03-25,26,27-93 Goal Setting
.
I
1 . ,
.
.
SCHEDULE FOR GOAL SETTING '93 PRESENTATIONS
All presentations are in the city Commission Chambers
FRIDAY, March 26th:
================================================================
8:30 Police Department
9:00 Community Improvement
9:30 Parks & Recreation
================================================================
10:00 BREAK
================================================================
10:15 Support Functions (Barcinski)
10:30 City Clerk
10:40 Department of Planning and Zoning
10:50 Public Works
11:10 Utilities
11:30 Engineering
----------------------------------------------------------------
----------------------------------------------------------------
11:50 B REA K
----------------------------------------------------------------
----------------------------------------------------------------
1:00 Fire Department
1:30 Department of Human Resources
1:50 Finance Department
2:10 City Attorney
----------------------------------------------------------------
----------------------------------------------------------------
2:20 BREAK
Commence presentations by Boards, Committees and Associations
----------------------------------------------------------------
----------------------------------------------------------------
2:30 Art Jackel United Prop. Owners 272-4824
2:40 Clay Wideman Delray Merchants Assoc. 276-4915
2:50 Daniella Henry Haitian/American
Community Counsel 272-2520
3:00 Charles Ridley M.A.D. DADS 276-4223
3:10 John Tallentire Comm. Child Care Center 276-5333
3:20 Helen Coopersmith P.R.O.D. 498-2664
3:30 Rosetta Rolle Housing Authority 272-6766
----------------------------------------------------------------
----------------------------------------------------------------
3:40 BREAK
================================================================
3:50 Verna Cook Nat'l Black Police
of South Florida 795-3738
4:00 Mark Marsh S.P.R.A.B. 278-1388
4:10 Katherine Sloan Education Board 278-3175
4:20 Rosalyn Murray W.A.P.O.A. 355-4883
4:30 Mark Krall Planning & Zoning 276-7424
4:40 Chris Brown C.R.A. 276-8640
4:50 Ross Licata Kids & Cops 243-7840
.
.
.
SATURDAY, March 27th
===============================================================
8:30
8:40
8:50
9:00 Lillian Feldman Delray Breakfast Club 272-5309
9:10 Dave Henninger Lake Ida Property Owners 278-5232
9:20 Bill Wilsher Sister City Committee 966-6636
9:30 Mary O'Conner Boys & Girls Club 683-3287
9:40 Sandra Almy Beach Property Owners 278-5351
9:50 Sam McGee T.E.D. Center (model blk) 276-8640
----------------------------------------------------------------
----------------------------------------------------------------
10:00 BREAK
----------------------------------------------------------------
----------------------------------------------------------------
10:10 Sandy Jamison Del Ida Neighborhood Assoc. 272-7226
10:20
10:24 * Freida Weinberg Individual
10:27 * Ralph Degregory Lakeview Homeowners Assoc. 982-6428
10:30
10:40
10:50
11:00
11:10
11:20
11:30 Joe Gillie Old School Square 243-7922
11:40
11:50
----------------------------------------------------------------
----------------------------------------------------------------
12:00 Review of work assignment
12:15 ADJOURN
* Individual - 3 minutes
DJK/GOALSKED.DOC
- 2 -
I
.
. .
SATURDAY, March 27th
===============================================================
8:30 Dan Carter Historic Pres. Board
8:40
8:57 * Dottie Patterson Historical Society
9:00 Lillian Feldman Delray Breakfast Club 272-5309
9:10 Dave Henninger Lake Ida Property Owners 278-5232
9:20 Bill Wilsher Sister City Committee 966-6636
9:30 Mary O'Conner Boys & Girls Club 683-3287
9:40 Sandra Almy Beach Property Owners 278-5351
9:50 Sam McGee T.E.D. Center (model blk) 276-8640
================================================================
10:00 B REA K
----------------------------------------------------------------
----------------------------------------------------------------
10:10 Sandy Jamison Del Ida Neighborhood Assoc. 272-7226
10:20 Joe Gillie Old School Square 243-7922
10:24 * Freida Weinberg Individual
10:27 * Ralph Degregory Lakeview Homeowners Assoc. 982-6428
10:30 Bill Wood Chamber of Commerce 278-0424
---------------------------------------------------------------
---------------------------------------------------------------
Review of work assignment
ADJOURN
* Individual - 3 minutes
DJK/GOALSKED.DOC
- 2 -
'.
.
. .
SATURDAY, March 27th
===============================================================
8:30
8:40
8:50
9:00 Lillian Feldman Delray Breakfast Club 272-5309
9:10 Dave Henninger Lake Ida Property Owners 278-5232
9:20 Bill Wilsher Sister City Committee 966-6636
9:30 Mary O'Conner Boys & Girls Club 683-3287
9:40 Sandra Almy Beach Property Owners 278-5351
9:50 Sam McGee T.E.D. Center (model blk) 276-8640
----------------------------------------------------------------
----------------------------------------------------------------
10:00 B REA !C
----------------------------------------------------------------
----------------------------------------------------------------
10:10 Sandy Jamison Del Ida Neighborhood Assoc. 272-7226
10:20
10:24 * Freida Weinberg Individual
10:27 * Ralph Degregory Lakeview Homeowners Assoc. 982-6428
10:30
10:40
10:50
11:00
11:10
11:20
11:30 Joe Gillie Old School Square 243-7922
11:40
11:50
================================================================
12:00 Review of work assignment
12:15 ADJOURN
* Individual - 3 minutes
DJK/GOALSKED.DOC
- 2 -
I
. c0
OUTLINE FOR GOAL SETTING PRESENTATION
CITY CLERK'S OFFICE
MARCH 26, 1993
INTRODUCTION: ...
91 us. 'lo",-,Itn
~~ mo~ .. As you know, I'm Alison Harty. I'm here to onplain
wh we in the Clerk's office, inform you of the progress we are
making, and make you aware of the challenges and problems encountered
in accomplishing our mission.
* Distribute Mission Statement/Organizational Chart . . . read:
liTo record and maintain the official documents of the City in
compliance with City, State and Federal regulations; to report,
file and retrieve those documents in an efficient and timely
manner, and to serve as the principal source of information
regarding the operations of the City, with the ability to provide
accurate and unbiased information in a prompt and courteous
fashion. II
* During the 1990 goal setting sessions, our main focus was the
need to automate the department's operation. Our equipment was
obsolete, the majority of the computers being more than seven
years old, we did not have standardized software. What was being
used by one staff member was not always compatible with others.
You were receptive to our needs at that time and I want to
express my appreciation to the Commission and the City Manager
for recognizing these needs and supporting us through the
budget process.
In FY 1990-91, our capital allocation was $11,200 which enabled
us to have the office recabled for connection to the AS400, and
also to purchase two new PCs.
In FY 1991-92, our capital allocation was $20,400. We had
planned to acquire 3 more computers, but after reviewing
comparable equipment to the IBM machines we had been buying, we
opted to go with Dell computers, with the same capabilities as
IBM equipment, and were able to finance 5 PCs as opposed to the 3
originally contemplated which enabled everyone in the office to
come on line with upgraded equipment tied into the 400. We were
also funded for the lease/purchase of our microfilm equipment,
including both capture and retrieval functions.
Current FY 93-93 we asked for and received $4,000 to purchase a
software package for the microfilm equipment which will enable us
to implement the C.A.R. system (or computer assisted retrieval of
microfilmed information). The software was installed in March,
we have had one training session with Kodak and they will be
returning in April to help us actually start the input.
.
(i)
Now I want to briefly review each of the departmental functions:
Boards and Committees/Anita Barba
* Secretary to 5 boards (SPRAB, BCA, BOA, PERC & Civil Service
Board) ; maintains applicant tracking system for all boards as
well as Commission rotation order for appointments.
* This is an area the Commission addressed in 1990. The directives
issued at that time have been met re applicant tracking system,
development & maintenance of rotation order for Commission
appointments; in addition, about a year ago, CC gave direction to
check for outstanding liens and code violations for prospective
board appointees. Anita coordinates this as well.
* Accomplishments include automation of database applications
(lists, rotation schedules, ads for notification); We have
completed a procedure manual for this aspect of the Clerk's
office, and Anita has also put together a manual on Board
guidelines, which includes job descriptions, applicable code and
statutory cites, by-laws, etc. for all boards)
* In addition, Anita conducts entrance and promotional exams for PD
(Le., obtains tests, administers & grades); point out not part
of Civil Service. Also assists Fire Dept. with proctoring and
grading of their promotional exams.
* Commendable performance; we feel we have a good handle on this
area and there are no significant problems.
.
.
-3
Agenda Preparation/Minutes/Management: The key players here are
Cheryl Leverett & Ruth Swanson
* I'm going to use this area to help you understand the amount of
paper and documentation that not only has to be compiled and
presented to the Commission in packet form, but also followed
through on once meeting has occurred. This involves the
monitoring and tracking of items which may be deferred from time
to time, some of which have a tendency to run on for months and
occasionally years. When the Commission has completed its action
on an agenda, we take that information and document the actions,
not only through the minutes which are prepared, but also now by
indexing the information in retrievable form so as to create a
legislative history.
