HomeMy WebLinkAboutR-94-0348RESOLUTION NO.
A RESOLUTION AMENDING SECTION 8 OF RESOLUTION
NO. 86-11, ADOPTED JANUARY 9, 1986, AS
AMENDED, THEREBY MODIFYING CERTAIN
COMPENSATION BENEFITS AND EMOLUMENTS TO BE
RECEIVED BY CESAR H. ODIO AS CITY MANAGER OF
THE CITY OF MIAMI, FLORIDA.
WHEREAS, on November 26, 1985, the City Commission adopted
Resolution No. 85-1175 which appointed Cesar H. Odic as the City
Manager; and
WHEREAS, on January 9, 1986, the City Commission adopted
Resolution No. 86-11, pertaining to compensation benefits and
emoluments to be received by Cesar H. Odic as City Manager of the
City of Miami, Florida;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY
OF MIAMI, FLORIDA:
Section 1. Section 8 of Resolution No. 86-11, adopted
January 9, 1986, as amended, pertaining to compensation benefits
and emoluments to be received by Cesar H. Odic as City Manager of
CITY CO Sslo*
MEETING OF
MAY 2 3 1994
Resolution o.
Q;d 3Q
the City of Miami, Florida, is hereby amended in the following
particulars: .1/
Section 2. This Resolution shall become effective
immediately upon its adoption.
PASSED AND ADOPTED this 23rd day of May , 1994.
STEPHEN P. CLARK, MAYOR
ATT T
MATTY HIRAI
CITY CLERK
APPROVED AS TO FORM AND CORRECTNESS:
A. N J S, III
CITY ATTO Y
AQJ:esk:M4374
I
Words and/or figures stricken through shall be deleted.
Underscored words and/or figures shall be added. The
remaining provisions are now in effect and remain unchanged.
Asterisks indicate omitted and unchanged material.
-2- 4 3418
"Is CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
TO: Honorable Mayor" and Members
Of the City Commission DATE : 3 FILE
SUBJECT City Manager Evaluation
FROM : Ce8V
fo REFERENCES:
Cityr
ENCLOSURES:
Please schedule a discussion item concerning the evaluation of
the City Manager for the City Commission Meeting of April 14,
1994.
14- 348
•
r
Introduction
The Fiscal and Operating Achievements
of the Administration from
December 1985 to the Present
Since my appointment as City Manager, the Administration of the City has engaged in a
sustained and focused effort to contain the costs of municipal operations and to increase the
quantity and quality of services to Miami's residents through effective and timely reallocation of
{ diminishing resources. The City's achievements have been innovative and effective and have
placed Miami at the vanguard of modern municipalities.
The most prominent of our successes are as follows:
Fiscal Initiatives
- Reduced the general operating ad valorem tax millage by 0.0171 mills in FY'87 and by
0.2405 mills in FY'88. Held the millage constant in FY'89, FY'90, FY'91, FY'92, FY'93,
and FY'94.
- Absorbed approximately $39 million of inflationary increases for FY'94 (as expressed by the
Consumer Price Index) since FY'86.
- Avoided inflationary cumulative costs in the amount of $219.3 million from FY'86 to the
present as a result of cost containment and other initiatives.
-� - Funded Police and Fire activities at the same rate as the Consumer Price Index since FY'86.
Reduced the number of executive positions reporting to the City Manager to 17 from 39.
Reduced the number of departments and offices to 17 from 32.
Eliminated 535 full time positions and added 120 uniformed positions to support public
safety activities.
- Held the Solid Waste Fee constant at $160 per single family residence while residents of
jurisdictions such as Metro -Dade County sustained large increases in their solid waste fee
which is currently $399 per household.
f- Created the Office of Asset Management and Capital Improvement to optimize the utilization
and profitability of the City's real property resources and prepare the Capital Improvement
n! Budget.
Pension and Group Benefits
- Reduced pension liabilities and annual costs by the 1993 resettlement of the 1985 Gates
1 Pension Settlement through the elimination of a $128 million long-term pension liability and
the reduction of annual pension costs by $2.7 million in FY'94 with increases in benefits to
retirees.
94- 848
__1 1
Negotiated and executed a retirement incentive program in FY'92 which resulted in a savings
of more than $11 million and additional retirement benefits and promotional opportunities for
the City's work force.
- Saved $5 to $7 million on an annual basis by restructuring the City's group health insurance
program for general and fire employees.
- Saved $24 million over 6 years by the negotiation of a two-tier salary system which reduced
the entry level salaries of individuals employed after January 14, 1988 by 25%.
The NET Program
- Created the Neighborhood Enhancement Team (NET) Program and expanded the functions
and number of NET offices.
- Created the Miami NET 9 cable channel which broadcasts City Commission and Civil
Service Board meetings as well as public service announcements.
Labor Management and Employee Empowerment
- Achieved significant success in the cooperative recognition and participative reconciliation of
issues by our Labor -Management initiatives. The City's various labor-management
committees have increased general productivity, reduced excessive ill time usage, and solved
numerous day-to-day problems by utilizing the modern tools of consensus and cooperation.
- Entered into an agreement with the Sanitation Employees Association to conduct the City's
Recycling Program.
- Implemented a new form of employee self -management in the Motor Pool and Property
Maintenance Divisions which has dramatically increased productivity.
- Created a joint labor-management Board of Directors to formulate and execute policy for the
Motor Pool and Property Maintenance Divisions.
Police and Crime -fighting
- Increased the number of police officers to 1,114 from 1,060 from FY'86 to FY'94.
- Strengthened the City's crime -fighting presence by increasing the Police Department's
funding by $25.7 million or 38.7% since FY'86.
- Negotiated an innovative Police Take-home Car Program to increase police presence on
Miami's streets.
- Redirected police deployment to the NET service areas; thereby, further strengthening
Miami's commitment and effort to community policing.
These achievements and other accon
document, The Fiscal and Operating
to the Present. This document is organ
2
of the Citv are expressed in the followi
to facilitate accessibility.
-; I
-- Management Policy
-- Cost Containment and Reorganization
-- Enhanced Service Levels
-- Fiscal Administration
The accomplishments enumerated herein reflect the collective effort of the City Commission,
the Administration, the Labor unions, and the City's employees.
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3
PART I: Management Policy
One of the primary objectives of this Administration is to develop a general management policy
to facilitate accessibility and communication between the Office of the City Manager and the
City Commission and to establish an environment in which the talents of the administrative staff --
could be optimized in the performance of organizational responsibilities. The following section
addresses those areas of responsibility.
A. Accessibility
- Initiated and maintained a policy of openness, availability, and accessibility to the
City Commission.
B. Communications
Maintained effective communication between the City Administration and the City
Commission.
- Provided the City Commission with adequate information to deliberate upon
complex public issues. Most importantly, the City Commission was provided with
sufficient information alternatives to facilitate decision making.
- Presented technical data and related information in an understandable and
organized manner to the City Commission and the public -at -large.
- Effectively and appropriately communicated the City Commission's position on
various subjects.
- Produced straightforward and effective memoranda and other forms of
communication.
- Continuously and appropriately informed the City Commission of emerging issues
or problem areas.
- Planned and organized materials for presentation to the Commission in the most
concise, clear and comprehensive manner.
C. Community Relations
- Effectively represented the City of Miami to the printed and electronic media.
D. Inter-uovernmental Relations
- Effectively promoted positive interrelationships between the City and local, state
and federal agencies.
- Established and maintained a liaison with other governmental jurisdictions in
those areas of service that improve or enhance the City's programs.
4
PART II: Cost Containment and Reorganization
A. General Management Initiatives
- Reduced the general operating ad valorem tax millage by .0171 mills in FY'87 and
'
by .2465 mills in FY'88. Held the millage constant in FY'89, FY'90, FY'91,
FY'92, FY'93 and FY'94. (See Exhibit I)
- Maintained/improved service levels for all city operations.
- Improved the City's mobile fleet through creative financing methods.
A
- Funded unexpected emergencies such as civil disturbances ($2 million).
- Reduced the number of executive positions reporting to the City Manager by 22
j
from 39 to 17.
- Reduced the number of departments/offices by 15 from 32 to 17.
- Eliminated 535 full time positions and added 120 uniformed positions to support
public safety activities.
^
- Saved annually $0.6 by changing street lights from mercury vapor to sodium vapor.
- Refinanced the Conference Center saving $2.0 million.
- Eliminated cost -of -living increases for all employees for FY'88. A 4% increase
would have cost $7.7 million (including fringes) or a cost of approximately $62.0
-�
million over 8 years.
- Saved approximately $2.8 million over 8 years by implementing a bonus versus
anniversary increase for general employees.
I
- Absorbed approximately $39 million of inflationary increases for FY'94 (as
expressed by the Consumer Price Index) since FY'86 (see Exhibit II)
}
- Avoided inflationary cumulative costs in the amount of $219.3 million from FY'86
to the present as a result of cost containment and other initiatives.
- Funded Police and Fire activities at the same rate as the Consumer Price Index
since FY'86. (see Exhibit III)
j
- Executed and negotiated a retirement incentive program in FY'92 which resulted in
JJ
a savings of more than $11 million and additional retirement benefits and
promotional opportunities for the City's work force.
- Eliminated a $128 million unfunded liability of the Fire Fighters' and Police
Officers' Retirement Trust as a result of the negotiated Gates Resettlement
Agreement.
- Reduced the City's FY'94 contribution to the Fire Fighters' and Police Officers'
Retirement Trust by $2.7 million as a result of the negotiated Gates Resettlement
Agreement.
J 5
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City of Miami
General Fund Millage Table
EXHIBIT I
014
275,000
250,000
225,00Q
E~
vi
200,001
175,00,
City of Miami
General Fund Expenditure History
Fiscal Year 1993 1994
❑ Actual Expenditures ■ CYA, Adj. Expendftures
EXHIBIT II
,.P.I. Adj. Expendftures
al Expendftures
140,000
130,000
110,000
100,000
EXHIBIT III
City of Miami
Public Safety (Police/Fire)
1986 1987 1988 1989 1990 1991 1992 1993 1994
Fiscal Year
® Actual Expenditures _ O C. P.I Adj. Expeditures
1- 348
I
f
- Reduced the City's pension contribution requirement by $1.62 million in FY'92
and $766,977 in FY'93 by the negotiation of a 2% cost -of -living increase with the
1 American Federation of State County and Municipal Employees (AFSCME) and
the Sanitation Employees Association (SEA) in conjunction with an adjustment in
the actuarial assumption which reflects future annual salary increases.
- Reduced the City's funding to the General Employees' and Sanitation Employees'
Retirement Trust for administrative expenses in FY'92 by the identification and
utilization of the Trust's fund balance as opposed to direct reimbursement of
expenses.
Established eight operational and financial efficiency focus groups to review
various operations of city government and make recommendations to improve the
organizational structure.
- Saved $5 to $7 million on an annual basis by restructuring the City's group health
insurance program for general and fire employees.
B. Streamlining and Realigning City Administration
Reduced the size and complexity of the City's organizational structure by reducing the
number of executives reporting to the City Manager by 22. This approach achieved
more effective communication and reduced organizational span of control within the
City's Administration.
- Eleven executive positions were abolished from the following departments and
offices:
- Office of Inter -governmental Affairs
-- Planning and Zoning Boards Administration
-- Department of Economic Development
Department of International Trade and Promotion
- Southeast Overtown Management
-- Convention Bureau
t -- Procurement Management
-- Stadiums Management
-- Planning Department
-- Personnel Department
i -- Computers Department
In addition, five executive positions from the following functions were reassigned
to other departments or offices:
-- Office of Public Information
-- Citizen Services Management
-- Metro -Miami Action Plan
-- Marinas Management
-- Cable Television
Six executive positions were combined into Assistant City Manager/Director
positions as follows:
6 14- 348
=,
-- Public Works
-- Management and Budget
-- Development and Housing
-- Personnel Management
-- Planning, Building and Zoning
-- General Services Administration and Solid Waste
C. "Downsizing" City Government
Reduced the number of departments/offices from 32 to 17 by realigning and
consolidating the City's organization and by creating a more productive organizational
structure more responsive to the requirements of Miami's residents.
tion
a Bureau into the
Reduced the duplication of effort which existed between the Conference
Center and the Convention Bureau through a general departmental consolidation.
In addition, the Office of Public Information, Coconut Grove Convention Center,
City Stadiums, Bayside Marina and Dinner Key Marina now report to the Director
of the Department of Conferences, Conventions and Public Facilities.
Establishment of the General Services Administration and Solid Waste Department
Positioned all operating units generating internal services and support
functions within one agency to provide a more responsive managerial structure and
to eliminate duplication of effort. Organizational entities consolidated were the
Building and Vehicle Maintenance Department, the Purchasing Division, Mail
Room section, trades -related personnel in the Parks and Recreation Department as
well as the Solid Waste Department.
of Human Resources Department to the Personnel Mana
More accurately entitled and described the functions and services of the
Personnel Department to the residents of Miami.
Creation of the Department of Development and Housing Conservation
Enhanced the coordination of both public and private development
initiatives through an articulated and more cost-effective approach to ensure the
economic viability of Miami. Consolidated organizational functions included the
Department of Economic Development, the Department of International Trade
Promotion, the Department of Development and Housing Conservation, the Office
of Southeast Overtown/Park West, and the Office of Capital Improvement of the
City Manager's Office.
Creation of Department of Internal Audits and Reviews
Reduced the City Manager's span of control and established additional
emphasis and prominence for critical oversight functions by consolidating the
Department of Internal Audits and the Affirmative Action Office, as well as the
7 +,— 348
function of monitoring performance goals established by the Office of Minority
Procurement.
Establishment of the Parks, Recreation and Public Facilities Department
Consolidated the public facilities -related enterprise fund entities into a
► single department with more effective utilization and allocation of the City's
proprietary resources; achieved a more efficient and cost effective management of
publicly -oriented services, personnel, properties and facilities; and eliminated
-� unnecessary executive personnel. Consolidated organizations included the Depart-
ment of Parks and Recreation and the City Golf Courses.
Separation of the Building and Zoning Inspections Functions from the Fire, Rescue
and Inspections Department
1
Increased the identity, prominence and access of the building and zoning
function, enhanced building code compliance through a system of checks and
balances by two separate enforcement organizations, and reduced the span of
control imposed upon Fire Department management. These benefits were
considerable and pertinent in relation to the substantial growth experienced in the
local construction industry and to the interrelationship and advocacy required
between this industry and the City of Miami.
- Abolishment of the Department of Communications
{
Provided more efficient and enhanced services to the general public through
the realignment of cable television, protocol and public information functions as
1 follows:
-- Consolidated functions and duties of the Office of Cable Communications
within the Department of Computers;
-- Assigned protocol -related functions to the Department of Development;
j-- Assigned the public information function to the Department of Conferences &
Conventions.
