ANNUAL REPORT
FY 2025
WELCOME
The City of Miramar is a vibrant municipality located in South Florida, serving as a prominent hub for residents, businesses, and visitors in the region.
With a population of over 150,000 residents, Miramar offers a diverse and inclusive community
OFFICE OF THE CITY MANAGER
Dr. Roy L. Virgin
Deputy City Manager
Kelvin L. Baker Sr.
Assistant City Manager
Adam L. Burden, II
Assistant City Manager
Shaun D. Gayle
Assistant City Manager
Stephen Johnson
MISSION STATEMENT
Our mission is to provide exceptional services, promote community engagement, and foster sustainable growth,
CITY MANAGER
Dr. Roy L. Virgin
As the City Manager for the City of Miramar, I am responsible for the overall administration and management of municipal operations. My primary role is to provide strategic leadership, oversee city departments, and work collaboratively with elected officials and community stakeholders.
Key Functions:
1. Organizational Leadership
2. Policy Development and Implementation
3. Budgeting and Financial Management
4. Community Relations
5. Economic Development and Growth
6. Emergency Management and Planning
CITY MANAGER’S OFFICE
Department Overview
The Office of the City Manager is responsible for the effective and efficient delivery of servicesincluding recommending and carrying out the policies and ordinances approved by the City Commission. It is the responsibility of this office to advise the Commission on the City’s financial status and to submit the Annual Operating and Capital Improvement Program budgets to them.
This office provides effective communication between the City Commission, employees, residents and the general public, and oversees the management of all City departments. The department is committed to the ongoing implementation of best practices in all City operations. In addition, this department is responsible for the City’s goals and objectives to incorporate innovative ideas and technology throughout City operations to reduce expenditures and increase revenues, while providing enhanced services and public engagement tools.
CITY MANAGER’S OFFICE
FY 2025 Accomplishments
1. Successfully completed the 2025 Local Government Academy, graduating 59 participants representing Miramar residents, business owners, and community stakeholders. The program is designed to help participants gain a deeper understanding of how local government operates and how they can become actively involved.
2. Secured and supported grant and partnership opportunities to leverage additional funding for city projects focused on innovation, sustainability, and infrastructure improvements.
3. Maintained fiscal stewardship and accountability by aligning departmental budgets with strategic priorities and reinforcing performance-based management practices.
4. Enhanced customer service excellence by initiating citywide customer service training under the slogan “Miramar PROUD…We Listen, We Care, We Serve”, ensuring consistent, high-quality service delivery across departments.
5. Earned designation as an Autism-Friendly City, reinforcing Miramar’s commitment to inclusivity, accessibility, and awareness by partnering with community organizations to promote understanding and support for individuals with autism and their families.
6. Awarded over $4.4 million in grants to support key citywide initiatives focused on infrastructure, sustainability, and community programs.
7. Secured $800,000 in State Legislative Appropriations and additional Federal Appropriations funding to advance critical capital and community development projects.
8. Generated $2,288,547 through the City’s Comprehensive Assessment of Revenues and Expenses (C.A.R.E.) Program, supporting resident assistance and community-focused initiatives.
9. Completed the Citywide Energy Efficiency Project, which included the installation of 9,000 LED lights, 31 HVAC units, and 44 transformers, significantly reducing energy consumption and operational costs.
10. Retrofitted the Town Center Parking Garage with energy-efficient lighting, realizing estimated annual savings of over $15,000.
11. Celebrated the grand opening of Juici Patties, contributing to local economic growth and business development within the City.
CITY MANAGER’S OFFICE
FY 2026 Goals
• Develop and implement the Citywide Strategic Plan (2026–2031) following the October 2025 Visioning Session to ensure alignment across departments and establish measurable performance indicators.
• Maintain fiscal discipline by ensuring budget priorities align with strategic goals through performance-based budgeting practices.
• Strengthen partnerships with local colleges and universities to provide internship and fellowship opportunities that support workforce development, enhance succession planning, and cultivate future public sector leaders.
• Continue implementing Citywide customer service training to ensure residents receive consistent, high-quality service across all departments.
• Expand civic engagement programs, including the Local Government Academy and the Police Citizens Academy, to encourage greater resident participation and strengthen community partnerships.
• Leverage technology to enhance transparency by improving access to City information through the website, 602-HELP service, and community feedback platforms.
• Advance leadership development and succession planning by identifying emerging leaders and providing tailored professional development pathways across departments.
• Promote employee wellness and engagement by introducing programs that support work–life balance, recognition, and career satisfaction.
• Collaborate with Nova Southeastern University’s Technology Innovation Center to explore smart city solutions, applied research projects, and technology-driven initiatives that enhance data analytics, service delivery, and innovation across City departments.
• Coordinate with the Broward Metropolitan Planning Organization (MPO) to advance transportation and mobility projects that enhance connectivity, safety, and accessibility for residents, including multimodal corridor improvements and complete streets initiatives.
• Enhance the City’s national presence through active participation in the National League of Cities (NLC), positioning Miramar as a model municipality for smart growth, diversity, and community engagement.
• Complete the City’s first commercial-grade renewable energy solar system to reduce environmental impact, increase energy efficiency, and support long-term sustainability goals.
• Install Town Center digital kiosks to enhance resident engagement, event promotion, and visitor information accessibility.
• Achieve full occupancy of Town Center retail spaces through new leases with Francisca’s Chicken and Brandon’s Bistro, strengthening the local business ecosystem and community vibrancy.
• Install six electric vehicle charging stations at Sunset Lakes Community Center to support clean energy initiatives and accommodate growing EV adoption.
• Upgrade water fountains to bottle-filling stations at all City facilities to promote sustainability and reduce plastic waste.
• Pursue grant funding and public-private partnerships to maximize resources for infrastructure, sustainability, and technology initiatives.
