COMMISSIONER BRUCE G. ROBERTS

January 28, 2012 - In his February 2012 newsletter, District 1 City Commissioner Bruce Roberts showed courage by flouting a long observed political taboo when he addressed municipal pension benefits. For politicians with a functional survival instinct, exploring the netherworld of public employee pensions is ordinarily a recipe for disaster. Nearby municipalities like Miami, Pembroke Pines, St. Petersburg and Hollywood, where municipal pensions account for more than half of the total payroll, are struggling to avoid the pension-driven fiscal black hole that sucked the life out of Vallejo, California in 2008, Prichard, Alabama in 2009 and Central Falls, Rhode Island last month.

On the bright side, Seiler and the Commissioners have thus far managed to avoid the personal and political calumny that dismantled earlier attempts to negotiate concessions. Also, union representatives were given a seat on the panel that helped select the city manager they will face at contract time. In turn, they agreed to do what was required to keep the city solvent. When the police and fire fraternal orders renew their city agreements in 2012, taxpayers will be watching to see whether City Manager Lee Feldman and union negotiators can agree on the definition of “solvent”. Read on... – [editor]

DISTRICT 1 COMMISSIONER & V.M. BRUCE G. ROBERTS

In our December Newsletter, we discussed the very positive current status of Fort Lauderdale’s fiscal affairs. I would like to take this opportunity to expound on certain aspects of the budget, which further demonstrates our commitment to be fiscally sound without sacrificing vital City services.

Pension Reform: Using the same disciplined approach that has produced the results described in our December Newsletter, this City Commission confronted pension reform. Funding pensions have a direct effect on current budgets and a long-term impact on financial flexibility and sustainability. The City of Fort Lauderdale has already taken steps to reduce pension costs. The general employees pension plan is now a defined contribution 401(a) plan. We have reduced the City’s contribution rate from 32.75% to 9% for new employees. As a result, it is projected to save $100 million over the next 30 years.

The City Commission is also examining the implementation of additional innovative strategies to control pension costs, reduce the financial burden on taxpayers, and generate millions of dollars in added savings. One of those strategies involves the issuance of pension obligation bonds to manage costs. This idea would allow us to borrow funds at a low interest rate to pay off pension debt. These funds would then be invested in the pension plan to generate a higher rate of return. The difference between the interest rate on the borrowed money and the rate of return generated by the plan could result in a significant economic benefit to the City. For example, if the City wanted to pay off 75% of its current pension liability, we could issue pension obligation bonds to borrow approximately $200 million at an estimated interest rate of 4.75%. These funds would then be invested in the pension plan, which is projected by the actuary to earn a 7.75% rate of return. The difference between the low interest rate on the loan (4.75%) and the plan’s higher rate of return (7.75%) could generate up to $6 million in pension costs savings in the first year alone; and over a 20-year period, the City could reduce its pension costs by more than $60 million. In addition to eliminating a significant pension liability, the bonds would provide the City with a consistent, fixed amount to budget on an annual basis to cover the debt service on the borrowed money. I will keep you advised on the status of this particular strategy.

The City is also reducing pension costs by changing the timing of our annual required pension fund contribution. In the past, the City always made the payment in October; this has resulted in charging nine months of interest on the money owed at a rate of 7.75%. Several months ago, the Commission approved a plan to borrow the money at a low interest rate and make the payment in December. By doing so, we will pay off the loan in October at an interest rate of 1.62% on the borrowed money as opposed to paying a 7.75% interest rate on the money owed. The difference between the two interest rates means the City will save nearly $1.5 million in Fiscal Year 2012.

In addition, it is important to note that our new police officers and fire/rescue staff will now contribute 8.5% of salary to the Police and Fire Pension Plan. Previously, employee contribution was 7%. You may recall that our Governor and Legislators were pleased just to have employees begin contributing 3% to the State Plan. Furthermore, the City plan is computed on base pay and does not include leave time and does not contain a COLA. In order to maximize the benefits of the Deferred Retirement Option Plan (DROP), employees must now work two more years; furthermore, the return on the DROP has been reduced from a guaranteed 7.75% to a range of 3% to 6%, which is based on the plan’s performance.

These are just a few of the methods the City is employing as part of its overall plan to manage, control and reduce pension costs. We recognize the need for pension reform is great. As such, we have made, and will continue to make, meaningful changes to our retirement systems in order to ensure their long-term sustainability and provide financial relief to our taxpayers.

Economy: The economic future for Fort Lauderdale is also bright. When it comes to tourism, Fort Lauderdale remains a top destination for domestic and international visitors. We have seen 25 consecutive months of increased tourism. We are on a pace to host more than 11 million visitors who will spend in excess of $8 billion at our hotels, restaurants, stores and businesses. Hotel occupancy continues to hover near 75% for the year, which is the highest in the state and 27% higher than the national average. Cruise traffic at Port Everglades seems to constantly be creating and then breaking records for total passengers, and Fort Lauderdale-Hollywood International Airport expects to see a 7% overall increase in passenger traffic. When you consider that approximately 50% of the “bed tax” collected by the County is generated from Fort Lauderdale alone, the picture is even more focused on our great City.

Fort Lauderdale now ranks as the city with the lowest tourist taxes among the top 50 U.S. travel destinations. According to a recent analysis by the Global Business Travel Association, the typical visitor to Fort Lauderdale will pay up to 80% less in taxes than a tourist in Chicago, New York, Boston or Seattle. Hosting the nation’s lowest tourist taxes should continue to provide a significant competitive advantage for attracting visitors, corporate and business travelers, meetings, events and conventions. This Commission will continue its endeavors to support tourism related initiatives.

The housing sector is also showing signs of reviving. According to Realtor.com, Fort Lauderdale ranks 5th among the nation’s top 10 metro areas where housing conditions are on the upswing. Also, a recent article in the “Sun-Sentinel” reported that of Florida’s 19 metro areas, Broward was one of only two areas posting annual price increases for home sales. In 2011, the number of homes sold in Broward increased by 11% compared to sales in 2010. This marks the greatest number of sales since 2004. As an aside, my current campaign for re-election on March 13th has been endorsed by the Realtor Association of Greater Fort Lauderdale. While still too high, the jobless rate in Broward continues to decline and now stands at 8.6%. Fort Lauderdale/Broward County is leading the South Florida area in this recovery.

Pre-Agenda Meetings: A reminder that our meetings are always on the Monday before a Commission Meeting (unless that Monday is a holiday). The agenda is discussed, as well as any other topics that may arise. The first Monday of the month is at the Beach Community Center, and the third Monday of the month is at Imperial Point Hospital (south entrance) – always at 6p.m. Please call the office if you have any questions or need more information.

ROBBI UPTEGROVE

Office Contact: Robbi Uptegrove – 954-828-5033; email: ruptegrove@fortlauderdale.gov. In addition to hosting the pre-agenda meetings twice a month, I am also available to attend your HOA meetings to update your neighborhood on what is going on in the City as well as answer any questions/concerns you may have. Please contact Robbi to schedule. If you would like to be on our email list to receive information, notifications or general information, please email us and you will be added.

I encourage you to visit our website at http://www.fortlauderdale.gov/roberts to review previous newsletters. As always, I look forward to hearing from you and want to continue to serve you and our great community.

Bruce G. Roberts                

If you need to reach Commissioner Bruce Roberts, please contact his assistant Robbi Uptegrove at 954-828-5033 or by e-mail at RUptegrove@fortlauderdale.gov. To access the City Commission Meeting Agendas and Minutes, Click Here. To actually watch the meetings recorded and archived on the Commission Meetings Video Webcast and Archives web site, Click Here.

January 7, 2012 - By 8 PM on Christmas Eve, board members in Galt Mile associations began fielding complaints from neighbors asking why water was suddenly unavailable in their homes. Along with the normal concern and curiosity were recriminations by the usual suspects - every building’s small but vocal group of goofballs who blamed their downstairs neighbor, the building manager, global warming, NAFTA or the United Nations. An ambitious Southpoint director hit the street, visiting neighboring buildings to confirm that the problem wasn’t unique to his association. Playa del Mar residents called friends at Regency Tower and asked if they also lacked water. Security personnel in virtually every building spent from 8 PM to midnight assuring unit owners that calling a plumber wouldn’t help.

RUPTURED MAIN - 12-FOOT STREET GEYSER

A deteriorating 42-inch water main at N.E. 38^th Street between N.E. 5^th and N.E. 6^th Avenues burst, plummeting a quarter of a million county residents into chaos. Tasked with spinning a 12-foot geyser that transformed 38^th Street into a block-long, 4-inch deep wading pool, City Public Information Specialist Matt Little conjectured that a major water distribution line failed. For several hours, Fort Lauderdale water customers, as well as those in Lauderdale-by-the-Sea, Oakland Park, Port Everglades Authority, the Village of Sea Ranch Lakes, Wilton Manors and sections of Davie and Tamarac combed local grocery stores for bottled water while making futile attempts to contact City and County Customer Service Centers for information.

MAYOR JACK SEILER AT SITE

Fort Lauderdale Mayor Jack Seiler learned about the water problem from a text message shortly after 8 PM, when he headed to the break site. By 9 PM, City Manager Lee Feldman drafted 10 off-duty City operators to answer frantic calls to a hotline system frozen by overload. A half hour later, automated telephone notifications began reaching local residents. Feldman lamented the City’s “inability to remotely update the city’s website over the holiday weekend.” Since websites can be updated from a payphone in Surinam, Feldman should have little trouble curing this communication gaffe.

MIKE JACHLES FROM BSO

The Broward Sheriff’s Office was forced to issue an emergency request that residents not burden their 911 emergency call service with water problems. Mike Jachles of BSO explained “People shouldn’t call 911 if their water is out... unless their house is on fire.” After 9 PM, in the absence of any official feedback, residents who emailed the neighborhood association were referred to Twitter, where local residents from Oakland Park, the Galt Mile, Lauderdale-by-the-Sea, Coral Ridge and other affected areas sent a steady stream of updates about the emergency, including information about its source and repair progress. Shortly after midnight, the GMCA sent member associations a brief summary of unfolding events.

42 INCH WATER MAIN - VALVES CLOSED

By 11:30 PM, a Public Works crew supervised by Director Al Carbon successfully circumvented the ruptured water main, thereby rebuilding system pressure at the plant. How did they fix a huge water main in a few hours? Since Carbon knew that the old main was on its last legs, a redundant pipe that was installed last year a few blocks north was recently put into service. Public Works only had to close four valves that fed the collapsed main to cure the problem. Carbon said “We were planning to take it out of service.” When service was restored, the City’s Public Works Department and the Broward County Public Health Department commiserated about the potential for a contaminant-driven health crisis. The two agencies jointly issued a Precautionary Boil Water Notice for affected residents. The brief advisory stated “All tap water used for drinking, brushing teeth, cooking or other consumption should be brought to a rapid boil for at least one minute. Tap water is okay to use as is for washing and bathing. The Precautionary Boil Water Notice will be in effect until further notice.”

During the next two days, municipal and county scientists tested the water for bacterial and inorganic pollutants. Based on the lab results, they issued another joint advisory on December 26^th, officially lifting the boil water notice. An estimated 250,000 Broward residents breathed easy. In view of the Christmas Eve mass confusion, the City is recommending enrolment in the free emergency notification services offered by Fort Lauderdale.

Residents and businesses in the City of Fort Lauderdale are eligible to receive emergency notifications via two free programs called “CodeRED” and “City News Alerts”. CodeRED is a high-speed telephone communication service by which the City sends emergency notifications to registered phone numbers. In event of an emergency, the system will call and deliver a recorded message to a live person, cell phone, answering machine or voicemail. Individuals who already registered for the service can update their phone number or add a cell phone number by re-registering - a 30 second process. A variation of this service was used by the City when the boil water notice was lifted. Affected residents received a telephone call with a recorded message explaining that their water was safe for consumption.

