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04-5,6 & 7-90 Goal Setting CITY OF DELRAY BEACH, FLORIDA GOAL SETTING SESSIONS - CITY COMMISSION April 5, 6 & 7, 1990 AGENDA Please be advised that if a person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting or hearing, such persons will need a record of these proceedings, and for this purpose such persons may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. The City does not provide or prepare such record. April 5th Session: 6:30 p.m. to 8:30 p.m.- Commission Chambers- City Hall. April 6th Session: 8:00 a.m. to 5 p.m.- Commission Chambers- City Hall. April 7th Session: 8:30 a.m. to 12 p.m. (noon)- Commission Chambers- City Hall. PRESENTATION FORMAT . ";' KICKOFF TO THE 1990 DELRAY BEACH CITY COMMISSION GOAL SETTING SESSION. '6:30 P.M. - 8:30 P.M. Thursday, AprilS, 1990 City Commission Chambers I. Welcome and Overview................. Robert A. Barcinski, Acting City Manager * Purpose * City's History of Goal Setting * OVerview of Mechanics \ * Expectations. I II. Backqround * Piece 1 - The Comprehensive Plan David J. Kovacs, Director of Planning It Piece 2 - The BUdget Process Yvonne Kincaide, Budget Officer * Piece 3 - Financial Resources Dave Huddleston, Finance Director III. Putting the Pieces Together ........... Robert A. Barcinski IV. Commission Questions and Comments V. Recess to Friday morning at 8:00 A.M. PROPOSED SCHEDULE FOR PRESENTATIONS AT THE CITY COMMISSION GOAL SETTING SESSIONS FRIDAY, APRIL 6th Suggest/ Department or Organization Presenters Confirm 8:05 Fire Department Koen 8:20 Community Improvement Butler * Building * Code Enforcement * Community Development 8:40 Planning and Zoning Kovacs * Current Planning Dorling * Advanced Planning Weedon 8:55 City Engineer Castle 9:10 Public Utilities Greenwood * Sewer * Water 9: 30 Public Works Harvell * Garage * Buildings * Streets 9:45 Parks and Recreation Weldon * Facilities * Maintenance * Programs 10:00 - 10:10 BREAK 10:10 Quality Improvement Program Altieri & Fleetwood 10:20 Mgmt. Information Systems Zuccaro 10:30 Finance Department Huddleston * Accounts Payable * Utility Billing 10:45 Personnel Ritchason 10:55 Risk Management Graham 11:05 Purchasing Glas 11:15 Budget Kincaide 11:25 City Clerk MacGregor 11:35 city Attorney Thiele 11:50 City Management Barcinski/Elliott 12:00 - 1:30 LUNCH BREAK 1:30 Police Department Chief Kilgore 1:50 Community Relations Program Sergeant Licata (Police Dept.) 2:00 2:10 Old School Square, Inc. Mary Lou Strollo 2:20 Board of Trustees, Police & Fire John Tranter 2:30 P.E.R.C. Leonard Syrup 2:50 Community Appearance Board Wm. Wilsher 3:00 Board of Realtors Kathi Sumrall 3:10 Planning & Zoning Board Digby Bridges 3:20 BREAK 3:30 Community Redevelopment Agency Spence/Egan 3:40 Downtown Development Authority Simon 3:50 Beach Advisory Committee Kathi Sumrall 4:00 Chamber of Commerce Bill Hazzard 4:10 Historic Preservation Board Diane DeMarco 4:20 Board of Adjustment Steve Rubin 4:30 Friends of Morikami Museum Larry Rosenweig 4:40 Beautification Task Force Pat Canning 4:50 SATURDAY, APRIL 7th 8:30 8:40 Urban League of Palm Beach County Wanda Gadson 8:50 9:00 Proposed Tennis Facility Ed Bolter - 2 - 9:10 9:20 Del Ida Park Association Sandy Jamison 9:30 Old School Square Homeowners Assoc. Ann Fulton 9:40 * 5 Homeowner Assoc. re Swinton Ave. Gene Fisher 9:50 " " " 10:00 VISIONS 2000 Steering Committee Sandy Simon 10:10 BREAK 10:20 Sherwood Park Civic Assoc. Larry Huskin 10:30 Presidents Council 10:40 Tropic Isles Jean Beer· 10:50 Citizens @ five (5) minutes each 10:55 Joe Valentino 11:00 11:05 11:10 11:15 11:20 11:25 11:30 West Atlantic Ave.Prop.OWners Assoc. Tony Smith (req.time) 11:35 11:40 11:45 Wrap-up, instructions Barcinski * Old School Square Homeowners Assoc. Del-Ida Del Park Lake Ida Pineapple Grove REF/DJK*61/GOALS/KED - 3 - -. GOAL SETfING Spring, 1990 City of Dc1ray Beach City Commission Final Document, May 1990 ~ . A REPORT SE'rl'IRG FORTH A GERERAL IDENTIFICATIOR OF ISSUES AND POLICY DIRECTIOR AS ESTABLISHED BY THE DELRAY BEACH CITY COMMISSIOR IN THE SPRIRG OF 1990 Thomas E. Lynch ............... Mayor Mary McCarty.................. Vice-Mayor William F. Andrews ............ Commissioner David Randolph ................ Commissioner Jay Alperin ................... . 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 · G 0 A L SETTING 199 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 "' 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 policy 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. METHODOLOGY 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 consideration * 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. Step 3: Following the presentations, individual Commissioners were 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 · 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 Delray 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. S GOAL AREAS: Forty (40) goal areas were identified. Among the highest priority were the following twelve ( 12) . I. 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. II. 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 IDENTIFIERS OUTLINE OF GOAL SETTING ITEMS The following is an outline (key 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, wellness, 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 O.S.S. 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 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'IHG 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) budqet 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 preparinq the FY 90/91 budqet 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 in 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 from 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: Orqanizational 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 Adjustmen 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 interlocal 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 Administratior 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 I STATUS/COMMENTS The responsibility for, and the proper method of 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 limi ts 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 STATUS/COMMENTS PARKS, CULTURE, AND RECREATION Resolution of the lingering program for providing July workshop unless a top quality public tennis center within 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 activities 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 development/ 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/199-1 economic development activity of a fishing reef off shore. Also, a revision should address reducing commercial zoning in outlying areas. 