DEPARTMENTS OVERVIEW
Building Planning & Zoning
Revenues exceeded the historical average for the 8th year in a row & average daily interactions (inspections, emails, phone calls, and lobby visitors) with the public approached 800. Amended Land Development Code to provide for: (1) Reasonable Accommodation procedures for disabled persons, in furtherance of the American Disabilities Act; and (2) signs that are more adequate in size and numbers to better showcase larger mixed-use centers like the Miramar Town Center. Implemented the Broward County 25-Year Building Recertification Program
NIXON LEBRUN
DIRECTOR
Department Overview
This department provides customer service to the residents, businesses, and development community as well as offering various services and programs with regard to land development, environmental sustainability, building regulations, and neighborhood revitalization.
Building Planning & Zoning
NIXON LEBRUN
DIRECTOR
FY 2025 Accomplishments
1. Implemented the Broward County 25-Year Building Recertification Program.
2. Expanded building code enforcement practices to increase compliance with the Florida Building Code and address any expired permits by adding (2) additional Building Code Enforcement Inspectors.
3. EnerGov Implementation.
4. Hired a third Landscape Inspector to assist with the tree trimming program, tree removal applications and plan reviews.
5. Hosted (3) community workshops/classes in the community garden.
6. Land Use Entitlements approved for The Park, El Car Wash and Raising Canes.
7. Adopted EAR based comprehensive plan amendment.
8. Completed/closed over 5,000 permits.
9. Completed (2) department wide customer service trainings.
10. Received the ‘Legacy Emerald Award’ from Broward County for the Community Garden.
11. Amended various sections of the Land Development Code (Flood Plain, LLA, Mural Art, Certificate of Use Renewals).
12. Continued to expedite and track City development projects.
13. Continued to provide Floodplain information regarding upcoming Flood Map changes and Flood Insurance awareness.
14. Completed Annual Community Rating System Recertification.
15. Completed the CRS 5-year verification cycle visit by FEMA.
16. Permits issued for ParcView-66 affordable housing units on former Wellman Field.
17. TCO issued to Pinnacle/La Cabana-110 Senior Affordable Housing Units.
18. Certificate of Occupancy issued for over 8 new restaurants.
19. Certificates of occupancy issued for over a hundred thousand square feet of retail/industrial/warehouse space.
Building Planning & Zoning
NIXON LEBRUN
DIRECTOR
FY 2026 Goals
• Implement the Zoning Certificate of Use Renewal Program.
• Initiate Land Use Comprehensive Plan to establish the University Drive Activity Center.
• Certify (6) staff as Certified Flood Plain Managers.
• Renovate the Building Planning and Zoning Lobby to accommodate the new electronic review submittal process.
• Expand Building Code Enforcement practices to increase compliance with the Florida Building Code and to address expired permits.
• Energov community and contractor training.
• Initiate the updates to the City’s Land Development Code to implement the EAR based comprehensive plan amendment.
• Obtain our “Certified Building Department” accreditation from International Accreditation Service (IAS).
• Quarterly outreach to HOA’s, Developers, Residents and Contractors on Building Planning & Zoning code updates and department services.
• Host (3) community workshops/classes in the Community Garden.
Cultural Affairs
CAMASHA CEVIEUX
DIRECTOR
Department Overview
The department administers arts and cultural programs and activities under the guidance of the department’s pre-determined annual business initiatives for the City of Miramar. The department’s primary oversight for programming and facilities is the Miramar Cultural Center/ArtsPark facility.
The Miramar Cultural Center/ArtsPark (MCC) is supported by two boards: the Cultural Arts Advisory Board, a council comprised of residents of Miramar appointed by the Commissioners; the Miramar Cultural Trust, Inc., a not-for-profit board organized to support the arts in the City of Miramar, to provide endowment and annual financial support for the MCC, and to encourage, solicit, and administer gifts and bequests of property and funds for the advancement and long-term fiscal viability of the MCC and its projects and programs. The Cultural Affairs Department brand for MCC was trademarked on July 19, 2011, by the United States of America Patent and Trademark Office. It includes a logo which represents an artistic take on the Center’s acronym for its facility (MCC) and is connected to the slogan, “Where Community and Culture Converge.”
Cultural Affairs
CAMASHA CEVIEUX
DIRECTOR
FY 2025 Accomplishments
1. Installed 4 new sculptures in the MCC Artscape, an interactive public sculpture showroom at the posterior of the buildings’ lake.
2. Deliver 5 MCC PRESENTS productions.
3. Conducted sold out mission driven programming classes inclusive of Adult Ballet, Afro Fusions, Kids Kitchen Live, Dance Choreography for Kids, Visual Arts classes, Freeform Art Saturdays, Junior Chef, Miramar Comic Expo, Sip and Paint for Kids.
4. • Replace exterior light boxes for upcoming shows with LED signage and install a digital building marquee
FY 2026 Goals
• Upgrade MCC’s building through improvements and equipment upgrades inclusive of new LED screens and marquees to promote upcoming events.
• Deliver 7 MCC PRESENTS productions.
• Conduct sold out mission driven programming classes inclusive of Adult Ballet, Afro Fusions, Kids Kitchen live, Dance Choreography for Kids, Visual Arts classes, Freeform Art Saturdays, Junior Chef, Miramar Comic Expo, Sip and Paint for Kids.