- Abolishment of the Planning and Zoning Boards Administration Department and
Provided more cost-effective planning and zoning services to the public
{ through the abolishment of the Planning and Zoning Boards Administration
Department and the transfer of the function, personnel, and associated resources to
the Department of Planning, Building and Zoning.
Reorganization of the Division of Risk Management (Self -Insurance Trust Fund)
! More appropriately aligned the functions of the self-insurance trust fund
throughout the City's departmental structure through the following distribution of
Risk Management functions:
_j -- Claims -related functions were transferred to the Risk Management
Department. Insurance acquisition and insurance contract review functions
were also transferred to the Risk Management Department.
8�J`-�
-- Group health benefits function was transferred to the Fire -Rescue Department.
Consolidation of the City's Job Training Programs
Consolidated the City's Job Training Programs through the transfer to
Community Development of the Entrant Assistance Program, the Jobs Training
Program, and the JTP Program.
Reorganization of the Department of Budget and the Department of Computers
Consolidated the primary functions of the Department of Budget and the
Department of Computers into the Department of Management and Budget.
D. Management Initiatives
Implemented a series of targeted Management Initiatives designed to address and to
rectify specific concerns established by the Mayor and Members of the City Commis-
sion.
- Created Labor Management Committees in each department. These committees
have been instrumental in formulating administrative and city-wide policies to
improve employer/employee cooperation.
- The Parks and Recreation Management Initiative was established to improve the
quality and responsiveness of grounds maintenance activities and recreational
programming in the City's parks system.
- The Public Works Management Initiative was established to analyze and to modify
the functions, organization and work methods of the Public Works Department.
- The Fleet Management Initiative was established to: (1) determine the appropriate
Beet size by an examination and development of mobile equipment assignment and
utilization criteria, (2) develop accurate mobile equipment replacement criteria, and
(3) develop work methods improvements.
The Southeast Overtown/Park West Management Initiative was established to
develop a chronology of significant events since the projects inception, a definitive
assessment of the project's current operational and financial position, and a detailed
projection of the project's future financial position.
- Implemented a Paperwork Reduction and Forms Control Initiative within the
Manager's Office.
E. Cost Containment Efforts
In an effort to reduce operating expenditures, specific cost reduction measures were
initiated throughout the City.
Specifically, members of the Administration were directed to critically examine and
curtail the City's purchase of goods and services and to reduce operating expenses
9 -A - 348
within targeted areas. Accomplishments generated from cost containment efforts were
significant and included the following:
- Negotiated a two-tier salary system which reduces the entry level salaries of
individuals employed after January 14, 1988 by 25%. Savings of $24.0 million
over 6 years.
- Generated a net savings of $8.1 million during FY'86 and $15.7 million in FY'87
through reorganization, cost savings and enhanced revenue efforts.
Reduced the General Fund contributions to public facilities enterprise fund
- operations by $2.3 million from FY'86 due to increased fees within the golf
courses and more aggressive revenue collections efforts.
- Maintained the Solid Waste Residential Fee at $160. (See Exhibit IV)
- ; - Initiated a selective purchasing and hiring freeze in an effort to generate sufficient
fund balance revenues to partially finance the FY'87 budget.
Created a "sunsetting committee" to reduce and to monitor selected line -item
expenditures. Anticipated expenditures were examined and approved by the
f Sunsetting Committee and subsequently submitted to the City Manager for final
approval.
Developed Management Review Subcommittees which were responsible for the
initial processing of expenditure exemption requests within specific areas. The
subcommittees were established as follows:
-- Cable and Communications Management Subcommittee
-- Capital Outlay and Operating Supplies Management Subcommittee
-- Personnel Management Subcommittee
i -- Professional Services Management Subcommittee
-- Property and Custodial Management Subcommittee
-- Travel Expense Management Subcommittee
-- Utilities Management Subcommittee
-- Fleet Management Subcommittee
-- Overtime Management Subcommittee
Modified the City's vehicle replacement schedules which reduced capital
replacement costs.
I
SUMMARY
As a result of the Administration's cost containment and reorganization efforts, a net of
415 full time positions were abolished from FY'86 through the present. (See Exhibit V)
�4- 348
10
450
401)
350
300
250
200
150
100
City of Miami
Comparison of Solid Waste Fees
. 1.4 1 YYJ 1994
IQ City of Miami Metro Dade Count
EXHIBIT IV
etro Dade County
Miami I
City of Miami
Full -Time Position History
4,000
3,900
3,800
0 3,700
y
w° 3,600
3,50(
3,401
3,301
EXHIBIT V
-- 348
PART III: Enhanced Service Levels
In the last eight fiscal years, the City's Administration with the support of the City
Commission has generated significant operational achievements despite an environment of
a cost containment and a general re -orientation of resources and fiscal priorities.
7 The following section of this position paper enumerates various examples of enhanced
service level by department or program area. The listing of public achievements is
representative and is not intended to be comprehensive.
._1
A. Neighborhood Enhancement Team (NET)
- Originated the concept for the "NET" Program in January 1992, while meeting
with the Police Department to revise police deployment and service methods.
- Developed a plan for eleven NET service areas in cooperation with community
! leaders, selected staff, and opened service centers in existing City buildings (4
parks, 2 police substations, 3 police mini -stations, 1 fire station and one
donated office in Biscayne View Apartments). The first NET service center
opened in April 1992.
NET established visible, decentralized neighborhood centers where local
government is accessible and staff is ready to assist.
- Over 60% of the staff time in the NET centers involves handling calls from
citizens requesting assistance or filing complaints. The largest volume of calls
(18.8%) are requests to remove abandoned vehicles from public streets. The
other major types of requests for service are zoning violations (13.7%) and
l garbage and trash (13.6%).
! - Approximately 10-20% of the NET staff time is spent proactively identifying
problems in the neighborhood. The combined first year total of citizen
requests for service and cases initiated by staff was 24,787 cases, with 83% of
those cases resolved.
- The NET centers have coordinated with the community and the Police
Department to identify high crime locations and working with the Nuisance
Abatement Board have closed numerous businesses that have harbored drug
and prostitution activity.
- In March 1993, the NET Centers began a new initiative with the Police
Department where "mini impact teams" of police officers were assigned
several days per week to proactively address special problems in the
neighborhoods that were identified by NET and the citizens. Through January
1994, a total of 991 felony arrests and 2,361 misdemeanor arrests were made
by these impact teams.
- Received a $1.95 million federal grant which will be used to add 26
Neighborhood Resource Officers (NRO's) to the NET community policing
j program.
Due to the initiative of the 12 original NRO's, progress has been made toward
reducing illegal dumping in key locations. So far, 29 arrests have been made
11
4- 348
for Felony Littering, which the Environmental Crimes Division of the States
Attorney's Office is aggressively prosecuting.
The Neighborhood Jobs Program counselors interviewed a total of 8,774 T'
persons and successfully placed 539 persons in private sector jobs.
During the aftermath of Hurricane Andrew, the NET Service Centers provided
an immediate, organized network for the distribution of food, water, and other
necessities as well as places for citizens to obtain information and for solving
citizen's problems such as the need for medicine, shelter, etc.
Since September 1992, the NET program has supervised a total of 300 persons
employed by a federal emergency jobs program. Over 88% of those persons
worked at cleaning up the neighborhoods, doing such things as litter and trash
pickup, filling holes, painting out graffiti and removing illegal signs.
Working in cooperation with the State's Attorneys Office and Probation and
Parole, NET has supervised persons convicted of nonviolent crimes who are
sentenced to perform "Community Service" hours. City neighborhoods have
benefited from over 2,719 hours of free labor on such things as graffiti
removal and litter cleanup.
NET staff has worked with neighborhood residents to accomplish such things
as:
-- starting new neighborhood crime watch groups and neighborhood
homeowner/residents associations, as well as merchants associations.
-- organizing neighborhood cleanup days and beautification projects.
-- developing strategic plans that reflect the neighborhood's priorities and
needs.
-- defining projects and applications for Community Development Block
Grant funding and other outside sources of grant funding.
In December 1993, began an expansion of services offered in NET Centers
with a pilot program in the Coral Way service center. New services are
intended to make it more convenient for citizens to obtain permits, licenses
and/or pay bills, by going to their neighborhood NET center instead of
downtown. Services include collecting payments for solid waste bills and
liens, receiving applications and payment for occupational licenses and
certificates of use, issuing tree removal permits and garage sale permits, and
accepting building permit applications and fees for "owner -builder" permits.
B. Labor Management Partnership
Initiated an early retirement incentive program.
Entered into an agreement with the Sanitation Employee Association to control
and manage the City's Recycling Program.
12 A- 348
Implemented a new form of employee self -management in the Motor Pool and
Property Maintenance Divisions of the General Services Administration/Solid
Waste Department.
i
- Developed and implemented a Sick Pool Policy for general employees, which
_., has reduced the use of sick time by 70%.
- Involved labor-management committees in the City-wide budget review
process.
- Established an Administrative Policy Review Committee to update City
policies. New and/or revised policies are now called Labor Management
- Policies.
Developed and implemented a fair and uniform Interview Procedures Policy
for general employees.
- Developed guidelines for alternative work schedules.
- Established committees to resolve problems and issues of management and
labor.
- Received a grant of $76,000 from the Federal Mediation and Conciliation
Service for Administrative support to the labor-management process.
C. Police Department
- Part I Crime has been on the decline for the last three years.
I - Enhanced the City's crime -fighting presence through an increase in the
number of sworn police officer positions to 1,114 from 1,060 from FY'86 to
FY' 94.
- Initiated Operation N.E.O.N. Neighborhood Enhancement Operation Network,
a form of community -oriented policing that targets criminals and conditions
which breed crime. This comprehensive, cooperative effort involved the
Police Department, community leaders, residents, merchants, and other
governmental agencies working concertedly to target areas in need of pro-
active law enforcement.
i
Implemented IMPACT Teams as a major crime fighting unit, prior to the
advent of the Neighborhood Resource Officer Program; and maintained this
offensive throughout the year.
Instituted an innovative concept of community policing as directed by the City
i Manager called the Neighborhood Enhancement Team (N.E.T.). This concept
makes police services responsive to the needs of neighborhoods. Individual
police officers working with other City Departments are assigned to
neighborhoods to work with citizens, identify problems, and initiate corrective
j action. We currently have 23 Neighborhood Resource Officers working in the
NET Service Areas.
j - Established a tourist information center, staffed with public service aides to
assist tourists in arriving safely to their destinations.
j - Processed 27% of the Department's incident reports through Teleserve
J (phoned -in and walk-in reports).
13 4- 348
Effected 55,130 narcotic related arrest, confiscated $2,062,322 in U.S.
Currency, and recovered in excess of $503,188 in stolen property since 1988.
- Arrested 155,187 persons from January 1986 through December 1993 as
follows:
-- Violent Crimes 29,400
-- Property Crimes 62,438
-- Prostitution 8,219
-- Drug -Related 55,130
- Increased street -level narcotic apprehensions by developing Push Out The
Pusher "P.O.P." program and increasing personnel in the Street Crimes Unit.
Obtained the following Federal and State grants:
-- Revised Statewide Police Reports $ 100,000
Anti -Drug $ 350,000
Crime Against The Elderly $ 100,000
High Impact Drug Trafficking Area(H.I.D.T.A.) $ 210,000
-- Crack Grant $ 700,000
1 -- Haitians Narcotics Enforcement Team $ 135,000
-- High Intensity Drug Trafficking Area Grant $ 185,500
-- Neighborhood Enhancement Teams Expanded $ 1,950,000
Developed directed patrols to maintain high visibility of uniform police
officers in several areas. These patrols were developed to saturate particular
areas in order to deter smash-and-grab robberies directed against tourists.
- Decentralized the Criminal Investigations Section to the district substations to
allow for the investigations of robberies, burglaries, and grand thefts.
Established the Drug Recognition Expert Program as sponsored by the
National Highway Traffic Safety Administration to convict those arrested for
driving under the influence of drugs and alcohol.
Identified and targeted various bars and restaurants where ongoing illegal
activities occurred. Infractions such as; gambling violations, narcotics, and
weapons violations were targeted.
Established Operation "Rock Busters" in response to citizen concerns
regarding drugs, robberies, and burglaries in the Coconut Grove area.
Monitored 17 demonstrations (Northeast Task Force). Assisted the U.S. Secret
Service and Postal Inspectors by making 34 arrests related to the theft of
governmental checks.
Conducted over 6,248 boating safety inspections and issued 1,429 boating
infractions resulting in 110 stolen vessels seized for fictitious registrations.
Total value of property recovered was in excess of $2,477,000 from 1988-
1993.
4- 348
14
Collected in excess of $9,919,926 in revenues from forfeiture cases, alarm
permits and fines, towing fees, auto/boat auctions, off duty surcharges, sale of
police reports, confiscated monies, and storage fees.
- Successfully investigated an allegation of a former Miami police recruit posing
as a police officer, possibly involved in rip-offs. This investigation concluded
with the arrest of four individuals for Auto Theft and the recovery of 11 stolen
vehicles valued at $165,000.
Established the first City of Miami Bicycle Detail.
- Effectively conducted nine (9) major mobilizations related to Hurricane
Andrew, Rodney King Verdict, Alemedia, Wynwood Disturbances, Lozano
verdicts, and Haitian Demonstrations.
Issued 912,322 summonses for various infractions from 1986 through
December 1993.
i'
- Performed 16,907 arrests for driving under the influence.
4
- Answered 2,362,508 E-911 calls from 1986 through December 1993.
- Apprehended a suspected serial murderer of over 20 female victims.
j - Conducted plain clothes details in city parks to target lewd and lascivious
activities.
Established the Grand Avenue and Douglas Road detail to deter smash and
s grab robberies at this intersection.
- Furthered civilianization efforts and increased our patrol strength through
utilization of the Security Guard Corps, to provide security to the main police
' complex. Thirteen (13) police officers were returned to patrol.
- Researched and developed a course curriculum, through NOBLE, to ensure
that the majority of the sworn officers in the Miami Police Department
j received training in cultural diversity.
I
- Developed and conducted a seminar/training for Miami Police Department
staff personnel. This process included developing legislation, which was
approved by the City Commission.
- Continued development of community involvement in community policing
approaches to include the increased use of the Geographic Mapping System.
- Implemented offensives such as S.T.A.R. (Safeguarding Tourist Against
Robberies) to combat crime against tourists.
Coordinated special events projects and crime prevention programs such as
"Pride Day," "Know Your Neighborhood," "Combat Auto Theft" (CAT), and
"Do The Right Thing."
15
34- 348
Developed a new and improved computerized Fleet Inventory Program that
maintains the entire Department's fleet with a wider range of information in
addition to being capable of monitoring vehicle maintenance and personnel
assignment.
Implemented an electronic subpoena system which allows for the expeditious
retrieval of subpoenas. --
Maintained a timely and accurate flow of information to the public, via the
news media, by responding to 45,435 inquiries. _
D. Fire - Rescue
Hosted the Metropolitan Fire Chiefs Conference at the Hyatt Regency Hotel
bringing $250,000 in revenue directly to Miami.