25 Good Morning . . . . . I'm Susan O'Brien, the Assistant City Clerk. I'm going to fill in for Alison this morning since she's not able to be here. Also with me this morning are some key members of our staff who I will introduce to you in just a few minutes. ;--;r) t,.,uJ;}6\C""'\ 6.r'aA E.IY1~J"'Ii Sf 90&J 5 the Mission State- Let me begin by passing out to you a copy of ment tor the City Clerk I s oJfice. This she~t. also contains our // . .--, ---.- .- / goals ahd~bjectives for fiscal year i991. What our mission statement means, basically, is that the Clerk's office should function as the information center for the City - we field inquiries from all facets of the external community as well as from the internal community, which includes you (the Mayor and Commission) , the City Manager, the City Attorney, and all of the other City departments. We are also charged with the custody of all official records pertaining to the City and it is very important that we be able to access these records in a timely and efficient manner. For example, the most complete set of Commission minutes is useless if we have no way of keeping track of a particular item, when it was approved, or what direction was given. We are not going to be very effective, if we have to rely on someone's memory and then spend several manhours researching an issue. In order for us to be effective, we have to have the proper resourc- es. It's easy to see that a properly trained staff and good equipment in working order are a necessity. Be fore I get into where we are going and what we are going to need, I want to back track just a bit to give you a little better perspective of where we are right now. Alison and I took over our current positions some three months ago at the beginning of the year. Right off the bat we were faced with several issues: (1) seeing to it that the day to day operations of the department were, at a minimum, maintained at the current level of service; (2) administration of the March 13th municipal election; (3 ) the responsibility for preparation of the Commission agenda was delegated to our office from the Manager's office; (4) and lastly, we were, and still are, faced with trying to untangle a department which, in our opinion, should have been one of the first in the City to automate, but which had continued to operate for the most part on a manual recordkeeping and filing system. As you can probably imagine, this resulted in a tremendous backlog with some areas, such as contracts, being as far out of date as two to three years. As a department, we are doing a good job with what we have to work with, but we're going to need some additional help and support in the future in order for us to get the job done in a more effective manner. One of the first things we felt needed to be done was to organize the department into defined areas of responsibility. Many people think of the Clerk's office as the place where minutes are done and that's about it. As you will learn from the people I am now going to introduce, the Clerk's office is a very versatile department. In addition to election administration which is handled primarily by the City Clerk, we now have four (4) major areas of operation which are: 1 Boards and Committees 2 Agenda Coordination and Preparation 3 Contract Administration 4 Central Services First let me introduce Anita Barba who oversees the Bo ards and Committees function of our department: (ANITA) Now Cheryl Leverett who is in charge of the agenda . . . . (CHERYL) Next, Barbara Garito who handles contracts and agreements . . . . (BARBARA ) and finally, Sue Morrison, who is instrumental in the area we call Central Services. (SUE) Now that you have an idea of some of the functions we perform, I hope you can appreciate how critical it is that automation of the City Clerk's office be aggressively pursued if we are to increase and enhance our productivity. Every day there are more records for us to maintain and file and more requests for information which we must retrieve and provide. Right now, we don't have the resources to deal with the situation efficiently. We need to develop indexing and filing systems which will not only allow our department to retrieve data quickly and easily, but which will also be available to other departments for inquiry purposes. We'll want to look at coordinating a Land Information System with Planning and Community Improvement so that complete property information will be accessible to everyone concerned. There are all kinds of possibilities, but we can't do anything until we get the basics. These basics are outlined within our goals and objectives for 1991 and include acquiring the hardware we're going to need, training our employees in the use of the system, and making determinations as to the type of software that's going to be the most advantageous to us. We have a good and capable staff who are willing to work hard at implementing a comprehen- sive program over the next five years and beyond, but we are going to need your support at budget time to see that we get the necessary funding to obtain the resources we must have to get such a project off the ground. Another i tern we would like to present for your consideration is the need for new photocopying equipment. Our machine if approxi- mately six years old and is no longer very dependable, but it is still the best thing available to virtually all of City Hall so it is usually tied up a good deal of the time. We are now handling the agenda and if we had a fast, reliable machine, we could probably do the agenda entirely in-house and more cost-ef- fectively than by using a commercial printing company, not to mention maybe being able to have it done on time. The last area we want to bring to your attention is that of a City-wide