Economic Development & Housing
ANITA FAIN TAYLOR
DIRECTOR
Department Overview
The Economic Development & Housing Department is responsible for citywide economic development, consisting of business attraction, retention, and expansion; property revitalization activities; foreign direct investment; housing programs, and business inclusion and diversity initiatives. The city has become a desired location for a range of industries (aviation, healthcare, manufacturing, information technology) and business sizes while attracting new jobs and capital investment. Revitalization of older commercial properties in the historic area occurs through grant funding for building façade renovations and small business assistance grants for signage and capacity building. The foreign direct investment strategy targets additional investment into the city from companies in the aviation, information technology, and financial services sectors. In addition, the Sister Cities program raises the city’s profile internationally. A primary focus for housing is using grant funds to assist low- moderate income households with preserving their existing units and assisting new residents with purchase or leasing. When possible, funds are also directed toward development of new affordable housing units. Business inclusion and diversity activities aim to increase small minority business participation in city procurement opportunities and support minority/women business enterprises (M/ WBE) through technical assistance (business resources; workshops; business-to-business events). Through these activities and our partnerships with local, state, and federal organizations the department delivers services that benefit the quality of life in the city.
Housing
ANITA FAIN TAYLOR Economic Development &
DIRECTOR
FY 2025 Accomplishments
1. Attracted expansion of aviation company VSE (116 new jobs/$3.4 million capital investment).
2. Provided grant support for six Miramar Business Academy graduates.
3. Launched SizeUp entrepreneurial/small business intelligence website tool.
4. Completed one small scale commercial façade renovation project.
5. Completed new Economic Development Plan.
6. Completed CDBG 5-year Consolidated Plan.
7. Completed SHIP 3-year Local Housing Assistance Plan.
8. Commenced construction of Parc View attainable housing project.
9. Launched moderate income mortgage assistance program.
10. Completed 28 housing rehabilitation projects.
11. 3 residents received home purchase assistance.
12. 30 residents received housing rental assistance.
13. Held 2nd annual Coffee, Chocolate & Culture Expo.
14. Assisted firms with securing minority certifications.
& Housing
ANITA FAIN TAYLOR Economic Development
DIRECTOR
FY 2026 Goals
• Assist 6 - 8 Miramar Business Academy graduates with grants.
• Assist 8 - 10 businesses through small business signage grant program.
• Complete one small scale commercial façade renovation project.
• Advance Sister Cities partnership with a second country.
• Complete Parc View attainable housing project.
• Complete 28 housing rehabilitation projects.
• Provide 3 residents with home purchase assistance.
• Provide 30 residents with housing rental assistance.
• Complete 15 - 20 corporate outreach visits.
• Attend international business event to attract target foreign direct investment.
• Attract corporate investment creating new jobs and capital investment.
• Conduct small business training on city’s procurement process.
• Track and report contractors’ performance on city projects.
Engineering & Strategic Development
SALVADOR ZUNIGA
CITY ENGINEER
Department Overview
Engineering & Strategic Development is responsible for traffic engineering matters and intergovernmental affairs with other transportation agencies such as Broward County Traffic Engineering, Broward Mobility Advancement Program, FDOT, and the Broward MPO. Also, construction management of city’s infrastructure and other capital projects. Engineering plan reviews, permitting and inspection for private development and franchise utilities within the public right-of-way. Provide engineering support to other departments in the City. Strategize on current and future planning related to land development consistent with the City’s vision.
& Strategic Development
SALVADOR ZUNIGA Engineering
CITY ENGINEER
FY 2025 Accomplishments
1. Revenue over $350,000 in permit fees.
2. Revenue over $1,700,000 in water and sewer impact fees.
3. Awarded over $10,000,000 in Surtax funds.
4. Completed University Drive Mobility project, costing over $11,000,000 from MPO grant.
5. Completed FDOT Local Agency Program (LAP) certification for 3 projects, to be eligible for federal funds.
6. Submitted a $3,000,000 grant application to the Broward MPO CSLIP Program.
FY 2026 Goals
• Start construction of 3 mobility grant projects (sidewalks, bike lanes, multi-use paths).
• Complete design and advertise for construction Segment B – Pembroke Road extension.
• Start construction of HM Technology Village Road Improvements – Phase I.
• Continue to pursue funding through the Broward MAP Surtax and Broward MPO.
• Implement a Digital Twin pilot program, as part of a $2M SMART Metro grant with MPO.
KEVIN ADDERLEY
DIRECTOR
Department Overview
The Financial Services Department is responsible for the coordination of all financial activities of the city by acting as liaison to the public, and to administrative and department officials. Our mission is to provide comprehensive financial services to the City and its stakeholders, including accurate and timely financial reporting, safeguarding of financial and physical assets, and providing outstanding customer service.
The department provides debt management, cash management, grants administration, accounting, payroll, accounts payable, accounts receivable, lien searches, business tax receipts and financial reporting. The department also oversees the Utility Billing program which is funded by the Utility Enterprise Fund.
KEVIN ADDERLEY Finance
DIRECTOR
FY 2025 Accomplishments
1. Completion of the City’s Audited Yearly Annual Comprehensive Financial Report.
2. Completed Business Tax Receipt billing for over 3,900 accounts generating annualized revenue of approximately $2.3 million.
3. Over 9,700 invoices processed for vendor payments totaling over $55 million to date
4. Issued 195 IRS 1099-R Distributions forms for Pensions, Annuities & Retirement to City Retirees that receive Monthly medical stipend.
5. Issued 997 Vendor IRS 1099 Forms.
6. Successfully processed bi-weekly payrolls for over 1,300 employees.
7. Internal Revenue Service (IRS) W-2 Forms were issued approximately 1,436 employees
8. Ensured compliance and reporting for 51 grant awards totaling $18 million.
9. Completed Monthly and Bi-Weekly Budget Reports for the Elected Officials.
10. Completion of quarterly 941 payroll tax forms.
FY 2026 Goals
• Completion of the City’s Audited Yearly Annual Comprehensive Financial Report for submission to the Government Finance Officers Association in anticipation of being awarded the Certificate of Achievement for Excellence in Financial Reporting.
• Provide compliance oversight and accurate grant accounting including reporting, expenditures, reimbursements, and audits for Citywide grant agreements.
