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HomeMy WebLinkAboutItem #40 - Discussion ItemCITY OF MIAMI, FLORIDA 34 INTER -OFFICE MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: to/.1! �w- City Manager DATE: MAR ! e ;000 FILE SUBJECT: Annual Reports/Presentations REFERENCES: ENCLOSURES: RECOMMENDATION: It is respectfully requested that the City Commission abolish the Affordable Housing Advisory Board. BACKGROUND: As per §2-890 of the City Code, chairpersons of the following boards are required to make a presentation to the Commission: Affirmative Action Advisory Board Affordable Housing Advisory Board Bayfront Park Management Trust Citywide Community Development Advisory Board Civil Service Board Code Enforcement Board Downtown Development Authority Overtown Advisory Board City of Miami Cemetery Task Force Little Havana Special Events Advisory Committee Omni/CRA Advisory Board Overtown Advisory Board You will find the annual reports for the aforementioned committees attached. The Affordable Housing Advisory Board was formed as to construct a strategic plan for the receipt of State Housing Initiative Partnership (SHIP) funds. That plan has been filed; thus, the Board has served its purpose. Attached you will fmd the 1997 Annual Report which speaks to this matter. Per the City Clerk's record, the City of Miami Cemetery Task Force originated as the Dade Heritage Trust and was designated as the City of Miami Cemetery Task Force though the Clerk has not received a list of members as of this date. To date, the Administration has not received an annual report from the Little Havana Special Events Advisory Committee or the Omni/CRA Advisory Committee. The DDA Annual report will be distributed at the Commission meeting. DHW/MLW iNTEA-OFFICE MENiOJRAIiCLi?,t Donald H. Warshaw ........ —-�---.. City Manager January 12, 1999 SL7 1998 Annual Report of the Affirmative Action Advisory Maria Ferrer-Miralles Administrator _ Board Office of Equal O ' PPonunity/Diversity Program The Affirmative Action Advisory Board is submitting their 1998 City Ordinance 11130 Sec. 2-434 (Anne report of City Boards/Committees). Annual Report as required by Should you have any questions regarding this matter, I can be reached at 416-1990. MFM/nl UST ffi01 •a�:1nd ...., ....,.1�.S�wh il+iiYF+YwFxr.u..aiVSJF .;1 _ 2 a 1 fi'k a?�',y �° ' 4 n 0 City of .Miami AFFIRMATIVE ACTION ADVISORY BOARD 1998 ANNUAL REPORT Presented to Donald H. Warshaw City Manager Dr. Nora Hernandez Hendrix, Chairperson Dr. Ramiro Marrero Dr. Laurinus Pierre Charles J. Flowers Ivan Barrett Sam Mason Lt. Edward Pidermann Officer Alberta Duncan Overton Brooks Jessica Angel January IS, 1999 TABLE OF CONTENTS Page Goals and Objectives 1-2 Purpose 2 Community Needs 2 Major Accomplishments 2 Function 3 Membership 3 Costs 3 Cow% %S6".w. City of Miami Affirmative Action Advisory Board 1998 Annual Report The Affirmative Action Advisory Board is comprised of fourteen (14) members. The City Commission appoints ten (10) volunteer members, while the remaining members are appointed, one each, by four (4) certified bargaining groups of City employees, upon confirmation' by the City Commission. The staff liaison to the Board isOpportunity/DiversityOPPonity/Diversity Programs. fro in the Office of Equal Goads and ®bPectives The goals and objectives of the Board include the following; 1 • Provides advice and recommendations to the City Manager, Office of Equal Opportunity/Diversity Programs, other city departments, committees, and city groups, as deemed necessary and appropriate. 2. Reviews any plans relating to the City's Affirmative Action Program as prepared and submitted by the City's EEO Officer. 3. Conducts monthly meetings, open to the public, for discussion of the City's affirmative action program. Reviews specific complaints of alleged discrimination Properly brought before the board, and receipt of reports from the Office of Equal Opportunity/Diversity Programs. 4. Reviews and recommends to the City Commission the adoption of amendments, and revisions, ordinances, resolutions and other proposals to the City's Affirmative Action Program, for meeting present and possible future requirements. 5. Reviews employment policies and practices of the City and make recommendations to City departments through the EEO officer. 6. In cooperation with the Office of Equal Opportunity/Diversity Programs, serves as an instrument for informing the City Commission, City departments, agencies and the public of the continuing Affirmative Action Program and equal employment Opportunities in the City of Miami. 7. Offers commentary and recommendations, as necessary by the City Commission, concerning the City's Affirmative Action Plan andrected Programs. These comments and recommendations shall be presented directly to the City Commission. � •1 8. Serves as a resource to the City of Miami and its employees on such issues as affirmative action, equal opportunity, Consent Decree, Title VII, Americans with Disabilities Act, and other related matters. 9. Works closely with departments, and reviews, on an annual basis, their compliance with the Affirmative Action PIan, the number and nature of complaints received by the Board or the EEO Officer, cooperation with Board requests, and implementation of Board recommendations when applicable. When such reviews are completed, report cards on departments citing achievements or deficiencies shall be issued regarding the same and forwarded to each department and the City Manager. Purpose The Affirmative Action Advisory Board is actively serving the purpose for which it was created by Ordinance No. 9139. The Board has addressed a number of issues related to equal opportunity and affirmative action for City employees. The recommendations have enhanced the delivery of City services within an environment which recognizes and respects cultural, ethnic and gender differences. It has helped pave the way for providing a diverse workplace representative of the population of the City of Miami. Communi Needs Regarding community needs, Board members are also City residents, who work or maintain a business or own real property in the City of Miami. The City is advised of the concerns of City residents through its membership and in turn, informs its citizenry of efforts to improve diversity, equal employment opportunity, and other related issues. Major Ac wM fishments The following is a sampling of the Affirmative Action Advisory Board's major accomplishments during 1998: 1. Received and reviewed affirmative action monthly reports on new cases opened, cases closed, and the status of existing cases. 