* What is on this handcart represents 5 months of Commission
agendas. There are 20 agenda packets here and they are my master
copy. In a year's period of time, we produce roughly 24 regular
meeting agendas and 11 workshops. This doesn't include special
meetings or budget worksessions, which have averaged 15 additional
meetings over the past few years, for a total of about 50 agendas
per year or nearly one per week. This involves a tremendous
amount of paper and a tremendous amount of record keeping.
* This is where the microfilm operation comes in, accompanied by
the C.A.R. (computer assisted retrieval) program. This "paper
monster" has to be managed. It's not enough to simply film all
of these documents onto microfilm and then forget about them. We
must be able to locate and retrieve pertinent information and
this is where the new software comes in. Each topic or project
will eventually be assigned a file # and the software will enable
us to retrieve all actions, with the accompanying paperwork,
which occur relating to a particular item.
* Our goal in the area of agenda operations is to maintain the
quality of the agendas which are provided to you. One of the
ways we can do this is by encouraging the various departments to
submit complete, accurate and concise background material in a
timely manner so there is adequate time for review by CM and
compilation.
* A problem area here is the submission of late agenda items, which
mayor may not be complete, and this then creates the need for
addendums.
The challe~e we have ahead of us is establishing a master list
for project and topics by working off of the PC-based index and
then converting that to the microfilm software retrieval system.
This is a project of significant magnitude and we must take care
to exercise stringent quality control procedures.
.
.
@
Records Management:/ Key players are Barbara Garito & Jim
Hancock
* Records management involves the sorting, organizing,
and identification of records required to be
maintained, either as permanent record or those which
become eligible for destruction after required
retention.
* Goal is establishment of a more formalized retention
and destruction program. Already in place for certain
routine items such as general correspondence, employee
payroll and time records, but we also have a warehouse
facility full of records yet to be inventoried and
scheduled.
* We have accomplished an inventory of the storage room
in the Clerk's office and that was a very interesting
experience. We were able to dispose of old records
which took up about 20 of these storage boxes.
Unfortunately, what we also came across were records
relating to City-owned properties, right-of-way deeds,
easement deeds, abandonment records, which had simply
been placed in storage boxes in no logical order.
Again, since organization of records is the key, we are
facing a very time consuming process in identifying
exactly what it is that we have. We still have 3 of
what we call "Pandora's boxes" in storage room; we know
there's information there, we just don't know what it
is. Barbara Garito has been working diligently to
review these records and, especially with regard to
property records, coordinating with the Environmental
Services department to try to bring some consistency to
the records.
.
@
Public Service Functions/Jim Hancock (front desk); involves
all staff
* We issue Residency cards, provide voters registration
(note outreach locations at Pompey Park, Utility
billing, the Adult Recreation Center and the Community
center; we perform lien searches and field all kinds of
requests for information on everything from dogs on the
beach, to people discharging firearms at squirrels, to
where is the traffic court, referrals to various social
service agencies, etc.; we especially get a lot of
calls from people who have tried to get through to the
County Clerk's office and have been so frustrated with
the voice mail system, they just want to talk to a real
person. ( Ex. , call from the man in Colorado)
* Accomplishments: Creation of database for residency card
holders; Jim now has access to Land Management for purposes of
verifying residency, providing property information.
* Problems/Challenges: Research time spent on requests for
information (from both public and staff); ex. Tropic Harbor
Drainage situation; taping of tapes, etc. Per pOlicy, we do
charge for time spent in excess of one-half hour ( $1 0 . 0 0 / hr) ;
however, eats up staff time. On the positive side,
each time we research an item and trace it back to
whenever, the item goes on our master project/topic
list and we then have a retrievable record.
Operations: Barbara Garito, Sue Morrison, Ruth Swanson
* Contracts and agreements approved by the Commission; we
monitor these items, try to ensure they are signed in a
timely manner, and then maintain the documents along
with any associated change orders or additional service
authorizations. Barbara has done an excellent job in
this area, as I think the Mayor will attest.
* Nuisance abatement procedures; this is a process which
requires automation and I'm optimistic about getting
started on this, especially now that Sue Morrison has a
computer to work with.
* We also process notices for excessive alarm violations;
this has become a bit more streamlined now that Ruth
has access to the Land Management system on the 400,
but still a convulated process which, I believe, should
be returned to Police and Fire as initiating
departments. Also, ordinance should be clarified with
respect to procedure for residents wanting to register
their alarm systems; sample ords have been obtained.
,
.
~
* Sue Morrison maintains the cemetery records for the
city and we have started the process of putting this
information in database form.
We secure and maintain the license plates and vehicle
registrations for all City vehicles, including
confidential tags for certain Police vehicles.
And, finally, as you know, we are responsible for the
conduct of the City's municipal elections.
CONCLUSION:
* In conclusion, I believe that we are doing a good job.
We are not as far along as projected in certain areas,
and I have perhaps underestimated the amount of time it
takes to sift through the paper.
* In this same regard, we have reduced the staffing level
in the Clerk's office. In 1990, we had 10 full-time
positions and one part-time. For FY 92/93, we were
funded for 8 full-time positions, and we have been
working at one short due to a resignation last October.
* Utilization of automated systems will ultimately
enhance productivity and allow for easier management of
documents and information. However, the work involved
in planning and implementing these processes is
considerable. Coupled with our day to day
responsibilities and the corresponding paperwork, time
has become the most precious commodity.
* Additional training on various computer applications would be
beneficial. MIS has been very helpful (and I want to
thank RAB for his support, as well as Paul Fleetwood&
Greg Welch in MIS) for their assistance in getting us
set up, providing technical assistance on equipment
selection and giving us basic instruction. But they,
too, are working under a heavy load and can only give
us so much time. So, because training resources are
sometimes hard to come by, we read the manuals and try
to figure the applications out ourselves, which again
is time-consuming and frustrating.
.
7
* In summary, I see staff frustration as a major concern.
We want to produce quality work, but there is a feeling
that the object is to get it out and that's it. And
then there is the problem of finding adequate time to
devote to the bigger projects. Nonetheless, I believe
the staff in the Clerk's office is committed to doing
the best job possible and that we are making steady
progress toward the achievement of our goals.
* Not a high profile department. Much of what we do
seems routine and tends to be taken for granted. If
you look at the accomplishments of the past three years
and compare them to the operation of the office in
years preceding, I believe the Clerk's office is a
completely different animal in everything from customer
service to information management.
The Commission's support, as well as the City Manager,
has been key to this advancement and we hope you will
continue to be supportive of your staff in the future.
Thank you.
* Do they have any questions?
.
CITY CLERK
MISSION STATEMENT
"To record and maintain the official documents of the City
in compliance with City, State and Federal regulations; to
report, file and retrieve those documents in an efficient and
timely manner, and to serve as the principal source of
information regarding the operations of the City, with the
ability to provide accurate and unbiased information in a prompt
and courteous fashion."
ORGANIZATIONAL CHART
CITY MANAGER
CITY CLERK
BOARD SECR/
LIAISON
,
.
ABANDONMENTS:
Res. #136-92 abandoning certain rights-of-way (Redwing
Circle, Gull Road & Parcel S-1), together with five utility
easements within the Plat of Linton Center in conjunction
with Waterford/Deling DRI/Builder's Square project - CC
12/16/92
A portion of the 16 foot alley r/o/w located on the west 16
feet of BLOCK 73 (Post Office/Publix Shopping Center) - Re s .
#5-93/CC 1/12/93
ABBEY DELRAY SOUTH:
- -
Conditional use modification for the expansion of an
existing continuing care facility and nursing home - CC
1/12/93
Ord. #1-93 rezoning a portion of Abbey Delray South (being a
replat of Parcels "w" and "X" and portions of Parcel "V")
from RL to CF district; second and final reading - CC
1/26/93
APPEALS:
Appeal of SPRAB decision re signage for Trails End Plaza
(Grace Everett, applicant) - CC 1/12/93
ASPHALT CONSTRUCTION OF PALM BEACH, INC. :
Change Order #1 in the amount of $82,660.26 for work
associated with the Spady Access Road (N.W. 10th Avenue
extension) project - CC 1/26/93
ATLANTIC AVENUE (SWINTON TO 1-95) BEAUTIFICATION PROJECT:
Deduct Change Order in amount of $59,021.56/Request for
Final Payment in amount of $21,013.48 to Dutch Construction
Co. for completion of the project - CC 1/12/93
AUBURN TRACE:
Amendment No. 3 to the UDAG Grant Agmt. with Auburn Trace
Joint Venture; changes debt service amortization schedule to
50 years and invokes a penalty clause for late payment - CC
Special 11/3/92 (addendum)
BIMECAP CONSTRUCTION, INC. :
Change Order #2 in the amount of $2,365 plus extension of
contract completion date by 16 days for revisions to City
Attorney's Office renovation project - CC 1/26/93
I BLOCK 73:
n EX.j-. P Act E-
o
.