• Implementation of Wdata Software that will assist to integrate with Munis and the creation of the Annual Comprehensive Financial Report (ACFR).
• Implement payment enhancements such as Apple Pay, Text to Pay, PayPal, Venmo, and other payment platforms used to create process efficiencies.
Fire Rescue Department
JERMAINE MCFARLANE
FIRE CHIEF
Department Overview
The Fire-Rescue Department provides services to the City’s residents from five City-owned stations. The Fire Chief is responsible for the management of the Department and recommends to the Assistant City Manager of Public Safety who communicates with the City Manager who has the ultimate authority in the decision-making process for the fire service.
Fire Rescue Department
JERMAINE MCFARLANE
FIRE CHIEF
FY 2025 Accomplishments
1. Purchased new emergency responder lifesaving breathing apparatus (SCBA’s).
2. Implemented the blood analyzer system obtained from a 2024 EMS Grant.
3. Received two of the five suppression units ordered.
4. Conducted promotional exams for Driver Engineer, Captain Battalion Chief and Lieutenant.
5. Completed Risk Assessment for the City.
FY 2026 Goals
• Continue working on Fire Department Accreditation.
• Improve ISO Accreditation to Class I.
• Increase our community outreach programs.
Human Resources KANIKA STAMPP
The Human Resources Department manages and provides strategic human resources services for the City of Miramar on all workforce development issues. It identifies the tools to enable staff to get the best from the most important resource, its people. The department is a key strategic partner and provides centralized employee services including recruitment, benefits, compensation, labor management, risk management and training. In addition, the department oversees the Health Insurance and Risk Management Funds. DIRECTOR
Department Overview
Human Resources
KANIKA STAMPP
DIRECTOR
FY 2025 Accomplishments
Human Resources
1. Negotiated new Collective Bargaining Agreements (CBA’s) for FOP, IAFF, and GAME bargaining units.
2. Reinstituted monthly Labor Management Meetings which facilitated increased communication with the union(s) and management.
3. Recovered over $100,000 (FYTD) from insurance claims, payments, and excess reimbursements.
4. Renewed the TPA contract with Gallagher Bassett at a 34% cost reduction compared to the previous fiscal year.
5. Established an educational cohort of 20 employees pursuing a Doctorate in Organizational Leadership in partnership with Barry University.
6. Enhanced the tuition reimbursement policy by introducing a pre-pay option, reducing employees’ up-front out-of-pocket costs for higher education programs.
7. Maintained stable insurance premiums through diligent oversight and strategic management of the City’s self-funded model.
8. Increased Health & Wellness Center utilization by 15%.
Health Insurance
1. Maintained stable insurance premiums through diligent oversight and strategic management of the City’s self-funded model
2. Increased Health & Wellness Center utilization by 15%, helping to drive a return on investment of over 1.3%.
3. Provide onsite health and wellness visits and cornerstone events at offsite locations.
4. Achieved the Gold Aetna Workplace Well-Being Award for the City’s Wellness Program.
Human Resources KANIKA STAMPP
DIRECTOR
Risk Management
1. In FY25, actual property and casualty insurance premium is 6.35% lower than projected following negotiations.
2. Received an experience modification factor of .69 from the State of Florida relative to Workers Compensation claims. This means the City has a better than average loss experience, earning it a discount on its insurance premiums.
3. Negotiated and received a 30.44% reduction in the annual service fee for Third Party Claims Administration Services in FY25 compared to FY24.
4. Worked with insurance broker and consultant to significantly improve the City’s statement of values (on assets). This has enhanced the City’s negotiating power, clearly expressed its risk profile, and streamlined the underwriting process, all of which produced better insurance cost and terms in FY25.
5. To remain proactive and promote workplace safety, Risk provided ongoing monthly specialized safety training to an average of 120 field employees each month. Additionally, field employees received four hours of specialized training quarterly on the following topics: Trenching and Excavating, Heat Related Illness, Defensive Driving and Lock-Out Tag-Out.
6. Achieved a 57% increase in closure rate for liability and Workers’ Compensation claims in FY25 compared to FY24.
Human Resources
KANIKA STAMPP
DIRECTOR
FY 2026 Goals
• Strengthen operational efficiencies with developed and documented standard operational procedures (SOP’s)
• Review and modernize internal processes.
• Reduce the frequency of employee incidents/ accidents by 3% through training and Safety Review Board’s accountability measures.
• Evaluate feasibility and long-term cost benefits of a Workplace Safety Officer to oversee citywide safety initiatives.
• Expand the Education Partnership Program to include at least one HBCU, such as Florida Memorial University, to provide additional higher education opportunities for employees.
• Evaluate service enhancements and strategic marketing efforts for the Health & Wellness Center to drive further utilization and long-term medical cost savings.
• Evaluate service enhancements and strategic marketing efforts for the Health & Wellness Center to drive further utilization and long-term medical cost savings.
• Proposal to add a part-time Nurse Practitioner and part-time Medical Assistant to address the increase in patient visits, ensuring the continued delivery of high-quality and timely care.
• Advertise bidding proposals for various employee benefit services.
CLAYTON JENKINS Information Technology
DIRECTOR
Department Overview
The IT Department plays a vital role in keeping the City connected and secure. We ensure the seamless operation of digital systems, manage reliable IT infrastructure, and provide system management services that power daily operations. Our team works tirelessly to protect the City’s data from cyber threats, ensuring information stays safe. We’re also committed to driving innovation and bringing new technologies to enhance services. From maintaining smooth-running systems to offering user support, the IT Department is dedicated to ensuring technology works daily.
