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HomeMy WebLinkAboutR-84-0748Ll J-84-317 rr/003/R7 M84-241 3/8/84 RESOLUTION NO. 8+4' 746" A RESOLUTION SETTING, FORTH THE COMPENSATION BENEFITS AND EMOLUMENTS TO BE RECEIVED 13Y H04IARD V. GARY AS CITY MANAGER OF THE CITY Of MIAMI, FLORIDA. WHEREAS, on Hnrch 8, 1984 the City Commission passed and adopted Motion No. 84-241 to outline specifically the exact benefits and emoluments to be afforded to the City Manager; and WHEREAS, it is the desire of the City Commission so to outline the elements of compensation to be received by the City Manager; and WHEREAS, it is the desire of the City Commission that this resolution be substantially consistent with the compensation, benefits, and emoluments articulated in Resolution No. 81-514; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The City of Miami hereby recognizes that certain expenses of a nonpersonal and generally jab -affiliated nature are incurred by HOWARD V. GARY, City Manager, and hereby acknowledges and confirms its willingness to pay said general expenses in the amount of $2,500 per year. Section 2. HOWARD V. GARY is hereby entitled to a vacation of 30 working days per year. In addition, he is I j hereby entitled to 12 days annual sick leave and personal holiday leave. Provisions governing accrual and payment of the benefits in this section shall be the same as accorded City Department Heads. Section 3. HOWARD V. GARY is hereby entitled to be paid for membership fees, dues, and subscriptions required for his continuation and full participation in national. CITY COMMISSION NIEETII� G OF JUf'd 28 1984 regional, state and local associations and organizations necessary and desirable for his continued professional participation, grnwth, and advancement, and for the good of the City. Specifically, thn City atithor.izes membership and full participation costs in each of the following organizations: (a) One Local Professional Executive Club; (b) Florida City Managers Association; (c) Internat:i.onal. City Management Association; (d) American Management Association; (e) The Banker's Club. Section 4. It is hereby recognized that HOWARD V. GARY'S duties require him to have the exclusive and unrestricted use of an automobile at all times during his employment with the City. The City shall provide HOWARD V. GARY with an American -made full-size 4-door automobile such as a Caprice or the equivalent. The City shall be responsible for payment of liability, property damage, and comprehensive insurance, and for the operation, maintenance/repair and gas for said vehicle. Section 5. The City shall contribute on a bi-weekly basis to a pension trust fund established by HOWARD V. GARY based on a percentage of his gross bi-weekly salary. Such percentage will be equal to the cost estimated as that percentage of payroll determined annually, and effective October 19 by the pension actuarial report for general employees. Section 6. The City shall purchase and pay the required premiums on a whole life insurance policy in an amount equal to two (2) times the annual gross salary of HOWARD V. GARY with the beneficiaries named by him to receive one-half of any benefits paid, and with the City to receive the other one-half. The City shall also provide and pay for a disability income insurance policy; such policy to provide -2- for replacement of 75% of the annual gross salary of HOWARD V. GARY and he payable to him should a disability resulting from any cause prevent him from satisfactorily performing his duties as C.it:y MrInager of the City of Miami. Section 7. The City shall. pay HOWARD V. GARY for his travel and subsistence- expenses on professional and official travel to and at meetings and on occasions appropriately contributing to his cont .inried professional development or assisting him in the discharge of his official duties and functions. In addition, the City shall pay for courses, institutes and seminars for HOWARD V. GARY that are necessary for his professional. development and for the good of the City. The City shall provide travel insurance for HOWARD V. GARY while he is traveling on City business. Section B. The City shall provide hospitalization, surgical, and comprehensive medical insurance for HOWARD V. GARY and his dependents with benefits equal to those which are now or which in the future may be provided to general employees of the City. In the event such plans cease to exist, the City shall continue to provide such insurance for HOWARD V. GARY and his dependents as may be in force at the time of such cessation. Section 9. The City shall pay HOWARD V. GARY an annual base salary of $106,861 payable in installments at the same time as other employees of the City are paid. In addition, the City shall increase said base salary and/other benefits of HOWARD V. GARY in such amounts and to such an extent as the City Commission may determine. Section 10. In the event HOWARD V. GARY is terminated by the City Commission, the City shall pay him the severance benefits of 3 months aggregate salary in addition to any other benefits due to him. w3= 84-'748 9 PASSED AND ADOPTED this 28th—day of June 1984. Maurice A. Ferre Y 0 R ATTU T- 2— C TAT_ ;T, APPR VED AS TO FORtj AND CORRECTNESS: -5 A, CITY ATIORNEY E GARCIA 17, wow 84-746 r- f CITY OF MIAM1, FLORIDA INTER -OFFICE MEMORANDUM TO. Honorable Mayor and Members DATE: May 4, 1984 FILE: of the City Commission SUBJECT: A--inual Evaluation " City Manage+ - 1%7 FROM. Howard V. Gary �. REFERENCES: City Mananpr ENCLOSURES: PURPOSE OF THE EVALUATION Since April 1982, the City Comriiission has evaluated the performance of the City Manager on an annual basis. Generally, the purpose of an evaluation is to identify what has been achieved, what has been done well, and where it is possible to make improvements. It should be viewed as a positive tool to improve circumstances and productivity. More specifically, the purpose of the City Commission's annual evaluation of the City Manager is to provide an objective and public forum for evaluating the performance of the City's appointed chief executive officer. This memorandum provides an organized and highlighted synopsis of the City's major accomplishments during the past year. The City's accomplishments are reflective of the continued activity, mutual cooperation and dedicated effort of the City's elected officials and administration. EVALUATION REPORT ORGANIZATION The evaluation report has been n,,;anizz,d 'In three sections as follows: . Section I lists fifty-four major and significant accomplishments generated during the past year. . Section II elaborates upon actions resulting from last year's evaluation. . Section III identifies concerns and problems of the City Manager. SECTION I: SELECTED LISTTfG OF SIGNI IC [ t�CCb171PLIShit,1ENTS Section I enumerates fifty-four of the City's major accomplishments performed during the last year. More specific information on the City's accomplishments is contained in Attachment A. Page I of 9 ,.. 0 1 84-748 Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 2 of 9 1. For the first time in 27 years, received from the Municipal Finance Officers Association the Certificate of Conformance in financial reporting for the City's FY'82 Comprehensive Annual Financial Report. This certificate is given to Cities that demonstrate good fiscal management and contributes to favorable bond ratings by Wall Street. 2. Upgraded the City's Standard and Poor's general obligation bond rating from A to A+ which demonstrates confidence in our government and results in millions of dollars in savings to the taxpayers when the City sells its bonds. 3. Sold a $25 million general obligation bond issue at an 8.78% interest rate --the same rate as reported by the "20 G.O. Bond Index" as published in the Weekly Bond Buyer. This favorable rate resulted in a considerable dollar savings to the taxpayers of Miami. 4. Negotiated multi -year labor agreements with Fraternal Order of Police and International Association of Fire Fighters resulting in net payroll increases of only 4.25" per year. This negotiated settlement is fair but more importantly is within the City's ability to pay. 5. Increased purchases from Black -American businesses to 11.7 during four months of FY'34 up from 4.5`: in FY'83. Purchases from Hispanic -American businesses have increased to 16.0`a up from 10.30' during the same periods from the City's Minority Vendor Procurement Program. 6. Replaced the City's fifteen -year -old mainframe computer hardware with state-of-the-art equipment. The hardware conversion increased Police systems uptime to 99`;. In addition, the uptime for the Mobile Digital System increased to 935C; up from 49`. Planned systems conversions for both the public safety and civilian systems are proceeding two years ahead of schedule. The new hardware coupled with centralization of staff and the hiring of highly talented staff have resulted in drastically improved services. 7. Produced or implemented twenty resource allocation and productivity initiatives. 8. Monitored and managed the City's financial position and work performance to maintain an effective expenditure plan, fund balance and balanced service level. As a result the City has continued to generate annual surpluses in the millions of dollars which is viewed by the financial community as an indicator of good management and fiscal responsibility. 9. Reflected General Fund balance of $8.2 million demonstrating substantial fiscal and financial controls. 10. Settled 10 years of multi -party complaints involving Police Department hiring and promotional practices. This settlement has produced a degree of harmony with the Fraternal Order of Police which has not existed for over 10 years. d 84— 748 r] Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 3 of 9 11. Directed the City's work force composition to the following levels through the affirmative action program: Affected Class Percent (a) Blacks 30% (b) Hispanics 31% (c) Anglos 39% (d) Women (Inclusive) 22% 12. Installed an optical scanner and a microcomputer to perform in-house comprehensive statistical evaluation of personnel test data; thereby decreasing evaluation turnaround time and increasing the integrity and security of test data. 13. Developed promotional materials to solicit voter approval for the approved $20 million Police Headquarters and Crime Prevention Facility and the $30 million Storm Sewer Improvement Program bond issues. 14. Completed the development of the Comprehensive Zoning Ordinance 9500. 15. Implemented a uniform, biweekly trash collection schedule. 16. Completed or initiated 51 highway, sewer, structures ar.d streetlighting construction projects valued at $39.7 million. 