Loading...
HomeMy WebLinkAboutItem #02 - Discussion ItemHonorable Mayor and Members of the City Commission r' Howard V. Gary City Manager March 26, 1982 1,LE Annual Evaluation - City Manager City Commission Agenda - April 1, 1982 On April 1, 1982 the City Commission will undertake an evalua- tion of the City Manager for the year ending April, 1982. This memorandum was prepared for the purpose of providing the members of the City Commission with a highlighted synopsis of the City's accomplishments. Candidly, I must stress City ac- complishments rather than the achievements of an individual member of the City. Certainly, the items that appear in this memorandum are the re- sult of many hours of hard work and difficult deliberations by all those involved including the City Commission, City Attorney, and the City Administration. As the appointed Chief Administrative Officer of the City of Iliami my role in the growth and development of the City of Miami is to execute policies established by the City Commission in its articulations of the will of the City's residents. However, were it not for the cooperation from all those involved, the following could not have been accomplished. CABLE TELEVISION LICENSE During the first six months of my serving as City Manager, the City Commission selected two potential licensees to provide cable television service to the residents of the City of Miami. I was then charged with the responsibility of negotiating the best possible agreement for the provision of such services and given a 45-day time frame for accomplishing such. That mission was achieved and the highlights of our license requirements are outlined below. Sstem Characteristics The City of Miami is assured of having a state of the art cable television system which will cost at a minimum $45 million dol- lars. We will have a capacity of 104 channels plus a dedicated two-way institutional network. Universal service affording all City residents basic cable services is required. r -2- Public Access In the City Commission's opinion public access (the public's accessibility to provide localized broadcasting of a community nature) was very important and, since this administration con- curred wholeheartedly with that policy, the City's cable system will provide a minimum of 20 channels for public broadcast par- ticipation with a requirement that the licenseesspend an initial amount of $2 million dollars for equipment and facilities includ- ing: 1. Establishing, equipping, and maintaining three access studios and one field production unit; 2. The hiring of competent and adequate staff; and 3. The development and implementation of viable and effective training programs. Revenue The license is expected to generate revenue of some $25.5 million during its term. Additionally, the Miami Community Access Corporation (MCAC) will be receiving a $200,000 cash contribu- tion within thirty days of its formation to serve as working capi- tal and will also, beginning in the third year of the license, receive for its annual operating budget $1 million dollars from the licensees. Overall, the City's license is regarded nationally as the most stringent ever awarded in the history of cable television. The license ordinance contains certain mechanisms to assure timely completion of the system and to assure smooth operation and the continuous provision of service to our residents. These assurance provisions include a $3 million dollar construction performance and payment bond in addition to an established procedure for revo- cation of the license in the event the licensees do not fulfill their requirements. Upon completion of construction a $2 million security fund (already held by the City) will be used to insure the faithful performance by the licensees of all provisions of the license. POLICE RECRUITMENT AND TESTING During the past year, the City has had an extraordinary achieve- ment in recruitment and employment of new Police Officers. For the year ending September 30, 1981, 330 new Police Officers were hired. This was more than double the hiring in any prior year. 82.4% of all recruits were minorities and women. These included 27% Black men and women and 52.4% Latin men and women. ,82-285.1 r -3- ON During the fiscal year beginning October 1, 1981, the City has already hired 232 new Police Officers. These figures include 21 recruits scheduled for April 12. In addition, the Police Department is anticipating hiring 21 more recruits in June and 42 in September. This will make an estimated total of 295 Police Officers in the current fiscal year. Employment totals thus far include 28.5% Black men and women and 43.9% Latin men and women. The budget for the current fiscal year includes an increase in sworn personnel from 814 positions to 1,000. This is a total increase of 186 positions. Projections indicate that the September recruit class will result in a total of 1,038 uni- formed personnel. This will temporarily produce 38 positions over budget, in order to provide for attrition in the early part of the next fiscal year. It is anticipated that all hir- ing and affirmative action objectives will be met. For the first time since the Cohen Consent Decree was signed in 1973, the City of Miami has begun to do