CLAYTON JENKINS Information Technology
DIRECTOR
FY 2025 Accomplishments
1. Completed enhancements to the Audio/Visual systems at the Miramar Multi-Service Center.
2. Enhanced cellular and Wi-Fi coverage to benefit city staff and residents across various city facilities.
3. Completed Phase I of the Parks Wi-Fi project for Vizcaya, Shirley Branca, and Lakeshore Park. Wi-Fi is now available at these three locations.
FY 2026 Goals
• Complete Phase III of the Real-Time Crime Center to improve public safety and crime monitoring.
• Finish the Audio/Visual system upgrades at Cultural Arts Theater and Sunset Lakes Community Center to enhance the experience for performances and events.
• Complete Phase II of the Parks’ Wi-Fi Implementation to additional parks, ensuring more residents and visitors can stay connected.
Management & Budget
RAFAEL SANMIGUEL
Department Overview
The Management and Budget Department (MBD) works closely with all of the City departments to prepare the City’s Annual Operating Budget, Capital Improvement Program Budget and the City’s strategic and business plans. With the ongoing implementation of the program/performance based budget, it is envisioned that the department will become more management focused so as to monitor and enhance City services using various tools and principles such as the Balanced Scorecard system. The department conducts financial forecasting and research, performs financial management of the City’s Capital Improvement Plan, performs operational process improvements, develops and implements the City’s strategic and business plans and works with all departments to develop useful and meaningful performance measures and benchmarks.
Management & Budget
RAFAEL SANMIGUEL
DIRECTOR
FY 2025 Accomplishments
1. Received the Distinguished Budget Presentation Award from GFOA for the past 34 years with special recognition in the following three areas; performance measures, strategic goals & strategies and budget process.
2. Published the FY 2025 Adopted Budget Book.
3. Published the FY 2025 – FY 2029 CIP Budget Book.
4. Completed the FY 2024 – FY 2025 carryover process.
5. Developed strategies to balance the FY 2026 budget.
6. Updated the General Fund Sustainability analysis.
7. Manage and monitor 35 different funds in six categories.
8. Actual within 2% of projected revenues for the past 5 years.
9. Conducted the MBD FY 2026 February Process training with all departments.
10. Migrated the CIP process to Workiva.
11. Migrated the annual publication of the Capital
12. Improvement Program (CIP) to Workiva.
FY 2026 Goals
• Overhaul and automate position control.
• Tie budget process to City’s Strategic Plan.
• Cross training staff on all aspects of budget process.
• Increase training opportunities for staff development.
LORNA WALKER Marketing
DIRECTOR
Department Overview
Marketing Department serves as the community brand ambassador for the City of Miramar. The Department serves the critical role of external communication to inform and educate residents, businesses, and key stakeholders on the various City programs and services.
The Marketing Department implements multimedia outreach campaigns to attract and retain businesses and position Miramar as a sports and entertainment destination in South Florida.
LORNA WALKER
DIRECTOR
FY 2025 Accomplishments
Website Redesign
1. Created and launched three (3) new websites:
– miramarfl.gov (City)
– miramarculturalcenter.org (MCC)
– investmiramar.org (EDH)
New Features & Enhancements:
1. Streamlined Navigation & Design – Easier access to City resources with a modern look.
2. Email Sign-Ups – Residents can now subscribe for updates directly from the home page.
3. Enhanced Chat Bot – Ask Mira – Upgraded tracking & insights to better monitor visitors’ activities.
4. Improved Multimedia & Accessibility – High-quality videos, interactive content, mobile-friendly.
Events Marketing
1. Deployed multimedia marketing campaigns to promote 324 city events and programs, securing many sold-out shows and record attendances. This is a 11% increase over previous year.
70th Anniversary
• Dedicated webpage
• 30 street pole, 60 park banners & A Frames
• 30 traffic light boxes
• Timeline sign in city hall
• Giveaway items – shirts, hats, pins, puzzle, bags
• Scavenger hunt passport – citywide
Media Exposure
• 10 videos
• 70 social media DYKs & Facts
• Collaterals for kick off, gala, Miramar Day
• Sponsorship deck, branding kit & logo sheet
• Email signatures & City Letterhead
• Water tower design
• Bus benches (2) & Billboards
1. Record breaking Media Exposure from 130+ press releases and press conferences that generated 1,777 media pick-ups and $88M+ in media publicity value.
2. Stop the Incinerator campaign received over 700 media mentions and $63M in publicity value.
Marketing
LORNA WALKER
DIRECTOR
Grow Community Reach & Engagement
1. Social media - Achieved a 53.95% reach of the population, 21.5% increase year-over year.
2. Website – 4.3% increase in traffic to miramarfl.gov, 80.92% chat-bot self-resolution rate answering 14,167 questions from 9,964 residents.
3. E-Newsletters - 228+ e-blasts sent with an open rate of 38% (industry average 19.4%). 38% increase in clicks to website.
4. Videos- produced 472 videos to promote city programs & events, a 44% increase over previous year.
Miramar Cultural Center - MCC Sweet 16
1. Two Sweet 16-themed brochures delivered to all Miramar households.
2. Sweet 16 recap video - over 150,000+ impressions across platforms.
3. Introduced the MCC Sweet Spot series, featuring testimonials from past performers sharing their experiences and well wishes.
4. Use of billboards, street pole banners and traffic light boxes to reinforce the campaign’s presence throughout the city.
5. Launched Where Are They Now? Campaign, special videos highlighting past MCC summer camp participants and their journeys.
6. MCC Presents shows: 4,055 tickets sold totaling $206,748 in revenue. The most tickets sold over a 5-month period in the Center’s history.
FY 2026 Goals
• Launch educational campaigns to increase awareness of City services and programs includingsenior, adult and child day care, police programs, assistance programs, sustainable living, race to zero, housing and business assistance, camps, online services, passport services etc. to include social post - # of residents served and testimonial videos.
• Grow community outreach on all city platforms & media exposure.