17. Completed construction of the $11.8 million Government Center Parking Garage. 18. Directed the installation of 520 miles of cable television transmission cable to provide cable television programming to 14,744 homes. 19. Developed and implemented the Unified Development Ordinance. 20. Successfully implemented the Unified Development Ordinance, which was publicly heralded as the best selection process ever and resulted in the selection of the Rouse Company for the planning, design, construction, lease and management of the $93 million "Bayside Speciality Center" under the provisions of the Unified Development Ordinance. 21. Completed the request for proposal (RFP) for the first phase of Southeast Overtown/Parkwest Redevelopment. 22. Developed, managed or provided contract oversite to 33 economic development contracts amounting to $13.4 million. 23. Provided substantial business assistance to 360 new and existing businesses. 24. Managed the City's investment in three major commercial developments: Overtown Shopping Center, Edison Plaza and Lincoln Square Office Building which will generate 26 new businesses and 200 new jobs. 0 6 r] Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 4 of 9 25. Established a uniform system for the preparation and submission of Urban Development Action Grants (UDAG). Submitted 3 UDAG applications, processed 8 UDAG applications, and received one $1.4 million UDAG award. 26. Approved and closed 2R8 assistance applications for single-family residential rehabilitation. Approximately $3 million was expended in loans and grants. Forty-one residences are currently being rehabilitated. 27. Established loans for the City's multifamily housing rehabilitation programs. Completed five (127 units) multifamily rehabilitation projects and six projects (231 units) are currently being rehabilitated. 28. Reduced 1983 Part I (violence and property) crimes by 5.9°' as compared to 1982. 29. Successfully managed a civil disturbance that resulted in no loss of life and minimum damage to life and property. Prior to disturbance, developed civil disturbance contingency plans through inter -agency coordination and training. Contingency plans were implemented in the recent minor civil disturbance and were effective in minimizing damage to life and property. Miami's civil disturbance contingency plan is considered to be a model for the nation. 30. Implemented 93 of the Police Department's civilization plan. 31. Commenced operations of the Overtown police mini -station. 32. Maintained an average fire and rescue response time of less than four minutes. 33. Commenced training fire -rescue of recruits at the City's new Fire -Rescue Training Center. 34. Dispatched 55,244 fire and fire units to 32,890 alarms in 1983. 35. Purchased and deployed six fully -equipped Pierce pumper apparatus in October 1983. 36. Purchased the City's first platform/aerial fire suppression vehicle. 37. Rebuilt 14 rubbish cranes reflecting a savings of $940,492. 38. Completed major renovations to the Miami Stadium in preparation of the Baltimore Orioles spring camp. 39. Developed and implemented the Neighborhood Improvement through Code Enforcement (NICE) Program to inspect a different target area once a month. 40. Reorganized the {recreation and Parks Departments which improved recreation planning, programming and neighborhood services. 41. Coordinated a city-wide recreation needs assessment. 9 84--'74fi C 0 Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 5 of 9 42. Received parks and recreation -related grant awards of $2.5 million in FY'83. 43. Completed and initiated over $5.7 million in Parks Development Projects. 44. Sponsored 15 community festivals with a total attendance of 2.3 million persons and an estimated economic impact of $12 million. 45. Successfully completed an agreement to host the 1989 Lions Club International Convention with an estimated attendance of 35,000 delegates and a potential local economic impact: of $20 million. 46. Infused $82 million into Miami's economy from delegate expenditures from reportable, local conventions. This reflects an $16 million (24'�') increase from the same period last year. 47. Negotiated a lease agreement with the United States Football League which will ensure continued professional football in Miami. ' 48. Coordinated the preparation for the annual Grand Prix of Miami. 49. Successfully competed to host the 1984 Miss Universe Beauty Pageant. 50. Completed the RFP for the 800 MHz Radio Communications System. 51. Increased Miami's police patrol coverage in twenty sectors by reducing the number of 2-police-officer vehicles and increasing the number of 1-police-officer vehicles. 52. Promoted 56;:' minorities into sworn positions in the Police Department. In January 1984, for the first time in the City's history, two minorities (one Latin and one Black) were promoted to the position of Assistant Police Chief. This provides equal representation of the three major ethnic groups at the top level of authority directly under the Police Chief. In April 1984, 16 promotions were made to a new position of Police Major. These included 4 Blacks, 4 Latins and I Anglo female. This provides greater representation than before for minorities and women in policy -making positions of the Police Department. 53. Initiated 11 promotions to Fire Lieutenant, including 6 minorities; at the same time, 5 promotions were made to Fire Captain, including 3 minorities (one Black and 2 Latins) in April 1983. These promotions included 56`0' minorities against a goal of 27`. Two Blacks were promoted to Lieutenant and 1 to Captain; 4 Latins were promoted to Lieutenant and 2 to Captain. This provides the largest number of minority line officers in the history of the Miami Fire Department. 54. Converted 2,839 luminaries from mercury vapor to high-pressure sodium vapor resulting in a annual savings of $28,490. 4 11 Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page B of 9 SECTION II: COMMENTS MADE AT L T YEAR'S EVALUATION BY MEMBERS OF THE CITY COMMISSION One purpose of the annual evaluation is to identify areas that require additional attention. The items included below were extracted form the transcript of last year's evaluation and are included here to demonstrate that I view seriously your suggestions and concerns for improvement. A. Conduct a study to compare executive salaries paid by the City of Miami to salaries of other cities of a comparable size. A report was prepared and forwarded to the Commission in July 1983. That report was a result of a salary survey of cities with comparable populations, nine cities with populations over 500,000, and data secured from the private sector. Other comparative salary data has been provided from time to time as requested by the City Commission. B. Upward mobility for minorities. Dramatic changes have been made in the last year to increase the upward mobility of minorities and women in the Police and Fire Departments. In April 1984, an agreement was signed in Federal District Court resolving the Fraternal Order of Police challenge to the Consent Decree. The parties agreed to achieve a minimum goal of 50% for promotions of minorities and women in the uniformed service. That goal has s -already been surpassed with an achievement rate of 56`,'. In the Fire Department, promotions were made for the first time without following strict consecutive order on the eligible registers. C. Settlement of the "Gates Case." The "Gates Case" has been a problem for the City for the last 8 years because it may represent a significant financial liability for the City. It is a complex, difficult litigation involving all of the employee unions as well as a class action case. I am pleased to report that this case is now at least 90;.1 resolved. A major factor in resolving this case was active participation by the Police and Fire unions. Both the Police and Fire unions have agreed as part of their negotiated contract, to the provisions necessary to resolve this case. The sanitation and classified employees unions have both agreed to include in their contracts appropriate provisions. More importantly, the Board of Trustees of the Pension System has agreed in principle to the conditions to resolve this case, and the attorney for the Gates Case has indicated agreement with these provisions. Resolution of this case will remove the final exception to the City's Annual Audit Report and will undoubtedly have a positive impact on the sale of future City bonds. t 84-'748 Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 1 of 9 D. Relationships with and autonomy of DDA and Off -Street Parkin] ATut�Fori ti es. ----- -- - - - Contact with the Directors of both of these agencies has increased during the last year. I have had a number of private conversations with each Director and, on many occasions, have made many of my staff available to work with these two agencies to achieve mutual goals and interests. E. The Relationship with Metropolitan Dade County and the County Manager. During this year, I have had a number of personal meetings with the County Manager and we have exchanged a number of telephone calls. Both of us are aware that having direct communications with each other expedites the resolution of a number of issues. For example, issues resolved include the Port of Miami bridge issue, fire service to the Port agreement, relocation of City stables and the recent agreement to implement the Four Cents Gasoline Tax. Additionally, I have directed members of my staff to develop relationships and to work with their counterparts in the County. The process is beginning to show positive results. F. Accessibility of City Manager. I think each of you would agree that there has been considerable improvement made in this area. My staff has been advised that whenever the Mayor or a Commissioner is looking for me, I am to be located immediately. I have informed the Mayor and Commissioners when I will be out of the area and have always arranged to be contacted if needed by the Mayor or Commissioners. When requested by the media, I have attempted to be available and provide data and information they have requested. I have participated on talk shores and other media events in an effort to articulate problems and issues facing the City. Additionally, I have made an effort to be available and accommodating to the media without becoming a media personality. My accessibility to all segments of the community has been exceptional as demonstrated by the large number of meetings I have attended, as well as the large number of speaking engagements. As one becomes more accessible the public prefers to work with me instead of other staff that have the responsibility for assisting