The CodeRED service is provided by an outfit called Emergency Communications Network (ECN). The company built an Emergency Telephone Network (ETN) database of citizen contact information for use in critical situations. When you register to participate in the CodeRED notification service, your contact details are added to a nationwide database accessed exclusively for critical community alerts and emergency situations. When triggered by a client community like Fort Lauderdale, ECN allocates resources to match local telephone infrastructure, facilitating a massive dialing system capable of transmitting millions of messages per hour.

Since the service cannot ordinarily penetrate privacy locks, residents should either turn off the privacy lock feature during emergencies, enter 954-828-8000 on their “safe list” of phone numbers, or enter an alternative cell phone number when registering for the service.

The City also offers “City News Alerts”, a communication service that enables the City to send mass emergency notifications by email to registered subscribers. During an emergency, the system will deliver essential information to registered email addresses. In addition to emergency notifications, email subscribers can additionally register to receive City Commission Meeting Agendas, Notices of Intent to Award, and information about public auctions.

Fort Lauderdale residents and businesses may register for both CodeRED and City News Alerts on the City’s website or by calling the City of Fort Lauderdale 24-hour Customer Service Center at 954-828-8000. To sign up for either or both services online, go to http://www.fortlauderdale.gov/code_red.htm. You can unsubscribe, review or change your subscription at will. A minor detail may be of interest to prospective registrants.

Chapter 119.011(12), Florida Statutes, defines Public Records as “all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business by any agency.” Since Florida law requires the City to treat email addresses as public records, paranoid web surfers can shield their email address from a public records request by signing up for the CodeRED service by telephone. Also, if your neighbors learn that you subscribe to these services, the same bozos that called 911 on Christmas Eve may call you!

COMMISSIONER BRUCE G. ROBERTS

December 22, 2011 - In his last newsletter of 2011, District 1 Commissioner Bruce Roberts reviews the many neighborhood initiatives he helped nurse to fruition in 2011, highlights the City’s budgetary achievements, offers a defense against a recent crime trend, describes a city ordinance enacted to clamp down on Pill Mills that fuel the street drug trade, invites local residents to share their concerns at his twice monthly pre-agenda meetings and thanks constituents for their input and his opportunity to serve the District - and the City. Among our Commissioner’s updates is news of a long-awaited improvement in the Emergency 911 safety net that could save countless lives.

By shaving minutes from critical emergency response times, more of our family, friends and neighbors will survive heart attacks, sudden cardiac arrest (SCA), deadly force assaults, fires, and a wide range of other time-critical emergencies. Unlike most city-county collaborations that historically neglect Galt Mile residents, this new protocol should stiffen a safety net for our most vulnerable neighbors. The fact that Roberts and LaMarca share seats at the table underscores the importance of this safety net to their constituents - us. After all, in 2003, it was then Police Chief Roberts who backed our efforts to frustrate Latin’s ill-conceived “budget concession.” Read on... – [editor]

DISTRICT 1 COMMISSIONER & V.M. BRUCE G. ROBERTS

District 1 Newsletters: If you want to keep current on present and past newsletters from my office, please go to the webpage http://www.fortlauderdale.gov/roberts where you can view postings for the past year. Also, we would like to highlight events occurring in your neighborhood in each publication; please email my office and we will gladly share the news with all of our District 1 neighbors. Examples would be awards and recognition for area residents, businesses, community involvement, birthday celebrations of 99+, etc.

Neighborhood Initiatives: Our office received 313 requests for service from January through November 2011. Some of the primary concerns involved reducing traffic cutting through neighborhoods; the maintenance of foreclosed properties; and public safety. I will continue to work with you to resolve these issues. Communication with our neighbors in District 1 is a top priority. Other initiatives from our office have included conducting traffic studies and upgrading our roads and bridges within the neighborhoods; advocating for the Greenway Program Enhancements along A1A; opening new parks, revitalizing existing parks and installing lightning warning systems; landscaping along East Commercial and East Oakland Park Boulevards and NE 18^th Avenue; strengthening enforcement and working towards solutions to address the growing homeless population impacting our City; implementing changes to our municipal codes designed to enhance opportunities for our small businesses; expanding trolley connectors from the Galt to the Galleria Mall, Coral Ridge Shopping Center and Holy Cross Hospital. Lastly, I urge you to review our previous newsletter of October 2011, which describes the progress on many major projects underway throughout the City.

Budget Information: As we move forward into a new year and our second century as a City, I feel I must re-emphasize the City Commission’s approach towards exercising one of our most important responsibilities, i.e. reviewing and approving the City’s Annual Budget. It is a transparent and inclusive process, which involves the participation of quarterly public workshops with our Budget Advisory Board, community meetings, Commission meetings and Public Hearings. It is a disciplined method built on sound fiscal policies, which promote neighborhood enhancements, economic development, public safety, green space, transportation and our infrastructure. As required by law, we have produced the third balanced budget. Just a few of the highlights include:

1. Of Florida’s 25 largest cities, we have the 2^nd lowest operating millage rate at 4.1193.

2. In addition to not raising the millage rate, the Fire Assessment Fee has not been raised since 2009.

3. We have a General Fund balance of 20%, which exceeds the recommended 16.7%.

4. While not sacrificing vital City services, we have reduced the size of government by reducing the number of departments from 15 to 9, consolidating divisions, and eliminating 158 positions.

5. In the past three years, we have reduced the General Fund Operating budget by $18 million.

6. We will save $6 million by reducing our unfunded pension liabilities through the issuance of pension obligation bonds.

7. We project generating $11.2 million in revenue by initiating a Return on Investment (ROI) strategy for the Parking System, Water & Sewer Fund and Stormwater Fund. This strategy replaced Payment in Lieu of Taxes (PILOT).

8. We continue to implement further reorganization, which will put into practice performance measures, which permit us to assess our effectiveness in efficiently addressing your priorities.

9. Our net assets over liabilities are $1.04 billion.

Pain Clinic Update: I have mentioned these clinics in previous newsletters; however, we continue to receive calls for updates. Our City Commission has enacted an ordinance strengthening the State’s laws regulating the operations of pain clinics. The City’s ordinance highlights include no queuing of customers outside on the premises; restricting location to at least 500 feet from schools, churches, parks, libraries or daycare facilities; no employees with felony or drug related conviction backgrounds; and required inspection of the premises with annual license renewal.

Broward County Consolidated Communications: As you probably know by now, after years of work by many people, a committee has been formed to address cooperative implementation strategies for consolidation of E-911 communications and dispatch. This committee was formed after resolutions and endorsements for the concept and feasibility of consolidated communications were passed by the Fire Chiefs Association of Broward County, Broward County Chiefs of Police Association, Public Safety Committee of the Broward League of Cities, Broward City County Management Association, Fire-Rescue Services Council, and the Board of Directors of the Broward League of Cities. The endorsements said, in essence, that cooperative consolidation of communications is technically feasible, desirable and will improve service; will reduce delay in transfer of emergency calls; will result in faster emergency response times; will enhance interoperability and coordination amongst responding agencies; and will result in fewer errors due to standardized call handling and dispatch protocols. Each of the groups designated representatives. Additional members were chosen based upon a cross-section of the types of communication models currently operating. The Committee was unanimously confirmed by the Board of County Commissioners on Tuesday, November 1, 2011. I have been asked to be a member of this committee along with 21 other city/county officials. I have also been selected to chair the governance subcommittee. I will update you of our progress in the upcoming months. You can also go to http://www.fcabc.com for more information regarding this committee.

Fighting Crime in your Neighborhood: It is important to remember, especially this time of year, not to leave valuables in your car while it is unattended (i.e. wallets, purses, expensive sunglasses and or jewelry, GPS systems, keys, garage door openers, etc.). These items will only invite someone to break in and steal them. Please go http://www.flpd.org/index.aspx?page=72 to view the Police Department’s web page and get tips on how to safeguard not only yourself but your belongings.

Pre-Agenda Meetings: A reminder that our meetings are always on the Monday before a Commission Meeting (unless that Monday is a holiday). The agenda is discussed, as well as any other topics that may arise. The first Monday of the month is at the Beach Community Center, and the third Monday of the month is at Imperial Point Hospital (south entrance) – always at 6p.m. Please call the office if you have any questions or need more information.

ROBBI UPTEGROVE

Office Contact: Robbi Uptegrove – 954-828-5033; email: ruptegrove@fortlauderdale.gov. In addition to hosting the pre-agenda meetings twice a month, I am also available to attend your HOA meetings to update your neighborhood on what is going on in the City as well as answer any questions/concerns you may have. Please contact Robbi to schedule. If you would like to be on our email list to receive information, notifications or general information, please email us and you will be added.

Happy Holidays: I would like to personally wish you all a very happy and safe holiday season. Despite any challenges we may have faced this past year, we are reminded to be thankful for family and friends and the many advantages and opportunities we have. Everyone in District 1 should know that I am grateful for all the input you have provided on the many issues that come before the Commission and those that affect our quality of life. I truly appreciate the opportunity to work with and serve you, as we find solutions that will allow the City to remain one of the most beautiful and best cities in which to live, work, play and raise a family. Be safe and let us all welcome in the New Year with high spirits, a vision for the future and a pride in our home – Fort Lauderdale!

Bruce G. Roberts                

If you need to reach Commissioner Bruce Roberts, please contact his assistant Robbi Uptegrove at 954-828-5033 or by e-mail at RUptegrove@fortlauderdale.gov. To access the City Commission Meeting Agendas and Minutes, Click Here. To actually watch the meetings recorded and archived on the Commission Meetings Video Webcast and Archives web site, Click Here.

DOWNTOWN PANHANDLER

November 23, 2011 - On November 10^th in the late afternoon, Regency South Manager Michael Gonzalez fired off an email to GMCA President Pio Ieraci. One of several association managers that serve on the neighborhood association’s Advisory Board, Gonzales informed Ieraci about an article brought to his attention by a Regency South unit owner. Entitled “Fort Lauderdale seeks end to downtown panhandling,” the article by the Sun-Sentinel’s Larry Barszewski scopes City plans to immunize Fort Lauderdale’s business district to a cottage industry built on “spare change”. Gonzales wanted to know if the City effort could somehow stretch to address panhandling along the Galt Mile.

Following their initial encounter with our local bench dwellers, often outraged new residents that contact the neighborhood association are surprised to learn that the homeless people they just met aren’t simply swept up and disposed of by the police. Although the benches they occupy were paid for from a funding assessment for the Galt Mile Improvement Project, they are city property located on a municipal right-of-way. Unless homeless squatters break the law, they are legally entitled to remain undisturbed. Whether or not you agree with their decisions, our courts have historically viewed passive panhandling as constitutionally protected free speech.

ACLU CO-ATTORNEY BRUCE ROGOW

On July 20, 1993, the City of Fort Lauderdale passed Resolution 93-143, in which Beach Rule 7.5(c) prohibits panhandling, begging and soliciting on the beach and beach sidewalks (the area within 150 feet of Atlantic Boulevard or Seabreeze Boulevard). Since Fort Lauderdale was the only city in the country that forbade the homeless from begging in a nonthreatening manner in a public place, the ACLU jumped in with both feet (Smith v. City of Fort Lauderdale). Confident of a high-profile, precedent-setting victory, ACLU co-attorneys Bruce Rogow and Beverly Pohl slugged their way through the courts. In June of 1999, they argued that “Sidewalks are the quintessential public place” before the 11^th U.S. Circuit Court of Appeals, the highest federal court for Florida, Georgia and Alabama. They lost – big time. On October 29, 1999, the United States Supreme Court refused to hear their appeal. Game, set and match.

ACLU CO-ATTORNEY BEVERLY POHL

Until then, the only anti-panhandling laws that survived constitutional challenges prohibited aggressive panhandling, or soliciting people at bank machines, in line at public transportation or at outdoor restaurants. ACLU attorney Beverly Pohl noted that they were all upheld because they were “narrowly tailored.” The Fort Lauderdale ban spanned a five-mile beach. Beach Rule 7.5 states its intention to “eliminate nuisance activity on the beach and provide patrons with a pleasant environment in which to recreate.” It wasn’t drafted to target the homeless. According to former Assistant City Manager Bud Bentley, “It was meant to crack down on rowdy Spring Break kids.”

