HomeMy WebLinkAboutM-95-0177I CITY OF MIAMI, FLORIDA
` INTER -OFFICE MEMORANDUM 10
TO : Honorable Mayor and Members of DATE : FEB 2 4 1995 FILE
the City Commission
sua,►ECT : Discussion Item
FROM : REFERENCES
Ces io
City ger ENCLOSURES:
Pursuant to Section 2-436 of the City Code, discussion concerning "Sunset'
Review of Boards for the following boards:
• Affirmative Action Advisory Board
• BayFront Park Management Trust
• Citywide Community Development Advisory Board
• Civil Service Board
• Code Enforcement Board
• Downtown Development Authority
• 4vertown Advisory Board
Section 2-436 (2) and (3) requires that the Chairperson of each Board submit an
annual report, copies attached, and make an oral presentation to the
Commission during the month of March of each year, after which the
Commission will decide whether to abolish, continue, consolidate or modify said
Board.
W2- 9 5 - 17'7 /0 - t
HIAM CODE
i 2-436
-**S. City clerk to keep records of Sec. 2- &';. NET administrator as liaison to
boards. * boards.
The city clerk or his/her designee shall serve as
liaison between the city commission and all city
boards. He/she shall prepare a standard form to
be used by all boards to report their members'
attendance to their meetings. All city boards shall
submit copies of the minutes of their meetings
and records of their members' attendance to said
meetings to the city clerk within five (5) days after
each meeting. The city clerk shall inform the city
commission whenever a board member has ex-
ceeded the number of permissible absences and
said board member will be automatically removed
from the board. The city clerk shall then inform
the city commission in writing that the position
has been declared vacant and a successor member
must be promptly appointed to fill the vacancy.
(Ord. No. 11130, § 5, 3.24-94) '
Sec. 2.434. Annual report.
Commencing with the year 1995, each city board
and committee shall report in the following
manner:
(1) By January 15,1995, and thereafter by Jan-
uary 15th of each subsequentyear, its chair-
person shall submit a report, approved by
the board, to the city manager setting forth
the following information concerning the
board:
a.
Whether the board is serving the pur-
pose for which it was created.
b.
Whether the board is serving current
community needs.
c.
A list of the board's major accomplish-
ments.
d.
Whether there is any other board, ei-
ther public or private, which would
better serve the function of the board.
e.
Whether the ordinance creating the
board should be amended to better en-
able the board to serve the purpose for
which it was created.
f.
Whether the board's membership re-
quirements should be modified.
g.
The cost, both direct and indirect, of
maintaining the board.
(Ord. No.
11130, § 5, 3-24-94)
* amended by Ord. 11188
Supp. No. 48
292
Each NET (Neighborhood Enhancement Team)
administrator of the city shall be the city admin-
istration's liaison to boards which operate within
its geographical area of responsibility.
(Ord. No. 11130, 4 5, 3.24-94)
Sec. 2.436. "Sunset" review of boards.
Commencing with the year 1995, each city board
shall be reviewed in the following manner:
(1) By February 15th of the year in which a
board is to be reviewers, the city manager
shall deliver to the city commission the re-
port submitted by the chairperson of each
board pursuant to section herein -
above, 2 — 4 3 4
together with any recommendation
or comments the city manager desires to
submit.
(2) During the month of March of each year in 19
which a board is to be reviewed, the chair-
person shall make an oral presentation to
the city commission. Said presentation shall
be based on the report set forth in -section
i?-tQ& above. At the conclusion of the oral
presentation by the s chairperson, 2 — 4 :
any individual commissioner may request
the formation of a special purpose board,
(hereinafter referred to as the "SPB"), con-
sisting of hive (5) members appointed by the
city commission. The SPB shall evaluate
the chairperson's report, the city manag.
er's recommendations and any other infor-
mation it deems relevant to determine
whether the board being reviewed shall con-
tinue in its present form. The SPB shall
make a report to the full commission within
ninety (90) days.
(3) At the conclusion of this review process,
the city commission shall determine
whether to abolish, continue, consolidate or
modify the board for the ensuing four (4)
years thereafter. Nothing contained herein -
shall be construed to authorize the aboli-
tion, consolidation or modification of any
multijurisdictional board.
95- 177 ::
62436
ADDIDUSTRATION
(4) The following boards shall initially be re-
viewed in the following years and shall be
reviewed every four (4) years therpafter.
a. 1995:
•Affirmative Action Board
9 Bayfront Park Management Trust
• Citywide Community Development
Advisory Board
• Civil Service Board
• Code Enforcement Board -
•Downtown Development Authority
.Overtown Advisory Board
b. 1996:
Planning Advisory Board
Zoning Board ..