Resolution #5-93 abandoning a portion of the 16 ft. alley
right-of-way located on the west 16 feet (Post Office/Publix
Shopping Center)
BOARD OF COUNTY COMMISSIONERS:
Consider submitting a request to BOCC.relative to South
County Manatee Protection Plan - CC 1/12/93
BOARD OF CONSTRUCTION APPEALS:
Richard "Phil" Morris appointed to BCA (air conditioning
contractor) by Mr~ Mouw to a term ending 8/31/94 - CC
Special 8/18/92
BOY SCOUT HUT: (located on Lake Ida Road)
Agreement with SCRWTD Board for installation and maintenance
of dechlorination facility at the Boy Scout Hut - CC 1/26/93
BOYS AND GIRLS CLUB
Request to host a golf tournament at municipal golf course
on 2/27/93 - CC Special 11/3/92 - DENIED
Request to enter into agreement to provide for the erection
of six (6 ) billboards along the I-95 corridor - CC workshop
1/5/93
Consideration of funding source for $100,000 grant request -
CC 2/9/93
BUDGET:
Authorization to allocate funding ($564,015) from Stormwater
Utility Fund for land acquisition in conjunction with Spady
Access Improvement Project; P.B.C. School Board to refund
50% of cost up to $400,000 at time of closing - CC Special
8/18/92
FY 92/93 Budget; CM's recommendation to increase dockage
fees at City Marina - CC workshop 8/18/92
Authorization to borrow up to $20,000 from Stormwater
Utility Fund (as a loan) to complete demolition project via
Cushing Demolition associated with Spady Elementary School
project; to be repaid upon receipt of School Board's share
of the acquisition costs - CC Special 11/3/92
Amendment to the General Fund to reflect the savings
resulting from the recalculation of the General Employee
~\ Retirement Fund - CC 1/12/93
ou~LDER'S SQUARE: (at Delint/Waterford SAD)
.
.
Ordinance No. 64-92 amending the SAD to accommodate the
Builder's Square development proposal - cc 12/16/92
Res. #132-92/amending Waterford/Delint DRI/Deve10pment Order
- CC 12/16/92
Res. #136-92 abandoning certain rights-of-way & utility
easements in conjunction with Water ford/De ling DRI and
Builder's Square development proposal - CC 12/16/92
Final Plat Approval - CC 12/16/92
CASON COTTAGE: - -
Approval of sale of the north 5.5 ft. of Cason Cottage
property to property owner on the north side - CC Special
8/18/92
CASON METHODIST CHURCH:
Final Plat Approval - CC 1/2/93
CBD ALLEYWAY IMPROVEMENT PROJECT:
Deletion from the alleyway improvement project of a 16 ft.
alley within Block 57 (located just south of Cason Methodist
Church parallel to and between N. Swinton Avenue and N.W.
1st Avenue) - CC 1/12/93
CITY ATTORNEY'S OFFICE:
Rollinson, Robert v. City; accept settlement offer in the
amount of $9,000 - CC Special 8/18/92
Retention of Outside Counsel (Scott Mager, Esq. of
weinstein, Zimmerman & Nussbaum, P.A.) re: Randall Shaw v.
William Wagner and Glenn Goss - CC 1/12/93
Change Order #2/Bimecap Construction, Inc. in the amount of
$2,365 plus extension of contract completion date by 16 days
for revisions to City Attorney's Office renovation project -
CC 1/26/93
CITY COMMISSION
Discussion re procedure to fill City Commission vacancy
created by resignation of Mr. Andrews - CC Workshop 8/18/92
Appointment of interim member to fill unexpired term of Mr.
Andrews - CC Special 11/3/92 (Ken Ellingsworth appointed)
Proposed schedule for City Commission Goal Setting/1993 - CC
Workshop 1/5/93
,
.
CITY MARINA:
Re FY 92/93 Budget, recommendation to increase the dockage
fees by 10% (from $.30/foot/day to $.33/foot/day) - CC
Workshop 8/18/92
CODE ENFORCEMENT BOARD:
Ord. #6-93 amending Sec. 37.15 of the Code to reduce the
number of alternate members to two (in compliance with F.S.
Chapter 162); first reading; passed 5-0 - CC 1/26/93
Ord. #6-93 amending Sec. 37.15 of the Code to reduce the
number of alternate members to two (in compliance with F.S.
Chapter 162); second and final reading; passed 4-0/CC 2/9/93
COASTAL REVEGETATION, I NC. : (business located at the NE corner of
Swinton and N.E. 2nd Street)
Consideration of waivers to perimeter landscaping and
irrigation requirements - CC 1/12/93
COMMUNITY REDEVELOPMENT AGENCY:
Joint work session with CRA - review of amendments to
Community Redevelopment Plan (CRA 1992 Revised Redevelopment
Plan and Five Year Capital Improvement Program) - CC
Workshop 11/3/92
Ratification of corrective changes to the Community
Redevelopment Plan adopted 12/1/92 - CC 1/12/93
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) :
Housing Rehabilitation Awards:
Intercontinental Construction
313 N.W. 5th Ave/$19,935 - CC 1/12/93
323 N.W. 6th Ave/$16,343 - CC 1/12/93
Preston Construction
510 S.W. 9th St/$17,215 - CC 1/12/93
COMMUNITY IMPROVEMENT
Affordable Housing Advisory Committee/SHIP (State Housing
Initiatives Partnership) Program - CC Workshop 1/5/93
COMPREHENSIVE PLAN:
Review of schedule for Comprehensive Plan Amendment 93-1 -
CC Workshop 11/3/92
.
~~~~
F'{ Fi FY
90 -q I 9/-9:Jv 9;<-93
rl~~ .3~06.3- 3,37.575-1 3/9150-
~!; 6~/fI'f- 65t!90 hO~-
~~. .l. . //&/0. . ~!/<<;.- _ -'fl?fXJ -
oJ,dal ~ oj
j
il J/o5~77- ~8i'b5"- ;M1.31o
![
j
i
i
j
.~~~~ - /0 - - 9- -8'-
I !
I 'i
Ii
I
! .
.,
/99b/~, . -.i ~@ /",#~
q, i 691 !I ,
:1 '!
i ' I' "
iI :i :11
il9:~~7~~'{!'~~/~A
It!94 x:f.u7LT ~~i~ I,,/t/~,-, .
9~ .:... '. .~ . .
I
..~~
/990;9 J ~/I);;"06 "
~~-~S~: to (Joo -
~~-
:l.100 -
, I
I q q I / 1P- !lti~OdM L' I~-
,&tb~ 3 rz
~ ~~t ) /OJ,..tJtU1 ...
.i (~)
. , r . 'it' .. . .
::t/~/93i;t~ " ~~
:~/~~
(AS~DO~-~..
.
.
. .
I CITY OF DELRAY BEACH I
GENERAL FINANCIAL CHARACTERISTICS (CURRENn
"* 1983 WATER/SEWER BOND CONSTRUCTION FUND 0
"* 1984 WATER/SEWER BOND CONSTRUCTION FUND 0
"* 1981 UTILITY TAX BOND CONSTRUCTION FUND 398,000
"* 1989 NOTE CONSTRUCTION FUND 0
"* 1990 G.O.B. CONSTRUCTION FUND 1,400,000
* 1991 WATER/SEWER BOND ($21.9M) 4,900,000
EFFECTIVE ENGINEERING DESIGN GROUP
WATER/SEWER FUND RATES SUFFICIENT TO PAY FOR RENEWAL & REPLACEMENT,
$21.9M BOND ISSUE (PLUS COVERAGE) IN 1991, $1,500,000 FROM SCRWTDBD
RESERVES WHICH IS DIRECT SAVINGS TO CITY
STORMWATER UTILITY IN PLACE, $100,000 ANNUALL Y
CITY PRESENTED STRONG FINANCIAL PLAN TO BOND AGENCIES AND RECEIVED
AN T.' A/T RATE (UNINSURED) WHICH SAVED $150,000 FOR CITY IN BOND COSTS
!