FORT LAUDERDALE NO-BEG BEACH

The courts upheld the limited no-panhandling zone because the City successfully demonstrated that it served a larger civic objective. Since the public beach area is one of Fort Lauderdale’s main fiscal engines, City attorneys offered credible evidence that soliciting and panhandling threatened the municipality’s economic viability. City officials are preparing to duplicate a similar no-panhandling zone in the downtown business area. The ordinance discussed in the newspaper article lays the groundwork for denying this second, specifically defined neighborhood to panhandlers.

AMERICAN AIRLINES ARENA IN MIAMI

The proposed ordinance follows a lead pioneered by other Florida municipalities. After initially cordoning off its business district to panhandlers in 2008, Miami widened the zone last year to include the Arsht Center for the Performing Arts and the American Airlines Arena. St. Petersburg, Orlando and Clearwater have also passed successful no-panhandling ordinances that target certain areas or neighborhoods. Other jurisdictions that flirted with broad, non-specific local no-panhandling laws failed miserably.

In April of 2010, West Palm Beach officials explored passing a law banning all panhandling along county roads and medians. County attorneys maintained that any ban would have to outlaw all fundraising from county medians to survive legal challenges. Since the ban would have also hampered youth sports teams collecting money from county medians and the firefighters' annual Labor Day “fill-the-boot” campaign for the Muscular Dystrophy telethon, by July the Palm Beach County commission agreed instead to outlaw “aggressive” panhandling. Although the new law constrained people from blocking the flow of traffic or badgering people who refused to cough up their spare change, it didn’t preclude all panhandlers, vendors and fundraising groups from county medians.

PALM BEACH SHERIFF RIC BRADSHAW

Palm Beach Sheriff Ric Bradshaw warned that crowded jails, limited budgets and revolving door prosecutions would make arresting all panhandlers a waste of public safety resources already thinned by the economic downturn. Bradshaw said “Most offenders arrested for this type of misdemeanor spend a day or less in jail, at a public cost of $130 per person,” not exactly the “homeless” cure expected by the County Commission. Since a network of state, county and city roads crisscross the area; the compromise measure that prohibited “aggressive” panhandling only on county roads made enforcement a bad joke.

FORT LAUDERDALE COTTAGE INDUSTRY 1) PASS OUT SIGNS - 2) COLLECT THE TAKE

Having demonstrated that arresting panhandlers caught obstructing traffic cost county taxpayers $30,000 a year, Bradshaw observed “That’s a bunch of money for something that is not solving the problem.” Bradshaw recommended a combination of stepped up enforcement for aggressive panhandling, redesigning medians to discourage congregation by panhandlers and/or fundraisers and a public relations campaign exhorting people to spend their money on more productive homeless venues. Unlike the all-out ban, homeless advocacy groups supported the Sheriff’s proposed advertising campaign. Instead of handing money to someone wearing a “Will Work for Food” sign, Palm Beach County Community Food Alliance Director Alex Stevens applauded the idea of encouraging people to give money to legitimate organizations that address both the effects and the root causes of homelessness.

In a laid back manner that would have done Andy of Mayberry proud, Bradshaw explained that if people stop handing out money, panhandlers will disappear soon enough. The Palm Beach Commission unanimously agreed with Bradshaw that public awareness is their most important objective. “If you’re not getting the money, you’re not going to be there – it’s that simple,” opined Bradshaw.

While Palm Beach County was watering down its panhandling law to avoid a constitutional train wreck, in March of 2010, the City of Oakland Park entertained a controversial plan to jail panhandlers and the Good Samaritans who sustain them. If caught giving money or any “article of value” to a beggar or even buying flowers or a newspaper on an Oakland Park street, violators would face a fine or up to 90 days in jail. Framed as a traffic safety measure, the ordinance would have prohibited “beggars, panhandlers or solicitors” from selling any item on a public street because it “distracts drivers from their primary duty to watch traffic and potential hazards in the road.” Contending that “as many as 10 people have been seen soliciting at one intersection” and are often seen dangerously “wandering around the intersections,” Oakland Park would let a judge determine the monetary penalty for violators.

OAKLAND PARK MAYOR SUZANNE BOISVENUE

Modeled on a Gainesville ordinance, persons who gave money while operating a motor vehicle would also be in violation of the new law because a driver is prohibited from stopping on a public street to exchange money. By November of 2010, Oakland Park City officials thought better of becoming the first neighborhood to “penalize charity” and reversed course. After dropping the planned deterrent, then Vice Mayor (now Mayor) Suzanne Boisvenue said “It really tears at my heart that we’re doing things that hurt other people. We should be spending this time on finding housing, rehabilitating them so they can find a job and earn money. This makes the givers and the receivers wrong, wrong to give, wrong to receive. I was brought up to help thy neighbor. By the grace of God it could be you or it could be I in the same situation — no job, no house.” Notwithstanding the politically correct, heart-tugging rhetoric, the measure wouldn’t have survived Pee Wee Court.

Municipalities that cite traffic obstruction as the foundation for a “no panhandling” ordinance base their local laws on s.316.2045, Florida Statutes, which states “It is unlawful for any person or persons willfully to obstruct the free, convenient, and normal use of any public street, highway, or road by impeding, hindering, stifling, retarding, or restraining traffic or passage thereon, by standing or approaching motor vehicles thereon, or by endangering the safe movement of vehicles or pedestrians traveling thereon; and any person or persons who violate the provisions of this subsection, upon conviction, shall be cited for a pedestrian violation, punishable as provided in chapter 318.” Unless they were granted a permit, the statute also states that persons who dodge vehicles “in order to solicit... are guilty of a misdemeanor of the second degree.”

PALM BEACH COUNTY STATE ATTORNEY MICHAEL MCAULIFFE

Unfortunately, the underlying statute is constitutional puppy chow. In 2003, an Orlando Federal Court ruled that the Florida statute was so vague that it was unconstitutional. Across the State, the statute’s clouded constitutionality has formed the basis for a legal two-step in local courts. When Public Defenders saddled with panhandling clients cite the 2003 case, prosecutors regularly withdraw the complaint or settle for time served. In short, they shun arguing the constitutionality of a law that would eventually land before the state Supreme Court, where it would likely be eviscerated. In May, 2010, Palm Beach County state attorney Michael McAuliffe announced that his office would no longer prosecute panhandlers under the “obstruction of public streets” statute, characterizing the state law as fatally flawed.

However, there is a legal roadmap for implementing enforceable no-panhandling laws. In a 1995 St. Petersburg panhandling case (Ledford v. State), the Second District Court of Appeal weighed the right to beg (a form of speech) with the right to be free from being hassled. The Court of Appeals found “In subjecting the ordinance to strict scrutiny, we hold that section 20-79 of the City of St. Petersburg Code is unconstitutionally overbroad and infringes on Ledford’s free speech rights in a manner more intrusive than is necessary. We embrace the holding in CCB that the aim of protecting citizens from annoyance is not a ‘compelling’ reason to restrict speech in a traditionally public forum.”

The Court of Appeals made reference to a Jacksonville case (C.C.B. v. State) that also held a city ordinance as unconstitutional because it was too restrictive. The Court in Jacksonville stated, “The City of Jacksonville is not entitled to absolutely prohibit a beggar’s exercise of his freedom of speech, but the city may regulate that right subject to strict guidelines and definite standards closely related to permissible municipal interests, such as could be imposed by a narrowly drawn permit system.”

As such, for a local panhandling ordinance to circumvent First Amendment pitfalls, it must be carefully tailored and demonstrate a compelling governmental interest. Fort Lauderdale is looking at some of the more successful municipal models for its new law. In Clearwater, beggars who receive donations for playing a musical instrument or holding up a sign are tolerated in no-panhandling zones. However, if panhandlers verbally request spare change, they’re off to the clink. To deter a thickening gauntlet of aggressive street denizens in their business district, in 2000, Orlando imprinted downtown sidewalks with 35 box-shaped 3 ft. by 15 ft. blue outlines from which panhandlers could dun passers-by for contributions. On September 17, 2007, Orlando beefed up the prohibition, forbidding begging after dark.

FORT LAUDERDALE CITY ATTORNEY HARRY STEWART

Since the proposed law’s survival depends on carefully limiting its scope and proving an overriding public benefit, Fort Lauderdale City Attorney Harry Stewart described how the City plans to prepare for its business district panhandling ordinance. He said that the city first will conduct a study to determine if the problems warrant codified restrictions. Stewart explained “We don’t just adopt an ordinance that someone else has adopted. It needs to be tailored carefully so we don’t infringe on someone’s First Amendment rights.” Fort Lauderdale performed a similar study prior to creating the beach prohibition.

FORT LAUDERDALE COMMISSIONER BRUCE ROBERTS

When Ieraci received Gonzales’ inquiry, he forwarded it to City Commissioner Bruce Roberts, whose experience with homeless panhandlers dates back to his tenure as the City’s Chief of Police. As top cop, Roberts fashioned the policy wherein police work with homeless advocates to provide long-term outreach services to homeless persons living on the street. Exclaiming that he shares “everyone's frustration with the existing situation,” Roberts told Ieraci that the proposed ordinance would create a “prohibited panhandling zone in the Downtown only.” He also promised to address this further at the upcoming November Advisory Board meeting. To help fill in the blanks, he would bring Fort Lauderdale Police District 1 Major Raul Diaz.

DIST. 1 MAJOR RAUL DIAZ

FLPD CAPTAIN MIKE GREGORY

On November 17, Roberts attended the GMCA Advisory Board meeting accompanied by Major Diaz. Although Diaz had been placed in charge of Police District 1 (encompassing the Galt Mile community) last year, he was granted a temporary leave of absence. Until Major Diaz could return, Captain Michael Gregory fulfilled his responsibilities, serving as our Police District’s “Acting Major.” However, Diaz was well known to Advisory Board members long before his promotion to Major, assignment to District 1 and survival of three tours in Iraq. That's where our District Commander spent his leave of absence. Diaz recently returned from the war zone, where he served three tours as a highly decorated Captain in the United State Air Force.

FLPD FORMER ASSISTANT CHIEF MARY NEGREY

FLPD ASSISTANT CHIEF RUSSELL HANSTEIN

After joining the Fort Lauderdale Police Department (FLPD) in November of 1989, Diaz served in the Patrol Division as a Patrol Officer, Patrol Supervisor and Shift Captain. He also served in the Special Investigations Division and Operation Support Division as the Division Commander and Executive Officer to the Chief of Operations. When former District 1 Police Commanders Mary Negrey (retired as an Assistant Chief) and Russell Hanstein (currently an Assistant Chief) addressed the Advisory Board, before answering questions about neighborhood crime, they would tell the membership that they had to first consult with Diaz. His statistical expertise and intimate familiarity with crime trends was unique in the Department.

He also served as a SWAT Team member, Explosive Detection K-9 handler and Bomb Squad Commander. Not surprisingly, Diaz has received 20 departmental commendations, 34 public commendations and was twice named Officer of the Month. He earned a Bachelor’s Degree in Professional Studies from Barry University and a Master of Science in Public Administration from Lynn University. Diaz enjoys a record that would make Alvin York jealous.

GALT OCEAN CLUB'S MARY SHORT

At the Advisory Board meeting, GMCA President Ieraci asked Diaz what the police could do to make the Galt Mile less attractive to its growing homeless community. The Major confirmed that unless police officers personally witness an act of solicitation, they can only encourage squatters to participate in programs established to provide food, housing and medical care. Since several Advisory Board members - such as Mary Short of the Galt Ocean Club - are integrally involved with local Homeless programs, the board has long been aware that participation in these programs is extremely limited and often erratic. After all, why wait on line for a bowl of soup and a peanut butter sandwich when riding a bench buys three squares a day?

HOMELESSNESS - A LAUGH A MINUTE?

