt of the Florida Governor's Sterling Award, the state's highest organizational recognition. Customer feedback was collected through QR codes posted throughout park facilities and through Park Link, the department's reservation platform. Survey results indicated that 92% of respondents found parks safe and secure, 91% were satisfied with the ease of registration, and eight out of ten were satisfied with the quality of programs, rentals, and activities.
On efficiencies and innovation, Ms. White highlighted several recent initiatives. Smart irrigation technology was installed across 46 parks, resulting in savings of 154 million gallons of water. Mobile field painting robots reduced staff hours and cut field striping costs by 56%. Turf restoration brought in-house reduced per-acre costs by 26% and generated approximately $350,000 in annual savings. Additionally, construction and maintenance operations were reorganized into three regional hubs, which reduced staff travel time and improved work completion rates from 30% to 60%.
Ms. White addressed the department's current budget pressures noting that while the department's overall budget was approximately $290 million, the general fund subsidy was reduced by $13 million from the prior fiscal year, with total unmet needs estimated at approximately $16 million when accounting for staffing for new facilities coming online and the potential conversion of part-time to full-time positions. She reported that the department's capital improvement program (CIP) was also reduced by $73 million, leaving a total allocation of $369 million. Ms. White emphasized that despite these reductions, all core programming, including after-school care, summer camps, senior programs, Learn to Swim, and the Fit to Lead mentorship program, remained intact. She further noted that deferred maintenance and aging infrastructure represented an estimated $550 million in unfunded needs, and stated that the remaining capital funding would be directed toward the most critical priorities, including life safety compliance, 40-year building certifications, shoreline stabilization, flood mitigation, and fire protection systems.
Ms. White concluded by requesting the committee's support in three areas: assistance in prioritizing aging infrastructure projects, support in eliminating scope creep in programming, and help in managing unfunded requests outside the current budget plan. She indicated she would meet individually with each Board member to review active project lists by district.
Chairman Bermudez thanked Ms. White for her presentation and inquired whether the department was utilizing technology to improve resident access to park reservations, specifically golf tee times.
Ms. White confirmed that the department was in the process of developing a new app that would make it easier for residents to register for golf at County courses.
Responding to Chairman Bermudez�s question as to whether the deferred maintenance list would be prioritized prior to individual district meetings, Ms. White confirmed that the list had already been prioritized and that the details would be reviewed with each Board member during their scheduled meetings.
Chairman Bermudez also raised the issue of parks located within the City of Doral that were originally County parks, emphasizing that UMSA residents must not be charged more than Doral residents for access to those facilities. He referenced Doral Central Park, funded in part through a $150 million bond, and stated that a commitment had been made in 2003 to maintain equitable access for countywide residents, requesting that this matter remain on the department's radar.
Commissioner Cohen Higgins commended Ms. White on the quality of the presentation, particularly the public feedback section, noting the value of collecting resident data in real time.
Vice Chairwoman Milian Orbis expressed appreciation for the presentation and reiterated her intent to meet with Ms. White to review District 6 projects and ensure alignment with constituent priorities.
Following Ms. White's presentation, Chairman Bermudez presented a separate series of slides on parks developed on former landfill sites across the United States and introduced a proposal for a new regional park in Miami-Dade County on a similar site.
Chairman Bermudez referenced several national examples of parks successfully developed on former landfill sites to illustrate the feasibility of the concept.
The first example presented was Mount Trashmore in Virginia, a 165-acre park that was converted from a closed landfill over a three-year period. The second example was Norman J. Levy Park and Preserve in Merrick, New York, a 52-acre site that offered fishing, hiking, and composting facilities to the surrounding community. The third example was Red Rock Canyon Open Space in Colorado Springs, where a 53-acre former landfill area was incorporated into a larger park offering hiking, biking, and rock climbing opportunities.
Chairman Bermudez highlighted Vista View Park in Broward County, Florida as his preferred example. He noted that the park encompassed 271.5 acres and was established in 2003 following the closure of the landfill in 1987. Chairman Bermudez described it as one of the most heavily used parks in Broward County and noted that its elevation changes, reaching a high point of 65 feet, had made it a sought-after destination for cross-country athletic competitions at the high school and university levels.
Chairman Bermudez presented a concept for a new regional park on a former landfill site in Miami-Dade County, comprising approximately 660 acres. He noted that 47 adjacent acres had already been approved by county voters in 2012 for a regional soccer park, creating the potential for a larger, connected recreational destination. Chairman Bermudez referenced a community activation event, the "Waste to Race" 5K and cycling event, which drew over 500 participants to the site..
Chairman Bermudez stated that views of downtown Miami were visible from the site and that its terrain would be suitable for cross-country running events currently held outside the county. He compared the proposed park's scale to Tropical Park at 275 acres and Tamiami Park at 247 acres, noting that a regional park of approximately 660 acres did not currently exist in Miami-Dade County. Chairman Bermudez expressed the view that the project would be less costly than the already voter-approved regional soccer park and could serve as a revenue-generating asset by hosting competitive athletic events.