Implemented the Emergency Medical Priority Dispatch System which
effectively and efficiently manages a request for emergency assistance. The
system provides: (1) a mechanism to accurately identify and assess the
urgency of the situation presented by the caller, (2) a response to the request
for emergency assistance based on medical priorities within a system of
limited resources, and (3) appropriate medical first -aid measures initiated prior
to the arrival of assistance.
- Developed an Incident Reporting System in collaboration with the
Department of Computers. One of the significant features of this system is an
enhancement to the City's quality assurance program with the ability to
generate exception reports. The exception report identifies treatment given if
different from the treatment recommended by protocol.
- Completed 14 additional "Learn Not To Burn" (LNTB) workshops for Dade
County School Board Teachers from 1985 to 1993. The section has trained
Dade County school teachers in the LNTB Program, which is primarily funded
by UM/JM Burn Center.
- Placed in service two (2) Basic Life Support (BLS) vans at Fire Stations #4
and #9. The use of these vans improves our capability to provide basic life
support services to the community while reducing the "wear and tear" on
heavy pumpers.
- Presented public education programs to over 38,000 residents in classrooms
and face-to-face presentations from December 1985 to May 1988.
- Rescued and saved the lives of 3 children in an apartment house fire which
earned two Fire Fighters recognition as City of Miami Employees of the Year
in 1989.
- Rescued and saved the life of a 70 year old who was trapped inside a
submerged vehicle. This act of bravery earned two Fire Fighters recognition
as City of Miami Employees of the Year in 1988.
- Saved the life of a child through the utilization of the Emergency Medical
Priority Dispatch System which provides for the lifesaving instruction over the
16 a- 348
telephone by our Emergency 911 operators. This action resulted in one of our
Communications Operators receiving the Save a Life Award from the Mayor.
- Completed the new Fire Garage facility which provides state of the art
capabilities for maintaining and repairing the department's specialized
apparatus and equipment.
- Instituted a new Basic First Aid Training Program within City public and
private schools for children in the 3rd and 4th grades to reduce accidents and
injuries.
Installed Marquette 150012 Lead Electrocardiogram units that were purchased
and place into service on Rescue 3 trucks. Greatly enhanced the ability of
j Paramedics to detect the presence of and treat myocardial infarction (heart
1 attack).
- Procured and placed into service several enclosed cab firefighting apparatus.
Significantly improved the safety of firefighters responding to emergency
scenes.
- Began using large diameter (5") supply hose on firefighting apparatus.
Provided the ability to virtually bring the fire hydrant to scene of fire.
- Upgraded the "Enhanced 911" system for receiving calls requesting emergency
I assistance.
- Installed bio-hazardous waste containers in all fire apparatus to mitigate the
possible contamination of equipment and firefighters.
Coordinated the recruitment efforts to hire an Equal Employment Opportunity
Officer for the Fire -Rescue Department.
Upgraded the heart monitor/defibrillators being used on the Rescue apparatus
from the LifePak 5 to LifePak 10. This new unit also has an external pacer
which acts similar to Pacemaker.
- Completed the installation
of the I -NET (Institutional Network) in all
Departmental facilities. This
provided additional in-house training.
- Responded to the following number of alarms for the designated periods:
Year
Alarms
1985
44,796
1986
47,770
i 1987
50,079
1988
54,273
1989
56,803
j 1990
56,978
1991
58,840
1992
65,538
1993
67,631
- Revolutionized the use of the
drug Adenosine by Paramedics. This drug treats
a heart condition known
as Supra ventricular Tachycardia (SVT), a
dangerously fast heart rate.
'
17 34- 348
Increased the number of Advanced Life Support (AL.S) units by four (4). This
was accomplished without adding new positions to the department. Existing K
personnel were reorganized to add one (1) new Rescue truck at Fire Station #4
in the Roads/Brickeil area and three (3) firefighting units were equipped and
manned, at Fire Stations 03, #5 and 011, to also respond to AL.S calls, in
addition to their firefighting duties.
Advanced the City Manager's initiative of the inclusion of bargaining unit
representatives in decision making through the labor/management process.
Placed into service a new Rescue apparatus known as the "Spirit of Miami."
This truck was procured with funding contributed by City of Miami
employees.
Had the following ARSON arrests and fire deaths for the designated periods:
Year
Arrests
Deaths
1985
69
15
1986
82
17
1987
74
8
1988
75
9
1989
49
1
1990
57
7
1991
65
8
1992
39
9
1993
41
5
- Instituted a Departmental Hepatitis B Vaccine
Program.
Initiated the use of Intraosseous (IO) Infusion Therapy for pediatric
emergencies. This process was used in place of the Intravenous (IV) Infusion
Therapy when the IV method could not be used due to collapsed veins in
children. This therapy used a special cannula to provide fluids to the pediatric
patient through the bone marrow.
Coordinated the City-wide response effort following the devastating effects of
Hurricane Andrew.
Oversaw the recovery operations and the financial reimbursement for damages
and expenses from FEMA and the City's property insurance carrier.
Revolutionized the use of a "Palm Pad" laptop computer for entry of field
emergency medical reports at the scene.
Instituted a "Switch With Another Paramedic" (SWAP) pr6gram to rotate
Paramedics between the City of Miami Fire -Rescue Department and the
Village of Key Biscayne Fire -Rescue Department, to diversify their medical
experiences and serve as a stress reduction mechanism.
Sponsored and coordinated the formation of a coalition Urban Search and
Rescue (USAR) response team, which has participation from the Cities of
Miami, Hialeah, Coral Gables, Miami Beach and the Village of Key Biscayne.
This USAR response team is trained and equipped to respond to search and
rescue situations following a disaster.
18 4_ 348
i
- Procured and placed in service a Hazardous Materials Response Truck. This is
wi a. state-of-the-art apparatus which will greatly enhance the Hazardous
Materials (HAZ-MAT) Response Teams ability to mitigate the devastating
effects of a Hazardous Materials incident.
Began checking the level of patients blood sugar by using a device known as a
Glucometer by Paramedics in the field. This was traditionally restricted to use
by nurses and physicians in the Emergency Room.
- Reached an agreement with the village of Key Biscayne to provide the Village
with ancillary Fire -Rescue Services and assist them in the formation of their
new Fire -Rescue Department. These services included training, procurement
of equipment, apparatus and uniforms and backup by City of Miami Fire -
Rescue. This project provided the City of Miami with a revenue stream of
$400,000 and the Village of Key Biscayne with much needed experience and
reduced unit costs.
Spearheaded the management and growth of the Miami Net 9 cable access
i channel. This channel broadcasts City Commission meetings, Civil Service
i board meetings and public service announcements. This represents the City of
Miami's commitment to better inform the citizens of Miami.
Initiated through the Office of Group Insurance, a City-wide Annual Flu Shot
Program. This program will reduce illness among City employees.
j E. Parks and Recreation
- Accomplished, within six (6) months, the reopening of virtually every parks
facility damaged by the hurricane.
- Demolished all piers at Miamarina as a result of extensive Hurricane Andrew
damage and coordinated a comprehensive feasibility study for guiding the total
reconstruction and future operation of this facility.
- Supervised extensive clean up and rebuilding at both golf courses after
! extensive damage from Hurricane Andrew.
- Salvaged and repositioned approximately 860 (36%) trees that were saved
from 2,370 or more trees that were felled throughout our parks system and golf
courses by Hurricane Andrew.
- Prepared and initiated seven (7) separate bids for the planting of more than
1,735 hurricane replacement trees at 56 parks and the two (2) golf courses.
- Completed, with assistance from the Public Works Department, major capital
improvement projects totalling an estimated $11,679,000 which included:
African Square Park Renovations - Phase I, General Antonio Maceo Park
Development (Phases I and II), Ambrister (Grand Avenue) Park Building
Renovation, Sewell Park Shoreline Stabilization, Allapattah-Comstock Park
Sportsfield Lighting, Gibson Pool, Lummus, Dorsey, Williams, Clemente,
Curtis/Sports Complex, Simpson, Virrick and Grapeland Parks renovations.
19 � 4- 348
Received three major competitive grants for park renovations: $250,000 from
the National Park Service for Dorsey Park in Overtown and $96,110 for
Lummus Park in Downtown and $65,000 for Allapattah-Comstock Park, both
from the Florida Department of Natural Resources.
- Administered an approximate $8.3 million citywide Neighborhood Parks
Renovation Program in addition to approximately $10,000,000 in other capital
projects under other funding sources.
Received more than $3 million in grants for capital improvement projects
throughout our parks system including more than $1.55 million in State Line
Item Appropriation Grants.
Initiated, with assistance of the Public Works department, the construction of a
new $450,000 recreation building at Morningside Park.
Reached, solely through fund-raising activities over the last several years, all
targeted financial objectives relating to programs for persons with disabilities.
Purchased the City's first wheelchair accessible bus at a cost of $61,498.
Served an average of 400 disabled individuals each week in the Handicapped
Program, providing recreation, sports, cultural arts and social activities, as well
as behavioral training and supported employment.
Received since 1988, approximately $1,857,000 in grant funding from the
Florida Department of Health and Rehabilitative services. This averages
$265,250 for each program year.
Generated nearly 60% of the Handicap Division's annual budget through staff
efforts in grant awards and fund-raising activities. Only 40% of its funding is
provided from the General Fund.
Sponsored the "Miami Storm" which is the only publicly sponsored wheelchair
basketball team in South Florida.
Offered year-round programs at 33 different sites and summer programs at 43
facilities.
Achieved average annual participation rates in excess 3,000 registered youths
in the Recreation Program and Camps and 2,000 in the "Learn -to -Swim"
courses during the Department's prime ten -week Summer Programs.
Assisted local community groups and service organizations in annually
coordinating and facilitating the use of park facilities for more than fifty (50)
youth and adult groups.
Completed, in 1992, an outdoor lighting program with FPL for 14 parks city-
wide, with significant positive impact on safety, extended use and property
security.
Participated with Dade -County Public Schools System in an after school
enrichment pilot program at Gibson and Allapattah-Comstock Parks.
Provided, through the sponsorship of the Miami Rowing Club, a free of charge
one (1) week summer camp for inner-city youths.
Organized the Annual Snow Day and the Easter Egg Hunt and Picnic with the
participation of over 2,500 children and parents.
Transported more than 5,500 youths to ten (10) different field trip attraction
destinations during our typical summer programs.
Provided, during a typical year, adult softball, basketball, volleyball and
baseball programs involving over 246 teams and 3,625 participants.
Provided year-round day care services to an average of 200 plus children aged
six (6) weeks through five (5) years.
Sponsored fifty (50) special events/activities annually for approximately 175
participants.
Served an average of nearly 600 meals per day to day care participants for
more than 100,000 meals per year.
Provided hearing, speech and physical exams annually for more than 200 pre-
school children.
- Conducted more then 300 summer camp field trips serving nearly 8,400
children annually (average 25 children per trip).
! - Completed applications for recently mandated HRS background and
fingerprinting checks for all current and new staff.
- Provided regular landscape maintenance for more than 2,500 acres of property
including 116 parks, two (2) golf courses, twelve (12) fire stations and the
grounds of various city administrative offices.
i
;f
Entered into a contractural agreement with the Dade County School Board,
whereby the Board reimburse the city for the maintenance of six city parks
used by six (6) county schools.
Installed new signs at all city parks displaying rules, regulations and hours of
operation.
- Reopened Virginia Key Beach Park in 1987 for picnicking, swimming, surf
boarding, etc.; including access control, restrooms, lifeguard station, outside
showers and landscaping at a total of $200,000.
Maintained clerical records annually for more than 10,000 grave sites.
Coordinated the training and certification of more than 100 Department
employees for Florida Commercial Drivers License.
Attracted more than $1 million worth of donations for our "Adopt -A -Park"
Program including the Frito-Lay Kiwanis Club of Little Havana Friendship
Playground at Douglas Park (valued at approximately $250,000), Kiwanis
Club of Little Havana Curtis Park Playground (valued at approximately
21
14- 348
$100,000) and two (2) Pepsi Cola Playgrounds (valued at approximately
$50,000).
Executed major administrative staff changes and initiated an extensive review
of department policies and procedures in order to improve and streamline
department operations.
Implemented in conjunction with the Police Department, "Operation Safe
Parks" to enhance the security of residents using city parks.
Acquired the City Commission's approval for the Administration to initiate a
$3 million loan from the Sunshine State Loan Fund for the purpose of
accomplishing major capital improvements at both city golf courses.
Achieved, since 1990, an essentially break-even operation of both city golf
courses combined.
Replaced the entire leased fleet of 140 golf carts at the two city courses with
new 1992 models at no additional cost to the city.
Improved the Melreese Golf Course appearance and playability by initiating an �.
ongoing tree trimming program.
Developed revenue data bases .for both city operated golf courses which were
used in creating computerized forecasting models for projecting annual golf
courses' revenue estimates.
Created a golf program to extend the use of the city's golf courses to retired
city employees, etc., at discounted rates.
Completed in 1990 and in coordination with the Public Works Department, a
$13 million renovation of Dinner Key Marina; developing it into a state-of-the-
art marina and expanding it in size from 374 to 581 slips.
Realized revenue surpluses at Dinner Key Marina in FYs' '91, '92 and '93
despite debt service requirements for a major construction loan as well as
during the post -Hurricane Andrew period.
Achieved a combined marinas' average annual revenue surplus over operating
expenditures of more than $83,000 during the period of FY'91 through FY'93.
Determined that the marinas could be reorganized on a more cost-effective
basis by consolidating all marinas under one manager and thereby eliminating
one marina manager position.
Assessed our liability exposure as a result of Hurricane Andrew and identified
and implemented procedures for minimizing our future exposure.
Designed and developed a computerized marinas revenue projection model
which has demonstrated a forecasting accuracy of within + 2.5%. The
attractiveness of this model is that the data base can be quickly modified with
the latest available data to immediately provide a highly accurate revenue
projection in minimal time.
22 �4- 348
Installed and activated a Cable T.V. system at Dinner Key Marina providing
Cable T.V. access to all Marina slips.
- Conducted an analysis of water and field lighting costs at the Orange Bowl
Memorial Stadium and developed criteria for assigning these costs on an event
basis.
- Participated, with the City Manager's Office, in negotiating a long-term use
Agreement for the Orange Bowl Memorial Stadium by the University of
Miami.
- Facilitated negotiations and execution of a professional services agreement
with Urban Architects for the Orange Bowl Modernization Project; and with
the consultants, developed a major program for improving the stadium as well
i as having assisted with the preliminary feasibility studies.
- Attracted the "Rolling Stones" to the Orange Bowl Stadium in 1989 with such
success that the originals one-night show was extended for a second night and
realized in excess of $336,000 in revenue to the City. This was the single most
financially successful event in the Orange Bowl's history.