them. This preference sometimes causes some difficulty. G. Insufficient communication with or liaison between the Commission and tie City Manager. Keeping the members of the City Commission informed is an important and continuing effort. The weekly newsletter and quarterly report should be helpful in keeping you informed of events taking place in the City. 7 84-'74 6 0 E Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 8 of 9 Efforts to improve these reports continue. Additionally, you have continually received memos and reports from my office marked FYI (for your informaLion). As each of you are aware, I make a special effort to advise you of issues and problems that may be developing and to solicit your guidance and input in a timely manner. h 84-748 r Honorable Mayor & Members of the City Commission Annual Evaluation -City Manager Page 9 of 9 SECTION III: CONCERNS AND PROBLEMS S CITY MANAGER The purpose of this section is to identify some of the areas in which I experience difficulty. It is included to help each of you understand some of the concern and problems that I experience as City Manager. A. Securinq accurate data in a timely fashion. Not until this year has the City began to effectively utilize electronic data processing to store historical data. Much of the historical data that is needed to make decisions often must be manually developed from written records. This often take considerable time and is prone to error. B. Determining equitable division of City resources. Miami has a diverse ethnic population represented by many different groups and organizations. It is important that City support be equitably divided between the various groups and organizations receiving resources from the City utilize them effectively. C. The City Commission Agenda process, Due to the intense interest of all of the Commissioners in all of the affairs of the City, the City Commission Agenda appears to be becoming larger and more complex each month. The physical task of collecting the data, and reviewing for accuracy and completeness has become a time consuming challenge. I feel it is very important that the Commissioners have quality back-up data for every item on the Agenda. D. Demands of the public to deal with the City Manager as opposed to Assistant City Managers and Department Directors. E. Public participation via committees, task forces, commissions, etc., in the affairs of the City has increased dramatically. F. The desire and need to do more projects and programs with fewer resources. G. The various day-to-day crisis that are caused by a growing/expanding, changing, tri-ethnic community. CONCLUSION The challenges of managing a dynamic urban complex such as Miami are rigorous and considerable. It is my belief that the performance of this Citys' administration has been admirable in light of demands placed upon both the human and financial resources of the City. I feel certain that we can continue to meet the demands of the urban challenges of the 1980's in the spirit of cooperation and mutual trust. 9 84-74 FJ a ATTACHMENT A DETAILED LISTING OF THE CITY'S MAJOR CTIVIT ES A. FINANCE AND ADMINISTRATION 1. Finance Received from the Municipal Finance Officers Association the Certificate of Conformance in financial reporting for the City's FY'82 Comprehensive Annual Financial Report. The Certificate of Conformance is awarded to jurisdictions generating annual financial reports that are easily read, efficiently organized, and conformed to generally accepted accounting principles and legal requirements. Upgraded the City's Standard and Poor's general obligation bond rating from A to A4-. A bond rating is determined by a number of factors related to a municipal organization. Significant among these factors are: (a) managerial expertise and stability, (b) the financial condition of the municipality, (c) economic trends and conditions in the municipality's area, (d) ability to discharge current debt, and (e) financial reporting practices. Sold a $25 million general obligation bond issue at an 8.78%, interest rate. The interest rate for the bond issue was equivalent to the "20 G.O. Bond Index" as published in the Meekly Bond Buyer. The low interest rate on the city's bond issue is a clear indication of the investment market's confidence and acceptance of the City's financial condition. Prepared 1982 and 1983 audit reports on a timely basis as required by the State of Florida. Of the four exceptions stated by the auditors in fiscal year '81, three have been eliminated in fiscal years '82 and '83. The remaining exception relating to pension litigation is expected to be resolved in fiscal year '84. The exceptions resolved are: -- Depreciation in Enterprise and Internal Service Funds. A new system has been implemented that provides the information required for this purpose. _ -- Recording claims payable in Self Insurance Fund for all 'fosses incurred as require��y gener fly acce teed accounting principles. Implementation of a computerize system provides the underlying data that is used to determine claims payable on an actuarial basis. -- Possible reimbursements of federal grant programs which may e e wired as a result of audits of such grants. Pending audits of such federal grant programs w1ic1T h may be required as a result of audits of such grants. / C . 84-748. Extended stronger effort on follow-up of third parties involved in insurance claims with the City which has brought $390,000 to the Self Insurance Fund in fiscal year '83. 2. Purchasing Designed and printed a 15-page booklet, entitled "How to do Buslne55 with the City of Miami," that briefly explains the City's procurement process. This booklet discusses the location of the Purchasing Office, how to get on the City's bid lists, how to bid, the Minority Vendor Procurement Program, how purchases are made, and the "invoice and payment" procedures. Designed to be used principally in the registration of minority vendors, more than 3,000 copies have been mailed and given to participants at various seminars and meetings throughout the community. Established a Minority Vendor Procurement Program by Ordinance Number 9775. This program has afforded a dramatic increase of purchase awards to minority vendors. For example, purchases from Black -American business have increased to 11.7io, during five months of FY'84 from 4.5;� in FY'83, and purchases from Hispanic -American business have increased to 16.0;0, from 10.3" during the same periods. Purchase requisitions received by the Purchasing Office are converted to purchase orders through bidding procedures. The overall average processing times for the preceding year was 4.8 days, as compared to an established standard of 6.2 days. For the five months ended February 29, 1984, the average has been further reduced to 4.3 days. 3. Computers - Replaced the City's fifteen -year -old mainframe computer hardware with state-of-the-art equipment. The new equipment includes two Burroughs B-7900 computers, high -volume disk drives, work stations and associated peripheral equipment. The hardware upgrade maintains a five-year growth capacity for the development of future requirements and will dramatically reduce the access and response times for all current and future data processing applications. The hardware conversion is proceeding two years ahead of schedule. - All of the DEC mini -computers in the Police Department are being released as of June. 1, 1984 and systems being converted to the Burroughs machines. This will substantially eliminate ongoing maintenance cost on the DEC systems while providing the Police Department with adequate computer resources, uptime in excess of 99% and capacity to access case information instantaneously on the terminals. Increased uptime of police systems, specifically the Computer Aided Dispatching System and the Mobile Digital Terminal System, from 49% to 93%. E 84--'748 - Replaced all communications network with digital data service lines enabling the Department of Computers to provide the users with continuous uptime of the terminals and 2-5 second response time. Reduced energy cost substantially since the new equipment uses Considerable less power" and 'air condiltioniliiy. Designed and in the process of developing programming five major systems for the Police Department. These are: -- Computer Aided Dispatching System -- Crime Reporting System -- Investigative System -- Mobile Terminal System -- Police Early Warning Personnel System - The target implementation date is June 1, 1984. When implemented, the Miami Police Department will have one of the most sophisticated computer systems in the country. - Developed and implemented five new systems in the Police Department. These are: -- MCI Criminal Investigation System -- PAWN Tracking System -- Police Personnel System -- Police Time Accounting System -- Police Property System - Developed and implemented the Occupational License System, Certificate of Use System, the Minority Vendor System, and the Retirement Payroll System. - Implemented Phase I of the Fire Manning System, the Police Emergency Location System the Marshall and Stevens Fixed Asset System, the group Insurance Charge -back Sub -System, and online programs to review property and owner information for neighborhood analysis. - Completed design of the Marina System. - Completed major enhancements to the lien/Solid Waste Billing System. - Completed design and programming of the Motor Vehicle Maintenance System. - Completed reporting programs to assist economic development in analyzing business development. - Completed redesign of the Personnel/Payroll Data Base for total Personnel/Position Control System. - Completed state reporting requirement for Risk Management. 3 a 1 )_ - Completed both fiscal year and calendar year-end financial reporting requirements. Developed and implemented procedures to standardize the acquisition and support of all wordprocessing and micro -computer systems in the City. - Created the Information Center to support users with their current data needs and to plan for their future needs both from micro and mainframe applications. - Developed an in-house office automation training program and facility to reduce training costs, while ensuring the ability to provide training for all City employees. - Consolidated all programming personnel in the City within the Department of Computers which has resulted in better utilization of resources and more responsive to the users. - Completed negotiations with major computer vendors for new equipment which has provided the City with the state-of-the-art hardware while substantially reducing cost of computer hardware over a five year period. - Developed internal operations, procedures and controls which have reduced operational errors, provided better information resources, and made the Center more efficient and effective. - Completed physical move and systems conversion to the new facility within budget and on schedule. - Staffed the department with qualified and experienced personnel, developed technical training plans and reduced turnover to less than one percent. - Accomplished over GO;j of the Booz Allen Five Year Plan within 12 months at substantially less cost. The entire Plan is expected to be completed two years ahead of schedule. - Extensive security measures have been implemented which meet or exceed state and federal requirements. Completed conversion from the old equipment to the new systems hardware two years ahead of schedule. This is in the area of both civilian and police systems. - The Miami Data Center is now considered the best Burroughs large systems center in the country. 