2. Received and reviewed periodic reports of the breakdown in all City departments/offices. 3. Continued to monitor Judge Kehoe's January 1995 Order of the Consent Decree. Received reports of promotions in Police and Fire -Rescue throughout the year. 4. Undertook an effort to work with Commissioners on appointments to the Board to ensure that the Board remains active and viable. NOTE: The Board was not able to meet regularly during 1998 due to continuous membership vacancies throughout the year and the absences of those appointed. Futtedott There is no other City Board, neither public or private, which serves the same function as the Affirmative Action Advisory Board. The City's Board was reestablished by City Ordinance #9139 in 1980 and has functioned since then. Membership In 1994, the Board was analyzed by the "Committee of Boards and the Committees Review Committee" which reviewed all City Boards and recommended that the Board remains structured by City Ordinance. Requirements for Board membership were also addressed. The Board recommends that the quorum be changed to the majority of appointees versus the majority of the available positions. It is not recommended that the number of members be modified. Costs As it pertains to costs associated with maintaining the Board, the Office of Equal Opportunity/Diversity Programs serves as the City Manager's liaison. A Secretary III is responsible for all duties associated with the eleven (11) annual meetings. This includes composing and typing correspondence; research; scheduling; recording and transcribing minutes; and package distribution for meetings. In addition, Maria Ferrer-Miralles, EEO Officer attends all meetings to facilitate the same. This individual provides regular services to the Board; serves as liaison to the City Manager and other City Departments; provides technical research; and other duties deemed necessary to run Board meetings effectively. Further, an Assistant City Attorney, appointed by the City Attorney, serves as the Board's liaison to the Law Department; attends meetings; and provides legal advice and suggestions when necessary. Any costs incurred through staff s time or mail outs will be incurred as part of the general budget of the Office of Equal Opportunity/Diversity Programs. Pursuant to APM 4-80, expenditures greater than one hundred dollars are approved for funding by the City Manager. The Affirmative Action Advisory Board, however, remains an effective alternate route to more costly formal arbitration or litigation. The Board's estimated cost is minimal when considering the more expensive costs to the City if the Board did not exist. The Affirmative Action Advisory Board was created to serve as an effective direct link and conduit between the City of Miami and its citizenry in -a highly culturally diverse atmosphere. The Board continues to strive to improve City services by reviewing and recommending changes when needed. As a result, its volunteer members should be applauded and supported for all their efforts on behalf of the City. The City of Miami and the City Manager fully support these significant contributions to improve the City by the Affirmative Action Advisory Board. Attachments: Board Bylaws Membership Roster 8 l . „'.•. r •' INTER -OFFICE MEMORANDUM Jose Garcia -Pedrosa = = City Manager January 14, 1998 = �� Through: Joseph R. Pinon, Assistant CityManager SUe.�EC7 g City of Miami Affordable Housing Advisory Committee =VO Elbert L. ters, Director RE=EREvc�s997 Annual Report Departure of Community Development ENCLOSURES Pursuant to City Code Sec. 2-890, this serves to transmit the attached 1997 Annual Report for the City Of Miami's Affordable Housing Advisory Committee. ELW:mb cc: Silvia Lowman Chief Deputy Clerk <Shared/Housing-1997Annual Report> City of Miami's Affordable Housing advisory Committee Annual Report (1997) Members: Herbert Bailey Chairperson Yvonne Bacarisse Rafael Cabezas I.issette Rodriguez Marty Urra Humberto Pellon Agustine Dominguez Anita Rodriguez-Tejera i 1 � Cih. oCmiami :affordable Housing Advisory Committee Annual Report Pursuant to Citv of Miami Code, Section 2-890, the following is the Annual Report for the City of :Lliami's Affordable Housing Advisory Committee. A. Pursuant to Florida Statutes Sections 420.9072 9 420 .9076. as well37.009 of the Florida Administrative Code, in order for he City of MiaamiCto rteceive funding under the State of Florida's State Housing Initiatives Partnership Program (SHIP), the City of Miami had to create an Affordable Housing Advisory Committee (AHAC) by ordinance to recommend monetary Affordable Housing Incentive Plan (AHIP)The C ty's AHAC nmust havecentivesr its members appointed by resolution and provide for nine members and their terms. The AHAC must include: 1) One citizen who is actively engaged in the residential home building industry; 2) One citizen who is actively engaged in the banking or mortgage banking industry; 3) One citizen who is a representative of those areas of labor engaged in home- building; 4) One citizen who is designated as an advocate for Low -Income Persons; 5) One citizen who is a provider of Affordable Housing; 6) One citizen who is a real estate professional, and 7) Three additional members as specified by the Local Government. The Primary purpose of the AHAC, was to create the City of Miami's Affordable Housing Incentive Plan. The City of Miami, had to, within twelve (12) months after establishing, by ordinance, its Local Housing Assistance Plan, submit to the State of Florida a Local Housing Incentive Plan (AHIP). The City of Miami's AHAC held public meetings in which it reviewed the established Policies and procedures, ordinances, land development regulations, and adopted City Of Miami's Consolidated Plan. AHAC recommended specific incentives to encourage or facilitate affordable housing while protection the ability of the properties to appreciate in value. The City of Miami's AHIP, was approved by the State of Florida on December 19, 1996. B. The following is the required information pursuant to City of Miami Code. Section 2- 434. 