Loading...
HomeMy WebLinkAboutCC 1986-09-04 Minutesa: rY 4 �l .15R� MINUTES OF SPECIAL MEETING OF THE CITY COMMISSION OF MIAMI, FLORIDA On the 4th day of September, 1986, the City Commission of Miami, Florida, met at the Miami Convention Center, Orange Blossom Rooms B & C for the purposes of a Departmental Budget Workshop F/Y 186-187. The meeting was called to order at 9:20 A.M. by Commissioner Plummer with the following members of the Commission found to be present: Commissioner J. L. Plummer, Jr. Vice -Mayor Miller J. Dawkins ABSENT: Commissioner Joe Carollo Commissioner Rosario Kennedy Mayor Xavier L. Suarez ALSO PRESENT: Cesar Odio, City Manager Lucia Allen Dougherty, City Attorney Matty Hirai, City Clerk ------------------------------------------------------------------------------ 1. PRESENTATION BY POLICE DEPARTMENT. ------------------------------------------------------------------------------ Chief Dickson: This is not very important, it is just introduction. I want to get that out of the way. I am here to present the Police Department budget request for fiscal year 186-187 and to provide you with some insights into some of this year's accomplishments and next year's goals. My presentation is relatively short. I won't take up much of your time, but it is very important, and this is also an educational process for some of us who might not realize that the Police Department function is... Mr. Manager, this is "' just the introduction, it is not important, I want to get it out of the way, if I can. Mr. Dawkins: If it is not important, let's move to something that is important, Chief. Chief Dickson: I would like to do it for the record, as there are some things I want to say. Mr. Dawkins: You have already given it to me here in writing, direct, on the record. I've got it here. Chief Dickson: Well, not my statement. I want to make a statement. Mr. Dawkins: Well, OK, it is important, then. Either it is important, or it is not important. Don't say it is not important if you are going to give it to me. Chief Dickson: Before we look at accomplishments, I think it is appropriate to provide you with some perspective by looking briefly at some of the trends and some of the problems faced by law enforcement agents in South Florida, in Dade County. I would like to talk to you just briefly, a few sections about what we are here, and what our concerns are, and that is crime. To begin, the chart that you are looking at, shows the Part I crime rate per 100,000 population for Opa Locka, Miami Beach, Hialeah, Coral Gables and Dade County, and Miami. It covers a period of 1977 through 1985 and the source is the... of legitimate, the Florida Department of Law Enforcement. You might note the similarity in crime trends for each of these communities, and you can easily see the dramatic upswing in all of these communities, and there is some trend that is very difficult, even at first glance. All I am trying to say here is Id 1 September 4, 1986 I that the crime rate in Miami runs the normal and general trend as the crime rate in every other municipality, including Dade County. The other important thing here, in the Police Department.., that the Police Department consider one of its primary goals and objectives, is to be able to respond to cost of services, and cost of service is one of the clearest indicators that we have for measuring work loads, and the side you are looking at shows dispatch cost of service, projected and actual, from 1977 through 1990, projected. A dispatch call for service, by the way, is one where a unit actually goes on the call, and where a report is made. Mr. Plummer: And that goes from 177 up to when?... to 1907 Chief Dickson: Projected 1990. Mr. Plummer: Doesn't speak highly of your call in service, does it? That was supposed to reduce tremendously the amount of sending a policeman on the scene. Would you speak to that? Chief Dickson: Yes, as I stated, this represents calls to a police car response, or a report is made. Reports are made at the station, right now about 40 percent maybe, are made at the station by the people behind the front desk in the lobby. So, what I said was, that the call for service here, projected and actual, represent calls to a police car responses to call for service on the street, and where reports are made. Mr. Plummer: Did you say about 40 percent of your total, did you say, that is done as a call in? Chief Dickson: That's an estimate. Mr. Plummer: And you are showing how many calls that you are actually dispatching on, let's say this year? Chief Dickson: How many calls are we... Mr. Plummer: This year. Chief Dickson: Give me a second. 330,000 calls were expected. Mr. Plummer: Excuse me? Chief Dickson: 330,000 calls we are expecting. Mr. Plummer: OK, and how does that compare to two years ago? Chief Dickson: How does it compare to two years ago? Mr. Plummer: Yes, where you actually sent a car to the scene to write a report. Chief Dickson: Give me a second with that. Mr. Plummer: They are your numbers. Chief Dickson: About six percent increase from 1984 to 1985. Mr. Plummer: About a six percent increase? Now, tell me how many men you have in patrol today, which is the people who go out and write these reports? Chief Dickson: Approximately 500. Mr. Plummer: In patrol? Chief Dickson: People... Mr. Plummer: In patrol, that actually and go out and write these reports, you say there are 500? Chief Dickson: Approximately, that approximately 500 people in patrol. Mr. Plummer: This is uniform? is a good figure... I don't know, ld 2 September 4, 1986 °= Chief Dickson: Yes. t Mr. Plummer: We will go into that one further. How many men did you have in patrol two years ago? Chief Dickson: About 490, or something like that. Mr. Plummer: About 490? Chief Dickson: About a year ago. a Mr. Plummer: Two years ago? Chief Dickson: Two years ago?... 450, or 450. Mr. Plummer: Now, you say that you have 500 men in patrol at this present time. rat Chief Dickson: Yes, approximately. Mr. Plummer: Your P C's don't reflect but about in the neighborhood of around t� 220, that actually go out in patrol and are the ones who are writing reports. Chief Dickson: I don't understand that, Mr. Plummer. I have more than 200 people out on the streets enforcing the law. j Mr. Plummer: No, no, I didn't say that, Chief. Chief Dickson: In uniform, in the uniformed patrol division... v. Mr. Plummer: In the uniformed patrol division, you have three shifts. Chief Dickson: Well, if you count P C's, you are counting people, I would a assume, who were on duty at the time. Mr. Plummer: Oh, of coursel I don't expect an off -duty man to write a report. Chief Dickson: And P C's only reflect that. At any given time, you are only looking at maybe one third of our force, so you have to... Mr. Plummer: I am talking about the first initial contact with the public. Chief Dickson: No, sir. Mr. Plummer: When the dispatcher is saying that she has three and four sheets, excuse me... three or four screens backed up, waiting for calls for service. The point that I making, I don't find 500 uniformed patrol that are answering these calls. Chief Dickson: Yes, sir, there is more than the 200 and, whatever, Mr. Plummer, on the streets enforcing the street laws, and responding to calls. Mr. Plummer: No, sir, excuse me. Chief, I am speaking to patrol who are answering these 300,000 calls for service. Chief, you know where I am coming froml You know, I have told you before, where I am going to, and that is that we need more people in patrol, and that was the source of what we did last year to release, what you identified as 156 men, that you could put immediately back out on the street, and I haven't seen it, so that is where I am coming from. _ Chief Dickson: OK, the 156 men that was stated that could be put back on the street, was a gross mistake. That was something done by an estimate by someone also. I took a personal look at that, I do not find where 150 police officers can be released to go on the street; as a matter of fact we don't have 150 police officers sitting behind desks, Mr. Plummer. Mr. Plummer: OK, Chief, that is fine, and somebody maybe gave you bad information, but you conveyed that information to us. Chief Dickson: Yes, sir, I was relaying the information that was given to me... ld 3 September 4, 1986 s Mr. Plummer: OK, I said that. Chief Dickson: Since that time, I personally have taken a hand in that area. Mr. Plummer: All right, I accept it. Now, my question is, how many men are back on the street from last year to this date, that were actually put there by the reorganization? Chief Dickson: We were allowed 40 for this project. they can go down... Mr. Plummer: Let me correct the record, there. That is not the policy set by this Commission. This Commission gave you the latitude of $1,700,000 in last year's budget to increase the P.S.A. division by up to 150. Chief Dickson: Mr. Plummer, I never saw the... Mr. Plummer: May I finish? This Commission's policy, which has not been changed by this Commission gave you $1,700,000, additional dollars in your budget to increase P.S.A.'s up to 150, and allow you to put on 150 civilians to put those men back out on the street. My question is, this Commission never changed that policy. Mr. Odio: Commissioner, you are right. We admitted that to you the other day. We have hired 40 civilians. Those 40 civilians are in place, they are being trained, and as they are being trained, police officers are being released back to patrol or homicide, I think, as you need right now, and we are hiring 50 P.S.A.'s, or whatever we call them, at a lower... it is a new classification, they are in the process of being hired at this moment. Mr. Plummer: When will they be available? Mr. Odio: They will be available as soon as they pass the personnel manager, and bureaucratic process... that is what he calls it. Mr. Dawkins: I have to say that this disturbs me, and like J.L. says, now, we gave a directive... Mr. Plummer: Excuse me, Mr. Dawkins, we gave a policy. y Mr. Dawkins: Yes, J.L., policy, and that policy should have had the Manager give a directive to get this done. Yet, this is just like my police station! You know, the City Commission sits up there and makes policy and somebody decides they don't want to do it, and they drag their feet, and then they find everybody else to blame but themselvest Now, Mr. Manager, there is no reason _— in the world why, a whole year, and you come up with only 40 people, and _.� nobody on the street! Mr. Plummer: You know what is more disturbing than anything is, that it is not the Chief's fault, that is what is disturbing! Mr. Manager, to you, sir, I think this Commission spoke very clear last year. You were not the Manager, and I understand that, and that is an easy out. The bottom line is that what this Commission felt had accomplished and had done, and the bottom line was not done. Mr. Odio: Well, and I have to accept the responsibility for that. Now, we have... Mr. Plummer: Excuse me, you haven't gotten to the most important question. What in the hell happened to the money? Mr. Odio: Well, the money has not gone anywhere. We can't by law. The money is sitting in funds for reserve. Mr. Dawkins: Hold it there, hold it. What is the budget that you are requesting here? Mr. Odio: $73,000,000 Mr. Dawkins: $73,000,000? So that means that we have got $73,000,000, plus the $1,000,000 that we had last year? ld 4 September 4, 1986 i Mr. Odio: It means that his request that was higher, and then it was 76, was lowered to 73. Mr. Dawkins: No, no, we are talking about money, money, money! Mr. Odio: Well, the money is in the fund balance? Mr. Dawkins: OK, in what fund balance? Mr. Odio: In our funds. Mr. Dawkins: OK, I will ask again. We are projecting... Chief, you need to hear this, so that we know, when you and I start talking, you know what we are talking about in money. You have got a $73,000,000 budget, all right, and you have got $100,000,000 from last year, that the Chief... I mean, not the Chief, but the Police Department is supposed to have to hire people, so now we have got $74,000,000 in the budget? Mr. Odio: No, he has got $73,000,000 in the budget. Mr. Dawkins: Well, where is the $1,000,000? Mr. Plummer: Well, it is what they term carry-overs. Mr. Odio: The carry-overs. Mr. Dawkins: So they carry it over separate. That is what I am saying, when we get through carrying over, you have got $74,000,000. Mr. Odio: Commissioner, it is very difficult to come up here in a budget workshop and somebody is going to tell you they are going to hire 150 people, and it just physically impossible to do so. You know, I could say, I didn't say that... Mr. Dawkins: said that when we first started, so we don't have no problem with that. Mr. Odio: So now, what is physically, to do it right, we could hire the maximum we could put into that building was 40 people. In fact, we hired the 40 people and they were standing around looking at the walls, because there was just not enough people to train them. Mr. Dawkins: So, if you take 40, you take the cost of 40 people f rom the $1,000,000... whatever it is... Mr. Plummer: How is that any different from the 39 sergeants that you promoted didn't have equipment? Mr. Odio: You know, like I said, we are going through the grow, grow, pains and I feel that we would rather offer 40 people trained well, and release 40 police officers and back to the streets, than trying to bring 150 people that we couldn't even use. Mr. Plummer: How much increase in this year's budget over last year's? Mr. Odio: $2,000,000. Mr. Plummer: Go ahead. Mr. Odio: We are actually adding 90 people in that department in this budget year that We are hiring the 50 P.S.A.'s out of the budget, so we are 90 people we have hired, not 40, and I think that is about all they can handle and handle well, Commissioners. Mr. Dawkins: Kook, from the very beginning we were told, and by that gentlemen standing up there, that you couldn't do this, OK? I was one of the ones yelling and screaming when you talked about hiring, bringing in retired custom makers, and all that, We said, "No, it won't work." So I have no problem. All I am interested in is where is the rest of the money. I am concerned about, if you hired 90 people, and 90 people cost "X" number of dollars, take "X" from the total "X", and tell me what we have got left. 1d 5 September 4, 1986 0 ti. t_= Mr. Odio: We have... that money is being used right now to hire those 90 people, Commissioner, in this year's budget. Mr. Dawkins: OK, good. All the money was... j •,' Mr. Odio: Yes, and on top of that, we get them at a... Y Mr. Dawkins: So, if you had hired 140 like we started, then you would have been in budget deficit. Mr. Odio: We were budgeted for that, he will end up with budget savings this year, in spite of hiring 90 people, that is true, but on top of that, we had y:. to add, to this year's budget he has gone up $3,000,000, so... Mr. Plummer: What is the most basis of the $3,000,000? Mr. Odio: Salary increases, union negotiations, for pensions, fringe benefits. It is all in salaries, believe me. Mr. Plummer: Well, let's ask this question, then. The Chief is well aware, that we have got to provide under the contract to Bayside, near 30 people on a ' - full time basis... 30 people plus we have got these... unauthorized, is the 4, t best way to put it, mini -stations, and it looks like, if something isn't done by this Commission, that they are going to go, almost to 50 men this year. You won't have the substations on line. But you are increasing roughly 50 people at least, just for the needs of contractual agreements, 50 people in y4. the police department represent $1,000,000. w, Mr. Odio: Yes, sir, it does, and I will tell you what we are doing. The ;.- Chief has also authorization within this budget to hire, besides the 50, to hire an additional 70 P.S.A.'s on the new budget. That will relieve 70 other officers of duties that they are now doing, work reports, and all of that. They will help out. The Chief is now working with a small task force within his own department on a plan for Bayside, and I know they started doing this and I don't know when he will have it ready, but we are assuming all of this in this budget, except for the mini -stations, which I don't agree that we are going to man mini -stations. I don't know where... Mr. Plummer: Well , you already got almost one in place, right? Mr. Odio: We have... we use the... how do you say that?... the gershen .., ; slauger.. . Mr. Plummer: Gershen slauger. Mr. Odio: That one, and Maceo Park, or Domino Park is used as a stop for the beat, and then they go back on their beats, but we didn't add any additional manning to that place. The proposed trailer, that goes into the northeast, will also not add any people to it. It will be the same people on patrol that will be using that as a stop - a place to stop and do their reports, and whatever, to be more visual. Mr. Plummer: So there will be somebody..... Mr. Odio: You have not authorized this Manager, or this Administration to have mini -stations, not that I know. Chief Dickson: As you can see the trend is upward, as far as calls to service are concerned, and it is expected that they will increase by some 46.8 percent, almost 50 percent since 1977, as that chart dictates. One of the things that plagues us most, and plagues the country most of course, has been the rise in crime and death -related cases involving cocaine. As you can see, there is a definite strong upward trend there. I believe this serves to underscore the recent media reports you have all seen regarding the explosion of crack and cocaine nationwide deaths. It should also serve as a grim reminder to all of us of the scope and the impact of the drug problem that we face here in Miami and Dade County. Since the end of 1983, the number of deaths from all causes of cocaine was the factor, have risen over 200 percent in Dade County. We estimate that over 280 deaths will occur in Dade County this year. Id 6 September 4, 1986 6 • Mr. Plummer: You are the Chief of Miami. Tell me how many have occurred in Miami. I console with my County, but how many occurred in the City of Miami. rv. Chief Dickson: Basically, I can say there has been an increase, but we got these figures from Dr. Davis, the medical examiner, and seeing as how cocaine is such a intercity and County problem, I just looked at Dade County. Mr. Plummer: Would you say half of them are from the City? A third? Chief Dickson: No, not that many. Maybe a third and that would be pretty high, but maybe a third. Mr. Plummer: Cocaine -related means homicides related to sale and all of that. Chief Dickson: Yes. Mr. Plummer: As well as the use and overdoses? Chief Dickson: Yes. As we move on, we look at... and this is the only way to do this, we have to compare ourselves with somebody in order to make an evaluation. Here we are looking at drug arrests, both for sale and possession of narcotics. Between 1977 and 1985 in the City of Miami and the rest of Dade County, the trend County -wide is upward in arrests, as you can see. In 1985 slightly over 9,000 arrests, County -wide, 37.2 percent were made by the City of Miami. That is about one/third of the drug arrests in Dade County was made by the City of Miami. I think that is a tremendous show of effort on the part of the Miami Police Department. Using our F.D.L.E. stats we are looking at the ratio of arrests per officer, at Miami Beach, again, we have to compare ourselves with somebody. Here we are looking at the major municipalities in Dade County, Miami Beach, Coral Gables, Hialeah, Metro, and Opa Locka - here we have Miami in green, and as you can see, the ratio of arrests per police officer in the City of Miami has definitely done more than just hold its own as it relates to productivity, but just simply put, we are way out front in hard work and productivity. This is not by accident, this is because there is a dedicated effort to produce, for the citizens of the City of Miami, as reflected on that chart, and I don't know any other way to reflect the effort that the men and women of the Miami Police Department have made. Mr. Plummer: What is the ratio of Miami police officers to population presently? Chief Dickson: We are under what we expected to be at this time. We are at 2.5, we expected to be at least 3.0, 2.5. Mr. Plummer: And how about the City of Coral Gables? Chief Dickson: City of Coral Gables? Give me a second on that. Mr. Plummer: I'm trying to draw a comparison, Chief. We know that they don't have anywhere near that ratio, and when you speak of how well, on this particular chart we have done, I think you are going to find there is a tremendous difference in the ratio. Chief Dickson: Yes, we are talking about basically what each individual police officer does and this chart reflects it. Our police officers make approximately 44 arrests per year. Mr. Plummer: Each police officer makes 44 arrests a year? Chief Dickson: Yes, average. Mr. Plummer: Less than one a week, that doesn't sound right to me. Chief Dickson: Well, if it is less than one a week, it is still above anybody else in Dade County. Mr. Plummer: Excuse me, you are saying each officer makes approximately 44 arrests per year? No. Chief Dickson: We estimate, Mr. Plummer, that around 44 arrests per officer per year, that is estimation projected the rest of 1986. ld 7 September 4, 1986 Mr. Plummer: I can't believe that. I cannot believe that! k Chief Dickson: We are talking about police officers. Mr. Plummer: I understand. You are saying that police officers in the City of Miami average less than one arrest per week? Chief Dickson: Mr. Plummer, we are talking about the uniformed service division. Mr. Plummer: I understand that. ' Chief Dickson: We are not talking about Homicide, and the Criminal Investigation section. This is just the street police officer we are talking about. Mr. Plummer: Chief, I just can't believe that number! Chief Dickson: OK, research the numbers for me, will you? Mr. Plummer: Are you speaking now only to cocaine arrests, or... P; Chief Dickson: No, sir, we are talking about ratio of arrests per officer, I am sorry... department -wide. ;a a Mr. Plummer: You are speaking the entire department? Chief Dickson: Department wide, yes. Mr. Plummer: Chief, I will go into it with you later, but it is still too low, Chief. How many arrests did we make last year? =; Chief Dickson: 34,000 arrests we made last year, and Mr. Plummer, it might be too low, but what you are looking at is a comparison as to what of the rest of the police departments are doing in Dade County. As you can see, the City of Miami has done a hell of a lot more than has Dade County, ratio of arrests per officer, than Miami Beach, than Coral Gables, Hialeah, and if this is a low arrest ratio, then we can only say that we are comparing that with others, and •f we have no one else to compare with in Dade County, except the other... hro. Y? Mr. Plummer: Well, there is a big difference when you say departmental wide, OK, than just patrol, and that is a huge difference, but still it seems low to me that... OK, go ahead. Chief Dickson: Mr. Plummer, it was lower than that in 1984, 183, 182, in 1980, it was lower than that. This is the highest you are looking at that the Miami Police Department has produced, in 1985, and particularly 1986. Mr. Plummer: That is all arrests for D.U.I., or any arrest at all? Chief Dickson: Yes, 34,000-plus arrests, divided by 1,000. Mr. Plummer: OK. Chief Dickson: We are pretty proud of that, because that is the best it has been produced in South Florida, Mr. Plummer, anywhere in the country. The slides we are looking at now addresses preventable accidents, which has plagued us over the years, and we have paid attention to ways to bring about a reduction in preventable accidents, which we consider save the City a lot of money in lawsuits and injuries to police officers, and we have been able to do something that we have not been able to do in the past. We have brought that ratio down, and this slide shows the number of preventable accidents per Miami police officer since 1977. It shows a sharp increase in 1981, and a slow decline to 1985, and 1986, for the rest of the projected fiscal year. Turning into a more upbeat, hopefully, and a positive subject., I want to discuss with you now some of the more significant police accomplishments for this year. In recognition of the narcotics addiction and drug use, prostitution and other vices, as contributing factors to crimes of violence and crimes against property, the Miami Police Department has initiated additional programs to combat these so-called victimless crimes, at the supply level, as well as at the demand level. In reverse stings, of which all of us are familiar with, were originated here in Miami, City of Miami Police Department, have become an Id 8 September 4, 1986 \J 0 effective weapon against drug dealers and their customers, undercover police officers using confiscated drugs, arrest persons approaching them to purchase narcotics. This sting has been so well received in the neighborhoods, received by pushers, that the name has come to mean strategy to inhibit narcotic growth. This slide summarizes the seizure made by the Department during the 10 month period of October through July. As you know, firearms are the primary weapons in almost three-quarters of all the homicides that occur, and because of the seizures made by this Department, there are over 2,000 less guns in the community and on the streets. We also take pleasure in knowing that almost $30,000,000 worth of drugs, enough to give every man, woman and child in Miami a one week's supply of narcotics has also been taken off the streets. Anti prostitution, to some people this is not a problem, but to the people who have been victimized, and who have to live with this problem on a daily basis, it is a priority, and that priority has been shifted to the Miami Police Department, and we accept that responsibility as a priority also, that is why I am featuring that here. Anti -prostitution efforts are also focusing on both the clientele and the offerers, the same as the drug fight. The John details are aimed at arresting men who proposition undercover females. Well marked video equipped surveillance vehicles suppress flagrant solicitation. In addition, we are securing on an experimental basis, a self-contained, mobilized mini -station that you just spoke of a few moments ago, that will be placed on Biscayne Boulevard, aside from providing space for officers to take reports and follow up on citizens walk-in complaints and enhancing police visibility. We hope it will improve community relations and interactions with those residents who live in that area. Mr. Dawkins: Is that video surveillance being done on 17th Avenue? Chief Dickson: It is being done wherever the prostitution problem leads us in... Mr. Dawkins: All right, how many arrests... Chief Dickson: 17th Avenue, Mr. Dawkins, where prostitution is on 17th Avenue, the County has been enforcing that and it's cleaned up. Mr. Dawkins: Sir, from 79th Street to 54th Street is in the City of Miami, Chief, and there are prostitutes out there. Chief Dickson: It don't stretch to 79th Street. We don't patrol that area. Mr. Dawkins: 62nd Street to .... you are correct, my error. Chief Dickson: 71st Street. Mr. Dawkins: From 62nd Street to 54th Street on 17th Avenue, is City of Miami, and there are prostitutes out there, sir. Is the video surveillance in that area? Mr. Plummer: Careful, Chief, you are talking to an expert. Chief Dickson: I am sure there are prostitutes over there, Commissioner Dawkins, and also, I am sure that... Mr. Dawkins: Go right ahead, go ahead. Chief Dickson: I don't want to tell you that we have van running up and down 17th Avenue. We have other ways of dealing with the problem on 17th Avenue. Mr. Dawkins: OK, all right, you are controlling it, that is what you are telling me? Chief Dickson: Yes, sir. Mr. Dawkins: Thank you, Chief. Chief Dickson: We have made over 2,500 prostitution arrests during the first ten months of this fiscal year, and that is phenomenal. During a one week period... Mr. Plummer: Did you do any follow-up on that, Chief? ld 9 September 4, 1986 7 T Chief Dickson: Yes, we are doing a lot of things that does not belong in our area of responsibility and, we do have... Mr. Plummer. No, no, I am talking about follow-up o£... Chief Dickson: We do have a follow-up system with the State Attorney's office, and we have applied pressure to the judges. The State Attorney's 4 office is working with us very closely to try to monitor... Mr. Plummer: What is the average time that has been given in those arrests? Chief Dickson: The average time? Mr. Plummer: Yes. Chief Dickson: The average time is almost no time - a day or two. Mr. Plummer: OK, Madam City Attorney, some years ago, this Commission passed, which we were told we could do, a set of minimum sentencing times. As I recall, the first arrest, if found guilty was fifteen days. I could be wrong on the days, the numbers. The second arrest was 30 days, and we were told at the time that we passed that, that we had every right to set a minimum in our ordinance, that if found guilty, the judge had to apply that minimum. Mrs. Dougherty: I wasn't around when you set those minimum guidelines, but I do remember researching it for you subsequently and finding that that was :• outside of your jurisdiction and is totally within the prerogative of the courts to set the time, so I will look into it again, but that is my recollection, because I didn't write it. It must have been before I came here, but I do remember researching the question for you. Mr. Plummer: I'd like to know what happened with that. Mrs. Dougherty: Sure. Mr. Plummer: If the average time is four hours, it is nothing, that is k" processing time, and we are really not accomplishing anything. Mrs. Dougherty: I did meet with the chief judge at one point, and I believe that he told me the average time is over night. They let them out with time = served the next morning when they are arraigned. Mr. Plummer: Did he give you any reason for that? Mrs. Dougherty: Basically, he said they didn't have any place to put them. They have got too limited space for the felony convictions and the felons, that they don't have any place to house these kinds of criminals. Mr. Plummer: So, in other words, what they are saying is, that don't bother them, they don't have the time or the space, so we are wasting our time doing anything, is that what they are really saying? Mrs. Dougherty: I wouldn't put it that way. Mr. Plummer: How would you put it, because we are not accomplishing anything. Mrs. Dougherty: They just have a limited amount of space in there... Mr. Plummer: There is supposed to be a penalty that is a deterrent to stop this from happening again, and if the Chief is standing here telling me that the average time is four hours, I don't see that, obviously, it is not a deterrent. Now, what is the City... how many arrests did you make in that particular field, Chief? Chief Dickson: In that ten month period, we made 2,500 arrests. Mr. Plummer: 2,000? Give me a rough idea of how many of those in ten month period were re -arrests, and what would be the classic? Chief Dickson: Well, we have had several prostitutes that have been arrested phenomenal numbers, 60 times over their career. Id 10 September 4, 1986 Mr. Plummer: What is phenomenal? Is it ten times, once a month? Chief Dickson: I would say the average prostitute in Miami, the average might f be four times, but then we could pick up one who is arrested 30 times, and you have got your new ones, who are first time arrested. The average might be six times, I would say four to six times. Mr. Plummer: You say you think that there is a case possibly that has been arrested 30 times? Chief Dickson: Yes, more than that. Mr. Plummer: More than 30 times?... a single individual. Chief Dickson: Yes. Mr. Plummer: 1 think we would like... I would like to know, what is the average penalty that she has been applied for those arrests? X Chief Dickson: OK, we will run that down. Anti -corruption, there is no way that I can make this budget presentation and not deal with the anti -corruption authority within the Miami Police Department. I have always taken pride in =� this Department's ability to continually seek out and eliminate internal corruption without external stimuli, and we do not avoid public scrutiny, as we have demonstrated, nor do we take the easy way out by allowing those who ^r violated their oath to retire, or resign, quietly. This may lead to the erroneous impression that the Miami Police Department has more than its share of problems, or is in some way, unique. The truth is, that no department that I know of is more vigilant, or dedicated to professional integrity and is t doing more about it, in the open for public scrutiny. Two independent investigative units are in place, that in fact are reassuring this community that we will maintain internal integrity as a priority of the Miami Police Department; that is internal security and pride. These police officers have demonstrated their support in this effort of internal integrity by 3` volunteering to march some 800 people and civilians down to take urinalysis tests. That is not very impressive to some people, but to me it is very impressive. They have also voted to submit to the urinalysis, which is one of the first departments in this country to put that on the table and deal with it and vote for it, which makes this Department one of the pioneers in the drug testing labor agreement arena, and I just wanted to make that statement. It is no secret that we care a great deal about the senior citizens who live in our community, and we devote manpower and resources to do what we can to :;•s", protect our senior citizens. Some of the examples here are reflected on this overhead. It says that we are, and we will remain sensitive to the needs of senior citizens. The Department is implementing several measures to better assure their safety. Five police officers have been permanently assigned to patrol the senior citizens senior districts, that is in support, and also -- including the normal patrol that these zones are given. Only recently we were — advised of the award of a state grant, by the way, of over $250,000 that would provide 19 specially trained auxiliary type police officers to patrol the senior citizens' district. (INAUDIBLE BACKGROUND COMMENTS) Chief Dickson: We will either have to discontinue the program, or we will try for a renewal, or we may seek some other means. We also have recently implemented, with the help of the Commission, and by the way, I appreciate the Commission voting to OK the grant that I just spoke of, that certainly couldn't have been done without your support, the same as the program that I am about to explain to you now in very brief terms. We appreciate the Commission input and assistance in this program as well. We are providing eighteen selected senior citizen complexes throughout the City of Miami with citizens' band radios, and portable radios to give direct communication, to provide that with the Police Department. Fifteen senior citizen volunteers from the first complex, which is the Robert King High complex have already completed a twenty hour concentrated course on police philosophy, observation, and incident reporting, and radio operations and procedures, funded with -� $20,000 from the Law Enforcement Trust Fund, no additional tax burden on the citizens. This program represents a continued commitment to provide our senior citizens with increased protection, and a greater sense of well being. Some of the details that we have to handle, obviously that we have no choice, - because they arrive as priorities in the various parts of this community that Id 11 September 4, 1986 we serve, and there is no way to walk away from those details and say that they do not require some special attention from the Police Department, and we