• Street Codesignation Review
Committee
Committee
• Committee on Ecology and Beauti- L.
fication `
Occupational License Equity Study
Commission
Tax -Exempt Property Steering
Committee
• International Trade Board . -
c. 1997: V
Commission on the Status of Women
Coconut Grove Parking Advisory
Committee
• Audit Advisory Committee
Urban Development Review Board
Latin Quarter Review Board
Of -Street Parking Board
• Nuisance Abatement Board
d. 1996:
Historical and Environmental Preset
vation Board
Health'Facilities Advisory Board
• Miami Sports and Exhibition Authority
Property and Asset Review Committee
Budget and Finances Review
Committee
• Waterfront Advisory Board
• Coconut Grove Standing Festival t
Committee
(5) All boards created after the effective daze
of this article shall be placed in the appro-
Supp.°No. 48
62436
priate area under subsection (d) herein -
above, and small be reviewed in accordance
therewith.
(Ord. No. 11130, § 5, 3-24.94)
V
293
M next pap Is 3111
.7ei
CITY OF MIAMI
AFFIRMATIVE ACTION AD VISOR Y BOARD
1994 ANNUAL REPORT
presented to
Cesar H. Odio
City Manager
January 10,1995
TABLE OF CONTENTS
Goals and objectives
Purpose
Community needs
Major accomplishments
Function
Membership
Costs
Page
1-2
2
2
2-3
3
1,4
4
95- 177
a
City of Miami
Affirmative Action Advisory Board
1994 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
the four (4) certified bargaining groups of City employees, upon
confirmation by the City Commission. The staff .liaison to the
Board is the Department of Equal Opportunity/Diversity Programs.
Goals and Objectives
The goals and objectives of the Board include the following:
1. Provide advice and recommendations to the City
Manager, Department of Equal Opportunity/Diversity
Programs, other city departments, committees, and city
groups, as deemed necessary and appropriate.
2. Review any plan relating to the City's Affirmative
Action Program as prepared and submitted by the City's
EEO Officer.
3. Review and recommend to the City Commission the
adoption of amendments, and revisions, ordinances,
resolutions and other proposals to the City's
Affirmative Action Program Plan, for meeting present
and possible future requirements.
4. Review employment policies and practices of the City
and make recommendations to city departments through
the EEO Officer.
5. In cooperation with the Department of Equal
Opportunity/Diversity Programs, serve as an instrument
for informing the City Commission, City departments,
agencies and the public of the continuing Affirmative
Action Program and equal opportunity in'the City of
Miami.
6. Offer commentary and recommendations, as necessary or
as directed by the City Commission, concerning the
City's Affirmative Action Plan and Programs. These
comments and recommendations shall be presented
directly to the City Commission.
7. Serve as a resource to the City of Miami on such
issues as affirmative action, equal opportunity,
Consent Decree, Title VII, Americans with Disability
Act, and other related matters.
95— 177
8. Work closely with departments and review, on an annual
basis, their compliance with the Affirmative Action
Plan, 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. The Board has addressed a
number of issues related to equal employment 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, and has helped pave the way for providing a diverse
workplace representative of the population of the City of Miami.
Community 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, inform its citizenry of
efforts to improve diversity, equal employment opportunity, and
other related issues.
Major accomplishments
The following is a sampling of the Affirmative Action Advisory
Board's major accomplishments during 1994:
1. Wrote proposal to implement a pilot mentoring program for
Fire Department recruits. This program was recommended in
an effort to eliminate attrition and assist recruits in
becoming more knowledgeable about the fire service. Board
monitored the progress following the implementation of
this mentoring program by the Fire Department.
2. Conducted an extensive investigation which involved
holding a special hearing to obtain sworn statements from
witnesses from the Departments of Asset Management and
Development & Housing Conservation following the receipt
of several complaints. Four (4) specific recommendations
were made:
-2-
/O 9 5 - 177
2. (cont Id)
(a) Cease any activity interpreted as intimidation;
(b) Issue.a policy statement regarding employee conduct;
(c) Provide supervisory training to manage conflicts; and
(d) Provide sensitivity training for department employees
by an outside consultant.
The Board continued to monitor progress of implementation
of these recommendations by extensive discussion and
numerous follow-up letters to the departments in question.
The early intervention of this Board in an effort to
amicably resolve this matter prevented litigation and
enabled monies to be saved by the City.