4. Management and Budqet - Developed twenty resource allocation and productivity initiatives throughout the City including several departmental reorganizations. 4 84-748 - Coordinated a city-wide, recreation needs- assessment of Miami residents to conform resident demands with program output. Prepared the FY'84 Final Budget Estimate in July, 1983. The FY'84 budget continues the concept of "balanced service delivery," emphasizing: improvements in the physical appearance of the neighborhoods; maintenance of the city's capital plant and equipment; improvements to recreational services and recreational infrastructure; enhancing the quality of public safety; enhancement of support services; improvement of fire and rescue services; expansion of planning services; and improvement of living conditions in blighted neighborhoods. Verified and placed for the first time onto FAMIS appropriation and revenue budgets for all funds for FY'83. Continued to utilize the Quarterly Budget Allotment System along with a close monitoring of departmental expenditures to improve budgetary control and facilitate departmental efforts to develop effective expenditure plans to maintain in a healthy fund balance. Continued to implement a City-wide mechanism for measuring departmental performance vs. stated objectives. This mechanism continues the City Manager's emphasis on management -by -objectives and is intended to further enhance the MBO process through the development of performance/output measurements for the programs, services and activities of the various City departments. Monitored and managed the City's financial position and work performance to maintain an effective expenditure plan, fund balance and aggregate service level. More specifically, the general fund balance as of September 30, 1983 was $8.2 million. 5. Department of Human Resources Produced two landmarks in the City's affirmative action program. The first was a multi -party settlement of complaints involving Police Department hiring and promotion procedures. The agreement resolved longstanding disputes over: (1) the Consent Decree that had been signed in 1977; and (2) the Civil Service amendments that had been adopted in 1979; and (3) the Cohen Consent Decree that had been signed in 1973. In addition, a number of lawsuit involving "by-passing" or "reverse discrimination" were resolved and an amendment to the FOP contract produced full agreement of promotional procedures. This has produced harmony in relationships with the FOP that has not existed for over ten years. There remain, however, a variety of individual lawsuits concerning veteran's preference and alleged "reverse discrimination." - Second was a decision in Federal District Court which climaxed six years of disputes with the IAFF concerning the 1977 Consent Decree, the 1979 Civil Service Rules, and the City's promotional procedures. The Order of the Court, issued June 1, 1983, upheld the City on every point. The ruling stated in part that "it appears that the City it 5 i L? 84-746 taking the appropriate steps to rectify the effects of past discrimination against minorities with the least adverse impact upon Anglo whites." This decision upheld the City's first affirmative action promotions that were made on April 22, 1983, and cleared the way for more vigorous efforts to implement the Consent, Decree. - Directed the City's commitment to affirmative action by directing the City's work force composition to the following levels: Affected Class Percent (a) Blacks 30% (b) Hispanics 31% (c) Anglos 39% (d) Women (Inclusive) 22% Reaffirmed the City's policy on affirmative action by the decision to continue the required 80% hiring goal for police officers and fire fighters. For a six-month period from July through December 1983, the Police Department reflects a 74% achievement rate and the Fire Department shows 87" achievement toward these goals in the protective services category. Appointed two minority Assistant Police Chiefs in January, 1984. For the first time, the City provides equal representation of Anglos, Blacks and Latins at the level of authority directly under the Chief of Police. - Selected an outside consultant to develop police officer psychological narrative reports. The contract became effective on March 15, 1983 and will be completed in four to six months. The City of Miami will be able to produce in-house psychological narrative reports to help screen out police applicants who may have personality traits leading to abusive behavior or unwarranted use of deadly force. Installed an optical scanner and a microcomputer to perform in-house comprehensive statistical evaluation of test data to comply with the federal government's test validation requirements. The installation has placed the City of Miami in the forefront of state-of-the-art computer applications in testing. It has improved our productivity, accuracy and service to operating departments. Employed oral examinations for the first time for Fire Captain and Fire Lieutenant promotions. Oral examinations assess and evaluate applicants' skill and abilities that are not measurable through normal written tests. Completed the transition from CETA to the new JTPA (Job Training Partnership Act). We are now providing job training services to 136 City residents. Over 20 local businesses have benefited from savings in salaries when they hired Miami residents through this program. 6 S 84- 748 0 - Implemented the CETA program to alleviate high unemployment among Miami residents. A total of 463 Miami residents were provided with job training services (2.14 successfully completed some type of skills training course and received Certificates of Competency, and 11.0 found permanent employment as a result of this program). - Expanded the Entrant Impact Aid Program which was originally designcd to alleviate unemployment in the Haitian and Cuban entrant population within our community to include all refugees. This program provides educational/vocational counseling, English language training, skills training, counseling, on-the-job training, job referral, and job placement services through contractual arrangement with 11 organizations. This program currently has 224 refugees enrolled and a total of 281 have found jobs through this program. - Coordinated closely job training activities with the South Florida Employment and Training Consortium through the Liaison Office. The Liaison Office ensures that the City is actively involved as a Consortium member in the decision -making process, including funding decisions. - Received $800,000 for the Summer Youth Program in FY'82-'83. Furthermore, in FY'83-'84 the City has received $759,854 in JTPA funding for the following programs: -- Comprehensive Job Training Program $543,000 -- Apprenticeship Program $ 38,854 -- Training for Independent Living $128,000 -- Liaison Services $ 50,000 - Began conducting pre -employment physical examinations of police officer and public service aide applicants that were previously performed by a private clinic. - Have begun collecting urine samples for drug profiles at City Medical and sending them to the lab for analysis. Narcotic -positive samples are kept in a freezer for future court reference if necessary. These two service improvements are now saving the City over $11,000 per year. The savings may approach $25,000 per year when turnover rates increase. - Printed the first written vehicle safety program for City vehicles in over 15 years and distributed 200 copies City-wide. The program covers: driver selection, obtaining driver license records, indoctrination of new drivers, required forms and instructions when involved in an accident, Accident Review Board information, and City driver training programs. - All accidents with City vehicles now go before one of five Accident Review Boards (ARB) for decision of preventability and recommendation for disciplinary action. All ARB members have completed a two-hour training program to help achieve uniformity in decisions. 7 f It . 84-748 .� - Established a special Accident Review Board to review the vehicle accidents of all departments except Police, Fire, Solid Waste, and Parks and Recreation which have their own individual boards. The City Accident Review Board has conducted four meetings and reviewed 45 accidents. - Designed new four-hour driver- improvement course as a refresher and fo uw-up t- fhc nc f n-i,,a nrivinn Course. The course includes the use of special flip charts, two films, and moving the classroom into the street for a portion of the class through use of a City van. Six classes for 58 employees have been held to date. - Conducted, for the first time in four years, a Defensive Driving Course in Spanish for City drivers who could best receive this training in Spanish. A total of 27 drivers from seven departments participated in this driver improvement program. Formulated a nee-; bi-monthly safety bulletin titled "Safety thru Supervision" for distribution to supervisory personnel throughout the City. The objective of this publication is to help convince supervisors at all levels that they have responsibility for the safety of their employees and to provide some supervisor safety training. Two bulletins have been issued to date. - Conducted a series of special safety meetings with the operating departments on the need to wear safety shoes. A 12-minute film was included and over 300 employees attended these meetings. 