Ieraci told Diaz that when residents indignantly complain about the neighborhood’s homeless people, he informs them that it’s our own fault. As long as Galt Mile residents continue providing beggars with money, they will stay put. Our District 1 Police Major then shed some light on the seedier flip side of their existence. When would-be Samaritans give some change to Walter, Shirley or other relatively civil bench people, they smile politely and humbly express gratitude. They are less likely to reveal the scars and hematomas sustained from repeated beatings and muggings. The homeless make tempting assault prey for thieves, robbers and other homeless persons. When a Galt Towers woman lost her bag to muggers in the Winn-Dixie parking lot last year, the police caught and locked up the offender later that day. When the homeless get jumped, beaten and robbed, the perpetrators know that the assault won’t be reported to the police. These unanswered crimes are an unavoidable consequence of street panhandling.

A COMMUNITY ASSET

Major Diaz stressed the importance of educating local residents about the larger impact of feeding money to squatters. Whether local residents give money to assuage some neurotic sense of personal guilt, to share their good fortune with others or simply because they feel intimidated, they are enabling an extremely dangerous lifestyle. When any of the neighborhood’s current group of homeless people no longer occupy their Galt Mile benches, it is equally probable that they either found a more remunerative location or failed to survive their last beating. Virtually every homeless advocate, program or charity concedes this deadly prospect in its mission statement. The Major urged “Instead of enabling someone to remain a squatter by handing them money, give it to any number of legitimate charities or governmental programs that actually address the scourge of homelessness.”

A PIOUS MAN - RECOGNIZE THE STREET?

Diaz spoke to another adverse consequence of freely dishing out spare change. “It’s no coincidence when a significant number of homeless people suddenly enter a neighborhood. In addition to showing panhandlers that they chose the right place to set up shop, the regular flow of money serves as a red flag to other homeless persons seeking a more lucrative environment. Along with members of the homeless community come those that prey on them.” Diaz intimated that these people are not very discriminating. Drug addicts, muggers and other street punks that seek out and victimize homeless people threaten every neighborhood resident. Diaz warned “If a homeless victim isn’t conveniently available for an easy rip-off, anyone who appears vulnerable will suffice.” By inadvertently attracting this predatory slime and enabling an extremely hazardous lifestyle, those residents who innocently or blindly hand out money are also placing their own friends and family at risk.

OCEAN RIVIERA'S FRANCI BINDLER

Several members complained about the aggressive panhandlers that gather outside the Walgreens on Oakland Park Boulevard and A1A. Having announced that she was accosted by panhandlers while gassing up at the Hess Station on A1A, Marlene Katkin of Fountainhead admitted that she wasn’t about to stick around and swear out a complaint. Franci Bindler of the Ocean Riviera operates the popular Business World Neighborhood Postal Center on 3415 Galt Ocean Drive. Bindler told Diaz that street people who hang out between her store and the Library regularly enter and intimidate her employees.

The Major said that his teams would begin addressing the concerns brought to light at the Advisory Board meeting. He also told members that the neighborhood was a prime target for thieves who quickly cannibalize unlocked vehicles. After grabbing the DVD player, a GPS unit or a cell phone left on the seat, this portable swag is pawned within minutes. Diaz informed the board about a useful website called RAIDS Online. A catchy acronym for Regional Analysis and Information Data Sharing, RAIDS Online provides access to crime statistics and crime trends in every jurisdiction nationwide.

POLICE ANALYZE RAIDS ONLINE CRIME MAP

Sponsored by BAIR Analytics (another acronym - Behavioral Analysis & Intelligence Resources), the website offers a less robust version of the same data used by every law enforcement agency in the United States. Diaz described the information as unadulterated, with the exception of domestic violence, rape and other crimes impacted by shield laws and privacy acts. Available at http://www.raidsonline.com/, clicking on any incident displayed on an interactive crime map reveals the date, time and crime category, the source of the crime data (the “Agency” that provided the information) and links that enable the site user to provide tips about each incident to the relevant police department or agency.

Receiving the data directly from each law enforcement agency ensures that the information is always up to date, accurate, complete and FREE! Using this intuitive tool, Galt Mile residents that are sick of lying by the pool – like a lox – can easily explore neighborhood, citywide, statewide and national crime trends. Although last month’s neighborhood and citywide crime statistics are still available on the City website, since this user-friendly resource provides a nearly real-time mirror for crime in the Galt Mile neighborhood and surrounding communities, the Advisory Board plans to use RAIDS Online to better tailor its public safety expectations. So can you, Sherlock!

COMMISSIONER BRUCE G. ROBERTS

October 20, 2011 - Along with the issue updates in his October 2011 Newsletter, District 1 City Commissioner Bruce Roberts reviews a series of key local projects in various stages of comprehensive, often contentious, long-term negotiations. If successfully concluded, several promise to ply the local economy with tax dollars and jobs while providing quality of life dividends to both visitors and residents. How the city finalizes plans for Bahia Mar, Lockhart Stadium, the Aquatic Center and the Sun Trolley could either abbreviate – or inflame – the current economic instability. The nearly completed Sistrunk Boulevard project allowed a long-neglected community to finally catch up with major municipal arteries in more affluent neighborhoods.

According to a background detail compiled by the Building Department to edify City Commissioners, a review of lis pendens filings revealed that “approximately 1000 single family homes in the city are vacated on an annual basis. It is estimated that should the city adopt an abandoned property Registration Ordinance, approximately $150,000 in revenue would be generated the first year it is implemented, with increased revenue generated in subsequent years.” If Feldman sticks to his current pace of plugging loopholes and generating income, next year’s budget will become substantially less intimidating. Read on... – [editor]

DISTRICT 1 COMMISSIONER BRUCE G. ROBERTS

Budget: As you probably know by now, this Commission has passed the 2012 budget. For the third consecutive year, we have not raised the millage rate or the fire assessment fee. Our mileage rate is the 2^nd lowest among Florida’s twenty largest cities. We have the lowest water/sewer rate in Broward County. In the past three years, we have reduced the General Fund Operating budget by $15 million. We have eliminated approximately 200 personnel positions. Our new City Manager, Lee Feldman, has reduced the number of City Departments from sixteen (16) to nine (9), and he is in the process of developing the initiatives necessary to shrink government while delivering the expected vital services. This reorganization included the creation of the new Department of Transportation and Mobility. In our future newsletters, I hope to include a segment on each Department.

Projects: Several major projects continue to be developed within the City of Fort Lauderdale. The Sistrunk Boulevard improvements should be completed in the Spring. The parties affiliated with Bahia Mar and the Boat Show are continuing their negotiations and we hope to have that concluded within the next few months. You may recall that this agreement must be in place within in a few more months before the City itself negotiates its final agreement with the developer. Likewise, negotiations between the City, the FAA, School Board and Schlitterbahn are progressing for the development of a water theme park with hotel rooms at Executive Airport’s old Oriole Stadium. Lockhart Stadium would be incorporated into the park and enhanced as an athletic facility. Lastly, we are moving in the direction of an affordable renovation of the Aquatic Complex and International Swimming Hall of Fame, which will, among many new features, add an aquatic theater and a physical therapy pool.

Visioning Process: The City of Fort Lauderdale recently launched a visioning initiative, “Fort Lauderdale – Our City, Our Vision,” to craft a vision for the future that reflects input from the entire community. The public input will help identify community priorities that will provide direction for future policy and decision-making. The citywide program kicked off with a series of Open House Meetings in early October. The open house meetings provided an opportunity for neighbors to share ideas and learn the critical role the public will play throughout the process.

To stay current and continue to participate in the visioning initiative:

• Visit the Visioning website at www.fortlauderdalevision.org

• Like us on Facebook: Fort Lauderdale Visioning

• Follow us on Twitter: @OurVisionFTL

• Sign up to receive blast emails from the City at www.fortlauderdale.gov

Sign Action Plan: Beginning August 6, 2011, the Code Enforcement Division implemented rotating schedules for code inspectors to allow for Saturday/Sunday coverage. A top priority will be to address the proliferation of signs that are placed out on weekends, illegal vendors and illegal “weekend” businesses. A citywide sign action plan was initiated on February 21, 2011 focusing on the main arteries within the City. The purpose of this action plan was twofold. First, to educate business and property owners about the 20-month pilot sign ordinance drafted by Planning and Zoning and adopted by the City Commission on December 7, 2010, and second, to address any types of signs on private property prohibited under our sign ordinance. The pilot ordinance was adopted to address concerns of businesses that have been impacted by the economic downturn. Basically, it allows business owners to obtain permits for banner or sandwich board signs, subject to certain safety and aesthetic criteria. While the pilot ordinance is beneficial to certain businesses that meet the criteria, most of the signs that Code Enforcement is addressing are not permitted under our existing sign ordinance or the pilot ordinance. To be consistent and fair to all businesses, our division has initially used an education approach, even if a given business with signs were in violation and did not fall within the criteria for a permit. We provide businesses with a packet on information as to whether they may be able to have a temporary sign if they meet the criteria of the pilot ordinance. If a business fails to obtain the required permit, or remove non-permitted signs, an inspection report (violation notice) is issued. If non-compliance continues, a final notice is issued and subsequently followed by a notice of hearing to appear before the Special Magistrate.

Landscaping Along Oakland Park Blvd.: Eighty (80) new trees were planted along Oakland Park Blvd. from Federal Highway to the Bridge. They are being watered manually by our water truck until they are established which should take approximately 6-8 months. We owe A BIG thank-you to our Parks and Recreation staff for this project.

Sun Trolley New Expanded Beach Route: Beginning July 1, Sun Trolley expanded its current A1A and Galt service. The current Galt Route served the neighborhoods of Galt Ocean Mile with connection to Coral Ridge Mall and Holy Cross Hospital. This service expanded with the addition of a second trolley and southbound service to The Galleria Mall on Monday, Wednesday and Friday from 8:30am – 4:30pm. At The Galleria, Galt residents are able to connect to the A1A trolley on Mondays and Fridays. The A1A route (Harbor Shops to The Galleria Mall) expanded service from 2 trolleys to 3, significantly reducing wait time for passengers. Beach visitors and local residents alike simply need to wave at the trolley driver, who will stop to pick them up along either route. The two routes intersect at The Galleria Mall, where Galt riders can hop on the A1A trolley to reach beach hotels or Harbor Shops to the south. Sun Trolley is managed by the Downtown Fort Lauderdale Transportation Management Association (TMA) and is the community bus service of the City of Fort Lauderdale. Besides managing five different routes, TMA oversees a carpooling service with incentives for employees who elect to carpool, connects Fort Lauderdale neighborhoods to Broward County Transit and TriRail, and coordinates employee transit programs in local businesses. TMA has served residents and tourists to the Fort Lauderdale area since 1993.

Social Fusion Fort Lauderdale: You may be aware of electronic coupon offerings such as Groupon and LivingSocial that have been generating a lot of interest lately. Social Fusion Fort Lauderdale is a locally developed system of quality products and services by Chamber of Commerce members, which will be delivered to over 150,000 consumers. Social Fusion Fort Lauderdale allows you to enjoy select products and services that you otherwise might have missed at discounts of up to 50% to drive growth and new customers to those merchants. The great part of this Chamber-centric model is that it keeps the money local to reinvest in our community and will help support our regional free enterprise system. Now more than ever we need to continue to aggressively pursue quality programs that maintain and enhance our South Florida business environment. If you are curious go to www.socialfusionfortlauderdale.com.

Abandoned Residential Property Registration - Code Amendment: Commission and staff are working on a proposed ordinance that would require any bank and/or lender (mortgagee) who files for lis pendens and/or action for foreclosure upon a mortgaged residential property, to be responsible for registering any such property that is vacant with the City and for maintenance pursuant to applicable City Ordinances. Establishing a registration program for these types of residential properties will provide the City a mechanism to protect neighborhoods from becoming blighted due to lack of adequate maintenance and security of abandoned properties that are under foreclosure action. This program will place the responsibility for maintenance on the mortgagee during the period of time the property remains vacant and in foreclosure. The maintenance responsibility would only shift from the mortgagee once the property is sold or transferred to a new owner, or the foreclosure action is dismissed. Holding the mortgagee accountable and subject to punitive penalties will serve to promote a more proactive approach by the mortgagee’s in the proper maintenance of vacant properties. A review was conducted of existing registration ordinances that are in effect in the City of Coral Springs, City of Palm Bay and Miami-Dade County. Feedback from these agencies was positive as to the effectiveness of adopting this type of ordinance as well as generating revenue.