1) Is the Board/Committee serving the purpose for which it was created? Yes. AHAC as mandated by the State of Florida, has complied with the purpose which it was created. It has successfully completed the City of Miami's AHIP, which .has been subsequently approved by the State of Florida. In addition, the City's AHAC will be responsible for seeing; that the incentives contained within the adopted Citv of Miami's AHIP are complied with. �s&%4 a �i ,ur:.�0,s �) Is the Board, Committee sen•ing current communit% needs" Yes. One of AFIAC's primary objectives. is to promote the creation of new affordable housing in the City of tiiiami, as well as, protecting the ability of the properties to appreciate in value. Both of these objectives are of great service to the City of Miami and it's residents. 3) A list of the Board's/Committee's major accomplishments; The City of Miami's AHAC has successfully completed the City of Miami's Affordable Housing Incentive Plan (AHIP) and has secured the State of Florida's approval of same. 4) Is there any other Board/Committee, either public or private, which would better serve the function of the Board/Committee? No, The City of Miami's AHAC is a requirement of the State of Florida in order for the City of Miami to continue to receive funds under the SHIP Program. The Committee must contain the specific member composition as it does presently. S) Should the Ordinance creating the Board/Committee be amended to better enable the Board/Committee to serve the purpose for which it was created? There are no modifications to the Ordinance necessary at this time. 6) Should the Board's/Committee's membership requirements be modified? No, the Committee's membership requirements are set forth by the State of Florida and must not be modified. 7) The cost, both direct and indirect, of maintaining the Board/Committee. The membership of the City of Miami's AHAC is on a strictly volunteer basis and therefor produces no cost to the City. The forgoing Annual Report is hereby presented on behalf of the City of Miami's Affordable Housing Advisory Committee on this 9th day of January, 1998. Herbert Bailey, Chairperson/ �tS944s,� S January 26, 1999 Mr. Donald H. Warhsaw City Manager City of Miami 3500 Pan American Drive Miami, Florida 33131 Dear Mr. Manager, Pursuant to City Code Section 2-434, attached please find a copy of the Bayfront Park Management Trust's annual report. This report was approved by the Tnist at its meeting of January 26, 1999. Phase contact me if you have any questions. Sincerely, mmissioner L L. Plum r. Omirperson JLP/ts cc: file Mc. ® AY F R d N T PA R K MANAGEMENT TRUST 301 North Biscayne Boulevard Miami, FL 33132 pos) 3sa-7550 INDI9 mNvd INONfive zIUj4� 8£:01 I(1HZ166 SZ-'83d Bayfront Park Management Trust The Bayfront Park Management Trust was created in 1987 by the Miami Citv Commission to manage Sayfront park "for the purpose of insuring maximum coaunciaity utilization and wren to t." Operating with rune full time and one part -tithe persons, the Trust has endeavored is create a park that responds to the community's special needs. With an annual overall park Asitorship of 3 million. one million of whom attend the various cultural, ethnic and popular performances in the park's two amphitheaters, staff and board believe the park is teaponding to the community's needs. Accomplishments The Bayfront Park management Trust has accomplished much since its founding in 1987. Below is a list of the Trust's major accomplishments. The Nuimbem Since 1987, the Trust's budget has grown from approximately $132,401 in FY 8 7/88 to a Projected $3,790,500 in FY 98/99. Events held in Bayfront 87/88 to nearly 100 in FY 97/98. Of those 100 eves fully 5 /o were multi -cultural in nature and responded directly to the needs of Miami's diverse connmunity. Earned Incorse The Trust has been extremely successful in attracting earned income to support the Operation's of Bayfront Park In 1997/98 the Trust entered into an agreement Ventures, Inc., a gamma and entertainment vessel opwith Bayfront erating from the B agreement assures the a guaranteed annual income to the Trust for five y ems, with options to renew for two mono five year terms. Capital Improvements The Trust has worked since its founding to ensure the integrity of the Isamu Noguchi design of Bayfront Park. Noguchi, one of the Twentieth Century's fo the park to be a "wedge o£artinto the heart of the new world.remost sculptors, designed " Working together with the City Of Miami's Departments of Public Works and Asset Management, the Trust has been able to complete ninety-five punt of Noguchi's plan. Also included in these successes was the completion of 100% of repairs of the damages caused by Hurricane Andrew, Additional Accomplishments Negotiation of a valet parking agreement with gaming vessel operator. Purchased an intimate portable stage for use in various locations in $a}front park, as well as for rental to local performing groups. BAYFRONT PARK MANAGEMENT TAVST 301 North Biscayne Boulevar[i Miami, FL33r32 (305) 356-7550 > kscA ck� S00 d III-8Sl-SO£'']3I • ��9W }lZlifd AMA, V9 8S � I (fIH►166 ,Sl- '89d Completed a retrofit of the Mildred and Claude Pepper fountain in Bayfiont Park, which has decreased operating costs of the fountain by 70% and increased its hours of operation to between 16 and 19 hours per day. Continued to host site for major annual City of Miami signature events, such as the Hispanic Heritage Festivval, the Bob Marley Festival, the Big Orange New Year's Jamboree and the Ninth Annual America's Birthday Bash. Recognized by The Af ami F.rera:d as Miami's special event park. Completed negotiations for Feast for the pallette, a world class celebration of food and art to be held each year in April. Continued the Bayfront Park After park COnce1°t Series wherein the park hosted a fre seventeen performance series in the newly completed Tina Hills Pavilion. e Completing plans for the implemmtation of ARTEX, and arts based program