records management program. Some departments have been doing work in this area -- mostly by way of records destruction in accordance with approved schedules -- but there is little, if any, cohesiveness to the process. Since the volume of paper is steadily increasing and the amount of space available to store it all in is decreasing, its time to take a closer look at the issue. This is another of our goals for fiscal year 1991 . . to research what will be involved and what it is going to take to develop a City-wide records management program. Based on avail- able information and limited conversations with a few other municipalities which have programs up and running, the implemen- tation of an effective records management is a substantial financial undertaking. There will be personnel and equipment costs as well as decisions to be made insofar as space and environmental considerations. We would like you to be thinking about this program since in all likelihood we will be presenting it to you within a two year time frame. In closing, please remember that the City Clerk's Office is first and foremost, a service department. Thus, for the City Clerk and her staff, good public relations are essential. Our office is often the starting point for persons seeking information on any number of subjects. If we are able to give people what they want in a timely fashion, this is going to have an impact on their perception of the City as a whole, and the same holds true if we can't give them what they want. An efficient office is essential and we very much hope that you as the governing body of the City will support the City Clerk's office in our attempts to create an efficient office through reorganization, automation and, ulti- mately, records management. Thank you for your time and consideration. · CITY CLERK'S OFFICE MISSION STATEMENT: To record and maintain all of the official documents of the City in com- pliance 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, wi th the ability to provide this information in a prompt, accurate and courteous fashion. GOALS AND OBJECTIVES - FY 1991 GOAL #; 1 To reorganize the City Clerk's office into a well defined operation. Objectives: (a) Obtain input from each employee in. the department as to their job responsibilities and procedures/processes required to perform these duties effectively and efficiently. (b) Develop an organizational chart to clearly delineate office functions and areas of responsibility. (c) Identify appropriate personnel and provide for cross-training to insure adequate coverage of departmental operations. (d) Develop an outline for a procedure manual relative to the duties and responsibilities of the Clerk's office, prioritize functions to be addressed. GOAL #; 2 To develop a comprehensive automation program for the City Clerk's office. Objectives: (a) Acquire the hardware necessary for all employees in the Clerk's office to have a work station on line with the System/38. (b) Obtain training for all employees in the use of Personal Services program. (c) Evaluate software alternative which will support the functions of the City Clerk's Office. GOAL #; 3 To improve accessibility to and retrieval time in locating public records which are on file in the City Clerk's office. Objective: (a) File in a manageable form (and document by creating a master list) the massive amount of records/documents which are presently stored in a state of disarray. GOAL #; 4 To research the development of a City-wide records management program. Objective: (a) Develop an outline/overview of what constitutes an effective records management program and what will be required in order to implement same (i.e., personnel, equipment, space considerations and storage means and facilities). GOAL #; 5 To participate in employee training programs on an on-going basis in order to enhance the professional development of the City Clerk and key person- nel. Objective: (a) Monitor training/educational opportunities for employees in areas of specialized knowledge. ! [ITY DF DELIAY BEA[H 100 NW. 1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243-7000 MEMORANDUM TO:' HONORABLE MAYOR AND CITY COMMISSIONERS ! /J~/ROBERT A. FROM: BARCINSKI, INTERIM CITY MANAGER SUBJECT: INSTRUCTIONS AND WORK SHEETS FOR CITY GOAL SETTING SESSION DATE: APRIL 05, 1990 During these two days you will receive a great amount of information. Your task is to sift through it, add your own perspectives, and then categorize it. I You are limited to six categories. Within each category you can list only six projects/objectives which are to be pursued. Attached are two sets of worksheets. Use one set for notes and organizing. Use the other for writing up your final submission. Your submission is to be returned to the City Manager's Office on or before April 11th. Attempt not to address more than one activity when you identify projects/objectives. Do not be concerned about details of any projects/objectives or the category/goal area. Do not try to accommodate all the proposals which will be put before you. The reason for the limitation of "6" is to identify what is most important. Remember that "most important II is in relationship to the City of Delray and the allocation of resources available to the City. Since there are five participants, it is possible that there will be thirty-six (36) categories and 180 individual projects. If you cannot think of six projects within a category, it is all right to list a lesser number. After April 11th, all the sheets will be tabulated. On April 17th and May 3rd other sessions will be held. At that time, participants will be able to promote the projects they feel are most important. The focus of those meetings will be to: 1. agree and define each category 2. agree and define the projects within each category 3. prioritize the projects within each category 4. create a priority list of short-term and long-term city-wide projects Following the prioritization, the results of this exercise will be written up in document form. The goal setting document will not be adopted but it will become a guide in municipal decision-making during the next two years. THF EFFORT AI WAYS M ATTFRS CITY OF DELRAY BEACH WORKSHEET FOR GOAL SETTING EXERCISE You will be receiving a lot of information during the presentations. The purpose of the homework assignment is to have the reviewers (Commissioners) identify and organize the material which they received. You are limited in the number of items which you may list. Thus, you may want to use broader categories and more generic terms as opposed to specific projects...... You may however list specific projects as being illustrative of what the broader category means. We suggest that you work from the bottom up i.e. arrange your projects and key words . . . . then organize them into like items .... finally organize the like items into like groups. Then give the groups a category name; then write the items as activities within each group. ~ WORKSHEET * c1 Name of Reviewer: ~ ~ t\tM{.l,~ --- -- CATEGORY, _ LJtIt5Oýtll\".