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
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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,
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84-746
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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
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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
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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.
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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.
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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.
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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
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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.
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84-748
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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
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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%.
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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.
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- 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
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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
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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
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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.
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- 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
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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.
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- 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,
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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.
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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%.
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- 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.
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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.
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- 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.
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- 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.
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