its own testing for police recruits and police promotions. This testing was pre- viously done by the University of Chicago under contract. The City has been doing recruit testing for the past year. The promotional exam for Police Sergeant was prepared and adminis- tered by the City in February 1982. Promotional exams for Police Lieutenant and Police Captain are currently in process. The exams will be prepared and administered in August, 1982. The promotional goal for minorities and women in the Police Department is 53% for this year. It is anticipated that the goal will be achieved as a result of promotions from the new Civil Service register for Police Sergeant. FUND BALANCE A critical and challenging issue facing municipalities across the nation during this period of economic constraint and diminishing federal support is the maintenance of adequate cash surplus funds - referred to as fund balance. Fund balance is a critical ingredient in the assessment of the City's financial health by the New York Bond Rating Agencies. They consider it significant because it re- presents a guarantee in that there will be dollars available to operate the government. The rating agencies evaluating the credit worthiness of the jurisdiction and maintaining an adequate fund balance gives them assurance that the government who will be re- sponsible to pay debt service will continue to operate. The fund balance for Fiscal Year 1981 is an estimated $6.5 million. This fund balance was developed as a result of very definite actions and reflects in a positive way on the City of Miami. Specifically, a portion was generated because expenditures were controlled and ,-82-285.1 r O -a- savings were realized. If we are able to continue to maintain in future years a fund balance of this same proportion, it will continue to reflect well on the City CcmnLssion and the adminis- tration of City affairs. MINORITY VENDOR PROCUREMENT PROGRAM The City Commission adopted the Minority Vendor Procurement Pro- gram. The program's goal is to have minority vendors partici- pate in the City's procurement at a 20% rate, 10% for Hispanics and 10% for Blacks. Businesses controlled and owned by minority vendors which have annual sales of $1,000,000 or less is the definition used for a minority vendor. A special task force composed of personnel from the City Manager's Office, Finance and Computers & Communications Departments have been formed to implement this ordinance. Qualified Hispanic and Black vendors will be offered a preferred opportunity to fulfill up to one -fifth of the City's purchasing requirements, based on vendor qualifications. The City will also size purchase orders and bid calls, when appropriate, to the capa- cities of qualified Hispanic and Black vendors. Currently, the task force is designing an outreach program to com- pile an inventory of minority businesses. These businesses will be advised on how to do business with the City and how to partici- pate in this program. The program is geared to using businesses located within the city limits. BUILDING AND ZONING MANAGEMENT IA'1PROVEMENT In an effort to reduce duplication, improve the services provided City residents, and reduce costs, a Department of Management and Budget Resource Allocation and Budgeting Study was executed by the Operations Analysis Division. The extensive evaluation deter- mined potential results from transferring the Certificate of Use Program from the Building and Zoning Department to the Fire Depart- ment. The program concentrated on safety to life consideration and eva- luated personnel currently in the Building and Zoning Department necessary to reestablish the office in the Fire Prevention Bureau That transfer was accomplished with three Code Compliance Inspector I's and one Typist Clerk I. 082-285.1 Li -5- P Resources of the Fire Department, primarily personnel and the exist- ing Fire Inspection Program, were used to supplement previously budgeted positions. A total of five budgeted positions were elimi- nated and the net result was a savings of $136,000. By applying -the additional inspection personnel to this revenue pro- ducing program, the City will ultimately receive increased revenue from inspection fees. Of significance is that businesses without Certificate of Use permits are being located and placed into the system. Additionally, a number of Neighborhood Improvement Programs have been identified including emphasis on zoning inspection and en- forcement by increasing Zoning Inspector positions, establishing the Neighborhood Volunteer Inspector Program and conducting code violation blitz to systematically identify on a geographic basis those violations requiring action by the City of Miami. IMPROVEMENTS IN THE FINANCE DEPARTMENT Within the last five years, the City's operating budget has in- creased from $116.6 million to $161.6 million. The Capital budget for FY-82 amounts to $161.4 million. The number of Federal and State grants has reached an all time high. Maintaining good, acceptable fiscal records in accordance with national standards requires skilled professional personnel. The Booz, Allen & Hamilton firm recommended a major reorganiza- tion of the Department of Finance. A part of that recommenda- tion stresses