6. Office of Public Information - Coordinated and/or provided marketing support to a number of projects and events that promote a positive image of Miami, such as the Christo Surrounded Islands project, Hispanic Heritage Festival, World Orchid Conference, Miami Film Festival, Congress of Hemispheric Chambers of Commerce, II Interamerican Congress of Municipalities, the U.S.F.L. teams playing at the Orange Bowl, and the Presidential Advisory Committee Meeting in Miami. - Effectively reorganized the Office of Public Information after the hiring of a Manager and separating from the Department of Economic Development. - Coordinated three Sister Cities trips to the cities of Paris/Puce, France; Buenos Aires, Argentina; and Cali/Bogota, Colombia. - Published six issues of Cityscape and reduced production cost by $600 per issue, as of the January February issue. - Coordinated a multi -ethnic, community leaders broadcast and provided press support during the civil disturbances resulting from the verdict of the Luis Alvarez trial. 1 '? 84-7 6 11 11 - Promoted Miami as an International Sports Center through the issuance of a number of press releases regarding the Miami Sports and Exhibition Authority and promotion of the Miami Grand Prix, the World Karate Championships, Physical Fitness Month, and the SORC Sailboat Races. - Obtained in -kind contributions in support of a number of City -sponsored events which amount to $400,000. B. PLANNING AND DEVELOPMENT 1. Planning - Completed the development of the Comprehensive Zoning Ordinance 9500 which affects 88,000 parcels of land within Miami's city limits. Commenced implementation of the ordinance by the issuance of 133 Class C permits and two Major Use Special permits. - Initiated an update of the Miami Comprehensive Neighborhood Plan (first prepared in 1977). - Amended the 1982-88 Capital Improvement Program and secured approval of the 1983-89 Capital Improvement Program which prioritized 193 projects valued at S731 million over 6 years. Initiated work on the 1984-90 Capital Improvement Program. - Prepared policy plans for all 8 Community Development target areas: Model City, Edison -Little River, Allapattah, Little Havana, 14ynwood, Overtown, Coconut Grove, and Downtown. - Evaluated and recommended two Developments of Regional Impact (SE Sth Street/arickell Avenue - 690,000 gross square feet of building and Lincoln/Hasher - 1,294,000 gross square feet of building). - Initiated joint development studies of Culmer, Santa Clara, Allapattah, and [arickell fletrorail stations to coordinate public and private investment around 4 of the 10 Metrorail station sites in Miami. Recommended a plan for Grand Avenue in Coconut Grove to guide public and private investment. 14orked with the Edison Center Task Force on planning for Edison Center at N!N' 62nd Street/NW 7th Avenue. 1,lorked with Haitian Task Force on recommendations from the Haitian Study for City and County programs to alleviate area problems. Working with East Little Havana Reconnaissance Study to alleviate problems in the area and to capitalize on its location to make it a more vibrant and attractive area. Completed Design Center Plan for physical improvement and coritmenced economic improvement study to retain the Center's competitive position in South Florida and nationally. 9 lq 84-'7419 14 - Completed the Latin Quarter Planning Study in cooperation with the Little Havana Development Authority and Latin Quarter Task Force. Initiated rezoning of the Latin Quarter (bounded by NW 12th and 17th Avenues, from NW 1st Street to SW 9th Street) to establish a Special Public Interest District to encourage tourism. - Continued participation with Dade County Transportation Administration on planning for joint development around stations and participated in early planning for Stage 11 Metrorail. - Initiated master plan study, with consultants, for future development of the Dinner Key area. - Continued to review and evaluate Dade County's proposed Shoreline Ordinance. Participated in planning for City property in the Biscayne Bay Management Plan. - Implemented new Heritage Conservation (HC) Ordinances; serviced Heritage Conservation Board meetings; recommended 4 new districts involving 25 properties; and made recommendations on 33 Environmental Preservation Districts. - Updated and detailed the City-wide Comprehensive Economic Development strategy to be used by the Department of Economic Development. - Continued work on the Impact Fee Ordinance by which developers would participate in upgrading the infrastructure necessary to support their development. 2. Solid Waste - Implemented a uniform, biweekly trash collection schedule. - Distributed the latest edition of our trash schedule throughout Miami. The majority of these flyers are written in English and Spanish and was printed in English and Patois for our Haitian residents. The flyers contain the trash collection schedule and information aimed at keeping Miami clean. Expanded activity in the area of code enforcement in recent years due to the increase in staffing. In the first six months of fiscal year 1983-84, the Code Enforcement Division has investigated over 28,300 complaints, including 1,100 abandoned vehicles and 1,100 vacant lots. Roughly 20,000 general violation inspections have been carried out. - Established in conjunction with the Departments of Lai,,,, Finance and Computers, a system for filing liens against delinquent waste fees. Our first filing contained over 3,500 properties which accounted for roughly $150,000 in fees. Since the mailing of these liens in January 1984, we have collected about $134,000 of the total. 10 •84--748. Completed in conjunction with the Department of Planning, the Downtown Development Authority and the Downtown Business Association, the design phase of a new concrete litter container which will be use throughout Miami. The money has been made available for the purchase of these containers as soon as final approval of the design is received. 3. Public Works - Completed two storm sewer construction projects at a cost of $5.6 million to alleviate area drainage problems. - Completed two sanitary sewer construction projects at a cost of $1.4 million. - Completed construction of the S11.8 million Government Center Parking Garage. - Completed modifications to various City parks in order to make them more usable by the handicapped. Ramps, toilets, drinking fountains, etc., were installed at thirteen parks. - Replaced deteriorated wood piles and pier at the Dinner Key Marina. - Completed various improvements at Hadley Park including sanitary sewer hookup, lighting for two tennis courts and one handball court, construction of two tennis courts and one handball court. - Constructed a shed to house 75 golf carts at the Miami Springs Golf Course. Completed emergency plumbing repairs at the Marine Stadium. Completed 30" of the renovation of a former fire station of use as a stress simulator for Police Department training. - Continued to coordinate the Latin Quarter development project and was successful in convincing Metro Dade County to participate in this project which will result in approximately $3.25 million of improvements to the streets in the area bounded by best 12 Avenue, S.W. 10 Street, West 17 Avenue, and N.W. 1 Street. - Converted 2,839 luminaries from mercury vapor to high-pressure sodium vapor resulting in an annual savings of $28,490. 4. Community Development - Established a uniform system for the preparation and submission of Urban Development Action Grants (UDAG). - Submitted 3 UDAG applications, processed 8 UDAG applications, and received one $1.4 million UDAG award. 11 - Approved and closed 288 assistance applications for single-family residential rehabilitation. Approximately $3 million was expended in loans and grants. Forty-o,re residences are currently being rehabilitated. - Established loans for the City's multifamily housing rehabilitation programs. Completed five (127 units) multifamily rehabilitation projects and six projects (231 units) are currently being rehabilitated. - Prepared and distributed a promotional brochure for the Garment Center project. - Completed the Phase Infrastructure of the Garment Center/Fashion District which involved street improvements, improved water and sewer lines, landscaping and other improvements. - Acquired 13 out of 2.5 parcels in the Second Phase of the Garment Center/Fashion District. - Completed the Allapattah Mini Park for Public Housing at N.W. 21 Avenue and 19 Street. - Completed renovations to two multi -unit buildings, one with 27 units and the other with 21 units, in Overtown. - Placed 187 individuals in private sector jobs through the Overtown Jobs Program. - Prepared application and received Jobs Bill funding from the U.S. Department of Housing and Urban Development for $2,761,000. - Provided financial assistance to the Community Housing Resources Board, Inc., in order to promote fair housing and equal housing opportunities. 5. Economic Development - Coordinated the "Miami Metropolis of the Future Tours of Latin and European Journalists" tour of Miami focusing on Miami as a business and economic World Center. - Represented the City on various Greater Miami Chamber of Commerce and SFETC Committees including: The New World Center Action Committee Urban Ventures Task Force Coordinating Committee Business Expansion and Retention Committee Private Industry Council South Florida Coordinating Council 12 S4-748 0 - Coordinated the Cote de Azur Development Corporation (of Nice, France) participation in the Miami Boat Show. - Provided documentation, information and materials to assist the City Manager in obtaining $125,000 support for the Overtown Shopping Center from Dade County. - Assisted in the coordination of the public hearing of the Presidential Advisory Committee on Small and Minority Business Ownership. - Established the new division of Business and Economic Research and hired staff in the positions of Principal Economic Analyst and Economic Analyst. - Updated the Municipal Finance Officers Associations Economic and Demographic Profile of the City of Miami. - Produced and distributed the 1983 "fliami - Its Government" to inform residents of the Cit,y's significant accomplishments for FY'83. - Wrote the Miami Business Report 1983 for the first time to include industry/sector articles contributed by 17 prominent business/cultural/civic community leaders. Distributed 2,500 copies of this publication in English and Spanish to private businesses and prospective investors in Miami and to residents. - Developed, managed or provided contract oversite to 33 economic development contracts amounting to $13.4 million. - Managed the City's investment in 3 major commercial neighborhood developments: Overtown Shopping Center, Edison Plaza, and Lincoln Square Building which will generate 26 new business starts and 200 new jobs. Provided substantive assistance to 360 new and existing businesses. Managed and provided program direction to 11 neighborhood economic development agencies which: -- maintained 11 merchants associations -- conducted 11 business crime watch programs -- managed capital investments of $3 million in economic programs -- coordinated and implemented 9 commercial facade treatment programs at a cost of $200,000. - Provided documentation, information and materials to assist the City Manager in obtaining $125,000 in support for the Overtown Shopping Center from Metro Dade County. 