reflect this on the chart, just to give you an example of some of the things that we have to do that is not written into our budget, but does cost us money. For example, responding to complaints from a concerned group of Coconut Grove merchants and citizens, the Department dedicated an average of 28 police officers drawn from the afternoon and midnight shift, to attempt to address the traffic and street overcrowding and problems being experienced in that area, and this slide shows the statistical results of that effort for the period of October, 1985 to July, 1986. This is the contribution that we have had to make in trying to deal with that ongoing problem. This problem has existed now for years. Mr. Plummer: That is six arrests per police officer, right, on weekends. Chief Dickson: Just about. Mr. Plummer: Were those misdemeanors or felonies? Chief Dickson: Mostly misdemeanors, they are nuisance - kinds of arrest. So as not to just portray the Grove area, we have these details throughout the City of Miami. They impact on our manpower deployment, manpower distribution, that dictate to a great deal how many police officers I will have to address the pro -active aspects of crime fighting. Examples of the Bay Heights project, which we took care of. It was a learning experience. The Taurus Restaurant stands out in my mind, that is why it is reflected here, because it is one that we did take care of, robberies occurring around that place, and there were complaints from citizens and we went in there and we caught the robbers and put them away. The Brickell Holiday Inn... Mr. Dawkins: Pardon me, Chief. The Taurus is in Coconut Grove, and you just showed me a slide with a cost for Coconut Grove, and why would you not charge that to the Coconut Grove area? I am just curious. Chief Dickson: Well, because it is to the Coconut Grove that we reflected that, was so overwhelmingly impacted on our budget, that I thought it required reflecting here to show you, because.... Mr. Dawkins: But, had you taken that cost to this... OK, I am sorry, go ahead, Chief. Chief Dickson: No, the Taurus was just a project that lasted a few days before we caught the robbers and, I didn't put it on there. Mr. Dawkins: OK, all right, no problem. Thank you. Chief Dickson: Brickell Holiday Inn, directly patrol, is an approach to crime fighting where we use our crime analysis, and to project where a crime will occur, and we try to have personnel there to intercept the crime that we project will happen. It is called directed patrol. It means that we don't have police officers riding around out there on the street with their head in a fog. Most times that we have the manpower, we know what those people are doing and we know where they ought to be, and they are where they ought to be, because we follow up on that, that is what directed patrol means. As a result of that effort, when we could carry out a directed patrol project, from October through July, as you can see, 884 felony arrests were made, 2,687 misdemeanor arrests, 3,000 summons, 500 some, citations, 14,000 man-hours contribute to that, and we should have been able to double the man-hours contributed to the directed patrol program, but the other programs that I just gave you an example of, interfere with our ability to carry out those directed patrol programs. Operation Crime Suppression, is something that is in the making. You will be asked to take a vote on this, and I will be asking for your support on this as well, probably at the next meeting of the Commission, there will be a resolution before you that will be asking for your support. Since the beginning of 1981 the Miami Police Department has received authorization to expend over $1,000,000 in the Law Enforcement Trust Fund, and this fund, as you know, relates to the forfeiture of vehicles, cash and other negotiables, for conversion to Departmental use. As provided for in the Florida statutes, and although the majority, almost $750,000 went to the S.M.E. 33 simulator, that is our firearms training simulator system, $750,000- what I just posted up here went to that program. The remainder of that money has funded a wide variety of useful projects, among them, the prisoner buses, ld 12 September 4, 1986 4 0 that have certainly come in handy many times for us, the Marine Patrol boats, ' R the Overtown Athletic Program, a very successful program, and the senior citizens' scan radio program that I just talked about, that I mentioned earlier. Recent changes in the Florida statutes indicate that we might be able to even increase the amount of forfeitures that we bring to the City to help us fight crime. This projected increase will require additional personnel and we are talking about the forfeitures, the increase in forfeiture funds that I expect for us to achieve in the coming year will require additional personnel to do this in the property unit in the legal unit and finally, in the financial unit. In the past, the cost to operate the fund has been charged to the City's General Fund. Since revenue is derived from forfeiture actions, I strongly urge that the expenses for operating the fund ' be changed, or charged back to the fund itself. In other words, I would like =. to make the forfeiture fund self sustaining, and cost the taxpayers no additional burden. (INAUDIBLE BACKGROUND COMMENTS) Chief Dickson: Mr. Plummer, this is the budget, and I am trying to... :. Mr. Plummer: It is not budget. This is a commercial. ` Chief Dickson: Mr. Plummer, I don't think so. I don't look at this as a commercial. r' F, Mr. Plummer: I want to get into the guts of this thing, into the numbers. Mr. Odio: Chief, let's move on to the numbers. 4 Mr. Plummer: No, I... listen... Chief Dickson: Well, I'll try to do that, Mr. Plummer, but what I am trying :r to say is that my budget is incorporated in... Mr. Pierce: And we have got two to do before noon, Mr. Manager. Mr. Plummer: Yes, excuse me. Chief, this is not anything to you. Mr. _ Manager, this Commission last year gave a directive that all of this is nice, but it is not budget. Now, I understand that we like to rationale and justify. Mr. Odio: Mr. Plummer I get the message, I.. Mr. Plummer: But, you know, the City doesn't pay me any more to be here today, and I would hope that once the Chief is finished and we, you know, obviously we have been an hour, that we are going to get into budget, which this workshop was called for, and I hope that you would so instruct the rest of the department heads who are going to be making presentations, that the directive last year, that the dog and pony shows are nice, but let's get into budget, let's get into numbers, and that's... Mr. Odio: Just to on these confiscated monies, we want to inform the Commission that just to finish that, and go into the budget, that both the City Attorney and I have spoken to Leon Kelner, the U. S. Attorney, and that we can increase anytime we back them up on any case that the Rico Act applies, we will get 10 percent the moment that we apply for it. We will get 10 percent of all confiscated properties and monies. Mr. Plummer: And that is important, OK. It is important to the numbers of budget. Mr. Odio: That is very important, that is why I am saying that. Now, let's... Mr. Plummer: Mr. Manager, my back is not going to last that long today. Mr. Odio: No, please, Chief, let's just go into the budget. Mr. Plummer: No, let him finish. I don't want to pick on him, and I don't want him to feel that way, but I am telling you, if you want to get something accomplished in the budget, I would appreciate if you are going to speak to numbers. That is what we are about here today, at least that is what I am Id 13 September 4, 1986 here about today, but my back is going to give out, and when it does, I am gone! NOTE FOR THE RECORD: Commissioner Kennedy entered the meeting approximately 10:10 a.m. 1' Mr. Odio: OK, please, Chief, go on to the numbers. Chief Dickson: I will try to adjust my presentation to do that. Mr. Dawkins: Hold it right here. Chief, I am going to tell you, and the Manager, last year, we had to do the same thing, we had to pull... We have got three members now, we can very easily vote to cut off the disclosure here. `i We don't want to do that, but I will make a motion to move to the numbers. Now, if you don't want to move to the numbers now, I will pass a motion with the three members here, directing the Manager to move to the numbers, see? Move to the numbers, Chief, please. Chief Dickson: Whatever the Commission wants, I will do that. I will try to do that, but I can't say, "OK, I will move to the numbers" without giving you some information. Mr. Dawkins: All right, Mr. Manager, I make a motion that we cut off this right here and move to the budget. Mr. Plummer: You are the Vice -Mayor, sir. Mrs. Kennedy: Well, perhaps the Chief can adjust his presentation not to make it so long, but give us some very brief background. Mr. Dawkins: Rosario, if he does that, everybody behind him would have to adjust theirs, and you won't get a damn thing done. r_T Mr. Plummer: Well, I will tell you, let me say, you are the Vice -Mayor, OK? Mr. Dawkins: Right. -e; Mr. Plummer: I will make a motion at this time that the Chief stop the presentation which he is making and come back... when is our next meeting? Mr. Pierce: Tomorrow. Mr. Plummer: Tomorrow again? Mrs. Kennedy: And this afternoon again? Mr. Odio: And this afternoon, at 2:00 p.m. Mr. Plummer: The Mayor calls meetings, and then he doesn't attend. Well, I am sorry they have to make him work for a living. Mr. Odio: Commissioner, the Mayor called in he was sick, and that he would try to get here. Mr. Plummer: I'm making a motion... OK, fine, my concern is tonight, I will never make it tonight. I'll never make it. Mrs. Kennedy: We have two public hearings tonight. Mr. Plummer: I make a motion at this time that we stop this presentation, and all presentations, not just this one - if the Fire is not prepared to speak to just budget, and that we ask the Chief to come back tomorrow and speak to just budget. You know, we are going to be plagued, as we are well aware, with this Miami Citizens Against Crime. We were going to come in here, and going to talk about numbers and dollars, and this Commission has got to have the answers, so I will make a motion at this time that this be stopped, and that in fact, we bring the Chief back tomorrow and speak about just the numbers of the budget. I am concerned about many areas, and I so move that at this time. Mr. Dawkins: Is there a second? Id 14 September 4, 1986 6 ib Mrs. Kennedy: Before... let me second for discussion, and just let me ask you, because I am new at this, this is my first budget here - how much longer do you have, and any other department heads? Chief Dickson: Commissioner Rosario, I can go to the back page of this and give them what they are asking for, I guess, but frankly speaking, I've got a police officer and I think that I want to say some things... Mr. Dawkins: No, no, you don't have, we have. Chief Dickson: We have. Mr. Dawkins: We have, you don't have one. Chief Dickson: I would like to make a presentation, and I think that a $73,000,000 budget, at least requires maybe a 30 minute presentation. Now, I have gone through this budget and it only shows... Mr. Plummer: Chief... Mr. Dawkins: Hold it, hold it. Chief Dickson: ... where it takes about 33 minutes to go through this thing, if I could just do it. Mr. Dawkins: But, you have been here... hold it, Chief, Chief let me say this. Chief, there is a motion on the floor that we have heard enough of the police budget today, and that we allow you to come back tomorrow to take as much time as you desire. That is the motion. Mrs. Kennedy: Chief, again to my question, how much have you taken of your 33 minute presentation before I got here? Chief Dickson: The questions that were asked, Commissioner Rosario, were questions that I was going to cover, but of course the Commission had questions to ask, and that took up the greater part of my presentation. If I was allowed to do my presentation, it would take about 30 to 33 minutes, and I would be finished, and then I could entertain questions, but I was not given that latitude to do that. Mrs. Kennedy: We have a problem with Commissioner Plummer's back. Mr. Plummer: No, no, don't worry about Commissioner Plummer's back. When it goes out, it is gone, OK? Mr. Dawkins: Let me ask the Chief one question - regardless of when the questions and answers came, it would still take that same amount of time, Chief, so don't put the monkey on our back by saying that we are delaying your presentation, because the same questions that we are asking now, we would have asked them, had you been finished, so your presentation would have been the same, sir. Chief Dickson: Yes, sir, Commissioner, but I might have answered those questions if I was allowed to do my budget presentation. Mr. Odio: Chief, if I may be allowed... Mr. Dawkins: There is a motion on the floor, call the question. Madam Clerk, call the roll, please. Mr. Odio: Can I say something before you do that? Ms. Hirai: Roll call. Mr. Plummer? Mr. Plummer: I withdraw my motion. Mr. Odio: Now, Commissioner... Mr. Plummer: your fault. I am not here... Mr. Manager, excuse me. Chief, this is not ld 15 September 4, 1986 Mr. Odio: It is my fault. r Mr. Plummer: This Commission made a policy last year that we didn't want to go through dog and pony shows. 5 Mr. Odio: You are 100 percent correct, sir. Si `3 Mr. Plummer: And we want... j-'- Chief Dickson: Mr. Plummer, I didn't think this is a dog and pony show, because... Mr. Plummer: Excuse me, Chief, excuse me, and I apologize for my terminology. We are here, and the Commission said last year, that we wanted to get into the meat of the subject. Now, you know, all of this is window dressing. I have it all here in my book, which it has been for the purpose of the Commission, the month of August, to go through it. Now, all I want to talk about is the needs of this department to address crime in this coming year. We have certain problems that are going to be unique and different this year, and I want to know how they are going to be addressed, where the dollars are coming from, and those are the kinds of things that I think that the Commission should be about in budget. Mr. Odio: You are correct. This workshop, Chief... Mano, this workshop is `.= for the benefit of the City Commission. We are here to do whatever they want us to do. Now, I have instructed the department heads just to go through their budget numbers and to answer any questions you might have, and so therefore, Chief, just go on to your numbers and please proceed with what the Commission wants you to do. Chief Dickson: Do you want me to come back tomorrow, Mr. Manager, or do you want me to stumble through this 1 Mr. Odio: I think I would to finish your numbers now. Just go to the budget numbers and answer any questions they might have based on numbers. Chief Dickson: But I do take issue with the fact that this is a dog and pony show, Mr. Plummer. Mr. Odio: Chief... Chief Dickson: OK, I will proceed with the budget. Turning now to the reason we all came here, you can see our request for next year is $2,600,000, almost 4 percent more than the current year's adopted budget, in spite of a $2,500,000 reduction in various line items, a $2,500,000 reduction in various line items. Contractual pay raises negotiated by A.F.S.C.M.E. and the F.O.P. bargaining units are the single most cause for a budget increase. Mr. Plummer: Chief, that is exactly what I want to address. Let's remember what a budget it. A budget is a proposal, and I want to address those reductions that you might suffer, but I think what we are about here is to make a determination as to the feeling of the Commission. You might not suffer those line item budgets at all, because this is a budget proposed by the Manager, and then that is what the Commission is here today to say, "Yes, Mr. Manager, or no," and I am hoping that you will take your time to convince me and other members of this Commission that those things are very important and that this Commission will rearrange this budget to agree with you, or disagree with you on the items that are herein contained, and I think that is what we need to talk about, what are your needs for this year. What are the monies that are needed for this year. I want to sit here and tell you, Chief, if your budget has to be, and you can justify an increase to $75,000,000, I'll vote for it immediately, OK? And I would hope that you would give us the rationale and the justification of what you need. That is what we are about, at least I hope that that is what we are about. If you give me a justification that you need this and this and this, buddy, I am going to back you to the hilt, but I've got to know those numbers. Chief Dickson: Thank you, Mr. Plummer. approach to the budget than what we took. Mr. Plummer: I understand that. That is a different philosophical Id 16 September 4, 1986 Chief Dickson: Unfortunately, we did not look at... we looked at it once, but then pulled it back. We concentrated our budget preparations and our planning strategies on how we could do with less resources. Mr. Plummer: That is not a bad way to look at it. Chief Dickson: But, that is how we had to look at it. Mr. Plummer: OK. Chief Dickson: Plus, we - getting more money. Mr. Plummer: OR, I am telling you here today that this... I hope that my colleagues are here today to address those areas, and if you can justify the need, we will rearrange the budget to meet the need, if justified to serve the people of this community, which you and I both are here to do. Chief Dickson: OR, I certainly do appreciate that. I would ask then, that you reopen your suggestion that I be allowed to come back tomorrow. Mr. Plummer: That is fine. I have been open to page 189 since you started. Chief Dickson: OR. Mr. Plummer: Now, based on that, Mr. Manager... Mr. Manager, the Chief is now himself asking to come back tomorrow, and let's address budget numbers, justification, and rationale. Mr. Odio: What is the problem with his budget? Mr. Plummer: Well, there is no problem with his budget that we know of, because we haven't gotten to it yet. Mr. Odio: What I mean is, why can't he... you are not prepared to discuss your budget today, Chief? Mr. Plummer: I would like to discuss budget to the point, Mr. Manager... we know for example, that we have these 30 officers, or security, not necessarily officers, that have to go into Bayside. We know that is going to cost "X" number of dollars. OR, we know all of these different areas and I think this Commission needs to hear what the Chief feels are very important in addressing the budget of this coming year. Mr. Odio: I thought that the Police Department prepared their budget, and I was hoping that that is what he was doing with this budget. Mr. Plummer: Well... Mr. Odio: And if he is not, then I suggest that we take a good look at his budget again. Chief Dickson: OR, what I got here is something that I did project as a manpower need, and also some resource needs that I could present now. That was part of the budget that I presented. We include Bayside here, a project to be completed in 1987. Our research and survey shows that we will need 27 sworn police officers in addition to what we have now to handle Bayside adequately. The north substation of course, is something that will be here in 1987... Mr. Plummer: No way! I wish, but no way! Chief Dickson: OR, we are projecting anyway, though, and that will require 35 police officers additional, and 11 civilians. Mr. Plummer: Well, wait a minute, let me ask a question. Mr. Manager, if they started the substation today, isn't there more than... Mr. Odio: If we broke ground today, it would be at least 24 months before that station would be... Mr. Plummer: doesn't... So, I mean, these numbers don't mean anything to us, then. This Id 17 September 4, 1966 4 0 { 7 fiF Chief Dickson: May I explain further then? We would have to have... we could not wait until the ... but I don't have to, you know that, Mr. Plummer. xhp, F f". Mr. Plummer: Yes, the lead time. k: Chief Dickson: Right, that is lead time. Mr. Plummer: OK, but Chief, what I am saying is, if the Manager is telling me u 24 months, you don't need two years of lead time, you need at least a year, but I am worried about this coming year's budget, OK? We know... Mano, am I k still correct in the ball park, that each 50 policemen represent $1,000,000? Is that roughly, approximately right? Mr. Surana: About... more than $2,000,000, Commissioner. Mr. Plummer: Excuse me? Mr. Surana: More than $2,000,000. Mr. Plummer: Each police officer... 50 police officers represent now $2,000,000? Mr. Surana: More than that, if you put fringes and everything. I think it is about $46,000. Let me double check, sir. Mr. Plummer: OK. Chief, while he is looking that up - Overtown/Park West, what are those 15? Chief Dickson: The Overtown/Park West project is another City project that you are all familiar with, would require an additional is police officers above what we have already for the Overtown/Park West area. Mr. Plummer: Is that realistic in this year's budget? Chief Dickson: Yes because the way we look at that it is a , y , project that should for us begin in the coming fiscal year, in order to be prepared for whenever the Overtown/Park West project is completed. Mr. Plummer: Have you applied to this a dollar figure? Chief Dickson: Well, I have... yes, I have. Starting with Bayside, that is $1,215,000 for Bayside. Mr. Plummer: How much? Chief Dickson: $1,215,000 for the Bayside purpose, 27 sworn police officers would cost that, and I guess you can break it down from that point for Overtown/West, 15 is not quite half of that, and you can use that $1,215,000 cost for the rest of the cost of the others. A total of about $6,000,000 for the entire... Mr. Plummer: Is that in this year's budget? Chief Dickson: No, it is not. Mr. Plummer: It is not in this year's budget? Well, that was basically the question I was asking. Mr. Surana: Commissioner Plummer. Mr. Plummer: Yes, sir. Mr. Surana: Fifty police officers, with pension, fringes, the whole thing, would cost roughly $2,600,000. Mr. Plummer: $2,600,000, and that breaks out to about $46,000 per policeman? Mr. Surana: 452,000. Mr. Plummers $52,000? id 18 September 4, 1986 0 Mr. Surana: Yes, this includes car, pension, the whole caboot equipment and everything. NOTE FOR THE RECORD: Commissioner Carollo entered the meeting at 10:25 a.m. Mr. Plummer: What is now the starting salary? Mr. Surana: $25,279. Mr. Plummer: Wait a minute. I am hearing $22,000 over here and I am hearing $25,000 over here. Now, who is right and who is wrong? (INAUDIBLE BACKGROUND COMMENT) $24,690. Mr. Plummer: $24,690, so for round figures, he is right, $25,000. Mr. Surana: That is Mr. Carollo: Is that the entrant's salary into the Academy or right after that? Mr. Plummer% Now, to that you add still 48 percent as a fringe? Mr. Surana: Yes, they get fringes, they get for new vehicles... Mr. Plummer: But, I mean $40,000... no, I am not talking about vehicles. I am talking about personnel. The Chief is showing that his personnel breakdown is 90 percent, 10 percent for operations, and one/tenth, or one percent for capital. Mr. Surana: OK, if you take the personnel only, that would be $37,000, including pension. Mr. Plummer: With pension? Mr. Surana: Yes, sir. Mr. Plummer: That is the entry level? Mr. Surana: Yes, sir. Mr. Plummer: Or the average? Mr. Surana: That is entry level. Mr. Plummer: Entry level? What is the average? Mr. Surana: The average... Mr. Plummer: Go ahead and figure those numbers out. Mr. Carollo: Chief, while he's looking at those numbers, can you tell me what percent of your budget is put aside for the purchasing and maintaining of police vehicles? Chief Dickson: Give me a second, Commissioner Carollo, to respond to that. I have the vehicle request cut several times since I made my original and first budget presentation in 1985, the fiscal year. At that time, my request for vehicles was a total 208 replacement vehicles, 158 replacement vehicles. Mr. Carollo: 158 replacement vehicles? Chief Dickson: Yes, and 31 additional vehicles for the fleet. Mr. Carollo: That was your request for 158 replacement vehicles? Chief Dickson: 158 total. Mr. Carollo: Your request was for 158 total. Now, what do we have in this budget here before us today, 158, or less? 1d 19 September 4, 1986 `J Pi Chief Dickson: I do not have... there is no request. f; Mr. Carollo: Let me rephrase the question. What amount of the monies in the police budget for the next fiscal year is allocated for the purchasing of new r,..,. vehicles? Mr. Surana: Commissioner, the money we had provided in Police Department budget, that is for existing fleets. Mr. Carollo: We do not have any additional dollars for new police vehicles to be purchased? Mr. Surana: Not for new additional, but if we had to replace some vehicles, money is there to replace those vehicles. Right now, we have replaced 78 =r vehicles. Mr. Odio: Let me explain Commissioner, we can replace, we replaced 78 in this budget year. There are 42 brand new... Mr. Carollo: Well, we are talking about the same thing. You are talking about replacement, that is what we are talking about, new police vehicles to replace old ones. So there is enough money in there to replace 78? {' Mr. Odio: Yes, sir. Mr. Surana: Which we have done this year. r. Mr. Carollo: Your request was for how many, Chief? Chief Dickson: 158. Mr. Carollo: 158, approximately double of what you are getting. ? Chief Dickson: Yes, the request for 158, Commissioner Carollo, was cut almost in half by the sunset committee, so therefore, we ended up getting up the 78 y5$. ='=:z vehicles, 40 of which is on the street now. Mr. Dawkins: How many vehicles do you have now, Chief? Chief Dickson: 528 vehicles. w _ _ ND� Mr. Dawkins: 528 vehicles OK? z�".: , Chief Dickson: Department wide. Mr. Dawkins: How many on patrol of the 528? Chief Dickson: About half of those are on patrol. Mr. Dawkins: Beg pardon? Chief Dickson: About half, about 220. Mr. Dawkins: 220, now if we need 158, what is happening to the half... why couldn't we take them from the half that we got if there is a critical need? Why didn't you take the ones that we need from the one... Chief Dickson: We do. We do. Mr. Dawkins: You do? Chief Dickson: Yes. Mr. Dawkins: All right then, why is it then that, Mr. Manager, why is it... I am sorry, go ahead, Joe, I am finished. Mr. Odio: Let me, I can answer your question, Commissioner, what we plan to replace this year, based on replacement criteria that was set back in... way back. We are going to replace 43 vehicles this year. We have replaced 78. Those are the ones that meet criteria. Let me point out to you that the criteria doesn't hold much water in the Police Department, the way they handle Id 20 September 4, 1900 P•;,,,, those cars. I saw cars yesterday... I personally went to the motor pool {� yesterday and looked at every car there. I saw one car that was less than one 'may year old that looked worse than a 1981, so you know, if you start throwing ;mot ry things around, let's point that out. We saw, the G.S.A. director saw a police officer drive out of G.S.A., down five steps at full speed, sparks flying all over the place. I don't know what cars that they build in the United States will withhold that kind of treatment. Mr. Carollo: Not even a Volvo. Mr. Odio: Not even a Volvo. Mr. Carollo: Watch it, they might come out with another commercial on that. Mr. Odio: Now, I do feel, and I mean that from the bottom of my heart, that we have problems in the motor pool, and we are correcting them. We have replaced the top management of the motor pool last week, we took them out, and we are in the process of finding a fleet manager that knows what equipment is all about. Now, the solution is not going out and buying new cars every year. The solution is improving the driving, the quality of maintenance, and have a steady replacement program in place. Mr. Carollo: Gentlemen... Mr. Odio: Now, we don't have the resources to go out and buy 400 new cars every year, because they have them for lunch every day. Mr. Carollo: I think the solution is a mixture of all of the things that we brought out here, not just any one. Something that I have been talking about for the last three years, if not for, and recently I was discussing with the Chief and yourself, and I think this is the time to implement, and not only will I think it will provide better run vehicles for the Department, but at the same time, will save the Department a tremendous amount of money in the short and long run, as it would begin with a pilot program of letting officers that live within the City limits of the City of Miami, take their marked units home. I think if you look at the results in every other single major city that has implemented this policy, you will see that in cities where police officers are given the opportunity to take their police vehicles home with them, those vehicles are better taken care of than usual, and they last for the average, a year and one half to two years or more longer than patrol cars that are not taken home by the officers. I think common logic, and certainly the results that we have seen in other cities will tell you that the officers will take care of the vehicles better if they know that they are going to have that vehicle with them every day and they are taking it home with them. On the other hand, the other plus that we will get out of that is that we will have the further presence of additional marked police units out in the neighborhoods of the City of Miami and that, I think, will further help curtail crime in the neighborhoods, and I think that we should, if anything, come out of here today with an agreement that we will begin for this next fiscal year, this pilot program, where at least 50 vehicles will be purchased so that officers can take them home and if it works this year, like I am sure it will, as it has in other cities, then that should be the policy that we immediately begin the following fiscal year, for every officer that lives within the City of Miami limits. Mr. Dawkins: Chief how many officers do you have living within the City? Chief Dickson: About 60 police officers. Mr. Dawkins: Beg your pardon? Chief Dickson: About 60. Mr. Dawkins: 60. Mr. Carollo: Miller... 60 percent, you are saying, Chief, right? Mrs. Kennedy: 60 percent. Chief Dickson: 60. Mrs. Kennedy: 60. Id 21 September 4, 1986 f t Mr. Plummer: 60 out of 1,0007 Mr. Dawkins: Yes. VN-` zitd Mr. Carollo: You are kidding. . r'ti A Mr. Dawkins: No, I am not, Joe. No, we are not either. 3 � Mr. Carollo: Out of 1,000 plus officers, we only have 60 living in the City? Chief Dickson: Well, that is an approximate, of course. I can't answer a question like that right off the bat, off the top of my head, but it is not Y`. 100, it is less than 100, I would say. May I add, Commissioner Carollo... i f, Mr. Carollo: Maybe this is part of the darn problem we have. Mr. Odio: Chief, if I may, I would just like to say something. The patrol unit consists of 219 vehicles. We are replacing, at this moment, 35 percent ' of that fleet, 35 percent, OK? Mr. Carollo: Chief, those are not the figures that we have been given in the past, year after year. Chief Dickson: Yes, let me correct something. The 60 to 100 police officers we are talking about, are people who would benefit, who work in patrol, the uniformed street police officer. It is about... it is a little under 100. Mr. Plummer: Are you saying 100 out of the 220?... or the 100 out of the 1,000? r Chief Dickson: A 100 out of the 5—something that is in patrol. Mr. Plummer: Somewhere along the line, we have got to make a definition of what is patrol. Patrol to me is a marked unit. Excuse me. �A Chief Dickson: That is the Uniformed Services Division, Mr. Plummer, the Uniformed Services Division. Mr. Plummer: Are we speaking about marked units? Chief Dickson: Yes, sir. Mr. Carollo: Not only that, but I think he is coming to the point... Mr. Plummer: Well, but Joe, my point is, on the P sheets, we have it seven sectors, correct, Chief?.., that is where the marked units are used, and for the past three months, where I have been monitoring the P sheets, we have had three or four marked units per sector, that is 28, call it 30. Now, I have got to understand where these 500 people are. I've got to have a breakdown, because the numbers aren't there, if they are not substantiated. Mr. Odio: How many shifts do you have in a day? If you have 200 patrol... Chief Dickson: I could explain this if you would let me. Mr. Plummer: You have three shifts a day, Mr. Manager, that is... Mr. Odio: OK, if you have 200 cars, that is three people per car per day, no? Mr. Plummer: How many? Mr. Odio: If you have three people per day working a vehicle... Mr. Plummer: Yes. Mr. Odio: That is 600 people, so if you deduct the ones that are down... Mr. Plummer: No, no, no, you have... Mr. Odio: Don't you have 200 patrol cars? So it takes three men to man that car. 1d 22 September 4, 1986 4 lJ ° rr! Mr. Plummer: Excuse me, Mr. Manager, I am speaking about marked units. Mr. Odio: OK, how many marked units do we have, 2201 If you have three == officers per unit driving that vehicle... Mr. Plummer: That is 21. Mr. Odio: OK, that is 600 and some people, in my mathematics. Mr. Plummer: Your mathematics are wrong. .k.. Mr. Odio: Two hundred vehicles times three is 600, but you have some units down, you have people on vacation, or whatever, I don't think they are all - working. Mr. Carollo: Mano is out of a job. Chief, out of the patrol units you have anywhere between 60 and 100 officers that live in the City limits. Do you still agree with the statement that I made here, and that I have discussed with you in the past, that it would be beneficial for this City to go ahead and o with this pilot program of placing at least 50 vehicles out so that 8 P P g P g officers that live in the City could take them home? Chief Dickson: I am totally in favor of that program, the recommendations of that program. We have done a study on this. We have researched this with other cities who have the take home program. Duval County has it. It adds to .;. the life of the vehicle tremendously if the cars are taken care of, three 4k=° times, or four times better than they were before, according to the study, and it also does a lot for the City itself. We are trying to put mobile mini- stations throughout the City, those requests are being made, rather, I will put it that way. These cars parked on the street, or in the driveways where the police officers live, would serve almost the same as the mobile mini -stations that we placed around the City now, the mobile vehicles that we laced around the City now. I see only positive in relation to that proposal. P Y Y P P P The cost, I believe, would be reflected in the next two, maybe three years, -� but the cost would be, it would be a great savings as well to our vehicle budget. Mr. Dawkins: Can we expand on that by saying it will cost us nothing if we were to let the officers who live in the City take cars home, and stop those x who do not live in the City from taking them home, and we would have those vehicles available. Chief Dickson: Well, if that is something that the Commission wants to entertain, I am not in favor of ... no, sir, my answer to that... Mr. Carollo: Miller, it is not going to work out, but I, you know, I am agreeing with what you are saying... Mr. Dawkins: OK, no, I am asking... Mr. Carollo:... that we have got to start cutting a lot of, not just police officers, but City employees that don't live in the City, taking the cars home with City gas to Broward County, South Dade, and other parts. Mr. Dawkins: I'm trying to get money, Chief into his budget. I am not getting personalities. That is right. Mr. Carollo: Chief, let me bring something out here that I think will help the Police Department and at the same time will help the City. You have a constraint right now where you are limited from the areas where you can hire police officers from. My understanding is that you are presently limited to Dade County only, correct? Chief Dickson: Well, yes, until just recently, we were. Mr. Carollo: What I would like to make sure is, that you have the complete freedom of hiring the best police officers that we can acquire from any part of the country. There are many departments around the country that in the past have had to lay off police officers, police officers that are qualified and trained already, that we would have to spend a minimal amount of additional retraining for them, and I think that we should have that liberty ld 23 September 4, 1986 Y to hire police officers from any sector of the country. I think we have reached a respectable percentage of minorities now within our department, where we don't have to be overly concerned about that particular area. Mr. Dawkins: Maybe you all don't, but I do, when you look at 372 for White, 394 for Spanish, and 127 for Black, I've got a problem with it. Mr. Carollo: Well, at the same time, what I'd like to make sure is that we establish a policy that police officers that start working for the City of -- Miami, have no more than a year's time before they have to move within the ". City limits of the City of Miami. Now, if the City of Miami is good enough for people to want to begin to work here, then it should be good enough for people to live here. Mr. Plummer: I'm going to go into the real estate business. : Mr. Carollo: Well... 