AUTOMATED ITRON HAND-HELD COMPUTERS USED FOR METER READING WHICH
REDUCED TIME TO DOWNLOAD READINGS TO COMPUTER FORMAT AND ALLOWED
DEPARTMENT TO REDUCE 2 FULL-TIME PERSONNEL
ICONTRACTS IN PLACE FOR MUL TI-FAMIL Y AND COMMERCIAL RECYCLING
CITY CANCELLED MAINTENANCE CONTRACTS, SAVINGS USED TO FUND A RENEWAL I
AND REPLACEMENT FUND FOR EQUIPMENT I
,
I
IAUDITED FINANCIAL STATEMENTS PRESENTED IN FEBRUARY (2 MONTHS LESS) I
I
I
I
OPERATING BUDGET ON-LINE SOFTWARE ALLOWS DEPARTMENT TO FOLLOW
BUDGET THROUGH COMMISSION APPROVAL, BUDGET JUSTIFICATION IN SYSTEM I
USING NEW STATE CHART OF ACCOUNTS I
CAPITAL IMPROVEMENT PLAN AND BUDGET RECONCILED TO COMP PLAN
INSURANCE FUND HAS CURRENT DEFICIT OF ($500,000) I
CENTRAL GARAGE FUND HAS CURRENT DEFICIT OF ($102,000) WITH
SIGNIFICANT IMPROVEMENT TO INTERNAL EFFICIENCY PROBLEMS
SANITATION FUND HAS RETAINED EARNINGS OF $112,853
STORMWATER UTILITY HAS RETAINED EARNINGS OF $1,084,100
"
CITY OF DELRAY BEACH
GENERAL FINANCIAL CHARACTERISTICS C1990}
PRESENTED A COMPREHENSIVE REPORT ON ALL PROJECT RELATED FUNDS
WITH UNSPENT BOND OR NOTE PROCEEDS WHICH DISCUSSED FINANCIAL
STATUS, ARBITRAGE PENAL TIES, AND RECOMMENDATIONS TO IMPROVE
THIS PERFORMANCE
"" 1983 WATER/SEWER BOND CONSTRUCTION FLlND 23,286
-I< 1984 WATER/SEWER BOND CONSTRUCTION FUND 2,505,094
"" 1987 UTILITY TAX BOND CONSTRUCTION FUND 3,010,000
"" 1989 NOTE CONSTRUCTION FUND 2,506,803
"" 1990 G.O.B. CONSTRUCTION FUND 11,500,000
CITY HAD BOND PROCEEDS BUT NO EFFECTIVE ENGINEERING DESIGN GROUP
TO DESIGN PROJECTS AS DIRECTED BY THE CITY COMMISSION
"
WATER/SEWER FUND HAD INSUFFICIENT REVENUES TO FUND RENEWAL AND
REPLACEMENT PROGRAM, SCRWTBD ODOR CONTROL PROJECT, AND THE $21 M
OF REQUIRED IMPROVEMENTS
CITY HAD NO STORMWATER DRAINAGE UTILITY OR FUNDS TO ADDRESS LOCAL
DRAINAGE PROBLEMS
CITY NEEDED TO PRESENT A STRONG FINANCIAL PLAN TO BONO RATING
AGENCIES TO RECEIVE ACCEPTABLE RATING ON UPCOMING BOND ISSUE
METER READING PROGRAM WAS INEFFICIENT IN THAT IT WAS UTILIZING I
MANUAL METER BOOKS
I
CITY ONLY HAD RESIDENTIAL RECYCLING PROGRAMS
CITY SPENDING CONSIDERABLE FUNDS ON MAINTENANCE CONTRACTS, BUT
HAD NO FUNDS TO PURCHASE REPLACEMENT EQUIPMENT
AUDITED FINANCIAL STATEMENTS PRESENTED TO COMMISSION IN APRIL
(7 MONTHS FOLLOWING ACTUAL FISCAL YEAR END)
CITY OPERATING BUDGET PROCESS PRIMARILY MANUAL EFFORT WITH LITTLE
COMMUNICATION WITH DEPARTMENT HEADS DURING THE PROCESS, CO NT AINED
AN OUTDATED ACCOUNT CODE STRUCTURE, LITTLE EMPHASIS ON CAPITAL
IMPROVEMENT PLANNING VS. COMPREHENSIVE PLAN ELEMENTS, AND THE
FINANCE DIRECTOR RESIGNED (BUDGET DIRECTOR RESIGNED IN 1991)
INSURANCE FUND HAD A DEFICIT OF ($650,000) PARrlALL Y CAUSED BY AN
ARBITRARY BALANCING OF THE OPERATING BUDGET BY REDUCING WORKERS
.. COMPo CLAIMS ESTIMATES AND NOT ISSUING HEALTH PREMIUM INCREASES
CENTRAL GARAGE FUND HAD DEFICIT OF ($281,000) WITH SIGNIFICANT
~ INTERNAL EFFICIENCY PROBLEMS
-- SANITATION FUND HAD A DEFICIT OF ($161,000)
STORMWATER UTILITY HAD A DEFICIT OF ($4,300)
"
.
.
1992 CITY COMMISSION GOAL SETTING SESSION SUMMARY
Fiscal
- Structure and develop programs tb balance citizen needs with
fiscal resources so as to have a minimum impact on millage
rates.
- Continue to attract private investment which will increase
our tax base.
- Create capital improvement sinking funds for beach and
building improvements and work to increase general fund and
appropriated fund balances.
- Develop fiscal forecasting models to project revenue and
expenses for a five year period.
- Defer 2nd phase Decade of Excellence bond sale.
- Work to increase general fund unappropriated reserves to 10%
of the budget.
Economic Development
- Promote and encourage environmentally sound, light industry
development, with community involvement.
- Create a more viable downtown by increasing mixed residential
uses, improve retail opportunities, and increase night life
opportunities.
- Develop a master plan for the mid-Atlantic area (Swinton to
1-95) focusing on image improvement, parking and retail
development.
- Promote and develop tourism focusing on marketing efforts, our
natural resources, recreational opportunities, and developing
facilities to support and attract tourists, i. e. , hotels,
cultural, recreational facilities.
- Continue to focus efforts on improvements to the image of our
public schools in the development of the re-use of Carver
Middle School, the completion of the Spady Improvement
project, and in locating a new elementary school in the S.W.
quadrant of the city.
- Promote commercial redevelopment of North Federal Highway
focusing redevelopment efforts on developing family
recreational theme.
- Vigorously pursue annexation of the Military Trail/Atlantic
Avenue and Military Trail/Linton Boulevard intersections.
- Establish a single purpose CRA focusing efforts on the
shopping area at N.E. 2nd Avenue/N.E. 22nd Street.
Quality of Life
- Improve marketing techniques that promote our beach, improve
beach access, develop alternative erosion control programs,
and reduce outside regulation.
- Increase and tighten-up Code Enforcement efforts on rental
housing, and review and revise existing codes that affect
appearance.
- Develop and improve middle income housing opportunities,
utilizing vacant land and in-fill housing techniques.
- Review and revise codes, if necessary, that affect historic
property renovation.
- Complete an inventory of, and so designate, historic minority
sites.
- Promote and invest in beach, golf, and tennis facilities.
.
1992 CITY COMMISSION GOAL SETTING SESSION SUMMARY
(Cont.)
- Develop additional recreational activities for the youth of
our community, i. e. , miniature golf, bowling alley, arts,
culture.
- Continue to promote the development of arts and cultural
facilities and activities within the community and work to
eliminate eyesores that hinder that effort.
- Develop volunteer bootstrap program.
- Remove impact fees for in-fill housing, thus encouraging its
development.
Presentability/lmaqe
- Encourage and expand community recycling program.
- Strive to make Delray Beach a drug free City by continuing
efforts of the community policing program and developing
additional programs to combat illegal drug sales.
- Encourage private sector to positively market the community.
- Continue efforts geared toward customer serviceability by
City staff.
- Continue to reduce government bureaucracy so as to provide
services more effectively and efficiently to our citizens.
- Develop and promote additional citizen and staff recognition
programs.
- Continue roadway beautification efforts.
'.
.
OUTLINE, GOAL SETTING PRESENTATION
PLANNING AND ZONING DEPARTMENT
1993
1. Introduction of DJK and Celeste
Litany of tasks performed by the P&Z Department
* OVERHEAD of the organizational chart
2. FOCUS OF THE "CURRENT PLANNING" FUNCTION
* 1990 Goal ---- focus on perception of the
regulation function, a struggle had ended, LDRs in
place, objective was to show that the new system
worked . . . . and that "planning/regulation" was
user friendly.
Achieved: (a) Lula's feedback postcards
(b) Blue Ribbon Committee findings
* Explanation of Current Planning Division
organization. Introduction of staff & the Board
they serve . . .
Pat Cayce : Historic Preservation Board
Janet Meeks : Site Plan Review & Appearance
: Administration Sign Review Bd.
Paul Dorling : Land Use, P&Z Board
Diane Dominguez: Planning & Zoning Board
: Downtown Development Authority
: Blue Ribbon Committee
Jeff C & Jeff p: the front line,
quality control check
Steve Taylor : Platting, abandonments,
turn-over of projects to
Building, Pre-construction
coordination, Financial
matters
Jasmin Allen = Greeter, Tracker, Knower
# ___ of current applications
f ___ of annual applications
Diana Mund : the Worker, packet producer
* 1992 Goals ----- to have current planning function
without me. Achieved. . . . witness running of P&Z
Board meetings.
----- intracity coordination, TAC and
oversight role of DSMG
* 1993 Goal ----- Customer Oriented Project Review
(C.O.P.R.)