the need to continue to upgrade the professional staff. This is being accomplished. The last five accountants C.P.A. certification; two all have experience which very encouraging that we this caliber and be able and ability. hired had college degrees; two have have worked on a Masters level, and will serve the City well. It is were able to attract candidates of to utilize their skills, experience Quality personnel in this very critical area will help us to keep the City Commission and Manager informed as to the City's financial condition. Some of the Finance Department operations had been for years affected by the bad condition of its physical location. In particular, the Accounting Division has been located in the area where lighting and air conditioning, as well as noise control, have been grossly inadequate to the extent that em- ployees have occasionally requested transfers to other City Operations due to the uncomfortable conditions. W82-285.1 P ors me During the current fiscal year the City Comm--nission has approved remodeling of the Accounting area. The much needed improvements in the working environment for the fifty persons stationed in these offices will result in additional productivity and higher morale. Work is currently underway. In addition, the Purchasing Division is being transferred to the south end of the Municipal Justice Building. This move will con- solidate the Division operations, including Central Stores. It will also provide additional space for records and materials storage. Future operations of the Finance Department will benefit by these two major changes. The City Commission created the Audit Advisory Committee a five member committee including representatives from the public, City Commission and City Administration. That committee initially undertook the development of criteria to be used in recommending an external auditor for the City Com- mission. As a result of those efforts, the City Commission awar- ded the auditing contract to Coopers & Lybrand. That contract was negotiated by the administration and represents the first time the City of Miami has had a performance based contract for auditing services. The City will be receiving quarterly as well as annual reports as to the financial condition of the City. The increased fre- quency of reports will provide an essential tool of the admini- stration for adequately monitoring financial management effort. AFFORDABLE RENTAL HOUSING DEVELOPMENT PROGRAM To increase the supply of privately owned rental housing within the economic means of low and moderate income families, the Administration is implementing the Affordable Rental Housing Development Program approved by the City Commission in November of 1981. The Program's production goal is 1,000 dwelling units. Developer selection is now underway as are the various legal ac- tions required to secure project financing. Housing production is expected to commence in the late summer of 1983. Multi -family elements in tegy. MULTI -FAMILY REHABILITATION Housing Rehabilitation is becoming one of the key the City's Community wide housing improvement stra- 82-285.1 0 ON -7- Last year, the City provided some $605,000 in low interest loans to owners of substandard apartment buildings in the Overtown Neighborhood resulting in the rehabilitation of six (6) structures and an increase of 91 rental dwelling units in Overtown's Housing inventory. $1,993.656 of Community Development Block Grants funds are being recommended to continue the program in Overtown in 1982 and to expand the program into the other C.D. Target Areas. SINGLE FPi%IILY HOUSING REHABILITATION Miami's Great Neighborhood Single Family Home Improvement Assistance Loan Program continues to be a prime tool in the City's Community Wide Housing Improvement Strategy for up- grading the housing in single family neighborhoods. The program is operating in the Buena Vista, Allapattah, Wynwood, Coconut Grove, Manor Park and King Heights neighborhoods. In an effort to maximize CD funding earmarked for the -pro- gram while at the same time securing the financial participa- tion of private lending institutions in the program, the Administration, in October of 1981, recommended conversion of the program from a direct City funded loan program to one which is funded jointly by the City and Dade Savings and Loan Associa- tion. The new "Leveraged" loan program has been operational since October of 1981 and the Southeast Regional Office of the Federal Home Loan Mortgage Corporation has indicated its in- terest in using Miami's Program as a model for similar pro- grams in the Southeast. At present, the Program is leveraging one private dollar for every public dollar invested. POLICE DEPARTMENT The Police Department has made considerable progress in creating a safe environment for our citizens, tourists and businesses. Some of the significant accomplishments are as follows: 1. Fulfilled the expectations of the City Commission that we employ an additional 186 Police Officers bringing the total number of officers to 1,000. 2. Fulfilled the expectations of the Commission and community that the Police Department hire Police Officers that reflect the ethnic characteristic of the community. 