'v Mrs. Kennedy: I think it is something that we should give a lot of .a;. consideration, Joe, I agree. Mr. Carollo: And just police officers, but we should start considering that across the board, but even more so, with the people that are charged with the ig - life and safety of our citizens and properties. ' Mr. Dawkins: Well, I will have to ask Commissioner Plummer, because he has been here longer than any of us, how did the policy start to only recruit in r> Dade County? Where did that come from and how...? ' Mr. Plummer: Miller, that came back with part of the Consent Decree. It was k felt that if you were going to hire people from within the City, that the reflection would be the same makeup in every department, not just the Police Department, as it was within the City, and of course you remember that the Consent Decree, the goals were that you try to make up your work force in similar numbers to that of your population, so that was part of the Consent =' Decree that was implemented. Mr. Carollo: What it did, though, Miller, is discriminated against, and particularly, minorities, because your most qualified minorities did not necessarily live in the City of Miami. J Mr. Dawkins: Mr. Manager, will you develop for this Commission, a recruitment program and perhaps Joe and I will head it up, where in February, or March, we can go to all the schools in Florida, Florida State, Florida A&M, University of Florida, Bethune Cookman, and all of the schools, and let's see if we can recruit individuals who have degrees in criminology and test them... I mean, I —= don't even know, City Attorney, if such a thing is legal... Mr. Carollo: Right, if... Mr. Dawkins: Test them at the college, Joe, so that if they don't test out, we don't bring them here and waste money on them, and if they test out, they can come here to apply, I mean, give them applications, I don't know, Joe. Mr. Carollo: I think it would be completely legal, Miller, and I think that is an excellent idea, because all of the major colleges around Florida have excellent criminology departments, where we can recruit directly there, and I see it, for example, in my own business. You know, I have hired quite a few graduates from Florida State and other universities with criminology degrees, that would make excellent police officers, and you know, they are going to other departments around the country afterwards, instead of staying here. Mr. Dawkins: If we go recruit them, they will come back down, Joe, I think. Mr. Plummer: Chief, in the bond issue of last year, there were $5,000,000 for the capital expansion of the Police Department. I guess really, I am asking of the Manager, what happened to that $5,000,000? Part of the bond issue, the $20,000,000 bond issue, part was for radios, part was for other... Mr. Odio: We still have monies left there for a helicopter, as I remember, and we have over... correct me, if I am wrong, about $4,000,000 left on that. ld 24 September 4, 1986 Mr. Plummer: Well, Mr. Manager, you and I have spoken about combining the dispatch of police and fire, which obviously is working, and I know you have done a study, I've not seen it. Mr. Odio: The study is concluded. I am going to review it as soon as possible with both the chiefs and see what they think of it, and then I will be ready to move on it. It had been concluded. Mr. Plummer: Well, and by the way, for your information, I met yesterday with the Motorola people, and the numbers which they quoted you, were given under pressure, to do it within a five period, and they very easily acknowledged yesterday, that the number they gave you was to protect their own interests, which is of course, understandable, and extremely high... that they could come down, way down, if they had the time to think it through, and to actually rationale out a number, so the $750,000 actual cost factor, of moving r equipment, was not a realistic number. Mr. Odio: No, my concern was... I happened, by coincidence, to have visited the administration building on Monday, or Tuesday, and my only concern, I haven't read the study. I understand that they are recommending that we do combine, that Dade County does that, but my concern is physical location, how would it work, the logistics... Cr -'< Mr. Plummer: Well, you had... that is why I asked you about the $4,000,000 in the expansion. Mr. Odio:... the money is... Mano, am I right about the money left?... a helicopter we didn't buy, and... (INAUDIBLE BACKGROUND COMMENTS) Mr. Odio: Yes, what, about $4,000,000 to $5,000,000? OK. Mr. Carollo: How much would we need to buy the 50 additional, or maybe it won't have to be 50 additional, because with the trade-offs with some of the replacement vehicles... Mr. Odio: $1,000,000. Mr. Carollo: About $1,000,000? Mr. Dawkins: And buy them locally. Don't do like Eddie Cox, go to West Palm Beach or south, there somewhere. Buy them from a local Miami distributor who ;.� pays tax and got people working in the City of Miami. Mr. Carollo: As long as he gives us the best rate. Mr. Dawkins: We have got guys out there, Joe, who come and say they can provide the cars at the State rate, but, we for some reason, we went all the way to West Palm Beach, or someplace. Mr. Carollo: Then, I agree with you, if they provide to us the best rate, we should buy them locally. Mr. Dawkins: Beg pardon? (INAUDIBLE BACKGROUND COMMENTS) Mr. Dawkins: Well, this guy, OK, I can bring you, Mr. Williams, three local distributors from Chrysler, Ford and you know I am not pushing them, because Blacks got no distributorships in Dade County, so I am not pushing no Blacks, but I can bring you three distributors in Dade County who will get you the cars at State rate. Mrs. Kennedy; Chief, I was recently invited to be the guest speaker at Edison High, and you were there in the audience and Miller was also there for girls how about recruitment of women police officers? Chief Dickson: I've tried very hard for the last two years to get police recruiting, the budget in the Police Department, so that we could do our own recruiting. That has finally taken place, the Manager has made the decision to allow us now to share in the recruiting with the Human Resources Id 25 September 4, 1986 i y fi Department. We would certainly have concentrated in those areas, especially in the area of the Black male, that is where we have fallen down, Black males, and in order to increase the number of Black males in the Police Department, we are going to have to go outside, so that we will have the flexibility to go to the colleges, Florida A&M, to the other junior colleges throughout the state, and from there, throughout the country. Until now, we were not really involved in the recruitment. Mr. Plummer: Let me give you one number that will just blow you out of proportion. Five years ago, in recruitment, we recruited four people to put one in the academy, and we had about a 90 percent graduation rate! Today, we are recruiting almost 17 people to put one in the academy, and I think we have about a 65 to 70 percent graduation rate. Now, one of the problems, and I have brought this out to the Manager, when we put out the perspective for employment, we had basically put out a very minute sheet. For example, we don't put on that sheet that if you used cocaine or drugs, don't apply, OK? And so, people were applying, and we putting them through a process that was not only timely, but expensive, to come to the bottom line to find out that they had in fact, used drugs, and were not in fact, eligible to be a candidate, and I have urged the Manager to re -draw those perspectives to put what all the bottom lines are, that if you have, you won't be considered, before we start putting them through this process to bail them out at the very last minute. Now, you know, I think we have certain criteria that are absolute bottom lines that we won't deviate from in any way, shape or form, and with that being the case, I think that needs to be on the initial employment flyer, which has not been in the past. Mrs. Kennedy: Are you taking care of that now? Mr. Odio: Yes. Mr. Dawkins: Chief, this says, June, 1986. It says, White, 372 officers; Black, 127; Spanish, 394. As of yesterday, how many Blacks do you have on the Miami Police Department sworn officers? Chief Dickson: As of yesterday? Mr. Dawkins: As of yesterday. Chief Dickson: I can only say 170. Mr. Dawkins: 170. Chief Dickson: Basically 170. Mr. Carollo: That is including females. Chief Dickson: Male and female. Mr. Carollo: Well, you have there just males in that, so you are going to have this Chief Dickson: And that is 127 Black males, total 170... Mr. Dawkins: I could go down there now and count 170 today, this morning? Chief Dickson: That is the best I can do on giving you an estimate, yes. Mr. Dawkins: OK, no problem, Chief. Thanks, that is close. OK, Mr. Manager, why do we decide to use other law enforcement officers at fairs, or what have you? Mr. Odio: We have not. The fact is that we almost . We had a concert scheduled for last Sunday at the marine stadium. The City rented the stadium to a promoter. The promoter pays for police out of their own pocket, and when they sat down and negotiated, they found out that they had to pay an additional $9.00 an hour for 20 police officers, which a matter... Mr. Dawkins: You said additional. Where do you get your basis from to get to additional? 1d 26 September 4, 1986 Mr. Odio: Well, they compare regular going rates at Metro police, and Highway Patrol, I guess, what the Miami police officers charge. Mr. Dawkins: Highway Patrol? Mr. Plummer: Well, wait a minute, first tell them what is in the contract. Mr. Odio: Well, you know after... Mr. Plummer: City events is time and one/half. Mr. Odio: Yes. Mr. Dawkins: In which contract? Mr. Odio: The police contract. Mrs. Kennedy: City of Miami. Mr. Plummer: If you use the City of Miami Police force. Mr. Dawkins: What are looking at me for? You OK'd the contract, what are you looking at me for? Mr. Plummer: In the City of Miami contract with the Police Department, when you use an off -duty policeman for a City event, it is time and one-half. Mr. Dawkins: So, in other words, they have priced themselves out a job. Mr. Odio: Well, no. Mrs. Kennedy: Right. Mr. Carollo: Well, no, it is just the other guys will work cheaper. Mr. Plummer: Well, I think the problem is... Mr. Odio: The solution, we found... Mr. Plummer:... in that particular case, the bigger problem is, that the Police Department are the ones who make the determination of how many police officers shall be there. Oh, yes. Mr. Odio: According to the number of people. Mr. Plummer: Oh yes. In other words, the Police Department are the ones... Mr. Dawkins: That is in the contract too? Mr. Plummer: No. Mr. Odio: But, what we did too, Commissioner, for last Sunday, they did use Miami police. We used police... Mr. Dawkins: But, we can't pay them a premium to let them work. Mr. Plummer: Sure you are, because it is in the contract. See, Miller, you have got to go back with a little history. That is one of the problems of being around too long. I remember when the City of Miami Police Department said, "Hey, we don't want to work the Orange Bowl. We don't want to work the Orange Bowl!" We damn near had to mandate... Mr. Odio: We drafted them. Mr. Plummer: We drafted, to get some of them to work, because the outside employment was paying them more. I don't want to get into the involvement of off -duty work, that is not our particular field, as far as I am concerned. Mr. Dawkins: The only thing I know is that they have priced themselves out of the job, that is close enough for me. All right. Mr. Odio: Well, we have a solution for that, and so far... id 27 September 4, 1986 4 CJ • Y:.. Mr. Dawkins: You work it out with them. OK, now where is the TV equipment for the van that... Chief Dickson: May I respond to some of these things that you are talking about? Mr. Plummer: Sure. Just jump right in. The water is fine. Chief Dickson: The problem with the off -duty job cop, relates to what we call rock concerts. That is where the time and one/half comes in, and that is where the problem exists as it relates to the City of Miami Police Department, off -duty jobs, and... Mr. Plummer: Chief, it also applies to the Orange Bowl. Chief Dickson: To city sponsored... Mr. Plummer: The football games, so it is not just rock concerts. Chief Dickson: The problem arose because of the rock concerts groups that were coming down. Mrs. Kennedy: But, it was not limited to rock concerts. It arose from that, but ... Mr. Plummer: If the City is sponsoring, it then kicks in. Chief, you spoke last year to a special cadre of officers, or special cadre of people who would work just special events, and you were going to pursue that last year. I have not heard anything from it since then. We spoke, or you spoke about some retired officers and people of that nature, who could work the Calle Ocho, who could work the Orange Bowl, who could work different kinds of things. What have you done in that particular area, your suggestion last year? Chief Dickson: Yes, well, last year, as you know, we had a change of... three city managers... Mr. Plummer: No, I didn't know thatl Chief Dickson: Two chiefs... Mr. Rosencrantz, and then Sergio Pereira, and the boss who is here now. Mr. Plummer: "Boss" spelled backwards, is double S.O.B.I Mr. Odio: I resent that. Chief Dickson: Consequently, most of the... some of the programs that were expressed at that budget year, at that particular time, shortly after, things changed, because we had other priorities. There were hiring freezes. I've lived through two different major hiring freezes which eliminated the 150 public service aides that I was granted by the Commission during that budget presentation, eliminated the 208 cars that I was told that I was going to get by during that budget presentation, and the hiring freeze took place, so those things that I thought was going to occur, based on the budget presentation of that time did not happen, and consequently, we just were not able to do the things that we thought at the time we were making the budget presentation, and the promises that we got during that particular period. Mr. Plummer: I make motion to fire Randy Rosencrantz. Mr. Dawkins: Second. Mrs. Kennedy: Afraid you would do thatl (LAUGHTER) Mr. Plummer: Chief, let's, if we can, what you do see this year as your highest priority? Chief Dickson: The highest priority for this year is resources. I am not satisfied with the vehicle allocation, as well as manpower, and those are the two most expensive things... those are the two things that I place on the table as real priorities, manpower and vehicles. 14 28 September 4, 1986 [++ L $: Mr. Plummer: Give me a guesstimate, Chief, how many people, sworn officers yr' you have, you feel that are working in the station, justified, or not, but working in the station. �Kl rli Chief Dickson: A guestimate, justified or not, but working in the station? ;. ".°,°-m Mr. Plummer: Yes, sworn personnel that are in the station, basically, I guess, pushing a desk. '-" Chief Dickson: Give me a second. Mr. Plummer: Not asking to the exact number. Mrs. Kennedy: And also tell us Chief, if you feel that you have enough personnel. Mr. Plummer: Never have enough. Should double Chief Dickson: Don't count detectives, we are talking about police officers sitting behind desks. Mr. Plummer: No, they are doing sworn work. Hey guys, just rough. Is it 200? Is it 100? Is it 500? Chief Dickson: Mr. Plummer, I don't want to make a statement and then we go back and find out that it is not 60, it is 70, or it is not 40, but it 30, something like that. I do need time to decipher what... Mr. Plummer: All right, let them do that, let's go on. They can come back with the numbers. Chief Dickson: Yes, what would be considered as just sitting behind desks and what would be considered as... now, just sitting behind... let me say this, though, we just got the 40 civilians, and we had a difficult time finding t_ forty people, just sitting behind desks. Some of those people were not, you know, just doing that, and we had to train civilians to do some very vital jobs in the Department, and I would say that right now, anything less than A. trained public service aides to replace any of the existing police officers who are in the Department working, would not be a qualified personnel. Mr. Plummer: Mr. Manager, what are you doing to try and replace some of those people in the station to get them back out on the street. We have heard what ile Sw you are saying about the P.S.A. Mr. Odio: We have put 40 civilians in there, and as of right now, those 40 civilians have not replaced 40 police officers. They are supposed to have done that, but they are in the process of being trained. When the officer trains that person, then he goes. Mr. Plummer: That is under this years budget. We are talking to next year's budget. Mr. Odio: As I understand from the Chief, we cannot put any more civilians in there. We have about done... Chief Dickson: 36 have been replaced, of the 40. Mr. Odio: Chief, the question is, how many more civilians we could put in there this coming year. Mr. Plummer: To relieve sworn duty men out to do... -- Mr. Odio: As I am told right now, even by Samit Roy, is that we have about done all we can do with civilians inside the Police Station at this moment, and the Chief recommends that we do not... there are other areas that should be manned by officers, and not by civilians, so we have seeds in that area, and... Mrs. Kennedy: Chief, how about the... I went the other day with the rickshaws coming up pretty soon, I wanted to take a good look at them, and I went at 11:30 p.m. at night down the Grove, and I saw about four policemen manning the traffic. That seems like such a waste. Id 29 September 4, 1986 Chief Dickson: When was that, Commissioner? dory. Mrs. Kennedy: That was on a Friday, two weeks ago, Friday night. Chief Dickson: Yes, we have an average of about 20 to 28 police officers on those days down there in the Grove. That's... it is a mandate that we handle that crowd that goes down in the Grove on weekends, juveniles... it is a tremendous problem. At one time we had some 40 police officers assigned to that detail, and, we just have to do that. Mr. Carollo: Commissioner, you are referring to the weekend nights in the = heart of the Grove. If anything, I will be frank with you, we are probably way under -manned right now there. We have incidents in the past where youth ` gangs have fought. Young kids have been killed, others wounded over there, it is, you know, it is a total nightmare... the drug selling that is going on there by kids, it is unreal. A good percentage of the youth that go there, and are staying there until 11:00, 12:00 at night, and after 12:00 p.m., are 13, 14, 15, 16, 17 year old's. Mrs. Kennedy: Well, that I can understand, but I saw them actually, you know, directing the traffic, you can't do nothing with that. Mr. Carollo: Who directing traffic? at.;. '., Mrs. Kennedy: Police officers. Mr. Carollo: Well, unfortunately, with the amount of traffic that is being generated there, they have no choice, but for some of them to be just doing `- that all night. I think one of the things that we are going to need to look at is that particular situation there a little closer, because what our police '. officers are doing now, are basically being baby sitters on weekend nights, for the kind of parents that don't give a damn where the kids are at night, ;. and you are looking at you know, like I said, maybe half or more of those kids that are under age that are out there on weekend nights, and one of the things the Youth Council has talked about, they talked about with the Chief, is possibly looking at the possibility of creating a curfew of weekend nights in that area, so that any young person that is under age and is not with a parent or guardian after hours can be picked up and the parents called, and have them pick them up. `r 47 Mrs. Kennedy: There are other states that have like a cruising ordinance. Mr. Carollo: Unconstitutional, we have researched that already. There is only one, which is California, that they drafted one, but it was never implemented, and we have it thoroughly researched, and unfortunately we can't find a legal way of implementing it. Mr. Dawkins: Mr. Manager, where is the TV equipment for the van that was donated by Florida Power and Light? Mr. Odio: They authorized the purchase of it. Chief Dickson: I missed the question. Mr. Odio: With the TV equipment for the van, that we got donated by... Chief Dickson: The TV equipment for the van... Mr. Dawkins: Got caught in that bureaucracy where you have got to justify it, Chief? Is that what you got caught in? Mr. Odio: No, that wasn't... Chief Dickson: I don't quite... you mean for... Mr. Odio: We got a van donated from Florida Power and Light. It has been fixed up in Northwestern High School and the TV equipment that was to go in it, that is what he says. Mr. Dawkins: I made a suggestion that we use a mobile van to videotape the drugs, flea market, on 61st and 59th, and Florida Power and Light donated a Id 30 September 4, 1986 0 0 6 van, took it to Northwestern, had it overhauled and painted, and that time I requested that you be... not you, there again, Chief, I am sorry, I don't want 9 to personalize it like that... but the Department, the Police Department purchase a TV camera, plus TV film for the TV camera, so that we can put it on this van, and just circulate through that area, and I am wondering what happened. Chief Dickson: The van that was donated to us was a piece of junk, Commissioner, and... Mr. Dawkins: The van has been renovated, and waiting at Northwestern, Chief, as soon as you tell me you got ... no, no, I will bring you the van Friday morning. Chief Dickson: All right, if it has been renovated, and put into good working order, then... Mr. Dawkins: There again, you have to certify that it is safe for your men again. I mean, I am not bringing you something, here it is. Now, they took it at Northwestern, they overhauled it, and knocked the dents out of it, and painted it white like our vans, nothing on it, but it is white. } Chief Dickson: Very good. Mr. Dawkins: I will bring it to you Monday, OK, I mean, Friday, and see what... that is tomorrow, no we will back with this budget, Monday, Chief. Chief Dickson: OK, but the video equipment put in the van, does not, we can buy video equipment, but we can't attach it to the van the way we have the van that we have now, with the video equipment attached to it, we can't do that again. Well, at the risk of exposing a secret, that is a dummy that is sitting on top... �.. Mr. Dawkins: No, no. Chief Dickson: So in reality, we can't do that. Mr. Dawkins: No, we can't and we are not going to do that, Chief. Like you say, you and I went through that and we are not going to do that. The other thing is, Mr. Manager, I would like for us to not sell any more bicycles. , ""z- (INAUDIBLE BACKGROUND COMMENTS) ..,-:: Mr. Dawkins: On the bicycles? Mr. Odio: I understood... somebody told me yesterday, we had an auction today? Mr. Dawkins: Well, if it is, stop it. Mr. Odio: And do we? (INAUDIBLE BACKGROUND COMMENTS) Mr. Dawkins: Well, stop it, because last year... Chief, what is the name of that unit that you have got that gives out these things, these toys and things, at Christmas? Chief Dickson: The Santa Claus program, and... Mr. Dawkins: OK, and I said last year that we should take the bicycles that we have, and make them available to these officers to give out, rather than sell them, so see if you can stop that, I mean, that is my fault, I should have them... Mr. Plummer: Are we going to be able to get into some of the guts of the situation around here? Mr. Carollo: I think we should, but before we get a little further into it, J. L., I would like to make a resolution that we instruct the Administration to go out and acquire 50 new vehicles, to begin a pilot program that officers that live within the City of Miami, will be allowed to take their patrol vehicles home. id 31 September 4, 1906 Mr. Plummer: What you are asking for is develop a cost factor and come back to the Commission. Mr. Carollo: Well, we have a cost factor. It is approximately a million dollars. Mr. Dawkins: You have got to operate them, maintain them, and what have you, Joe, so we need a cost factor. Mr. Odio: Let me explain to you, we can get the cars. It means that you will assign them to one patrol officer, correct me if I am wrong, I am not police over here, and he will work a shift. Mr. Carollo: That will be his car. Mr. Odio: At the end of that shift, he will take it home. Mr. Carollo: That's right. Mrs. Kennedy: And he'll take pride in the car. Mr. Odio: Yes, that means we have to have three cars for every 24 hours, if we did that. I just wanted to... Mr. Carollo: Well, that is what I said, what it comes down to is getting 50 additional new cars. Mr. Odio: Right, and that... OK, fine. Mr. Dawkins: OK, but 60, Joe, and if we got 60 officers living in the City, we may need 60, Joe. Mr. Carollo: Well, what I am saying, Miller, is beginning a pilot program with 50. If it works out like I think it will, then go ahead and... Mr. Dawkins: But, you have got ten guys and we are not going to let them take the cars home. Mr. Carollo: Well, I think we should begin with the senior officers in the Department. Mr. Odio: I think you might just split them in shifts. If you have 50 cars in the "A" shift, and they all go home at 3:00 p.m.'in the afternoon, whatever it is, and maybe just split them in the ... within the three shifts. Mr. Carollo: Yes, if you do it in different shifts. Mr. Odio: If they live... if they live... Mr. Carollo: Yes, if you do it in different shifts. Any which way you look at it, you are looking at getting an additional 50 vehicles. Mr. Odio: Right, that will be in addition to the fleet of 50 vehicles, OK. Mr. Carollo: Now, to buy 50 vehicles, there should be no more than $1,000,000, should it? Mr. Odio: No. Can I ask you a question? Can I buy them out of that fund...OK? Mr. Carollo: What do you estimate the maintenance will be for a year on this? Mr. Plummer: 42 cents a mile. Mr. Odio: But they will work less miles. Mr. Plummer: Well, it is still 32 cents a mile, he is asking maintenance. Any way you hack it, it is 42 cents a mile. Mr. Odio: They putting about, what... 15,000 miles on one shift? What do estimate on one shift to put in? ld 32 September 4, 1986 t 1. A. a ` Mr. Plummer: The average police car, when we sell it, has 60,000 to 65,000 miles on it. Mr. Odio: And they go six years. Mr. Plummer: No, not patrol. Mr. Dawkins: And I am in favor of it, Joe, wholeheartedly, but I will be voting against it until they take all the cars from the people who live outside the City and put them in a pool, and then, let the guys inside the City take a car home. I am with the concept. Mr. Plummer: Well, I will vote with you recommendations on it. Mr. Carollo: Well, what I would like to do is to make a resolution that we ask a recommendation, official a recommendation in writing, that the Chief is given a partial one, asking from the Police Department and from the Administration, and of course, to be placed on the agenda at the next meeting that we have, September llth. Mr. Odio: Fine. Mr. Plummer: That is fine, and you made the motion, she seconded. Where is my Vice -Mayor? Call, the roll. Maybe I can say that. Mr. Dawkins: Yes, call the roll. The following motion was introduced by Commissioner Carollo, who moved its adoption: MOTION NO. 86-658 A MOTION OFFICIALLY REQUESTING FROM THE CITY MANAGER AND THE CHIEF OF POLICE A WRITTEN RECOMMENDATION IN CONNECTION WITH A PROPOSED PLAN TO ACQUIRE 50 ADDITIONAL VEHICLES FOR THE POLICE DEPARTMENT TO BEGIN A PILOT PROGRAM WHEREBY POLICE OFFICERS WHO RESIDE WITHIN THE CITY LIMITS WOULD BE ALLOWED TO TAKE THEIR ASSIGNED CARS HOME; FURTHER REQUESTING THE ADMINISTRATION TO PLACE THIS ITEM ON THE SEPTEMBER 11TH AGENDA. Upon being seconded by Commissioner Kennedy, the motion was passed and adopted by the following vote - AYES: Commissioner Joe Carollo Commissioner J. L. Plummer, Jr. Commissioner Rosario Kennedy NOES: Vice Mayor Miller J. Dawkins ABSENT: Mayor Xavier L. Suarez ON ROLL CALL: Mr. Plummer: Based on a study to get all the facts, I vote yes. Mr. Dawkins: For the reasons stated, I vote no. Mr. Plummer: Chief , can I get into, maybe not with you, but to the Administration, Mr. Manager, have you seen a police report? Mr. Odio: Which one? Mr. Plummer: Any of them. Mr. Odio: On how many people they arrested? I have seen... Mr. Plummer: Have you seen a police report? Mr. Odio: I don't know... I have seen many... ld 33 September 4, 1986 Adb Mr. Plummer: No, not arrests, Joe. Have you seen on every time we generate a ... Mr. Carollo: Yes, it is Mr. Odio: Well, I... Mr. Plummer: See, the point I am trying to make... Mr. Odio: I seen it, when you Mr. Plummer: OK, do you know how many pages it is, every one? Seven. Minimal, seven pages. Chief Dickson: I don't understand what you are talking about, Mr. Plummer. Mr. Plummer: OK, every time you fill out a report, that report is seven pages long. Regardless of what the report is for, if it is assigned a case number, it is seven pages long. Now, not only is that creating, in my estimation, a real problem for your Police Department, but imagine what it doing for your Computer Department, who has to store all of these records. Such questions, I y. wonder why we have to know if a car had its windows open. That is one of the questions on every report. What I am saying to you, that the Chief... not only this Chief, but others, in the past have said that these reports are so extensive. I have not seen anything to do with the addressing of cutting down. What I am seeing is, generating more and more and more data, which is taking up more and more time of the average police officer. I guess what am I saying is, why do we have to have, for example, on a simple burglar alarm report, to generate seven pages? Now, if the Chief says that is mandated by State law, then that answers the question, but I... do any of you have just an average report filled in or not? (INAUDIBLE BACKGROUND COMMENTS) y Mr. Plummer: A report. L Chief Dickson: report on hand... #�� �, ,, Mr. Plummer: Well, am I right, it is seven pages? Chief Dickson: No, the printout produces more pages than the original report the police officer makes. Mr. Plummer: OK, but Chief, what I am saying is... Chief Dickson: Two pages. Mr. Plummer: What I am saying to you is, the one they gave me the day before yesterday, OK, for a $20 purse snatch in Bay Heights was seven pages. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: OK, that costs money! That is time. Chief Dickson: I need to explain something about this. The officers don't make seven pages. The officers make no more than a two page report, and the print out, when it takes this information off of the original report, turns out being about three, four, five pages, maybe sometimes, but... Mr. Plummer: Why is it necessary? Again, it is a cost factor, Chief. Chief Dickson: Because... Mr. Plummer: By the way, I hope the Fire Chief is listening, because I am going to get into his afterwards. You know why I have to know... why I have to know the name of every fireman riding on the truck, so let's go from there, because all of this generates this tremendous data that you know, Mr. Roy now tells me I've got to have bigger and better computers. Chief Dickson: OK, information that is taken off of the police officer's report goes into a data bank. It is all very looked at very meticulously. It took a long time to decide what information was very important to police a officers to follow up on investigations, to pick up modus operandi and also to pick up whatever peculiarity a particular crime might carry that will allow the computer to cross-reference, to tie up certain suspects as it relates to the peculiarity. This turns out to be, when on the print out, appears to be a big report. It is very difficult to read, as a matter of fact, so any citizen would have to go to the back page and read a narrative to understand it, but to the Police Department, we are able to pull a lot of data off the officer's original two page report, and... Mr. Plummer: So, in other words, what you are saying is, there is no way to cut down on the cost factor. Chief Dickson: Well, we always do an ongoing study and ways to improve things, but we just came off of this one. We just implemented this program about a year and one-half ago, maybe something like that, so consequently, what we are looking at is the computer age and our selection of information that we feel if put into the data bank, would give us the ability to cross reference and to pick up on said modus operandi, as criminals operate on the streets. Mr. Plummer: Chief, is there any way that you can give us ideas on how you can cut down on cost factors? Chief Dickson% Sir? Mr. Plummer: Is there any ideas that you can give us on how we can cut down on cost factors? Chief Dickson: Well, I might add also, that the Florida Department of Law Enforcement requires the data that we have to report in those reports. That is required by law, the other is for our own use and benefit. Ways to cut down on the cost, I am sure that there is always ways to cut down on the cost for that, but we haven't... I'm sorry, I Mr. Dawkins: We have Fire, Police, and then... Chief Dickson: But we have just gone into this, and I would just like to give it a chance to see if it is cost effective, if it is going to serve us in a way that we project it to serve us, and make an evaluation and then, begin to trim down the cost if we can do that. If we can do it, but right now, we don't know. I wouldn't want to make any kind of recommendation to make adjustments to cut back on that information that we are getting now. Mr. Plummer: As Chief of the Police Department, do you think that it would be worthwhile to bring in an independent study of productivity? Chief Dickson: Well, if I was allowed to make my presentation, that is one of the things I would like to do, but I couldn't, so... Mr. Plummer: You can answer the question. Chief Dickson: I could answer your question better more professionally, if I was able to just briefly run through some of the stuff I have, but I... I think the best people to do a productivity study in the Police Department, would be the Police Department, and we have done a productivity study. This is about the third one we have done overall. We have done one and with a productivity study in manpower deployment study, a manpower allocation study, that we have done. It is just very difficult to get these things across to the Commission and to get you to read these things that we send you, but that is why we are going to try and... you know. Mr. Plummer: So your answer then, to my question is to have an outsider to do it, you don't agree with. Chief Dickson: No, sir, I don't. Mr. Dawkins: Mr. Manager, I would like to make a statement here. You have Fire Rescue, Solid Waste. I will be here, Mr. Manager, today, and I am not coming back here until tomorrow after lunch, so you can go through what we are going through as long as you want, but I am going to make it clear here and now, to my colleagues, because I don't want them to think that I am flubbing the dub, I am going to be all day today, I am going to be at the college where they pay me to work tomorrow. 