~]e,~~ ' V Activity: t: ~s tð b \ \~ ~ t'L W ~ ó\ ~ ~e-Ò\~ l()crot(M~(~ Activity: Activity: ew~~ ~~1- Activity: €d'~t\l~' ~ ~ \I ~ ..3€1 V"W4 ~ uÁ> Mk- t ¡-J .... Activity: );;k~hld- - £(~ í- ;;~~ ~0;r- Activity: NOTE: YOU ARE LIMITED TO SIX ACTIVITIES IN EACH CATEGORY AND TO SIX CATEGORIES CITY OF DELRAY BEACH WORKSHEET FOR GOAL SETTING EXERCISE You will be receiving a lot of information during the presentations. The purpose of the homework assignment is to have the reviewers (Commissioners) identify and organize the material which they received. You are limited in the number of items which you may list. Thus, you may want to use broader categories and more generic terms as opposed to specific projects. You may however list specific projects as being illustrative of what the broader category means. -: We suggest that you work from the bottom up i.e. arrange your projects and key words . . . . then organize them into like items . . . . finally organize the like items into like groups. Then give the groups a category name; then write the items as activities within each group. WORKSHEET * Name of Reviewer: I CATEGORY: -- ~ Activity: Activity: Activity: Activity: Activity: Activity: NOTE: YOU ARE LIMITED TO SIX ACTIVITIES IN EACH CATEGORY AND TO SIX CATEGORIES DJK/#60/WORKPAGE.TXT - WORKSHEET # Name of Reviewer: CATEGORY: Activity: ..1': .- "..l ,. ,""r: ... . ~ -'. ."'" . ..... '~ ". - ..... -'( Activity: Activity: -: '~'.,~ .'.~ -......-;... ':'¥"'F \~ -.. ..J,t. ~ ..- ~.-.. .~.>-,: .. Activity: J Activity: ; , ¡ _ ,_ Activity: -; ,r ., NOTE: YOU ARE LIMITED TO SIX ACTIVITIES IN EACH CATEGORY AND TO SIX CATEGORIES ... .. w .~ ~ GOAL SETTING ,'" , "DIRECTION" PURPOSE THE PURPOSE OF THIS GOAL SETTING SESSION IS TO DEVELOP AN ACTION AGENDA WHICH CONSIDERS THE IDEAS AND INPUT OF STAFF~ BOARDS AND CITIZENS; PROVIDING A MORE SUPPORTIVE AND COORDINATED PLAN OF DIRECTION FOR THE CITY. "EDUCATION" "INFORMATION" "COMMUNICATION" I BENEFITS * EDUCATION OF COMMISSION MEMBERS AS TO THE SCOPE OF WORK UNDERTAKEN BY STAFF AND BOARDS. * 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 INFORM THE COMMISSION ABOUT VARIOUS COMMUNITY ORGANI- ZATIONS~ WHAT THEY ARE DOING~ AND HOW THEY AND CITY ACTIONS CAN BE COMPLIMENTARY. * To PLACE A FULL AGENDA BEFORE THE COMMISSION BEFORE THEY BEGIN TO HEAD OFF INTO A DIRECTION. ---.''-- .. ., .... ..... ., (I] :s.- :z: :.;: ..,. &&: '" e .. "tI X O...c.. ~ .a 3: ... u .... o :z 00U) 00 ~ 0 U 0 ~ rJJ w ...... ..... ... Cta:- :>e ¡... oJ"- 0.. ..., .. ..: "".... e C::;'" w =-ca -ulIU ~ CO ~ ø... .., .............. C 0 U ~ ca....'" z ... tLJ ø ., ct:.... "" a'} < "- !J e>:: ~ ~ 8.~U) ~ U X.... C > llllo.e .. I ¡...e 00 z. WO- 0 .... ~ II 0 ... < '" '" .. 0...... .... "CI o E ... ... ~ ==' ø. 0401........ ....." ~ e><: ~ ø.S" S U).... ¡... 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"'" +' ,. ,~ ,,, ~~~ C.. rTI ,~ "" "".~ 0<; '" :> 0.. = 0< co "" +' -~ (;j _J -'::3 -"0 6: o..ú "" ¡ >:. +' a J!:j 8- ¡=:=., '- .. 0- ".. ~ ~ '- ;s, ~ V1 V1 .c: ~ ~ § ~ '" c ~ ex: ,5 (..) '15 I:; .. c .~ ,. ,~ µ -.. .'1,/ :> ~. :> .Q & -¿: -c 1;1 '" ",", ?-~ < <4 .6 "'" j¿J d ... "'" & .... N '>., .... (;': -E' ::> "'" <= ..zQ. ~~lB .. --"=< ~ ~ ~ > ~,&~ .. 0:: ~ w .£ 1i '" c: e: So. æt~ '-+- C:l..,< <= '::. ~ >. ~j ~~~ ~ æ g e~~ ð ...... '" 0 EO .... N c '" ~... ... " N -E "1( a.. "' " >- 1: II< r __, ., 0:::. o:l. "CI '" ~~ ¥~ '- ... ~.g ./!/+' 2¿g ....- t~ "" '" ~ w L > ...... V) l..:J ¡- Zz W w<!: ...J Z .-. L:J ::L:....J <t ¡- 0 ~a.. 0 r- :::> " a... L:J W p: ::!: (;') 0 W - "WI The I! Morikami Museum and Japanese Gardens 4000 Morikami Park Road, Delray Beach, Florida 33446 · (407) 495-0233 . Fax (407) 499-2557 Organizational Purpose To interpret everyday Japanese life and culture, present the Japanese-American experience, and chronicle the history of the Yamato Colony What We Have 200 acres of land with: Japanese Gardens, bonsai, nature preserves, and a museum of Japanese Culture. Who Visits Us Annually The Morikami attracts 110,000 visitors, roughly 50% of whom reside outside Palm Beach County. What is the Benefit to Delray Beach Many visitors to the area hear about Delray Beach through The Morikami's national and international media coverage. Many who visit The Morikami also patronize local merchants, restaurants and hotels. The museum itself, through its payroll and purchases, pumps money into the Delray economy. What is Our Future A new 31,000 sq. ft. museum building with public auditorium will be opened in 1992 along with expanded Japanese gardens. Long range plans include a demonstration farm commemorating our agricultural history and featuring the Sundy Feed Store, and authentic buildings brought over from Japan. The entire complex will be a world class tourist attraction. What is the Cost and Who is Supporting Us The cost of the initial project is $4.5 million. $ 763,000 has been received from the State of Florida. Palm Beach County has committed $1.5 million to the project. Funds are being sought from Japanese and American sources. Community Support Local leaders such as George Elmore, Matt Gracey, Jr. , Doris Love, Phyllis Hammett, Sandy Simon and Bill Wilsher, among many others, have been actively involved in planning. How the City of Delray Beach Can Help We are requesting a $50,000 grant for new museum construction. OFFICERS BOARD OF Geroge Elmore Mary Lee Harper James Mihori Nancy E. Stroud Alexander A. Simon. Jr. TRUSTEES Carol J. Elmquist