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1E2
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252230
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Presentation
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Juan Carlos Bermudez
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UPDATE FROM THE MIAMI-DADE AVIATION DEPARTMENT ON THE STATUS OF THE AIRPORT HOTEL
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Presented
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REPORT:
Chairman Bermudez introduced the discussion item by providing context to the committee regarding the airport hotel development. He noted that the contract had been awarded in October 2022, with an effective agreement date of August 2023, and that the developer's original presentation to the Board of County Commissioners (Board) had indicated a projected start of hotel operations by June 2026. He expressed concern that nearly three years had elapsed without construction commencing and requested a status update from the Aviation Department.
Ms. Abate responded that the Westin Hotel project was currently under redesign due to federal height requirements imposed by the Federal Aviation Administration (FAA). She explained that the FAA was the sole authority responsible for determining how a building's height could impact navigational aids, and that the Airport was required to submit four-point coordinates to the FAA for review and approval before the design could be finalized. She confirmed that the information had been resubmitted to the FAA and that the department was awaiting a determination.
Chairman Bermudez questioned whether the FAA's height requirements had changed since the agreement was executed in August 2023.
Ms. Abate confirmed that the requirements had not changed, and clarified that the issue was not a change in regulation but rather the process by which the FAA evaluates the impact of a proposed structure on navigational and radar systems, which required formal submission and review.
Chairman Bermudez noted that the Airport maintained an ongoing relationship with the FAA and questioned why the height compatibility issue had not been identified and resolved earlier in the process. He expressed concern that the June 2026 operational timeline presented to the Board would not be met, and stated that no visible progress had been made at the site.
Ms. Abate clarified that pursuant to the executed agreement, the developer had until 2029 to complete the building, with the timeline tied to permit issuance. She acknowledged that the developer had been aggressive in pursuing an earlier completion date and noted that parallel work, including utility surveys and relocation planning, had been ongoing.
Chairman Bermudez expressed concern over the discrepancy between the June 2026 operational date presented to commissioners during the award process and the 2029 contractual deadline described during the meeting. He questioned why the Board had not been informed of this distinction and stated that the lack of proactive communication from the Aviation Department and the developer was a matter of serious concern. He emphasized that elected officials relied on accurate and timely information to fulfill their responsibilities and that the committee, by its mandate, was charged with examining exactly these types of efficiency and accountability issues.
Chairman Bermudez further inquired about the timeline of the FAA submissions.
Ms. Abate responded that the four-point coordinates were first submitted to the FAA in August 2024, that a response was received in January 2025, and that a revised submission was made in August 2025. She indicated that a response was anticipated within approximately four months, though she noted that a potential federal government shutdown could extend that timeline.
Chairman Bermudez stated that based on the prior submission and response cycle, a response could reasonably be expected in the first quarter of 2026, and requested that the committee and all commissioners be notified upon receipt of the FAA's determination.
Vice Chairwoman Milian Orbis stated that she had joined the commission after this matter had begun and requested that her office be provided with a full update on the status and progress of the hotel development project, noting that the airport fell within her district.
Chairman Bermudez closed the discussion by reiterating the importance of clear and consistent communication from the Aviation Department and the developer to the Board. He emphasized that if meaningful progress was not demonstrated by 2026, completing the project by 2029 would be an impossibility, and urged the department to provide the full commission with timely and accurate updates going forward.
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1F
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DISCUSSION ITEM(S)
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1F1
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252231
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Discussion Item
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Juan Carlos Bermudez
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DISCUSSION ITEM ON SINGLE-TRADE PERMITS
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Presented
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REPORT:
Ms. Gomez introduced Mr. Edward Rojas and Mr. Jaime Gascon. She noted that the public commenter had referenced concerns across multiple jurisdictions, and clarified that each municipality within Miami-Dade County maintained its own independent building official, empowered under state law to make building code determinations, with appeals of those determinations handled through Mr. Gascon
's office. Ms. Gomez stated that she was not aware of any delays within the UMSA jurisdiction but acknowledged that concerns had been raised regarding permitting processes in some of the other municipal jurisdictions.
Chairman Bermudez clarified that his focus was specifically on improving the efficiency of the UMSA permitting process, acknowledging that the County did not have jurisdiction over the municipalities.
Mr. Gascon explained that the use of private providers was an option available to both contractors and homeowners for single-trade permits. He stated that all jurisdictions were required to follow state statutory provisions governing the permitting process, but noted that the legislation contained gaps that had not been fully addressed over the course of at least the past five years, with the legislature making incremental changes to the statute annually. Mr. Gascon explained that the Miami-Dade County Board of Rules and Appeals had developed guidelines to establish countywide uniformity in addressing those unresolved areas.