14 35 September 4, 1986 V Mrs. Kennedy: Lucky you. Mr. Dawkins: And I will come back here in the afternoon. Mr. Carollo: Yes, unfortunately, with me, Miller, there is no one to fire me, I just might go bankrupt, that is all. Mr. Dawkins: well, you are in worse shape than mel I want the Manager to understand, and he can sit up and we can... and this is why, Chief, we were telling you, you know, move onl See, we have to , and everybody don't seem to understand that. See, it is now 11:30 a.m. and we said we would be through with Fire Rescue by noon. It is impossible! (INAUDIBLE BACKGROUND COMMENTS) Chief Dickson: I would like to say that for everyone here, in this study, in this budget presentation, we have a program that we were advised to develop and follow, and that is what we are trying to do. We are not being innovative and imaginative, or anything. We have a very clear-cut program, we are trying to follow that program, and maybe, you know, when the Fire Department comes up here, they will be allowed to go through it and then questions later, like I wanted to do, you will find that you probably do this in one-third the time that we have taken this morning. Mr. Plummer: Chief, unfortunately, your program is not our program. Chief Dickson: But, that is what you asked for. Mr. Plummer: It is not what we asked for. Chief Dickson: That's not what ... Mr. Plummer: It is what the Manager asked for. Chief, look, I think what we are all about here is, your ideas and suggestions how we can better serve the people of this community, without wasting money, how can we save money, and in the same analysis, how can we better to live with the services. Now, you know, everybody has to admire the Manager for a short period of time, that he delivered a budget, that in fact, holds the line as such, and we have seen what some of the others are doing, but what I think what this Commission is about here today, is not to rubber stamp your budget, or the Manager's budget. If that is all we are doing, why the hell... I mean are we going through these mechanics for what? I think what we need to do is to set... budgets are setting a priority. You set your priority, then you went through that hassle with the Manager. The Manager set his priorities. Now, I think then, when it comes down to the bottom line, for us to vote, is what are our priorities, and what we feel that needs to be done. For example, Mr. Carollo has very well expressed his idea of what is his, or what he feels is a priority, and I just... unless we get into some of the areas, I've expressed to you before my concerns, for example, auto theft in this community has just gone absolutely bananas, and we have a shortage in that area of auto theft. Homicides are up this year, and we have a shortage of personnel there, and I think unless you explain to the Commission the demands, how are we going to be able set up some sort of priority? I don't necessary agree with the Manager that your budget should be $73,000,000. I said that beforel Maybe this Commission needs to say to the Manager, "You do need more people in auto theft. You do need more people in homicide, and as such, we are going to add a $1,000,000 to your budget," but, unless we get into the particulars, I don't know how in hell we can do it! Now, you all take it from there, you know, because, I've got to tell you, this is my sixteenth year of budgets, and it is business as usual, it is not really accomplishing anything. If this Commission is going to set its priorities, us, those answerable directly to the public, we have got to get into the meat of the budget. What are we going to do differently this year, and address our dollars to differently than what we did last year, that didn't work. We all know what the cocaine problem is, my God, we see it daily. Yet, I don't hear anything out of this, that maybe we need to put another $1,000,000 in sting operations. They have been fantastic. I think everyone of us has gone on one of them, and I think it is effective. Does this Commission need to address $1,000,000 to a sting operation for the coming year, and let's be more effective? These are the kinds of things I think we are about, we have not done, and as far as I am concerned, that is what we need to do, if not, hey, let's just cancel the whole damn thing and go home. ld 36 September 4, 1986 w Sn: 31i Mr. Dawkins: In other words, J.L., what you are saying is that, you, Carollo, j_ and I, along with the ones who were not here last year do not intend for them to run up and tell us October... what date is it that this budget has to be passed? Mr. Surana: By the 25th of September. Mr. Dawkins: So, you run up on the 24th of September and tell us, "Unless you pass this budget, you are going to lose $13,000,000. Mr. Plummer: We do that every year. Mr. Dawkins: So, all we are saying is, you know, let's hear that now and get . it ironed out, because I am going to tell with the press here, I want the press to know that if at the 24th hour, if I am not satisfied, with like what you said, about the automobiles, and what have you, I am not going to vote for no budget. You can tell the people in the City of Miami that I caused them to lose $23,000,000 in revenue sharing. You can tell them that I caused them to lose... I am not causing them to lose anything, because I am telling you now and today, that we said last year that we would get into the budget and you put everything else ... like this, and we could look at it, and we would discuss the budget, and like J.L. says, we have been here since... I mean, and we are yet to look at, like he says, and the only thing the Chief has told us ..., that we have to address is, you cut my budget, my budget was cut, and he didn't say in what area, nor has he said... Chief Dickson: I did not get a chance to present my budget, Mr. Commissioner. r'.. I did not get a chance to present my budget. Mr. Dawkins: But, see, yes, because... Chief Dickson: My budget is written in such a way that these things are incorporated throughout... ,. Mr. Dawkins: Chief, well, we are trying to help you, that somebody should have told you not to write it like that, because we were not going to listen —, to it like that. That is all I am saying, Chief! And you keep telling us, see, and you act as what you got is written in stone and you can't alter it to - fit the situation. Chief Dickson: No... J Mr. Dawkins: Well, we keep telling you, Chief, alter what you have, and present this, and you keep saying, "If you let me go ahead..." I mean, I know you can, see, and that is why I am a little disturbed because you won't. Mr. Plummer: All right, look, I am going to speak to something.. Chief Dickson: I just put my budget's request, and the projections on the board here... Bayside, all the major projects. I said how many police officers I need. I said the number of cars that I need, and these things were there, even though my budget was not planned around, the presentation was not in that respect. I had information I wanted to relate to you, and I think that, you know... Mr. Dawkins: How many additional dollars would your budget need to have the officers at Bayside? How many extra dollars do we need? That is what J.L. Chief Dickson: $5,250,000... Mr. Dawkins: All right, so now, we have got to talk about $1,500,000. How many for the cars that Commissioner Carollo says we need? (INAUDIBLE) Mr. Dawkins: No, no, I understand you. UNIDENTIFIED SPEAKER: The money is set aside. 1d 37 September 4, 1986 Mr. Dawkins: Yes, but you see... OK, how much for the cars, $1,000,000 what?... like the cars that we are going to get, the 50 new automobiles that we are going to get. (INAUDIBLE) Mr. Dawkins: $1,000,000. Mr. Carollo: We have this set aside with the budget already though. Mr. Odio: We have the monies ... Mr. Dawkins: Yes, but see, we have talked to... I hear you. I want to see if you hear me, now. Chief Dickson: OK. Mr. Dawkins: You are telling me that we are going to buy 50 automobiles to let people take home. Well, what are we going to do for the replacement automobile, like that 181 car we had yesterday, Chief? Mr. Odio: We have 43 cars. Mr. Dawkins: All right, that is what I am saying. Mr. Odio: May I answer that question? Mr. Dawkins: Yes, go right ahead. Mr. Odio: We have 43 cars we are going to replace as part of the replacement program. 50 new cars were not approved to be purchased now. Mr. Dawkins: All right. Mr. Odio: We have to come back with a recommendation from the Chief, with a cost breakdown of how this would work. Mr. Dawkins: OK. Mr. Odio: No, that is not what they passed, and then you will pass it. Mr. Dawkins: Yes, but, no, no. See, this is how we get fouled up. These four Commissioners did not say bring it back... no, no, we did not say bring it back and look at. Mr. Odio: Yes, but... Mr. Dawkins: We said we are going to buy the 50 now... Mr. Plummer: No, no. Mr. Dawkins: Buy the 50 now and come back and tell us what it cost. Mr. Plummer: Excuse me, we did not. We told him to make a study and come back, Joe said, at the next Commission meeting. Mr. Odio: Bring it back at the next Commission meeting. Mr. Dawkins: Bring it back with the cost. Mr. Plummer: Yes. No, the total ramifications. Mr. Dawkins: It was a purchase, so you are going to buy the 50 cars! Mr. Plummer: Can I speak to the specific issue, and I will watch the Manager jump out the window and commit suicide. And I am not burying you free, I don't give a damn what you say! Mr. Odio: You know, I admire the South Miami City Manager a lotl Mr. Plummer: Yes, you better, because you might be like him without a job. I don't know how you would make it in Opa Locks as Mayor, but... 1d 38 September 4, 1986 , f Mr. Odio: I am a good friend of Mr. Riley. Mr. Plummer: Chief, let me get to a point, here. Let's talk for example, to just if you had the resources to set up a special operation for sting, the operation as such. It doesn't have to be as it is now. Let me tell you what I am willing to do, and I think every member of this Commission would be willing to do. I am ready to put one million extra dollars in this budget to address that problem. There is no question in my mind it is the number one problem in this community, like other communities. Mr. Carollo: J. L., it has been the number one problem for quite some time. Mr. Plummer: And getting worse. Mr. Carollo: I think this Commission addressed it long before it became the popular thing to do in this state and around the country. If you recollect, about three years ago, we passed a resolution that I introduced, that the City of Miami police would emphasize its drug fighting efforts at lower type neighborhood drug pushers. I think we need to take it one step further, and ourselves come up with a reward plan for people, based on information on what we might collect in cash from drug pushers, and at the same time, the most important thing for any drug program to work, we have to start educating, or reeducating the youth of this community on just what the consequence of narcotic uses is going to be. If we don't do that, it is going to be a fight, because no matter how many dollars would go into it, in the long run, we are going to lose, and I don't think we have even begun to see what type of new drugs we are going to see out on the streets. Crack is nothing compared to other drugs that are going to come out in the near future in the next few years, out there, and just drowning people. I think, Chief, we need to somehow come up with a plan that is going to be an effective plan to go to every elementary school, junior high, and even high schools, and try to say to these kids, "Hey, wake up, you are playing with fire," and that is the only way I think we are going to be effective, because we can spend all the monies we want now, but if our kids come out into the streets as being drug users, it don't matter. You are not going to be able to build enough jails to put people away. Mr. Plummer: Joe, I agree with you, but still, I think that what we have seen, that one of the things that they have done in this past year, that I have to say has been very effective is the sting operations. They have only been able to do like one a week, because of manpower and the involvement of dollars, and I will tell you, that as far as I am concerned, I think we need t to give them the latitude to do more of them, to be more effective, and that is the kind of thing that I would like to address, that if in fact there is "x" number of dollars more that is needed in the budget to address that particular problem, I think that is what we are about here. Now, I am not saying that if we were to allocate $1,000,000, it all has to go into just a sting, or an arrest operation, surely, part of it can go for education. Surely part of it can go for others. Mr. Dawkins: For recruiting. Mr. Plummer: Whateverl But, I think that we have got to sit about here, is to set these priorities, and that is what we are not doing, and what I would like, whether it is in the form of a motion, or not, Chief, I would like to say to you, to go back, today, and I am not saying that you have to come back tomorrow, but if we say to you, Chief, tell us what kind of an effective program, more so than what you are doing now for $1,000,000, that you can use to address this problem, I think that is what we need to do, I definitely feel that is what we need to do, because we are not getting much help from any other agency as far as the money is concerned. I think we just have to address those problems. Let's wake up to reality, not wake up, but let's put it where it is, that it is going to take hard dollars to address a hard problem, and Mr. Manager... Mr. Odio: Yes, air. Mr. Plummer: With your permission, I would like to ask the Chief if it is possible to come back tomorrow. Mr. Odio: All right. Id 39 September 4, 1986 0 i F" 3.:y - }' Mr. Plummer: Excuse me, and say to this Commission, "All right, Commission, if you give me an additional $1,000,000 in my budget, here is what I can do to ate:-•�-� _ address the number one problem in this community." Mr. Odio: Will he also tell you where to find the money? Mr. Plummer: No, sir, we are going to tell you where to find Mr. Odio: OK. Mr. Plummer. That is our job, all right, sir? Or, we might take it out of your budget for being a loudmouth; we might take it out of some other budget, but look, what is the budget all about if we are not going to address the i problem. Mr. Odio: You are right. Mr. Plummer: So, I would like to say whether it is in the form of a motion, Chief, and I know it going to cause you some late night oil, but I am willing to vote to put an additional, up to $1,000,000 in your budget, to address this problem. Mr. Odio: How many officers, seriously, how many officers.... Mr. Plummer: That is his job to tell me. Mr. Dawkins: Let me say something, J.L. I asked the Manager, I sent him a memo, and I asked the Manager to give us the budget requests of the department heads, so that we could compare what was asked for, and what was given. Now, had we been given that, I would be able to understand what he is saying, because he could say I asked for, and I could see what they gave him. I don't have that. Mr. Plummer: Well, they all come out with a wish list. Mr. Dawkins: But, see, the wish list... I wanted the wish list so I actually see, because there are some things on that wish list, like you said, I might decide that they do need, on the wish list, and I would like, Mr. Manager... Mr. Odio: Yes, sir. Mr. Dawkins: ...before the Chief comes back, just for all of us here, whether they want to use it or not, I think we should see his wish list, so that we can actually see, where, whoever decided to cut back, how they set their priorities, and what our priorities are, and what theirs are. Mr. Plummer: Mr. Manager, do you have any problem if I ask the Chief to come back tomorrow... Mr. Dawkins: Tomorrow? Mr. Plummer: With... we have got to do it before budget ends. OK, or the public hearing, all right, before the public... when are the public hearings scheduled for? Mr. Odio: September llth at 6:00 p.m. Mr. Plummer: OK, is it possible, I don't want him to do it over night, because if you do it too quickly, you have made mistakes. So, with your permission, I would like to ask the Chief, that if this Commission were to allocate an additional separate $1,000,000 this coming year to address the drug problem, we would like to see what kind of program he would develop that we would vote on, yes, or no. Do you have any problem if I ask that of him? Mr. Odio: No, sir, no. Mr. Plummer: Chief, do you have any problem with that? Chief Dickson: Not right now, but if you want a written report, I will get it back to you. Id 40 September 4, 1986 Mr. Carollo: I would like to see something included in that, and that is... '., Mr. Plummer: A rounded program. Mr. Carollo: ... the Chief doesn't come back just additional officers for sting operations. I think that you have to come back with a well rounded program... ] Mr. Plummer: Exactly. Mr. Carollo: That is going to look at what we can begin to do now to curtail further drug usage in this community for the future, and by that I mean to include part of that budget in informing the kids, the elementary schools, and the junior and senior high schools. Chief Dickson: Yes, sir, at the risk of trying to sound like a smart aleck or something, I really don't want to do that, but we have done these things, and we could use the $1,000,000, the 20 officers could be put to great use in the program that we already have. Mr. Plummer: Come back and tell me, then. Chief Dickson: Well, again.. Mr. Plummer: Excuse me, what you are not addressing, Chief, is that concern, a very good concern of Commissioner Carollo's. How much of that $1,000,000... Chief Dickson: Let me finish, please, sir, I will tell you. Mr. Plummer: I apologize. Chief Dickson: Phase IV of our sting program includes a... well, this is the educational aspect here. One of things we are always doing, and the whole country knows about that, we have some buildings, everyone knows about that, besides what stage we are into now, we are already into the educational aspects of our overall program, gives you just what Commissioner Carollo was talking about, and what you were talking about would encompass this entire program here, where without the $1,000,000, pretty soon we are going to have to phase out and phase back and begin to phase out and phase back, but the original idea... Mr. Plummer: Exactly the point I am trying to make. Chief Dickson: To continue the cycle, to continue that. Mr. Plummer: Well, Chief, I don't think that you have a great problem with drugs in the senior citizen centers, not to my knowledge. Chief Dickson: Well, I am talking about the sting operation, not... Mr. Plummer: Chief, I once again will ask you to come back and make us a presentation. If you had an additional $1,000,000 to spend, addressing the drug situation, how you best feel they could be spent, and we might agree with you or disagree with you, and we might not give you but half of it, and there again, there is a potential, a justification, that we would give you more. These are the kinds of things I think the Commission is got to address. Mrs. Kennedy: As well Chief, as the wish list, so we can have some type of comparison between your necessities and what we can afford. THEREUPON THE CITY COMMISSION WENT INTO A LUNCHEON RECESS AT 12:00 P.M. AND RECONVENED AT 2:00 P.M., WITH THE FOLLOWING MEMBERS OF THE CITY COMMISSION FOUND TO BE PRESENT: Commissioner Joe Carollo Vice -Mayor Miller J. Dawkins ABSENT WERE: Commissioner J. L. Plummer, Jr. Commissioner Rosario Kennedy Mayor Xavier L. Suarez Id 41 September 4, 1986 0 2. PRESENTATION BY FIRE DEPARTMENT. Chief McCullough: In October of last year, the Premier Magazine of the fire service, did an article on excellence in fire service, and it was patterned after the book, In Search of Excellence. The City of Miami Fire Department was one of the fire departments that was selected of the 25 out of over 25,000 fire departments that were looked at. This was done by peers, by fire marshals in other states, by people from the National Fire Academy, from former fire chiefs of Chicago and New York City, and the criteria they used, and this is important, to grade these fire departments as if they were excellent, and what it took to make the fire department excellent, was look at your fire loss, has it been reduced, fire fighter safety, performance standards, services offered, the cost, and financial fiscal responsibility, and a decrease in your response time. I am going to speak about what has been done for cost containment, what we have done for reorganization. We will make some comparisons to clarify these issues. We will talk about performance standards, and quality assurance. There are two problem areas, that I will mention briefly, that I am working with the Manager and the Budget Director, and that is the 31 vacancy, vacant officer positions, and an $883,000 shortfall in commodity code, which we have requested. Mr. Dawkins: How much? Chief McCullough: $883,000. The Budget Director has been directed by the Manager to meet with me, we have had one meeting, and he assured me that if he didn't agree, that he would function as a go between. The City of Miami Fire Department is a class I fire department. You may have read in the paper recently, when you head that the Hialeah Fire Department, it became a class I fire department, the City of Miami was a class II department. That is not true. The last time we were rated was 1975, we were rated a class I fire department, we are still rated a class I fire department, and you have those lower fire insurance rates that are available here in the City of Miami. During this past year, we found ourselves in a situation of our rescue system being under stress, so there were times during last year were there were 47 times in October where there was no rescue available to dispatch. During the month of November, there were seven times in a single day there was no rescue to dispatch. In the month of December there was nine times in a single day there was no rescue to dispatch. We met with the City Manager... we were having more calls than we could respond to. We met with the City Manager, and x< he authorized us to place two rescues in service, but he did not authorize additional manpower. By reassignment of personnel, we placed one rescue in service at Station-2 in Overtown area in April and we put the second rescue at Station-12 in July, and you can see in the month of August, we have only had two times where rescue was not available to dispatch on advance life support. During this past year, there was a cost avoidance of over $900,000 to place these two rescues in service. If we had been authorized manpower to put these rescues in service, it would have taken 18 paramedics, and six fire officers. When the Commission approved the 48 hour work week for the firefighters, in order to maintain the existing manning, it would have taken 24 firefighter r" personnel to cover the three shifts with the same amount of manning. By reassignment of personnel, we were directed to provide the reduction in hours which will go into effect October 1st, which is another cost avoidance of almost $900,000. During this year, we abolished a deputy chief position, one chief fire officer's position, we civilianized five firefighter positions, and abolished... Mr. Dawkins: Hold it right there. Mr. Manager, didn't... you were there... didn't we agree that when they broke up, when we ordered that... Mr. Manager... Mr. Odio: Yes, sir. Mr. Dawkins: When we ordered that hot... what was it?... inspection and what have you, be taken out, that we would not abolish that deputy chief's star, didn't we agree to that? I 42 September 4, 1986 V Chief McCullough: What occurred, was Chief Fabian, who was the former Chief of Operations, retired. Mr. Dawkins: Yes, he retired. Chief McCullough: It created a vacancy, which Chief Teems moved into, so the position was abolished without affecting a person. Mr. Dawkins: Hold it, wait. No, no. I only understand English, unfortunately. If you abolish a position, it is gone, deleted and done with, correct? So, if you abolish it, how in the hell are you going to put somebody in it? Mr. Odio: You can't. Mr. Dawkins: All right, so let's go back now and regroup. Mr. Odio: We only have two chiefs instead of three. Mr. Dawkins: But, you are supposed to have three. We agreed to that. Mr. Odio: No, because the third one was in charge of technical... Mr. Dawkins: I wouldn't give a damn if he was in charge of the moon space shot. We agreed, when we agreed that we would meet, when I said that we would satisfy my constituency by taking the zoning and thing out, that we would not abolish that chief, didn't I tell you, that, Chief? Chief McCullough: Yes, this is my recommendation, and I have been asked to reorganize, and my recommendation is, because this position was vacant, that in order to reorganize and to show that there has been some reduction in the cost of providing fire service, this was my recommendation, along with a chief officer's position and five firefighters. Mr. Dawkins: But, you see, I mean, fine, all right, if that is just your recommendation, right? Chief McCullough: Yes, sir. Mr. Dawkins: No, Mr. Manager, go ahead, but that is not what we agreed to, and I don't think that we should agree to things that we are not going to uphold. Go ahead. Mr. Odio: What I said is that the third chief at this time is really not needed in the whole operation of the Fire Department. We have now a commitment of going to 48 hours, Commissioner, instead of the 49. We had to find $1,000,000 to pay for the less hours worked. Mr. Dawkins: If that chief had not retired, where would he be? Mr. Odio: He would have... I... let me say this, and now I know what you are asking. Yes, I agree with you, Commissioner, that I gave my word to Teems and to Chief McCullough, that Fabian had not retired, we would not have eliminated that position, and we would have found a way of keeping him with other duties to keep him there, but since Fabian did retire, we did not have to hurt anybody else that had made sacrifice for the... (INAUDIBLE COMMENTS) Chief McCullough: No, it didn't hurt him. Mr. Odio: This $60,000... Mr. Dawkins: No, Teems did not say anything, because he is got his two bosses here, telling him that is all right, he can't say nothing! Mr. Odio: He is Deputy Chief. Chief McCullough: Commissioner, he is a deputy chief, but instead of being deputy... OK, we had three deputy chiefs. We had Deputy Chief of Operations, Deputy Chief of Administration, and Deputy Chief of Technical Services. The Deputy Chief of Operations retired, Chief Teems moved into that position, which is the same pay range. Id 43 September 4, 1986 10 E 3�Z2:r', Mr. Dawkins: You got me confused. Chief McCullough: We didn't know that, back in April. Mr. Dawkins: But you say you abolished the position, because we had four deputies. Mr. Odio: You had three. Chief McCullough: Three, now we have two. Mr. Dawkins: So, you abolished the position! Mr. Odio: We did, because the commitment that we had with Teems has been kept, since Fabian retired, he moved into that Deputy Chief's position, and therefore the commitment you had ... Chief McCullough: He's a Deputy Chief of Operations. Mr. Dawkins: You guys are going to make me quit trying to cooperate, OK, because every time I cooperated and I look and when you come back it is not what we agreed on. Mr. Odio: Commissioner, I work for you. I you want another deputy chief, we will put another deputy chief. Mr. Dawkins: I don't want one there. Mr. Odio: But, I am trying to explain to you that we have kept the commitment to Teems and that we now don't need a third deputy chief. Mr. Dawkins: But, what about the morale for the rest of the men who felt one of them might be moving up, if he got the position? Chief McCullough: Well, there is another issue that is currently going on, and that is I have been asked to do some reorganization, and this is what I have submitted to the Manager as my recommendation for reorganization, because that position was vacant, and no one had to be rolled back or demoted, because of... Mr. Dawkins: Nobody had to be promoted. Chief McCullough: Yes, sir, that is correct. NOTE FOR THE RECORD: Mayor Suarez entered the meeting at 2:15 P.M. Mr. Dawkins: All right, so we are really not, in my opinion, encouraging people in the Department to look for upgrading, because by the time you get ready to move into a slot, you know, you are going to abolish it, so why in the hell should you do a good f ireman and do your work and what have you, if we are going to abolish the position? Mr. Odio: Well, Commissioner, we have to decide, you have to tell me which way to go. Mr. Dawkins: OK. Mr. Odio: And I am going to ask you up front, and in front of the Chief. I have been trying to reorganize the Fire Department, and we have been saying that they are top heavy, that we needed to lighten up the top, and get more firefighters on the bottom. Mr. Plummer: Doesn't that exist, Mr. Manager, I think, in most of the Commission's minds for every department? Mr. Odio: What do you mean? Mr. Plummer: Every Department? Mr. Odio: Yes, and I am with you on that. Id 44 September 4, 1986 Mr. Plummer: Well, we have got to go back, you know, to the Police Department. Mr. Odio: Well, but I am asking directions. Mr. Plummer: OK, but I think this Commission has set a tone, now you are asking for a policy. Mr. Odio: No, sir, I am asking ... Commissioner Dawkins is saying one thing, and we were going in the other direction, and I just want to know which direction to go. Mr. Dawkins: The direction to go is, if this is going to provide the services to the citizens of the City of Miami, that is fine. Chief McCullough: That reorganization right there had absolutely no effect whatsoever on the ability to provide service, none whatsoever. Mr. Dawkins: Well, why then, in the very beginning did you have three deputy chiefs, if you didn't need them? Chief McCullough: Because Chief Teems was in charge of Building and Zoning in the Fire Prevention Bureau. When Building and Zoning left, we were concerned that Chief Teems might have to be demoted. We didn't know that Chief Fabian was going to retire. Chief Fabian didn't announce his retirement until the first of June, and that occurred quite some time after there had been the discussions about Building and Zoning. Now, when Chief Fabian retired, and we moved Chief Teems into that position of Deputy Chief of Operations, it was the same pay range. His duties are different. We moved the Fire Prevention Bureau under his responsibility. He is still in charge of the Fire Prevention Bureau, along with training, rescue and the combat fire force. He receives the same pay, has the same level of responsibility, and now that that Chief of Technical Services, which was created when Building and Zoning was brought to the Fire Department was no longer needed. Mr. Dawkins: The deputy chief comes from what rank? Chief McCullough: Typically, they would come from a division chief level. Mr. Dawkins: Is there any division chief that might have been passed over because we didn't... we abolished the deputy chief? Chief McCullough: Well, if Chief Fabian would have retired, and we still would have had Building and Zoning, I would have been coming to you, asking for the position to be filled, sure. Mr. Dawkins: Thank you. Mr. Plummer: Question, follow through, let me just pick on one, because I think it is basically the rescue. From Deputy Chief, who is the top of that under you, take me down the sequence under the Deputy Chief, to the man who rides the truck. Chief McCullough: From the Rescue Division? Mr. Plummer: Use any one you want, but I figured that was the easiest one to do. Chief McCullough: OK, the Rescue Division, you would have a chief in charge of the Rescue Division, a Division Chief. Mr. Plummer: A Division Chief, and now is he answerable only for rescue? Chief McCullough: Only for rescue. Mr. Plummer: OK. Chief McCullough: He is a member of the staff, answers for rescue. Mr. Plummer: Yes. i Id 45 September 4, 1906 10 i Chief McCullough: We have an Operations Captain, who is paramedic trained, who is his assistant. In most divisions you would find a district chief, but there is not one in the Rescue Division. Then there is Captain on each platoon, assigned to Rescue One, who are in charge of the manpower distribution, training, operation, daily schedules and so forth, and then there is a Lieutenant in charge of each truck, or each apparatus. Mr. Plummer: And how many are we riding to a truck? Chief McCullough: Three, a fire officer, and two paramedics. Mr. Plummer: Mr. Manager. Mr. Odio: Yes, sir. Mr. Plummer% They say they are riding three to a truck. Could you address that? Mr. Odio: Well, we are in the... Chief McCullough: This is advanced life support, now. We are not talking about ambulance, transportation, or We are talking about advanced life... Mr. Plummer: I am only asking him to put on the record what he told me the other day, if he is prepared. Mr. Odio: The day that we have just concluded, by the productivity unit, and overall study of the Fire Department structure, I asked Frank May to meet with the Chief alone, and to go over the whole plan on what he is proposing to see if from the Fire Department standpoint, it makes sense, and I also told the Chief that I wanted it to be his plan and it has to be, he has to buy into this, or it won't work, and that was happening yesterday and we had a busy day yesterday, I don't know, because... Mr. Plummer: We met yesterday. Mr. Odio: I don't know what conclusion they had reached. Yes, one of the proposals and productivity unit analysis was that there should be only two people in the rescue unit, and that in fact, the driver did not have to be a qualified individual. Mr. Plummer: My next question to you Chief, is there any possibility, as you have heard here this morning, I am sure you were sitting in the audience, that every fire and policeman today... excuse me, let me go backwards, 50 policeman or fire, will represent to the taxpayers of this community, $2,200,000... $2,000,000 something... $2,600,000... is there anyway that you have given consideration in your Department, that some of these people, for example, you spoke of a man who did the layout of time and scheduling, and things of this nature, have you considered that there is possibly implementation with civilians, which, you didn't give me the figure, civilians, the average, what does it cost? Mr. Surana: On Police Department? Mr. Plummer: No, just civilians. Mr. Odio: 45% fringe benefits... Mr. Plummer; No, no, if 50 policeman cost me $2,600,000, how much does... what do I get for $2,600,000 in civilians? Mr. Surana: OK, let me figure that out. Mr. Plummer: It used to be about one-third more. Mr. Surana: Yes, about that. Mr. Plummer: What I am saying to you Chief, is there any of these jobs, have you gone through each and every one? Chief McCullough% We have done a great deal of that. ld 46 September 4, 1986 T.