for .the BaSdront Park Laser Tower and surroundings. The Amphitheater at Bayfront Park continues as the center of multi -cultural Miami, hosting festivals and celebrations featuring Afiican American, Haitian, Colombian, Puerto Rican and Caribbean music. Bevfmnt Park's landscape continues to improve as evidenced by the four time yearly change of plantings in the Challenger Memorial beds. As demonstrated by the above list, the Tntst has accomplished much in this past year. 1: does not appear that there is any other board, either public or private, that would better serve the public's interest Membership Requirements The membership of the Bayfront Park Management was reconstituted in May of 1994. The stye nlirxing of the Trust, decreasing As membership from 21 to nine, has made it a more effective decision making body. The nine members o f the Bayfront Park am representative of Miami's cultural and ethnic makeup. one member of the i�e] ted of of the City of Miami; the eight remaining members represent Miami's business, professional and cultural communities. The Trust currently oversees the 3Z acres of Bayfront m Park and the approximately 32 aes of Bicentennial Park. Membership in the Trust does not need to be modified. Cost Effectiveness of Trust The Bayfront Park Management Trust is an extremely cost effective method for the City to operate and maintain Bayfront Park. Total cost, direct and indirect, to maintain the Trust is B AV F R O N T PA R rK MANAGr: MlENT TRUST 4 301 North 8iscayrie Boulevard Miami, FL 33i32 (305)356-7550 O_ �&n 2 PH 'd - -- II I-8SF-SOE '13,L �i\J1h Md J,Ii02idM 6£:01 (nH,I)66 Si-'83a $5,000. Conclusion The Bayfmnt Park Management Trust has been extremely successful In bringing guidance and leadership to the development of 13ayfsont park. It has fulfilled and surpassed the mandate of its charter, and intends to continue to do so into the future. BAYFIRONT PARK MANAOEMENT TRUST 301 Nonh Biscayne Bouievard Miami, FL 33iw (306) QW7550 �►' GtA %�7. F cad 'd I I I-BSA-S0£ : �3.L �!l�Ni ?i��d �fi02id,1�8 62: 1.1 i (M) 66 ,Si- 'ddd .... �.,-,_Tm..,,,..E �.�ww.ab�kAaS.yxwilt�,:�j; . .,: ., ;:,a rn'•_r-r..•. 01-25-1999 12:36PM FROM TO 93054162090 P.02 January,1999 CITY WIDE Cep YUINITY D�LOP MARTIN McKI+ GHT, CHA AMEN RY $OAS a) whether the board is serving the purpose for which it was created, THE .BOARD WAS CREArED TO AMET FEDERAZ G CITIZEN PARTICIPA-hNG. UIDELINES THAT CALLS FOR b) whether the board is serving cunt counInuai . ty needs. 71E BOARD A40VED TO GIVE EACH OF TIDE C $I,000.O0O.OQ MAT TICE V�pU ITY'S EIGHT TARGET Alt WOULD FUND. LD DECIDE ONEA WHAT AGENCIES THEY c) a list of the board maJor accomplishments. AS M"DATED; OPENED THE PROCESS UP FO R CITfzENS TO PARTICIPATE. d) whether there is any other f'zcaon of the board_ board, either public or private, which would better s etved the NO, UNLESS 'nM CITY COAZOSSION ACT AS e) whether THE BOAS,U. the o1*=ce cmating the board serve the purpose for which it was boardshould be amended to better enable the board to YES, Tlip- OItD'N'A'VCE SHOULD BE AXMMZD ARE AESENTA40RE TITAN SO T�IATBOARD THE BOARD COULD PUIVCTi nCE SHOULD BE REMOVED I AMBERS WHO NTH A QUORUM, MMEDIATELy SO THAT whether the boards membership requirements should be modified. YES, ALL BOA HEMMERS SHOULD LIVE g) the IN A TARGET AREA. 9) cost, both direct, and indirect, of maintaining the board. M&A qu 0 CIVIL SERVICE BOARD. 1998 ANNUAL REPORT_`; • -•�__ __� .. 1 service hoard was originally created in 1921, it was designed to perform managerial and adjudicatory functions simultaneously; however, the current City Charter Provides for a Civil Service Board consisting of five (5) members to adopt, amend and enforce a code of rules and regulations providing for appointment and employment in all positions in the classified service subject to approval of the City Commission. The Board is responsible for investigations concerning the enforcement and effect of Section 36 of the City of Miami Charter and Code of Laws and of the Rules adopted. The principal functions of the Civil Service Board as they relate to the Civil Service Rules and Regulations are: • To investigate allegations of fraud and discrimination in the em to appropriate sanctions. This responsibility is specified in Civil Service eRule 17 and elates to the Board's investigatory function. an • To formulate personnel policies for City make recommendations as outlined in ��l SerrvvicetRu Rand ule revs rule applicants s complaints e Board's Policy function. • To establish procedures and grounds for disciplinary request of an employee dismissed, suspended, demoted, laid off or reduced hearings actions and conduct pay byupon Department Director. These duties of the Board are conducted in accord with provisions of Rule 14 and are a part of its appellate function. • To hear complaints of employees and investigate allegations concerning abuse of power in appointments, layoffs, demotions, removals without justification, and suspensions. The authority of the Board is exercised in accord with Civil Service Rules 16 and 17. • To amend, repeal or supplement any Civil Service Rule, subject only to approval of the City Commission, as in accord with Rule 18. This rule relates to the Board's rule -making function. Additionally, the Civil Service Board is responsible for performing those administrative functions that affect the integrity of the merit system. These include, the authority o the Board: • Tlob pass names on open, promotional, and lay off registers. The Board exercises this authority in accord with Civil Service Rules 8.3, 8.4 and 12.2. • To extend probationary periods beyond the limits established in Civil Service Rule 9.3. • To approve transfers to other classifications under specified conditions in accordance with Rule 11.1. • To approve job assignments that are beyond the routine scope of the Rules responsibility is exercised in accord with Civil Service Rule 11.2. . This • To conduct hearings and make decisions on employees who have received unsatisfactory service ratings as specified in Civil Service Rule 13. PAGE 1 OF 6 b I &.