3. Attended National Association of Public Sector Equal
Opportunity Officers (NAPSEO) Conference in Arlington,
Virginia to learn about Diversity in the Workplace.
.Information gathered was presented to all members.
4. Toured civil rights exhibit at local gallery, Center for
Visual Communications, to view a 'national' exhibition
Appeal to Our Age: Photography of the Civil Rights
Movement.
5. Members participated in the Cultural Diversity Workshop -
Anatomy of Prejudice by Human Relations Consultant, Jane
Elliott on November 3, 1994. Workshop was presented in
cooperation with the Department of Equal
Opportunity/Diversity Programs.
6. Members advised the Department of Fire -Rescue of a
recommendation to hire and recruit m^re females as Fire
Fighters in compliance with Consent DE.�:ree goal.s.
7. Undertook a comprehensive review of the Board's Bylaws and
made major adjustments to the same in compliance with City
Ordinance #11130.
8. Received and reviewed affirmative action monthly reports
on new cases opened, cases closed, and the status of
existing cases.
Function
No other City Board exists, neither public or private, which
serves the same function as the Affirmative Action Advisory
Board. The City's Board w�E: reestablished by City Ordinance
(#9139) in 1980 and has effe,-,-Lively functioned since that time.
It should be noted that Metropolitan Dade County recently
established a Dade County Affirmative Action Advisory Board to
review and make recommendations concerning Dade County's internal
employment policies, practices, and workforce profile (refer to
Dade County Ordinance 94-43).
-3- 95- 177 it
Membership
The Board was recently analyzed by the "Committee of Boards &
Committees Review Committee" which reviewed all City Boards and
recommended the Board remain as structured by City Ordinance.
Requirements for Board membership were also addressed. It is not
recommended that any membership be modified, however, the Board
included recommendations in its recently revised Bylaws, to
utilize additional mechanisms to increase citizenry input via
adhoc committees, task forces, fact finding committees, and
associations or other groups with expertise in specific areas of
concern when necessary.
Costs
As it pertains to costs associated with maintaining the Board,
the Department of Equal Opportunity/Diversity Programs serves as
the City Manager's liaison. As such, a Typist Clerk 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, Dr. Hattie M.
Daniels, Director and EEO Officer, and Pamela Burns, Affirmative
Action Supervisor, attend all meetings to facilitate the same.
These individuals provide regular services to the Board such as
drafting correspondence and reports on behalf of the Board; serve
as liaisons to the City Manager and other City Departments;
provide technical research; and other duties deemed necessary to
run effective Board meetings. Further, an Assistant City
Attorney, appointed by the City Attorney, serves as the Board
liaison to the Law Department; attends meetings; and provides
legal advice and suggestions when necessary.
It is anticipated the direct and indirect costs of personnel,
equipment, mailings, photocopying, and supplies approximates
$50,000 on an annual basis. This cost is absorbed, however, by
the budget of the Department of Equal Opportunity/Diversity
Programs as there is no specific line item for the Board.
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 9 r
City Manager Memo
Z 177
Membership Roster
-4-
AFFIRMATIVE ACTION ADVISORY BOARD
AS OF DECEMBER, 1994
NAME
R/S
Robert Vallador
A/M
Jesus Roiz
H/M
Robert Grill
A/M
Scott Warfman
A/M
Nora Hendrix
H/F
Sam Mason
B/M
Oscar de la Guardia
H/M
Kevin Marsnall
B/M
Laurestine Pierce
B/F
Tina Duncan
B/F
Virgil Fernandez H/M
Robert Cummings B/M
Omar Castro H/M
Vacancy: (1) Commissioner De Yurre
Membershin Breakdown:
Sex: Male =
10
(77%)
Female =
3
(230-.)
Race: Anglos =
3
(231')
Blacks =
5
(38 . 5 %)
Hispanics
= 5
(38.5%)
APPOINTMENT
Mayor Clark
Mayor Clark
Commissioner Plummer
Commissioner Plummer
Commissioner Dawkins
Commissioner Dawkins
Commissioner Gort
Commissioner Gort
Commissioner DeYurre
Fraternal Order of
Police
International
Association of
Firefighters
Sanitation Employees
Association
General Employees
(AFSCME)
95- 177
/.3
Bayfront Park Management Trust
1P,
The Bayfront Park Management Trust was created in 1987 by the Miami City Commission
as a limited city agency. The founding charter directed the Trust to operate Bayfront Park "for
the purpose of insuring maximum conununity utilization and enjoyment." Operating with a full
time staff of eight and apart -time sff of three, the Trust has endeavored to create a park that
responds to the community's speciA needs. With an annual overall park visitorship 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 responding 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 Numbers
Since 1987, the Trust's budget has grown from approximately $132,401 in FY 87/88 to a
projected $3,672,072 in FY 94/95. Events held in Bayfront Park have increased from 14 in FY
87/88 to 100 in FY 93/94. Of those 100 events fully 65% were multicultural in nature and
responded directly to the needs of Miami's diverse community.