� 3H F;. Mr. Plummer: Is there more that can be done, is what I am trying to say? ` Chief McCullough: We are still looking at it. I am sure you know as well as I do, I am not telling you anything new, but I guess it is for everyone else's benefit, that the Fire Department's command structure, set in place for handling emergencies is not... and it also handles management during these non -emergency periods. The whole structure of company officer, a captain in charge who does his first tactical staging, a chief officer with all the experience arrives and now begins to work multi -companies from other stations, and it gets out of hand and becomes multi -company and you bring in the top people from the Fire Department. It is very really structured like the Army or the Navy. I can't tell you that there is not some other fire department in the world that doesn't do it in a different way, but however you do it, whether you are in the Army, and it is general, then colonel, or whether it is Fire Department lieutenant commanders, or district commanders instead of district chiefs, there is that formal structure, and I am reluctant to change that, I really am. Mr. Plummer: I understand that. Let me address the point that we addressed at last year's budget. Give me, if you can, an idea of what has been accomplished with the new ordinance pertaining to both false alarms, and to charging on rescues. Chief McCullough: Our accountant will speak to the rescue first. The charter rescue, of course the ordinance is in place. We had some trouble with the company that the contract was awarded to, and the they are getting the collections begun. They have begun, and we had collected $2,000, as of two days ago, to this point, which are the first monies that have come into the .:' lock box. I think it would be better to speak maybe to their record with Metropolitan Dade County, because they have been working for eight months with Metropolitan Dade County. They have increased their collections from 40 to 52 Y' percent in this eight months, and it doesn't have that record... Mr. Plummer: If they, in fact, were to get 52 percent of the City, what would that amount to annually? Chief McCullough: A little more than $400,000. I think they figured 40 :. percent was about $375,000. Mr. Plummer: OK, now speak to the false alarms. Chief McCullough: False alarms, this year to date, we have had a little over 800, which is approximately... I think it is eleven less than we had last ;. year; however the significance is, we have many more alarm systems, so it has been a reduction in the number of false alarms. As you recall, the false alarm ordinance reads that if you have more than three false alarms on the automatic system, that you would be charged on a schedule which is printed, and in the ordinance for those. The Hyatt Regency has been billed, and has been notified of violations... what was the other one, Tom?... the Villa Regina also has been served a notice of violation and Jackson Memorial will be served a notice of violation. Mr. Plummer: A notice of violation, or a fine levied? Chief McCullough: A fine, both! They have an opportunity to respond, and come before a hearing officer, but they have been sent a letter that they have had their fourth and fifth false alarms, and here is what it is going to cost you. Now there is a hearing process. Mayor Suarez: I think what the Commissioner is saying is that the terms sound a little strong in the notice of violation. Mr. Plummer: Yes, I don't know why there is a violation involved. I thought it was just... Chief McCullough: Well, maybe I used the wrong term. The letter said it is going to cost you $900 and some dollars, because you have had the fourth false alarm. Mr. Plummer: OK. Speak if you would, to the three main offenders that you used as the example when we instituted this thing - Mercy Hospital, Veterans, 14 47 September 4,- 1984 and Jackson. What have they done in the last... since this ordinance has been... Chief McCullough: Mercy Hospital fired all the people that were involved in their program over there, for safety and fire prevention and so forth and so on, and hired and outside agency. Mr. Plummer: I mean, has it reduced the number of calls? Chief McCullough: They have not had three yet. Mr. Plummer: Where they were averaging about three a week. Chief McCullough: At least) Mr. Plummer: And Veterans and Jackson? Chief McCullough: I can't speak to Veterans, I don't have any information on that. Jackson is one of the organizations that we have notified have had their fourth false alarm already. Mr. Plummer: The bottom line, is the ordinance working? If it is, does it need strengthening? Does it need modification? Does it need anything in the way of change? Chief McCullough: Not at this time. What we need is the enforcement of these issues as they come to... Mr. Plummer: I assume that is through the City Attorney's office. Chief McCullough: It will be, yes. Mr. Plummer: Yes, OK. Chief McCullough: And we have notified these three. Mr. Plummer: Chief, is there any one thing in particular... and by the way, did I read in the paper that Hialeah is the only number one department? Chief McCullough: No, sir I spoke to that before you came in. Mr. Plummer: Oh. Chief McCullough: That was incorrect in the paper. What they were really saying was... Mr. Plummer: No, but Hialeah... Chief McCullough: ... that Hialeah is now a Class I fire department, and to say were not a Class I is not true. We were rated the last time in 1975 as Class I. We are still Class I, they didn't come and take it away from us, and the fire insurance rates are as low as are available. That was incorrect and we contacted the person who wrote the article, and they chose not to put in a retraction. Mr. Plummer: That doesn't make... it's not unusual! Chief McCullough: Yes. Mr. Plummer: What is the highest priority for the coming year in your budget? Chief McCullough: The highest priority that we have set this year is performance standards and quality assurance, and every one of our divisions that provides service to the public are in the process of developing, or have developed these standards and ways to control them. Mr. Plummer: Of the things you asked for, whether it was a wish list, or others, what was the highest priority given to one of your items that was not allowed? Mr. Odio: Promotions, can we talk about promotions? ld 48 September 4, 1986 Mr. Plummer: No, I am not talking about promotions. Some are leading to demotions, but not promotions. Chief McCullough: Some relief in the fire dispatch center. Mr. Plummer: All right, we are talking about that, by the way. Chief McCullough: I know. That was one of the number one priorities was we are understaffed and our... Mr. Plummer: Well, you know, I have to go back and remind my colleagues it was the Fire Department who begged to take it over, and now they are begging for relief, so I guess that really cries out, Mr. Manager, more so for the combined dispatch. But let's go from there. Chief McCullough: Unfortunately, we had got to a number of these things before you got here. I mentioned the things that I would be discussing would be reorganization, cost containment, and I got to those, I think, before you got here, and was in the reorganization, and then we would be talking about some comparisons to try to clarify some things, and that the two problem areas were the 31 promotions that have been vacant since February, and that was all I intend to say about that, but it is a problem for me, because it is about 27 percent of my on duty officers, and then there is $883,000 of issues that have not been resolved, that the Manager directed the Budget Director to sit down with me to work them out, if I couldn't work them out with him, that he would get involved, and you know, I am satisfied with that. But, what you asked me what was the high priority, one of them was we were asking for some part time people to answer the telephone. Mr. Plummer: We are addressing that, maybe not the way you would like, but we F=: are addressing that. Chief ... I will give the floor up for a minute. (INAUDIBLE BACKGROUND COMMENT) Mr. Plummer: No, I am not finished. I just want to ... Chief McCullough: If g you look at this rather quickly, it is very self explanatory. In 1975, we had 684 uniformed fire fighters respond to about 22,000 alarms. Over the next ten years, we had reduced the number of uniformed fire fighters to 646, and this year we expect to respond to 4,500 alarms. We are not crying. We have become more productive you need to , but "n understand that we are not sitting idly by and being made to do things. Let's go to the next one. We train constantly. Our people are able to do multipurpose things, and I will speak to the rescue at this point. I hadn't intended to. It is a bit of a surprise that we are going to be talking about two men rescues, but when you have a three men rescue, that three men rescue, does not only provide emergency medical services. If he is providing _= emergency medical services, and you have multi trauma, like in an auto accident, or a double, or a triple shooting, or a stand fall down and injure a bunch of people, they all are able to function. If it is a major fire, they turn into firefighters. They put on their firefighting gear, they put on their air masks, and they enter the building to do search, or they man hose lines, or whatever it is they have to do, they can Our firefighters -- are trained in inspection. We have 84 trained State of Florida certified fire inspectors. We have over 100 paramedics. Every single officer is trained as an emergency medical technician. 90 percent of our firefighters are trained _ as emergency medical technicians. With this is a special tactic team, training in aircraft firefighting. Now, we don't have an airport in the City of Miami, but they fly over 1,000 times a day, and they are preparing at the =- Homestead Air Force Base, and this is where the picture that you see, this is = �= a drill! Go to the next picture. We will be developing 11 performance standards and developing a method to assure that these standards are adhered to. We used to lay hoses with six firefighters. We have ladders that would _= take six firefighters to raise. We now ride fireman, four man on a company. _� How do you do it a different way? We are working on it. Mr. Plummer: Buy snorkels. Chief McCullough: We established the quality assurance committee in the emergency medical area, when you have citizen complaints about the care or the treatment that was given to a citizen. The physician actually looks at an assortment of our emergency medical runs every month. And this committee site Id 49 September 4, 1986 t •. ....�'.. h f1 3 4 �.T and evaluates the trainingneeded to perform the service and the p quality of ,=^ service delivered. In the fire prevention bureau, and in the fire service in u:> general, the trend is to prevent fires. You don't have to have as many f iref ighters if you don't have the fires. The best way to teach people about ... preventing fires is in the school system. We have a teach the teacher program a, and learn not burn, and we have taught over 215 teachers on Saturday morning, in this learn not to burn program. Not only have we done that, and it is in all 23 of the center city schools, if you look to the last number seven there, you see that not only do we have this program, we have got it funded through ' the Jackson Memorial and the University of Miami Burn Center for the past two - years, with $5,000 grants. In our Communications Division this last year, in order to reduce the number of emergency responses, we completely modified the manner in which we have screened calls. We do self-help, we evaluate the emergency and we determined that there were times that people may need s- emergency transportation, but they don't need advanced life support. Since the first of year, we have dispatched 2,100 ambulances with no Fire Department personnel to meet the people's needs. There also were many categories which we evaluated we no longer needed to respond with emergency red lights and sirens - people stuck in elevators, down, the kid locked in a car on a hot day. There are many citizen's service kinds of calls that we make, over 2,000 this year, so we have reduced the number of red light and siren '.- dispatches this year by over 4,100. This year we hired, graduated 35 firefighters, 80 percent were minorities. Mr. Dawkins: Hold it right there. Fr? •' Chief McCullough: Yes, sir. Mr. Dawkins: How many of them were women? Chief McCullough: This year? Mr. Dawkins: Of the 35. Chief McCullough: I am not sure I can answer that. Stella, can you help me out? There was one in the last bunch? Was there two in the class before? Three. Mr. Dawkins: What are we doing to increase... OK, of those three, they went on the trucks with the hoses? Chief McCullough: Two of them did, one did not graduate. She is still an employee, and will be in the next fire recruit training. She completed her a� emergency medical technician phase, and was injured, and did not complete her firefighting phase. Mr. Dawkins: OK, what is... this morning, we said let's go to colleges. Chief McCullough: All right, we just did that. We just did that. Saturday, a week ago, we conducted a... what would you call it - a meet the Fire Department? We didn't call it... I forgot exactly what we called it, in conjunction with Hialeah and Metro Dade, Miami Dade Community College, women's organizations in the college. We had an all day affair out there where we had women come out, and they put on the bumper gear, and they started the equipment, and dragged the hose and they climbed the ladder. Mr. Dawkins: You did that at Florida A&M, a predominantly Black college. You did that at Bethune-Cookman College? Chief McCullough: No, sir, we did it at Miami Dade Community College. Mr. Dawkins: That is a predominantly Black school. Have you did it at Florida Memorial, a predominantly Black school? Chief McCullough: No, sir, we did it at Miami Dade. Mr. Dawkins: So you are not addressing the issue. I am asking you, I mean, I was getting ready to ask you... Chief McCullough: Just the first one we have done. 1d 50 September 4, 1986 Mr. Dawkins: Now, what are you planning to do to increase Black women especially, or women, in total in the Fire Department as firefighters? Chief McCullough: We intended to pursue this program at Miami Dade Community College. Mr. Dawkins: OK, Mr. Manager. Mr. Odio: Yes, sir. Mr. Dawkins: When we recruit for the police at these predominantly Black colleges, I want also to recruit the fire personnel. Thank you. Chief McCullough: We provided a municipal fire inspector's course for 25 students, which increased the number of State certified inspectors to 84. During the course of the year, everything is not business as usual, we found some time to participate in some other fund raising drives and so forth. We increased our savings bond program by 40 percent and we raised over 208 pints of blood within the Department. Mr. Plummer: Chief, can we talk to budget? Chief McCullough: Yes, sir. Mr. Plummer: All this is nice, and I happy for you and I think it is great that you did these things, and you are in a book, and we pay for the book. Chief McCullough: These are our goals and objectives. I will go right to my charts if you want to skip all of this. Mr. Plummer: You know, unless my colleagues want to see this, let's go to numbers. Let's go to dollars, where are we with dollars, and I have... Mr. Dawkins: The only chart I am interested in is Mr. Plummer: That is fine. Mr. Dawkins: Where is the chart on promotions? promotions. Chief McCullough: I have no chart... oh, the chart on promotions? We have it in here somewhere. Mr. Plummer: Go to that now. Mr. Dawkins: Go to that. Chief McCullough: All right. Mr. Plummer: I will be asking a question of both the Chief and the City Attorney, because I for one am in a quandary, like a lot of other people I think are in this town. I want to know how does it affect me as a taxpayer of the City of Miami, this referendum that was passed in Metropolitan Dade County. I was of the impression... I voted "no" for it, I will put that on the record... it was my impression that was service that in fact was for the unincorporated areas. I see now, they are talking about additional taxation of $3.00 per $1,000 worth of assessments. Now, I want to know, does that assessment apply to me as a City taxpayer? If it does, I want to know what does my Fire Department get out of those dollars, and I think that we need to know that and we need to know that during budget time, that... I was even, the thing that really put me in a quandary, is why did I, as a citizen of the City, have to vote on a County issue? It was my understanding that it only relates to the County Fire Department. Yet, they ask me as a citizen of the City to vote for it, "yes", or "no", which I thought was unfair. Now, I am coming back and asking the question, that taxation, the potential taxation, as I read in the paper, of $3.00 per $1,000, is that going to apply to me, as a City taxpayer? Mrs. Dougherty: That is my understanding. Mr. Plummer: If it is, what do I get back from that, or what does my Department get back for that? ld 51 September 4, 1986 Mr. Dawkins: It is $90,000,000 what you're looking at and J.L. is saying is what part of the $90,000,000... Mr. Plummer: No, I guess what I am saying to you, Lucia, that if they are going to tax me, the taxpayers of the City, an additional $3.00 per $1,000, I want to file an immediate lawsuit to make sure that my Fire Department is going to get back, because as I understand it, that Fire Board is only going to regulate the unincorporated area and those areas in which Metropolitan Dade County have come in and taken over. Chief McCullough: I think what they are referring to is that it will remove three mills from the ten mill cap and therefore... Mr. Dawkins: Whoa, whoa) Mr. Plummer: Yes, you are right and you are wrong. Chief McCullough: Well, that is somebody's opinion. Mr. Plummer: No, you are right and you are wrong. They are going to remove it from under the ten mill cap, and put it aside and charge it and then the County will come up and take care of Metrorail. Mayor Suarez: And I am sure it will be litigated. Mr. Plummer: All I am saying is, where they don't provide any service to me, I've got a problem paying that thing. I even had a problem of why I had to vote on it. I don't know if anybody here knows all of the answers, but I think we need to know the answers. Mayor Suarez% And explore the possibility of filing a lawsuit to invalidate it if that is the effect it has, because our people didn't understand what they were voting on, either. Not at all. Mr. Dawkins: Mr. Manager, I've asked on promotions over there in the Fire Department. What has happened since then. Mr. Odio: No promotions. Mr. Dawkins: No promotions? Mr. Odio: We have not promoted. Chief McCullough: I have 31 vacancies. Mr. Odio: And as long as.. Mr. Dawkins: You threw out the list, or start over, or what did you do? Mr. Odio: No, under the law, when you freeze promotions in the Civil Service you have to extend the register until the promotions are made out of that list. Mr. Dawkins: As long as that list exists, you just hold up on the promotions. Mr. Odio: It might be this situation, Commissioner, I don't know, truthfully, how the new plan that you saw yesterday affects promotions. I don't know, so we will have to look at that too. Chief McCullough: I didn't see any plan yesterday. I don't know what you think I saw. I didn't see any plan. Mr. Odio: I don't know what ... Mr. Plummer: How much money do you have in your budget for promotions this coming year? Chief McCullough: It is totally funded. Mr. Plummer; How much? ld 52 September 4, 19$6 Chief McCullough: I don't know what it is for promotions, but every position is funded. It is in there, no funds were taken out. Mr. Odio: The funds are in place. ,.,..,.., Chief McCullough: In other words, for the amount of... "= Mr. Dawkins: Out of the 31 positions, how much money? Mr. Surana: How many are firefighters, how many are promotions? Chief McCullough: One division chief, four chief fire officers, 14 captains, 12 lieutenants. Mr. Plummer: Dawkins, so that you know how to play the game, what you have got to do is extract that amount of money out of the budget, restrict it to only be approved by the Commission. Mr. Surana: That would be $120,000, something like. Mayor Suarez: No, it couldn't be $120,000. a`. Mr. Plummer: Other than that, we have no control. Mr. Dawkins: OK, come back with the exact figure, and come back, like J.L. says, I want to extract it and I don't care if it's till hell freezes over. Mr. Plummer: Restrict it. Mr. Dawkins: Until you get some more Blacks in that captain rank and those other ranks and you don't promote no damn body. Chief McCullough: Commissioner, I can't promote a Black captain when there is no Black captains on the list. ,b Mr. Plummer: It is difficult. T Mr. Dawkins: That is m problem, Y P , I've been here five years now... Chief McCullough: But, we've held up 14 captain's promotions as a result of that. rf Mr. Dawkins: That's fine! You know how long I have been suffering? So you all join the crowd. Chief McCullough: Well, you have to understand that of these 31 vacant positions, that is 27 percent of my on duty supervisors today, and every day, so you do not have a regular supervisor on those fire trucks. Mr. Dawkins: Put a Black or a Latin actor and see if you can't act into it. Since you can't promote him, give him on the job training and let him act. Chief McCullough: Commissioner, I can't do something. I have to promote from names that are certified to me by Personnel, and they do not certify a Black lieutenant for captain. I can't promote them! Mr. Dawkins: You just said there would be no promotions. You just said that! Chief McCullough: But, you understand the implications of that? Mr. Dawkins: Let them put somebody in there, let them act. Chief McCullough: We are doing that every day. Mr. Dawkins: All right, then let them pretend to be until they learn. Chief McCullough: They are doing that every day. Mr. Dawkins: So, so ... Chief McCullough: But, there is a risk there. ld 53 September 4, 1906 r i� Mr. Dawkins: But we do have the people in a supervisory capacity. They 're �{ just not promoted into what you want them to be. r F Chief McCullough: Well, if you want some real live examples, one day I played L real fire chief, and went to some fire stations. I dropped into station nine, which has an aerial, two pumpers and a rescue, and there was one regular officer at that fire station that day, one Black lieutenant, who was acting as captain, and there were no lieutenants on the two pumpers and an acting officer on the rescue. I left there, and went to Station 12, and the man that was acting there was even old enough to take lieutenant's test! I went from there to Station 6, and there was one regular officer that had been transferred in there from another station. Now, that is what is real out there today! Mr. Dawkins: Who was acting lieutenant in the lieutenant's place who was acting captain? Chief McCullough: A firefighter. Mr. Dawkins: All right, so he was being trained to be a lieutenant! So, you didn't have the position unoccupied, as you are painting a picture here to me, that nobody on the jobs knows what the hell they are doing, so... Chief McCullough: I didn't say that. I said that there is a risk that you have people acting as officers who are not the officers. Mr. Dawkins: There is a risk sitting here in this building. I risk having a heart attack... Chief McCullough: I don't understand what you are accomplishing by this, though! Mr. Dawkins: I do. I'm letting you people know that there That's all. That is my point. I have been here five years, and for five years I have been begging you, I have been begging the Chief do something, upgrade some people and then you all gave me a Lieutenant Jordan, and then you all gave me a captain, whatever he was. Now, you are I will never get but one. I mean, give us something in the year that people can look forward to when one guy drops dead, at least you got somebody else to step in his place. Chief McCullough: But there is a system that says, you have to be on the captain's list to be promoted to captain. There is currently a freeze in place that will make that list last forever! Mr. Dawkins: Well, that is what I have no problem with that. Mayor Suarez: Could we suggest a different test? Chief McCullough: I can't do that because the list has been frozen. Mayor Suarez: And that would be validated and we would have a real correlation between the person's ability... Chief McCullough: We can't do that. We can't do that. Mayor Suarez: Can't even suggest one? Chief McCullough: You have a list that is in place with 15 or 17 people on this list, where no one has been promoted off of this list yet. The first promotions that became available, I made my recommendations. Mayor Suarez: For future promotions, if there were any to be approved by the Commission, a whole different system, the same one that treats minorities fairly. By the way, I don't buy the argument... Chief McCullough: I disagree, if you think they have treated minorities unfairly in the testing division. We have nothing to do with the testing procedures. We actually had a company come in, we paid them almost $40,000 to do an assessment center testing for chief fire officers. Mr. Dawkins: Did you apply imply there was unfair testing of minorities? ld 54 September 4, 1986 11 1 �M.w> Chief McCullough: I said I don't have anything to do with the testing, and I xE don't agree that it is unfair. Mayor Suarez: You don't think it is unfair? Chief McCullough: No, sir, I don't agree. Mayor Suarez: You don't think there is a better system. They could maybe put more emphasis on experience and other factors that are not tested? Chief McCullough: We went to a better system, we did that! That last test that we gave, under our recommendation, we spent $35,000, and hired a doctor out of a university in California to come in here and do assessment center testing for chief fire officers. That is the list we are working with. There has not been a single promotion off that list. There has not been a single promotion off the captain's list. Mayor Suarez: Do you have any citizen participation in the evaluations and assessments? Chief McCullough: I don't believe there was. No, these were... essentially 4 these were chief fire officers, deputy chiefs from other fire departments throughout the United States representing minorities. There were Latins, there were Blacks, there were Anglos on this group. This is the fairest way of testing that has been devised in this country today. Mayor Suarez: My only point, really, is that I don't think there is any increased risk, as long as the people have the experience, as the Commissioner said, and they can act in that capacity, so I don't think you are going to be t`. able to convince me that there is any increased risk from having people who .: are not officially promoted. Mr. Plummer: Is your budget about the same as the rest, 90 percent as people, and 10 percent... r. Chief McCullough: 96 percent people. Mr. Plummer: 96 percent people? Chief McCullough: I guess it is 94 point something, 94.6, I believe. .�, Mr. Plummer: So you are higher. Chief McCullough: Probably. The reason is, our commodity codes are so low. We only have $2,000,000 in commodity codes. I think the Police Department has something like $12,000,000 or $13,000,000 in commodity codes. (INAUDIBLE BACKGROUND COMMENTS) Chief McCullough: Our commodity codes are very low. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: If I cut your budget by 10 percent, what would go? By the way, Mr. Manager, I asked you in a memo... (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: Mr. Manager, I asked you in a memo, which has not been complied with, to give me a list prior to budget workshops or hearings, of what it would implement a three percent cut, a five and a ten, and I never heard back from that, plus the memo asking for the working draft papers of all budgets, and of five departments, and I never heard back from that. (INAUDIBLE BACKGROUND COMMENTS) Chief McCullough: OK, well, it would be all people. The commodity codes, you still the fuel, you still need the light bill, you still need the phone bill, it would be all people. I think ten percent would be almost $4,000,000. That would be what, around 200 people? ld 55 September 4, 1986 Wl Mr. Plummer: No, it would be around seven. The budget man is telling me 2.6 million for 50. Chief McCullough: Whatever these numbers are, I don't ordinarily deal with them. OK, whatever that number is. I don't ordinarily deal with them like w:. that. Mr. Plummer: So you are talking about 75 people, and you have been running 31 short. Chief McCullough: I am not 31 people short. We have replaced... Mr. Plummer: 33 vacancies. Chief McCullough: It is officers, it is promotions. In other words, I have a firefighter who should have been promoted lieutenant, who hasn't been promoted, and he acting as a lieutenant if he is there. We use people that are on the list if we have them, sometimes you don't have them and you use somebody else. Mr. Plummer: Well, you know the thing that bothers me, Kenny, that you didn't... Chief McCullough: Our positions are all filled, by the way. We don't have any vacant positions. Mr. Plummer: The thing that bothers me, I guess, about the statement that you made, all right, is that you went into a fire station and you found one station with a man there who was acting supervisor, who wasn't old enough, or enough experience, whichever it was, to take the lieutenant's exam. Chief McCullough: The last lieutenant's exam. Mr. Plummer: The last lieutenant's exam... I am assuming he is young, inexperienced. Chief McCullough: 21 years old, been on the job three years. Mr. Plummer: Did you... you didn't follow that up. I guess what I wanted to hear you tell me is that you went and took one of your top brass, and brought him over to that station to serve until someone else was there. Chief McCullough: Didn't have them. They weren't there. We had transferred the officer of that station to a multi -company station, and he was in charge of three companies that day. Mr. Plummer: These two don't work in stations. Chief McCullough: No, they don't. Mr. Plummer: Did you call either one of them to go over there and sit there that day? Chief McCullough: No, I didn't. Mr. Plummer: Why didn't you? Chief McCullough: Because the truck was manned with experienced people with an inexperienced officer. Mr. Plummer: Kenny, you were the one that was complaining that the man who was there... Chief McCullough: That is correct, that is a risk. That happened that one day. Mr. Plummer: Why didn't you pull some of the brass over and put them there? Chief McCullough: I wasn't astute enough, I guess. I should have done that. Mr. Plummer: That is what I wanted to hear. questions of the... Thank you. I have no further id 56 September 4, 1986 Chief McCullough: Commissioner, this is the promotion list that you asked for. (INAUDIBLE BACKGROUND COMMENTS) Chief McCullough: Do you want any of the charts showing the breakdown or distribution of funds? Mr. Dawkins: Are you finished? Mr. Plummer: No, I said I am finished with my questions. Oh no, no, I fully intend to go into this again at the public hearings, because today, in my description, it has been really nonproductive, so my questions today, I am finished, but I have a lot more of them. (INAUDIBLE BACKGROUND COMMENTS) NOTE FOR THE RECORD: Commissioner Kennedy entered the meeting at 2:45 p.m. Chief McCullough: I need to have a copy of these studies that are being referred to. I don't have a copy of them. (INAUDIBLE BACKGROUND COMMENTS) Chief McCullough: Yes, I haven't seen them either. We had a loose conversation yesterday about a lot of things, and I do not have a copy of the study. Mrs. Kennedy: One of the questions that I had Chief, was I saw a lot of fire chiefs still doing desk jobs, you know, firefighters doing desk jobs... Chief McCullough: We have 23 uniformed firefighters who are not assigned to the field or into combat fire fighting, if that answers your question. Mrs. Kennedy: Yes. Chief McCullough: Most of these people are staff, typically, higher ranking officers. Mrs. Kennedy: Chief McCullough: Eighty, four more than last year. Mr. Plummer: At the public hearing, I will want you talking about your reporting process. Mr. Dawkins: Is that excluding, or including the seniors who were hired with a special Chief McCullough: That excludes the seniors. We have 35 senior citizens that are funded by a U.S. Department of Labor grant which is handled here by two local agencies. We have had that since 1978. Mayor Suarez: What do they do? Chief McCullough: They do home safety surveys, do approximately 65,000 surveys a year. Over the past... since 1978, we have increased the number of smoke detectors in homes to approximately 70 percent now, and it is for people who are over 55, and make less than $5,000 a year. It has been a very productive program. Mayor Suarez: What is the cost per person in that program? Chief McCullough: Cost per person? I don't know their answer to that. We don't pay anything. Mr. Dawkins: It's funded by the Senior Citizen Grant, Mr. Mayor. Mayor Suarez: Just wondering. ld 57 September 4, 1966 k Chief McCullough: Our portion of it is to provide a place for employment at some point. We actually hired six of these people over the eight years, or the nine years of this grant, which cost us $18,000 for these people, six people part time. Christy Hickman is the supervisor of this program, manages it. Mr. Plummer: Kenny, I want to talk with you, the next time you come up, I want to talk about your report process system. Chief McCullough: The incident reporting? Mr. Plummer: The seven page report. Mr. Plummer: Oh, yes, they have a seven page also; whether it is raining, or the sun is shining, or it is cloudy, or it is snow, or blizzard. Mayor Suarez: Chief, I hope this does not sound like an irrelevant question, but how many fires in the City of Miami last year?... as opposed to the year before, and so on. Do you have any charts that shows that? Chief McCullough: No, I don't have any. I will have that for you next time. Mayor Suarez: I guess that is a tough question in the sense that if you had less fires, it could have been that prevention was better, but... Chief McCullough: That is the way we see it. Mayor Suarez: The alarm chart, you know, has never really impressed me a lot. Chief McCullough: Well, I guess it just shows work load. That is the reason we continue to show it, that if you go back twenty years ago... Mayor Suarez: You have got to do something with this. Chief McCullough: ... and we went out 10,000 times, and we had 600 people, and now we are going out 45,000 times, the work load is tremendous on the firefighters and the fire stations, they used to have a lot more spare time. That same firefighter is now doing building inspections, he didn't used to do those; he does tactical surveys, he didn't used to do those; he performs as an emergency medical technician, and not just a firefighter, so they do many more functions, and I guess the point that I was trying to make was the productivity, and now we are looking at quality assurance, and standards. Mr. Plummer: Mr. Manager, which budget are we looking at that issues the occupational licenses? Mr. Odio: That is Finance. Mr. Plummer: Good, I want you to get them well prepared, because it is my intention to rip them apart. I mean, I want to know why, when I fill out a form, I've got to tell them what my sex is, not preference, but my sex, and I've got to know how many years, and how many square feet I've got, how much rent I pay, and my gross sales. Why all this information is necessary on these damn forms, is beyond me. I fill out on my police report burglar alarm what my alarm number is, with all... and you ought to see that form, that is delicious, and now here again, on occupational licenses, I've got to give them my burglary alarm, and all the inquiries all over again. Why I have to tell them how many part time employees I've got, the number of full time employees I've got... it is just absolutely ridiculous! I am now making out, in my business, I think 13 or 14 checks a year to the City of Miami. Mr. Odio: We are checking into that; you brought that up in a City Commission meeting. Mr. Plummer: I don't mind writing a check, but I am tired that every time I turn around, I am writing another check to the City for occupational license, certificate of occupancy, the annual inspection by the Fire Department, you know...! Mr. Dawkins: You don't have to sign, your brother could be signing. Id 56 September 4, 1966 Mr. Plummer: You don't understandl I don't mind making out the check. It is all these damn, cockamamie forms that in my estimation are totally useless, that we are putting every taxpayer through, and there is no reason for itl Tell me a reason, and I will be glad to listen, but this is every form you get from the City, they want 40,000,000 pieces of information, and then they double the damn price. Chief McCullough: I can answer that for you. It is the age of information, and I am telling you, everybody that we deal with, they want to know how many firefighters the male or female, how old were they, were g j were yured were in !' they playing, were they responding to an alarm? <: Mr. Plummer: But, Kenny, why do I have to have the name of every fireman that r: was riding the truck to a false alarm? Chief McCullough: It is required. Mr. Plummer: By who? Chief McCullough: The State. Mr. Plummer: Then change itl Don't sit back and just accept that is what you have got to dol Chief McCullough: Well we need to know who responded to those alarms. When ." you go to court, you have to provide people who were there. How do you know who was there seven years from now when you have to go to court? Mr. Plummer: Who cares? Chief McCullough: Because we are required to go to court. I rode the rescue :. for ten years, I went to court twice. Our guys go to court twice a week nowl Mr. Plummer: Do we allow it? Somewhere along the line, somebody better realize that this City next year, like all other major cities in the United States... Chief McCullough: Oh, I agreel Mr. Plummer: Is losing ten percent of our viable income. It is not going to be there, it is gone. It is gonel And I don't see... I see the Manager, and I hear the Manager, but I don't see it in these numbers, addressing that we are going to have a damn serious revenue problem. I don't hear anybody — - talking about, "Hey, here is the way I can cut my budget, if I cut out one -- position, or I cut out this supervisor, I do this, and we group them together." I don't hear any of that in budgetl All I hear in budget is, "I need more people, I need more positions, I need more promotions." You know, something is contradictory. Our revenue is going down. Now, where in the hell is this thing going to come together? Mr. Odio: You have a balanced budget. Right now, that's proposed. You can change it any way you want it, I know. We had a staff meeting last week. We are working on the 188 budget. In that proposed budget, we are working on a twenty to thirty million dollar reduction of the this, more so and the Chief will tell you everybody else is supposed to be working, and hopefully we can have a budget by May, showing a $20,000,000 to $30,000,000 reduction, knowing that we will have it. Mr. Plummer: Well, if you are using the old strategy of municipal thinking, I agree with that, but we are only addressing a $12,000,000 problem. Mr. Odio: I want to address a $30,000,000 problem, which is the real problem. The real problem in this budget is that we held the line. They have cut... he has increased services in the Fire Department with less people and less money, because the fact is, you were not here when he addressed the rescue... Mr. Plummer: Well, but you see, look, budget is all priorities. That is exactly, OK? He not his, then you set it, then we set it. OK, don't let me on Tiller's bandwagon, but let me give you a damn good example as one individual driving down the street. I had to bring to your attention, the Administration, for God's sake, go paint Winward building. Yet, I could drive by Kennedy Park the other day, and they are putting up more recreational Id 59 September 4, 1986 �r .