%t %&a;-. s�zU Us- r {a CIVIL SERVICE BOARD 6 1998 ANNUAL REPORT AW. J1T • To authorize active duty military leave of absence and return from active duty within one (1) year of the date of separation from active duty in accordance with Florida Statutes, Section 295.09. • To approve re-employment of former employees under specified conditions in accordance with Civil Service Rule 12.4. • To approve waiver of examination requirements. • To approve voluntary demotions. • To approve application for seniority rights from probationary employees appointed to the unclassified service as provided in Civil Service Rule 8.14. • To approve application for seniority credit from employees re-employed under Rule 12.4. • To ratify addition of job classifications under the Career Opportunity Program and/or make amendments to the policy. The Board is serving the purpose for which it was created as is evident by the items acted upon during the twenty-five (25) Civil Service Board meetings held during 1998. Verification of Civil Service Board actions are listed in Board's minutes and also under the significant accomplishments section of this report. Yes, the Civil Service Board is serving the current needs of both the workplace community, which is comprised of City of Miami employees, and also the community in the sense of the residents of the City of Miami. The Board is serving as overseer to protect the merit system and to ensure that established rules, regulations, policies, and procedures are utilized in the hiring of capable people into the City's workforce. The Civil Service Board provides a relatively inexpensive and prompt forum for review of relevant personnel issues and formulation of personnel policy for City government; adjudication of classified employees appeals of disciplinary actions; and investigation of employees complaints and allegations of fraud, discrimination and abuse of power. Such a forum is in keeping with the 14th amendment of the United States Constitution which not only requires that individuals be afforded "due process" in a tangible manner, but it also brings government and legal review to the grass roots level with grass root involvement by way of both commission appointed and employee elected membership. CIVIL SERVICE BOARD MAJOR ACCOMPLISHMENTS 1998 PAGE 2 OF 6 Oka `V Y CIVIL SERVICE BOARD { 1998 ANNUAL. REPORT The Civil Service Board conducted one (1) Unsatisfactory Service Rating Hearing and seven (7) hearings of appeal which consisted of two (2) dismissals, three (3) suspensions and two (2) forfeitures of earned overtime. A sampling of the personnel matters considered by the Board are as follows: • Sixty (60) requests for extension of probationary periods from the various departments. • Six (6) requests for retroactive seniority credit. • Three (3) requests for waivers of time -in -grade. • One (1) request to grant seniority credit for previous seniority as a Police Officer. • Seventeen (I7) requests for appearances before the Board relating to: • Rule 16.1 Investigations (5) • Fire Fighter Applicant Disqualification (3) • Extension of PSA Employment Tenure (3) • Police Sergeant Exam (3) • Expansion of Recruitment boundaries for Firefighter position (1) • Inability to take TC III exam (1) • Restoration of benefits and full seniority (1) • One (1) Request to return to former classification after return from military leave. • Two (2) requests for re-employment. • Two (2) requests for Rule changes. As required under Labor/Management Policy LMP-3-92, "Interview Process", the Board provided one trained monitor who participated in, and reported on, fifteen (15) interviews for new hires and promotions for classified positions. In support of the City of Miami's embarking on a new era of improved performance and customer service for its residents and stakeholders, the Civil Service Board completed and submitted to the City Manager its Departmental Operational Plan. As a result of information included in the department's environmental assessment survey sent out to residents, employees, administrators, and union presidents, and suggestions by the Blue Ribbon Task Force on City Administration, the Board will be updating the Civil Service Rules and Regulations over the next 18-24 months. PAGE 3 OF 6 P &4A � CIVIL SERVICE BOARD 1998 ANNUAL REPORT L, No, there is no other board, either public or private which would better serve the function of then City of Miami Civil Service Board. Locally, this Board is the only one of its kind and there needs to be an independent entity which is free to act and oversee the actions of City Administration, as it relates to employment, to ensure that there is no abuse. Our research shows that unlike most merit or Civil Service Systems Boards, the City's Civil Service Board has the involvement of community leaders and labor unions. Such a mixture of involvement balances the frequently competing interest of City Administration, employees and citizens of the City and has fostered an element of trust and fairness in the minds of many employees. The Civil Service Board's current principal responsibilities are to perform adjudicatory functions to ensure that merit system principles are being followed. Board members believe that the following merit system principles should be incorporated as part of the current Civil Service Rules. These principles would serve as a basis for having the rules and the Board could guard these principles and ensure that they are exemplified in all personnel management practices initiated by the City of Miami. Merit System Principles • Recruitment should try to achieve a work force made up of qualified people from all segments Of society, and selection and promotion should be based solely on merit, after fair and open competition. • All employees and applicants should be treated fairly, without discrimination, and with proper regard for their privacy and constitutional rights. • Equal pay should recognition should h th be provided for work of equal value, with appropriate consideration for e rates paid by private sector employers, and appropriate incentives and reiti provided for excellent performance.be • Employees should maintain high standards of integrity, conduct, and concern for the public interest. • The City work force should be used efficiently and effectively. • Retention should be based on performance, inadequate performance