6. Planning and Zoninu toards Administration - Processed for the P1 ani1 i ny hdv i sot'y Board, the Zoning Board, and the City Commission, a total of 633 items suggested by 68,342 mailouts, 1,002 posted signs and 188 legal advertisements. 13 �, ti 84-748 i - Recorded the multi-itemed "amendment packages" which fine-tuned ordinance No. 9500. - Established a revised filing process to reflect the provisions of ordinance No. 9500 - Revised the agenda format for City Commission items. C. PUBLIC SAFETY 1. Police - Reduced 1983 Part I (Index) crimes by 5.9% as compared to 1982, primarily as a result of uniform community support for Miami's Police Department. Developed civil disturbance contingency plans through interagency coordination and training. Contingency plans were implemented in the recent minor civil disturbance and were effective in minimizing damage to life and property. Miami's civil disturbance contingency plan is considered to be the nation's model. - Implemented 93 of the Police Department's civilization plan. Ninety-seven percent of the sworn officer replacements are minorities. - Promoted 53, minorities into sworn officer positions. - Commenced operations of the Overtown mini -station. The operation of the ministation promotes closer relationships between Miami's Police Department and the Overtown community. - Initiated acquisition of the Synthesized Media Environment System to assist the Police Department in training police officers to properly handle deadly force situations. The simulator contract commenced on May 17, 1983 and it should be in operation sometime in June 1984. Evaluated the behavioral responses of new police officer recruits in different role-playing scenarios by the Assessment Center. During the past 12 months, 69 recruits have been assessed from BLE classes. - Completed a study which recommended realignment of all zones and the addition of a fourth working communications channel as a result of the rapid growth of Downtown, Brickell and Little Havana. This realignment of zones more equally distributed calls -for -service for each zone. The realignment has been completed and is operating successfully. Began the Overtor;,n Athletic Program located at Gibson Park began in June 1983. The program Eras 255 participants in boxing and approximately 500 participants in weight lifting. The success of this program has resulted in the formation of another program entitled "COP -A -JOB." Through the COP -A -JOG Program, street police officers find employers in need of workers and refer them to the staff at the 14 84-74 11 11 Overtown Athletic Program. These officers keep files on youths or adults that need jobs and refer them to the employer. Since its inception approximately 90 days ago, 16 Overtown residents have been hired through this program. - Increased Miami's Police patrol coverage in twenty sectors by reducing the number of 2-police-officer vehicles and increasing the number of 1-police officer vehicles. - Coordinated investigations with Metro -Dade Police Department on approximately 30 gangs that either live in or frequent Miami. - Created the School Emergency Response Team; a program designed to mobilize two sergeants and 12 police officers during school hours to respond to any of the 39 public schools in Miami handle disturbances, gang fights, etc. - Reorganized the Crime Watch Program. At the present time, there are 251 residential crime watches with a 2,983 participants and 119 business crime watches with 1,039 participants. - Directly targeted the estimated 25,000 Haitians residing in Miami through the Haitian Service Delivery Work Program with the goal of educating them about child abuse and gaining their participation in crime prevention programs. To date, 21 crime watches involving 230 Haitians have been organized. - Completed several major inspections of the Emergency Operations Center, Video Unit, Patrol "Q" Shift, and the FTO Program. The Inspections Unit also completed two surveys evaluating the level of service given to victims of crimes. These inspections and surveys are essential in improving the efficiency of the Police Department and the level of service to the public. 2. Fire, Rescue and Inspection/Services - Initiated the NICE (neighborhood Improvement Thru Code Enforcement) Program; a very successful cooperative program between the Police, Fire, Solid Waste and Public Works Departments. Coordinated enforcement actions by the affected departments result in quick resolution of violations that impact negatively on various neighborhoods. Maintained an average fire and rescue response time of less than four minutes. - Completed negotiations and secured an agreement with Metropolitan Dade County to develop a computer program to control 512 traffic signals when fire -rescue apparatus are responding to emergencies. - Secured a contract agreement with the Dade County Port Authority for our department to provide fire and inspection services on Dodge Island. 15 �4-741S - Established a 53% minority promotion record (of 17 promotions, 9 were minorities). Three minorities (two Latins and one Black) were promoted to Fire Captain and six minorities (four Latins and two Blacks) were promoted to Fire Lieutenant. - Negotiated a new labor contract with Firefighters Local 41587. The new agreement is effective from October 1, 1984 through September 30, 1985. - Selected Barbara Hunter as the City's Employee of the Year for her contribution in saving the life an an infant by giving lifesaving instructions to the parents by telephone until the rescue unit arrived. - Dispatched 55,244 fire and rescue units to 32,890 alarms in 1983. - Provided seven Fire Dispatchers with emergency medical technician training in order to provide them with a better understanding of medical emergencies. This is the first phase of a program to provide self-help to patients of their families until firefighters or paramedics arrive. - Completed certification of all 33 trades inspectors through Dade County Board of Rules and Appeals. - Implemented an intensive 2-hour-per-week training program for Building Inspectors with emphasis on code analysis. - Coordinated a multi -agency task force in Overtown for the past six months. During that time, 2,078 violations were discovered, 1,487 corrected, and 1,533 are pending. Presently have a 48`3 clearance rate. Crosstrained all ten Zoning Inspectors in using the South Florida Building Code. - Increased the City's ability to handle newer and larger boiler systems by the addition of two nationally certified, highly experienced boiler inspectors. - Reduced the number of "backlogged" gas permits from 1,400 to 700 by reassignment of personnel. - Strengthened our code enforcement efforts by combining the law enforcement efforts of Miami's Police Department with the division on code violations. - Strengthened code enforcement efforts regarding illegal construction by utilizing the Department of Professional Regulations of the State of Florida and the Trades Qualifying Board of Dade County to review the ethical conduct of the involved companies or individuals. - Developed procedures and guidelines to be used when a developer determines that there is a great need to begin construction prior to completion of entire plans and normal plans review. Request can be 16 S 84-748 made to the Fire, Rescue and Inspection Services Department to allow project to proceed on a Phased Design and Construction basis (Fast Track). - Physically relocated the Communications Supervisor/Instructor to the Training Center. An office and classroom was dedicated and equipped for training of new fire alarm operators and computer training for all personnel. - Selected 67 personnel to attend the National Fire Academy. A cross section of personnel including Fire Officers, Building and Zoning Supervisors, Inspectors and Fire Safety Specialists have had the opportunity to attend the. outstanding programs available in Emmitsburg, Maryland. - Completed outfitting the Fire Rescue Training Center gym and have placed a full range of programs in operation. Human Performance Lab has tested approximately 400 firefighters. - Upgraded the emergency medical service capabilities of 500 firefighters personnel by teaching the application of medical antishock trousers (MAST) suits. - Purchased and deployed six fully equipped Pierce pumper apparatus in October 1983. - Purchased the City's first platform/aerial vehicle. The technical innovations specified in platform/aerial equipment provide a greater number of firefighting and safety options in the suppression of high-rise fires. - Flow -tested and painted every hydrant (approximately 4,000) in Miami during 1983. These tests found some weaknesses in the system. Initiated plans for upgrading the system. - Presented the "Employee of the Year" award to Hose 9C crew for their heroic rescue of two infants from a burning building. - Placed into service a new light rescue vehicle, equipped to handle basic life support emergencies, on November 1, 1983. The squad is utilized in lieu of fire apparatus for all nonfire related responses. ' - Conducted 19,247 inspections of various types, including New Certificates of Use, Certificates of Use Renewals, Tani; Inspections, Night Inspections and Citizen Referrals. - Conducted 397 presentations by the Public Education Section reaching approximately 77,000 residents. These presentations reached all segments of our population from preschool children to senior citizens, and from single-family residences to high-rise multifamily residences and office buildinqs. A very important part of these presentations involved a concept of teaching our school children fire 17 84-7 4 f! prevention. and fire reaction through the National Fire Protection Association "Learn Not To Burn" curriculum. - Accomplished 76,614 contacts through senior citizens home safety personnel with single-family residence occupants, recommending fire safety good practice and dispensing fire safety literature. - Refurbished three 1978 Advance Life Support Rescue Units to include replacing existing chassis with 1984 chassis. Refurbishing will provide us a savings of $21,000 per unit, and a total savings of $63,000. - Initiated paramedic training via Miami Dade Community College on a shift schedule allowing 26 personnel on two of the three Fire Department shifts to attend school without conflicting with their assigned duty shift. - Conducted two advanced cardiac life support drills at the University of Miami/Jackson Memorial Hospital Emergency Department to allow Emergency Medical System Doctors to evaluate emergency medical personnel. ' - Acquired full a complement equipment which will now allow - Medical Service Skills Lab Training Center. D. FACILITIES AND PROMOTION of emergency medical service training for implementation of an open Emergency to be maintained at the Fire Rescue 1. Department of Building and Vehicle Maintenance - Initiated a Rubbish Crane Rebuilding Program on August 2, 1982 to overhaul fourteen cranes in the Garage Heavy Equipment Fleet that met the replacement criteria. The replacement cost per crane was $113,000, or a total of $1,582,000. The cost of the Rebuilding Program inclusive of parts, labor and chassis was $641,509. This reflects a savings to the City of $940,491. Parts and Labor $328,525.33 14 New Chassis 211,400.00 3 Alternate Cranes 101,583.00 TOTAL COST $641,508.33 The last cram was rebuilt and returned to service on July 29, 1983. All units were accepted by the Solid Waste Department. - The report entitled "City -Wide Master Telecommunications Plan, Phase I - Feasibility", was developed by consultants (Communication Sciences) for the City of Miand as authorized by City Commission Resolution #83-115. The report now provides the City with the necessary information required to make decisions regarding its future communications system. 