$, equipment in Kennedy Park, and Kennedy Park is good, it is very much used, but why are we not addressing the other problems? t•; Mr. Odio: We are, Commissioner. I made a personal inspection of the park Y system two weeks ago. All of the parks that are in need of recreational n equipment, and I am talking about not the parks that you see, but the ones in the neighborhoods, like Virrick, and Shenandoah, which is a mess, and Clemente x' Park, which, I went down there, and the guys are afraid for his life to come µ>' out to... Mr. Plummer: But, why are you spending money in a first rate park like ' Kennedy? Mr. Odio: Well, because we are going to spend it on all. Mr. Plummer: Why not bring the others up to Kennedy's level? Mr. Odio: Because... I agree, but why we did it in Kennedy was just to fix the vita course. That is peanuts compared to what we need to do in the other parks. Why let the vita course run down, when we have something good. That park is highly used. Why let that one run down? -. Mr. Plummer: Then you have got others you can't even use. ¢�= Mr. Dawkins: That is why they are not hardly used. There's not a damn thing in them. Bring up the standards and they'll be highly used. Mr. Odio: Well, I agree with all of you that we have to _ ;q Mr. Plummer: Mr. Manager, before I come back to another budget hearing, I zaa would like a breakdown of every park, how much money is dedicated to that particular park in this coming year's budget for improvements and then this Ab` Commission will set the dollars of how they are going to be spent. Mr. Dawkins: And the priorities. Mr. Plummer: Well, dollars set the priorities. ' Mrs. Kennedy: But, can I just have a guesstimate of how much it will cost to fix all of the parks, how many millions of dollars are we talking about? Mr. Odio: $20,000,000 to $30,000,000, and if you went out and did what you �= need to do, but if we... at least what we need to do right now, and we are =- addressing that problem now, is to put new recreation equipment for kids... Mr. Plummer: And that is a waste of money if you don't have the people there to guard it. Mr. Odio:... and to fix up the yards for the day care centers where kids are playing in the dirt. (INAUDIBLE BACKGROUND COMMENTS) Mr. Dawkins: I mean, it is not nobody's fault. Mayor Suarez: We are sort of getting off the Fire Department here, but OK, thank you, Chief. That capital improvements budget for parks is something we are going to bring to you soon. Mr. Odio: Fine. Mayor Suarez: Clemente, I know the estimates there, are over $2,000,000 to improve it and bring it up to par with the others. Mr. Plummer: I hate to tell you that we spent almost $3,000,000 five years ago to bring it up. ld 60 September 4, 1986 0 8 ----------------------------------------------------------------- 3. PRESENTATION BY SOLID WASTE DEPT. Mr. Joe Ingraham: Good afternoon, Mayor and members of the Commission, I would like to begin this afternoon's presentation of the Department of Solid Waste's budget by rendering you some brief priorities in reference to the Department for the next fiscal year. These go beyond those that have been submitted to you. One of the first things that we would like to do in reference to a priority before next year, is to fully implement Chapter 22 for its recent revisions. This has been done per the directives of the Commission thus far relative to the recent filling, based on the Commission's approval, of 33 positions within the Department of Solid Waste. Mr. Plummer: What is Chapter 22? I know it is after 21, and before 23, but what the hell is it? Do you know what Chapter 22 is? Mr. Ingraham: It is a reference to your question of the City of Miami's municipal code relative to the ordinance that... Mr, Plummer: Is that the thing we... Mr, Ingraham: Yes, sir. Mr. Odio: Be less technical. Mayor Suarez: Layman's terms here for us. Mr, Ingraham: OK. Per your approval of that, we have I stated recently filled 33 vacancies within the Department, of which 26 of those were Black males, two were Black females, two were White males, and three Latin males. In conjunction with doing that, we also will be in the process as of a week from today, replacing those individuals that were standby laborers in that group, with an additional eighteen standby laborers which are technically called 99, per Sanitation Employees Association agreement with the City of Miami. All of these things in reference to Chapter 22 are to provide more services and to enhance those services to the citizens, and commercial entities of the City of Miami, One of the second, and also a high priority of the Department for next year is to become more revenue aggressive. This is relative to the additional fees that you as members of the Commission and Mayor also passed relative to the revisions of and in Chapter 22 of the City's Municipal Code. The third thing that we are doing in the Department of Solid Waste for the first time in its history, is to implement an automated process and center for record keeping, in reference to vehicle maintenance, manpower assignments, scale fees and billings. This process is under way in conjunction with, and under the supervision of the Department of Computers. The fourth priority in reference to the next fiscal year is the continued reorganization of the administration of the Department of Solid Waste, to insure that all services that we are putting into place, along with our aggressive revenue mode, would be successful. Fifth, to provide additional training for code enforcement officers in conjunction with the Miami Police Department. One of the primary elements of the revisions in Chapter 22 is to insure that the collection systems of both trash and garbage are adhered to by the general public, before we can hold that obligation upon them, it is incumbent upon us that we train our people more so than they have been prepared in the past, to do a job that is in accordance with what I perceive to be administrative excellence, and we are about the pursuit of that. Mayor Suarers What is the time table for beginning the whole new system? By the way, people throughout the City are telling me at least that the City is a heck of a lot cleaner, Joe, so you ought to be commended there. Mr. Ingraham: September 15th will implement the trash system, September 18th, we implement the garbage system, and... Mayor Suarez: You have done some trials? Mr. Ingraham: Yes, Flagler Street. We receptacles that are portion... sir, in fact we started already in pressure cleaning have completed one prototype in reference to the litter in the lobby of City Hall now, and we have completed a Id 61 September 4, 1986 0 a ti Mayor Suarez: It is an appropriate place! =f Mr. Ingraham: Yes, so the others will be replaced with those. We have approximately about another 200 or more at the Department that we will be refurbishing with new liners to go out to replace those that are out now. all Mayor Suarez: You have done some trash pickup too, on a much more frequent basis, haven't you? Mr. Ingraham: Yes, we have. Mayor Suarez: What neighborhoods? Mr. Ingraham: We have intensified that in Little Havana, in Liberty City, parts of Allapattah, and Overtown and many of the other areas of the City of Miami. Concentrating after, we had a meeting with community leaders in the Department approximately two and one months ago, listening to their concerns relative to our implementation of this new system, to go through and initiate a means by which we could them an idea what we would be doing, listening to us in that particular regard. Mayor Suarez: Will there be any public service message, or anything indicating to people not to throw out the junk items out there on the curb? _.. Mr. Ingraham: Yes, we are in the midst right now, hopefully, starting as of tomorrow, we have recently acquired uired a firm that will do a full scale door to , door distribution of the new garbage and trash schedules. Mr. Dawkins: Of who? You hired a what? To do what? Mr. Ingraham: We are going to distribute the new trash and garbage collection process to the citizens of Miami. Through the means of the Department, sir, we... Mr. Dawkins: We got 99 sitting down doing nothing, and you are going to hire k a firm. We got to be out of our minds! 99 City of Miami, .................. because the collect the garbage, and the can't do nothing with it and we 6 g , Y g , can't pay them to deliver the whatever it is? OK, by the way, how many people did you say you hired, Joe? Mr. Ingraham: Thirty three. Mr. Dawkins: What days, give me the days these individuals report in to work. Mr. Plummer: Yesterday. Mr. Ingraham: Most of them are already working. These are individuals already in the Department. Mr. Dawkins: Give me the dates that they started in the new positions. Mr. Ingraham: They will start in the new positions... Mr. Dawkins: But, you haven't hired anybody. You are in the process of hiring. Mr. Ingraham: We are in the process of promoting these individuals. Mr. Dawkins: Mr. Manager... Mr. Odio: Yes, sir. Mr. Dawkins: Here again, I am very disturbed. How long have you been promoting these people, Joe? When was the date we agreed on Chapter 22? j -- Mr. Odio: About... the last meeting in July, wasn't it? Mr. Ingraham: Yes, it was the last meeting of the Commission in July. �i Mr. Dawkins: How long do you take to put somebody to work, Mr. Manager? OK, they have explained to me that the reason they are not working is the system —i ld 62 September 4, 19$6 r saying you have to get a physical and all. physical and go to work. It don't take eight weeks to get a Mr. Ingraham: Mr. Vice -Mayor, individuals I have been informed per the Department of Human Resource for Personnel Management, that they will be on board as of a week of today. Mr. Dawkins: They have fed that line for four straight weeks, Mr. Ingraham. I want to see the Manager now, OK? Mr. Ingraham: Yes, sir. Mr. Dawkins: For four straight weeks, I have been hearing... when is the last time you told me that they are going to go to work this week? How long ago was that, sir? Mr. Ingraham: Approximately two weeks ago. Mr. Odio: We had a meeting in your office ... Mr. Dawkins: Is your name Cesar? Mr. Ingraham: No, sir. Mr. Dawkins: All right, thank you, sir. What day was that? Mr. Odio: what was the date? Mr. Dawkins: I think that was the first week that the Manager took off to go on vacation, that was the first week of August. All right, here we are, in September, and they prepared a 922 and get them down to Personnel and it takes 30 days for Personnel Department to get them a physical and get them back to work. Mr. Odio: I was told that we had to... Mr. Dawkins: They were supposed to do it. The breakdown is somewhere else. Mr. Odio: We had a meeting in your office just two weeks ago, and I was told the people would be at work the next day, but I am bringing the Personnel Director here, and make sure that... Mr. Dawkins: I want to put the people to work. Mr. Manager, whatever we have to do, get them to work. (INAUDIBLE) ... the 922, the people have got the physicals, and they are ready to go to work, and I will tell you how I feel about it. We are juggling around trying to save money in this budget that you already budgeted, and at the end of the year, you are trying to snatch it out; that you don't want to put nobody to work. Mr. Odio: Mr. Dawkins: The longer you don't put people to work, for these budgeted positions, the more money we got to ... Mr. Odio: That is not the case in this case. I instructed them to hire them. Mr. Dawkins: But, see, your instructions didn't mean a damn thing. Mr. Plummer: Do you know, Mr. Dawkins... take a guess at what you think the average salary of the sanitation worker is? What the average cost of a sanitation worker is, average. Mr. Dawkins: Average? Mr. Plummer: Yes, what do you think it is? Mr. Dawkins: About $16,000. =j Mr. Plummer: Yes? How about $39,000? =i! Mr. Odio: That is the entire budget divided by =i i ld 63 September 4, 1986 ft a Mr. Plummer: No, sir, that is the personnel budget, the entire personnel budget divided by the number of employees. Mano, am I wrong? Mr. Surana: $36,000. Mr. Plummer: I have $39,312.62. If you take and you divide 457 employees by $17,965,868, it comes out to $39,312, average employee, across the board. Mr. Mayor, you did a study, was it over $40,000, or over $50,000? Mayor Suarez: Over fifty - 204. Mr. Plummer: The Police Department, the average salary cost factor across the board of the Police Department exceeds $44,000. That is average, from the top to the bottom. Mayor Suarez: Well, in the law firm, just to give you an example, I don't know about your business, but in a law firm, the overhead is about 60 percent in excess of the entire budget, so, there you are showing $39,000 for one sanitation employee, assuming a 50 percent overhead, that is an average salary of almost $20,000 a year. Is that a fair overhead estimate? Mr. Ingraham: It's $36,000, sir, you're right. Mr. Plummer: $26,000 what? Mr. Ingraham: That is the average, excepting all of the... Mr. Plummer: You are speaking about salaries, not without fringe. UNIDENTIFIED SPEAKER: I can tell you what the average salary is for waste collection. Mr. Plummer: No, sir, I am telling you from the top, to the bottom. Mayor Suarez: He's saying the cost. Mr. Dawkins: Mr. Plummer: I am talking about from the top to the bottom... Mayor Suarez: Based on the budget. Mr. Plummer: The average cost to the taxpayer per employee in Sanitation is $39,312. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: What do you mean deceiving? It still cost these dollars to the public! What do you mean deceiving? Deceiving, hell. If I don't give them, it will be deceiving. Mr. Dawkins: One more question, Mr. Ingraham. We bought a piece of equipment to clean the downtown streets. We only do that at night, is that correct? Mr. Ingraham: Right now, we are considering changing that. Mr. Dawkins: Can you take that machine and send it out to the shopping center on 3rd and clean that sidewalk... (INAUDIBLE)... Mr. Ingraham: That is exactly what we are contemplating doing. When I said organizing - the administration of the department, that is part of what we are talking about here. Mr. Dawkins: Are you ready to get into the numbers? Mr. Ingraham: I just have two more things, and I am ready to right into that. One of the other things that we are doing right now that had not been done in the Department for three years, that indeed, I found to be a severe operational problem was the lack of heavy equipment training. We have run now, as of last Saturday, the 2nd of a series of heavy equipment operator training meetings, training individuals to be truck drivers, trained Id 64 September 4, 1986 iVA i operators, and so forth and so on, and relative to the overall manpower of the Department, we have a mandate to hire more additional Latins and Anglos within t the Department. You can go right into the budget now. As you see, it is very self explanatory. 94 percent of the total budget is devoted totally to waste collection. 2.3 percent, in reference to code enforcement, and 3 percent �f relative to the director's office. Are there any questions? .;. Mr. Dawkins: No, we won't stop you for questions. -; Mr. Ingraham: Go right ahead, Joe. This is indicative of the total revenues of the Department. At the present time, we received approximately $13,800, equivalent of 44.8 percent into to the department from solid waste fees. We y receive another 35.6 in revenue, $11,000,000, from the General Fund of the City of Miami. Also, relative to Chapter 22, we project to receive approximately 19.4 percent of the budget, $6,000,000 in reference to trash collection fees. Here you have the personnel requirements for the Department, that goes back to 1983 through 1987. What I would like to do, that is not stated here, is to give you a breakdown on individuals hired in this time period. Between 1983 and 1984, one individual was hired, that was a stock clerk. Between 1984 and 1985, one complaint officer and two Typist Clerk II's - were hired. Between... yes, sir? Mr. Dawkins: Why is it relevant to what you are saying? Mr. Ingraham: It is relevant to the increase in the work force of the Department, from 1983 through 1987. If you want me to move ahead, it is no problem. (INAUDIBLE BACKGROUND COMMENTS) Mr. Ingraham: No problem, you write it and I will come pick it up. a (INAUDIBLE BACKGROUND COMMENTS) Mr. Ingraham: The Department of Solid Waste's total budget for FY11986-187 is $30,975,791, of which 41.9 percent is of the total budget. I would say comparatively speaking to other budgets, that this is really within the ball park that we have been working to do, sir. Also, it is very important in I reference to fixed types of costs that we have no control over, but we have been able to benefit from some reduction. 31 percent of the total budget is relative to Dade County and disposal fees. Recently, we have been able to have a reduction in that, of approximately $950,000, is what we equated out to y be in reference to a decrease in their fees. They had increased it somewhat higher. The projected fee in reference to FY186-187 would be $9.00 for the " transfer or tipping fee and the $27.00 for disposal, equaling a total of $36.00 in reference to this 31 percent, and obviously the other costs here are -- fixed costs that are very self explanatory in reference to the overall budget. Are there any questions in this segment of the presentation? Go to the next. Mrs. Kennedy: Just keep on going until we stop you. Mr. Plummer: You can give me all the presentation you want, Joe. Let me tell you what I want to hear. I want to know how you can pick up my garbage better at a better cost, that is what I want to hear, I haven't heard that yet. Those two barrels that you left in my yard, I told will cost you $1,000,000 a barrel. Mr. Dawkins: I will move them myself for that. Mr. Ingraham: This is the affirmative action status of the Department at the present time. Within the Department, as you see, we are maintaining approximately a 95 percent minority ratio. This is predominant to our waste collectors. (INAUDIBLE BACKGROUND COMMENTS) Mayor Suarez: Yes, don't worry too much about affirmative action in the Solid Waste Department. I think we are doing quite well there. Mr. Ingraham: That is it as far as the budget is concerned, of the Department of Solid Waste. That is it. ld 65 September 4, 1986 J (INAUDIBLE BACKGROUND COMMENTS) 0 Mr. Plummer: Yes, I want to know how many inspectors you have got. Mr. Ingraham: Right now, we have a total of 13 inspectors, including a ... excuse me, it inspectors, including the Chief of Code Enforcement and the Assistant Chief, and we are bringing on, in the present budget, two additional, plus five, as it relates to Chapter 22. Mr. Plummer: What are those two guys that drive around in a white Plymouth that do nothing. What are they supposed to be doing? Mr. Ingraham: Which two guys? Mr. Plummer: I don't know. I see two guys that drive around from the Department of Sanitation. Mr. Ingraham: Are you sure they are from the Department of Sanitation doing nothing, sir? Mr. Plummer: Well, I am not going to say that they are doing absolutely nothing, because they are driving a car. Mr. Ingraham: I would like to know who they are, so they won't be here much... Mr. Plummer: All right, do you have a supervisor out in the field? Mr. Ingraham: Yes, we have an assistant chief of code enforcement, that, along with the chief of code enforcement, that supervises people. Mr. Plummer: What are we doing... in this new plan, are we going to twice a week trash pickup? Mr. Odio: No, once a week for now, it depends on the neighborhood. I think , we will be informing you, it might be a Tuesday, it might be a Wednesday, but it will be picked up once a week. Mr. Plummer: So what you are saying is, I can only clean up my yard on Thursdays. Mr. Odio: Mr. Plummer: Because you only pickup on Fridays. Mr. Odio: If it is your neighborhood, it is going to happen to be on Friday. Mr. Plummer: So, you and I and Rosario are going to have to take off on Commission day so we can go clean up our yards to put it out the night before! Mr. Odio: Now, the other thing is that... Mrs. Kennedy: You can do mine while you are at it. Mr. Odio: Something that you never had before, too, is if you have a refrigerator, or something that you want to throw away, and call in and you have... Mr. Plummer: Don't tell me that. We had that in the past. You are just reactivating an old program. Mr. Dawkins: Didn't you guys tell me, Chapter 22, or whatever it is, there will be trash pickup twice a week? Mr. Plummer: That is what they told me and I am now hearing a different story. Garbage pickup is great. Mr. Odio: We are starting with one and as soon as that is in ... Mr. Dawkins: No, no. What did we agree on with Chapter 22 with trash pickup? Mr. Ingraham: We have it right here to show you, sir. I 66 September 4, 1986 0 2,' Mr. Dawkins: No, no. (INAUDIBLE BACKGROUND COMMENTS) Mr. Ingraham: Mr. Manager, we have it so that they can see it graphically. Mr. Bose will be displaying that to us. Mr. Bledsoe, thank you. Mr. Bose, go right ahead. Mr. Salil Bose: OK, we have divided the City into five sections, and each section is again subdivided into five equal parts, and we will be deploying the trash group into each of these sections, so they will be going on a Monday of Section I of a particular area and another group will be going over here fourth and fifth group. In essence, each of the sections would be covered once a week on a scheduled basis and on a selective basis, we would go back and collect, if someone has left any trash. Mr. Plummer: Well, wait a minute. How did that differ before this renovation of Chapter 22. Prior to that, I had twice a week garbage, and once a week, trash. Mr. Bose: No, sir, prior to that, you had once every two weeks. (INAUDIBLE BACKGROUND COMMENTS) Mr. Bose: Now, you are getting scheduled once a week, and selective, every day. Mr. Ingraham: And, members of the Commission, what we are doing here, is that there will be a simultaneous trash pickup in every part of the City every day. As it has been collected, when I came into the Department, you would have all the trash being collected on one part of town, not being done on another part of town. We would be working like in that part of town, and in other parts, trash is building up. Under this system, trash would be collected on a daily basis throughout the entire City of Miami. Mr. Dawkins: OK, where would you find... where am I going to get the equipment to implement Chapter 22, since the voters turned down the thing the other day. Mr. Plummer: Bond. Mr. Ingraham: There are two approaches we can take to that. Once we have some minimal revenues left from previous bonds sold. Mr. Dawkins: What is minimum? Mr. Ingraham: Approximately $600,000 or $700,000. Mr. Dawkins: OK, what do we need to purchase the equipment that you told me we needed to get this going? Mr. Ingraham: The same amount between 2.5 to ... $2.1 million. Mr. Dawkins: All right, take seven from that now, Mr. Bledsoe, and we have got... take seven from $2.1 million. Mr. Bledsoe: You are talking roughly about Mr. Dawkins: Now. Mr. Mano... Mr. Surana: Yes, sir. Mr. Dawkins: Where will you find $2.1 million to purchase the equipment I need to finish implementing Chapter 22? Mr. Surana: We are looking at a couple of things right now. One, we might look at the lease program. Mr. Dawkins: What lease program? Tell him straight, Mr. Manager. Mr. Odio: No, we are not going to look at the lease program. Id 67 September 4, 1986 has, (INAUDIBLE BACKGROUND COMMENTS) Mr. Odio: What I want to do, first of all, we are checking to see what the interest rates are, and we still sell the bond issue, if the interest is right, we can sell it. What we were asking for is if the interest went up, we can get into... (INAUDIBLE BACKGROUND COMMENTS) Mr. Dawkins: Where are you going to take the $2,100,000 from purchased equipment and put it back when you sell the bonds? Mr. Odio: We can borrow the money from... we have got franchise fees or whatever. That we can find, but the long term solution is not go out... Mr. Dawkins: Find the money for me. I bought this on the strength of what we were going to do to clean up the City. I mean, I don't want to come back to you and find out that we didn't do what Chapter 22 said we were going to do, because we don't have the equipment. Find it, buy the equipment, borrow it, and when you sell the bonds, put it back, with interest. Mr. Ingraham: Is that it, members of the Commission, Mayor? Mr. Plummer: Well, you know, I guess the question that I've got, in my particular ... I am using my house as an example. Mr. Ingraham: Yes, sir. Mr. Plummer: I bought two, because of this, "Don't put it out on the street" bit, which I concur with, that is fine, so I went out and I bought two extra containers. I have two for my garbage, and two for my trash, but the problem is, they don't pick them up. Why? Mr. Ingraham: Well, first of all, we had started where you would not be able to do that, as you said, not able to put trash in the right of way. Mr. Plummer: Well, no, there is going to be violations. Mr. Ingraham: That is no longer the case. You would be able to do that. Before, we had talked about proposed to combine bundled trash and garbage. We are no longer doing that. You would be able to place your trash, and the clippings, whatever it might be, in the normal spot that you have been placing it. It does not have to be in a receptacle. If you choose to do that, it is fine. If we have not picked it up, sir, we will do that. Mr. Plummer: Well, wouldn't it be easier, cheaper, and better, all the way around, that when the garbage truck comes... Mr. Ingraham: Sure. Mr. Plummer: ... that if you got four containers, instead of two, that they just pick them up? Mr. Ingraham: Sure, yes, sir. Mr. Plummer: Well, why don't they? Mr. Ingraham: You are talking about a system that we have not approved under the revisions of Chapter 22. Mr. Plummer: Why? Mr. Ingraham: I can't answer that one for you, sir. Mr. Plummer: You are telling me it is a good way of doing it, but you are telling me you haven't done it. Mr. Ingraham: Yes, sir. Mr. Plummer: I am missing something. Id 66 Ssptember 4, 1986 i Mr. Dawkins: You can't mix garbage and trash when you go to the dump. Mr. Plummer: You can't mix garbage and trash. Where do you take garbage today? Mr. Ingraham: To the various transfer stations operated by Metro Dade County. Mr. Plummer: Basically, 20th Street. Mr. Ingraham: One of the two, yes. Mr. Plummer: Where do you take trash? Mr. Ingraham: Same place. Mr. Plummer: But you can't mix the two? Mr. Ingraham: They separate it. Mr. Dawkins: One section has trash... Mr. Ingraham: And one section has garbage. The rubbish trucks take in the trash, and the garbage compactor trucks take in the garbage. Mr. Dawkins: Again, I have got two more questions and I will be finished. Mr. Ingraham: Go right ahead. Mr. Plummer: I knew every department was going to be sophisticated but this one. Mr. Dawkins: In here you say significant accomplishments, develop departmental first manual of standard operation procedures and develop department's first policy manual. Do you mean to say that we had a department over there that had no S.O.P.s? Mr. Ingraham: For the past 30 or 40 years, sir. Mr. Plummer: That is called, more or less! Mr. Dawkins: And now Mr. Patterson is going to fire... sue us because he ... or something like this. Mr. Ingraham: I have nothing to do with that, sir. Mr. Dawkins: All right, I have another one here, that says that you continue to provide special services to the community in an effort to promote the economic, cultural development of such events as Calle Ocho, the Orange Bowl Parade, Grand Prix, Sunstreet, etc., etc. and you clean them up. Mr. Ingraham: Yes, sir, after each event. Mr. Dawkins: When you clean them up, the fees, where do the fees go? Mr. Ingraham: I can only speak in reference to where they are going to go. They are going to go into this Department's budget. They haven't in the past, but they will, as of this fiscal year, air. That is what we talk about in the highlights, in reference to our being more revenue aggressive, we have to give every dollar we generate into this budget. Mr. Dawkins: So when Calle Ocho pays for cleanup ... Mr. Ingraham: It is coming to our Department, yes, sir. Mr. Plummer: What percent of your budget is now directly the result of the $160 a year? Mr. Ingraham: That is $6,000,000 that we show here. Mayor Suarez: I thought it was $11,000,000. Mr. Ingraham: They are talking about the new fee. Id 69 September 4, 1986 it a s.. Mr. Plummer: Well, let's go to the other one. Mayor Suarez: The residential. Mr. Ingraham: It is less than 50 percent. Mr. Plummer: But, how much money does that raise entirely? Mr. Ingraham: It is about $13,800,000 out of $31,000,000. Mr. Plummer: Thirteen? Mr. Ingraham: Right. Mayor Suarez: That includes the commercial. Mr. Ingraham: It is 44.8 percent. Mr. Odio: I thought we were subsidizing the General Fund. (INAUDIBLE BACKGROUND COMMENTS) Mayor Suarez: Yes, $160 for each residence produces how much for the City? Thirteen, is it? Mr. Odio: 6,000,000 for the one and thirteen for the other. Mr. Plummer: What does the new implementation of the downtown fees raise? Mr. Ingraham: $6,000,000. Mr. Plummer: So, you are talking about then, $19,800,000? Mr. Ingraham: $19,400,000. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: What do you mean, give or take a few? What the hell does that mean? Mr. Ingraham: It is $19,400,000, to be exact. Mr. Odio: We need to subsidize it in the eleven million. Mr. Plummer: Wait a minute! Now, you know, Bledsoe wants to get technical, let's get technical! Mr. Ingraham: Bledsoe is not... Mr. Plummer: $13,800,000 and $6,000,000 is $19,400,0001 Mr. Ingraham: Mr. Plummer, Jim Bledsoe is not the director of the department. Mr. Plummer: We'd ever know that. Mr. Ingraham: Well, I am telling you that. Mr. Dawkins: One more question. Mr. Plummer: Well, can I... let me... Through the taxation and revenue, you are then two-thirds of your budget. That is the name of the gamel Mr. Ingraham: Yes, sir. Mr. Plummer: OK. Mr. Ingraham: That is where we are. Mr. Plummer: Are you then telling me through aggressive revenue seeking... Mr. Ingraham: You have got it, air. Id 70 September 4, 1986 Mr. Plummer: You hope to be in the enterprise fund? Mr. Ingraham: Starting this fiscal year, yes, sir. ' Mayor Suarez: No, no, wait a minute. Mr. Plummer: I am asking you! Mayor Suarez: Making an Enterprise fund is an accounting technique. Whether t' you can be self supporting as an enterprise fund is what you are saying. Mr. Odio: That is the question, whether we will be self supporting? Mr. Plummer: Yes. Mr. Ingraham: Not this fiscal year, it would be an impossibility. Mr. Odio: We can't do it. We cannot do it now. The revenues are not there. What we do want to do, and there are ways of increasing revenues without increasing taxation, is by going out and obtaining more businesses to deliver :q services to more businesses that are now using private services. Now, that, we can do. I have been told that we can be self sufficient in 18 months. I will believe it when I see it, and I wish we would do it, but I don't think "'- so, and I think that we have to be aggressive and we have to have that goal in mind, and we have for instance, businesses that are now calling us, that would want services from us, that we didn't have before, so that is the one and only revenue we have got left there, Commissioner Plummer. (INAUDIBLE BACKGROUND COMMENTS) ' Mrs. Kennedy: Let me ask, how about vacant lots? How much do you set aside Kk for vacant lots. 3 Mr. Ingraham: At the present time, we have $100,000 in the budget in ` reference to vacant lots. Mr. Plummer: Why do you have any dollars set aside for that? Isn't that collected from the owners? �F Mr. Ingraham: Yes, we get reimbursed for it, but we have to expend dollars at the present time to have private haulers go in and do the work. Mr. Plummer: But it should be a wash. Why is there $100,000 in your budget? Mr. Ingraham: But, we have to generate. We have to have some cash flow in order to do that. We have to pay that private hauler and then go back against the property owner, and whatever means.... Mr. Plummer: Not in a budget, you don't do it that way. UNIDENTIFIED SPEAKER: You may have to expend the money on one side but the property owners may not pay the City ... (INAUDIBLE) ... we may have to put a lien on the property, which means you may not recover it ... Mr. Plummer: So it is called a reserve, then. UNIDENTIFIED SPEAKER: ... until down the road. Mr. Plummer: Is is a reserve. Mr. Ingraham: No, sir, because the money is going out. We have to provide the service. UNIDENTIFIED SPEAKER: You are expending the money today. You may not receive the money back until 20 years from today. Mr. Plummer: Mr. Mano. Mr. Dawkins: And are we getting... Mr. Plummer: Monies that go out and come back, are they not a wash? 1d 71 September 4, 1986 (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: Yes, they do, and that is why I say it is a reserve. It is not a line item cost factor. Mr. Surana: It is not. What we are picking up as revenue is wash. Mr. Plummer: It is got to be. If they put out $100,000, and $100,000 comes back, it is not a line item expenditure! Mr. Surana: It is not. UNIDENTIFIED SPEAKER: not going to come back in the same fiscal year. Mr. Plummer: So, it is a reserve! Mr. Surana: Jim, it will come eventually, right? It is a wash. It is a wash. Mr. Plummer: It is a wash. The question I'm asking is, the $132,000, it should be that this recurring program, that that money should be coming back in. Mr. Surana: Yes, sir, it does. Mr. Plummer: That is not what he is telling me. Mayor Suarez: In a typical year, do we get enough from prior year's liens that we can cover a typical year's expenditures on that? Mr. Ingraham: Not, really, sir. Mayor Suarez: Or, are we going to get that, I guess they call it steady -stay situation at some point. 60%? Mr. Ingraham: In fact, the Law Department and Treasury Management have been able to step up proceedings legally to assist us in doing that, as far as the lien process is concerned. Mayor Suarez: Do we wait until they sell, or do we sometimes foreclose? Mr. Ingraham: We are going in right now. Mr. Plummer: Let me ask you this question. Is there a chance, are we doing that in house, or through a private contractor? Mr. Ingraham: We are doing that in house. Mr. Plummer: Well, would be smarter to turn it over to a private contractor? Mr. Ingraham: Are you talking collections, or the legal aspects of it? Mr. Plummer: I am talking about cutting the yard. Mr. Ingraham: Oh that is being done by the private hauler. I thought you were talking... that is all being done by private haulers. The City does not do... Mr. Plummer: But, we have got to bankroll the private haulers, in other words. Mr. Ingraham: Yes, we have to pay for it, sir, if that is what we are talking about. Other than that, we would have to hire more people, and we can't do that, buy more equipment, and we can't do that. Mr. Plummer: I have no further questions. Mrs. Kennedy: I have none either. Mr. Ingraham: Mr. Mayor, do you have any further questions of me? ld 72 September 4, 1986 0 i 1. Mayor Suarez: Not right now. Mr. Ingraham: All right, and the Vice Mayor is no longer here. Thank you very much, ladies and gentlemen. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: Just for the record, if it is any consolation to Mr. Ingraham, where I was putting him down for the $39,000 per average sanitation employee cost, Citywide, all employees if $44,576. Mr. Odio: That is too much money for that. Mr. Plummer: I agree. 4. PRESENTATION BY PUBLIC WORKS DEPT. Mr. Donald Cather: Mr. Mayor and members of the City Commission, I am Donald Cather, representing the Department of Public Works. This is our proposed 1986-187 budget. The figures on the side show the 1985-186 figures for comparable expenditures last year. The street lighting amounts to $4,966,000. It is a reduction of approximately $600,000. That is a result of the decrease in cost of fuel and it is automatically given to the City, depending upon the price of fuel adjustments. Other operating expenses, went from $513,000 to $766,000. Personnel services went from $6,590,000 to $7,787,000. Personnel services for the Department averaged $44,100, slightly less than the City average, despite the fact that a large percentage of the Department are professional engineers and architects. The interdepartmental expenses went from $1,400,000, to $2,101,000. We will now go to the details of where these expenditures went to. Mr. Plummer: Let me ask you a question. Mr. Cather: Yes, sir. Mr. Plummer: Mano, almost $5,000,000 of his budget is really not his budget. Mr. Surana: Right. Mr. Plummer: Why is it included under to make him look bad? Why isn't street lighting a separate entity unto itself?... giving a more realistic picture, as what in fact, the Public Works Department really is? I want to tell you, if I understand this correctly, $5,604,510, or 40 percent of his budget, is not hill Mr. Dawkins: City of Miami's. Mr. Plummer: It is a separate entity unto itself. Why in God's name, are we making it look like the Public Works is a $15,000,000 outfit, when it is only a $10,000,000? That's unfair! Mr. Surana: We can take it out and put it in Special Programs and Accounts. Mr. Plummer: Well, I mean, does it make sense to you? Do you have any of that $5,600,000 come to your Department? Mr. Cather: No, sir. We have one street light engineer who looks over the bills and approves all the bills and, we assign all the street lights, where they go, relocate them under our highway programs. Mr. Plummer: One person? Mr. Cather: Yes. Mr. Plummer: I just think it is totally unfair. Id 73 September 4, 1906 'Kyii tyi' 'f _ �fY Mr. Cather: This money is paid for. It used to come out of the franchise, but now it comes out of the gas, the local option gas tax. Mr. Plummer: I just think it is very unfair, and I just don't think it is realistic. It is not a public works allocation of dollars, and I would prefer that, to make it more realistic and be an honest thing that is, that it in fact, be under a special program, which it is. Mr. Surana: OK, we will change it. Mr. Plummer: Well, I think we have got to go one step further. Is there any possibility that we could get that out from under the ten mill cap as a capital outlay? i Mr. Surana: We will look into that. 3 ? Mr. Plummer: Well, you are freeing up $5,000,000 worth of your operational expensive, if you can take that out from under the ten mill cap. Now, I know it used to be, and I don't know how in fact, it became otherwise, and I think we should look into it. Mr. Cather: You could have that deducted from their franchise fee and have them pay it to us. ` Mr. Plummer: You know, that is exactly the point I was going to make, Don, s' OK, that if they take that out, and then it becomes a wash, in effect, you have allocated $5,000,000 more spendable operating dollars than what you have today. Would Florida Power and Light have any problem with that? How much are we getting in franchise fee now? Mr. Cather: It was about $5,000,000. No, I don't know what... it was much more than that. Mr. Surana: No, it is not franchise fee. It used to be part of Federal Revenue Sharing. We used to fund it for street lighting. bra••' y>" Mr. Plummer: OK, but what does Florida Power and Light pay us now in franchise fee? •, Mr. Surana: I think it is about ten million, let me double check the number... $12,900,000. c Mr. Plummer: OK, why can't they take that amount of money out of the V" franchise fee, pay us the remaining balance and we take that out from under 'the ten mill cap? ' Mr. Surana: No, but the revenue comes into General Fund, $12,900,000. Mr. Plummer: The General Fund? Mr. Surana: Yes, sir. Mr. Plummer: OK, but what I am saying is, with the ten mill cap, you cannot increase your General Fund. You at the maximum millage. Mr. Surana: If I take out the expense under revenue, it is not going to affect your millage or anything. di f i Mr. Plummer: You will probably reduce it by $5,000,000, or... Mr. Surana: I got to reduce the revenue, too. Mr. Plummer: Why? '.1 Mr. Surana: How would I fund otherwise? Mayor Suarez: If it was a restriction on the total amount that we could spend, that would work, but not as a millage. f Mr. Surana: Right, if you can shift the debt service millage, a bond, then we can save some money at General Fund side. So, you have got to look into that, i then we can use the bond money. ld 74 September 4, 1906 r 0 Mr. Plummer: I still think we can massage that and make it work. Mr. Surana: OK, we'll look at it. Mr. Dawkins: But we are taking the $5 million from Public Works. Mr. Surana: If that is your wish, we will do it. Mr. Plummer: Set it up under special accounts. Mr. Surana: Special Programs and Accounts, we can set it up. Mr. Dawkins: I want to make sure that you understand that is what we want. Mr. Surana: OK. Mr. Cather: The next slide show the proposed budget by the divisions. The Public Works Department consists of three divisions, a design division, construction division, and the operation and maintenance division. The overall increase in our budget for the fiscal year 1986-187, as compared to 185-186, is approximately a 7 percent increase. Most of that cost, of course, is in salary increases. This shows you what proportion: 25 percent of the budget goes to operation and maintenance, 22 percent to construction, and 13 percent to design. We also have a chart showing without the street lighting in there. Do you have that one handy? This shows you the breakdown with the surveys, I mean, with the street lighting... Mrs. Kennedy: How much... Mr. Plummer: Don, question. Mrs. Kennedy: How much is insurance. Can we go back to the other chart? In the construction... Mr. Cather: How much what? Mrs. Kennedy: Insurance. Mr. Cather: Well, of the total department, the insurance represents $1,714,599, and I think the construction division is charged with about $1,623,000 of that. Now, I'd have to verify that with Mano. Mayor Suarez: What are the major projects that the City is building? Mr. Cather: What are the major projects? Mayor Suarez: Mr. Cather: Well, we have a continual program... Mayor Suarez: I don't mean contracting, I mean Mr. Cather: Well, we have a continual program of sanitary sewers, which we are concentrating on. We have highway projects, we have Bayfront Park, and then the storm sewer projects. We furnished you with a list in our capital improvement program, which you get every month, which Joe prepares, showing each of the projects throughout the City. At the present time, I think their are approximately 22 construction projects that we are supervising. Mayor Suarez: Do you have any simple explanation why our debt service millage rate went up by almost 20 percent? Mr. Cather: No, I haven't any idea. That would be the Finance Department. Mayor Suarez: I presume it resulted from project being bid by the City, and I am just trying to figure out if you happen to know. I mean, did you have more monies spent in the past fiscal year for construction than other years? Mr. Cather: We have been gradually increasing our construction budget. Every year we try to get a little more done, a little more design, a little more 'I construction, but it would certainly not amount to 20 percent. I wish I could report that, but I can't. 14, 75 September 4, 1986 �iit '[tom 1 a n Y Zu vs Mayor Suarez: We went from 2.1 to 2.5, debt service millage rate. Mr. Cather: This is your... the total debt service in the budget, well Mano -'-= should be able to give you some idea on that. Mr. Surana: Right. Mayor, the insurance charges, base allocation of total liability insurance for the City... Mayor Suarez: Yes. Mr. Surana: That is a location for that department. i Mrs. Kennedy: Well, why so high? Mr. Surana: The liability insurance has gone up for the City from last year tremendously, and basically it's a bookkeeping entry. It may not reflect 100 percent their cost, and I am looking into that. Mayor Suarez: Are you able to answer the other question, the one I asked, j because that really referred to Commissioner Kennedy's, but on the debt service millage rate, why would it have gone up by such a high factor in one year? Mr. Surana: OK, that depends on how many bonds we have sold, and our payments of those bonds. It is basically based on that. Mayor Suarez: Do you have any idea why they would have been up to an almost 20 percent jump in one year? 11 Mr. Surana: I think basically it was a reduction ... Mayor Suarez: Our payments are what, $21,000,000 a year, approximately? Mr. Surana: One second now. Mayor Suarez: I am just wondering if it results from construction, that is the only reason I am asking you at this point. Mr. Surana: I don't think so. The budget has gone up by $1,500,000, for debt service. Mayor Suarez: From what to what...? Mr. Surana: $24,100,000 to $25,600,000. Mayor Suarez: Why, if we did not approve, and I remember disapproving in a couple of cases, on street improvement projects, in the same fiscal year, did our debt service millage rate go up by that factor? Do you have any idea? Mr. Surana: No, I don't. Mayor Suarez: I really would like to know that figure, because that is what throws off, in the minds of taxpayers, a whole tax situation here, where we are reducing our operating millage, and yet, we are increasing our overall rate because of debt service, when we have disallowed some capital improvements. I don't understand why. I don't think that we are embarking... Mr. Surana: I will find out for you. Mayor Suarez:... on any major, you know, construction or capital improvements throughout the City. Mr. Surana: I will find out. Mayor Suarez: How many employees do you have, Don? Mr. Cather: 170. Mayor Suarez: Is that figure, has that gone up from last year? Mrs. Kennedy: Don't change that yet, please. Id 76 September 4, 1906 a Mr. Cather: No, that is the last year's figure, and that is this year's proposed budget figure, 170. Mrs. Kennedy; Don, can we go back to the other one. What is the difference between administration and office of the director? Mr. Cather: The administrative department is all other activities other than the office of the director. The director's office is just my salary, plus my staff, immediate staff. Mayor Suarez: I would strongly suggest that you combine those into one. Mrs. Kennedy: Yes, really. Mayor Suarez: Oh, he's got to have... I think your... Mr. Cather: Is that figure right, 422? No, it can't, that includes a lot of the insurance, too. OK, the next question was the number of personnel in the Department. Mayor Suarez: By the way, you have another subcategory there, operations administration. Mr. Cather: Yes. Mayor Suarez: Those three maybe ought to be combined into one. I don't know of State requirements, or any other requirements as to auditing... it requires to have... Mr. Cather: No, we just write that out according to the budget figures, OK? That is the historic number of employees in the Department. Now, this is the number of personnel, and of course it hasn't changed, but it does show you where the men are, and where they are in relationship to the overall department. That has remained pretty much constant. What? Mr. Plummer: We just said you were paranoid, that is all. Mr. Cather: That is for the minority participation in construction contracts, broken down by Anglos, Hispanics and Blacks, and the first two columns are dollar volume, and then the number of contracts. Mr. Plummer: Why are you doing that when the Commission passed one that says Anglo, Hispanic, Black and women? Mrs. Kennedy: And women! Mr. Cather: That is a good question. Next question, please. Now, the last column, though... Mr. Plummer: Wait a minute, you didn't answer it! Mrs. Kennedy: You didn't answer it. Mr. Cather: I don't know the answer. Mrs. Kennedy: How are you going to re rectify it? Mr. Plummer: Well, then take that chart off until it is corrected. That is a bad chart. Mayor Suarez: Before you do that, you were going to say about the last column? Mr. Cather: Yes. I was going to say to the last column, in 1985-186, at this chart, we are still... there is one contract with a Black contractor, which is sort of... we don't know whether it is going to go or not, and if it does... Mayor Suarez: What is the problem? Mr. Cather: Insurance, the same problem he is having. All of these insurance costa are going up so sky high, that some contractors... we have six September 4, n contractors at the present time who are unable to get minimum limits set by �x ... this City. Mayor Suarez: And we are accepting up to $200,000? I Mr. Cather: That is a performance bond. This is your liability insurance, which covers you in the event that someone is injured, a vehicle gets involved in an accident with the contractor. The contractor creates a hazard through his negligence that causes either the injury or death of anybody, and sues the City. Then he has to cover that coverage to prevent his figure from going up any higher than it is already. See, all of our costs... Mayor Suarez: What is the story on this one case? I know it is only one contract, $1,200,000, right? t i Mr. Cather: Yes, but that is the one Black one, see. } Mayor Suarez: Right, what is the story? Mr. Cather: It would effect the... I don't know what the status of it is. Mayor Suarez: Sure it would affect them. It would bring it right back down to zero. Mr. Cather: No, not quite, because we have got another one. Mayor Suarez: We have another one? Mr. Cather: Yes. Probably cut it in half. Mayor Suarez: Well... Mr. Cather: We are working with him. I am trying to get him to get the insurance. Mayor Suarez Thank you. Mr. Cather: That is what we have been doing on all of these. Mr. Plummer: This is liability? s. Mr. Cather: This is liability insurance. FF, Mr. Plummer: You are whistling out in the dark. Liability insurance, and I don't mind saying it on the record, is the biggest conspiracy going on that ever perpetrated in the insurance world on the public that I have ever seen. ' They are just not writing it, Don. They are just not going to write it, no way. Mr. Cather: That might well be, but then we are going to have to look into ways of protecting ourselves with more of our own self insurance. Mayor Suarez: For that particular one... Mr. Cather: But, then that takes you... see that puts a hell of a risk. Then we have to be much more selective of which contractors are performing work for the City, and what their safety records are, and what kind of safety programs i� they have. ,l jMayor Suarez: Before that particular one falls apart, if it does... j Mr. Cather: Yes. i Mayor Suarez: Please let us know, because I think this Commission, and myself, would like to be in touch with the Insurance Commissioner to at least save that one, if it has to be to go to that point. We should not just allow j it to lapse somewhere. Mr. Cather: I would do exactly that. Mr, Plummer: Yes, but before you can do such, you'd better make sure the guy is not such a ... (INAUDIBLE) ! Id 78 September 4, 1906 r s AN A Mr. Cather: Actually minority hirings. Now, these are the promotions. This is historic information, what occurred last year in terms of promotions of women, White, Hispanic and Black employees, male and female. These are internal promotions. Mrs. Kennedy: Women are certainly not getting a fair share of promotions. Mr. Cather: Well, you know, we have a remarkably high number of women, considering the fact that historically, you don't find too many women in the field of public works, building bridges and drafting, and so forth. We have quite a few women draftsman now, and engineers. It is going much better than we ever anticipated, but I don't think we are ever going to get many women interested in going to work for the... you know, filling pot holes. (INAUDIBLE BACKGROUND COMMENTS) Mr. Cather: What? (INAUDIBLE BACKGROUND COMMENTS) Mr. Cather: We have had, yes. Mrs. Kennedy: I know several. Come on. Mr. Plummer: They just don't want to work for the City. Mrs. Kennedy: That is the problem. Mr. Odio: We don't pay enough... Mr. Plummer: We pay too damn much. Mr. Cather: Now, here are the hires that occurred, new hires. This shows the number of Hispanic females, males, White males, Black males, other males. Mr. Dawkins: Other males? Mr. Plummer: Wait a minute. Mrs. Kennedy: Public Works? Mr. Plummer: What is other males? Mr. Cather: Other is a category that they have established that is not Black, or White, for example, an oriental. Mayor Suarez: White Black? Mr. Cather: Everyone isn't Black or White. You've got some Indians and other places. Mr. Portuondo: Mano is an "other". Mr. Cathert Mano is an "other". Mr. Plummer: An "other" what? Mr. Cather: An "other" male. Mr. Plummer: Are you speaking to his ethnic or gender? Mayor Suarez: At the upper management levels, do you have any minorities? Mr. Cather: Are there any minorities in the upper management level? We have an assistant to the director, who is Black. Mayor Suarez; Who is that? Mr. Cather: Arthur Brooks. I 79 September 4, 1986 Off, 5 4 ( Mayor Suarez: have? How many people at that level? Now many assistants do you Mr. Cather: I have two assistants to the director, one is White and one is Black. Mayor Suarez: How many assistant directors do you have? t Mr. Cather: I have three assistant directors, they are all White. They have all been there more than 30 years. i 1 Mayor Suarez: OK, so you have one as the assistant to the director, or assistant director level. a a ' i Mr. Cather: Right. s j Mayor Suarez: What is the next level below that? Mr. Cather: Section Head. f Mayor Suarez: How many of those are minorities? Mr. Cather: In the design section, we have no section heads who are ' minorities. In the operations division, the second level in the operations division, we have one Black and two Whites. 9 Mayor Suarez: How many division heads all together? Mr. Cather: There we have three. Mayor Suarez: All together in the department? i °s Mr. Cather: Let me add them up. Oh, we have one Latin section head, I am sorry, in the design - Hispanic. g Mayor Suarez: Who is that? Mr. Cather: Gene Pelaez, and then in the operations division we have Charlie Jones, who is a second level, under the assistant director, who is the first in command, along with two other supervisors. { Mayor Suarez: That makes two out of seven division heads, is that what you 'L are saying? _- Mr. Cather: Two out of nine, I think. Mayor Suarez: Two out of nine. Mr. Cather: Yes, because, you also have the construction division which has no minorities in the top second level supervisory level. We do have supervisors down. We have Blacks and Hispanics lower down in the inspection division, the third level. This is a chart showing you what you were asking. All the little dots... Mayor Suarez: Whoever made up that chart ought to be shot, can't figure that one out at all. Is that a new one to confuse, is that the idea? Mr. Cather: This chart belongs down here. Mayor Suarez: I don't doubt it. I don't doubt that at all. Mr. Cather: Keeps sliding around, that Hispanic female. She is getting away from us. Now, we have additional charts showing the programs of the sanitary sewer program, the highway program, the other programs, the street lighting, where we are conducting investigations in the street lighting and... Mr. Plummer: What about tree trimming? Mr. Cather: Tree trimming, we still are at tree trimming. We have two crews assigned to tree trimming. Mr. Plummer: Full time? 14 80 September 4, 1986 Fwr.• ' Mr. Cather: Full time. �w .. Mr. Dawkins: Can we buy a chipper and do a more effective job and save money than we do by contracting it out, Mr. Cather? Mr. Cather: We don't contract it out. The tree trimming that we do, we deposit it on the streets and we are working very closely, as close as possible, with the Solid Waste Division to have them pick it up the next day, because of the fact that we don't want to leave it on the streets. We have one problem in that certain areas, they are undergoing this major rescheduling of their trash collection, and we have a great deal more tree trimming going I on in the south section of the City than we do in the north section, and their trash collection is pretty well unified, so we have to work a little closer on how we are going to get that trash picked up promptly. We've even looked into chippers, and I discussed this at great length with our operations head, and i the chippers are dangerous pieces of equipment. They are expensive to maintain, and since we do have the trucks available, to throw it in directly, we think, at this point in time, we are better off cost wise to continue to { just throw it right in the truck and bring it out to their trash, rather than i i to chip it up. I Mr. Dawkins: Those orange trucks with the black writing on it, that I see in - the streets of the City of Miami, they are contracted by Florida Power and Light, or Southern Bell Telephone or who? You said we don't have a contract with them, yet I see them trimming trees with the chippers. i Mr. Cather: Well, Florida Power and Light has contracts with a couple of tree trimmers to trim the trees around their lines. They will not trim around our lights, but they do trim the trees around their lines, and Aspen is one, and b> , another one... I think Aspen has orange and black trucks. Some are similar to our trucks. Mrs. Kennedy: But if we contract out some of its functions, like tree - trimming, or asphalt laying, wouldn't it perhaps be cheaper to do it? Mr. Cather: Well, we can make a comparison any time we want, or we can the ' contract to you know, to stand by and see what they would want to trim all these trees. Mrs. Kennedy: Yes. Mr. Cather: But, in the past, it has not been, because of the fact that we *` A don't have a regular schedule. You see, originally, we didn't trim any trees ZA u„ at all. The people took care of that. Then we started working on a complaint basis only, where we only trim trees when we get complaints from the public or where a stop sign is reported to be obscured. We don't have a regular program of trimming everybody's trees because the Public Works Department didn't plant most of the trees in the right-of-way. Those were planted by private citizens. Mrs. Kennedy: I understand, but I am talking about reorganization of the department to see if we could save some money there. Mr. Cather: You are assuming that the tree trimming contract is going to be less than our total cost. I don't know, I haven't compared them. Mrs. Kennedy: I don't know, I am asking. I am just raising a point. Mr. Cather: We have looked into the possibility of asphalt overlays, and it is pretty much a toss-up, but you don't get the flexibility. You have to let a contract, and that then contract is for a certain area to be trimmed, certain quantities of trees, otherwise you would do it on an on -job basis, or you simply running the truck and crew. Mrs. Kennedy: Or, perhaps you can look at the tree trimming, and any other function and come back to us on September llth. I would like just to get a comparison. Mr. Cather: Certainly, we can easily get a comparison on that item. Mrs. Kennedy: OK, thank you. Id 81 September 4, 1986 ;,Fib z {{ Mr. Gather: Anything else you would like to look at? Thank you very much. .. Y g ------------------------------------------------------------------------------ 5. PRESENTATION BY PLANNING DEPARTMENT ---------------------- -------------------------------------------------------- Mr. Sergio Rodriguez: Following your directions from this morning, we are not going to go through the accomplishments, because we have so many of them that we don't want to take your time. I know you know our failures, so we are going to go to the next one. Since we have a bare bones budget, we are going to go with no pretty graphics, just bare bones, and the first one that we have... Mr. Plummer: We went from "others" to bare bones. It is a hell of a budget session. All in red, right? Mr. Rodriguez: The portion that you are not seeing on the chart is an important one, and that one over there shows we have the same number of positions that we have last year, and the budget increase that we have is 1 basically due to salary increases and fringe benefits. When we go to the next chart now, it will show basically that we have 25 positions. Excuse me, the budget is composed or two portions, the General Fund with $1,338,000, and approximately $334,000 for a total of $1,672,000. Of that total amount of money, 92 percent goes into personal expenses, and 6 percent goes into j operating expenses, and .6 percent to capital outlay. In the next chart, it would show basically that the Planning Department is composed of 31 positions, we are a very small department. That will surprise you because of the amount a_ of work that we produce, but we have... Mr. Plummer: How many lies you tell! Mr. Rodriguez: In that department we have 25 positions which are paid by the General Fund, and six which are paid by the Community Development Department, for a total of 31. If you look at the chart, we have four major divisions over there. The office of the director, that shows 12 positions, those positions basically consist of the director and assistant director, and an administrative aide, a pool of clerical help and typists, that includes six staff members and three members in the graphic department section. The other four divisions are basically composed of professional planners and there are four different divisions - the urban design division, neighborhood planning, general planning and land development. In the next chart, which is a bar chart showing the history of the Planning Department staffing, you will notice that for the last three years, we have remained constant in the amount of the staff, even when the amount of work has increased drastically. We have 31 employees for the three years, and the number of employees that are paid by the General Fund remains at 25, and six by Community Development. Moving to the next area of affirmative action, I would like to show in the chart that we have, that of the Planning Department's total number of employees, 76.7 percent is composed of females and minorities. Of that, if you look at the number of female employees, we have about 53.3% female, and then when you look at the lower bottom figure, we have 16.7 percent Black employees and 46.7 percent Latins. If you want to, I can go into now, in detail into the objectives that we have for next year, the major projects that we are trying to accomplish or I can open up to questions that you might have. s' Mayor Suarez: If the comprehensive neighborhood master plan requirement did not exist in the law, could you get rid of any of the staff? Are you able to do that with existing staff? Mr. Rodriguez: Well, first let me try to answer completely the question on that. There is a requirement of the law, and we are supposed to get about $2,000 in a grant... Mayor Suarez: To do that? Mr. Rodriguez:... to do that this coming year. Mayor Suarez: Is that because J.L. wanted that legislation passed, and anything it forces us to do, we get paid for it? ld 82 September 4, 1986 Mr. Rodriguez: He cannot take any credit for that. Mayor Suarez: It was a nice idea anyhow! Mr. Rodriguez: But, we have been required by law to do it, and we have been working closely at the staff level to try to work on the formula, so that the ;.. City will get an amount that we feel is fair, and because of that, we are -.; going to be getting about $200,000 for this year and maybe for the following i year, but that depends on the legislation. Mayor Suarez: Let me phrase it differently. If we have that $200,000 anyhow, ' .a and could use it for something else, what would you use it for? Mr. Rodriguez: I think that we should do a comprehensive plan at this point when we guide the City in a more effective way, because I believe that we j have to direct the growth in a better way. Mr. Plummer: I am concerned, we are mandated by the State, even though there has been an extension of one year or two, to do a master land plan. Mr. Rodriguez: Right, that is the same one. 1 _ Mr. Plummer: Well, he said comprehensive neighborhood. Mr. Rodriguez: That is the name of the ... Mr. Plummer: OK, now, where we stand, what is our position, the City in compliance; are we going to make the deadline? i Mr. Rodriguez: Sure. Well, we depend on the grant to be received. We have to start working on this in October of this year to be able to make it by October, 1988. We have two years to do it. Mr. Plummer: OK, but you feel we can comply? v � Mr. Rodriguez: If you approve me the item when it goes before all of you, and we get the grant we are expecting... what do you say... (INAUDIBLE BACKGROUND COMMENTS) F, Mr. Rodriguez: We will try to get more time extension with that. If we can j{ r, get more time, perfect. Well, I think that we could try, if we get it. Mr. Plummer: Sergio, you were with me. Mr. Rodriguez: Yes. Mr. Plummer: That extra time isn't going to be a reality. By the way, I want to invite you, on the 16th, to go to Boca. Mr. Rodriguez: Oh, Boca. Mr. Plummer: 16th and 17th. That is supposed to be this morning in Ft. Lauderdale. Mr. Rodriguez: For the Growth Management Advisory Committee. I do believe that we have to be prepared for the legislation from the State requirements t that we have to have a plan. Otherwise, I am afraid that we might have to react to what is coming from the top down, and I think that we have to ready for them. I think that they are going to be using, in this case, not only State, they are going to hold the Cabinet of more money for expenditures for different things, and I think we need that. Any other questions? Mr. Plummer: Not from me. Mayor Suarez: I've a feeling you suggested the carrot to him, right? Mr. Plummer: He who holds the stick, the carrot. Mr. Dawkins: I used to ask a question, but the Manager isn't here. We set up the Miami Housing Authority. Where is the budget? 