Advisory Boards/Committees: We have several vacancies that need to be filled. Please note that you do not have to be from your own District to apply. We have an application book of all applications turned in that Commissioners look at when there is a vacancy (also if it is a consensus appointed vacancy). For your interest you can always go to http://www.fortlauderdale.gov/clerk/boards.htm to see what is available, what qualifications there are for that vacancy, and to fill out an application. We appreciate your interest.

Pre-Agenda Meetings: A reminder that our meetings are always on the Monday before a Commission Meeting (unless that Monday is a holiday). The agenda is discussed, as well as any other topics that may arise. The first Monday of the month is at the Beach Community Center, and the third Monday of the month is at Imperial Point Hospital (south entrance) – always at 6 p.m. Please call the office if you have any questions or need more information.

ROBBI UPTEGROVE

Office Contact: Robbi Uptegrove – 954-828-5033; email: ruptegrove@fortlauderdale.gov. In addition to hosting two pre-agenda meetings twice a month, I am also available to attend your HOA meetings to update your neighborhood on what is going on in the City as well as answer any questions/concerns you may have. Please contact Robbi to schedule.

Bruce G. Roberts                

If you need to reach Commissioner Bruce Roberts, please contact his assistant Robbi Uptegrove at 954-828-5033 or by e-mail at RUptegrove@fortlauderdale.gov. To access the City Commission Meeting Agendas and Minutes, Click Here. To actually watch the meetings recorded and archived on the Commission Meetings Video Webcast and Archives web site, Click Here.

FORT LAUDERDALE CITY MANAGER LEE FELDMAN

COMMISSIONER BRUCE G. ROBERTS

August 20, 2011 - In municipalities guided by a strong City Manager, when a new chief cook and bottle washer takes the reins, the first few months approximate life in a Cuisinart. When the City Commission narrowed the field of City Manager candidates to 3 finalists, Commissioner Bruce Roberts applauded future City Manager Lee Feldman for his Olympian work ethic, stating “He’s already started doing this job in my opinion, and I gave him the edge for effort. I think he would be running with the ball right away.” Roberts nailed it.

In the past year alone, the process manned by Roberts, Uptegrove and Richards was used to successfully correct issues with street maintenance, trespassing, landscaping neglect, noise complaints, utility graffiti, fading traffic lines, paver damage, dangerously dilapidated neighborhood storefronts and race night on A1A. Unfortunately, the infamous homeless Galt Mile bench dweller whose entrenchment (and celebrity) increases with every handout remains an enigma. Read on... – [editor]

DISTRICT 1 COMMISSIONER BRUCE G. ROBERTS

City Manager Update: Lee Feldman has been hard at work since June reorganizing City staff and preparing the next budget. Part of his reorganization has involved the elimination of an Assistant City Manager while bringing on board two new Assistant City Managers: Stanley Hawthorne and Susanne Torriente. Their brief bios are provided below:

ASSISTANT CITY MANAGER STANLEY HAWTHORNE

Stanley Hawthorne: Prior to accepting his new position with the City, Mr. Hawthorne served six years as the Assistant City Manager of Lakeland, FL where he oversaw the departments of Human Resources, Information Technology, Risk Management/Purchasing, Internal Audit and the Lakeland Center. He also led the city’s Performance Excellence Division where he focused on enhancing operations through performance efficiencies and process improvements. In addition, he directed Lakeland’s strategic operating plan, $600 million operating budget, and capital improvement program. Mr. Hawthorne has more than 25 years experience in government. He previously served as City Manager of Lauderdale Lakes, Assistant City Manager and Director of Finance for Tamarac, and Director of Management and Budget for the City of Hollywood, FL. He began his career in municipal government in 1985 in the City of Saginaw, Michigan where he worked for seven years advancing to the position of Assistant to the City Manager. Mr. Hawthorne holds an undergraduate degree from Troy State University in Alabama and a Master of Arts degree in Public Administration from the University of Virginia.

ASSISTANT CITY MANAGER SUSANNE TORRIENTE

Susanne Torriente: Ms. Torriente comes to the City of Fort Lauderdale from Miami-Dade County where she most recently served as Director of the Office of Sustainability. In this position, she was responsible for overseeing major departments critical to achieving the County’s sustainability goals including Solid Waste Management, Environmental Resources Management, Water and Sewer, and Community Image. Ms. Torriente directed Miami-Dade County’s policy formulation, grants, energy management and reduction strategies, alternative energy options, sustainable capital developed processes, water conservation, and other sustainability-related programs and initiatives. Under her leadership, the County developed and implemented its first sustainability plan, which also includes the County’s first climate action plan. Prior to being appointed as Director of the Office of Sustainability, Ms. Torriente served as Chief of Staff and Chief Assistant County Manager. Her 20-year career with Miami-Dade County also includes overseeing Police, Fire-Rescue, Corrections and Emergency Management. She holds a Bachelor of Arts degree in English and a Master’s degree in Public Administration from the University of Miami.

Budget News: As indicated above, we are in the process of preparing the budget for FY 2011/2012. At our July 6^th Commission Meeting, the City Manager introduced a very preliminary budget proposal. At this meeting, your Commission again held the line by adopting the current millage rate cap for the next year. This will make it three consecutive years that we have not increased the millage rate. Of Florida’s twenty largest cities, we have the second lowest millage rate. In the past two years, we have reduced the General Fund Operating Budget by $12.5 million. We further directed staff to maintain our healthy General Fund Balance, which is currently at 19%. Lastly, we intend to keep delivering vital City services at the levels expected by our neighborhoods. If you would like to read it in its entirety, go to http://www.fortlauderdale.gov/2012Budget_Book/11-12budget.htm.

Mark You Calendar: These budget issues and other important matters will be discussed in several public forums on the following dates:

• August 23 at 7:00p.m.: Quarterly Joint Workshop with our Budget Advisory Board; 8^th floor conference room

• August 23: next regularly scheduled Commission Meeting

• August 25 at 5:30p.m.: Re-districting Special Commission Meeting for public input; City Hall Chambers

• September 7: regularly scheduled Commission Meeting including a Public Hearing on the budget

• September 13 at 6:00p.m.: Special Meeting for public input regarding proposed Fire Assessment Rate Increase of $15 per year

• September 20: regularly scheduled Commission Meeting, which includes a final Public Hearing on the budget and the Commission adoption of the new budget

At the beginning of the year, I thought it worthwhile to reflect on our accomplishments, which have been brought about through a dynamic partnership with our neighborhoods. With so much negative news out there nowadays, I again want to take the opportunity to focus on some good news and encourage everyone to stay focused on the positive.

• We celebrated our Centennial.

• 364 calls for service were logged into our office by concerned citizens of District 1 in 2010. We are on pace to at least repeat that volume.

• Once again, no increase in the current operating millage rate of 4.1193; this equates to the 2^nd lowest rate among Florida’s twenty largest cities.

• For two consecutive years, there was no increase in the fire assessment fee.

• In 2010, serious crime declined citywide by approximately 4% when compared to 2009.

• Initiated Police/Fire pension reform in finalizing contract negotiations. This is already saving us hundreds of thousands of dollars.

• Our reserve fund stands at 19% of the General Fund Budget, which exceeds the nationally recommended range of 7% to 15%.

• In the past two years, 145 vacant funded personnel positions were eliminated.

• 13 parks have been outfitted with lightning warning systems, and 2 new parks are scheduled to open within the next few weeks.

• We hosted approximately 200 special events, which were produced by other organizations.

• Decisions on major projects, which have lingered for years, are now being moved forward, e. g. Sistrunk Corridor, Bahia Mar, Executive Airport stadium issues, and South Andrews Avenue Business District.

• Strong economic development support through partnerships such as the Chamber of Commerce’s “Business First” initiative, and the TMA’s (Sun Trolley) plan to expand routes which will cater to hundreds of thousands of cruise ship passengers and bring them to our business and entertainment venues.

• We have had meetings and public workshops with many of our advisory boards and committees, e.g. Budget Advisory Board, Centennial Committee, Sustainability Committee (now a board), Visioning Committee and Beach Redevelopment Board. Follow-up meetings are scheduled.

These are just samplings of what your Commission has been working with you to accomplish in these tough economic times. It also demonstrates my focused commitment towards my previous promise to:

• Bring back citizen participation in government decisions

• Bring back effective and efficient public safety

• Bring back collegial leadership to the City Commission

• Bring back balanced development that will protect our neighborhoods and green space

I want to thank City staff for their constant dedication in addressing all of the concerns, issues and ideas that come through the Commission Office – not only for District 1, but also for the City as a whole. We still have much more that we can do. I am looking forward to continue working for you.

Pain Clinics: It has been some time since reporting to you about this issue. I am sure you are aware of the Governor’s decision to support and sign into law a state statute which finally established a drug registration system and restrictions for dispensing certain drugs.

GOV. SCOTT SIGNS PILL MILL BILL

Your Commission also enacted an ordinance which further regulates the operation of pain clinics. Some of the highlights include parking space requirements, office and examining room square footage space requirements, no queuing of customers outside, no employees with felony or drug related conviction backgrounds for five years, inspection of premises, annual license renewal and located at least 500 feet from schools, churches, parks, libraries or daycare facilities.

Recent Technology Innovations: The City Manger and staff have recently introduced some new technology enhancements to improve communication with our neighbors:

• WWW.RAIDSONLINE.COM provides citywide crime data, maps and analysis.

• WWW.FORTLAUDERDALE.GOV/LAUDERSERV is a free application for Android-based mobile devices which provides 24 hour access to the City’s Customer Service Center. The application also has several customer service-friendly features:

  • Makes the City of Fort Lauderdale more accessible to citizens.

  • Interfaces with Google Maps and GPS technology to automatically detect report location information.

  • Provides the option of attaching photos to reports.

  • Offers categories to streamline reports to help ensure information gets to the appropriate department.

  • Provides users with the flexibility to customize each report.

  • Connects citizens to the City!

• Quick Response (QR) Codes: We are also starting to use QR codes, which are the small black and white squares that, when scanned with a smart phone, will take you directly to a website. Adding QR codes to our marketing efforts will provide our neighbors with more detailed information about special events, new programs and services, green initiatives, grant opportunities, public workshops and town hall meetings. Similarly, placing QR codes on informational materials, signage and vehicles, will enable us to communicate details about employment opportunities, economic development initiatives, construction projects, parking, sports leagues, dockage rates, beach conditions, crime prevention, road closures, recycling, sanitation, bulk trash and more. The codes can be read with a QR code reader application (app). Some of these apps are preloaded on mobile phones, while others may be downloaded for free. The app scans the QR code and converts it to the appropriate content (i.e., a website, video link, contact information, data, etc.). For example, by scanning the QR code below, you will be directed to the City’s Starlight Musicals webpage. There, you can quickly find information about the event schedule, upcoming performers, weather updates, participation of non-profit groups, recycling and Holiday Park. QR codes can be created and read at no cost. They represent an economical way to supplement our marketing efforts, reach our neighbors with salient information, and generate increased awareness, visibility and exposure for the City. Making information easily accessible through QR codes will foster greater transparency in government and create a stronger connection between our neighbors and our City. The City of Fort Lauderdale is committed to continually developing innovative ways to engage and assist citizens, especially through new and expanding technologies.

Florida Neighborhoods Conference: Thanks to all who attended the just concluded Florida Neighborhoods Conference here in Fort Lauderdale. We especially want to congratulate Vice President and longtime Council stalwart Betty Shelley (Imperial Point HOA President) on her induction to the All-State Neighborhood Team. This is an award given annually by the FNC State Planning Committee to "recognize the dedication and commitment of neighborhood leaders...for their unwavering efforts to improve the neighborhoods and communities where they live." This certainly fits Betty to a "T.” We are proud of her and happy that she got the recognition she so richly deserves but would never seek for herself. Congratulations Betty!!!