Ensured that the Press Box repairs at the Orange Bowl Memorial Stadium
(which had already commenced prior to September 19, 1988), were properly
conducted and accomplished within a time frame consistent with scheduled
events.
- Attracted a major RAP concert to the Bobby Maduro Miami Baseball Stadium
j in fiscal years 1989 and 1990.
- Coordinated with the Public Works Department, the accomplishment of
$148,875 in structural pillar repairs to the Commodore Ralph Munroe Marine
i Stadium.
- Completed in conjunction with Public Works, Range Park's approximately $2
million Olympic Pool Complex on a "fast -track" basis in the record time of
only eight (8) months.
- Completed the $536,000 renovation of the Miami Ichimura Japan Garden with
a $330,000 donation from the Ricoh Corporation with the supervision of the
Department of Development.
a - Installed more than $135,000 in new modernized playground equipment at
Hadley, Legion and Gibson Parks.
Received more then $3 million in grants for capital improvement projects
throughout our parks system including more than $1.55 million in State Line
Item Appropriation Grants.
F. Public Works
_ Completed over 200 projects at a cost of $125.0 million. This includes such
major projects as the two police substations, major renovations to the Orange
23 J 348
Bowl Stadium, Dinner Key Marina, Coconut Grove Exhibition Center,
Bayfront Park, and Athalie Range Park's Olympic Pool. In addition, there are
62 projects costing $11.4 million presently under construction. Furthermore,
32 projects costing $16.4 million are presently under design.
Established the Telecommunications Fee for the use of Miami's rights -of -way.
Evaluated numerous computer -aided design and drafting software and
hardware systems.
Implemented monthly training sessions for the engineering staff and opened
new opportunities for minorities.
Established a new set of position classifications to more "professionalize" the
department.
Established a Pay Telephone Fee for use of the public right of way.
Implemented a stormwater utility program with revenues of $8 million per
year.
Implemented new fees and increases to existing fees to align fees with the
actual costs to provide service.
Increased revenues to the extent that they now exceed total departmental
expenditures.
G. General Services Administration
- Provided assistance to WLRN and the Greater Miami Chamber of Commerce
in creating and coordinating the TV series "Black Entrepreneur."
- Reduced the processing time for purchase orders by about 30 days through
creation of a new purchase requisition form and expediting requests for written
quotes using the fax machine.
- Designed and contracted out the constuction and installation of a new "ADA"
compliant elevator for City Hall with the cooperation of the Department of
Public Works.
- Developed cost-effective methods of improving services and reducing cost
through effective implementation of productivity standards and efficient
utilization of personnel, materials and other economic resources.
- Evaluated City mail services needs and implemented a twice -a -day delivery
mail system to all City departments and agencies.
- Established a cost-effective level of planned maintenance and technical
service to all City buildings, City -sponsored events, equipment fixtures and
facilities.
Procured and commissioned 692 new police patrol vehicles.
24 -34- 348
- Conducted sixty-one (61) auctions for the sale of surplus and confiscated city
property as required by the city.
- Developed a new equipment replacement policy; providing safe and reliable
equipment to city employees with a cost-effective methodology.
Negotiated new towing legislation to eliminate abuses in towing fees.
i
Completed the sale of the Municipal Shop Tract to Miami -Dade Community
_ College, providing the City with $4 million in revenue proceeds.
1
Acquired new telephone equipment City-wide, providing more features to
users at a savings of more than $500,000 annually in equipment rental fees.
- Completed the switch from CENTREX to ESSX telephone system; providing
an upgrade of features at a lower monthly cost.
- Upgraded the paging system with a new 900 MHZ network; enabling
communication throughout Dade County and providing direct access from
i outside telephone lines.
i
- Acquired new printing presses and other related equipment; increasing
productivity and cost effectiveness in the Print Shop operation.
i - Made emergency repairs to damaged city buildings to secure them and make
the buildings habitable after Hurricane Andrew.
He Solid Waste
i - Implemented the Transfer Fee Cost Reduction Program as of January 1990
which effectively saves $9.00 per ton by direct dumping.
- Increased the service level of rubbish collection 100% from biweekly
_j collection to weekly collection.
- Negotiated and consummated a contract with the Bedminster Company for the
construction and management of a facility to do "in" vessel composting of the
majority of the city's garbage and trash with the potential for also replacing
curbside recycling collection. As a separate activity, the firm is now in the
j process of securing the permission required to construct and operate such a
facility.
- Implemented mechanical street sweeping of commercial areas in Coconut
Grove, Downtown, Biscayne Boulevard and major streets, seven (7) days a
week.
- Implemented city-wide collection of illegally dumped tires, five (5) days a
week, equalling 120 tons per month. This program is reimbursed by the State
of Florida Tire Grant.
-' - Expanded Solid Waste code enforcement service levels by funding additional
Solid Waste Inspector positions.
i
25 348
Implemented the collection of dead animals five (5) days per week.
Purchased and distributed 500 concrete litter containers city-wide.
Created and implemented an automated complaint tracking system to support
field operation efforts.
Increased the level of commercial garbage collection services by providing
five days -per -week collection to the Bayside Specialty Center.
Implemented the Recovery of White Goods and Metals Program as of March
1990.
Implemented recycling program as of February 1990 and expanded program
city-wide as of August 1993.
Through the labor management process, a successful transfer of responsibility
for residential curbside recycling was negotiated with the Sanitation
Employees Association (SEA) and a contract for collecting and disposing of
glass, plastics, aluminum, tin and newspaper was consummated which made
recycling services available to the approximately 60,000 single and duplex
residences in the city. It is estimated that this agreement will save the city
approximately $300,000 in costs associated with curbside recycling.
Reduced litter by educating the public through community meetings in the
areas of Little Havana, Liberty City, Overtown, Little Haiti, Coconut Grove,
Wynwood and Northeast Miami.
Increased inspections/citations on placement of containers, garbage, trash,
bulky and/or industrial waste on public right-of-way by 11% from 1,700 to
1,890 annually.
Increased inspections/citations on dumpsters not kept in approved facility areas
by 20% from 192 to 230 annually.
Increased inspections/citations on occupied homes with overgrown yards by
15% from 1,500 to 1,725 annually.
Increased inspections/citations on unauthorized disposal of garbage, trash, or
other materials consisting of industrial and/or bulky waste by 7% from 1,400
to 1,500 annually.
Increased inspections/citations on un-containerized garbage or miscellaneous
trash in receptacle areas by 17% from 880 to 1,030 annually.
Provided special support services at events such as Calle Ocho, Three Kings
Parade, the Orange Bowl Parade, Coconut Grove Arts Festival, the Grand Prix
of Miami and the Goombay Festival. Reduced the cost of services to all events
and successfully completed cleaning for events. This allowed for earlier
restoration of normal traffic flow in affected areas.
26 f4- 348
I] I. Building and Zonine
Updated all records and files (permits, certificates of occupancy, etc.) which
resulted in $250,000 of revenue for the department.
Issued 5,882 electrical permits which generated $533,664 in revenues in
FY'88.
Performed 27,870 electrical inspections and wrote 889 violations with a record
of 100% correction factor in FY'89. Also checked 5,960 plans and processed
j 8,602 permits generating $851,959 in revenues.
Increased plumbing revenues by $128,054, for a total of $498,441 in FY'89.
- Performed 5,530 additional structural inspections in 1988 for a total of 25,206
inspections and issued 9,629 permits generating $1,537,224 in revenues in
FY' 88.
Issued 9,706 structural permits with revenues of $1,544,732 in FY'89.
- Performed 14,420 mechanical inspections, issued 2,855 permits and generated
$595,075 in revenues in FY'89.
- Investigated 6,423 zoning violations, reviewed 8,749 plans, and generated
i $311,176 in revenues in FY'89.
- Increased Certificate of Occupancy revenues by $200,000 in FY'89 to a total
of $483,557.
Issued 40 Building Permits with an estimated value of $500,000 or more in
' FY'89.
- Collected $60,638 in returned checks in FY'89.
j - Ranked as No. 13 among 202 cities in the United States with regard to
collection of building permit fees.
I- Developed with the assistance of the Law Department a new procedure for
citing code violators. Increased the number of cases filed before the Code
Enforcement Board from an average of 10 cases to 60 cases per month. The
! Code Enforcement Board heard a total of 360 cases during FY'86-87 (1984 -
80 cases, 1985 -110 cases, 1986 -100 cases).
j - Enacted the Construction Industry Advisory Board whose main function is to
review and recommend changes to existing plans, processing, and permitting
procedures in the Building & Zoning, Fire, Planning, and Public Works
! Departments.
Established an ongoing in-house task force to review and resolve permit and
application problems which arise in the course of plans review and
construction process. The task force distributed a procedures manual to all
construction groups, companies, associations, and departments.
I .
a
27 04- 348
Instituted in-house workshops/seminars on a monthly basis for the construction
industry, general public and other cities. This was the first of its kind in Dade
County.
Inspections of construction sites were expanded before 8:00 a.m. and after 5:00
p.m. to expedite completion of structures and to place properties on the tax roll
register.
Issued information booklets, newsletters, notice flyers, and construction
requirement guidelines for both homeowners and contractors to educate the
public concerning the City's construction requirements.
Revised and updated the majority of the fee structure i.e., building,
miscellaneous, electrical, mechanical, plumbing, etc. and added new fees as
required to more accurately reflect normal operating costs.
Increased inspection days from 5 to 7 a week and "walk-thru" hours for plans --
examining from 2 1/2 hours to 5 hours a day. Dade County and other cities
average only 2 "walk-thru" hours per day.
Amended pertinent sections of the Zoning Code and Miami City Code and
adopted new ordinances to accommodate more cost-effective and proper
procedures for those regulations. (Ticketing Ordinance)
Completed and inspected the following major and unique projects:
-- The co -generation plant; the first of its kind in this area.
-- The Southeast Financial Center (55 stories) and Dade County
Administration Building (32 stories).
-- Sanitary sewer districts (Kinlock, Durham and Central) which involved _
over 1,200 sewer connections in only 6 months.
Sent 150 electrical "disconnect letters" to FPL; thereby, avoiding dangerous
wiring on premises.
Completed inspections in Overtown performed by the Multi -Agency Task
Force. A total of 3,005 units (235 buildings) were inspected identifying
12,312 violations:
Enacted the recertification of 40-year-old buildings (except SPR and D) and 10
year intervals thereafter.
Inspected and approved over 1200 sewer connections in Fairlawn North, West
57th, and West Flagler St -Phase II.
Increased the number of cases heard by the Unsafe Structures Board from 94
in 1992 to 105 cases from October 1992 through February 1993.
Demolished a total of 296 unsafe structures in 1992 and 269 unsafe structures
in 1993.
Prepared the necessary documentation to hear 495 cases before the Code
Enforcement Board in FY'88, an increase of 135 cases over 1987. Increased
the number of cases before the Board to 664 in FY'89.
28 ?34— 348
- Achieved recertification of all trade inspectors and cross certification of 41
.�...y trade inspectors through Dade County Board of Rules and Appeals.
1� - Instituted neighborhood seminars in the Roads/Little Havana area and the
Northeast area.
- Collected an average of $100,000 of Code Enforcement Board (CEB) liens
annually since 1992.
- An ordinance related to FEMA National Flood Insurance Program was passed
by the City Commission. Premium costs to the citizens of Miami were reduced
by 5%.
- Implemented Phase IV of the Building and Zoning Permits and Violations
Tracking computer System. This phase completes the permitting process by
scheduling and recording inspections in the computer and issuing certificates.
Trained all personnel in the use of the new computer system.
- Implemented Ticketing Ordinance #10954. Collected $19,785 in fines.
- Adopted Floodplain Management Ordinance No. 11028 as required by the
Federal Emergency Management Administration, previously under the
jurisdiction of Metropolitan Dade County. Implemented procedures in order to
review and process variance requests and appeals.
1 - Worked with the Planning staff to assist the public in understanding the public
hearing process.
- Continued participation in the NET (Neighborhood Enhancement Team)
Program by assigning 12 Code Enforcement inspectors to respective NET
service areas.
Implemented procedures to process and present cases before the Department of
Professional Regulation and the Construction Licensing Board.
The Unsafe Structures Board continues to hold monthly hearings for the City
of Miami, 251 properties were demolished in FY'92. The number of structures
being repaired has increased.
In addition to preparing cases for the Zoning Board, Planning Advisory Board
and City Commission, cases were prepared for the Code Enforcement Board
and Ticketing Appeals were heard.
1 - The department issued a total of 23,215 permits.
- As an Enterprise funding department, have upgraded fee schedules and added
new fees, when required and necessary.
J. Community Development
Provided for an exterior neighborhood residential and commercial facade paint
+ program in low and moderate income neighborhoods throughout Miami.
f.t , : 29 '9/4- 348
Through the auspices of this program, 730 commercial properties and 482
houses were improved from December 1985 to March 1994.
Developed and implemented a new mini-UDAG program similar to the federal
UDAG program. to assist small and minority -owned businesses located in
Miami's target areas. This project provided matching funds with different
leverage ratios depending upon private sector investment. Provided _.
$4,730,000 in CDBG monies in the form of business loans designed to further
economic development and commercial revitalization, as well as to assist in
the financing of projects that will impact upon the City's growth and
development.
Placed over 9,000 unemployed individuals and youth in private and public
sector jobs as part of the City-wide Neighborhood Jobs Program financed with
several local and federal funding sources.
Provided over $8,500,000 in CDBG monies to fund construction of several
physical improvement and commercial development public/private joint
ventures in low and moderate income neighborhoods.
Administered and operated the Summer Youth Employment Program which
placed approximately 2,500 youth in temporary summer employment from
April 1989 through September 1993.
Maintained accounting and budgetary control of 7 Urban Development Action
Grants (UDAG) totalling $23.5 million and their repayment from April 1989
through March 1994.
Maintained fiscal control of the Economic Development Physical
Improvement Projects Pool which totals $2.2 million.
Coordinated City -sponsored festivals and events, such as the opening of the
Manuel Artime Theatre for the Performing Arts and the Jose Marti Parade.
Provided housing, job placement, economic aid and food for over 2,000
persons who passed through the Bobby Maduro Stadium.
Coordinated 15 special event meetings with approximately 93 organizations
(including 10 major events) to provide technical assistance.
Administered a special community project to fund Land Acquisition for
expansion of the Miami -Dade Community College -Downtown Wolfson
Campus ($1.8 million).
Managed a low interest Float Loan for the construction of the new YMCA
headquarters and Child Care Center in Overtown ($1.6 million).
Assisted MCI, a telecommunications company, to establish its National Relay
Service Center for the Deaf in Downtown Miami with $500,000 in CDBG
funds.
Provided $600,000 in CDBG allocations for the construction for the New
Trauma Center at Jackson Memorial Hospital.
30 ':34_ 348
- Expanded the Allapattah Elderly Center Facility at Curtiss Park with $130,000
in CDBG funds.