1d 83 September 4, 1986 AN '*, Mr. Surana: It is part of the C.D. budget. Mr. Dawkins How in hell can it work? Say what, now? Mr. Surana: We don't have that budget. Mr. Dawkins: No, nol We said it would be a separate department, and the Commission agreed it would be a separate department. Now, why is it in Community Development? Mr. Surana: We are coming with an ordinance and appropriations. Mr. Plummer: No, we passed an ordinance. Mr. Surana: For funding; this year they are funded with C.D. monies. Mr. Dawkins: All you had to do is take the money out of C.D. You know, this is what irritates me again.. We sit up here, we make the decisions and you do what the hell you want to do. Mr. Surana: (INAUDIBLE) Mr. Dawkins: OK, what didn't you complete in this budget? Mr. Surana: (INAUDIBLE) Mr. Dawkins: OK, and you could not no changes have been made in it. Mr. Surana: (INAUDIBLE) Mr. Dawkins: Beg pardon? Mr. Surana: (INAUDIBLE) Mayor Suarez: Wait, wait. We passed an ordinance, creating, it. Then we adjusted the budget in separate resolutions, and they tell me we need another ordinance? Mr. Surana: Housing. Mr. Plummer: tomorrow. I did not a budget for the Department of Well, I will tell you, you got community development coming up Mr. Surana: They are part of that. Mr. Plummer: No, sir, when it comes up tomorrow, or don't let it come up, it is either separate it, or don't let it come up, because it is not a true budget. Mr. Surana: a separated budget. Mr. Plummer: Tomorrow, that is what he is asking. Mayor Suarez: If you start in October, it will be tomorrow. i� --------------------- -------------------------------------------------------- 6. PRESENTATION BY ADMINISTRATOR OF PLANNING AND ZONING BOARDS. !------------------------------------------------------------------------------ Mr. Aurelio Perez-Lugones: Mr. Mayor and Commissioners, we have the administration of the Planning and Zoning Boards, and we are in charge of turning the world upside down, at timesl We are in charge of all public hearings with the Planning Advisory Board, the Zoning Board, the Code Enforcement Board, and the Commission hearings in Planning and Zoning, and we have a department of seven persons including the director and the assistant director, and the Department has a total of two Anglo females, two Black females, two Latin males. 14 84 September 4, 1986 i Mr. Plummer: Where is the breakdown of your department? What page, 185? Does your budget include, or is it necessary to put in your budget the instructions of the Commission to now send out all letters certified mail? Mr. Perez-Lugones: Well, we don't have that in budget, Commissioner. That will increase the budget considerably. Mr. Plummer: Well, we told you to do it. i Mr. Perez-Lugones: Right, it requires an ordinance and it is being worked on. Mr. Plummer: OK, so what you are saying is, if it requires an ordinance, that is fine, but since the applicant is going to be paying for it, it should be a wash. That was I was trying to make sure that we just... Mr. Perez-Lugones: Let me make also a comment on that, which is that the time that it takes for a certified letter to get back to us is about 25 days, which means that we will know what has happened to that letter long after the hearing has happened. Mr. Plummer: No, no, not at all. Mr. Perez-Lugones: The requirement for mailout is ten days prior to the hearing. s Mr. Plummer: So you are going to have to change the date. Mr. Perez-Lugones: If we change the date, then we have to change deadlines, and then we are going to be incurring people having to fire several months before... Mr. Plummer: Well look you are incurring the same thing in the backwards way now. The people come to the City Commission at a zoning hearing, say they were not notified and the Commission delays it for 30 or 60 days, A e... 4 Mr. Perez-Lugones: The Commission. Mr. Plummer: OK. Mr. Perez-Lugones: If I may - the incident happened with what we called Class C special permits, which can be appealed to the Commission and by the stipulations in the zoning code, property owners do not have to be notified. The action that you took... Mr. Plummer: As I recall, what the Commission told you was, we do want everybody notified. Mr. Perez-Lugones: I realize what the Commission said. Mr. Plummer: And that particular case which came before us the other day, in which the City Attorney told us our hands were tied and couldn't do a damn thing, is what we are trying to avoid in the future! Mr. Perez-Lugoness And that is because of the Class C now. G Mr. Plummer: No, no. It is because the people didn't know about it. { Mr. Perez-Lugones: Exactly, because... Mr. Plummer: And what we are saying is, if you send the letters out as certified mail, OK?... that as certified mail, the people in the surrounding areas are going to know it. That is what we are trying to accomplish. Mr. Perez-Lugoness Right. But, you see, if we... Mr, Plummer: Excuse me. Let me backtrack. You said certified mail takes 25 ® days? - Mr. Perez-Lugones: That is correct. Mr. Plummer: Isn't it first class mail? Id 85 September 4, 1986 M 1 Mr. Perez-Lugones: It is first class mail, but to get the return back... Mr. Plummer: You mean, the receipt. Mr. Perez-Lugones: The receipts, yes. -' Mr. Plummer: But, the receipts as immaterial. If you know, if we don't have the receipt, then we can justify that later, so I don't see where there is any delay factor. Mr. Perez-Lugones: If you take it that way, fine. Mr. Plummer: You know, I didn't necessarily say it was a return receipt 1 requested. Mr. Perez-Lugones: Well... -i Mr. Plummer: But, you can still send it certified mail. Mr. Perez-Lugones: OK, now, if I may go back and try to talk about why that 1 happened at the Commission the other day, the... Mr. Plummer: Please, I don't want... the reason for asking was, that I wanted -. to make sure that a cost factor wasn't built into the budget. We can talk about zoning and other things later on. i Mr. Perez-Lugones: What I am trying to say, Commissioner, is that if you say that all special permits, A,B,C's and D's require the notification to property owners, fine, but including everything that comes down to the Zoning Board and ;`..- the Planning Advisory Board, it kind of creates the problem right there, because those that require notifications, the other ones do not. You are saying that you want notification on A,B,C's and D's Mr. Plummer: Exactly so, and that cost will be passed on to the applicant. tl x Mr. Perez-Lugones: Absolutely, but they changed the range for the ordinance. � p Mrs. Dougherty: What he is saying is, that under the present ordinance, notification is not required under those permit processes. Mr. Perez-Lu ones: Special permits. B P Mrs. Dougherty: Special permits. All we are doing is saying where notification is required, and where you send a courtesy notices, it is going to have to be done by certified mail. What he is suggesting is instead of doing that, what we do is make the requirement that mail notice be done every time we have the special permits. Mr. Perez-Lugones: Exactly. Mr. Plummer: Look, all I am saying is, I am tired of hearing people come into the Commission at the zoning hearing, and saying, "Hey, we didn't know about it, hey we didn't get a notification. Hey, nobody made us aware." I am trying to avoid that. In the future, you tell me how to do it, and that is what I want to do. Mr. Perez-Lugones: Lucia, we have to get together on that, and iron out those i areas where we are not required to notify people, and eventually those cases may wind up at the Commission level. OK, we can work it out, then. Mrs. Dougherty: But I have an ordinance prepared at their direction that will be on the next agenda. You are going to have to speak to that at that time. Mr. Perez-Lugones: OK, but everybody is on notice of what is going on. Mayor Suarez: This is the chart that wins the award. Now here you have got a situation where $328,000 in absolute dollars looks a lot larger than $358,000 in absolute dollars, because you put it in percentages. Mr. Perez-Lugones: Right, that is correct, but then again, the main... Id 86 September 4, 1986 Mayor Suarez: I would suggest you use the same chart system that the other departments used... Mr. Perez-Lugones: OK, let's use the other chart system. Mayor Suarez This is a pretty confusing chart here, where higher figures end up getting a lower... Mr. Plummer: Stay up all night figuring that out how to do these things. Mr. Perez-Lugones: Not quite, but there is a significant increase in this pie shaped chart, and that has to do with advertising. As you can see, in the this present budget year, the cost of advertising is $63,600. We are requesting for next year $217,508. Mr. Plummer: Wait a minute! Whoal Are you telling me that the City is paying for that? Mr. Perez-Lugones: To the Miami Herald, by your actions, sir. Mr. Plummer: No, sir, as far as I am concerned, I will make a motion right now, that the $217,508 be incorporated into the application charge. Nol Mr. Perez-Lugones: My suggestion would be, if you want to cut considerably that to a size... Mr. Plummer: To what? Mr. Perez-Lugones: To a size slightly over what it was this year, it... Mr. Plummer: No, sirl No, sir, I am talking about an applicant for a piece of property who is going to change his zoning and increase the value, or get more use out of his property. Mr. Perez-Lugones: But not only that gets advertised. You have to realize that we advertise... we have to advertise not only for zoning changes, but for the special exception that may be appealed to the Commission, variances that may be appealed to the Commission not by the applicant... Mr. Plummer: But that has got to be paid by the applicant! (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: What? Well, he is telling me that it is a line item budget of $263,000 last year. Mr. Perez-Lugones: But, Commissioner, the increase is because we were instructed that we only could advertise in the Miami Herald. We were advertising in the Miami News and you can see how much we were spending. Mr. Dawkins: What the reason is... it shouldn't come back to us. Mr. Plummer: I am telling you, I'll make you a motion right now that this Department immediately go on an enterprise zone. Mr. Dawkins: Enterprise zone? Mr. Plummer: Yes, sir. In other words, you take it and whatever it costs the City to process these applications, be born by the applicant. (INAUDIBLE BACKGROUND COMMENT) Mr. Plummer: That only makes... they are the ones that are benefiting. (INAUDIBLE BACKGROUND COMMENT) Mr. Plummer: But, sir, I am not telling you how to come about it. Mr. Walter Pierce: Mr. Plummer, the department is involved in more than just zoning applications, and that is something that... Mr. Perez-Lugones: No.. id 87 September k, 1986 1 Mr. Pierce: May I please, sir? The Department has... Mr. Plummer: God is speaking, you had better listenl Mr. Pierce: I will be cognizant of thatl one big example. Mr. Plummer: That is not in here. Mr. Pierce: Oh, yes it isl Mr. Plummer: Where? Mr. Pierce: It is in that budgetl Mr. Plummer: Where? Mr. Perez-Lugones: Part of the operation. Mr. Plummer: Where? But, the Code Enforcement Board is Mr. Pierce: None of the boards are broken down specifically here, but just one of those statistics that might make you think about this is, the Code Enforcement Board right now requires, I think 13 percent of the resources of the Department, but is generating something like less than one percent of the revenue involved. Mr. Plummer: Are they really effective, Walter? Are they accomplishing anything? No, I mean, let's don't kid ourselves. We are telling people, go to the Code Enforcement Board and I am seriously questioning whether... Mr. Pierce: It has gotten better, Mr. Plummer. Mr. Plummer: What? Mr. Pierce: It has gotten better. Mr. Plummer: That doesn't tell me a damn thing, from nothing to better could be one percent improvementl Mr. Pierce: Well, in a way, that is pretty much what we are talking about. Mr. Plummer: Is it because we don't give them the latitude of sufficient fines? Mr. Pierce: No, sir. Mr. Plummer: Where is the breakdown? Why aren't they being totally effective? Mr. Pierce: I would rather come and talk to you later about the operations of that board rather than here, but I will tell you that the way this Florida law is structured, the only thing we can do in that area, is to have a Code Enforcement Board. I personally, would prefer to use the model that Dade County is trying to use, but we can't do it under the existing law, that is, a hearing officer system, which is much more effective, because you have got one trained professional who is dealing with hearing violation cases. Mr. Dawkins: Why would the Code Enforcement Board be under advertising? Mr. Pierce: No, they are not necessarily under advertising. I am just talking about what the mission of the department is. They are not... there is very little advertising associated with them, but there is a lot of preparing notices, wailing notices, subpoenaing people, the attorneys involved, that is where the cost of it is. Mr. Dawkins: But you got postage. You got postage down here, that's mailing of subpoenas and what have you. Mr. Plummer: No, this is a different chart, Miller. Id 88 September 4, 1986 Mr. Dawkins: They have advertising up here, J. L., and you got postage down here. And you're telling me that advertising is under postage. '. Mr. Pierce: Yes, but you have got attorneys involved with the Code . Enforcement Board that you don't have involved with the other boards. You have got the subpoena services that you must use with that board. Planning Advisory Board is another one, for example, which is handling general planning activities for the City, for which there is no revenue, or very little i revenue. Mr. Dawkins: Well, what is that INT service charge? What is that and what does that do? i Mr. Pierce: Internal service charges. 1 Mr. Dawkins: All right, who gets paid out of that? • Mr. Plummer: Different City departments. Mr. Pierce: Print shop, motor pool, maintenance of the building, furniture and all those kinds of things. Mr. Plummer: Rickshaw, mutiny by the bay. Hey, why, look... Mr. Pierce: I generally do not disagree with what you are saying, but... Mr. Plummer: How long before you are going to come back with a fee schedule that is going to say that the people who are the applicants and benefit by the actions taken are going to pay for the application? lMr. Pierce: Mr. Plummer, there is another problem there, that I need to make you aware of, and I am sure the City Attorney will agree with me, that the y fees that you charge for zoning hearings must bear a reasonable relationship to the cost of services involved. Mr. Plummer: Exactl ! All I saying... y I am not trying to make a profit. All 4',..." I am saying is, I don't think that the general taxpayers should have to pay for these developers and land owners who are making a fortune! Mr. Pierce: We agree with you! Mayor Suarez: How much are we recovering from the fees? IY#NFh.. e ( INAUDIBLE BACKGROUND COMMENT) Mr. Surana: What are we getting back?... 70 percent now? Mayor Suarez: Give me an absolute figure, not a percentage. Mr. Pierce: We run about 35 percent. Mayor Suarez: Well, I think the consensus of this Commission is that they should cover as close to 100 percent of the cost as can legally be done. Mr. Pierce: But, what we are saying, Mr. Mayor, is that you cannot raise the fee to cover the cost of the Code Enforcement Board and Planning Advisory Board, and no general government services. Mayor Suarez: No, no! As to the procedure that they themselves are participating in. Mr. Pierce: Well, that, if we took that out, I am sure it would come pretty close, probably 90 to 95 percent will cover the cost. Mr. Plummer: OK, question. Mr. Pierce: So, I am saying, you go slowly only that... Mr. Plummer: What is the maximum fine that the Code Enforcement Board today can levy? Mr. Pierce: Up to 4200 a day - 4250 a day. Id 89 September k, 1986 Mr. Plummer: OK, is there anything to stop this Commission from allowing them to go to $1,000? Mr. Odio: Mr. Pierce: Florida law. Mr. Plummer: What does the Florida law say? Mr. Pierce: $250 a day, maximum. Mr. Plummer: Maximum? Mrs. Dougherty: The fine is sufficient, but the philosophy of the board has been, "We are here to make sure that people comply with the law, and not fine them." That is really... Mr. Plummer: Should we then have a prayer meeting with the board? Mr. Pierce: That might be a good idea, sir. That would probably be a very good idea. Mr. Plummer: Mr. Manager, would you schedule for the first available meeting, I am not telling you the next meeting... the first available meeting, that we have a prayer meeting with the Code Enforcement Board, the Commission, in public, and we will see whether Pat Keller is telling a ... Mr. Odio: The first meeting of October. Mr. Plummer: Whatever! I'm sorry, the second meeting, because it should be under zoning. Mr. Pierce: Planning and Zoning? Mr. Plummer: Just tell them we want to have a prayer meeting with them. Mr. Pierce: Mr. Plummer, we do... Mr. Plummer: They are right after the Sports Authority. Maybe they will get the hint, after we get finished with them. Mr. Odio: Is that September llth? We have to put that on the agenda. Mr. Plummer: What is that? Mr. Odio: The Sports Authority. Mr. Plummer: Yes, sir, we all decided that we would like to review the Sports Authority situation. Mr. Odio: Can I ask you privately to reconsider? Mr. Plummer: No, sir, you can ask me then to defer it for another meeting, but I just want the availability at that meeting. Mr. Odio: Until October 20th? Mr. Plummer: I didn't say that, sir. Am I hearing from you that you are going to an enterprise system? Mr. Odio: Yes, air. Mr. Plummer: What? Mr. Odio: On the Building and Zoning... Mr. Perez-Lugones: No, no, wait, no. Mr. Pierce: There is too much of that general government, Mr. Plummer, that and revenue producing are really taken care of Id 90 September 4, 1980 `' _ i .xe Mr. Plummer: I am not talking about revenue producing. I am talking about cost producing. UNIDENTIFIED SPEAKER: Planning and Zoning Board. Mr. Plummer: Cost of producing to the taxpayers of this community, who are not the recipients of the improvement. Mr. Perez-Lugones: Commissioner, the cases which are originated by private individuals are basically covered by the fee that we have. Now, the things that we handle, other things which are not covered by fees, like anything that goes to the Planning Advisory... basically, everything, not all, but most of what goes to the Planning Advisory Board, is not covered by a fee, because it originated internally. Mr. Plummer: Give me one other quote, give me one other answer. You made a statement that the difference between advertising in the Herald, and advertising in the news is how much difference in price? j Mr. Perez-Lugones: Well, we are spending with the Herald about... we will be i spending about $195,000 this coming year, and it will be about half with the Miami News. Mr. Plummer: Mr. Manager, the comment just made is that we are spending double the amount of money by doing business with the Herald than just the News. Mr. Odio: Well, yes, if course. Mr. Plummer: Well, of course! Of course, should we consider to save 50 percent of that cost? .'. Mr. Odio: If you remember, we were instructed to go back to the Herald. F;. Mr. Plummer: But, nobody told us at that time, that we were doubling the fee. Mr. Odio: Yes, sir, I will be glad to get you a transcript of the... Mr. Plummer: Would you schedule that for a meeting, please, to discuss it? Mr. Odio: Discuss advertisement in the Herald and the News, and bring the transcript... Mr. Plummer: Yes, bring... fine. I will stipulate for the record right now that we did it, we were told. Mr. Odio: OK, it is really very costly. Mr. Plummer: It is a hell of a costly thing, if you are talking about double! Mr. Odio: More than double, I think. Mr. Plummer: Hey, schedule it for the zoning meeting in October. Mr. Perez-Lugones: OK, so if you have any other questions, we are through. Mr. Plummer: You ain't got no answers, so why should we keep asking questions? Mr. Perez-Lugones: Well, that is correct. 7. PRESENTATION BY BUILDING AND ZONING DEPARTMENT ------------------------------------------------------------------------------ Ms. Edith Fuentes: Honorable Mayor, members of the Commission, good afternoon. Since this is my first time to present budget, I would like to introduce myself. My name is Edith Fuentes, Director of Building and Zoning Department. To start with, we would like to walk you through the composition ld 91 September 4, 1986 of our department, a newly born department, and then later on, talk about our revenues, what have produced, what we are expecting to produce, and proposed amendments which will produce revenues for our department. The first chart you see shows the organizational chart of my department. The latest change that we had is that the building official which is in charge of our Code Administration Division has been promoted and appointed to Assistant Building Director. The next chart shows you the major objects of our budget. You will see that 93.5 percent is for our personal services, .3 is capital outlay, and 6.2 percent is our operating expenses. The total appropriation for our budget is $3,849,916. The next chart shows you the budget by division. Inspection Services, composed of 47.4 percent; the administration is 9.4 percent, zoning administration is 16.1 percent, and code administration is 27.1 percent. Positions by division shows you that our inspection services have 53.7 percent, we have 7.3 percent for our administration, zoning administration is 15.9 percent, and code administration 23.2 percent. The type of inspections we give is basically mechanical, electrical, building, plumbing, and some other miscellaneous inspections. For fiscal year 185-186, you will notice a tremendous increase of inspections that we had provided. The next slide shows you the zoning inspection... Mr. Plummer: Let me ask a question. Ms. Fuentes: Yes, sir. Mr. Plummer: Is there any truth to the fact that you have got inspectors that don't have cars and can't go out and make inspections? Is that true? Ms. Fuentes: That is true, sir. Mr. Odio: That is true. Mr. Plummer: Why? Mr. Odio: Because we are waiting for, we are picking up about 12 cars from the Fire Department that they don't need. Mr. Plummer: What about the cars we have confiscated? Mr. Odio: But we have enough in other departments that they're going to be using ... Mr. Plummer: We are giving less service to the public. How many inspectors do we have without cars? Ms. Fuentes: We have... Lou, we have about five or six? We have six inspectors. Mr. Plummer: Mr. Manager, how long is it going to be before these inspectors have cars? Mr. Odio: I guess we ordered the other day.... we are getting 12 Fire Department cars back. Mr. Plummer: When? Mr. Odio: (INAUDIBLE) Mr. Plummer: When? Mr. Odio: I don't ... Mr. Dawkins: How old are they? Mr. Odio: They're in fairly good condition ... they're 184 and 185s. Mr. Plummer: Are we talking about a month, three months, six months, when? Mr. Odio: It will be within two weeks because what we're doing is those people that want a car allowance, get a car allowance. In return, they have to Mr. Dawkins: Why do those people need a car allowance or 24 hour cars? Id 92 September 4, 1966 ko AIN ,fSW_ (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: (INAUDIBLE) Mr. Odio: J. L., I agree 100 percent with you. Mr. Plummer: I tell you. Mr. Odio: We cannot do it all at one time. Mr. Plummer: Does the person that gets a 24 hour car, is that included in their fringe? Mr. Odio: That does include in their fringe and what we are doing is, that they are not getting salary increases. They are frozen, and that is part of the package of perks, and on top of that, by them having their own car, we save in insurance, in risks that we take.... (INAUDIBLE BACKGROUND COMMENTS) Mr. Odio: And in the capital investment of the vehicle. We have a committee lead by Mr. Pierce. He just got back from a month's vacation that I think, and that... Mr. Plummer: Is that part of the perk? Mr. Odio: I am agreeing with you, and I am asking for time to keep on looking, but you just cannot do it overnight. Mr. Dawkins: How many people in the Fire Department own 24 hour cars? Mr. Odio: I know of, as of this moment, I know of twelve. I am right, Teems? He is sitting back there. Mr. Teems: There is more than twelve... Mr. Odio: Yes, how many in total have the 24 hour car? Mr. Dawkins: Now, what is it in the City of Miami Fire Department demands ... Well take 24 and take half of 24 is 12 ... demand that 36 take a car home? Mr. Odio: Mr. Teems, do you want to answer why your Fire Chief takes a car home? If they are on duty, that what I am told. I want to say that we are ... We are not saying... Mr. Dawkins: They're not on duty. They don't work but three damn days a week. Mr. Odio: Not the Fire Chief, not the Deputy and Division Heads. Mr. Dawkins: Go ahead, Chief. Chief Teems: No, I don't want to speak for the Fire Chief, he is noti here. What we use the 24 hour cars for, is for staff people that respond to other emergencies and things after regular hours, for instance, like myself. I am on call to respond to any kind of emergency 24 hours a day, 365 days a year, unless I am on vacation. Mr. Dawkins: All right now, how many of you are on call to respond to any emergency in 24 hours? Chief Teems: Everybody that has a 24 hour car. Mr. Plummer: How many is that? Chief Teems: I don't know the answer to that, I don't have that information. Mr, Dawkins: That is the justification for having a car. I get on 24 hour call, and I get a car. �s -t Id 93 September 4, 1986 i (4 Chief Teems: No everybody , sir, well, it is not ever bod that is on staff has a 24 hour car, but those that we need to , respond to emergencies, do have. P g h Mr. Dawkins: Thank you, sir. You and the Manager work that out, Chief Teems: OK. Mr. Plummer: In the Police Department, if I am not mistaken, anyone of the unclassified positions have a take home car, and that is about 80 of them. Mr. Odio: I have assigned Walter Martinez to review the policy. We have eliminated, where some people have car allowances, they have been taken away. Mr. Plummer: But the question that Miller is asking I think has good merit. Why in the first place do we have to provide them with a car. For example, the man who is head of Personnel, I can't imagine why they would call him in after 5.00 o'clock in the afternoon, or the man who is in charge of budget? Why would they call him in after 5:00 o'clock in the afternoon? � Mr. Odio: Frank, in your comments to the Fire Department, did you look at this, or no? OK, put it on your list Mr. Plummer: Just because it has been done in the past doesn't mean that we have to continue to sin. Mr. Odio: But it doesn't mean that I can correct it overnight either, Commissioner. You know, it is just... Mr. Plummer: If they are unclassified, you can. Mr. Dawkins: You told me you would straighten out the budget. C� Mr. Odio: Ohl Mr. Dawkins: Go ahead, darling! Ms. Fuentes: The next slide will show you... Mr. Plummer: Am I assured, Mr. Manager, that those five inspectors are going to have wheels within two weeks? Because, if not, I want to make a motion that we go rent cars. Mr. Odio: You will have the cars! Mr. Plummer: You will so notify us in writing when they receive them? Mr. Odio: Yes, sir. Mr. Plummer: Thank you. Ms. Fuentes: The next slides will show you the history of zoning violations, complaints and referrals, actual violations we have found, and violations that weren't corrected. For fiscal year 185-186.... Mr. Plummer: Let me ask you a question. How many inspectors do you have working after 5:00 o'clock at night? Ms. Fuentes: Right now, none, but that is... Mr. Plummer: How many inspectors do you got that work Friday at 5:00 o'clock until Monday morning at 8:00? Ms. Fuentes: None. Mr. Plummer: You are not doing your job. Ms. Fuentes: We are in the process of doing that, sir. Mr. Plummer: Process hell, why aren't you doing it? Ms, Fuentes: I have been here only for four weeks, and as a matter of fact... Id 94 September 4, 1986 Mr. Dawkins: Well, how much time do you need? Ms. Fuentes: How about another day? Mr. Plummer: four years! Mr. Odio: Welcome to the City of Miami! Ms. Fuentes: I am getting to that. Mr, Plummer: It is not the City beautiful anymore. ". Mr. Odio: It is the City ugly. Ms. Fuentes: This is my initiation, I know. = Mr. Plummer: Are you aware that about 80 percent violations go on in that ' time frame? 3 { Ms. Fuentes: Definitely. I have been through that. I was doing that before, j and I am aware that we do need to have people after 5:00 o'clock, and we do have to have people on Saturdays and Sundays. That is why I am making priorities and programs for some of the inspectors to work after 5:00, whenever, you know, and also on a rotating basis, to work on Saturdays and Sundays. Mr. Plummer: OKyou had better find out what weekend warriors are. Ms. Fuentes: We know I think who they are. Just an example of complaints and referrals for fiscal year 185-186, we have approximately more than 2,000 complaints and referrals. Out of that, 1,100 are actual violations and about y;. 600 violations have been corrected. Now, going to the heart of our budget >' presentations, the general revenues for Building and Zoning Department. For fiscal year 185-186, our revised budget was $2,092,000, and for budget *= - i estimate 186-187, we are expecting a projection of $2,209,150. During the � fiscal year 185-186, we had experienced a sharp and unexpected decline in revenue due to the decline in construction. However, based on this year's revenue, we expect to have an overall increase of approximately five to six percent for fiscal year 186-187. Due to several projects we know of are in s the planning stage and are in the process of being processed through the Building and Zoning Department. Plumbing revenues alone for 185-186 were over stated, because the projection was based on the prior year when several sewer sections became available. However, no sewer sections opened during fiscal year 185-186. We expect at least two sections to open during fiscal year 186- 187, with a ten percent increase in revenue. Mr. Plummer: Wait a minute. Why would your department derive any revenue whatsoever out of a City sewer project? Ms. Fuentes: They have to take out permits from us also. Mr. Plummer: Mr. Manager, is the City paying the City? Mr. Odio: It is contracted. Mr. Plummer: Oh, the Not the sewer, oh, OK. Mayor Suarez: What is a plus increase? Is there anything such as a minus increase? Ms. Fuentes: Five percent, we mean five percent... oh, this one? That is the additional revenues that we expect because of the new ordinance that we are in the process of having approved and amended. Mayor Suarez: Incremental increase, I guess. Ms. Fuentes: Right, and this increase that we show there, your certificate of use, air conditioning, gas and boilers are only mechanical permits, increased revenues. We also expecting a little bit more than 10 percent for building permit fees, electrical, plumbing, and the other permits. Id 95 September 4, 1986 V '4� 1 Mr. Odio: We are going to make this an enterprise fund, and it should be self-sufficient. Ms. Fuentes: Hopefully. Mrs. Odio: In this year's budget. Ms. Fuentes: The next slide will... Mr. Plummer: Your job depends on this. Mr. Odio: Thank you, sir. He is speaking to the high paying salaries. Ms. Fuentes: This slide shows you the revenue projection for fiscal year '86- 187, and like I mentioned before, to the $2,209,150, we are expecting a plus 10 percent increase if the new fee schedule ordinance that we are in the process of amending and upgrading, will go through the whole process. The breakdown shows you that the building permits and special inspections is 39.6 percent. We have miscellaneous, energy conservation, zoning certificates of use and signs, mechanical and elevator permits, and other electrical and plumbing permits. Mayor Suarez: This one gets an award too, nicest colors and all. Ms. Fuentes: The next slide is the affirmative action status for Building and Zoning Department. This was done last June of 1986, and a total of 73 employees. We have 16 Anglos, 13 Blacks, 44 Latins, and just like the one other, I think I just I just join the crowd. Another "other" here, like Mano. Mayor Suarez: Another other! Mr. Dawkins: Hold that a minute. You only got three percent Black and Anglo in the whole department? Ms. Fuentes: 21 percent Anglo, and 17.8 percent Black. This was done on an 84.9 percent total number of employees. Mr. Surana: 30 percent Black, 44 Latin. Mr. Dawkins: And 60.6 percent Latin? Ms. Fuentes: Yes, sir. Mr. Dawkins: (INAUDIBLE) Ms. Fuentes: The next slide is the background of the same affirmative action. The next slide is the significant accomplishments for fiscal year '85-186, if you would like me to just basically touch on some of the highlights, we have improved compliance of zoning violations by 3.5 percent and increased the zoning inspections from 15 per man per day to 16.5 per man per day. We have reduced also the processing time for sign permits from one week to two days, which is a considerable amount of improvement. We have issued approximately 600 certificates of occupancy and 400 temporary certificates of occupancy, and we are also providing in-house training for inspectors by organizing three seminars on construction inspection. Mayor Suarez: Hope you didn't spend too much money on that track down of bad checks there. Ms. Fuentes: Not really. We have reduced the response time to emergency non- life threatening code violations from two hours to fifteen minutes, and we have reduced response time to code violation complaints from 48 hours to 24 hours, and also, one of the most important things that is required by the State is the recertification all the trained inspectors and cross - certification of 20 trained inspectors through Dade County Board of Rules and Appeals, and we are... Mayor Suarez: You do a code violation response, non life threatening, in fifteen minutes average? Ms. Fuentes: Yes, sir. 14 96 September 4, 1986 4 �u Mayor Suarez: You should help the Police Department. .. Ms. Fuentes: Definitely. The next slide is just the goals and objectives of the different divisions, unless you want me to go through them, or skip the whole thing. Mayor Suarez: Does any Commissioner want to have any specific... Ms. Fuentes: Do you have any other questions, or...? Mr. Plummer: You know, I was joking around before, but I want to tell you, the system of having people after 5:00 o'clock, Madam City Attorney, I asked once before, and I want to ask you again to look into the fact that the people who sell building supplies, for example, concrete companies, is there a way that we can draft an ordinance that they must have, on their order form, for example, if they deliver six yards of concrete, that they have to have on that delivery order, the building permit number. I will tell you, if we could control how the building supplies are going out, and they must have a building permit to correspond to those building supplies, I think we could go a long way towards enforcement of building permits and inspections. Mrs. Dougherty: I think in a consumer related ordinance, we could require them to have a building permit, or indicate the building permit number, but I don't think that we can require somebody to have a building permit prior to getting the order. Does that make any sense? Mr. Plummer: Oh, I understand, but do you understand what I am saying? Mrs. Dougherty: Yes. Mr. Plummer: I think that we can enact an ordinance that the building supply company has a responsibility of putting to that a building permit number, of some sort, and I think that that would over night give you somewhat enforcement and compliance tool, and I would ask you to look into that. Mrs. Dougherty: Will do. Ms. Fuentes: Thank you very much. (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: I just don't think I am going to make it in the morning. Mr. Dawkins: Mr. Mayor, will you be here in the morning? (INAUDIBLE BACKGROUND COMMENTS) Mr. Plummer: Why don't we just wait and cancel the morning and start in the afternoon? Mr. Odio: What we have left, you can do in the afternoon. Mr. Plummer: Let's do that. Mr. Odio: Starting at 1:00 o'clock, or 2:00? Mr. Plummer: Start at 2:00 p.m. Can we leave all of this stuff here? Mr. Odio: Yes. (INAUDIBLE BACKGROUND COMMENTS) ld 97 September 4, 1986 THIS BUDGET HEARING WAS ADJOURNED AT 5:55 P.M. Xavier L. Suarez I M A Y 0 R ATTEST: Matty Hirai CITY CLERK