should be corrected, and employees who cannot or will not improve their performance to meet required standards should be separated. • Employees should be provided effective education and training in order to achieve better organizational and individual performance. • Employees should be protected against partisan politics and may not use their offices for partisan political purposes. • When employees legally disclose information evidencing wrongdoing, they should be protected from reprisal. PAGE 4 OF 6 SWJAS"-*'` -' CIVIL SERVICE BOARD 1998 ANNUAL REPORT`S The Board feels that the current prohibited personnel practices listed under its ordinance should be expanded to include the following additional prohibited personnel practices: • Soliciting or considering statements concerning a person under consideration for a personnel action unless the statement is based on personal knowledge and concerns the person's qualifications and character; • Coercing the political activity of any person, or taking any action as a reprisal for a person's refusal to engage in political activity; • Deceiving or willfully obstructing anyone from competing for employment; • Influencing anyone to withdraw from competition for any position, whether to help or hurt anyone else's employment prospects; • Giving unauthorized preferential treatment to any employee or applicant; • Nepotism; • Taking or failing to take, or threatening to take, a personnel action because of an individual's exercising any appeal, complaint, or grievance right; testifying or lawfully assisting any individual in the exercise of any appeal, complaint, or grievance right; or refusing to obey an order that would require the individual to violate a law. The Civil Service Board's responsibilities should include the annual review of significant actions and personnel policies of the Department of Human Resources to determine if they are in accord with merit system pnnciples and free from prohibited personnel practices. The Board could be responsible for conducting special studies covering topics representing current personnel issues in government and new City personnel policies. The Board's completion of such studies on personnel issues better serves the community by bringing issues to the surface, having public hearings on these issues, and making its findings known in the form of reports which could be made available to the community. The current Civil Service Board members do not feel that membership requirements should be modified at this time. g`Y:art'll'he,cosf tiath:direetarid;indirecl.ofinaintaixuagthe Board Below is a summary of the actual direct cost of maintaining the Civil Service Board during fiscal year 1997-98. There are no identifiable indirect costs associated with this Board. ' PAGE 5 OF +6 WA4-' CIVIL SERVICE BOARD 1998 ANNUAL REPORT CIVIL SERVICE BOARD 1997-98 BUDGET APPROPRIATION - FY 1997-98 237,578 (REVISED BUDGET) EXPENSES: Personnel Expenses 5 Board Members 4 Office Staff Salaries and Wages 191,682 Fringe Benefits 13,409 Operating Expenses Advertising 0 Travel and Per Diem - Other 298 Parking 4 Postage Rent of Equipment - Outside 408 2,241 Food Professional Services - Legal 132 9,792 Professional Services - Other 1,711 Commun. Serv. Teleph. Outside Repair/Maintenance - Outside 1.292 Office Supplies 0 1,204 Repairs - Equipment Supplies 0 Paper Stock - Printing 288 Books, Publications, Memberships 957 Police I.D. 4 Total Operating Expenses 18,331 CAPITAL OUTLAY Equipment - New 0 Equipment - Replacement 0 Total Capital Outlay 0 TOTAL ACTUAL EXPENSES 223,422 BALANCE 14,156 PAGE 6 OF 6 )> • CODE ENFORCEMENT BOARD ANNUAL REPORT 1998 IS THE BOARD SERVING THE PURPOSE FOR WHICH IT WAS CREATED? The Code Enforcement Board (CEB) consists of seven (7) members and two (2) alternates, all of whom are appointed by the City Commission. Each Commissioner Aril] appoint one (1) member and the other four (4) including the two (2) alternates, will be appointed at large by the Commission. All members are appointed on a volunteer basis and are not compensated in any form. The CEB meets at least twice a month except in the month of August. Yes, the CEB serves the purpose for which it was created. This is to promote, protect and improve the health, safety and welfare of the citizens of the counties and municipalities of this State by authorizing the creation of administrative boards with authority to impose administrative fines and other non criminal penalties to provide an equitable, expeditious, effective and inexpensive method of enforcing any codes and ordinances in force in counties and municipalities, where a pending or repeated violation continues to exist. The City of Miami CEB actions have served the above described purpose. IS THE BOARD SERVING CURRENT COMMUNITY NEEDS? Yes, the Board has acted in a professional and honorable manner in preceding to meet present community needs in its pursuit to promote, protect and improve the health, safety and welfare of its citizens and has made sure that no violation presents a serious threat to said community. A LIST OF THE BOARD'S MAJOR ACCOMPLISHMENTS DURING 1998 1) The CEB has met 21 times. 2) The CEB heard 512 cases. 3) As a result of the above, the Office of Hearing Boards sent 300 Code Enforcement Orders. 4) The Office of Hearing Boards prepared 36 agendas and 36 marked up agendas. IS THERE ANY OTHER BOARD, EITHER PUBLIC OR PRIVATE, WHICH WOULD BETTER SERVE THE FUNCTION OF THE BOARD? No. The CEB is a statutory created body under Sections 162.01-162.13 and better known as the "Local Government Code Enforcement Boards Act". It is the belief of the present Board that there is no other board either public or private which would better serve the City of Miami community or the functions of the Board. SHOULD THE ORDINANCE CREATING THE BOARD BE AMENDED TO BETTER ENABLE THE BOARD TO SERVE THE PURPOSE FOR WHICH IT WAS CREATED 9 The Office of Hearing Boards is coordinating its efforts with the Building and Zoning Department and the City Attorney's Office to address this issue. SHOULD THE BOARD'S MEMBERSHIP REQUIREMENTS BE MODIFIED? The CEB members should be residents or own a business in the City and shall be responsible to enforce technical codes of the City of Miami. Appointments shall be made in accordance with the City Charter on the basis of experience or interest in the subject matter jurisdiction of the Board. The membership of the Board shall whenever possible consist of an architect, a business person, an engineer, a general contractor, a subcontractor and a real estate agent. It is the belief of the Board that said requirements are proper and should not be presently modified. This report was submitted to the CEB on January 20, 1999 for its approval. Should you need further information, please contact me. Sincerely, Charles McEwan Chairperson Respectfully submitted this — day of January, 1999. 