ROBBI UPTEGROVE

Office Contact: Robbi Uptegrove – 954-828-5033; email: ruptegrove@fortlauderdale.gov. In addition to hosting two pre-agenda meetings twice a month, I am also available to attend your HOA meetings to update your neighborhood on what is going on in the City as well as answer any questions/concerns you may have. Please contact Robbi to schedule.

Bruce G. Roberts                

If you need to reach Commissioner Bruce Roberts, please contact his assistant Robbi Uptegrove at 954-828-5033 or by e-mail at RUptegrove@fortlauderdale.gov. To access the City Commission Meeting Agendas and Minutes, Click Here. To actually watch the meetings recorded and archived on the Commission Meetings Video Webcast and Archives web site, Click Here.

AIR & SEA SHOW AT FT LAUD BEACH

July 18, 2011 - “Look… up in the sky. It’s a bird. It’s a plane. No it’s... Bryan Lilley and Ramola Motwani!” The Fort Lauderdale City Commission intends to breathe life into a 2012 variation of the devolved Air & Sea Show. Until a few years ago, the annual mega-event drew record breaking crowds to the Fort Lauderdale beach, delighted a nationwide television audience and tickled millions of viewers in 144 countries around the planet. Last year, a replacement show marketed as Air Lauderdale stirred hopes for a revival of the City’s weekend-long signature event. After coming within a hair of actualization, the event stalled as promoters made pathetic supplications to the immediate world for a financial rescue that never came.

BLI PRESIDENT AND FOUNDER BRYAN S. LILLEY

Five years after the last Air & Sea Show combined with Fleet Week to frame an impressive tribute to America’s military, event production and management firm B. Lilley, Inc. (BLI) teamed with local real estate impresario Ramola Motwani to bring a scaled down version of the event back to Fort Lauderdale. Following two decades of producing auto shows for Liberty Productions (currently known as Motor Trend Auto Shows), BLI President and Founder Bryan S. Lilley displayed an aptitude for producing space and aviation extravaganzas.

RAMOLA MOTWANI

After incorporating BLI in 2002, Lilley began rolling out successful air and space shows in 2006. To earmark NASA’a 50^th Anniversary, Lilley patched together the World Space Expo at the Kennedy Space Center in November 2007. Since then, he banged out the Cocoa Beach Air Show in Cocoa Beach, Florida each November for the past three years and the OC Air Show in Ocean City, Maryland this June. In the Air Show business, three home runs carry a considerable supply of street cred. In this case, enough to convince a tight-fisted Fort Lauderdale hotelier and real estate magnate to pony up the cash required for a similar performance on the Fort Lauderdale Beach. Since Ramola Motwani had long ago tied her star to Fort Lauderdale’s beachfront, an investment yielding a boatload of free publicity was a good fit.

OCEAN WAVE RESORT HOTEL

When husband Bob passed away in 1994, instead of liquidating their impressive portfolio of beachfront dives that drew squads of Funicello and Avalon wannabes into the Spring Break behavioral sink, Ramola decided to parlay the underlying land into a seat at the table reserved for Masters of the Hospitality Universe. In exchange for allowing “The Donald’s” handlers to develop his Trump International Hotel on her property, she snagged an enterprise partnership in the near bankrupt project. An attorney with an uncanny spongelike ability to learn on the fly, Ramola decided to go it alone on a similar venture next to the Trump International Hotel. She would replace her seedy Tropic Cay Motel and Avalon Waterfront Inn with a 22-story 328-room superluxury hotel called the Ocean Wave (wedged neatly between her 24-story Trump International Hotel and the 25-story Q Club/Hilton Fort Lauderdale Beach Resort).

DEV, RAMOLA AND NITIN MOTWANI

Ramola Motwani has two sons. In 2004, Nitin left Goldman Sachs to run Merrimac Ventures - the family business. After sowing his wild oats with Credit Suisse, Dev also agreed to work for mom in 2006. CEO Ramola named him Co-President with sibling Nitin, who was also assigned to scouting worldwide expansion opportunities. She also tapped Dev to temporarily manage the family’s fleabag beachfront placeholders.

On June 21, 2010, BLI and the Motwanis tempted the City Commission with viable plans for an event called the “Lauderdale Air Show”. Their scaled-back version would take place on the beach just north of Sunrise Boulevard from noon to 4 p.m. over the April 28-29, 2012 weekend. After regaling Commissioners with the new team’s credentials, they warned that their participation was contingent on the absence of competition for the site license. They weren’t about to engage in a shoot-out with some of the “less credible” previous recipients of the City Commission’s largesse.

As if scripted for a tier 4 reality show to thicken a weak subplot, public relations consultant Stan Smith appeared out of nowhere to muddy the waters. In 2010, Smith flooded local media markets with press releases for an Air Show replacement called Air Lauderdale. Although a pale imitation of the traditional Air-Sea Show, the event was so sorely missed that Fort Lauderdale residents were more than willing to compromise their expectations. When the Air Force Thunderbirds and the Navy Blue Angels – two headlining attractions of years past – declined participation, potential sponsors ran for cover. To protect itself, the City required that promoters secure a $1 million bond to ensure payment for municipal cops, firefighters and cleanup crews enlisted for the event. Following a futile search for an angel with deep pockets, Smith threw in the towel and cancelled Air Lauderdale.

The other prospective Air Show competitor was promoter Mickey Markoff’s MDM Group, the parent company of Pro Series, Inc. (PSI), which developed the original Air & Sea show into the City’s premier event. The Air & Sea show was actually a descendent of the Budweiser Air & Water Show of Chicago, which PSI inherited in 1987. By exploiting corporate sponsorship, they developed the Chicago lakefront show into the largest two day event in the nation, garnering 2.7 million visitors. When the Chicago Mayor’s “Office of Special Events” staged a political “takeover” in 1994, a year later PSI honcho Mickey Markoff convinced Shell Oil to try the formula in Fort Lauderdale, surmising that the city would be desperate to fill the vacuum created when Fort Lauderdale decided to trade its mantle as the “Spring Break capitol” for the broader appeal of reinventing its image as the “Venice of America.” After the audience tripled in 1996 from 800,000 to 2.5 million, Markoff swapped Shell Oil for McDonald’s and attracted all five branches of the military by developing the Air & Sea Show Display Village into a remarkably effective recruiting device. Incorporating Fleet Week enhanced the event’s popularity, ultimately expanding its annual beachfront and local media audience to 4 million.

GEORGE GRETSAS CLAMPS DOWN

Markoff continued to build corporate support through 2007, assembling a $5 million sponsorship network. Starting with the 2003 municipal budget blowout, Markoff and the City feuded continuously though 2007 about the provision of support services. The Air & Sea Show was originally organized as a self-sustaining event. In 1999, the city offered to provide certain services on the cuff. When City finances hit the skids in 2003, contract renewal negotiations toughened. Backed by new City Manager George Gretsas, Commissioners told promoters that the City’s gesture of support made when Fort Lauderdale was fiscally healthy needed rethinking.

AIR & SEA SHOW DISPLAY VILLAGE RECRUITERS

The show was a cash cow for promoter MDM Group Ltd. (MDM) and subsidiary Pro Series Inc. (PSI), bringing in millions every year. According to show spokesperson Elaine Fitzgerald, the show cost about $4 million to produce. The U.S. military contributed the planes and fighter jets, boats and military personnel while Pro Series Inc. paid for aircraft and sea-craft fuel, room and board for participating military crews and “gym space” for hosted military VIPs. In addition to standby police and fire rescue personnel, the city provided sanitation services and the Parks staff required for the post-event beach rehab.

EXECUTIVE PRODUCER MICKEY MARKOFF

Senior sponsor McDonald’s shelled out $3 million each year for the Title sponsorship. TV revenues, promotional sales and enormous corporate financial support (40 + corporate sponsors) all fed the promoters’ bottom line. When the City proposed returning to a self-supporting show, Executive Producer Markoff of MDM Group and Johnny Williams, Esq. (Executive Director, Air & Sea Show) of Pro Series Inc. slammed the door. The promoters not only refused to open their books to the City, they threatened to sue if the City didn’t continue the service subsidies. At a time when Fort Lauderdale’s hemorrhaging budget forced service cuts and layoffs circled above employees’ heads like vultures, the promoters arrogantly insisted that taxpaying residents foot the bill for their “free” show.

FORMER COMMISSIONER CHRISTINE TEEL

At a June 17, 2004 GMCA Advisory Board meeting, former Commissioner Christine Teel explained that the City provided $458,571 in Fire-Rescue, Public Services, Parks & Recreation and Police Services to the Air & Sea Show for which the promoters reimbursed the city $171,039. Parking revenues of $43,634 helped cushion the bloodletting. The rest, $243,898, was picked up by the City’s taxpayers. Not exactly a free show. Every subsequent year through its demise in 2007, Markoff threatened to move his traveling circus to Miami, Daytona or elsewhere on the coast.

GFLCVB PRESIDENT NICKI GROSSMAN

Markoff claimed that the show represented a windfall for local vendors. Although President Nicki Grossman of the Greater Fort Lauderdale Convention and Visitors Bureau (GFLCVB) agreed that the few hundred thousand people attracted to the beach over the weekend generated about $4 million, it was unclear how much of that benefited the local economy. “It is worth a lot in terms of image, and it’s a great patriotic boost,” conceded Grossman. “But it’s not a reliable source of room nights.” The reaction of local merchants to the show’s departure was mixed. The annual feedback from local retailers and restaurateurs along the beach and in surrounding communities convinced Grossman that the show’s impact on area businesses as a whole was marginal. She stated, “All restaurants tell us is that it doesn’t generate a whole lot of business.”

PUFF ‘N’ STUFF SELECTED VENDOR

Since the Air & Sea Show licensed its own vendors, profits for most food, retail and souvenir sales weren’t reaped by area business owners. Grossman revealed how promoters hamstrung local merchants, “The vendors licensed by the air show get most of the food and souvenir sales.” The city had no say over which vendors were chosen by the promoter to harvest profits. According to show spokesperson Fitzgerald, they utilized a single out-of-town vendor called San Francisco Puff ‘N’ Stuff to outsource all of the show’s vendor needs. “We stick with who we know,” said Fitzgerald. “A critical piece of running the show is getting vendors that can do a good job.” Given the operational pitfalls of selling promotional buttons and “dirty water” hot dogs, her explanation hovered somewhere between ludicrous and insulting. However, it clearly explained why the show was of minor economic consequence to area businesses.

FORMER MAYOR JIM NAUGLE NO $$$ BENEFIT FOR CITY

Although former Fort Lauderdale Mayor Jim Naugle expressed his appreciation for the Air & Sea Show’s success as an armed forces recruiter, he was never impressed with the event’s fiscal contribution to the city. He said that merchants in the Galleria Mall, located just over the causeway from the Fort Lauderdale Beach event site, claimed that the show’s traffic dramatically hampered Mother’s Day shoppers in weeks preceding the holiday. Mall officials agreed that the show was detrimental to the bottom lines of most Galleria retailers. Naugle added that shop owners and restaurants on Las Olas Boulevard, the high-end shopping district perpendicular to the beach, also described the show as disruptive to business. Ironically, the average City resident mistakenly believed that the signature Air & Sea Show beneficently filled local coffers every spring. Due to the one-way business model tailored by an intransigent Markoff, it didn’t!

Although the event’s fiscal value to the City was always questionable, it was a stunning success as a recruiting tool for the military. When the show opened in Fort Lauderdale in 1995, Florida was 26^th in the nation for military recruiting. After a decade of Air & Sea Shows, Florida had achieved recognition as the nation’s most prolific recruiting machine. Commenting on the underlying rationale for the event’s recruiting success, PSI promoter Johnny Williams said, “For a long time the military was trying to connect to the American public. This shows the American people how their military dollars are being spent.”

Some insiders believed that the show’s official withdrawal from Fort Lauderdale was a precursor to relocating to another venue. Suspected of potentially benefitting from Fort Lauderdale’s loss were Miami, Daytona and Miami Beach. With the benefit of hindsight, a more credible scenario envisioned a split between McDonald’s and Markoff stemming from some embarrassing legal entanglements. McDonald’s fashioned a business niche built on its reputation as a family institution. In 2003, the flashy promoter was thrice accused of being a peeping tom.