Sponsorship
The Trust has been extremely successful in attracting sponsorship dollars to Bayfront
Park. The major success, of course, is AT&T's $1 million, five year sponsorship of the Bayfront
Park Amphitheater. In addition to the financial support, AT&T has sponsored performances in
the amphitheater that have featured superstars such as A] Jarreau and Jose Feliciano. AT&T also
purchased and installed a $100,000 marquee sign for the front of the Amphitheater. In addition to
providing a billboard for community events, this multi -media, state-of-the-art sign generates
$60,000 annually in goods and services for Trust operations.
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 foremost sculptors, designed
the park to be a "wedge of art into the heart of the new world." Working together with the City
of Miami's Departments of Public Works and Asset Management, the Trust has been able to
complete eighty percent of Noguchi's plan. Also included in these successes was the completion
of 90% of repairs of the damages caused by Hurricane Andrew. The Trust has also just received
word of a $79,000 grant from a private foundation that will be combined with $65,000 in FEMA
funds to retrofit the Mildred & Claude Pepper Fountain. These repairs will make the fountain
more cost effective to operate.
Additional Endorsements
- In May of 1994, the Miami City Commission designated the Trust as the management
organization for Bicentennial Park.
B AY F R O N T PARK MANAGEMENT TRUST 95 _ 177
301 North Biscayne Boulevard Miami, FL 33132 (305)358-7550 /Sr
- Bayfront Park was chosen as an anchor site for Super Bowl XXIX.
- Ongoing cooperative relationship developed with downtown business community.
As demonstrated by the above list, the Trust has accomplished much since its founding. It
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 streamlining of the Trust, decreasing its membership from 21 to nine, has made it a more
effective decision making body. The nine members of the Bayfront Park Management Trust are
representative of Miami's cultural and ethnic makeup. Two members of the Trust are elected
offcials of the City of Miami; the seven remaining members represent Miami's business,
professional and cultural communities. The Trust currently oversees the 32 acres of Bayfront
Park and the 36 combined acres of Bicentennial Park and the FEC Property. 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
$6,117.76.
Conclusion
The Bayfront Park Management Trust has been extremely successful in bringing guidance
and leadership to the development of Bayfront Park. It has fulfilled and surpassed the mandate of
its charter, and intends to continue to do so into the future.
B AY F R O N T PA R K MANAGEMENT TRUST 95- 177
301 North Biscayne Boulevard Miami, FL 33132 (305) 358-7550
COMMUNITY DEVELOPMENT BLOCK GRANT BOARD
1994 ANNUAL REPORT
PREPARED BY IRBY MARTIN MCKNIGHT, CHAIRPERSON.
DECEMBER 27, 1994
a) Whether. the Board is serving the 12urjose, for which it was created
The Community Development Block Grant Board provides the
community with a forum to express publicly why their organizations
should receive block grant funds from the City of Miami: The services
delivered to low and moderate income communities In the City of
Miami by their organizations.
After holding several public hearings, the Board makes
recommendations to the City on what programs that best meet the
need of the community.
Current community needs are greater than the Board. while the Board
tries to meet the needs of all the different communities in the City of
Miami, and its members are reminded that all community needs our
attention. From time to time, some community feels that the process
f
is unfair. Board members try to assure all that everything is fair.
The Board can serve current community needs, however, from time to
95- 17'7
17
f;
time the recommendations of the Board are overrode by the City staff
or the City Commission.
"SP //r . r •// .
The Board has opened the Community Development Block Grant
program up to every low-income community In the City of Miami.
z
There are several Boards that could serve the same function that this
Board serves, however, they are community level block grant boards.
These Boards will not do the kind of job done by the city-wide board.
The community Boards might be motivated to put funds in their
community only, and the city-wide Board knows that their
responsibility is to the City of Miami.