Glenn Koach Mrs. James Mihori George Weinstein President William J. Barton Anita R. Finley Mrs. Atsuko Lefcourte Dr. Joseph A. Orr Dorothy H. Wilken Matthew Gracey, Jr. Kathy J. Bechtle Kevin J. Foley Mrs. Fred W. Love Catherine M. Ross Robert C. Wilkens Vice President Dr. Harold Berkowitz David W. Schmidt David B. Freese Richard Machek Paul Schiffino Colin Wright Albert R. Bernard Secretary Mary E. Glover Richard Madigan Damon Spilios Edward Zwick Stephen R. Swank Joseph Carty Phyllis Hammett Bradley Middlebrook II Deborah Stone DIRECTOR Treasurer Larry Rosensweig TROYIC ~ . I J L E CIVIC ASSOCIATION October, 1989 While all property owners and residents of Tropic Isle~Qenerally share the same goals regarding the appearance of their property, individual standards do vary. . The following represents an attempt to set a standard for our neighborhood that all guests,,'residents and property owners could adopt and comply with to i·nsure enhancement and, therefore, continued appreciation of Tropic Isle. For the most part these guidelines are found in City Codes and Ordinances and are enforceable; however, some alterations and additions have been made due to the unique nature of our neighborhood. BOATS/RV'S One currently registered boat, boat trailer and recreational vehicle can be parked on an improved lot providing it is owned by the resident of the property and is screened on three sides by fencing, walls or hedges which are in conformance with standards specified elsewhere in these articles. The storage area can be at the sides of the property but not between the street and the structure,or the canal and the structure, if parked on a waterfront lot. Parking in the driveway for purposes of loading or unloading is permitte~ for a period not exceeding 24 hours. PARKING Vehicles should not be parked in the right-of-way or in the swale or on lawns. Commercial vehicles can park on the right-of-way for a period not exceeding one hour except where the additional time is required to complete the service or delivery. Non-commercial vehicles up to 3/4 ton (pickup or vans) may be parked on improved property if such vehicle is owned and used by the resident. Vehicles stored outside with expired tags (or no tags),operable or inoperable, are considered abandoned and must be removed from the property or stored within the. garage. Parking on unimproved property is not permitted. TRASH Containers and/or properly tied plastic trash bags should not be placed at curb- side earlier than 5 p.m. on the day prior to scheduled collection. Emptied containers should be removed from the street by 7 p.m. on collection day. Except for palm fronds, garden waste should be bundled and tied. Trimmings and other landscape debris exceeding 41 in any dimension and 50 lbs. in weight will require special collection which can be arranged by calling Waste Management Corporation. LANDSCAPING Unimproved lots, as well as improved lots, will be maintained free from weeds and unsightly accumulations of debris, underbrush and refuse piles. Sod, hedges, shrubbery, trees and flower beds will be kept neat and trimmed. NOISE Property owners and residents are responsible for ensuring that noise emanating from their homes, boats and vehicles is minimized so as to avoid disturbing adjoining property owners and resi·dents. Guests and visitors should be reminded of City Ordinances in this regard. P.O. BOX 2473 DELRAY BEACH. FLORIDA 33447-2473 -2- City Codes and Ordinances LIGHTING Arrangement of low voltage landscape lighting and security lighting is left to resident's discretion; however, every effort should be made to ensure driver's or boater's vision is not impaired by the placement of the.lighting fixtures. CLOTHESLINES Laundry and apparatus to facilitate the drying of laundry (clotheslines or drying racks) shall be screened from neighbor's view by hedges or other screening that is in compliance with applicable provisions within these articles. FENCES Fences of wood, plastic, metal, masonry or shrubbery should not exceed 6 feet in height along property side lines and 4 feet in height along front and back lot lines. Fencing of other than shrubbery or hedges should have landscaping added to the side facing away from residence, of a height sufficient to cover or screen at least 50% of the fence's vertical dimension. CONSTRUCTION Contractors will keep building sites in accordance with applicable codes. Building materials and debris will be stored in an orderly fashion or in dumpsters so as to minimize hazards from vermin or unsafe donditions. Builders will make every effort to avoid inconveniencing adjacent property owners through excessive noise, dust, dirt, overspray from paint and noise, including vibrations from equipment. Damage to public property by contractors should be brought to the attention of the appropriate city officials. Relief for damage to private property will have to be sought through normal channels. SPEEDING Exceeding the speed limit, whether by motorists or boaters, is illegal and could result in injury and/or property damage and should be avoided by residents and guests alike. Boaters are reminded that by law they are responsible for any damage caused by their wake, including damage to sea walls, shrubbery or other boats or boaters. To ensure they are not held accountable for wake-caused damage, the prudent boater would be wise to proceed at idle speed whenever navigating a canal. HOME OCCUPATIONS Home occupations are allowed by law, although a number of restrictions are placed . on the type and scale of the operation. In addition to complying with the conditions required of an approved licensee, residents should ensure that home computers, facsimile machines, etc., meet Federal Standards on electrical emissions and are properly installed so as to limit interference with neighboring television arid telephone reception. -_."~"~,.- ·_'.,,~-~, -.'--"._'~ -""-'~ -~._._-_.. -"".....