82.4% of all recruits were minorities and women. _ 3. Assisted in reducing the City's crime rate by approximately 15%. 4. Increased our responsiveness to the community by reduc ng thy-: rec:r,-)nse time of Po' ice off i -ers 82-285.I a ME 5. Increased citizen participation in law enforce- ment by increasing the number of Crime Watch areas and by instituting the Reserve Officer Program and Office of Professional Compliance. 6. Identified areas of responsibility that can be performed by civilians thereby releasing addi- tional Police Officers for patrol functions. 7. Continually provided input to the Vice President and Governor Bob Graham about the need to obtain additional Federal and State resources to fight crime. 8. In an effort to create better harmony between the Police Department and the community, a Cultural Awareness Program was implemented. This program sensitizes Police Officers to the various cultures of our community. 9. Progress has been made to implement a Marine Patrol. 10. In an effort to provide safety to the recreating pub- lic a Beach Patrol has been instituted at Virginia Key Beach. BOND ISSUES Fire Fighting Bond Issue On July 23, 1981, the City Commission authorized placement of a $21 million Fire and Rescue Bond issue on the November 3, 1981 Special Election ballot. Based upon the Fire Department's esti- mate of capital needs for the next 20 years and review and modi- fication by the City Manager, the $21 million proposal was tai- lored to provide major expenditures for buildings, apparatus and equipment for the next 10 years. On November 3, 1981, every pre- cinct in the City of Miami voted in favor of this Fire and Rescue Bond Proposal. The overall percentage of those in favor of the Bond Proposal was 65.3% with a voter turnout of 32.8% of the re- gistered voters. At its completion, the 1981 Fire -Rescue Bond Program will have provided for an expanded fire apparatus maintenance garage, two new fire stations, a complete refurbishing of four exis- ing fire stations, a complete new radio communications system (800 MHZ), purchase of a graphics display printer, the replace- ment of 11 Pumpers (7 priority), 6 Aerials (3 priority), 1 Air Truck, 15 Advanced Life Support Rescue Units (3 priority), a closed circuit TV system, upgrading of computer equipment, ex- pansion of the Fire Prevention Bureau and Administrative offices, installation of an emergency traffic light control system through- --- -- out the City, purchase of additional Basic Life Support equipment for selected fire apparatus, purchase of �- $2-285.1 4 OP M: fitness equipment for all stations, improvement of the pump testing facility, installation of a flammable gas training facility, a fire tactics similator, a pump simulator, a high pressure air -cascade system and a heavy duty ground ladder for drilling. (Priority expenditures in the first and second years of the 1981 Fire -Rescue Bond Program have been designated by underlining). - Advancements in firefighting, fire prevention and rescue services and equipment over the past year period have in- cluded: purchase of Life Paks & ABCOR's for the Rescue Division, placement of four new Rescue Vehicles into opera- tion, development of the LARC amphibious vehicle, installa- tion of oxygen cascade systems in several fire stations, installation of an underground fuel storage facility, in- stallation of mobile status and printer terminals in all fire apparatus vehicles, initiation of the Incident Report- ing System, development of the Manning System, and the initia- tion of construction for the new Fire -Rescue Training Center in Coconut. On November 6, 1981, the City's seventh fully equipped and manned Rescue unit was placed in service at Fire Station #6, 3600 N.W. 7 Ave. Rescue #6 has already responded to 1281 emergencies since beginning operations in November. Sale of Parking Garage Revenue Bonds The sale of $10.4 million Revenue Bonds at a favorable interest rate in a difficult market is very significant. It is a strong indication that those outside the City of Miami view Miami as being a strong City financially. Investors are willing to pro- vide money to the City because they have confident in the city's financial strength. The desirability of the City's credit worthi- ness is emphasized by the fact that we sold bonds 73 points be- low the interest rate charged for other Triple A revenue Bonds. The City paid an interest rate which is two-thirds of one percent lower than that paid by other revenue bonds. In terms of dollars on the $10.4 million issue, it saved the City more than $1 million interest expense. We should all feel encouraged by the fact that there were six bidders and that the spread between the bidders was very close. The process involved in preparing a bond issue for market is com- plex. The effort that is necessary is often underestimated. The successful sale of a revenue bond in today's market is a major achievement for the City and in my view reflects very positive upon the management of the City. 0'82 .