18 �7 _ 84- 748 i - Remodeled Fire Stations #1, #2, #5, #6, and #8 to provide privacy for female Firefighters. Areas of work completed at all Fire Stations involved dormitory remodeling which includes private cubicles, partitions in bathrooms, mica wainscot on walls, and carpet on floors and cubicles. A new condenser was installed on the roof of Fire Station #1 and additional air conditioning improvements scheduled as needed at other fire stations. Finally, temporary plywood shutters were provided to the fire stations in case of hurricane emergencies. - Completed major renovations at the Miami Stadium in preparation of spring camp for the Baltimore Orioles' Professional Baseball Team. - Coordinated participation of applicants from Dade County and the City of Miami in the Automotive Apprenticeship Program. On [larch 15, 1984, an aptitude test was administered at the Director's Office Conference Room. Eighteen participants from Dade County took this test. Test results have now been delivered to Dade County. Upon the final selection of the qualified participants, the City of Miami and Dade County will initiate a combined program. The concept of a central training facility for automobile apprentices will help insure that automotive maintenance standards and mechanic's skills will be elevated. As a result, vehicle fleet maintenance costs will be lower, partially offsetting inflation and benefitting the taxpayers. Connected the City's communicatiin system into the State of Florida's Long Distance Telephone Network (SUNCOM) in August, 1983. Savings to the City could amount to $60,000 during the present fiscal year. Steps are being taken to insure that all long distance telephone calls will be placed through SUNCOM by City users. This departmental management realized approximately two years ago, that the existing City Radio Communication System was quickly becoming obsolete. Upon this determination, exploration was begun to identify the state-of-the-art communications systems available. With the full support of the City [tanager technical specifications were developed into a Request for Proposal (RFP) and submitted to potential bidders. We are now proceeding award of this bid for the Communications System will occur in the near future. The result of this award will mean that the City of Miami will lead the nation in development of this 800 MHz trucked system. This will be the first 800 MHz system to be installed by a governmental entity in the nation. This system will provide Miami emergency and nonemergency forces with the most modern state of the arts communication capabilities presently available. 2. Department of Parks and Recreation Consolidated the previously separate Departments of Parks and Recreation into a single department in November, 1983. This merger 19 84-748 has dramatically increased the delivery of services to the neighborhood parks by having one agency manage and direct all aspects of maintenance, operation and programming. An important aspect of the merger included a total reorganization of the Recreation Division. This reorganization, based upon a detailed study by the Department of Management and Budget, included the establishment of six Recreation District Supervisor Offices located in the following parks: Curtis, Grapeland, Virrick, Range, Hadley and Gibson. The District Supervisors are based in these parks on a daily basis and coordinate the staffing, operation, permitting and maintenance of all the parks within their respective districts. The district offices also facilitate the process of obtaining park permits by neighborhood residents and educate those residents in the recreation programs offered at the local parks. Another major element of the reorganization plan has been the establishment of sport specialists in boxing, baseball and tennis. These recreation specialists operate on a city-wide basis and coordinate training and competitive events for these respective sports. Completed construction on Phase I at Jose Marti Park. Phase I, a S2.6 million portion of a S4 million total project includes a swimming pool complex, picnic shelter, cafe with restrooms, playground, game courts, riverwalk, softball field, jogging track, handball courts and art work. This project was funned by Parks for People Bonds and the Urban Park and Recreation Recovery Program. Completed construction on a $1 million redevelopment project at Hadley Park which included tennis, racquetball and basketball courts, recreation building and pool renovations, playground and lighting. This project was funded by the City and a grant from the U.S. Department of the Interior. _ - Completed construction of handicapped access improvements in 17 parks. This $1 million project included ramps, waterways, handicapped parking, restroom renovations, water fountains, and new recreation buildings at Curtis and West End parks. This project was funded by the City and a grant from the Urban Part; and Recreation Recovery Program. - Completed tree and sod planting and playground installation projects in 14 parkas. This $155,700 project was funded in its entirety by a grant received from the Small Business Administration as a part of the Emergency Jobs Legislation. - Completed construction of the .4 acre Allapattah 11ini Park:, funded by a Community Development Block Grant. The park: includes a playground and a lighted basketball court and will be turned over to Dade County HUD for operation and maintenance. - Completed a preliminary renovation plan for African Square Park prepared by Synterra, LTD., at a cost of $4,500. 20 49 84--748 I - Received a total of $484,300 for the Handicapped Programs Division to fund recreational and training programs for the mentally, emotionally, and learning disabled. - Received three grants totalling $111,000 for the Day Care Program to help provide child care to the residents of Miami. - Initiated an innovative new program entitled "Miami's for Recreation," which included a host of supplemental recreation activities such as field trips to the Pietro Zoo and Castle Park, fishing trips, specialized arts and crafts programs, roving karate and tennis instruction, a talent show, Bliss Playground Miami Contest and a fun -day picnic. These activities attracted over 156,000 residents at a cost of only $1.13 per capita. - Developed a city-wide Summer Olympics (through Partners for Youth) which was used as a prototype for the entire county. Over 2,000 youth participated in such events as soccer, softball, basketball, hot shot, and other competitive activities. - Served over 120,000 lunches at 25 City parks as part of the Summer Program. - Initiated the City of Miami amateur Baseball League which gave many young men, 17-23 years of age, the opportunity to participate in an organized league. Several players were signed from the league by various major league scouts. Presented the promotional film "Miami, City of Leisure" to over 20 community groups reaching approximately 5,000 residents as to recreational pursuits offered by this department. Received the Charles T. Mitchell Award (from the Association for Retarded Citizens of she United States) for the City's Handicapped Division. This is one of the Association's most prestigious awards which recognize the outstanding accomplishments and contributions made by programs for the handicapped in the field of recreation for mentally retarded citizens. Received the National Park Service Award (from the United States Department of the Interior) for recognizing outstanding community programs which work cooperatively with the Park Service. - Received parks and recreation -related grant awards of $2.5 million in FY'83. - Sponsored fifteen community festivals with a total attendance of 2.3 million persons and an estimated economic impact of $12 million. - Sponsored 12 free community concerts in City parks through PACE. The "Summer Sensations" series, a part of the department's Summer Program, 21 84- 748 offered 27 free concerts during June, July and August at different City parks. Total: 39 concerts with an estimated attendance of over 30,000 people. - Sponsored 3 Summer Spiashdown discos at Virginia Beach during July and August with an estimated attendance of 70,000 people. This event created a constructive model procedure for large-scale community celebrations. - Coordinated the Summer Youth Employment Program to provide employment and training to 800 youth. The two subcontractors providing direct service delivery were Beiafonte Tacolcy Center and Youth Co-op. 3. Golf Courses Miami Springs Golf Courses - Constructed a golf cart storage barn at a cost of $58,000. - Finalized the long-term lease of 60 golf carts which are now operated by the City. - Improved golf cart passage at eight holes. - Added the following new tournaments: Dade County Employees, Shriners, and the Eastern Airlines Executive Personnel. - Increased green fees, special package fees, and golf cart rental fees. Melreese Golf Course - Rebuilt sandtraps at 18 holes. - Completed the tree planting program on the fairways. - Booked 3 new major tournaments: Dade/Broward Golf Association, Miami Board of Realtors, and Florida Department of Transportation Employees. 