• Assist with onboarding of new elected officials and aides regarding media protocols, events process, website updates and work order submissions.
Office of the City Clerk
DENISE A. GIBBS, MMC
Department Overview
The Office of the City Clerk is versatile in its areas of responsibilities. It is comprised of three core functions: administration, election and passport services. Responsibilities include the maintenance of the City’s legislative history, City Charter, Municipal and Land Development Codes. As a result, it serves as a central hub for information. The department administers special and general municipal elections, coordinates all activities of the City Commission Meetings, administers and oversees the Records Management Program, the Commission Agenda process and the City Commission Advisory Boards’ appointment process. The Office of the City Clerk is also the custodian of the City’s seal.
CITY CLERK
Office of the City Clerk
DENISE A. GIBBS, MMC
CITY CLERK
FY 2025 Accomplishments
1. Successfully completed a total of 1,734 public records requests.
2. Delivered comprehensive training on agenda, contract, and JustFOIA management city-wide.
3. Hosted two summer interns, both of whom are high school students and residents of Miramar.
4. Developed Part II training video focused on records management.
5. Effectively processed 3,100 passport applications.
FY 2026 Goals
• Achieve a 10% increase in the number of passport applications processed.
• Automate the Lobbyist Registration process to enhance efficiency.
• Implement automation for the execution of resolutions and ordinances.
• Conduct comprehensive, city-wide training sessions focused on agenda management, contract management, JustFOIA management, and advisory board liaison responsibilities during departmental staff meetings.
• Strengthen volunteer engagement and citizen participation through improved recruitment strategies for advisory board vacancies.
• Continue the cross-training of employees to enhance operational flexibility and ensure continuity within departmental functions.
• Collaborate with the Center for Autism & Related Disabilities (CARD) to cultivate an inclusive and accepting atmosphere, thereby furthering our commitment to providing exemplary customer service.
Parks & Recreation
BILLY NEAL
Department Overview
The Parks and Recreation Department encompasses 40 passive and active parks and two (2) aquatic complexes. The Department carries out recreational and athletic activities in addition to hosting a variety of educational classes and programs for residents. The Department also coordinates and administers over 250 special events per year and is responsible for the maintenance of the City’s parks and facilities.
Parks & Recreation
BILLY NEAL
DIRECTOR
FY 2025 Accomplishments
1. Outdoor stand-alone restroom facility addition at Huntington Park South.
2. Conversion of clay tennis courts to 4 pickleball courts at Lakeshore Park.
3. Four (4) new Pickleball Courts with canopy seating & LED sports lighting at Silver Lakes Tennis Complex.
4. New water playground structure at Regional Aquatic Complex.
5. Outdoor stand-alone restroom facility addition at Fairway Park.
6. Refurbished outdoor gazebo at River Run Park.
7. Added shade structure with lightening detector at HD Perry Park Playground.
8. Increased the number of attendees to the Honey Shine Mentoring Program.
9. Replacement of the splash pad holding tank at Vizcaya Park.
10. Outdoor Women’s restroom flooring renovation at Ansin Sports Complex.
11. New LED MUSCO field lighting on the East Football/Soccer Field at Vizcaya Park.
12. Installed 10 new communication boards for neurodivergent non-verbal population.
Parks & Recreation
BILLY NEAL
DIRECTOR
FY 2026 Goals
• Make improvements to parks and facilities to ensure safety, enhance family enjoyment and offer all-inclusive options.
• Expand out-of-school programming options.
• Introduce new amenities and uses to underutilized parks.
• Add restrooms facilities to municipal parks as needed.
• Make energy and water savings enhancements to parks and facilities.
• Resurface tennis courts and racquetball courts at River Run Park.
• Working towards CAPRA accreditation - The Commission for Accreditation of Park and Recreation Agencies. The national accreditation of Park and Recreation for overall operations, community involvement and management.
• Promote, market and brand the Amphitheater to become a “destination” venue.
• Expand holiday decorations to include medians from Douglas Road to Palm Avenue.
• Introduce new amenities and uses at underutilized parks.
• Add artificial turf for durability, low
DELRISH MOSS Police Department
POLICE CHIEF
Department Overview
The Miramar Police Department is a multi-accredited law enforcement agency dedicated to providing professional police services to our community by impartially enforcing the law, preserving the peace, and protecting the rights of our citizens.
Police Department
DELRISH MOSS
FY 2025 Accomplishments
1. Police Social Worker Program partnered with Social Services for the Florida Atlantic University Social Worker Internship Program.
2. Launched Autism Registry Team.
3. Awarded COPS Hiring Program Grant to hire 30 new police officers. The plan is to hire 15 in FY25 and 15 in FY26.
4. Increased training opportunities for staff.
5. Additional volunteers brought on board to assist the department.
6. Code Compliance Division opened over 2,000 cases of code violations.
- Acquired two additional members, Code Ranger, and Volunteer.
- Had a member of the Division complete the police academy and is state certified.
7. Implemented the department’s 2023-2025 Strategic Plan by:
- Utilizing innovative strategies to recruit and retain talented employees.
- Foster a work environment that promotes and enhances teamwork to better serve the community.
- Further support efforts to improve positive communication between employees and the community by using updated and advanced technology.
Police Department
DELRISH MOSS
POLICE CHIEF
FY 2026 Goals
• Activate to fully operational Realtime Crime Center (RTTC).
• Complete replacement, repairs, and upkeep of all police buildings.
• Implement community-based approach to improve compliance rates to 80% with Code Compliance by:
- Partnering with community groups or businesses to help low-income residents comply while upholding the beautification of the city.
- Ensure staff remains informed about ordinance changes and Special Magistrate expectations.