`�Q.) CODE ENFORCEMENT BOARD The City of Miami has created a Code Enforcement Board in ac- cord with the provisions of recent state legislation which allows municipalities more effective means of enforcing their code restrictions. With its new members appointed last month, this board is now ready to hear violation cases presented by the Departments of Building and Zoning, Public Works, Solid Waste, Finance (on license citations) and Police.. This will serve as an al- ternative to the cumbersome and time-consuming process of pro- secution through the State Attorney's Office in the court sys- tem for obtaining compliance on violations of which the owner and/or tenant have been advised. It further provides that if compliance is not obtained, a fine may be levied and a lien placed against the property. As a means of ensuring speedy and effective response, this Board will give enforcement personnel of the City the incentive needed to cause chronic violations to be brought into compliance. AFFIRMATIVE ACTION PROGRAM The City's Affirmative Action Program has accelerated during the past year. The City's affirmative action efforts were initiated as a result of law suits settled by Consent Decrees in 1973 and 1977. Effective results were not achieved until the City amended its Civil Service Rules in 1979. Progress has been significant since that date. The program continues to grow at an increas- ing rate. There has been an immense change in the composition of the City's work force. Minorities and women, who comprise approximately 84% of the City's labor market have been seriously underrepre- sented in the City's work force. As recently as 1973, minori- ties and women represented only 39% of the City work force and i 30% of the uniformed police force. These figures have been changing rapidly. Minorities and women now represent 61% of the total City work force and 540 of the uniformed police force. In the last fiscal year, 330 new Police Officers were hired. These include more than 80% minorities and women. An antici- pated total of 295 officers will be hired in the current fiscal year. By September 30, 1982, minorities and women should re- present close to 60% of the uniformed police force. 82-!?R 1-,. 1 -11- Citywide, Blacks now comprise 293 of the work force, compared to 19% in the labor market. Hispanic employees have increased to 250, which is more than double their previous representation in `_he work force. In the last two fiscal years, the hiring rates for minorities and women in the Police and Fire Depart- ments have exceeded 80%. These results are achieved through continuing training pro- grams and establishment of appropriate Administrative Policies. The success of the Affirmative Action Program may be measured in part by the results of the discrimination complaints. Dur- ing the calendar year ending December 31, 1981, the City had 10 discrimination complaints filed with Equal Employment Op- portunity Commission (EEOC) and 30 complaints filed with the Affirmative Action staff. EEOC found no probable cause for dis- crimination in its investigations. The 30 complaints that were handled internally were resolved satisfactorily through formal investigations, negotiated settlements or employee counselling. Perhaps the most striking data on affirmative action involve hiring and promotions under the new Civil Service Rules. Mino- rities -and women have represented 830 of all new hires and 79% of all promotions. These same achievements are continuing in the current fiscal year. In addition to new Blacks, Latins and in non-traditional sional jobs. hires, affirmative action data show that women have begun to achieve representation occupations, including managerial and profes- SETTLEMENT OF PENSION The City has reached a tentative agreement with union represen- tatives to resolve the Gates vs. City of Miami lawsuit. In summary, this agreement will permit the City of Miami to re- solve a $20 million plus lawsuit the union has filed against the City alleging improper use of ad valorem taxes that were dedi- cated for pension purposes. The City has been in litigation in this matter for approximately three years. The settlement is fair and reasonable and requires concessions on both sides. r 82-285.1 C -12- The above summary was developed to identify outstanding ele- ments of City activity during the year it has been my privi- lege to serve as City Manager. It is my feeling that the City can be justly proud of its accomplishments and I look forward to participating in its future growth. It is my desire to serve all the residents of the City of Miami and the City Commission in furthering already established policies such as: 1. Further improvements in the Commission/Admini- stration communications process. 2. Assist in the development of Downtown, the Omni area, Brickell Avenue and implement the Park West/ Overtown plans. 3. Promotion of Miami as a center for international trade. 4. Timely completion of the City of Miami/University of Miami James L. Knight Convention Center and its becoming operational to insure the City fulfills its contractural obligations with certain conven- tions. 5. Enhancement of the City's financial standing to maintain the ability to accomplish major projects essential to the local economy. 6. Maintenance and improvements in the quality and level of police and fire services. 7. Continued achievement of Affirmative Action goals and objectives. 8. Continued improvements in neighborhood Codes com- pliance. ' 82-285.1