4. Convention Bureau - Competed successfully to host the 1989 Lions Club International Convention with an estimated attendance of 35,000 delegates and a potential local economic impact of $20 million. - Booked the Florida Encounter which is probably the most important "impact" group that could be booked in Miami to generate future corporate, association and incentive groups. The Florida Encounter is organized by the State of Florida's Department of Tourism and consists of approximately 200 meeting planners. The City of Miami will have a better chance to showcase our facilities when this group comes to the Omni next October. 22 B4-`748 D r] In addition to the potential for futur these meeting planners to Miami, there tourism industry that will spend freely entertain these planners. e business involved in bringing will be 800 delegates from the for three days in our area to Chosen by the prestigious Congress Organizaciones Tunisticas de America Latina (COTAL) for their June 1985 annual convention. COTAL is considered the Latin American counterpart of A.S.T.A. and will bring to Miami the travel agents that were not here for A.S.T.A. Thus, it rounds out Miami's exposure to the travel industry of the world. Approximately 3,000 delegates are expected for six days and Miami is estimated to receive nearly $5 million in delegate spending. Similarly to A.S.T.A., a great deal of publicity accompanies this group. Organized in June, 1983 the first "blitz" of Washington, D.C. in conjunction with members of the local hospitality industry. Two members of the City's Convention Bureau and eight local hoteliers went to Washington, D.C. for a week to make sales calls on approximately 200 meeting planners. The week culminated in a cocktail reception paid by the hoteliers in the Florida House in which sales presentations on behalf of the City were made. This year a similar blitz has been in Washington, D.C. in June and it is hoped another will be added in New York in August. Used contacts made during our blitz and attendance to trade shows to selectively invite meeting planners to inspect Miami. During April 1983, a familiarization ("fam") trip was conducted that brought close to 30 meeting planners for 3 days to Miami. Planners were shown attractions, hotels, and city facilities in this highly successful tour. A similar trip was conducted in November 1983 where 40 meeting planners were treated to the same hospitality. Finally, during the Grand Prix of Miami in February, 1984, 50 meeting planners attended our latest "fain trip" with rave comments of Miami and its progress. These trips are organized in conjunction with local hotels that provide free meals and lodging and Eastern Airlines which provides free transportation to and from Miami for the planners. There are two additional "fans" planned for the rest of 1984. Determined an increase in the number of conventions booked in the downtown area during 1983. The Convention Bureau reported 363 conventions held in downtown hotels during 1983, up from 288 conventions during 1982. 5. Conference Center - Revised the entertainment event rate schedule to increase event revenue by 10%. 23 3 z 84-748 - Maintained current rate schedules for meeting room rentals to establish a more competitive position; thereby increasing meeting rn_nm revenues. - Consolidated office space of the Conference Center, Convention Bureau, and the Conference Center's management firm to effect a rental savings of $90,000 per year and to facilitate working relationships between the three agencies. - Installed the stage rigging and concert shell enclosure adding significantly to the cultural programming capability and set flexibility of the Conference Center. - Developed a competitive parking rate for the Center's garage which resulted in a 40° increase in monthly client parking and a 57% improvement in monthly revenues. 6. Coconut Grove Exhibition Center Completed the construction of the West Court roof at the Coconut Grove Exhibition Center which has now resulted in 105,507 square feet of saleable air-conditioned exhibit space. It is projected that the Exhibition Center will enable the City of Miami to attract a greater number of larger trade and consumer exhibitions. - Substantially reduced the number of manhours required to cleanup between shows through the acquisition and utilization of an industrial ride -on power sweeper/scrubber at the Coconut Grove Exhibition Center. It is estimated that the number of manhours required was reduced from 400 hours a week to 80 hours a week for the average size show. This one factor has enabled Exhibition Center management to better, utilize and concentrate the contract labor force on the larger trade and consumer trade shows. 7. Municipal Auditorium - Eliminated two custodial positions at Municipal Auditorium and redistributed $34,845 to use in obtaining contract labor on an as - needed basis. 8. Office of Marinas Generated a net income of $680,000 from the operations of Dinner Key Marina. Renovation and expansion of the Dinner Key Marina will be funded from this income as opposed to other sources of revenue normally utilized for capital expenditures. 24 84-r'74EI E 9. Orange Bowl Stadium - Negotiated a lease agreement with the United States Football League (USFL) to conduct an eight -game home schedule in the Orange Bowl Stadium with an average attendance of 30,000 persons per game and $400,000 annual net income. - Extended the current -use agreement with the University of Miami for their use of the Orange Bowl through the year 1991 or until an on -campus stadium can be built. - Attracted 52,000 music fans to the Orange Bowl with the Police concert on October 28, 1983 and added $100,000 net revenue to the Orange Bowl enterprise fund. - Attracted 50,000 motor sports fans to the Orange Bowl with the Motorspectacular on March 3, 1984 and added an additional $90,000 in net revenue. - Made several improvements to the Orange Bowl including sound systems upgrade, prescription athletic turf drainage improvement, new University of Miami ticket office, new operations booth, parking improvements, and new turnstiles. 10. Miami Baseball Stadium Installed an automated irrigation system which has made better use of our personnel and will reduce maintenance costs at the Miami Stadium. - Regraded and resodded the infield so that it now has the proper pitch. The reconstructed infield assures a true bounce for the ball and is now aesthetically pleasing. 11. Marine Stadium - Anticipated ten days of powerboat racing this year including the new International Champboat Regatta and the Budweiser Unlimited Regatta. Held a successful nautical flea market which brought in over $2,035 of net revenue and was attended by over 7,500 people. 12. Refugee Program - Participated with the State of Florida in developing the Impact Aid Application that resulted in receiving a grant of $35 million to this area. The direct benefit to the City was the grant revived from the South Florida Employment and Training (CETA) of $1.8 million for job training. 25 3 84--'743 - Participated actively in the court case against the Federal Government to obtain the release of Haitian refugees from Krome Avenue Center. - Obtained a $400,000 grant for the second year of the Entrant Assistance Program. E. SOUTHEAST OVERTOWN/PARK WEST - Completed appraisal process for the Urban Initiation area and have began proper- acquisition. - Initiated residential relocation in the Overtown area. - Completed the financial strategy for Phase I redevelopment. - Completed the Request for Proposal (RFP) for the first phase of redevelopment. - Completed a marketing strategy and promotional materials for the development. - Initiated the SPI zoning ordinance. - Completed the Development of Regional Input Statement (ORI). - Completed urban design guidelines and business relocation procedures. F. INTERGOVERNMENTAL AFFAIRS/CABLE - Organized the City administrative effort that helped pass the $50 million bond issue in the March 13, 1984 election. - Negotiated the 4c Gas Tax Interlocal Agreement that provides $3 million to Miami for transportation improvements. - Organized and implemented a process that will provide over $.5 million for boating and waterfront improvements to Miami from state and county fund allocations. - Executed and administered a new Bus Bench Agreement to provide 1,500 bus benches for Miami. - Published a comprehensive report on factual conditions that affect Overtown including unemployment, income demography and crime rates. - Organized a Proposition 1 Task Force of City administrators to study the impact of the proposed constitutional revenue limiting amendment. - Initiated a request for Miami to be a pre -test City prior to the 1990 Federal Census. 26 - 5 84`?'4+ - Provided administration and technical assistance for City grant programs that amount to approximately $40 million. - Prepared and negotiated a grant renewal proposal with the State of Florida for the Entrant Assistance Program resulting in a $295,809 increase in funding. - Monitored the activities and reviewed all reports and conducted field investigations of the licensee's compliance to the City's Cable Television Ordinance. - Provided a leadership role in getting the National League of Cities to support congressional efforts to allow local regulation of cable T.V. - Initiated technical assistance and support to the Miami Cable Access Corporation in developing the incorporation, adoption of by-laws, Community Access Agreement, preparation of time table, initial budget, and selection of an Executive Director. - Prepared special reports for the City Manager and City Commission and provided assistance to the City Manager regarding the imposition of penalties upon the licensee for noncompliance. G. OFFICE OF INTERNAL AUDIT - Strengthened the City's internal controls by conducting diversified revenue and administrative audits. - Reduced potential loss of revenue to the City by accurately reflecting, through audits, the actual amount of revenue that the City is entitled to receive from its leases, agreements, contracts, etc. - Reduced City exposure to potential tort clauses by monitoring lessee liability insurance coverage. Enhanced the integrity of the City's general and fiscal operations by providing management with the necessary information to make prudent business decisions. - Assisted Community Development and the City Attorney's Office in developing a standardized social service agreement for community -based organizations. - Implemented a system to audit special funding requests) granted to community -based organizations. - Conducted timely audits of City departments and agencies, thereby reducing the potential mismanagement of City resources. 27 b 84—'7,1 8