-- time frame turn-arounds
-- simplified applications
-- project planner early direct contact with
applicant
-- project planner formal review of the staff
report with the applicant
-- formal letter, report of action and next step
,
.
NEEDS: None really.... continued support .... positive
reinforcement . . . . general support of quality
production by any member and function of the
entire City operation.
3. FOCUS ON TRAFFIC ENGINEERING
* Introduce Greg, in absentia
* Unique function, a necessary function: STA, GAE,
TCMA, TME, ISTEA, CMP, CRALLS
* Daily activity... project review, traffic
assessments (service to applicants), inquiries,
requests.
* CBD traffic, ... never resolved ...,
Neighborhood Traffic policy
Long-term traffic items
NEEDS: * FURctioning of the Parking Management Team
* Traffic Element Revision == T.M.E. (MPO)
--- Political support
* Transit interface
* Adherence to policies and practice,
coordination, communication
4. FOCUS ON THE COMPREHENSIVE PLAN
* Introduction of John, Dan, and Loretta
, & their roles
* Comment on departure of Stan, "void" 111
* The Comprehensive Plan as a management tool
-- Capital Improvement Programming, needs focus
-- Individual Elements need up-dating/up-grading
i.e. be pro-active
-- Evaluation & Appraisal Reports (EARS)
$50,000 - $80,000 for consultants in FY 94/95
(avoid by appropriate staffing, and
incremental consultant services)
* Changes in State Legislation 111111111
* Data, demography, research, record keeping
* Activity implementation e.g. Area Plans,
Annexation Studies, Special Studies,
Extra-territorial powers, County (land use and
development) oversight, South County Urban Form
(1)
* Poor performance, lack --- area plans, work that
involves longer term, intensive, depth work
NEEDS: * Short-term, $$$$
* Long-term, building staff capability...
Manager's choice
- 2 -
.
.
SUMMATION:
We come as a low maintenance, high performance operation.
We are not stagnant, we are enhancing qualitatively.
We are proud to be a central part of the successes of the
past three years.
We ask that you continue to perform at a quality level.
We seek respect for "the process" both in the Current
Planning and in the Comprehensive Planning functions.
We seek that you do no over-extend our limits with new
programs, crisis reactions, etc ---- but that you do allow
"the marketplace" to play its role, as it is. (Reference to
some 1990 objectives which the City did not do, but which
have come to fruition by others.)
Our "teamll expands to the T.A.C. and the D.S.M.G. Thus,
there is an inter-relatedness among the planning function
and all other departments.
As your facing competition for limited fiscal resources and
you are tempted to lIcut", don't do a lobatomy.
DJK/PZGOAL93.DOC
- 3 -
,
.
SUGGESTED FORMAT FOR DEPARTMENTAL PRESENTATIONS TO THE CITY
COMMISSION --- GOAL SETTING, 199~2
The Purpose of the~Goa1 Setting Session:
(With respect to involvement of the Administration)
TO HAVE AN ACTION AGENDA WHICH HAS CONSIDERED THE NEEDS AND
ACTIVITIES OF THE ADMINISTRATION THUS PROVIDING A MORE
COORDINATED AND SUPPORTIVE DIRECTION THAN WHAT OTHERWISE
WOULD HAVE OCCURRED.
Benefits:
* To educate Commission members as to the scope of work
undertaken by the Administration
* To provide a "reality check" with respect to what demands
the Administration already has and what needs already exist
and must be dealt with
* To place a full agenda before the Commission before they
begin to head off into a direction
* To have eyeball-to-eyeball contact between the
Administrative function and Legislative (City Commission)
function
* To get off on the right foot
- Commission - Staff relations
- Commission - Manager relations
- Manager - Staff relations
How Does This Process Work? What Will be Produced?
1. Orientation -- Thursday evening
2. Input -- Friday and Saturday
3. Assimilation, Synthesis, Perceptions (6 categories, 6 items
each or a total of 30 categories and 180 items)
-- due on Wednesday, April l~s~
4. Organization of Material (12-15 categories; 80 -120 items)
5. Consolidation, Consensus on Descriptions
(8-12 categories, 70-90 items)
-- exercise on April .l>th v~
6. Prioritization within Categories
-- exercise on ~J~(tentatiVe)
, 2:J'
7. Presentation of Written Report (.Mi:Iy In1;.h, tentative)
~~l~
.
.
.
8. Optional components:
a) short-term items
b) creation of a "top ten" priority list
How to make an effective presentation:
DO'S
A. Remember what the purpose(s) of the exercise is and
maximize the benefit which is most appropriate to your
needs.
B. Use your Mission Statement.
c. Talk in general terms which may be applicable to other
functions (Departments) e.g. "enhance productivity",
"protect the environment", "foster community harmony" and
use specifics to make your point.
D. Emphasize a limited number of items.
E. Repeat in" different ways . . . . .
This what I'm going to tell you
This is it
This is what I told you
OPTIONS
* Introduce or use staff
* Highlight major accomplishments
* Show continuing threads, building up for a goal
* Use homey examples
* Speak in "American"
* Use a one-page graphic
DONT'S I
I
AA Don't give a detailed workprogram
BB Don't layout a long list of accomplishments
CC Don't give a written workprogram (e.g MEO)
DD Don't layout a wish list
EE Don't provide technical or detailed explanations
FF Don't dazzle with complexity
I
- 2 -
.
Example:
Hi, I'm I am your I live at I have 2
brothers and 4 sisters.
We do this (Mission Statement) for the City. What it means is
this .
As a department/function we .
(We are doing a good job - bye)
(We are not doing so good - help by )
(We are doing good but need to do more. Here's what needs
to be done )
-
Here's what's happening, how it affects the City, why we should
be involved, what we need to do, what we need to do it ........
If there's anything that you remember after all of this, it
should be .
Time Allowed and Schedule:
7-10 minutes for functions and small departments
12-17 minutes for larger single purpose departments and
multiple purpose functions
20 minutes for larger departments with multiple functions
90% of the Departments will make presentations on Friday morning.
Others in the early afternoon. Boards and commissions/committees
on Friday af ternoon and Saturday. Community groups on Friday,
some on Saturday. Citizens mainly on Saturday.
DJK 04/01
- 3 -
!
.
.
<
(
GOAL SETfING
Spring, 1990
City of Defray Beach
City Commission
Final Document, May 1990
.
.
A REPORT SETTING FORTH A GENERAL IDENTIFICATION OF ISSUES AND POLICY
DIRECTION AS ESTABLISHED BY THE DELRAY BEACH CITY COMMISSION IN THE
SPRING OF 1990
Thomas E. Lynch ... ............ Mayor
Mary McCarty.................. Vice-Mayor
William F. Andrews ............ Commissioner
David Randolph .. .............. Commissioner
Jay Alper in .................... Commissioner
David T. Hardin ............... City Manager
This goal setting exercise was coordinated by Robert A. Barcinski,
Assistant City Manager and David J. Kovacs, Director of Planning and
Zoning
May, 1990
.
!
.
GOAL SETTING 1 9 9 0
TABLE OF CONTENTS
I. PURPOSE AND USE 1
II. BACKGROUND 1
III. METHODOLOGY 2
IV. PRIORITIES AND COMPARISON 5
V. OUTLINE AND KEY WORK IDENTIFIERS 7
VI. GOAL SETTING TEXT 11
A. City Administration and Management 11
B. City Commission Relations 16
C. Public Services, Facilities and Infrastructure 18
D. Neighborhoods 21
E. Parks, Culture and Recreation 23
F. Community Planning and Economic Development 24
f
.
1
I. PURPOSE AND USE
The purpose of the 1990 City Commission Goal Setting program was
to established a consensus directive in which the City
Commission, as a collective body, set forth an identification of
matters of importance.
The contents of this report are to be used by the Administration
for the following:
* problem solving with respect to current issues
* preparation of budgets for FY 90/91
* preparation of work programs for the remainder
of FY 89/90 and for FY 90/91
* general knowledge with respect to concerns and
direction of the City Commission.
The information and policy direction contained within this
document has not been formally adopted by ordinance or
resolution. It sets forth, usually in general terms, general
direction. In some cases, specific items are identified. In
such cases, the subject matter is to be specifically addressed,
usually by the Administration, when the subject appears before
the City Commission -- either at a designated worksession, during
budget review and as otherwise appropriate.
The direction provided in this document may be changed as
additional information is provided and further discussion occurs.
It is anticipated that the City Manager will include a review of
the items in this document at the time that the Manager's Budget
document is presented to the City Commission.
II. BACKGROUND
Goal Setting programs in the City of Delray Beach have
historically been tied to the land use planning process. Formal
goals and objectives were established with the 1979 Comprehensive
Plan. For the most part, that document did not serve as a pol icy
document for the City.
In 1986, a citizen's task team developed a "Policy Guide to the
Land Use Element". That document was formally adopted as an
amendment to the 1979 Comprehensive Plan and then served as a
basis for preparation a new Land Use Element and Comprehensive
Plan prepared pursuant to the Florida (1985) Growth Management
Act.