~,..; .. ."" . ! ASSOCIATION NA/ìJé." She~wood ?a~k C¿v¿c A440c¿at¿on ~ove~n¿n~ the covenant4 01 She~wood ?a~k 4¿nce 1961. Ne¿~hbo~hood con4¿4t4 01 165 home4, and 2 4t~eet4 She~wood and LOW40n Blvd. ASSOCIATION ?Ré.SIDé.NT La~~~ /l04k¿n ]614 Low40n Blvd Del~a~ ßch, 11 33445 /lame phone 499-]619 ARé.A OF CONCé.RN é.xce44¿ve t~all¿c, 4peed ¿n~, n~L4e on ou~ two 4t~eet4. SUÇÇé.STéD SOLUnON Dead end Low40n and She~wood BLvd at /ìJLLLta~~ T~a¿L. No ~ea40n lo~ t~at.ILc to U4e a ~e4¿dentLaL ne¿~hbo~hood to commute I~om /ìJLL¿ta~~ to U.S. I aad v¿ce-ve~4a. Ou~ 4t~eet4 we~e not de4¿~ned a4 an ea4t-we4t thou~ou~hla~e a4 Atlant¿c and L¿nton a~e and 4houLä be u4ed. W~ have a beaut¿luL oLd commun¿t~ wh¿ch we wouLd L¿ke to p~e4e~ve. Ihe majo~¿t~ 0/ t~all¿c th~ou~h ou~ ne¿~h60~h~od a~e Weop'Le u4Ln~ ou~ ne¿~h v~hvod a4 a 4ho~tcut to /ìJ¿L¿ta~~ l~a¿L. e have 4¿~n4 p04ted p~oh¿bLt¿n~ t~UCk4 ove~ ] ton ~~044 we¿~ht that L4 compLeteL~ ¿~no~ed, the 4ame w¿th La~~e 6u4e4, t~acto~ ~ t~a¿Le~4 etc. Ou~ ~e4¿dent¿aL ne¿~h60~hood 4peed L¿m¿t ¿4 30 mph 6ut t~all¿c con4¿4tentL~ t~aveL4 4 -50 on ave~a~e and we have w¿t- ne44ed ca~4 pa44¿n~ at 00 and above. ou~ d~¿vewa~4 back d¿~ectl~ on the4e 4t~eet4 and com¿n~ and ~oLn~ L4 ext~emeL~ haða~dou4. It ha4 become 40 bad, the U.S. ?04taL Se~v¿ce ha4 ~egu¿~ed U4 to move ou~ ma¿lboxe4 I~om the hou4e to the ~oad4¿de c¿t¿n~ dan~e~ou4 con- d¿t¿on4 a4 the ~ea40n. We beL¿eve the w¿den¿n~ 01 ~W lOth 4t~eet w¿LL ¿nc~ea4e t~all¿c th~ou~h the ne¿~hbo~hood. Ihe open¿n~ 01 the new ALbe~t40n4 wh¿ch ha4 al~ead~ been dec¿a~ed a4 an ¿nc~ea4e ¿n t~all¿c w¿LL aL40 be a La~~e cont~¿butv~ to t~all¿c. We have met w¿th Çate4 Ca4tle, c¿t~ en~¿nee~, and he ha4 ve~baLL~ endð~4ed ou~ 40Lut¿on 4tat¿n~ that vu~ 4t~eet4 we~e not meant tv be an ea4t-we4t thvu~ou~hla~e~ /Ie aL40 c¿ted an exampLe vI a 4¿m¿La~ 0 e~vbLem I.v~ the ~e4¿dent4 vI D¿x¿e BLvd whv have vnL~ 12 home4. Ihe¿~ 40Lut¿vn wa4 tv dead end the¿~ 4t~eet to 4tVp' 4peed¿n~ and cutt¿n~ th~vu~h. It ha4 been ve~~ 4ucce441uL and ha4 heLpeä to beaut¿/~ that a~ea. We wvuLd L¿ke tv have the 4ame ~e4uLt4. SUÇÇLSTéD TI/ìJe TABLé. A4 400n a4 pV44LbLe , = ~mJ~ :j~ if it f:s'¡ . .'" ..'. ¡¡¡'¡:' . "'" ·hJ!J .:" W Ii ... '. - .~ , T <~ . ¿¡,:¡" ¡, . ¡;" \~ ' EJ1f ¡¡¡ . ··~r-·f ; · , "':: ~~ !1 ' . Ii' . ~ W I ./7"1..1'::-' 11\ I" · '.' '.: ..:.'" .._" ...¡ ~ ~ . .' . O'.ð ~'~, 'l----i~~ä; ~~:r .~ ~.'i ~ I r....,¡il'11r. ,...." ! )\2 '" .,,\ it:·. c~ ~',: ! ;" ~~: w _ !JI.i.IL . . ' '/j" , - " C< ." '" , .. . ¡ h , '., '" "0.'" . _ / 'J I .¡I· "i! ;:.....~............... " .:. J~,," f!. ri~ H í .~. .. 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',-: -"- " "!~j!¡~; '. o .' ¡ ÿ' :';.~ ,Ðe{-/áa .'.,' ¡ r : ',' ¡Part ' :' II " . ~ ' ·1923' P' I I I:, (¡ \1 h ~14IriuIf Ðúlria ',! REVENUE ENHANCEMENT SUGGESTIONS: ,i~~~ ~, It "I' ii ¡\il 1- City Building Codes: I 1,"/ A. Streamline & Reduce BuildinQ Codes: " More property owners will apply for building permits, with less bureaucratic hassles. Right now, alot of lost revenues due to complexity and time delay. 2. Preservation Codes: A. Streamline & Reduce Preservation Code: Reduce the Historic Preservation Code to a more reasonable leve 1, as this originally was suppose to streamline the process for building permits. Allow this board to approve all P & Z questions regarding variances for new construction, Remodeling Permits. Appoint more Homeowners from Historic Districts to board. Have the board meet twice a month at night, to allow the homeowners to sit on board or just even attend the meeting. The rest of board should be made up of well qualified professionals. 3 . Code Enforcement: Reduce staff by 50% This deptartment has 14 code enforcement officers, which is far too many, at an cost of approx. $750,000.00, and re-apply saving to Building Department. Also, have this department work with homeowners associations before issuing a violation, in an attempt to draw in the community and to reduce the official case load. 4. Building Department: Make this department more efficient and responsive to the community by hiring at least 5 more plan-reviewers, and streamline the requirements for building permits. This will reduce the need for issuing building permits and when neccessary cause the Building Department to issue Building Permits in faster time. Right now, so many tradesmen as well as homeowners, avoid applying for a building permit due to the lapse time between applying and receiving their permit. (This is 10st revenues to the City.) Del-Ida Park Neighborhood Association P,O. Box 1691 Delroy Beach, Florida 33447-1691 ,',' 5. Increase Ad-valorem Revenues: (II 'I ,'I Find & Identify properties that are under "Fair Market ,- Value" and have Tax Assessors Office re-evaluate appraisals. At the current rate, all those who are paying less than their fair share will have to pay their "Fair Market Rate." (A lot of properties are under-assessed that are on the tax rolls.) 6. Increase Major Anchor Corporations in Old Down-Town: Find and entice major corporations to old downtown (ie:Post-office District-Center District of Town) to act as anchor tenants for smaller businesses. This might be accomplished by tax incentives, low cost loans, or joint ventures. 7. Make older section of Delray more attractive: This should cause people to want to acquire property in this section of town, due to the close proximity of major anchor corporations (increased property values) and major co~porations will want to get closer to the market (again, increased and desirable section of town, bringing higher real-estate taxes.) Should you have any questions or comments, please contact me at 272-7726 Thank you- Sandy Jamison Del-Ida Park Neighborhood Association P.O. Box 1691 Delroy Beach, Florida 33447-1691 ... - . ~~ ~~= ~ ,- ~\~~ "'''':)TV ~... ~- BEACH ADVISORY COMMITTEE CITY OF DELRAY BEACH FLORIDA TO THE MAYOR AND CITY COMMISSION: It has been my privilege to serve as the Chair of the Beach Advisory Committee since it was established in 1985 by the City Council. The enabling ordinance set specific criteria for member- ship on the Committee: one member each from the north beach area, the south beach area, the Chamber of Commerce, the center city, and the area west of 195. Members of the Committee, in addition to the Chairman, are Pat Duane, Bill Koch III, Kathi Sumrall, and Irwin Ives. It has been a fine, productive committee. Although the Committee was given no specific directive other than to serve in an advisory capacity to the Parks and Recreation Dept. relative to beach matters, we set out to develop a capital improvement