STATE ATTY MICHAEL SATZ

Fort Lauderdale police records show claims that Markoff breached a local women’s bedroom late at night uninvited. Another woman claimed to have confronted Markoff through her window causing him to drive off in his white Porsche tagged “Airshow” (as described in the police report). Another report filed on November 15, 2003 confirmed that Markoff was accused of watching a 25-year-old woman shower from a walkway marked “no trespassing” in a chic East Las Olas development. The woman “came out of her shower to see a man looking into her bedroom window” (as per the police report). “The man backed away and left on a motorcycle. However, he returned later, this time driving a car and wearing a different shirt, to resume looking into the window.”

JUDGE LEONARD FEINER

Following a year-long investigation that led State Attorney Michael Satz into court, Markoff pleaded “no contest” to charges filed on October 8, 2004 stemming from his nocturnal peeping proclivities. Found guilty of two trespassing charges, one loitering and prowling charge and one disorderly conduct charge, Circuit Judge Leonard Feiner sentenced Markoff to three years’ probation conditional on his continued compliance with a remarkably friendly plea agreement. Markoff had to submit a DNA sample, undergo annual polygraph testing about voyeuristic behavior and, understandably, stay out of his neighbors’ yards. Markoff was also mandated to make $5000 contributions to assorted Women’s support organizations including “Women in Distress”. Additionally, he was precluded from entering the high-end Sunrise Key development – one scene of the crime – without the specific invitation and approval of every community resident.

The City and Markoff’s corporate sponsors (such as McDonald’s) were primarily concerned about the degree to which the resulting public relations nightmare would tarnish the event and its supporters. For a few years, they dodged a bullet by masterfully managing damage control. To their chagrin, Sun-Sentinel correspondent Brittany Wallman inflamed local outrage with follow-up reports about similar incidents in 1998 and 2001. A convicted sex crimes recidivist, Markoff's sponsorship opportunities hit a brick wall. Unless Hustler’s Larry Flynt was suddenly beset by uncontrollable waves of patriotic fervor, the BLI - Motwani group had little to fear from Markoff.

SMITH ADDRESSES REPORTERS

They were, however, concerned about Smith. Hoping to exploit any renewed interest stirred by the BLI - Motwani group’s offer, Smith claimed that his 2010 contract with the City - which he didn’t fulfill - allows him to host another Air Show in 2012. When asked about his suspiciously disruptive last minute intervention, Smith exclaimed that he’d been quietly working on covert plans for an Air Show for the same April 28-29, 2012 weekend described by his rival. His dubious plans were so quiet that neither the neighborhood association nor the local beach redevelopment board was aware of their existence.

City officials also hadn’t heard from Smith since his project withered last year. The City Attorney openly refuted any obligation to Smith, whose failure to deliver breached his compact with the City. Aware of the hallmark event’s importance to the city’s image, Mayor Jack Seiler stoically managed a straight face while announcing, “The city is going to have to pick one or the other. We have competing proposals, and the question is how do we handle this fairly.”

The City Commission quickly scheduled a special meeting on July 12, 2011. The meeting agenda promised a forthcoming decision between the rival promoters. Hoping to trade on the success of the original Air & Sea show, the Air Lauderdale group was headed by Ted Plana, who managed operations for 13 years under Markoff. Since the $1 million bond that tripped up Smith last year would again burden the winning bidder, both groups promised to address the expense through sponsorships and ticket sales. Unfortunately for Plana, the panel recalled similar assurances Air Lauderdale made last year before coming up short. A July 11^th memo from new City Manager Lee Feldman estimated municipal operational costs in excess of $700,000 for either plan. Fumbling their 2010 opportunity seemingly stigmatized Air Lauderdale’s proposal and fatally clouded their credibility.

STEVE SAVOR & STAN SMITH

DISTRICT 1 COMMISSIONER BRUCE G. ROBERTS

The Air Lauderdale group was also hampered by Smith’s personal financial problems. When Smith pulled the plug on the 2010 event, Fort Lauderdale businessman Steve Savor sued Air Lauderdale and Smith for $116,967 he loaned to the failed Air Show and was awarded a $58,000 judgment that Smith never paid. A former spokesperson for billionaire businessman H. Wayne Huizenga, Smith owes another $58,000 to the Internal Revenue Service for back taxes. After swimming through Smith’s sticky finances, Commissioner Bruce Roberts commented “It’s enlightening, and it makes you wonder if he can get it together. The most important thing is we get the air show, so it comes down their financial ability.”

OCEAN CITY MAYOR RICK MEEHAN NOTE TO JACK SEILER

FORT LAUDERDALE MAYOR JACK SEILER

It came as no surprise when the Commission opted for the BLI - Motwani group’s “Lauderdale Air Show”. Dev Motwani said “We remember the good old days of the air show and how important it was to the city.” Ocean City Mayor Rick Meehan sent Mayor Seiler an endorsement of Bryan Lilley that glowed in the dark. The Mayor and the three attending Commissioners offered two reasons for their decision. Lilley’s extensive experience with mega-events and his recently successful Air Shows served to boost Commission confidence in the BLI plan. The BLI – Motwani team emphasized that their production will require no tax dollars. Punctuating the Commission’s commitment to realizing this opportunity, Mayor Seiler added “We need to make sure this event happens. We are going to have a tremendous event. It needs to return to the city of Fort Lauderdale.”

Commissioner Charlotte Rodstrom’s take on the decision is less clear. Since she was visiting in North Carolina during the meeting, she participated via a telephone hookup. As the panel was vetting the issue, Rodstrom was overheard asking some unidentified companion “Now, what do I say?” Mayor Seiler cautioned the seemingly confused District 2 Commissioner that the meeting hall audience and television viewers watching the proceedings could hear her remarks. Perhaps she misplaced her script.

CANADIAN SNOWBIRDS FLYING TEAM

The Lauderdale Air Show’s new format cures most of the problems that plagued its predecessor. Local vendors will openly share in the event’s economic spinoff. Taxpayers won’t be scotched by service subsidies extorted from the City. The show’s abbreviated duration will relieve traffic to and from shopping venues (A1A will only be closed during show hours instead of the entire weekend). Like other Barrier Island natives, Galt Mile residents will gather friends and family to watch the signature event from balconies, windows and their beach. After a five year hiatus, the City of Fort Lauderdale will resume celebrating an annual spectacle that applauds our heroic men and women in harm’s way. Despite the brain-frying sonic booms, the Mayor got it right when he remarked “We need to make sure this event happens!”

COMMISSIONER BRUCE G. ROBERTS

June 15, 2011 - In his early Summer Newsletter, City Commissioner Bruce Roberts blends informational tidbits with event reminders. He shines some light on the new City Manager, outlines preparations for the single stream recycling collection process, heralds in the Hurricane Season and enumerates City events over the summer, including the City Commission's seasonal recess.

Roberts otherwise fills out the newsletter with his annual outline of Hurricane Season preparations, a list of upcoming municipal events, and wraps up by disclosing when the City Commission's summer hiatus begins and ends. Read on... – [editor]

DISTRICT 1 COMMISSIONER BRUCE G. ROBERTS

A NEW CITY MANAGER: Our new City Manager is Lee Feldman from Palm Bay, FL where he served as City Manager for the past 8 years. He is a graduate of Washington and Lee University, where he received a Bachelor of Arts in Liberal Arts. He earned a Master’s Degree in Governmental Administration from the Fels Center of Government at the University of Pennsylvania.

FORT LAUDERDALE CITY MANAGER LEE FELDMAN

He has also completed the Senior Executive in State and Local Government Program at Harvard’s Kennedy School of Government. Prior to his appointment as the Palm Bay City Manager, Mr. Feldman was employed by the City of North Miami, Florida, where he served as the City Manager from May 1996 to October 2002 and as the Deputy City Manager beginning in 1989. Mr. Feldman also served as an Assistant to the City Manager and Assistant City Manager to the City of North Miami Beach. He currently serves as a Vice President (Southeast Region) of the International City and County Management Association and has served as the President of the Florida City and County Management Association and was named the Florida League of Cities’ “City Manager of the Year” in 2006. Mr. Feldman is a member of the United States Federal Emergency Management Agency National Advisory Council; serves as Chair of the National League of Cities’ City Futures Panel on Public Finance; serves as a member of the National League of Cities Steering Committee on Public Safety and Crime Prevention and Advocacy; chaired the International City and County Management Association’s Governmental Affairs and Policy Committee and serves on the Association’s Sustainability Advisory Group and has served on the Association’s Task Force on Community Tools for Ending Racism. Additionally, he teaches newly elected municipal officials the principles of finance and taxation in Florida and is frequently called upon to speak to professional groups on a variety of municipal issues.

RESIDENTIAL CURBSIDE RECYCLING COLLECTION SERVICES: The City of Fort Lauderdale’s recycling contractor will change from Choice Environmental Services to All Service Refuse. Also, the City will transition its recycling collection process to single stream with the contractor co-mingling recycled materials at the curb. For our City’s residents, this means they will no longer be required to separate their recycled materials into separate bins. The City’s website and printed materials will be changed to provide accurate information regarding the new recycling collection process. Later in the year, when recycling collection services switches from bin service to cart service, a more robust outreach and educational program will be implemented for the City’s residential recycling customers.

HURRICANE SEASON has started - now is a good time to remind everyone to make sure you are ready. I know this article is a repeat, however, it is very important for residents to prepare. Though only a few may lose power, we cannot forget the damage that even a tropical storm can do. Part of this preparation should include creating a disaster plan and assembling a disaster supply kit. The kit should include at least three days worth of water (one gallon, per person, per day) and non-perishable food for each person in your family. Other essential supplies you should have readily available include: a can opener, flashlights, a battery-operated radio, batteries, cash, pet supplies, medications, extra eyeglasses, contact lenses and supplies for people with special needs. For a complete list of emergency supplies and other preparedness tips, visit the City hurricane website at http://www.fortlauderdale.gov/hurricane/index.htm. If you are interested in helping your fellow residents after a hurricane, I encourage you to join the Community Emergency Response Team (or “CERT”). CERT is a highly trained, volunteer group that assists the City after local emergencies. Through Fort Lauderdale Fire-Rescue, you can receive free training that covers disaster terminology, standard triage, basic first aid, fire suppression, light search and rescue techniques and disaster awareness. After graduation you will be prepared to care for your family and your community, and you will be part of a team that may be called upon to assist the City during an emergency. Free beginner and continuing education classes are available. For more information please call 954-828-6832.

SOME IMPORTANT UPCOMING DATES TO PUT ON YOUR CALENDAR INCLUDE::

• Joint Commission and Budget Advisory Board Workshops - Quarterly Meeting Dates – August 22 AND November 7 (the quarterly budget meetings are tentatively set for the dates listed and have been set for the 8th Floor Conference Room and NOT the Chambers due to audio issues for the audience).

• Starlight Musicals (June 17-August 5): 7-10p.m. – Football Field/Holiday Park – please go to http://www.fortlauderdale.gov/events/starlight/starlight.htm for the 2011 Entertainment Schedule.

• July 4^th Wade-In: Join the City of Ft. Lauderdale and the Ft. Lauderdale/Broward NAACP in celebrating the opening of the restored Eula Johnson House at 1100 Sistrunk Blvd., and commemorate the 50^th Anniversary of the historic Wade-Ins that led to the integration of Ft. Lauderdale Beaches. Ribbon Cutting Ceremony starts at 9:00a.m. followed by the Beach Wade-In Ceremony and unveiling of the state historic marker at A1A and Las Olas.

• July 6 Commission Meeting: City Manager’s Proposed Budget and 5-year Financial Plan will be presented.

• August 15: First Pre-Agenda Meeting AFTER Summer Recess

• August 16: First Commission Meeting AFTER Summer Recess

• September 7^th and 20^th Commission Meetings: Public Hearings on the budget

COMMISSION RECESS: Please note that the Commission will be on recess break from Thursday, 7/7/11 through Monday, 8/15/11. During that time, staff will still be here to assist you, however, Commission will not be in session and meetings will not be scheduled.