1
,
In April, 1988, the City Commission and City Manager identified and
prioritized goals areas as a part of a management retreat. Although
not formally adopted, they were used by the Administration for
program development and as a focus in the budget message which
accompanied the FY 88/89 budget document.
In May, 1988, VISIONS 2000, a citizen directed "American
Assembly" provided further goals, objectives, and policy
direction for all facets of community activity. The resulting
document and direction was not adopted by the City Commission but
was used as one of the policy directed inputs to the, then,
emerging comprehensive plan.
In the summer and fall of 1989, several citizen task teams worked
on goals, objectives, and policies for individual elements of the
comprehensive plan. That work was reviewed in public hearings,
modified, and eventually adopted within the Comprehensive Plan.
In March, 1990, the municipal elections resulted in three new
City Commissioners being seated. In order to become more
familiar with the City as a whole, the activities of the City
Administration, and in order to establish a common direction for
the immediate task of orientation for a new City Manager and for
preparation of the budget for FY 90/91, the newly seated City
Commission, at its first worksession, broached the idea of a goal
setting exercise. Direction was then given to the Acting City
Manager to create and implement such an exercise within a few
weeks time period. The exercise was essentially conducted in the
period from April 5th to April 17, 1990.
III. METHODOLOOY
In order to provide a full range of information to the newly
seated City Commission, input was solicited from the City
Administration, appointed Boards and Committees, community
organizations, and the general public. The information was
gained in an orderly fashion through the following:
Step 1: A two hour presentation by the Administration which
focussed upon:
* Previous goal setting experiences
* Goal Setting and the Comprehensive Plan
* Goal Setting and the Budget Process
* Financial resources and considerations
* An overview of the goal setting program
2
.
Step 2: The next day input was achieved through 10-30 minute
presentations by individual departments within the City
Administration. Department heads were left to their
own devices in the manner of presentation. A schedule
and allocated times was followed. The Director of
Planning and Zoning provided a staff briefing/training
session as to the purpose of the exercise and how to
make an effective presentation.
In the same manner, appointed Board and Committees made
presentations to the City Commission. These were
followed by major community organizations and then the
general public.
Step 2 involved twelve (12) hours of testimony. I
I
Following the presentations, individual Commissioners were I
Step 3: i
required to identify up to six (6 ) items which would fall
within a common category. They were allowed to identify
six categories. Thus, each Commissioner had an
opportunity to identify what, to him/her, were thirty-six
(36) items of significance.
Step 4: The items identified by Commissioners were then collected.
Staff then placed like items together, consolidated
similar items, and presented a composite listing. The
composite listing was presented to the City Commission.
After discussion and adjustments, the listing was
finalized.
Step 5: Again staff took a lead in developing a fuller text
(description) of each identified item. That material was
reviewed by the City Commission, in detail, at formal
worksessions. Following the worksessions a revised text
was prepared and that draft document again reviewed by the
City Commission prior to creating the final document.
That material is found in Part VI of this document.
3
'.
I
i
4
.
IV. PRIORITIES AND COMPARISON
1990 Prioritization: The following is an informal prioritization
of the general topic headings contained in the Goal Setting Text
(Part VI).
ITEMS PRIORITIZED BY MORE THAN ONE COMMISSIONER:
Finance and Budgeting (6+6+5+6+2 = 25)
Water and Sewer (5+5+5 = 15)
Neighborhoods (4+4+6 = 14)
Risk Management & Insurance (6+4+3 = 13)
Advisory Boards & Committees (3+4 = 7)
Redevelopment/Specific Items (5+2 = 7)
Privatization (3+2 = 5)
Tennis Court Issue (1+1+2 = 4)
ITEMS PRIORITIZED BY ONLY ONE COMMISSIONER:
New Items for Comp Plan ( 4)
Commission Structure & Org. ( 3)
Facilities and Equipment ( 3)
Veteran's Park ( 2)
Organization & Management ( 1)
Water Conservation ( 1)
C.B.D. Focus ( 1)
ITEMS WHICH DID NOT RECEIVE A PRIORITIZATION VOTE:
Interagency Relationships
Canal Dredging
Streets and Traffic
Drainage
Neighborhood Enhancement Actions
(Parks and Recreation) Items to be Monitored/Explored
General Focus (Community Planning & Economic Development)
1988 EmphaSiS: During the April, 1988, City Commission and City
Manager management retreat, the following items were identified
as being of the most significance to the, then, City Commission:
MISSION STATEMENT: The mission of the City of De1ray Beach
is to create a renaissance that enhances the unique
cultural, historical, and natural resources which make this an
attractive community to a diversified and balanced populace.
5
.
GOAL AREAS: Forty (40) goal areas were identified. Among the
highest priority were the following twelve (12).
1- Make larger efforts to control drug trafficking and
crime.
2. Prevent defacto segregation of Delray Beach schools.
3. Cleanup West Atlantic Avenue.
4. Attract quality investment to the City.
5. Develop the cultural aspects of our community as an
economic development tool.
6. Revitalize decayed or decaying neighborhoods.
7 . Create economic health within our City.
8. Take a positive stand on environmental issues,
including land and water resources.
9. Improve the appearance of neighborhoods through improved
street and drainage facilities.
10. Improve and expand community social services.
11- Provide better low-cost housing for City residents.
12. Provide more and better moderate and high income single
family housing.
Comparison: One really sees that there is a difference in many
areas, other areas remain as concerns and have even higher
priority (e.g. neighborhood stabilization). Also, the worth of
the goal setting exercise is evident in that there are new areas
of concern (e.g. administrative and management matters) which
were not previously so identified.
6
v. OUTLINE AND KEY WORK IDEIITIFIERS
OUTLINE OF GOAL SETTING ITEMS
The following is an outline ( keyu - word) listing of the various
items which are more thoroughly addressed in the full text of the
goal setting document. The intent of the outline is to provide
an over all, capsulated perspective of the Commission's current
focus and interests.
CITY ADMINISTRATION AND MANAGEMENT
FINANCE AND BUDGET
Annual budget process . . . . zero base concepts
Budget document .......... narrative component
Budget forecast system
Internal Auditor function
Specific items for the FY 90/91 budget
RISK MANAGEMENT, INSURANCE PROGRAMS, AND BENEFITS
Self insurance program examination
Revisiting of pay plan work
Stress management, wel1ness, scholarships
PRIVATIZATION
General concept
Specific items of focus for the FY 90/91 budget
ORGANIZATIONAL RELATIONSHIPS AND MANAGEMENT
City Manager "span of control"
Management organization
Enhanced computerization
CITY COMMISSION RELATIONS
COMMISSION STRUCTURE AND OPERATIONS
Continuity
Policy Manual
ADVISORY BOARDS AND COMMITTEES
Clarification of roles and responsibilities
Assessment of continuing needs
Enhanced communication and coordination
7
,
INTERAGENCY RELATIONSHIPS
Relationships with other general purpose governments
Relationships with special agencies
PUBLIC SERVICES, FACILITIES, AND INFRASTRUCTURE
WATER AND SEWER SYSTEMS
Repiping programs
Water quality
Odor control
Water rights (supply)
WATER CONSERVATION
Public information re conservation
Water reuse options
CANAL DREDGING
STREETS AND TRAFFIC
Traffic engineering (planning)
Street maintenance
DRAINAGE
Project construction
Drainage Utility
FACILITIES AND EQUIPMENT
Fire Station #1 setting
Land north of Spady School
Capital replacement program
Clerk copier
8
-
NEIGHBORHOODS
ORGANIZATION
Put Housing Element program in motion
Additional items as delineated
ENHANCEMENT ACTIONS
0.5.5. and Pineapple Grove alleys
Swinton beautification
Lot sizes in the CRA and CDBG areas
West Atlantic Planning Area focus
Sherwood park traffic situation
PARKS, CULTURE, AND RECREATION
TENNIS FACILITY
VETERAN'S PARK
NEW ITEMS FOR CONSIDERATION IN THE COMPREHENSIVE PLAN
Sandoway Park life guard and rest room facilities
Southwest outdoor/indoor facility
Computerization of municipal irrigation
ITEMS TO BE MONITORED/EXPLORED
Beach lounge service contract
Golf course items
Xeriscape emphasis
After school programs
COMMUNITY PLANNING AND ECONOMIC DEVELOPMENT
GENERAL FOCUS
Better marketing
Focus on recreation, culture, and tourism
Owner occupied housing
Focus on concepts contained in the Comprehensive Plan
CENTRAL BUSINESS DISTRICT FOCUS
Acceleration of CBD planning and development program
CBD traffic circulation
CBD parking garage program
Allocation of the Pineapple Grove "seed money>>
9
I
REDEVELOPMENT AND SPECIFIC ITEM FOCUS
Jury trials and other aspects of the courthouse issue
Streamlining of building code and preservation process
Marketing of the "RO" to other professionals
Offshore fishing reef - Comp Plan item
Reduction of commercial zoning in outlying areas
10
VI. GOAL SE'M"ING TEXT
The following material presents the text
prepared for each of the goal setting areas
and major categories. The date of this text
is May 31, 1990. It reflects changes which
resulted as of the City Commission May
worksession review of the draft text.