project to improve the overall appearance of the beach. We studied the needs of our run-down beach area and, for a basis for comparison, visited and photographed every area beach from Fort Lauderdale to Jupiter. Having identified what needed to be done, the Committee worked with Parks and Recreation and Engineering Dept. heads to develop projected costs, and presented a complete capital improvement project to the City Council. The scope of the project included the flagpole monument, life- guard towers, small shelters ( the House of Refuge pavilion had been proposed to an earlier City Commission by the Chair) , showers with drinking fountains, shower benches, trash receptacles, parking lot gates; also landscaping, irrigation and sod replacement, curb and sidewalk replacement, paving at Atlantic Dunes Park, and removing rust and refinishing the wall which had been part of the old beach revetment. Basic to all was establishing a theme color which tied all the various elements together.. The City Council received our project with enthusiasm, and provided funds from recreation impact fees ,,,here their use was valid, and from interest on the beach restoration fund. Several elements, the lifeguard towers and some landscaping, were provided through the Park Dept. budgets over several years. The Committee could not have accomplished the project without an excellent working relationship with Joe Weldon and his Parks and Rec- reation Dept.. With completion of the wall renovation several months ago the project is nearly complete. What remains to be done is better screening of newspaper vending machines at the north and south shelters and a resolution of the appearance problem of the beach entrance at the Casuarina end where the public beach adjoins private property. >_:" " -.r~"\,.... :;r;:~Þ-:-,;Jk.c....f -!'v ~ .,,~ ~--, ~ ", ~.;.:"'-~~ -' ." --,,-~~~ :-~~~~è~~ ~~~ ~~ · " Page 2 With the capital improvement project for which we received more than $300,000 now basically completed, the role of the Committee is now basically to work with the Department on main- tenance. Joe Weldon's crews do a very good job, but he will tell you that the Committee is fussy and is continually trying to raise standards. Also, Joe will work with us on the problems of replacing landscape materials where they have been subject to unfavorable weather and/or fungus conditions. If we may, the Committee would like to offer two suggestions which we believe are constructive. Although the level of maintenance, day to day, is quite good at the beach parks because it is a top priority with the Parks Department, we are concerned that it may not continue at that level because the manpower is stretched so thin. In the last few years a number of additional areas have been added to the Department's responsibility for maintenance without any concomitant increase in manpower. We would urge the new City Commission, in your examination of budget commitments, to provide for adequate manpower to keep the level of quality appearance which has been attained. We believe there is developing an enormous pride in our city. It will require a strong commitment from city government to continue to move toward a beautiful city. Secondly, this Committee came up with a project which has been well received, and many think is an asset to the city. We did it without professional consultants of any kind, although we have admitted to filching ideas from other people's expensive consultants. While the city now spends a great deal of money on consultants for many purposes, we would like to see you first look at the great resources of people skills among residents of the city, and in some instances tap into them. In our case, the design of the showers, shower benches, and trash receptacles was developed by the Committee. Architectural drawings for the House of Refuge pavilion were donated by Digby Bridges, and drawings for the flagpole monument and the smaller shelters by Chris O'Hare. Many talented citizens would be honored to be asked to participate in city projects, and you would always have staff review and City Commission approval as a safeguard. The entire Committee has appreciated the privilege of serving on this committee. Respectfully submitted, ~;-~4. ~- Elizabeth H. Matthews, Chair April 3, 1990 DOWNTOWN DEVELOPMENT AUTHORITY GOALS OF THE DOWNTOWN DEVELOPMENT AUTHORITY l. To develop a vital and attractive central business district incorporating a mix of retail, office and residential uses. 2. To improve the access, circulation and parking into and throughout the downtown area. 3. To improve the retail sales experience in the downtown. 4. Improve the effectiveness of the Downtown Development Authority. Proposed DDA Work Program Activities for 1990 A. Study and Selection of Proposed Land Uses for: l. Downtown area, First to First Streets 2. Expansion areas, Second to Second Streets Inclusion in marketing program Discouragement of incompatible uses Encouragement and incentives Adjustment to City Codes B. Parking Development Program l. Removal of parking requirements in CBD zone with resulting abolition of in-lieu parking charges. 2. Establishment of Parking Trust Fund 3. Enhancement of City parking facilities 4. DDA role in marketing of parking facilities C. Design Leadership in the Downtown Area l. Storefront and storeback design and reconstruction 2. Redesign and reconstruction of alleyways for access, loading and parking 3. Graphics and art, signs and banners 4. Incentives: awards, complementary financial support D. Retail Store Recruiting l. Florida Resort Retailers Survey 2. Assistance to retailers, developers, building owners toward attracting stores and desirable uses E. Preparation and Distribution of Collateral Material l. Printed material, video 2. Attendance at trade shows A . DOWNTOWN DEVELOPMENT AUTHORITY Commitment & Involvement Requested of the City 1. Recognition and acceptance of the Central Business District, and especially the Atlantic Avenue Downtown Core, as the business heart and all-important tax base of the City. 2. The adoption of pro-business, pro-development policies and attitudes among elected officials, appointed boards and public employees in regard to changes and redevelopment of the CBD. 3 . Streamlining and simplification of requirements, permit processing, and management of inspections toward problem solving and speedy actions. 