The ordinance could be amended to allowed the Board to meet with
H.U.D. at least once every two years to bring to their attention the,
problems that they face every year with the social service cap being so
low. Many other matters that come up from the communities. The
federal cap of'15% on social programs might be fine for other areas of
)e 95- 177
I
this country, but here in Dade County (City of Miami), we find ourselves
in a unique position.
What
is he cost formaintaining the B•, •
►•
95-- 177
/,7
CIVEL SERVCCE BOARD
1"41 ANNUAL REPORT
."'P4'tether_tpe bricl �s servo~' the purpose for �vhiL yi wlrcateI 7i
When the Civil Service Board 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 employment process and impose
appropriate sanctions. This responsibility is specified in Civil Service Rule 17 and relates to
the Board's investigatory function.
• To formulate personnel policies for City government and to review applicants complaints and
make recommendations as outlined in Civil Service Rule 4. This rule addresses the Board's
policy function.
• To establish procedures and grounds for disciplinary actions and conduct hearings upon
request of an employee dismissed, suspended, demoted, laid off' or reduced in pay by the
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 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 perfarnung those administrative functions
that affect the integrity of the merit system. These include, the authority of the Board:
• To by-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. This
responsibility is exercised in accord with Civil Service Rule 11.2.
• To conduct hearings and make decisions on employees who have received unsatisfactory
service ratings as specified in Civil Service Rule 13.
• To authorize active duty nulitary 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.
PAGE i OF 6
95- 177
0`1
AX,
p�Z
CIVIL. SERVICE HOARD
1994 ANNUAL REPORT
• 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 numerous items
acted upon during the twenty-six (26) Civil Service Board meetings held during 1994.
Verification of Civil,Service Board actions are listed in Board's minutes and also under the
significant accomplishments section of this report.
;b ;i"—W retbef,tlieboard is sen"in"'rurmnt cammicnity'needs.
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 cone munity in the sense of the citizens of
the City of Miami. The Board is serving as overseers to protect the merit system and to ensure
that it is employed in the hiring of people who are capable of doing the job into the workplace.
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.
c, A astiflf#)m.►card'_s:majoraCco®pLsi�iaents.:
CIVIL SERVICE BOARD
MAJOR ACCOMPLISHMENTS
1994
The Civil Service Board conducted one (1) grievance hearing and twelve (12) hearings of appeal
which consisted of three (3) dismissals and nine (9) forfeitures of earned overtime.
A sampling of the personnel matters considered by the Board are as follows:
PAGE 2 OF 6
95- 177
"A.
CIVIL SERVICE BOARD
1994 ANNUAL REPORT
• Sixteen (16) requests for extension of probationary period from the Departments of Police,
General Services Administration and Solid Waste, and Planning, Building & Zoning.
• Fifteen (15) requests for waiver of time -in -grade requirement for the classification of Police
Captain
• Forty-six (46) requests for appearances before the Board relating to:
• Correction of Personnel Records
• Residency Requirements (1)
• Disqualification from the Employment Process (2)
• Disciplinary Actions (2)
• Placement of Name on the Current Police Officer
• Register (2)
• Police Sergeant Promotional Examination (36)
+ Rescheduling of Appeal Hearing (1)
• Transfer of eligibility between registers (1)
• Thirty-nine (39) requests for .career opportunity promotions for the Department of General
Services Administration and Solid Waste.
• Adoption -of a new Police Officer Career Opportunity. -Program fonthe Department ;of Police.
As required under Labor/Management Policy LMP-3-92, "Interview Process". the Board
provided one trained monitor «ho participated in, and reported on, seventy-five (75) interviews
for new hires and promotions for classified positions. The Board also provided two trained raters
who participated in a'iotal of ninety (90) interviews for new hires and promotions for classified
positions.
d. , : Whetber:>llhere �s ny_o#h1wleal,iherp�,i�Sbvretter se e
{��!
a, th�.fllllCh011'.EDif.fElC B(1�l'rd.
No, there is no other board, either public or private which would better serve the function of the
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 why we have the rules and the Board could
95- 177 �3
PAGE 3 OF 6
CIV[L SERVICE BOARD
1994 ANNUAL REPORT
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 be provided for work of equal value, with appropriate consideration for the
rates paid by private sector employers, and appropriate incentives and recognition should be
provided for excellent performance.
• 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.
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;
95- 177
PAGE 4 OF 6
CIVIL SERVICE BOARD
1994 ANNUAL REPORT
• Taking or failing to take, or threatening to take, a personnel action because of an individual's
exercising any appeal, complaint, or grievance �,ht; testifying or lawfully assisting any
individual in the exercise of any appeal, �-omplait r grievance right; or refusing to obey an
order that would require the individual to violate 4 ..;w.