GOAL AREA CITY ADMINISTRATION AND MANAGEMENT STATUS/COMMENTS
Subject: Finance and Budqet
The annual budqet process should take the form of
zero based budgeting or a similar tact which
readily identifies the cost of new or enhanced
activities and requires the justification of the
previous year's resource allocations. This
concept should be phased in conjunction with
establishment of an overall performance oriented
management system.
The proposed (and final) budget documents should
have a narrative component which identifies
projects and activities which are to be
accomplished through the budget allocations. The
narrative shall also address the distribution of
revenues (e.g. amount dedicated to personnel
services etc).
Another focus shall be on bettering the budqet June 19 - Workshop
forecast system and establishment of "early
warning" reporting.
An Internal Auditor function (position) should be
created with one of its area of focus to be on
identifying inefficiencies and ways to save money
(looking for waste and improper expenditure of
funds) . (Note: A part of the discussion addressed
coordination of capital projects. Further
discussion of this subject is found under
Organizational Relationships.)
In preparing the FY 90/91 budget the following Budget Preparation
items are to be specifically addressed:
* Focus on the financial situation/commitments/
needs with respect to Old School Square
11
,
* Examination of the amount of time which STATUS/COMMENTS
departments, such as Fire, spends upon
inspection and compliance with respect to how
it is divided among commercial and
residential interests with an eye to insuring
that fee structures appropriately reflect
allocation of time and resources.
* Proceeding with computerized meter reading.
* Building up of reserves, through phased
approaches, with a target of achieving a 10%
reserve.
* Consideration of future costs associated with
what appear to be one time projects e.g.
ongoing maintenance costs and/or ongoing
administrative costs which might have to be
picked up by the City.
Subject: Risk Management and Insurance Programs
and Benefits
Continuing escalation of costs associated with
manpower intensive organizations, such as the
City, necessitate immediate review and program
adjustments. Not only is such review necessary
for the cutting of costs, but also for providing a
proper work environment.
Activities to be undertaken along this line include:
* Reexamination of self insurance decisions June 5 - Workshop
especially with respect to WC and medical.
* Consideration of an overhaul of the insurance
program.
* Establishment of a "safety engineer" In Progress
particularly if we are to stay self-insured.
* Resolution of the various pay plan programs Budget Process
presented, to the Commission, refinement of
the direction/objectives of such programs,
appropriate adjustments, and then adoption.
* Consideration of scholarship programs for Budget Item
minorities ~n Police and Fire education.
12
,.~-
* Stress management and wellness program STATUS/COMMENTS
enhancement for Fire and Police Department Budget Item
personnel and expansion of such programs to
all employees.
Subject: Privatization
The City is a manpower intensive organization. As
an alternative to the continued expansion of the
organization through adding additional full-time
employees (FTEs), the concept of privatization
should be explored:
Whenever increases in staffing are proposed and
cost/benefit comparison should be provided with
respect to the alternative of "going private" .
Such an analysis should include a cost analysis
both f rom a short and long term perspective. If
under such an analysis, there is no clear
distinction then the tendency should be to go
private.
As a part of the FY 90/91 budget process, the Budget Process
following items should be subjected to a
"privatization" analysis:
* possible change in focus re labor negotiation
process;
* the provision of legal and psychological
services which are specifically directed to
the law enforcement function;
* Reorganization and consolidation of functions
with an eye to contracting out of certain
services/functions;
* With respect to continuing requests for
maintenance personnel especially in the area
of beautification (landscaping) services;
* For services such as lawn care, janitorial,
pest control, and similar activities; and,
* For incidental street repairs such as pothole
repair.
13
.
Notwithstanding the above, there should be a STATUS/COMMENTS
concentrated effort to reduce the use of outside
consultants and to place more of a focus on the
use of our current, competent staff to evaluate
needs.
Subject: Organizational Relationships and
Management
Reorganization directed to simplifying departments
and increasing efficiency while reducing
duplication and paperwork -- reduction of
bureaucracy -- should be pursued. Items to be
considered in such reorganizations should include:
* reduction of the "span of control" for the
City Manager.
* splitting off of components of the current
the public works function to other
departments.
* an assessment of alternatives to retaining
additional Assistant City Attorneys taking
into account the apparent needs of the Police
Department of a legal advisor along with
other considerations.
* creation of a function (or position) along
the lines of a Senior Director of Capital
Improvements and Facility Management which
will deal with architects and engineers in a
construction manager type of role --
particularly in light of the need for good
control for the implementation of the
Decade of Excellence Bond Program and the
Water and Sewer Bond Program.
* attempt to keep the number of upper
management personnel at its existing level
(as opposed to increasing it) and to
accommodate new needs (such as the above
item) through reorganization and
consolidation or through elimination of
other upper management positions which may no
longer be needed.
14
Items to be pursued with priority going into the STATUS/COMMENTS
FY 90/91 budget discussions include: Budget Item
* Accelerated implementation of City-wide
computerization (focus on long-term savings
in personnel and paperwork reductions)
* Functions with the City Clerk's Office e.g.
* Automation of the City Clerk's Office
* A public information and service
function
* Refinement of the documents research
process
* Individual and team cross-training
concepts
* Election processing
15
,
GOAL AREA: CITY COMMISSION RELATIONS STATUS/COMMENTS
Subject: Commission Structure and Operations
Currently, the process of having elections every July 3 - Workshop
year and the potential for a complete change in
Commissioners in a two year period and the lack of
a systematic method of establishing or maintaining
Commission policies creates a situation where
there is either a real, or de-facto, lack of
continuity. Items which should be explored or
implemented and which will provide for better
continuity include:
* Exploration of having Commission member terms
being greater than two years.
* Creation of a "Commission Policy Manual"
which while including "Rules of Procedure"
will also identify matters on which a general
or specific policy is made and practiced by
the Commission.
* City Manger changes and other Charter
changes.
Subject: Advisory Boards and Committees
The number and functions of existing advisory May 29 - Workshop
boards and committees has often been cited as a * P&Z
problem area because, among other items, of the * C.A.B. -
demands which it places upon the administration * H.P.B.
for proper guidance and support. Over the years * Board of Adjustment
an expressed, but unachieved, goal has been to
reduce the number of advisory boards and
committees which exist.
In order to again address this situation and to July 31 - Workshop
enhance the functioning of current boards and * Others
committees, the following policies and practices
shall be observed:
* City Boards should meet in evening hours in
order to better accommodate the public.
* Whenever a request, or need, arises for the
creation of a new advisory board or committee
the subject should be addressed by an ad-hoc
task team which would be constituted for a
one year period. At the conclusion of that
year, an assessment would be made to
determine if a full-fledged advisory group
should be created.
16
-------
* An examination of the continuing need for STATUS/COMMENTS
some of the current advisory bodies.
* The creation of a mechanism(s) for better Higher Priority Desired
coordination between and among advisory
boards.
* The creation of a better system for the
identification and tracking of citizens who
have made application to various advisory
bodies.
In addition, a Commission lead effort is necessary
for clarification of the role of the Boards in
identifying and carrying out Commission policy and
direction (i.e. how Boards might adjust or modify
their actions in order to encourage reinvestment
and redevelopment).
Subject: Interagency Relationships
There is a continuing need for better inter local Workshop with Boca
and intergovernmental relationships between the Raton being set-up
City and others. One of the most significant is
that of working directly with the governing bodies
of adjacent units of government on a face-to-face
basis to address items of mutual concern.
Also working relationships with entities such as "Swinton Swap"
the County and FDOT need to be formally and firmly Given as Administration
established so that communications and resolution Priority re resolution
of City concerns are appropriately and timely
addressed. Examples of items which have not been
so handled include: the proposed "Swinton Swap"
vis-a-vis 10th Street, Lake Ida, and others. An
area of needed improvement is that of obtaining
traffic signal coordination (synchronization),
signage, signal installation etc. This latter
area would fall within the purview of the City
Engineer.
17
,
GOAL AREA: PUBLIC SERVICES, FACILITIES, & STATUS/COMMENTS
INFRASTRUCTURE
Subject: Water and Sewer Systems
Improvements to the water and sewer systems are
essentially laid out in the Comprehensive Plan.
While additional work needs to be done with
respect to tightening up projected improvement
needs, the following items are those which are of
the greatest concern at the present time:
* Implementation of a ten year repiping program
which will provide for the upgrading and
replacement of substandard water distribution
and sewer collection facilities.
* Enhancement of the water quality monitoring
system and enhancement of the water quality
which is delivered to the consumer.
* Insuring compliance with the Clear Water Act
* Insuring that due progress is made with Bond is authorized
respect to the odor control situation at the
Regional Wastewater Treatment Plant.