ALICIA AYUM
Department Overview
The Procurement Department is responsible for managing the purchasing activities of the organization. This includes the acquisition of goods, services and construction in accordance with the City’s Code, Broward County Code, Florida State Statutes and Federal Law. This department is dedicated to open competition, transparency and fairness in all procurement. The department is also responsible for disposing of the City’s surplus property through auctions. Through the implementation of the new Enterprise Resource Planning (ERP) system, procurement operations have migrated to a paperless business model.
Procurement
ALICIA AYUM
FY 2025 Accomplishments
1. Conducted multiple internal department trainings on various Procurement topics.
2. Successful City Auction that generated revenue over $300,000 for the City.
3. Participation in the Southeast Florida Cooperative Reverse Trade Show.
4. Processed 2,539 purchase orders for a total spend of $107.5 million.
5. Represented the City of Miramar in multiple public events.
FY 2026 Goals
• Manage and facilitate City auctions and manage P-Card program to enhance revenue for the City.
• Provide continuous training opportunities to reflect industry best practices for our internal and external customers.
• Application for 2026 Achievement of Excellence in Procurement award.
• Procurement Code updates.
SHANA COOMBS
DIRECTOR
Department Overview
The Public Works Department provides a variety of services directed toward the repair and maintenance of municipal properties, infrastructure and equipment. These services include Building Maintenance, Street Maintenance, Community Shuttle Service, Solid Waste Management, and Landscape Maintenance. In addition, this department oversees the Fleet Maintenance program which is funded by the Internal Service Fund and Stormwater Management program which is an Enterprise Fund. The goal of this department is to provide top quality, professional, effective and timely delivery of services to residents, businesses and City departments to assure utmost customer satisfaction.
Works
SHANA COOMBS Public
DIRECTOR
FY 2025 Accomplishments
1. Completed milling and resurfacing of 5.2 lane miles (Phases 2 & 3) under Broward County Surtax.
2. Completed milling and resurfacing of Miramar Parkway from Red Road to Palm Avenue.
3. Refurbished Town Center water fountain.
4. Completed pressure washing, stucco repair, and repainting of Town Center Complex Buildings “W”, “A”, Miramar Cultural Center and Police Headquarters.
5. Completed replacement of brick pavers at Town Center.
6. Completed the application phase of the American Public Works Association Accreditation.
7. Hosted three (3) joint quarterly Household Hazardous and Electronics drop-off and Shred-ATon events at various locations throughout the City.
8. Hosted approximately 20 Adopt-A-Street events.
9. Completed installation of speed humps on Lakeside Drive and Utopia Drive.
10. Continued sidewalk repairs near schools and parks.
11. Completed replacement of 7,500 square feet of sidewalks along Bass Creek Road.
FY 2026 Goals
• Continue participation in the Broward County Solid Waste Working Group.
• Transition maintenance of 400 City-owned streetlights to Florida Power and Light.
• Achieve APWA accreditation.
• Mill and resurface Miramar Blvd and Pembroke Road.
• Continue sidewalk replacement in high-priority areas.
• Construct 9 bus shelters at designated locations.
• Beautify medians on SW 172nd Avenue from Bass Creek Road to Pembroke Road.
KRISHAUNA DELISSER
DIRECTOR
Department Overview
The Social Services Department provides comprehensive social services programs. This department provides early childhood education and childcare services for preschool and elementary-aged children, operates two senior centers for persons 60 years old and older as well as an adult day care center that serves clients 18 years old and older. Additional services include information and referral, and youth and family community outreach.
Social Services
KRISHAUNA DELISSER
FY 2025 Accomplishments
1. Partnered with Community Based Connections to launch the Awesome Dads, Awesome Men program, promoting responsible fatherhood, positive male engagement, and stronger family and community ties through mentorship and support services.
2. The FY25 Walk 2 Wellness event successfully engaged over 450 seniors, promoting active lifestyles, social connection, and overall wellbeing. This annual initiative continues to serve as a vital platform for encouraging healthy aging, raising awareness about senior health resources, and fostering community engagement among older adults.
3. Promoted Social Services programming through a targeted direct mail campaign designed to increase community awareness, improve program visibility, and connect residents with essential support services. This outreach strategy enhanced engagement with underserved populations, ensuring broader access to available resources and strengthening the department’s connection with the community
4. The childcare classroom census increased as a direct result of the newly implemented enhanced staffing plan, which improved staff-to-child ratios, ensured compliance with regulatory standards, and created a more supportive and engaging learning environment.
5. Staffing capacity was increased to accommodate expanded enrollment, enhance service quality, and improve accessibility for families seeking reliable early childhood education and care.
6. Ten Early Childhood staff members successfully earned their Child Development Associate (CDA) Credential through a no-cost training program offered in partnership with the Early Learning Coalition (ELC) of Broward County. This collaborative initiative enhanced workforce qualifications, supported professional development, and strengthened the quality of early childhood education by equipping staff with the skills and credentials necessary to deliver high-quality care and instruction.
Social Services
KRISHAUNA DELISSER
DIRECTOR
FY 2026 Goals
• Continue implementing the three-year staffing plan to transition existing staff into fulltime roles, enhancing workforce stability, improving staff-toclient ratios, and increasing service capacity across all programs. This initiative will strengthen service delivery, improve program efficiency, staff recruitment and retention, and ensure sustainable growth to meet the evolving needs of the community.
• Strengthen partnerships at the Multi-Service Complex (MSC) to enhance service coordination, increase resource sharing, and improve access to critical support services. Through collaboration with community partners, the department will address service gaps, extend program reach, and deliver more comprehensive support to residents.
• Implement Unite Us to streamline service delivery, enhance interagency collaboration, and optimize resource management. The platform enables closed-loop referrals, secure resource sharing, and data-driven insights to support informed decisions. Its care coordination and payment management features will boost efficiency, reduce administrative tasks, and ensure timely, adequate client support.