The Civil Service Board's responsibilities should include the annual review of significant actions
and personnel policies of the Department of Personnel Management to determine if they are in
accord with merit system principles 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.
it ;� : ,Whetheyrlhe , iDiMlsi0m 5�hip quire "As'ishould U modified,.:. .,s z t ; ,;� . r
The current Civil Service Board members do not feel that membership requirements should be
modified at this time. � :
TThecast :both `diirect nd :iiindai�eci afAnaimitaining theBoarda
Below is a summary of the actual direct cost of maintaining the Civil Service Board during fiscal
year 1993-94. There are no identifiable indirect costs associated with this Board.
CIVIL SERVICE BOARD
1993-94 BUDGET
APPROPRIATION - FY 1993-94
(ADOPTED BUDGET)
EXPENSES:
Personnel Expenses
5 Board Members
4 Office Staff
Salaries and Wages
Fringe Benefits
Operating Expenses
Advertising p
Travel and Per Diem - Other 2,589
145,041
63,631
276,436
95- 1'77 �r-
PAGE 5 OF 6
CIVIL SERVICE BOARD
1994 ANNUAL REPORT
Postage
Parking
Rent of Equipment - Outside
Insurance - Property
Food
Motor Pool e
Property Maintenance
Print Shop
Communications Maintenance a
Professional Services - Legal
Professional Services - Other
Other Contractual Services -Outside
Commun. Serv. Teleph = Wtside
Repair/Maintenance - Outfide
Office Supplies
Repairs - Equipment Supplies
Books, Publications, Memberships
Police I.D.
Total Operating Expenses
CAPITAL OUTLAY
Equipment - New
Equipment - Replacement
Capital Leases
Total Capital Outlay
TOTAL ACTUAL EXPENSES
BALANCE
PAGE 6 OF 6
376
129
2,847
300
900
2,675
102
4,355
7,343
10,562
17,893
375
410
120
545
0
1,739
4
0
298
355
53,264
653
262,589
13,847
95- 177
PIM44Cc,. !J
TO: CESAR H. ODIO, City Manager
MANAQ R
CITY O MIAMI
FROM: RUBEN AVILA, JR.
Chairperson
Code Enforcement Board
Ci
/ 4•
OA �?
%/L r
DATE: January 15, 1995
SUBJECT: Report due`1/15/95
REFERENCE: Code Sec.2-434
The Code Enforcement Board Is pleased to present this Annual Report. The Board
meets at least twlce'each month except on the month of.Aujust.
As per City -Code Sec. 2-434, The City of Miami, Annual Report of City Boards /
Committees, the Code Enforcement Board, by and through its Chairperson, is hereby
submitting the following report.
The Code Enforcement Board consists of 7 members, 2 alternates all of whom are
appointed ' by members of the City Commission. All members are appointed on a
volunteer bases"are not compensated in any form.
A. Whether the board is serving the purpose for which it was created?
Yes. The purpose for which the board was created was 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 noncriminal 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 Code Enforcement Boards' actions has
served the above described purpose.
B. Whether the board lAerving 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 make sure that no
violation presents a serious threat to said community. -
C. A list of the board's major accomplishments:
�5- 177 14
1. The Code Enforcement Board has meet Twenty-two times.
2. The Code Enforcement Board heard 1,658 cases.
3. As a result of the above, the Hearing Boards Division sent 307
Code Enforcement Orders.
4. The Hearing Boards Division prepared 22 agendas with a mailing
list of 103 reprints.
5. The Hearing Boards Division prepared 22 marked up agendas
with a mailing list of 45 recipients.
D. Whether there is any other board, either public or private, which would
better serve- the function of the board?
No. The Code Enforcement Board 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 function
of the Board.
E. Whether the ordinance creating the board should be amended to better
enable the board to serve the purpose for which it was created?
Yes. Whereas, the Code Enforcement Board and the City Commission after
careful consideration of this matter deemed It advisable and in the best interest of the
general welfare of the City of Miami and its inhabitants amended the City Code of the
City of Miami by amending Chapter 2, Article X, Sections 2-393, 2-397, 2-403, 2-404,
2-405, 2-406, 2-407, 2-408, and 2-409. The stated amendments provide for a fee
schedule for the mitigation of accumulated finds which are Imposed by the Code
Enforcement Board.