- Obtained three (3) Urban Development Action Grants (UDAG) which resulted
in $10.5 million in UDAG funds being awarded to the City of Miami by the
U.S. Department of Housing and Urban Development (HUD). Two of the
approved applications were for the Overtown/Park West project, totalling
j $10.0 million to assist in the construction of rental housing and the
development of commercial retail space and parking. The other approved
application for $400,000 was for the Civic Park Plaza project which developed
a professional office building in the Civic Center area of Miami.
Implemented two (2) CDBG Float Loans totalling $6.6 millions: the first one
to restore the Freedom Tower building in downtown Miami ($5.4 million) and
$ the second one to assist the YMCA in Model City ($1.2 million).
- Rehabilitated the Historic Lyric Theatre in Overtown with over $450,000 in
CDBG monies.
Expanded the YMCA - Jose Marti Branch in the Pequena Havana.
Provided public services to low and moderate income residents as follows on a
yearly average basis: 5,800 elderly residents received hot meals and multiple
services, 2,900 residents received transportation services; 70 visually impaired
resident received social service and recreational training; 370 homeless
individuals were assisted with meals and/or emergency shelter; 180 children
7 and teenagers were provided educational services and after school care; 1,000
i job placements and referrals were provided; 1,400 area children have been
provided assistance (day care, meals, summer camps, etc.); 3,000 residents
were provided primary health and mental health services; and 25 aids patients
were provided with hot meals.
Provided counsel to twenty eight (28) potential loan borrowers and introduced
1 the same to Miami Capital Development, Inc.'s (MCDI) process. At the end
of Fiscal Year 1993, they showed the following results:
Number of Loans 321
Loan Amount $ 21,928,735
Outstanding Amount $ 6,681,274
Amortized $ 3,181,926
Paid $ 7,410,475
Charged -off $ 4,655,060
K. Development and Housing
Since 1979, more than 1,200 single family residential units have been
rehabilitated for lower income homeowners through the City's Community
Development Block Grant (CDBG) assisted Single Family Rehabilitation Loan
Program at a cost of more than $19 million.
- - Since 1980, more than 4,000 multifamily rental apartment units have been
renovated for lower income tenants through the City's administration of the
following U.S. HUD programs:
31 -34- 348
Community Development Block Grant (CDBG) funded Multifamily
Rehabilitation Loan Program
3,082 apartments rehabilitated
$26 million CDBG dollars expended
$10,850,418 private dollars leveraged
Rental Rehabilitation Program (RRP)
900 apartments rehabilitated
$6.2 million RRP dollars expended
$7,111,036 private dollars leveraged
HOME Program
103 apartments rehabilitated
$1,816,900 HOME dollars expended
$576,963 private dollars expended
4,085 TOTAL MULTIFAMILY UNITS REHABILITATED
$34,016,900 TOTAL FEDERAL PROGRAM FUNDS EXPENDED
-- $18,538,417 TOTAL PRIVATE FUNDS LEVERAGED
More than $2,807,000 of U.S. HUD funded rental subsidies have been
provided to 412 very low income tenants households on an annual basis.
Developed, submitted and received U.S. HUD approval of the City's
Comprehensive Housing Affordability Strategy (CHAS) - a detailed long
range housing plan -whose U.S. HUD approval is necessary to receive all U.S.
HUD federal program dollars, including the Community Development Block
Grant, Entitlement, HOME Program, Section 8 Program, Housing
Opportunities for Persons with AIDS Program, etc. - since its inception in
1990.
Received over $2.2 million ($33 million over term of contract) in Federal
Section 8 annual rent subsidies, and became one of only four jurisdictions in
Florida (one of 180 in the United States) invited to apply for FY'88-89
funding.
Received a bonus allocation of approximately $180,800 from U.S. HUD in
recognition of the City's exceptional performance in expending funding
previously awarded to the City under this program.
Rehabilitated 412 housing units in the Little Havana, Model City and
Overtown neighborhoods, under the Section 8 Moderate Rehabilitation
Program. Certified and placed 412 low-income tenants in the renovated units.
Commenced construction on the 150 unit Melrose Nursery Townhome Project
which will provide homeownership opportunities to low and moderate income
Miami residents.
32 4- 348
- Commenced construction on the 52 unit Fern Isle Gardens Townhomes Project
which will provide home ownership opportunities to low and moderate income
Miami residents.
- Completed construction on the 35 unit St. John Rental Apartment project
sponsored by St. John CDC on city -owned land in the Overtown
neighborhood.
j - Completed the construction of 35 new single family homes on vacant city -
owned parcels under the City's Scattered Site Affordable Home ownership
Development Program in the Allapattah, Coconut Grove, Model City and
Wynwood neighborhoods.
Secured over $9.2 million in Home Investment Partnership Program funding
for 1992 and 1993 from the U.S. Department of Housing and Urban
Development for the provision of affordable housing for the City's very low
and low income families and individuals.
Secured $4,697,000 in Housing Opportunities for Persons With AIDS
(HOPWA) Program funding from the U.S. Department of Housing and Urban
Development for the provision of housing related activities and services for
individuals with HIV/AIDS or related diseases.
Commenced construction on the city -owned St. Hugh Oaks parcel located in
the Coconut Grove neighborhood. Once completed, the St. Hugh Oaks
Condominium project will provide affordable housing opportunities to twenty
three (23) moderate income home buyers in the Coconut Grove neighborhood.
Developed a 40 units condominium project (Poinciana Village) in the
Southeast Overtown/Park West.
Issued $11.5 million Community Redevelopment Revenue Bonds.
Acquired a number of properties for Phase II redevelopment of the Southeast
Overtown/Park West District.
Illustrated a $4.5 million Commercial redevelopment project in the Southeast
Overtown/Park West District.
Obtained a $2.5 million low interest rate vs. HUD loan for the financing of a
commercial project in the Southeast Overtown/park West District.
Issued RFP documents for the development of residential and commercial
project in the Southeast Overtown/park West District.
Illustrated the development of 24 new condominium (Pomerana Village Phase
IV) in the SEOPW.
Obtained approval from FHA to originate and underwrite FHA backed
mortgages in South Florida.
Refinancing approximately $6.0 million community redevelopment bonds to
reduce the annual debt service over $500,000.
33 �4- 348
Coordinated with the County and Performing Arts Trust for the development
of $172 million performing art complex in Downtown Miami.
Applied for a $600,000 EDA grant for the establishment of a film incubator in
the City.
L. Planning, Building and Zoning
- Merged with the former Building and Zoning Department to create a "super -
department" - the Planning, Building and Zoning Department - in 1990;
coordinated planning and zoning activities with NET Administrators
commencing in 1992.
- Prepared Community Development Three -Year Plans for all 8 target areas in
1987, 1990 and 1994. Plan components included neighborhood analysis,
goals, objectives and strategies, and neighborhood statistical profile.
- Proposed and monitored approximately 200 commercial facade improvements
in the Community Development Target Areas.
- Assisted and monitored the Overtown Redevelopment and Action Program for
the Overtown Advisory Board and the City of Miami.
- Provided ongoing assistance to People United to Lead the Struggle for
Equality (P.U.L.S.E.) Hotspot campaign; Push Out the Pushers campaign
(Operation P.O.P.); and Black on Black Crime Prevention Program (Urban
League of Greater Miami, Inc.) in the Model City Neighborhood.
- Completed the Municipal Atlas in 1987 (Sanborn), a five-volume set
representing the first complete map coverage of properties and buildings in
Miami. This is the first component of the Geographic Data Base.
- Initiated and completed the Coconut Grove Comprehensive Traffic Study
(1989).
- Completed the Downtown Master Plan and received Commission approval in
1989; completed the Downtown DRI and negotiated the settlement of DCA's
appeals on the Downtown and Southeast Overtown/Park West DRI's; initiated
implementation of the Downtown and Southeast Overtown Park West DRI's;
and received a state grant to develop a Downtown Historic Preservation
Element as part of the Downtown Master Plan.
Received Commission approval of the Dinner Key Master Plan (1985).
�-- 348
34
j - Completed the Downtown Waterfront Master Plan in 1987 including mission
statement, technical program specifications, and implementation
strategy/development program for Bicentennial Park/FEC Tract.
- Completed the Virginia Key Master Plan in 1987.
- Completed the Watson Island Master Redevelopment Plan in 1989.
Completed the Miami River Master Plan in 1992; completed the Economic
Study of the Miami River in 1986; completed a plan for redevelopment of the
Lummus Park area and initiated implementation in cooperation with the Parks
Department; coordinated with the new Miami River Coordinating Committee;
_ and completed implementation of the North River Drive Highway
Improvement in cooperation with the Public Works Department. Received
! City Commission approval of a zoning ordinance amendment banning
housebarges City-wide (with exceptions) and live-aboards from Little River
Canal and part of the Miami River (with exceptions).
Proposed and received Commission approval, in 1988, of a revised City of
Miami Impact Fee Ordinance. Created a fee ordinance to address development
impact on infrastructure and services in 1987; thereby, providing a new source
of revenue for the City. Previously, the cost of development was totally
funded by the City.
- Completed the S.W. 27th Avenue Study, a guide to zoning actions and
transportation improvements in the S.W. 27th Avenue corridor from South
Dixie Highway to Tigertail Avenue. Recommended the appropriate Zoning
Ordinance amendments to the City Commission.
- Initiated technical assistance to the Black Archives Historic and Research
Foundation of South Florida to develop a master plan for the Historic
Overtown Village.
1 -
Revised the City-wide sign ordinance for signs over 50 feet above the ground.
i
Completed the two-year Visions 2000 program by publishing the final report
on goals and objectives for long-range planning for education, dropout
prevention, health care and manpower. This project involved a committee
' appointed by the Dade Legislative Delegation.
- Initiated the Florida Avenue and Virrick Gym studies in Coconut Grove;
completed the Vizcatran and SW 27th Avenue/Coral Way planning and zoning
studies.
Initiated a Goods Movement Study of the industrial areas of Wynwood and
Allapattah in cooperation with the International Trade Board. Completed a
City-wide Industrial Land Use Needs Study in 1990. Initiated Wynwood Safe
Neighborhood Improvement District Study for submission for grant funding to
the State of Florida.
- Initiated, extended and enhanced the City-wide Geographic Information
System (GIS) which enables an increasing number of City departments to
access a common data base pertaining to mapping, geo-coding and socio-
economic data.
35 34- 348
Received annual Commission approval of the Capital Improvement Program
(CIP)--the official statement of public policy regarding long-range physical
development in the City of Miami --and the corresponding Capital
Appropriations Ordinances until 1990 when the function was transferred.
Completed the Miami Comprehensive Neighborhood Plan 1989-2000 in
conformity with new State Growth Management legislation and started con -
currency review. Updated Miami Comprehensive Neighborhood Plan in
September 1985, a four-year work effort that satisfies state laws and which
provides an outlook for the future development of Miami's real estate.
Completed new zoning Ordinance 11000 in 1990 that permits simplification
and reorganization of land use controls and controls the development of all
City-wide real property. Implementation measures included:
-- Issued 782 Class II Special Permits
-- Recommended 14 major use special permits.
-- Made 100 other recommendations to the Planning Advisory Board and 275
recommendations to Zoning Board.
- Implemented and codified Zoning Ordinance 95000 (following 1983) that
controls the development of all property City-wide. Implementation measures
included the following:
-- Issued 543 Class C Special Permits.
-- Evaluated and recommended 6 new Developments of Regional Impact
(DRI).
-- Recommended 7 major use special permits.
-- Made 156 other recommendations to the Planning Advisory Board and 498
recommendations to the Zoning Board.
Recommended 73 individual historic sites and 6 historical districts for local
historic designation to the Historic and Environmental Preservation Board and
processed 435 applications for renovations to historic structures.
- Recommended 264 Certificates of Approval- pertaining to development
activities in Environmental Preservation Districts.
The Department's Zoning Section accomplished the following activities in
1991-93:
-- Certificate of Use Applications proposed 3,732
-- Certificates of Use Issued 3,500
-- Class I Special Permits issued 1,694
-- Information letters sent 1,115
36 .2A- 348
-- New building permits recommended 1,157
^� -- Alteration and addition permits recommended 5,425
I
-- Building plans re -checked 2,725
-- Misc. permits recommended/Sign permits issued 9,523
_4 M. Personnel Management
i
Entered into a contractual agreement with a minority vendor to perform the
City's medical services. Not only is it projected that the City will realize a
savings of approximately $140,000, but the City was also able to provide
employees and applicants with a more comprehensive physical examination.
j - Saved the City almost $700,000 in back wages, plus legal fees, through proper
application and administration of the wage and hour (overtime) provisions
covered by the Fair Labor Standards Act of 1938.
- Eliminated the credit reserve in Coordination of Benefits in 1988 resulting in a
savings to the City estimated to be $50,000 - $100,000 annually.
Implemented several insurance rate increases to approximately 880 retirees
from December 1988 to February 1990 for an approximate savings of
$870,000. This action altered the City's subsidy towards the Non -Case
Retirees (NCR) from an average of 68% down to 30%.
- Increased the single and family deductible by $50 for employees and retirees
j January 1 and June 1, 1989 respectively. This provided a cost transfer of
potentially $90,000 annually.
- Conducted a vigorous and successful Fire Fighter recruitment program
designed to inform Blacks, Latins and women of career opportunities in the
Fire Department and to secure qualified applicants to meet the City's hiring
goals. During this recruitment program, the overall pass rate on the Fire
Fighter examination was increased and the level of adverse impact was
reduced. The Department of Personnel Management reduced the total
processing time from the point when the eligible register is established by 36
calendar days.
i
Implemented a program for monitoring asbestos in municipal buildings.
- Incorporated an in-depth psychological screening and evaluation of Police
Officer applicants in the selection process. This type of screening is effective
in "screening -out" candidates who possess mental conditions and/or
! psychological characteristics predictive of high risk for the position of police
officer.
Implemented, pursuant to City Commission policy, a pre -employment drug
- screening program for all new employees in an effort to ensure a "drug -free"
work force.
i
37 4-- 348
Developed supervisory training and implementation guidelines for the "pay -
for -performance" system.
Coordinated the development of performance appraisal systems for
managerial/confidential personnel.
Successfully coordinated a study by a national panel of experts on race
relations in the City of Miami's Fire Department. Seven panelists studied
various aspects of management, hiring, training, promotion and organization.
Developed and implemented a Handicap Volunteer Work Program which
provides City departments with the voluntary services of a handicapped
worker. In exchange, the handicapped worker receives a letter of
recommendation from City officials attesting to the clerical experience gained
while working for the City.
Coordinated the establishment of a temporary Jobs Outreach Project in an
effort to provide community residents in targeted neighborhoods with a means
by which to begin to improve their economic stability. Successfully placed a
total of 399 persons in search of assistance.
Developed and implemented a Safety Training Program for the Department of
Solid Waste to promote employees to vehicle operators.