Mr. Gascon further explained that building officials retained responsibility for inspections outside the scope of private providers, including zoning and flood-related inspections, and that those additional required inspections were likely contributing to delays in the issuance of final certificates of occupancy. He noted that once a private provider submitted its inspection report, a defined timeframe, referred to as a shot clock, was triggered within which the building official was required to complete any remaining inspections and issue the final certificate.
Chairman Bermudez expressed concern about the practical impact of that process on homeowners. He used the example of a homeowner with a single electrical permit who utilized a private provider and questioned why the permit could not be closed promptly following the private provider's inspection. He expressed concern that open permits created potential long-term consequences for residents, including difficulties when selling a home or exposure to future fines.
Mr. Gascon responded that for a single-trade electrical permit, typically only two inspections were required, a rough inspection and a final, both of which would be performed by the private provider. He clarified that coordination of field visits by the building department during active work was difficult in those cases, and that the department's involvement would generally occur only at the final stage. He acknowledged that the complexity of the work under a single permit type could vary significantly, from a simple outlet change to a rooftop photovoltaic system, and that the nature of the work could affect the level of building official review required before the final certificate was issued.
Chairman Bermudez acknowledged the department's progress and commended staff for their responsiveness and efforts to improve operations. He emphasized that efficiency should remain a priority and that unnecessary delays were unacceptable given that time represented a real cost to residents and businesses alike. He requested that Ms. Gomez prepare a written report outlining RER's inspection timeframes for the various types of single-trade permits, and recommended that the department continue to monitor legislative developments in Tallahassee that could affect the permitting process.
Ms. Gomez confirmed that the department would provide the requested timeframes and that Mr. Gascon would assist in reviewing how the permitting process was being carried out across other jurisdictions, noting that those municipalities may not have the same level of staffing and resources available to UMSA. She reiterated that private provider utilization within UMSA remained in the single digits, reflecting the department's high service level and its ability to meet the needs of contractors and residents reliably.
Mr. Rojas provided additional context on how the County handled single-trade permits for residential homeowners. He explained that the majority of these permits were processed as over-the-counter permits with limited plan review, with a standard 24-hour turnaround time, and that many were fast-tracked. He noted that inspections were available the next day and that same-day virtual inspections could be accommodated when requested before 2:30 in the afternoon. He acknowledged that a staffing shortage and hiring freeze earlier in the year had created a backlog, but confirmed that the department had since returned to full capacity with no carryover inspections outstanding.
Mr. Rojas explained that the law permitted the department to conduct a site visit on permits where a private provider had been used, and that for most such permits, the department elected to conduct that visit at the end of the project. He noted that on a number of occasions, those end-of-project site visits had revealed that the completed work did not align with the permitted scope, applicable ordinances, or the building code. He clarified that the site visit was not a compliance inspection but rather an opportunity for the department to verify that the work performed matched the approved permit documents, and that the resulting site visit report was made available within 24 hours. He stated that the department maintained a collaborative relationship with private providers and that its approach was guided by the code, the law, and an obligation to serve the interests of residents.
Chairman Bermudez thanked Ms. Gomez, Mr. Gaskin, and Mr. Rojas for their attendance and their responses. He reiterated his request that the department provide a written breakdown of inspection timeframes across the different types of single-trade permits, emphasizing that the process needed to be approached from the premise that time represented a real cost to residents and businesses. He acknowledged that ensuring work was completed correctly was equally important and that the County, not the private provider, would ultimately bear responsibility for any failures in the process.
Chairman Bermudez also recommended that the department continue to monitor legislative activity at the state level, noting that decisions made in Tallahassee often carried unintended consequences at the local level and that staying informed was essential to the committee's broader mandate of promoting efficiency and accountability.
He thanked Mr. Cohen for bringing the matter to the committee's attention and noted that the shared goal of all parties, the County, the building department, and the private provider industry, was to achieve a process that was both efficient and effective.
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1G
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PUBLIC HEARING(S)
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2
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COUNTY COMMISSION
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3
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DEPARTMENT(S)
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4
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COUNTY MAYOR
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5
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COUNTY ATTORNEY
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6
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CLERK OF THE BOARD
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6A
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251697
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Report
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Clerk of the Board |
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APPROVAL OF THE CLERK�S SUMMARY OF MINUTES FOR THE GOVERNMENT EFFICIENCY AND TRANSPARENCY AD HOC COMMITTEE MEETING(S):
� FEBRUARY 13, 2025
� MARCH 13, 2025
� MAY 15, 2025
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7
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REPORT(S)
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8
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ADJOURNMENT
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REPORT:
There being no further business to come before the GETC, the meeting was adjourned at 11:37 a.m.
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| 8/7/2026 |
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Agenda Key: 5433 |