• Expand the Adult Day Care program to meet growing demand and ensure equitable access for LTC, LSP, Private Pay, and CCE participants. This expansion will increase capacity, offer more flexible care options, and provide a supportive, structured environment for aging adults in the community.
Support Services
DARYL JOHNSON
PROJECT MANAGEMENT ADMINISTRATOR
Department Overview
To provide Construction Project Management and Oversight to the City’s Capital Improvement Projects and Real Assets. Including life cycle analysis, strategies for repair and renovation, design, coordination, procurement, contract administration and constructability review.
Support Services
DARYL JOHNSON
PROJECT MANAGEMENT
ADMINISTRATOR
FY 2025 Accomplishments
1. Historic Miramar Innovation & Technology Village – Perry Middle School Park
2. Fire Station 107 – Driveway Expansion
3. Dr. Roy L. Virgin - West Water Treatment Plant Lab and Office Space
4. Waste Water Reclamation Facility – Building N 2nd Floor Renovation
5. Facilities Capital Improvement – West District Police Substation Phase 2 Tile Roof Replacement
6. Fire Station Bay Door Replacement - Fire Station #19 and #100
7. Design Services - New Community Recreation Center
8. Design Services – Town Center Informational Signage
9. Design Services – HR (Human Resource Dept.) Interior Renovation
FY 2026 Goals
• Completion of Town Center Informational Center
• Completion of the HR (Human Resource Dept.) Interior Renovations
• Completion of Roof Replacement YEC (Vernon E. Hargray Youth Enrichment Center)
• Completion of Roof Replacement Sunset Lakes Community Center
FRANCOIS DOMOND Utilities
Department Overview
The Utilities operation is a pure and essential government service recognized as a business enterprise. Contrary to other departmental operations, this department’s functions are directly drawn from an “Enterprise Fund” that earns its revenues by selling water and wastewater services. This business characteristic has long been recognized as a viable revenue source based on water, wastewater, and other infrastructure assets. This return on revenue assets allows the City to fulfill a primary function in providing effective & environmentally sound water treatment, wastewater treatment and disposal services. In the provision of these services, it is critical to meet regulatory guidelines in order to sustain the health and safety of citizens and customers of the City of Miramar. It is the goal of this Department to provide our residents, customers, and the business community a clean, safe, and productive environment through high water quality and infrastructure enhancement. This department is comprised of 177.5 budgeted positions, 172 full-time and eleven (5.5 FTEs) part-time employees.
DIRECTOR
FRANCOIS DOMOND
DIRECTOR
FY 2025 Accomplishments
1. Waste Water Reclamation Facility – Building N 2nd Floor Renovation
2. Obtained new 30-year Water Use Permit (WUP) from the South Florida Water Management District (SFWMD) effectively increasing the raw water allocation, which will support City’s future development.
3. Service Line Replacement Program – the City implemented a water pipeline conditions assessment and a Non-Revenue Water (NRW) management initiative, which incorporates the use of District Metered Areas (DMAs). This proactive approach facilitates the identification and replacement of aging pipelines, especially in areas with a history of frequent failures or significant water leakage. By addressing pipe failures before they occur, the City aims to prevent costly repairs, property damage, service disruptions, water loss, and potential water quality emergencies. As part of these efforts, a pilot study was conducted in the Silver Lakes area, where approximately 250 non-surfacing leaks were identified. This is an on-going process and the program will be expanded incrementally throughout the City.
4. Water Meter Replacement Program – replaced over 10,500 water meters throughout the City to ensure accuracy in readings and billings.
5. Geographic Information Systems (GIS) Update – as part of the Smart City initiative, the current utilities atlas maps were updated with the most current available information. This is an on-going and continuing process.
6. Completed the construction Country Club Ranches Watermain Improvements, Phase 2, which serves about 62 parcels.
7. Completed the engineering design of Country Club Ranches Watermain Improvements, Phase 3, which serves about 37 parcels.
8. Completed the replacements of sodium hypochlorite tanks at the Wastewater Reclamation Facility (WWRF).
FRANCOIS DOMOND
DIRECTOR
FY 2026 Goals
• Construction of the West Water Treatment Plant for an additional 2.5 MG treatment capacity.
• Design and Permitting of two Floridan Wells at Huntington and Country Club Ranches.
• Complete the replacement of over 12,000 water meters
• Design and Permitting of three offsite pipelines from the West Water Treatment Plan.
• Connect various communities to the City’s Reclaimed Water System.
• Repair, Rehabilitate and/or repair various aging infrastructure assets at the Water/Wastewater Treatment Plants, Water Distribution System, and Wastewater Collection/Transmission System.
• Initiate neighborhood water and sewer improvements program.
• Raw Water Main Expansion – a new raw watermain expansion (about 2 miles of pipelines) from South Huntington Park via Fire Barn Park at Country Club Ranches to the West Water Treatment Plant.
• Construction of Country Club Ranches Watermain Improvements, Phase 3.
• Utility Easement Acquisition for Country Club Ranches for about 110 parcels adjacent to private roads.
• Reclaimed Water Expansion project – completed 31,171 LF of pipelines (almost 6 miles) along major corridors covering on Miramar Parkway from Dykes Road to SW 184th Avenue, on SW 172nd Avenue from Bass Creek Road to Pembroke Road, on Pembroke Road from Dykes to SW 178th Avenue, and on SW 184th Avenue from Miramar Parkway to SW 25th Street.
• Completion of the SCADA (Supervisory Control and Data Acquisition) upgrade project to strengthen Department’s cybersecurity preparedness against malicious attacks. Cybersecurity for water and wastewater services is crucial to protect critical infrastructure from threats that could compromise public health, safety, and environmental integrity.
• Increase the number of service pipeline repairs to about 300 service lines.