ROBBI UPTEGROVE

OFFICE CONTACT: Robbi Uptegrove – 954-828-5033; email: ruptegrove@fortlauderdale.gov. In addition to hosting two pre-agenda meetings twice a month, I am also available to attend your HOA meetings to update your neighborhood on what is going on in the City as well as answer any questions/concerns you may have. Please contact Robbi to schedule.

Bruce G. Roberts                

If you need to reach Commissioner Bruce Roberts, please contact his assistant Robbi Uptegrove at 954-828-5033 or by e-mail at RUptegrove@fortlauderdale.gov. To access the City Commission Meeting Agendas and Minutes, Click Here. To actually watch the meetings recorded and archived on the Commission Meetings Video Webcast and Archives web site, Click Here.

FORT LAUDERDALE CITY MANAGER LEE FELDMAN

May 30, 2011 - And then there was one. On May 17, 2011, the Fort Lauderdale City Commission identified Lee Feldman as the winner of Fort Lauderdale’s City Manager lotto. The 48-year-old former Palm Bay City Manager was the last man standing in a field of 90 prospective applicants. In their wisdom, the City’s Charter founders decided to place Fort Lauderdale’s operational governance in the hands of a Strong City Manager. Although the road less travelled, the advantages of running the city like a business were self-evident. They likened the City Commission to a corporate Board of Directors that sets policy and the City manager to a chief executive responsible for implementing their vision. Instead of entrusting a major metropolitan municipality’s daunting management challenges to periodically popular politicians, a City Manager can be screened for strong professional administrative credentials, a specialized education and training in government operations and a measurable history of past successes.

MAYORS BOB COX AND JIM NAUGLE

Since a strong mayor must survive a popularity contest every three years, a productive city manager provides significantly more stability. Conversely, an incompetent city manager can be fired while a comparably inept mayoral cheese head must be helplessly tolerated for up to three years of painful decline. A city manager is expected to bring fiscal efficiency to the office while voters can only hope that their baby kissing mayor is also a modestly competent fiduciary guardian. As exclaimed by former Fort Lauderdale Mayor Bob Cox, “Day-to-day operations should be run by trained administrators, not politicians.”

FORMER SUNRISE MAYOR JOHN LOMELO

During the past few decades, many Broward cities revised their charters, swapping out strong Mayors for strong City Managers. After watching abrasive strong mayors like John Lomelo and Larry Hoffman bend or ignore ethical rules, reward cronies, arrogantly abuse their power and meddle at will with the City’s administration, a thoroughly disgusted City of Sunrise converted to city manager-based governance. Except for Plantation and Lighthouse Point, Broward municipalities are all run by elected councils or commissions which appoint professional city managers.

MAYOR JACK SEILER AND FORMER CITY MANAGER GEORGE GRETSAS

After former Fort Lauderdale City Manager George Gretsas was ousted by Mayor Jack Seiler, Commissioner Charlotte Rodstrom and Commissioner Bruce Roberts despite vehement protests by more than 400 City residents attending a public meeting last summer, the post was temporarily filled by acting City Manager Allyson Love - formerly a Gretsas team member. Stunned by their remarkable luck, the City of Homestead snatched up Gretsas and Love decided to sidestep further fallout from the City Commission’s political agenda by politely declining to compete for the permanent placement.

PASQUALE DIGIOVANNI

The City Commission debated search protocols, empanelled a City Manager Search Committee, hired executive recruitment firm Bob Murray and Associates to support the search effort and chipped away at the imposing pool of prospects. On April 20^th, the City Commission interviewed surviving candidates Feldman, former Coral Springs City Manager Michael Levinson and San Antonio deputy city manager Pasquale DiGiovanni, exclaiming that the final decision would be revealed at the May 17^th Commission meeting. During the final month of a process that closely mimicked a Star Search competition, the inside money was initially on Michael Levinson.

MICHAEL LEVINSON

The 59 year-old Levinson was the Steven Spielberg of the applicant list. In 1997 and 2003, Coral Springs received the Governor’s Sterling Award under his oversight, Florida’s highest honor for organizational performance and management excellence. In 2007, Levinson earned Coral Springs the Malcolm Baldrige National Quality Award for Excellence in business performance and leadership. The fact that this award is only given to corporations and that Coral Springs was the first city ever recognized for this honor speaks to the unique nature of Levinson’s achievement. Unfortunately, Levinson carried some political baggage.

COMMISSIONER TOM POWERS

COMM VINCENT BOCCARD

Levinson was rumored to have left Coral Springs to avoid being targeted by two mudslinging Commissioners who blamed him when they were charged with holding an illegal meeting. While feuding with Coral Springs Police Chief Duncan Foster, City Commissioners Tom Powers and Vincent Boccard violated the Government in the Sunshine Law when they met privately with police union officials Michael Hughes and Christopher Swinson on March 11^th at Bru’s Sports Bar & Grill in Coconut Creek. When Foster dropped a dime on Powers and Boccard, prosecutors filed a misdemeanor charge on March 29^th, alleging the four were illegally discussing city business in the closet. The charges were dropped. Despite Foster’s public statement that he was unilaterally responsible for informing the authorities, Powers insisted that Foster acted on Levinson’s behalf and demanded that Levinson be investigated. Rather than report to a panel whose members wanted his head on a platter, Levinson wisely opted for a change of scenery.

Ironically, the anecdote served to affirm Levinson’s integrity to his potential employers on the Fort Lauderdale City Commission. When asked about the rumored incident, Commissioner Bruce Roberts said “If anything, I think it worked in Levinson’s favor.” Notwithstanding, Levinson’s relocation to Fort Lauderdale wasn’t in the cards. Feldman grabbed the brass ring while Levinson and Pasquale DiGiovanni were given bus tickets.

CHARLOTTE RODSTROM - NO ||| ROMNEY ROGERS - YES

At the May 17^th meeting, Fort Lauderdale Mayor Jack Seiler lined up behind Levinson with Commissioner Charlotte Rodstrom in tow. They were shut out by Commissioners Bobby DuBose, Romney Rogers and District 1’s Bruce Roberts, who preferred Feldman. Not surprisingly, Rodstrom knocked Feldman based on gossip she traded with a Palm Bay acquaintance. Convinced that Feldman was an “empowering manager”, his three commission backers offered a consensus opinion that Feldman researched the City’s issues more deeply than his competitors for the job. Although characterizing any difference among the three candidates’ qualifications and capabilities as “marginal”, Commissioner Dubose gave Feldman points for the importance he ascribed to diversity - City Hall spin for equal attention to minority concerns. Commissioner Rogers said that he became a supporter when Feldman told him that he hadn’t applied for any other job. At the May 19^th GMCA Advisory Board meeting, Bruce Roberts told association officials that Feldman was “a problem solver” and confirmed that “Any of the three finalists would have been an excellent choice. We couldn’t lose.”

FORT LAUDERDALE CITY MANAGER LEE FELDMAN

Lee Feldman had served as City Manager for the Space Coast City of Palm Bay, Florida since October 2002. No stranger to South Florida issues, he came to Palm Bay via the City of North Miami, where he was City Manager from May 1996 to October 2002 and Deputy City Manager from 1989 through 1996. Before that, he served as Assistant to the City Manager and Assistant City Manager in North Miami Beach. Feldman is academically equipped with a B.A. in Public Policies from Washington and Lee University, a Master’s Degree in Governmental Administration from the Fels Center of Government at the University of Pennsylvania and he completed the Senior Executive in State and Local Government Program at Harvard’s Kennedy School of Government. Like Levinson, Feldman came to the competition bearing some impressive kudos. In 2006, the Florida League of Cities named Feldman “City Manager of the Year”. In 2008, Feldman was added to FEMA’s National Advisory Council, a nationwide panel established under the Post-Katrina Emergency Management Reform Act of 2006 to provide advice, analysis and assistance in all aspects of preparedness and post-event management. He is also a past President of the Florida City and County Management Association.

In 1959, Palm Bay was platted by the General Development Corp. (GDC), which left the City with hundreds of miles of unpaved roads, few water lines and even fewer sewer lines. After buying the water treatment plant from a bankrupt GDC in 1992, the city began expanding the water and sewer services. Within a few years of his arrival, Feldman planned a build-out of the city’s infrastructure, spearheaded the county’s first municipal charter school, reduced city taxes to their lowest rate in eight years and managed annexations that expanded the city’s jurisdiction by 10% - from 66 to about 72 square miles

The main difference between Feldman’s past and future challenges is magnitude. In Palm Bay, he managed 800 employees and a $115 million budget. In the “Venice of America” he will oversee 2,500 employees and a $611 million operating budget. Feldman’s annual salary in Palm Bay was about $168,000. His predecessor in Fort Lauderdale pulled down $230,000 a year. Whether his income will reflect the proportionately greater demands of the new job remains to be seen.

COMMISSIONER BRUCE G. ROBERTS

Feldman comes equipped with the skills, knowledge, experience and temperament to do a laudable job. To his credit, he began making preparations to pilot the City well before he was selected. He is also unusually focused on making this his City. As soon as Feldman was offered the job, Roberts commented “He’s already started doing this job in my opinion, and I gave him the edge for effort.”

FORMER FT LAUD CITY MNGR FLOYD JOHNSON

Every new City Manager must make peace with the ghost of his or her predecessor. After pinning the 2004 budget disaster on former City Manager Floyd Johnson, nervous city commissioners awoke to the realization that they were next in line for ambient culpability. Thanks to his predecessor’s fairy tale budgets and a City Commission whose abrogated oversight responsibilities admittedly inflamed the City’s fiscal nightmare, George Gretsas entered a municipal environment wherein expectations were so low that failure would be taken in stride. On his arrival in Fort Lauderdale, Gretsas was given operational autonomy by a City Commission that would be equally satisfied with a savior or a scapegoat.

GEORGE GRETSAS

In contrast, Feldman is following in the shoes of a City manager with a legendary record of success. The commission members responsible for dumping Gretsas repeatedly assured city residents that Fort Lauderdale would thrive in his absence. For the past two years, the city budget was balanced using the reserve funds that Gretsas amassed prior to getting the boot. Having exhausted any remaining moderately painful cuts while patching together the FY 2011 budget, it is likely that 2012 will take a heavy toll on the still healthy reserves. Once those funds are depleted, the commissioners will start taking public heat.

COMMISSIONER NO!

During their April 20^th candidate interviews, commissioners were encouraged when Feldman announced that he dislikes using reserves to balance the budget. If he can streamline City Hall by comprehensively restructuring the existing table of organization, Feldman may stave off the impending pain. He already told Commissioners that he would cut the number of City departments and work directly with the Police and Fire Chiefs. To accomplish this - they will have to trust Feldman with the operational control previously wielded by Gretsas. Since he was already pre-hammered by Charlotte Rodstrom for no discernible reason, Feldman won’t be surprised when his administrative efforts are implemented by a series of 4 to 1 votes.

COMMISSIONER BRUCE G. ROBERTS

April 28, 2011 - In Commissioner Bruce Roberts’ May 2011 Newsletter, he updates the rapidly narrowing field of City Manager candidates, summarizes a new Sun Trolley “Hop On Hop Off” excursion service, announces the City’s new website, invites District 1 residents to trot along with Mayor Seiler and seeks to fill vacancies in four undermanned Advisory Boards/Committees.

The Sun Trolley's new City Excursion was shaped for tourists. They can stow their luggage or send it ahead to the airport or the cruise line. For $29, they can ride in busses all day long. Big Whoop! The City’s new website replaced pages configured as site maps with a series of drop down menus. Although it’s still disorganized, the pages seem to load faster. If you want to jog with Jack (and Bruce), Mayor Seiler and our Commissioner plan to trot through the Imperial Point and Knoll Ridge neighborhoods on Monday, June 13, 2011. Civic minded residents currently have four options available for channeling their need to be part of our City's evolution. Pick a Board, any Board! Read on... – [editor]

From The Desk of
Commissioner Bruce G. Roberts

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Commissioner Bruce Roberts

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