Implemented a Safety and Loss Prevention Program for the Department of
Parks, Recreation and Public Facilities. Safety inspections of all City parks,
stadiums and marinas were conducted to eliminate safety hazards and future
liability claims from the public.
Conducted comprehensive recruitment and testing programs for the
classifications of Police Officers and Public Service Aides, and hired over 120
Police Officers and 79 Public Service Aides.
Completed the revision of the City's employment application to comply with
legal requirements and provide more detailed information to hiring
departments.
Established procedures in coordination with the Office of Industrial
Engineering to evaluate veteran's preference which have reduced unnecessary
lawsuits which would have otherwise resulted in a loss of significant dollars to
the City.
Finalized a set of recommendations developed by the Office of Industrial
Engineering for modifying and upgrading the Police Officer selection process.
These recommendations which were approved by the reactivated Police Task
Force included the development of a recruitment program designed to
upgrade the quality of applicants recruited for uniformed positions as well as
the implementation of a validation study to address the most critical
components in the selection process --screening and evaluation.
Implemented Moore Payroll/Personnel System. Through the use of this
computerized system, key demographic and financial information on City
employees and applicants can be stored and expediently retrieved, thus
providing management with necessary information by which to make effective
decisions and increase the overall level of productivity.
38 24- 348
Provided high level of professional direction and assistance to City
departments in resolving staffing, classification and pay conflicts.
-- Provided counseling and assistance to Parks and Recreation; Public
Works; Housing and Building and Zoning in resolving civil service and
union grievances.
-- Maintained the City's compliance with the Age and Hour provision of the
Fair Labor Standards Act preventing costly lawsuits in this area.
Revised the Engineering series to maintain more acceptable and efficient
levels of services. Through these means Public Works is saving over $600,000
this fiscal year alone.
Enhanced efficiency in the Inspection Services area through the centralization
m' of environmental and zoning functions.
t
Provided technical expertise to the office of Industrial Engineering in the
development of the Payroll/Personnel Manual and the Interdepartmental Forms
Manual.
- Implemented a Firefighter recruitment program designed to inform City
residents of the employment opportunity and upgrade the caliber of applicants
recruited. As a result of this effort, recruited a total of 935 individuals, tested
719 and established a register with 463 eligibles.
- Conducted promotional examinations for Fire Captain and Chief Fire Officer
through assessment centers. The use of this testing method enabled the City
to evaluate the candidates in the most advanced way available. A total of 86
Fire Captain candidates were assessed, resulting in a register with 49 eligibles.
The number of Chief Fire Officer candidates assessed was 41, resulting in a
register with 31 eligibles.
Recruited 129 Police Auxiliary Officer applicants tested 100 and established a
register with 74 eligibles.
Designed matrix, prepared scripts and coordinated training in order to
implement the city's first Voice Message system in an effort to increase
productivity.
Revised the employment application to facilitate the ease of data entry upon
the implementation of the Moore System and to make it more comprehensive.
Coordinated the following Affirmative Action Task Forces: 1) Recruitment
and Selection 2) Benefits and 3) Wage and Salary in an effort to provide input
to the revision of the City's Affirmative Action Plan.
Developed standardized forms to be used in conjunction with employee
request for interdepartmental transfers and request to schedule employees for
medical examination.
Implemented background investigation procedures for all new employees.
39 34-_ 348
Provided technical assistance to the Office of Labor Relations during labor
negotiations with AFSCME and IAFF related to medical services.
Conducted recruitment for Police Aides and achieved filling of all (25)
approved vacancies for same as a means by which to achieve salary savings of
$182,000.
Drafted administrative policy on residence as an alternative for City
Commission consideration.
Completed draft of APM-4-83 and corresponding interview rating forms in
order to establish systematic interviewing procedures for City departments to
use when filling classified positions.
Conducted training on interviewing procedures for Firefighters, and reviewed
the selection process for the purpose of improving future recruitments,
providing a fair process to applicants; and facilitating the selection of the best
candidates for the City.
Jointly conducted training with Payroll for inquiry users on the Moore
Personnel/Payroll System for operating departments not initially allowed
access to the system. This should serve to improve the efficiency in payroll
processing of Personnel Action Forms and the flow of employment data.
Revised procedures for establishment of clerical registers to comply with Civil
Services Rules and to facilitate ease of tracking.
Coordinated distribution and collection of "Women in Government Survey"
which will serve to provide the City with employment information on females
in government.
Coordinated the City's medical services which required scheduling pre-
employment, promotional and fitness for duty physical examinations for
prospective and City employees as well as receiving employees returning to
work from personal illness and/or line of duty injury.
Coordinated the City-wide Modified Hiring Program.
Provided professional and technical direction resolving staffing, classification,
pay, workforce reduction and wage and hour matters.
Provided counselling and assistance to the Departments of Planning, Building
and Zoning, Public Works, General Services Administration and Solid Waste
in resolving civil service and union grievances.
Prepared evaluation on construction licensing.
Revised the job specifications of all classifications regarding the new
commercial driver's licensing requirement.
Maintained the City's compliance with the Wage and Hour provision of the
Fair Labor Standards Act preventing costly lawsuits in this area.
Developed Citywide layoff referral procedures in an effort to ensure referral
and placement of laid off employees.
40 �4- 348
- Reviewed criteria and researched current structure of the Executive Pay Plan
for the City Manager's consideration.
- Coordinated the 1990 Service Awards Program.
- Completed technical assistance to the revision of the City's Affirmative Action
Plan: Upward Mobility and Wage and Salary Administration.
7 - Completed technical assistance on the computerization of FL -SA requirements
} under the Moore System as it relates to IAFF, FOP, SEA, AFSCME and
temporary/part-time levels of service.
- Identified and adjusted longevity dates of approximately 300 employees
holding previous CETA and/or temporary/taper status in accordance with the
directed award - AFSCME Grievance 6-89.
- Administered Police Sergeant examination to 284 candidates. This activity
resulted in an eligible register with 117 names.
! - Completed the Police Officer Validation Project, resulting in the development
of a new entry-level police test.
- Completed a job analysis and developed a test to be used in the selection of
Communication Operators.
- Provided professional and technical direction for the resolution of staffing,
classification, pay, wage and hour, right sizing and administrative policies
revision matters.
j -- Completed an auditing process for Phase II of the Police Civilianization
project. Began monitoring and tracking its recruitment and selection
processes.
j -- Revised the Pay Policy and served on the Review Committee to revise
Administrative policies.
-- Provided data and technical assistance to departments, including Labor
Relations and the Law Department of the resolution of numerous employee
grievances.
_l
- Centralized personnel functions in Personnel Management in order to end
duplication citywide, increased personnel forms processing efficiency and
1 realized cost savings in departments with midsized to large personnel units.
J
Revised the Career Opportunity Program by making it mandatory to use the
i appropriate eligible register in all possible instances. Amended list of Career
Opportunity job classifications.
Instructed City employees on the new three -posting recruitment process which
grants priority to Civil service employees over temporary, part-time and
unclassified employees.
R - Developed procedures to implement and monitor newly established Residency
_! Policy.
1 41 O4-- 348
i
Developed Request for Proposal to secure City-wide Physical Examination
Services.
Coordinated the City's medical services which required scheduling pre-
employment, promotional and fitness for duty physical examinations for
prospective and City employees. Processed employees returning to work from
personal illness and/or line of duty injury.
Mailed job announcements to community organizations, internally and to other
recruitment sources.
Planned, organized and solicited funds for the Miami Hispanic Media
Conference 1993.
Coordinated Sensitivity Training Seminar for City of Miami employees.
N. Minority/Women Business Affairs
- Established an Office of Minority and Women Business Affairs to coordinate
the City's Minority and Women Procurement Program, the goal of which is to
award at least 51% of the City's total annual dollar volume of all procurement
expenditures to businesses owned by Blacks, Hispanics and women.
- Developed and implemented a procedure to monitor the achievement of goals
established in the Minority and Women Business Affairs and Procurement
Ordinance.
- Solicited and registered 264 Hispanic, 280 Black and 227 women -owned
businesses. Of this number, 62 Hispanic, 56 Black, and 29 women -owned
businesses have been certified to participate in our sheltered procurement
opportunities.
- Revised and distributed over 40 minority business directories to all city
departments, offices and agencies which provide administrative and
purchasing staff with the necessary identification by product/service and
contact information to facilitate utilization of minority and women -owned
businesses.
- Distributed a revised Administrative Policy and initiated individual meetings
with City departments to provide training in its implementation.
- Cosponsored three Minority Business Enterprise trade fairs at the Coconut
Grove Exhibition Center and the Radisson Mart Exhibition Center which
permitted over 300 minority businesses to exhibit their goods and services to
state and local procurement individuals and to local major corporate members
of the Florida Regional Minority Purchasing Council and Greater Miami
Chamber of Commerce. Cosponsored and participated in 25 seminars ad
workshops to teach minority businesses how to do business with the public
sector.
Awarded to minority and women -owned firms through the utilization of the
City Manager's discretionary set -aside authority: $5.2 million to Black firms,
$6.9 million to Hispanic firms, and $648,000 to women -owned firms.
42 24_ 348
i
' - Issued, under the city's Bid Bond Voucher Program, 77 bid bond vouchers to
77 Hispanic firms, 66 to Black firms and it to women -owned construction
firms and provided $100,000 in savings to these minority and women vendors.
Cosponsored with Turner Construction an annual 10-week course to assist
_. minority/women-owned firms in bidding construction projects.
i
Instituted a procedure whereby certified minority firms are included on
recommended contractor lists distributed to homeowners awarded
rehabilitation loans by the City.
- Set aside 13 contracts/bids for minority and women -owned business
` participation only.
i
-� O. Internal Audits and Reviews
i
- Received the highest rating possible for Standards for Professional Practice of
Internal Auditing as certified by Deloitte & Touche, Certified Public
Accountants. To our knowledge, no other municipality in Dade County
(including Dade County) has achieved this professional hallmark.
- Performed 1,094 audits from October 1, 1985 through September 30, 1993.
- Related additional revenue generated from these audits totaled $5,033,828.
- Instituted EDP Auditing of Southern Bell and AT&T Excise Tax due and paid
to the City of Miami. To our knowledge, Miami was the first municipality in
the State of Florida to initiate this effort.
Monitored approximately eighty (80) hiring and promotional interview
processes to ensure compliance with LMP 3.92, Interviewing Procedures.
- Assisted in the development of LMP 3-92, Interviewing Procedures.
- Investigated and/or mediated approximately one hundred thirty (130)
discrimination and sexual harassment complaints.
Continued to monitor City compliance with Consent Decree goals by:
i
-- calculating and distributing yearly departmental goals for hiring and
promotional policies and practices;
-- receiving reports on a monthly basis;
-- notifying departments of progress on a quarterly basis;
-- forwarding semiannual reports to the Department of Justice reflecting
City's compliance.
I
43
4- 348
- Continued to achieve success in meeting the goals of the Consent Decree. The
general workforce of the City of Miami includes 23.7% White (868), 31.9%
Black (1168) and 43.0% Hispanic (1573), with women as a group consisting of
27.7% (1002). Further, minority and female representation among decision -
makers has increased to 74.6% (91).
Assisted in the development of LMP 3-81, City of Miami Sexual Harassment Policy, and coordinated dissemination of said policy to all employees.
._�', Po Y
- Acted as staff support/liaison to the City of Miami Affirmative Action M.
Advisory Board as well as the Overtown Independent Review Panel.
Reviewed approximately four hundred twenty (420) Certification Lists for
compliance with Consent Decree goals.
Participated on the Americans with Disabilities Act of 1990 (ADA) Task Force
to assist in the development of measures required to be taken by the City to wM1
comply with the ADA.
Participated on the Family and Medical Leave Act (FMLA) subcommittee to
develop the City's policy in compliance with the federal and county laws.
Participated on the Uniformity in Discipline Task Force to develop progressive
disciplinary procedures for City of Miami Classified employees.
Participated in three (3) hiring processes of firefighter recruits as a panel
member.
Continued development of the Affirmative Action Plan by analyzing statistical
information and evaluating employee survey results.
Assisted in providing training workshops to City employees on Sexual
Harassment in the workplace and the Americans with Disabilities Act of 1990
(ADA).
P. Finance
- Sold $22 million of bonds in June 1986 at an interest rate of 7.636% or 5 basis
points below the 20 G.O. Bond Index published by Credit Markets for that
week.
- Sold $10 million bonds in July 1987 at an interest rate of 7.312782% or 40
basis points below the 20 G.O. Bond Index published by Credit Markets for
that week.
- Exceeded the composite rate index provided by the Moneymax system based
on yields of securities sold by the top ten commercial banks in the United
States with regard to cash investments as follows.
44 21a- 348
I
' City
Composite
Additional
Yield
Rate
%]Exceeded
Earnings of
ll
�I FY'86 8.40%
7.04%
1.36%
$ 1,715,798
FY'87 6.76%
5.81%
.95%
$ 1,134,083
-f FY'88 6.88%
6.19%
.69%
$ 406,088
(Thru March)
- Improved collections
of Occupational
Licenses as demonstrated below:
Revenues
�j FY'86
$ 4,061,000
j FY'87
$ 4,272,000
FY'88 (Thru April)
$ 4,299,000
- Collected more Solid Waste fee revenues than were billed due to the collection
_l of delinquent balances and penalties.
i Billing Collections
FY'86 $12,941,835 $13,614,878
FY'87 $13,316,600 $13,946,813
FY'88 (Thru April) $ 6,631,055 $ 7,366,928
Transitioned the Building and Zoning Department and the Solid Waste
Department into enterprise fund operations.
Completed and initiated an on-line financial accounting system for immediate
computer terminal access to current financial information.
- Exceeded the composite rate for the City's investment returns resulting in
$638,235 additional interest earned in FY'88 and $1,026,900 in FY'89.
- Sold lien certificates for delinquent solid waste bills for the first time in May
1989. Collections amounted to $1,266,000 in 1989 and are expected to
approximate $750,000 in May of 1990.
i - Increased revenue collections for occupational licenses from $4,270,000 in
1987 to $4,550,000 and $4,400,000 in 1988 and 1989 respectively. These
i increases are the result of stronger collection efforts.
- Improved Certificate of Use collections during FY' 89 by $80,000 for a total
of $420,000.
- Sold $18.4 million in General Obligation Bonds - Series 1989 in November
1988 at the rate of 7.21%. Achieving this low rate saved the City
1 approximately $1,010,000 in debt service costs over the life of the bonds.
45 M- 348
Issued in April 1989, $22,605,000 General Obligation Refunding Bonds at a
rate of 7.24% with the purpose of refunding outstanding bonds issued in April
1985 at a rate of 9.12%. This transaction produced a net savings in debt
service costs to the City of $500,000 and directly lowered the General
Obligation Debt Service Millage.