F. Whether the board's membership requirements should be modified?
No. City of Miami Code. Section 2-392 which is partially entitled Code
Enforcement Board composition requires members of the board shall be residents of
the city. 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
businessperson, an engineer, a general contractor, a subcontractor, and a realtor. It is
the belief of the Board that said requirements are proper and should not be presently
modified.
G. The cost, both direct and indirect of maintaining the Code Enforcement
Board:
Personnel Costs:
Administrative Aide I (Lourdes Lopez)
9 5 - 177
8 hours in a 80 hours period at approximately 10%.
$17.01 hourly rate 8 hours - $136.08 pay
period x 26 pay periods
$ 3, 538/yr
Assistance Executive Secretary (Teresita L. Fernandez)
4 hours in a 80 hours period at approximately .06%.
$32.56 hourly rate x 4 hours = $130.24 pay
period x 26 pay periods
$ 3, 387/yr
Typist Clerk II (Angela George)
16 hours in a 80 hours period at approximately 20%.-
$8.79 hourly rate x 16 hours = $140.64 pay
-period x 26 -pay periods.
$ 3, 657/yr
- Fringe Benefits: 26.65% approximately
$ 2,755tyr
Senior Citlzen/P.T. Clerk
4 hours In a 80 hour period :..
_ $4.25 hourly rate (paid by Federal Program)
- 0
SUB -TOTAL- PERSONNEL COST
$13,337/yr
Attorney Armando Bucelo (CEB) . 100%
$ 30,000/yr
Insurance for Attorney Armando Buoelo
100%
$ 4,900/yr
Professional Court Reporter/Transcriber
(John Blue, Inc.) (2 x per month)
$ 2,200/yr
Travel (CEB) Board Members (Luncheon)
$ 300/yr
Rental/Equipment (copying services -agendas)
$ 2,500/yr
Process Server
$ 500/yr
Special Services- Recording of (CEB)
Enforcement Orders
$ 6,000/yr
Computer (IBM P.C. compatible) 50%
$ 2,500/yr
SUB- TOTAL - OPERATING EXPENSES
$ 48,900/yr
TOTAL (CEB) ANNUAL EXPENSES
$ 62,237/yr
1�
3d
Typist Clerk III - (Teresita Cotilla)
10 hours In a 80 hours period at approximately
12.5%
Revenue Inspector II (Fausto Callava)
40 hours in a 80'hours period x 50%
FRINGE BENEFITS:
SUB -TOTAL PERSONNEL COST
OPERATING COST:
Copying services, office supplies, etc.
TOTAL (CEB) ANNUAL ZONING EXPENSES!(EST.)
$ 2,79"r
$ 21,535/yr
$ 31,720/yr
$ 1,800/yr
$ 33,520/yr
95- 177
DOWNTOWN DEVELOPMENT AUTHORITY
ANNUAL REPORT OF CITY BOARDS/COMMITTEES
RE: City Code Section 2-43,
(1) By January 15, 1995, and thereafter by January 15th of
each subsequent year, its chairperson shall submit a
report, approved by the board, to the City Manager
setting forth the following information concerning the
Board:
A. Whether the Board is serving the purpose for which it
was created.
The Board of Directors of the Downtown Development Authority
(1DA) functions as a body representing the property owners
3gi hin the DDA District sets policies establishes goals
and objectives and directs staff of the DDA in their
implementation; said policies goals and ojz:j ectives are
aimed at the continued economic development of Downtown Miami
B. Whether the Board is serving current community needs.
The Board of Directors of the DDA, by means of..=:ts
subcommittees which are open to non board membc.-.s, provides
a forum for Downtown property owners/interests to become
involved in and have a voice in the operations of the DDA
and efforts on behalf of the Downtown Community at large.
C. A list of the Board's major accomplishments.
Within the ,- - the staff of the DDA
Board haye achigved the
*Completed executed with Eauitable
for - fourth f1gorthe former JordanMarsh Buildincr
to develo-D an International Trade Center as per the S2,5
million crrant frQm the Economic Development
Administration DA
*Completed • executed • Lease with INTRAEXPO for
devglonment of the Trade Center,
,jt .i • f or development an• ••- _ •n of h- Trade
*Completed the final phase of Palm Tree planting along
95-- 177
Flactler'
*1m,plemented various Prgj-ects for the Second A-ven-ue
revitalization --program,
*Implemented Park West,sidewalkProjects,
*Initiated • } • improvemgntg- Omni -Area.