* Obtaining the rights to the potential western Studies are underway
wellfield which includes the procedures - target of August
(steps) set forth in the Comprehensive Plan for reporting
e.g. exploration of alternative sources (deep
well with reverse osmosis), reexamination of
demand and long-term cost/benefit analysis.
Subject: Water Conservation
There are two areas dealing with water
conservation which are to have high priority and
the attention of the Administration. These are:
a) better public information and dissemination
of that information with respect as to how to
conserve water, the cost of usage, and long
term implications (and costs) associated with
not having sufficient conservation
b) pursuit of options for reuse of water through
both grey water and treated effluent
applications. Receiver areas to be
considered should include golf courses and
the 1-95 corridor.
18
..---~..-."_.<.-
Subject: Canal Dredqinq J STATUS/COMMENTS
The responsibility for, and the proper method
providing dredging of side canals (off the
Intracoastal Waterway) needs to be ascertained.
Once this information is in-hand, an action plan
for having such canals dredged should be developed.
Subject: Streets and Traffic
There is a need to secure the services of a
Traffic Engineer (in-house) in order to keep
abreast with concurrency requirements, to enhance
relationships with other agencies (see
intergovernmental coordination item) , and to deal
with traffic design and improvement dictates of
the Comprehensive Plan.
Also, attention to the ongoing maintenance of the Budget Item
street system is necessary. Consideration should
be given to adding another crew for normal
maintenance (potholes etc -- see "privatization"
section) and in upgrading of the equipment such as
a new street sweeper.
Subject: Drainaqe
The main focus dealing with drainage is to
proceed, with haste, in establishment of the storm
water utility program, construction~ of ---the -_.- --.- - - ~
projects funded by the Decade of Excellence Bond,
and then getting on with other, neighborhood
oriented, drainage projects.
Subject: Facilities and Equipment
Two major projects which are to be resolved soon
are:
(also refer to the Parks goal area re the tennis
center situation)
a) the site selection for relocation of Fire June 5 - City
Station .1. Construction of a replacement Commission Worksession
station is a part of the Decade of Excellence
Program. Site selection must occur soon so
as to maximize the beneficial impacts of
relocation and also to insure that the new
facility can be constructed within the time
limits of the Bond program; Site selection
include unput and recommendations from the
C.R.A. and
19
.
b) the responsibility and manner of acquisition STATUS/COMMENTS
of the land between Spady Elementary School
and Lake Ida Road. This item should be
referred to the Education Board which should,
in working with the School District's
Administration thoroughly explore this item.
Equipment items which should be addressed in Budget Process
preparation of the FY 90/91 budget are:
* a new photocopier for the City Clerk's
function
* establishment of a capital replacement
program for items such as cars, computers,
etc
20
GOAL AREA: NEIGHBORHOODS STATUS/COMMENTS
subject: Organization
Immediate attention must be given to implementing A July Workshop
the housing and neighborhood stabilization and
revitalization components of the Housing Element
of the Comprehensive Plan. A first step shall be
retaining a "Neighborhood Housing Specialist"
function within the Community Improvement
Department. This function shall address the
implementation activities (directed toward
neighborhood stabilization) in the Housing Element
with specific attention on the following:
* encouraging the establishment of neighborhood
associations for those areas of the City
which are not now represented by, or
identified with, such an association
* establishing an Information Center and/or
Hotline for the dissemination of information
of local (neighborhood) concern
* coordination of neighborhood organizations
* the types of activities which should receive
priority in the allocation of the $300,000
set aside which is provided for housing
matters
* use of the Community Reinvestment Act in
leveraging the City's efforts
* revamping the definition of "family"
ordinance and its application
* a mission of establishing sound and trusted
working relationships among all concerned
* the promotion of owner occupied housing for
middle class families.
Subject: Enhancement Actions
As of this time, and aside from the items
identified under the organization section above,
attention needs to be focussed upon the following
three geographic areas:
1) In the Old School Square Historic District
and into Pineapple Grove, there should be a
strategy developed for the effective use of
21
.
alleys including their improvement and STATUS/COMMENTS
ongoing maintenance. Also, along Swinton
Avenue, N.E. 2nd Avenue, and N. E . 4th Street
the beautification program needs high
priority attention. And a resolve made with
respect to the hardscape improvements which
are to be installed along Swinton Avenue.
Associated with this area is the need to
pursue previous Commission direction relative
to prevention of the four laning of Swinton
Avenue.
2) In the Community Development Target Area and.
the CRA Planning Area, the concept of
increasing minimum lot sizes and, hence, a
reduction in density needs to be addressed.
3) The West Atlantic Planning Area neighborhood
plan and Administration focus should include/
address the following:
* socioeconomic/financial strategy for
broadening the business district(s)
* immediate enhancement of appearance of
vacant parcels
* reduction of the criminal element
through effective crime watch programs
* affordable housing opportunities through
City/CRA and private sector
participation
* establishment of a City facility anchor
--- -.-
4) Exploration and analysis pertaining the the Study in process
straight route traffic pattern in Sherwood through the City
Park. Engineer
22
GOAL AREA: PARKS, CULTURE, AND RECREATION STATIJSjCOMMENTS
PARKS, CULTURE, AND RECREATION
Resolution of the lingering program for providing July workshop unless
a top quality public tennis center wi thin the City there is earlier
of Delray Beach is an item demanding immediate activity by FSLIC
resolution. A determination must be made as soon
as possible as to the ultimate resolution of the
issue and if longer delays will be experienced,
then immediate short-term improvements must be
made to the existing Tennis Center.
The Veteran's Park project which is in the Consultation selection
Comprehensive Plan should receive top priority in in process
design and implementation.
The following projects should be considered as
additional needs and included in the Comprehensive
Plan process:
* New restroom and lifeguard facilities at Consider each at the
Sandoway Park with possibility of programming May 22nd Plan Amendment
over a period of two or three years. hearing
* Southwest outdoor/indoor recreational complex
through exploring use/expansion of the
Catherine Strong facility.
* Computerization of municipal irrigation
facilities
The following activities and items should be
closely monitored or explored by the
Administration with follow-up to the Commission:
* Assessment/evaluation of the existing
contract for beach lounge service
* Golf course - close monitoring especially of
the grounds during the growing season with
regular reports to the City Commission
* Emphasis on xeri-scaping (public and
private), consider incentives (already a
policy embodied in the Comprehensive Plan)
* Expansion of the After-School Program in Budget Item
terms of both children served and activities
offered.
23
.
GOAL AREA: COMMUNITY PLANNING AND ECONOMIC STATUS/COMMENTS
DEVELOPMENT
Subject: General Focus
The City (government) needs to focus attention
upon policies, directions, and acti vi ties which
enhance the community's posture for continuing
growth. Such items should include:
* Better marketing of existing incentive
packages which could encourage job creating
interests (groups/investors) to locate within
the community -- lead groups are the CRA and
the Chambers Economic Development function
* A focus on recreation and the tourist
industry to generate increases in ad Valorem
taxes e.g. hotel development. Tourist
industry development also includes an element
focussed upon cultural, the arts, Pineapple
Grove revitalization, etc.
* The promotion of owner occupied housing for
middle class families
* A continuing focus upon following the
concepts advocated through the Comprehensive
Plan which deal with economic development
Subject: Central Business District Focus
Events have delayed the planned (per Comprehensive
Plan) sequence of City and CRA activities which
would have resulted in the initiation of a
downtown development plan in FY 89/90. Because of
the need to keep the downtown developmentl
redevelopment momentum strong, immediate actions
should be taken to accelerate the undertaking of
the downtown development plan. While that
planning effort takes shape, the following items
should receive resources and attention so that
they are resolved as soon as possible:
* Finalization of the traffic circulation
system in the downtown area
* Establishment of the CBD parking garage
program (which may involve decreasing
downtown parking restrictions) for which
financing may come primarily from a parking
district (This item is currently charged to
the DDA for advice and recommendations)
24
.
* Resolution of the manner in which the STATUS/COMMENTS
$500,000 set aside for the Pineapple Grove Pineapple Grove
area is to be allocation (This item is being Neighborhood Plan
considered in the context of the Pineapple has commenced
Grove Neighborhood Plan program)
Subject: Redevelopment and specific item focus:
Specific projects which are in various stages of
discussion and/or undertaking which should receive
specific attention of the City's Administration
include:
* Pursuit of inclusion of activities including
jury trials at the new courthouse facility
which will enhance this facility as an
economic asset to the community (this
activity would be proceeded by a brief study
to determine what functions should be at the
courthouse in order to encourage law firms to
locate in proximity to the courthouse)
* Streamlining and simplification of building
codes and the preservation (COA) process
* Discussion with the Real Estate Advisory
Committee regarding the marketing of the RO
District properties to Boca professionals
* As considerations in a revision to the Next Amendment
Comprehensive Plan, the addition of the January/1991
economic development activity of a fishing
reef off shore. Also, a revision should
address reducing commercial zoning in
outlying areas.
25
.