Sold in October 1989, $18,400,000 in Tax Anticipation Notes for the primary
purpose of obtaining resources to meet the Oaneral Fund cash needs until
property taxes were collected. As a by-product of this transaction, the City
was able to generate approximately $220,000 in interest earnings net of all
costs associated with the transaction.
Implemented a standardized billing system that is address driven; thereby,
allowing consolidation of outstanding accounts. This system also eliminated
the need to maintain different billing forms, envelopes, and computer systems.
Billing for Solid Waste, Occupational Licenses, Assessment Liens and other
bills have already been consolidated. The Certificate of Use billing is
currently being converted to this data base. It is expected that cross matching
of certificate of use and occupational licenses data will create stronger controls
and will increase revenue collections.
Implemented bank lockbox processing of payments for major billing types.
This eliminated the need to hire and train temporary personnel and guaranteed
same day deposit of all payments received thus increasing the balances
available for investment and reducing errors in payment posting and timeliness
of customer account update.
Implemented a 6% regulatory fee on Solid Waste Haulers revenues that
generates in excess of $600,000 a year in revenue.
Implemented a 7% telecommunications utility service tax to replace the
telephone utility service tax.
Revenue collections increased in FY'93 as follows:
Increases in
Revenue Item
Solid Waste Billings
Assessment Liens
Occupational Licenses
Certificate of Use
Private Hauler Fee
Telecommunications Tax
Code Enforcement Board
TOTAL
1993 1992 Difference
$13,512,844 $13,141,152 $ 371,692
5,680,437
4,130,750
1,549,687
4,516,392
4,202,767
313,625
1,016,653
918,469
98,184
1,050,218
858,379
191,839
3,189,538
2,838,534
351,004
160,315
104,233
56,082
$29,1_26_397 $26,1� $2,9_ 32
Investment earnings exceeded the composite rate index provided by the
Moneymax system based on yields of securities sold by the top ten commercial
banks in the United States with regard to cash investments as follows:
24- 348
46
City Composite Additional
Yield Rate % Exceeded Earnin¢s of
FY'91 7.42% 6.54% .91% $799,160
FY'92 5.85% 4.85% 1.00% $709,462
FY'93 4.36% 2.41% 1.44% $722,414
The City has sold refunding bonds with the purpose of reducing debt service
costs as indicated below:
- , Debt Service
Issue Savings
- $12,386,658 Special Obligation $ 688,475
Refunding Bonds, Series 1990
s
- $16,135,000 General Obligation $ 985,790
Refunding Bonds, Series 1991
- $70,100,000 General Obligation $2,150,728
_.i Refunding Bonds, Series 1992
- $31,860,000 General Obligation
Refunding Bonds, Series 1993 $1,739,150
I - Issued the $16,570,000 Industrial Development Revenue Refunding Bonds,
Series 1993 (Bayside Center Limited Partnership Project) which reduced
1 Bayside's debt service by $9.6 million. The City benefits by receiving a share
i of Bayside's increased garage profit. Such increased share to the City is
expected to approximate $4 million over the life of the bonds.
- Automated the process of preparing monthly Financial Statements by
coordinating a download process from the mainframe computer to a personal
computer giving the capability of monthly statements within seven working
' days from the monthly close.
- Coordinated an effort to re -tag all fixed assets on a City wide basis.
- Installed the MOORE Payroll System giving the capability of handling
additional payroll codes improved management data and automated interface
with the City's fund and personnel systems.
- Installed a financial reporting system on Personal computers where drafts of
financial statements are prepared, thus; avoiding increases in audit external
charges.
i
Helped coordinate the installation of a time-sharing personal computers system
for Risk Management with claim payments capability and an interface to the
i FAMIS fund accounting system.
Completed payroll cross training for all Account Clerks in the Accounts
Payable Section.
i
Modified computerized systems on short notice to capture FEMA financial
recovery resulting from Hurricane Andrew.
47 ` 4- 348
Helped coordinate the implementation of the payment overtime plus items in
accordance with the Fair Labor Standards Act (FLSA).
Coordinated year end audits and production of Annual Financial Reports
maintaining the City's Certificate of Achievement for Excellence in Financial
Reporting. �
Established two enhancements teams through the Department's Labor
Management Committee that are studying the implementation of new R.
procedures to increase efficiency in the areas of accounts payable and debt
service.
Completed and mailed a request for proposals for a new fund accounting
system to replace the outdated FAMIS system with a state-of-the-art system.
Q. Computers ~
- Initiated the installation of the Moore Governmental Systems
Payroll/Personnel System.
- Developed and implemented an enhancement to the existing microcomputer -
based Solid Waste weight information system to allow the integration of data
from Dade County.
- Developed and implemented automated software loading and hardware testing _
procedures for standard microcomputer configurations.
- Assisted the Finance Department in evaluating and implementing an
automated microcomputer -based auditing application.,
- Completed upgrade of City microcomputer hardware to provide more current
technology and to facilitate keeping pace with industry developments.
- Developed and implemented at $1.0 million under budget a major mainframe
expansion plan to effectively accommodate new applications and new
hardware.
- Prepared special reports for the City Manager resulting in amendments to the
Cable Ordinance and the reduction of costly litigation.
I
I - Completed construction of new data center at the Police Department.
i
- Implemented strict security guidelines in the new computer room to meet
FCIC/NCIC regulations.
- Performed a major reorganization of the Police database.
j- Worked with personnel from Moore Governmental Systems to improve the
performance of purchased payroll software from 21 hours to 5 hours and 45
minutes.
Completed a Zone Realignment Project for the Police Department.
i
48 vg"' 348
- Modified the Police Reporting System for Substatwns configuration.
- Interfaced E911 with the Computer -Aided Dispatch System in the Police
Department.
Redesigned and implemented the notices system used by the Fire Department.
- Designed and implemented the Accounts Receivable Property System (ARPS).
- Completed the analysis and design of the Solid Waste Financial System.
- Provided the Planning Department with programming and analytical support in
the comparison of the 1990 Pre -Census dwelling unit counts to the dwelling
unit counts in ARPS.
- Prepared numerous one-time dataprocessing reports requested by user
departments.
- Implemented program changes related to the new FOP and AFSCME labor
agreements.
- Installed a microcomputer connection to Metropolitan -Dade County
mainframe systems for the Department of Building and Zoning Inspections.
- Improved the City's Data Communications network with the installation of
infotron multiplexors with automatic rerouting capabilities to increase the
j
reliability and availability of the emergency dispatch systems for both the Fire
and Police Departments.
- Completed within established deadline criteria over 99 percent of all batch jobs
that were submitted by Production Control.
- Completed the conversion of computer reports to laser printers to significantly
improve the quality of printed reports and to substantially reduce computer
paper costs.
'
Designed and implemented an automated production library system that
virtually eliminates human error in the production load process.
_l
- Modified the Pension Systems to track pre-tax and after tax contributions.
Developed and implemented the following major automated systems:
-- Employee Position Control System
-- Salary Projection System
-- Marinas System
-- Commercial Trash Billing System
-- Public Right -of -Way Cleaning System
-- Fire Computer -Aided Dispatch System
-- Fire Incident Reporting System
-- Premise System for Fire Department
-- Hydrant System for Fire Department
-- Police Personnel System
49
' �- 3IS
-- Police Time Accounting System
-- Police Training Management System
-- Police Property Bureau Inventory System
-- Drug Screening System
-- Automated log of Criminal History Checks
-- Traffic Accident Analysis System
-- Burglar Alarm Invoicing System '
-- Gun Registration System
-- Interface to Dade County Criminal Justice System
Redesigned and Implemented New Uniform Crime Reporting System for State
Reports.
Modified Fire Reporting and Dispatch Systems to capture at patient side
arrival times.
- Provide interface from Police Dispatch System to Analysis Central's Police -
Patrol Scheduling System.
Designed, coded and implemented automated Court Liaison System for Police.
Interfaced the Miami Fire Department's E911 and Dispatch Systems.
Assisted in interfacing mainframe Fire and Police System's information to the
GIS system.
Implemented new interface between Mainframe system and Dade County's
Criminal Justice Information System (CJIS).
Generated Violent Crimes data tape for Federal Government.
Implemented new State mandated medical reporting system for Miami
Fire/Rescue Department.
Developed a Firefighting Ethnic Comparison System in ADS for the Fire
Department.
Developed and implemented a City-wide executive -level user steering
committee as directed by the Shared Vision Plan.
Assisted Property and Lease Management in the identification of all City
Owned Properties.
- Provided the Fire and Solid Waste Department with G.I.S. mapping services.
Assisted Building and Zoning in establishing the new Permit Counter, Plans
Review and Cashier standard operating procedures.
Participated in a joint project with Dade County Tax Assessors office to assign
all vacant land in the City an address and to compare all City building
addresses to Dade County Legal addresses in order to bring them into
agreement.
50 84 - 348
j - Implemented the Electronic Notebook Pilot Project in order to determine if
Building and Zoning inspections can be entered electronically into a portable
computer.
- Assisted the Solid Waste Department in the implementation of the Kronos
Time Accounting System.
j - Designed and implemented an automated method for Labor Relations to track
Sick Pool Membership.
- Designed and coded the Certificate of Use Billing System being converted to
the Accounts Receivable System in April 1994.
Completed the implementation of phases I and II of the City Electronic Mail
Plan.
Planned and completed the implementation of two new mainframe data
communications lines to provide access to the new Moore Payroll/Personnel
System for the Department of Finance and the Department of Personnel
Management.
- Completed an automated Securities Investment Spreadsheet for the FIPO
Retirement Trust.
- Completed the evaluation of a Spanish version of the word processing package
and prepared an implementation strategy.
- Assisted user departments in configuring and installing DOS and Windows -
based microcomputers.
- Assisted the Hurricane Andrew Recovery Task Force and GSA in preparing
the documentation necessary to submit claims for computing equipment
damaged during the hurricane.
- Completed the installation of two DOS -based Novell networks in Procurement
and Recovery Task Force.
i - Designed, planned and implemented network installation for the eleven City
Net Offices.
R. Infrastructure Improvements
- Designed, initiated construction or completed numerous infrastructure
improvement projects throughout the City's planning districts.
- Initiated and completed a comprehensive expansion of Dinner Key Marina.
- Initiated and completed a comprehensive renovation of the Coconut Grove
Exhibition Center.
J 24
51 _ 348
Initiated and completed construction of the Miami Sports Arena.
Initiated major redevelopment at Bayfront Park.
S. Conferences Conventions and Public Facilities
- Created a housing system for major conventions needing housing assistance as
follows: --
-- Handled housing for over 3,000 delegates of American College of
Personnel Administrators.
-- Handled housing for 1,500 delegates of the Central Caribbean American
Action.
- Wrote and distributed 139 press releases in English and Spanish; coordinated
more than 17 press conferences; and prepared and distributed approximately
150 press kits.
- Produced and hosted more than 53 radio and TV programs and 13 special
reports about City services for cable TV stations. Also prepared and obtained
air time for 2 public service announcements.
Wrote, designed and supervised the publication and distribution of the
1988/1989 State of the City Report, and coordinated the Mayor's luncheon at
the Convention Center's Riverfront Hall in March 1988 which was attended
by over 2,000 persons.
Issued 374 film permits for the production of TV series, feature films, TV
commercials, music videos, commercial photography, etc. in Miami streets and
properties.
Coordinated the 1989 Florida League of Cities Communicators Conference
held in Miami in September 1989.
Covered over 600 photo assignments.
- Coordinated and produced the 1989 City of Miami Calendar which highlighted
the major events in Miami.
- Wrote, produced and published 2 issues of the "Our City" newsletter at no cost
to the City by obtaining advertisements from the private sector.
- Booked and coordinated in October 22 through October 27, 1989, the ASTA
World Travel Congress '89 with an estimated attendance of 7,000 participants
during a week of activities.
Booked and coordinated the 1990 National Basketball Association (N.B.A.)
All Star Game during the weekend of February 8-11, 1990.
Booked the Federation Internationale des Societes D'Aviron (FISH)
International Rowing Regatta in 1990.
Booked the Geraldo Rivera Show for April, 1990 and received national TV
exposure for Miami.
52 .34_ 348
- Booked 120 trade exhibits, conferences and other activities in the new exhibit
hall; these activities will occupy the hall exhibit for about 197 event days.
i- Booked 115 concerts at the Convention Auditorium theater which will produce
165 event days.
- Surpassed FY'90 sales projections at the Miami Convention Center by
$250,000 without increasing expenses.
- Generated surplus of $197,000 at the Coconut Grove Convention Center. This
is the largest revenue surplus of that facility.
- Solicited 122 national and international associations, corporations and other
organizations, and successfully booked 51 of these organizations through
1991.
- Hosted approximately 25 shows at the Coconut Grove Convention Center
accounting for approximately 131 use days in FY'89.
- Anticipated booking in excess of 55 events at the Coconut Grove Convention
Center amounting to more than 260 use days in FY'90.
Prepared 912 certificates of appreciation, 143 commendations, 181
I distinguished visitor certificates, 339 proclamations, 40 plaques, 33 scrolls of
friendship, and 5 resolutions. Prepared 70 welcome and greeting letters for the
Mayor's signature.
I
Coordinated to bring Olympic Soccer Games to Miami '96 - Orange Bowl.
- Booked and coordinated Oprah Winfrey TV Show to a viewing audience of
millions.
Booked and coordinated the Wheel of Fortune TV Show with promotional
shots of Miami. Shows taped from the James L. Knight Center.
Continued to book and coordinate (4) International Congresses on an annual
i
basis, with delegates of 2,000+.
Booked and coordinated 210 conventions and meetings with under 1,000
delegates.
Coordinated of the Downtown Miami Convention Connection -- the catalyst
for many Sub Committees addressing safety events -- for marketing Miami as
a viable site for conventions and events. Much success has come from this
group in the past three years in booking larger group business for downtown as
a concerted effort.
Solicited hundreds of national and international meeting planners through
phone solicitation, familiarization trips and mail outs, and attendance at trade
shows.
Conducted 280 on -site inspections to promoters and meeting planners
ushowcasing our facilities.
53 34's
Usage of facilities reflected a positive increase after Hurricane Andrew.
Coordinated NBC Today show giving Miami millions of dollars in advertising.
Hosted the World Federation Soccer Game at the Orange Bowl, Germany vs.
Argentina, The World Wide TV Audience was in the millions.
Wrote and prepared 2,558 certificates of appreciation, 628 commendations,
1,018 distinguished issued certificates, 1,296 proclamations, 172 plaques, 109
scrolls of friendship and 37 resolutions.
Wrote and distributed 470 press releases in English and Spanish.
Coordinated and called the media for more than 38 press conferences.
Made over 200 media contacts and close to 120 rounds of media telephone and
fax contacts.
Prepared and distributed over 825 press and welcome kits.
Produced and wrote 300 flyers, brochures, articles, speeches for City projects,
the City Manager and members of the City Commission.
Responded to approximately 300 calls per month requesting information about
the City's programs and events.