00— M() • --> F THE COST, BOTH DIRECT AND INDIRECT, OF MAINTAINING DIRECT COST THE BOARD * Attorney Armando Bucelo (CEB) 100% _ **City's Contribution for Insurance for $18,000.00 Attorney Armando Bucelo = $ 5,721.60 TOTAL = $23,721.60 Resolution No. 96-729 approved by the City Commission on October reduced this cost not to exceed $189000.00 for FY `96-997. 10,1996 **Resolution No. 96-900 approved by the City Commission on December reduced this cost to $0 for FY '96_997, r 12,1996 City Commission on July 10,1997 increased back to thesolution No. e orgi approved n the The above actions were made per the recommendationg�nal amount. Strategic Financial Recovery of 1Vlerrett R. Sherheim's Recovery Plan. Plan which was part of the FY 1997 Financial DIRECT COST 'T'eresita L. Fernandez Chief, Office of Hearing Boards 12 hrs. X $35.61 X I 1 mo. _ $ 4 M. Isabel Reyes ,700.52 Administrative Aide II 80 hrs. X $17.86 X 11 mo. _ $15 Office of Hearing Boards ,716.80 Elena M. Gonzalez Administrative Aide II 40 hrs. X $19.66 X I 1 mo. _ Office of Hearing Boards $ 9,650.40 Angela George Typist Clerk III 100 hrs. X $11.55 X 11 mo. _ Office of Hearing Boards $12,705.00 Professional Court Reporter/Transcriber Rental/Equipment co $ 4,227.00 (copying services -agendas) _ $ 2,500.00 Special Services -Recording of (CEB - Enforcement Orders _ $11,357.00 TOTAI, _ $59,856.72 NUISANCE ABATEMENT BOARD ANNUAL REPORT 1998 The Nuisance Abatement Board (NAB) was created in 1991 as a "quasi-judicial forum to resolve controversies over the existence of public nuisances, such as violative use of property in Miami, where crimes, crime related conduct, annoying and/or injurious use of property flourish" and as specifically defined in Chapter 46 Public Nuisances of the Code of the City of Miami. The NAB is dutifully serving its purpose by alleviating public nuisances and addressing community complaints within the City of Miami. The NAB during the past year has heard a total of eleven cases. IS THE BOARD SERVING CURRENT COMMUNITY NEEDS? The NAB strives to maintain an open door policy with the various communities and residents within the City of Miami, as these citizens and professionals are vital to the successful operations of the Board. The Board offers five conduits for citizens and business persons to express their needs, concerns, suggestions and complaints: Community Call -In: This Call -In segment is conducted during the monthly hearing at City Hall. The telephone number is displayed on the television screen and allows city residents to call in and ask questions and address issues about Nuisance Abatement procedures. These questions are then answered at the end of the televised segment by the Board chairman. The interaction has been extremely successful in bringing government to the people. • Community Concerns: This portion is similar to the call -in segment. Residents who attend the monthly hearing at City Hall may express their concerns in person. A LIST OF THE BOARD'S MAJOR ACCOMPLISHMENTS The NAB has made significant and numerous accomplishments since its inception not only in Miami -Dade County but statewide and nationally: Volume of cases: The NAB (since February 1992), has heard a total of 122 cases over the six year period. Of the one hundred twenty two cases, seventeen were heard in1992, twenty eight were heard in 1993, twenty five were heard in 1994, nine (9) were heard in 1995, eighteen were heard in 1996, fourteen were heard in 1997, and eleven were heard in 1998. IS THERE ANY OTHER BOARD, EITHER PUBLIC OR PRIVATE, WHICH WOULD BETTER SERVE THE FUNCTION OF THE BOARD? The NAB serves as a leader and a model for numerous Boards. Therefore, it is believed that there are no existing boards, public or private, that would better serve the function of the NAB. SHOULD THE ORDINANCE CREATING THE BOARD BE AMENDED TO BETTER ENABLE THE BOARD TO SERVE THE PURPOSE FOR WHICH IT WAS CREATED? An amendment to the Code was adopted at the end of 1997 through a consolidated effort of the Office of Hearing Boards and the City Attorney's Office. SHOULD THE BOARD'S MEMBERSHIP REQUIREMENTS BE MODIFIED? The NAB of the City of Miami is hereby created to serve as a quasi-judicial forum in which controversies over the existence of public nuisances may be resolved in the public interest with due process of law. This Board shall consist of five individuals who reside, own real property or maintain a business office within the City of Miami and who are appointed by the City Commission. All members shall serve a term of one (1) year or until the nominating Commissioner leaves office, whichever occurs first. Each City Commissioner shall nominate one (1) member for appointment to the Board. Any member may be reappointed by the City Commission not more than six consecutive terms. Appointments to fill a vacancy shall be for the remainder of the unexpired term. .t THE COST, BOTH DIRECT AND INDIRECT, OF MAINTAINING T DIRECT' COST HE BOARD • Attorney Douglas Broeker (NA13) 100% INDIRECT COST Teresita L. Fernandez Chief, Office of Hearing Board 2 hrs. X $35.61 X 11 mo. M. Isabel Reyes Administrative Aide II Office of Hearing Boards Angela George Typist Clerk III Professional Court Reporter/Transcriber 5 hrs. X $17.86 X 11 mo. $18,000.00 $ 783.42 $ 982.00 $ 254.00 _ $ 662.00 $ 2,681.42 • Resolution No. 96-730 approved by the City Commission on October 1Q:1996 reduced this cost not to exceed $18,000.00 for FY `96-997. The NAB operated annually with a $137,828 00 budget, which included the above direct cost. Due to Merrett R. Stierheim's the City Strategic Financial Recovery Plan approved b Commission on December 30, 1996 as part of the Financial RecoveryPlan the NAB is now operating with a budget of $29,584.00 and all the functions have been taken over by the Office of Hearing Boards. 