- MR
• NE -1st Avenue),the ChallengeLr,Memorial • •
BE
Bayshore i -
*In preparation for the Summit of the Americas, initiated
Summit -Banners,
*In coniunction--with the Downtown NET and City -Public
Works. -drafted -a ngw Downtown Ven• • Ordinance,
• y • _ - - • a Flaglerk- • - Study thatoutlines
identification -of fundina • implement same,
-
*Initiateda com-Prehnsive •-n• erw
for of Downtown,
*Published a special newsletter on international txAd&
•. •_ • - • - Summit of - Americas,
shows. etc., which was used • the Summit of
• 1 L
*Initiated a new"See What's• promotional an•
marketincrn (now underway)for i • •
*Initiated a search for a new Executive Director
(presently u• -
D. Whether there is any other Board, either public or
private, which would better serve the function of the Board.
Since the DDA Board has been expressly established for the
Purpose previously stated, its unique mandate could _not _be
served by any other Board.
E. Whether the ordinance creating the Board should be
amended to better enable the Board to serve the purpose
for which it was created.
F. Whether the Boards's membership requirements should be
3
32, 9 5 - 177
modif ied.
- Comittee • _ the -Board • - — !_ • address- i _Au
G. The cost, both direct and indirect, of maintaining the
Board.
The cost of maintaining. the DDA Board of Directors is
minimal and part of the operating Budget of the DDA. It is
estimated that this cost is approximately S2,500-S5.000
Per year.
4
9 5 - 177 �, ,,
Q
Donald F. Benjamin, AICP
PRESIDENT
Robert L. McKinney, Esq
VICE-PRESIDENT
Cleomie Bloomfield
TREASURER
Wilhelmina Jennings
SECRETARY
MEMBERS
Alphonso Brown
Dorothy Fields
The Rev. Shredrick Gilbert
John Glass
Ron Malone
Bernice Sawyer
Lillian Slater
Annie Smith
Norma Jean Walker
William Sawyer
HON. MEMBER
REt^I�'`
'95 JAN 17 A 9 :11
CITY
CITY rT F�,f�',►`:;, �L_ 1,
CESAR H. ODIO
City Manager
Donald F. Benjamin
President
Overtown Advisory Bo d
January 13, 1995
Board Report
Code Sec. 2-434
In response to your memorandum dated December 16, 1994 Reference City
Code Sec. 2-434 please be informed by the following responses:
a. The Board is serving the purpose for which it was created
b. The Board is currently serving the Community's need
c. See attached reference Item C
d. There is none
e. A response due from the City of Miami City Commission at the January
12, 1995 meeting
f. The January 12, 1995 City Commission meeting should resolve any
modifications
g. There is a strong and urgent need for efficient secretarial assistance, office
supplies and equipment
If there are any further questions please contact Hammond Noreiga at the
Department of Development and Housing Conservation at 579-3336.
1490 N.W. 3rd Avenue/Miami, FL 33136 9 5 — 177
3
G
ITEM 1C
• Monitored the final preparation of the Overtown Community Re -development Plan (CRP)
and Action Program. Submitted request for and made final payment to the Florida Center for
Urban Design and Research. Received and distributed to all major participants and interested
partied copies of
OvertoWn CRP Executive Sammary
Overtown CRP Final Report Apart II
Overtown CRP implementation/Fiscal Impacts Report
Overtown Partnership and Community Action Program Agenda
Overtown CRP Appendix
• ' Made presentations of the completed Community Re -development Plan and Action Program
to the City Manager as a prelude for its approval by the City Commission.
• Attended meetings with City and County officials and provided input for the proposed
Overtown Revitalization and Re -development Authority.
• Initiated and/or participated in the process of the formulation of the following Community
organizations
Overtown Community Optimist Club
Jefferson Reaves Sr. Community Health Center
Overtown Merchants Alliance
• Prepared and submitted to the of City Commission of the City of Miami resolutions the
following, regarding:
A. The proposed location of Homeless Assistance Center at 155 North Miami Avenue
B. The Center for Health Technologies Incubator Facility and Program located in
Overtown
C. The renaming of NW 4th Avenue between NW 4th Street and NW 17th Street to
Anne Marie Adker Avenue.
• Participating with the Overtown NET and Miami Dade Community College (Overtown
neighborhood partnership) to sponsor of an Overtown Unity Conference (Overtown Summit .
`95) comprising of allOrganizations/Agencies within and serving the Overtown Community.
The conference is scheduled to be held on May 19-20, 1995.
• Cooperated with the City Attorney and assisted in the preparation of the New Ordinance for
the restructuring of the Overtown Advisory Board.
95- 177