Coordinated programming for the Miami NET 9 Cable Channel.
Coordinated and taped over 365 TV programs.
Prepared and placed 30 City of Miami ads in local newspapers, tabloids and
magazines.
Translated approximately 125 pages into Spanish/English.
Prepared 165 welcome and greeting letters for the Mayor's signature.
Covered over 1,370 photo assignments and handled more than 150 requests for
stock photos from existing files.
Issued approximately 2,380 film permits for the production of TV series,
feature films, TV commercials, music videos, commercial photography, etc. in
the City of Miami streets and properties.
Wrote, produced and published eight issues of the "Our City."
Replied to over 403 letters requesting information about the City of Miami.
Prepared 72 supplemental agendas of presentations for City Commission
Meetings.
Coordinated the City of Miami Sister City program and activities of the 12
sister cities.
54 94- 348
_i
_f
T. Labor Relations
Negotiated a two-year agreement with the Fraternal Order of Police, Lodge
No. 20 with a 0% increase the first year resulting in a cost of $6,153,061 as
opposed to the original benefit package requested by the Fraternal Order of
Police which would have resulted in a cost of $18,258,643.
Negotiated a three-year agreement with the International Association of
Firefighters, Local 587 with a 0% increase the first year resulting in a cost of
$8,416,763 as opposed to the original benefit package requested by the
_ International Association of Firefighters which would have resulted in a cost of
$27,337,694.
Negotiated a two-year agreement with the Sanitation Employees Association
resulting in a cost of $1,923,968 as opposed to the original benefit package
requested by the Sanitation Employees Association which would have resulted
in a cost of $5,666,674.
Processed a total of 347 grievances: 274 were settled (78%) prior to
arbitration, 60 grievances went to arbitration, leaving 13 grievances pending.
Negotiated a three-year agreement with the Miami General Employees
American Federation of State, County, and Municipal Employees, Local 1907
providing a $700 one-time bonus payment with no across-the-board bonus
increase for FY'90-91, although a 4% across-the-board increase was scheduled
for FY'91-92, the City was able to later defer the increase, with a $2.4 million
cost, to FY'92-93. Additionally, a new concept in controlling sick leave abuse
t was implemented saving the City 30,000 man hours.
- Negotiated a two-year agreement with the International Association of
Firefighters, Local 587 providing 0% across-the-board increase for FY'90-91,
and although a 4% across-the-board increase was schedule for FY'91-92, the
City was able to later defer the increase, with a $1.5 million cost, to FY'92-93.
The City was also able to increase the wage reduction for new hires from 5%
to 10% for a period of 6 months for a $34,000 annual savings.
i
Negotiated a two-year agreement with the Fraternal Order of Police, Lodge
No. 20 providing a 0% across-the-board for FY'91-92, and a 4% across-the-
board increase for FY'92-93. The City was also able to increase the wage
reduction for new hires from 5% to 12 1/2% for a period of 6 months for a
$39,000 annual savings.
i - Negotiated a three-year agreement with the Sanitation Employees Association
providing a 0% across-the-board increase for FY'91-92, and a 4% across-the-
board increase for FY92-93. Additionally, Standby Laborers hired after June
1, 1993 will only be paid for hours worked.
Negotiated a wage reopener with the Miami General Employees American
Federation of State, County, and Municipal Employees, Local 1907 resulting
in Residency for new hires and providing a 7th and 8th pay step based on years
of service in the second tier of the Tier 2 pay plan.
55 04- 348
Negotiated a two-year agreement with the Miami General Employees
American Federation of State, County, and Municipal Employees, Local 1907
providing for a 0% across-the-board increase for FY'93-94, and a 1010 across-
the-board increase April 1995 for FY'94-95.
Negotiated a two-year agreement with the International Association of
Firefighters, Local 587 providing a 0% across-the-board increase for FY'93-94
and a 1% across-the-board increase October 1994 and an additional 1% across-
the-board increase April 1995 for FY'94-95. Additionally, the City was able
to negotiate residency requirements for new hires. _.
Negotiated a two-year agreement with the Fraternal Order of Police, Lodge
No. 20 providing a 0% across-the-board increase for both FY'92-93 and 93-94
in exchange for a vehicle take-home program to be phased in over 3 years.
Additionally, the City was able to negotiate residency requirements for new
hires.
U. Professional Compliance
- Monitored and/or investigated 260 cases of which 96 were closed in FY'90.
- Maintained four community outreach centers at the rate of 28 hours per week
total. Established an additional four centers totalling eight. Usage of the
space, equipment, and/or utilities were provided at no cost to the City.
Received recognition from the Labor Relations Information System, Portland,
Oregon for the "Unique role of the OPC and OPC's involvement in the early
stages of the investigation of citizen complaints ..." As a result, OPC has been
requested to participate in their educational seminar, "The Internal Affairs
Process," to be held October 1990 in Las Vegas, Nevada.
- Served on the following boards/committees to improve community -police
relations: Human Relations Professionals of Greater Miami, Metro -Miami
Action Plan, Community Relations Board, Mental Health Association, and the
National Organization of Black Law Enforcement Executives.
V. Asset Management and Capital Improvement
The Office of Asset Management and Capital Improvement has been designed to
proactively create and manage additional revenue sources available to the City. Its focus
will be to maximize the revenue potential of municipally owned assets (i.e. 597 real
properties valued in excess of $604 million) and prepare the funding schedule for the six
year Capital Improvement Budget.
Development Projects
As part of the ongoing effort to maximize the revenue potential and inherent social
value of its assets, the City has identified City -owned properties that possess significant
development and market potential. Increased funding through the Economic
Development Administration will be instrumental in joint applications for the
redevelopment of various projects such as:
56 3 4 - 348
t -- Wynwood Economic Development
Corporation -Foreign Trade Zone $ 5,500,000
-- DDA-International Trade & Expo Center $ 2,500,000
-- Center for Health Technologies $ 1,000,000
l Governmental assistance has also been sought for the following projects:
Latin Quarter Specialty Center/Tower Theater $ 4,000,000
-- New World Center Park/Port of Miami $ 3,000,000
-- Biscayne Boulevard Expansion-MPO $ 15,000,000
-- Municipal Heliport/Seaplane Facility $ 2,000,000
To further stimulate economic growth in the local community, the City is engaged in
pursuing the development and expansion of Miami Dade Community College's
Downtown Campus and Medical Center. Revitalization of Downtown's residential
needs in conjunction with the College campus is being achieved by the rehabilitation of
- the Olympia Building/Gusman Theater to provide affordable housing. Additionally, the
City is negotiating with HUD to expand its inner-city offices.
The City's primary development efforts will target those properties which possess
I significant unrealized revenue potential. This effort will be realized by primarily
targeting commercial waterfront projects such as:
j -- Dinner Key Boat Yard
-- Watson Island Marina
-- Virginia Key Basin
-- Virginia Key Campground
a -- Virginia Key North Point
Capital Improvement Program
The City's Capital Improvement program identifies ongoing and future projects
totalling $422 million. Major emphasis is placed on maintaining and expanding the
City's infrastructure. The greater effort is directed to public facilities, street
improvement, park facilities, storm sewers, and sanitary sewers. The community
redevelopment projects are designed to assist in neighborhood revitalization and the
expansion of the City economic base.
57 34_ 348
i
PART IV: Fiscal Administration
A. Revenue Enhancements
The following sections of. this position paper articulate the fiscal accomplishments of
the Administration from the perspectives of revenue enhancements, creative financing
and budget administration.
The Administration initiated a series of creative and innovative measures to increase the
City's revenue position by establishing new fees and increasing existing fees totaling
$22 million annually. Examples of these resources are specified as follows:
Proposed and implemented the Proprietary Services Fee which will annually
generate $600,000.
- Proposed and implemented a fee charging telecommunication companies for the
use of the public right-of-way which will annually generate $137,000.
- Implemented surcharge on all recreational events held within the City of Miami.
- Established an interdisciplinary team of employees from the Department of Budget,
Community Development, Internal Audits and Reviews, Finance and Planning to
review the collection process of delinquent property taxes.
- Developed and secured City Commission approval of an ordinance establishing a
user fee for medical transportation by Advanced Life Support Rescue Units. The
ordinance became effective on April 1, 1986, and is projected to generate revenue
on an annual basis.
- Generated an additional $2.5 million by extending the City's utility service tax to
other telecommunication companies, i.e., AT&T, Sprint, MCI, etc.
- Generated an additional $1.5 million in the Building and Zoning Department by
increasing fees for a wide range of zoning permits to more accurately reflect
operating costs.
- Generated an additional $3.3 million in local option gas tax revenue.
- Implemented a storm water utility fee which is expected to annually generate
approximately $8.0 million to fund operating and debt service costs.
- Established a franchise fee for solid waste commercial enterprises which will
generate greater than $0.6 million annually.
- Increased Certificate of Use renewal revenues by $600,000.
Generated an additional $600,000 in solid waste fee collections as a result of the
efforts of a task force composed of employees from the Solid Waste and Building
and Zoning departments and the Office of Industrial Engineering.
- The Budget Department produced the City's first revenue manual which documents
all the City's revenue sources in all funds. It was developed to assist persons
needing a comprehensive reference to all revenue accounts. The first edition was
published in FY'88 and updated in FY'90.
58 24- 348
B. Innovative Financing
Developed alternative and innovative financing strategies to acquire capital financing at
lower interest rates or to reduce reliance on general fund acquisition of capital
equipment.
I
- Sold $16.0 million of Certificate of Participation Notes to support purchases of the
City's mobile equipment fleet.
- Refinanced the Convention Center Bonds to reduce debt service payments by
approximately $2.0 million as a result of the reduction in interest rates in the credit
markets.
- Participated in borrowing $20.0 million from the Florida State Sunshine State Loan
Pool to renovate the Dinner Key Marinas and the City's parks system.
C. Budget Administration
' - Reduction of the FY'88 debt service millage by .2288 mills.
i- Reduction of the FY'94 debt service millage by .1182 mills.
- Implemented the City's FY'87 departmental targeted savings program.
- Transferred selected general fund obligations to other appropriate funding sources,
i.e., enterprise, capital improvement and grant funds.
- Performed annual comprehensive analysis of departmental line -item budget
' requests.
Received the Government Finance Officers Association's Award for Distinguished
Budget Presentation for the FY'87, FY'88, FY'89, FY'90, FY'91, FY'92 and
FY'93 budget documents.
1
D. Productivity Reviews
j Performed the following productivity and efficiency related reviews:
- Consolidation of Inspection Services. A feasibility study to determine whether or
not inspections activities performed by the Building and Zoning, Finance, Fire,
_., Rescue, Housing Conservation and Development Agency, Police, Public Works
and Solid Waste Departments may be consolidated to eliminate repetition of
services and duplication of resources.
- Miami Sports and Exhibition Authority Staffing Review. Determined the required
i number of staff, type of functions, and associated work activities for the Miami
f Sports and Exhibition Authority to effectively function.
- Records Management Facilities Planning and Design: Finance Department. The
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._J
Management Section based upon actual document utilization, storage requirements
and Florida State records retention requirements with an emphasis upon the
utilization of microforms as opposed to hardcopy paper records.
Manpower Allocation and Tracking System (MATS). The development,
installation and maintenance of an automated system to monitor the City's
manpower resources on a biweekly basis to be generated from the official
personnel and payroll systems resident on the City's mainframe computer system.
Solid Waste Route Consolidation. Provided coordination of personnel and
resources from the Departments of Finance and Computers to initially determine
through computer output the number of single family households per garbage
collection route. Subsequently, consideration will be directed to the consolidation
and reduction of residential garbage collection routes.
Early Retirement Incentive Program. Generated financial projections to determine
the feasibility of the establishment of an early retirement incentive program.
Police Patrol Deployment System (PPDS). Analyzed the feasibility of the
installation of a computerized police patrol deployment system. Initial consultant
estimates have included a quantifiable reallocation of police resources in the
amount of $2.6 million to $4.4 million per year and an associated decrease in
response time from 6% to 20%.
Microcomputer Inventory, Acquisition and Utilization Review. A comprehensive
inventory, utilization review, and acquisition policy development of the City's
microcomputer hardware and software resources with an emphasis upon cost-
effective resource allocation and the development of a City-wide policy.
Employment Office Staffing Requirements. Determined the staffing implications
of the Moore Payroll and Personnel Computer System on the Employment Office
of the Department of Personnel Management.
Personnel Management S
Procedures. Development and
installation of standard operating procedures for layoffs and veteran's preference
and assignment responsibilities for each section within the Personnel Management
Department.
Competitive Selection Ranking Analysis. Analyzed and recommended
improvements to the UDP and RFP competitive selection ranking process including
revisions to rating forms and ranking scales for the Department of Development.
Dinner Key Marina_ Redevelopment Project Revenue and
rerrormea a comprehensive multi -year review and projection of revenues and
expenses associated with the City's Dinner Key Marina Development Project.
Response to the Concerned Citizens of Greater Miami. Provided a written
response to the Agenda for the Black Community as submitted to the City of
Miami by the Concerned Citizens of Greater Miami.
Payroll Manual. The development and distribution of the City's first
comprehensive user -oriented Payroll Manual which outlines all procedures
necessary for the completion of biweekly time and attendance records as well as
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j consolidating payroll and attendance related policies and procedures. Revised this
manual to conform with the procedures required by the Moore Payroll/Personnel
Computer System.
- Interdepartmental Forms Manual. This manual was developed as reference
document for experienced employees and as a training tool for inexperienced
employees to establish uniformity in the completion, submission and processing of
interdepartmental forms throughout City departments. Completion procedures and
routing instructions of interdepartmental forms are included in this manual.
i
E. Management Audits
j Management Audits were performed to aggressively pursue the collection of Ad
Valorem taxes of over $100 million. Since the inception of this program in July 1988,
the following tax collection has been accomplished:
- Improved Ad Valorem Tax Collections $7,000,000
- Improved Delinquent Tax Collections 8,500,000
�1 - Collection of Potentially Lost Taxes (personal property) 1,000,000
Additional analysis and reviews found new potential revenue sources for the City as
follows:
1 - Department of Off -Street Parking - identified revenue of $6,000,000 and part of this
revenue could be utilized towards certain capital projects initiated by the City.
- Miami Sports and Exhibition Authority (MSEA) - combined their investment
portfolio with the City's in order to maximize the return on investments. Currently
j, their portfolio amounts to over $12.5 million.
J - Public Works - assisted in identifying and billing of $11,000,000 of Sewer
Revenue.
In addition, the first operational audit reports were issued on the following semi-
autonomous City agencies:
j- Off -Street Parking
MSEA October 1, through December 31, 1988.
World Trade Center Garage #4.
- Completed fieldwork for the audit of Facility Management of Florida, the Miami
Convention Center the MSEA for FY'89 and the Downtown Development
Authority.
- Participated in the litigation of the $1.6 million case of "AT&T versus the City of
Miami".
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