2 hrs. X $11.55 X 11 mo. TOTAL This report was submitted to the NAB on January 21, 1999 for its approval. Should you need further information, please contact me. Sincerely, Robert L. Valledor Chairperson Respectfully submitted this _. day of January, 1999. 0 Leroy Lloyd President Desi Echoles Vice President Y Jazz Irrizarry Secretary lack Lau Treasurer February 25, 1999 Mr. Donald Warshaw City Manager City of Miami 444 S.E. 2nd Miami, Florida 33131 Dear Mr. Warshaw: OFFICE 99 HAR'% a2 Ali 11: 2 Pursuant to City Code Sec 2-434. The following is the Overtown Advisory Board's report for the year 1999. Question: Is the Board serving the purpose for which it was created? MEMBERS Yes, The Board is supporting and encouraging development project, historic presentation and City funded or assisted activities Charles J. Flowers and improvements within the Overtown area. Dorothy Fields Lillian Slater Throughout the course of the year as items were brought before the Overtown Advisory Board, for review, The Board has been Geneita Welch assertive in informing all necessary parties that all City funded or Derek Lewis assisted projects must be brought before the Overtown Advisory Board for recommendation to the City Commission. Demas Jackson Question: Is Board serving community needs? Yes, The Overtown Advisory Board advises the community regarding all City funded and/or assisted projects affecting the Overtown area. The Board also keeps the community abreast of this progress. The Board serves as a liaison for the community and any and all complaints received by the Board are forwarded to the proper authorities for proper resolution. Questions: A list of the Board's major accomplishments The Board provided recommendations to the Community Development Citywide Advisory Board for funding proposals in the Overtown Area. Effectively resolved community complaints and concerns through 1490 N.W. 3rd Avenue/Miami, Florida 33136 � R • f dissemination to the proper agencies for resolution. Collaborated with the Community Redevelopment Agency in matters the pertaining to the Southeast Overtown Park -West Redevelopment area. Initiated plans to establish a Youth Cultural Center in the Overtown Community Supported the Overtown Optimist in keeping youths occupied and off the streets by establishing several programs. The Football program encouraged over 300 youths to participate. Basketball programs were promoted at Williams and Dorsey Park in Overtown. An after School program was held at Booker T. Washington Middle School. Dance program were held. Collaboration with the MCPBA to establish the First Black Police Precinct in Miami to be designated as a Historical Site and Cultural Center. Establish and obtained 501 C 3 Status in an effort to obtain grants and funding for the O.A.B. Establish an Economic Development Committee to research all plans for and to produce an implementable action Plan for Overtown. This plan will be presented to the City of Miami City Commission. In conjunction with the CRA and St. john's CDC the OAB coordinated meetings to host a Design Charrette in Overtown being nominated as an Eastward Ho! Design Charrette Community. The Overtown area will receive a design Charrette and related technical assistance form the Urban design staff of the Treasure Coast Regional Planning Council. Conducted several meeting with respective representative of State County and City Governments with the view of establishing directions for Overtown. Regarding discussed the State,discussed Overtown involvement for plans regarding the Enterprise Zone allocation. As regards the County discussed the funding allocated to MMAP and how it will be used. As regards the City,held meetings and discussed the general approach to do implementable projects for the Overtown Community. Question: Is there any other board, public or private, which would better serve the functions of the board. 1;!-1r:M- M.:... The Overtown Advisory Board does not feel that another Board, public or private would be effective in serving the purpose of the Overtown Advisory Board. Question: should the ordinance creating the board be amended to better enable the Board to serve the purpose for which it was created. Ordinance #11211 supported by Amended Ord #11326 effectively details the responsibilities and duties of the Overtown Board. Question: should the Board's membership requirements to be modified? No. The membership requirements of the Overtown Advisory Board as set forth in ordinance #11211 are as follows: The Overtown Advisory Board shall consist of Thirteen (13) Eleven (11) to be elected and two (2) to be nominated one (1) by the mayor of the City of Miami and One (1) by the City Commissioner for the Overtown District. Persons seeking elective membership on the Overtown Advisory Board shall be deemed qualified if he/she is 18 years of age or older, and; (1) is a resident of the Overtown area; or (2) owns property in the Overtown area; or is an employee or a board member of a community based organization or community development corporation located in and providing services to the Overtown area; or (4) operates a business in the Overtown area. The Overtown Advisory Board is satisfied with these requirements. Question, The cost both direct and indirect, of maintaining the board. Insufficient staff and no funding is causing serious problems in the effective operation of the Overtown Advisory Board. Although the Board has been assigned a staff liaison form the City of Miami, the assigned duties far exceed the capabilities of any one person our office is not furnished, not staffed and seem to lack the support of other City Agencies. (7) Despite an office being assigned to the OAB it is further in need of repairs, furnishing and equipment. This concludes the report of the Overtown Advisory Board. Please feel free to contact Rev. Leroy Lloyd, Chairperson of the Overtown Advisory Board or Hammond Noriega Overtown Advisory Board Liaison at (305) 579-3328 for further information. °�Siinc eiy. "C�1, Fr Leroy Iloyd Chairman OAB �.%