4. Adoption and implementation of the 1989 "Master Parking Plan". Declaration by the City that parking is a municipal function and the setting aside of funds for such purposes. 5. Initiation of long-range planning for a future public transportation system (traffic and parking) to assist residents, merchants and employees to utilize the CBD as a major employment center. 6. Promotion of both daytime and evening activities in the Downtown area. 7. Creation and implementation of a unified leasing and management program for private properties in the Downtown area to make it competitive with outlying shopping centers. 8. Acceptance by the City administration of the need for an alley redevelopment program resulting in improved circulation, better store access and attractiveness and more effective use of parking lots. 9 . Support for increasing tax revenue to the DDA in order for it to become a catalytic leader in planning and promoting the above goals through expansion of the taxing district or the use of Increment Tax Funding. APRIL 6, 1990 DELRAY BEACH CITY COMMISSION GOAL SETTING WORKSHOP PRESENTATION BY DELRAY BEACH COMMUNITY REDEVELOPMENT AGENCY MY NAME IS KEVIN EAGAN. I AM CHAIRMAN OF COMMUNITY REDEVELOPMENT AGENCY. THE CRA IS A QUASI GOVERNMENT AGENCY CREATED UNDER CHAPTER 163 OF THE FLORIDA STATUES AND BY ORDINANCE OF THE CITY OF DELRAY BEACH. YOUR CRA WAS CREATED IN 1985. THE MISSION OF A CRA IS TO FACILITATE THE REMOVAL OR REHABILITATION OF DETERIORATED STRUCTURES IN BLIGHTED AND SLUM AREAS; TO PROVIDE OR ASSIST IN PROVIDING CREATION OF AFFORDABLE HOUSING WITHIN THE CRA DISTRICT; AND TO ENCOURAGE REDEVELOPMENT THROUGH THE ATTRACTION OF NEW BUSINESSES WHICH WILL CREATE ADDITIONAL JOBS IN THE AREA. THE CRA DISTRICT COVERS APPROX. 1300 ACRES IN AN AREA LYING EAST OF 1-95, SOUTH TO SOUTHWEST 10TH ST. AND NORTH TO LAKE IDA ROAD, NORTHWEST-NORTHEAST 4TH ST., AND EASTWARD TO FEDERAL HIGHWAY. PLUS A CORRIDOR RUNNING EASTWARD ALONG EAST ATLANTIC AVENUE TO AlA AND NORTHWARD TO THE BOYNTON BEACH CITY LIMITS LINE ALONG THE OLD DIXIE HIGHWAY AND FEDERAL HIGHWAY CORRIDOR. THE EFFORTS OF THE CRA IN THE PAST HAVE BEEN HAMPERED BY A LACK OF FUNDS. BECAUSE OF THIS THE CITY PROVIDED A $2.3 MILLION LINE OF CREDIT TO THE CRA FROM THE PROCEEDS OF A UTILITY TAX REVENUE BOND ISSUE. THE ADVANCE OF THESE FUNDS PERMITTED THE CRA TO MOVE FORWARD ON A NUMBER OF IMPORTANT PROJECTS INCLUDING: THE $1.5 MILLION EAST ATLANTIC BEAUTIFICATION PROJECT; ACQUIRING ALL OF THE LAND THAT THE NEW SOUTH PALM BEACH COUNTY COURTHOUSE IS LOCATED ON; THE ACQUISITION OF THE GEORGIA TOWN TAVERN PROPERTY ON WEST ATLANTIC AVENUE, THE PURCHASE OF THE 7-11 STORE AND LAUNDROMAT ON WEST ATLANTIC AVE AND A 6-APARTMENT COMPLEX ON SOUTHWEST 1ST AVE. UNDER THE TERMS OF AN INTER-LOCAL AGREEMENT BETWEEN THE CITY OF DELRAY BEACH AND PALM BEACH COUNTY, THE CRA IS REQUIRED TO ACQUIRE THE FULL BLOCK BOUNDED BY WEST ATLANTIC, SOUTHWEST 1ST AND 2ND AVENUES AND SOUTHWEST 1ST STREET TO BE USED FOR FUTURE COURTHOUSE EXPANSION, NO LATER THAN DECEMBER 1996. WE ARE IN THE PROCESS OF ACQUIRING THE BOCA AUTO PARTS STORE ON WEST ATLANTIC AVENUE. BECAUSE THE COUNTY OWNS THE BUILDING ON SOUTHWEST 1ST, SOUTH OF OUR APARTMENTS. THE ONLY REMAINING PROPERTIES TO BE ACQUIRED ARE THE 18 UNIT APARTMENT COMPLEX OWNED BY DR. NORRIS. OUT OF THE REMAINING $840,000 IN OUR LINE OF CREDIT, THERE WILL NOT BE SUFFICIENT FUNDS TO ACQUIRE BOTH THE AUTO PARTS STORE AND DR. NORRIS' APARTMENTS; SO AT SOME FUTURE DATE PRIOR TO 1996 WE WILL NEED ADDITIONAL FUNDING ASSISTANCE THROUGH AN EXPANDED LINE OF CREDIT FROM THE CITY TO ACQUIRE THIS PROPERTY. 1 MAJOR PROJECTS NOW UNDER CONSIDERATION 1. PINEAPPLE GROVE REDEVELOPMENT AREA THE CRA HAS HIRED AN ARCHITECT TO CONCENTRATE ON THE 2ND BLOCK OF NORTHEAST SECOND AVENUE KNOWN AS PINEAPPLE GROVE WAY, FOR THE PURPOSE OF EVENTUALLY CREATING A PROTOTYPE MODEL BLOCK THAT HOPEFULLY WILL HAVE A RIPPLE EFFECT AND EXPAND INTO OTHER BLOCKS. THE CITY IS ALREADY COMMITTED TO AN $85,000 BEAUTIFICATION PROJECT ALONG NORTHEAST 2ND AVE FROM ATLANTIC AVE. TO NE 4TH ST. WHICH WILL INCLUDE 4 SCULPTURES (1 IN EACH BLOCK) WITHIN THIS PROJECT. AS PART OF THIS PROJECT, THE CITY IS FORWARDING A GRANT REQUEST TO THE STATE FOR FUNDS TO DO ADVANCE DESIGN PLANNING OF BANKERS ROW, THE ONE BLOCK AREA ON NE 1ST AVE FROM NE 2ND ST TO NE 3 RD ST. AND AS YOU KNOW, THIS LINKAGE LEADS TO THE OLD SCHOOL SQUARE REDEVELOPMENT PROJECT, SO THIS WHOLE AREA IS BECOMING ONE OF THE MAJOR REDEVELOPMENT AREAS THAT WE ARE CONCENTRATING ON AT THIS TIME. 2. PEACH UMBRELLA REDEVELOPMENT BLOCK THIS PROJECT INCLUDES THE AREA ON WEST ATLANTIC BETWEEN NW 4TH AND 5TH AVE ON BOTH THE NORTH AND SOUTH SIDES OF THE STREET. THE CRA ALSO HIRED AN ARCHITECT TO DEVELOP PLANS FOR THE REHABILITATION AND REDEVELOPMENT OF THE COMMERCIAL BUILDINGS IN THIS BLOCK WITH THE EQUAL INTENT OF MAKING IT A PROTOTYPE MODEL FOR WEST ATLANTIC AVE. WHICH, IF SUCCESSFUL, WILL EXPAND WESTWARD INTO ADDITIONAL BLOCKS. THE CRA ALREADY OWNS THE GEORGIA TOWN PROPERTY IN THE BLOCK AND IS IN THE PROCESS OF ACQUIRING THE OLD TAXI STAND PROPERTY AS WELL AS THE ABANDONED GAS STATION ON THE CORNER OF SW 5TH AVE. BY OWNING PROPERTY IN THIS AREA WE WILL INSURE THAT WHAT IS BUILT IN THIS AREA WILL BE COMPATIBLE WITH THE OVERALL GOALS OF THE PROJECT. 3 . WEST ATLANTIC REDEVELOPMENT AREA THANKS TO THE CITY HIRING A NEIGHBORHOOD PLANNER AS WELL AS AGREEING TO HIRE A FULL TIME PLANNER TO WORK ON THE CRA REDEVELOPMENT PLAN AND OTHER PROJECTS WE, WITH THE COOPERATION OF DAVID KOVACS AND HIS CITY PLANNING DEPT., ARE NOW ABLE TO BEGIN THE PLANNING PROCESS FOR DEVELOPING A MASTER DEVELOPMENT PLAN FOR THE WEST ATLANTIC AVE. AREA TO I-95. THIS PROCESS AS WELL AS THE TIME TABLE FOR DEVELOPING THIS PLAN WILL BE 7 - 12 MONTHS. THE NEIGHBORHOOD PLANNING PROCESS THAT HAS BEEN DEVELOPED BY MR KOVACS CLOSELY TRACKS THE PROCEDURE~ REQUIRED FOR DEVELOPING THE COMPREHENSIVE PLAN IN THAT EXTENSIVE NEIGHBORHOOD PARTICIPATION WILL TAKE PLACE. THERE WILL BE MANY NEIGHBORHOOD MEETINGS WITH RESIDENTS AND PROPERTY OWNERS PARTICIPATING IN THE PLANNING AND DISCUSSION PROCESS. THE FINAL PRODUCT WILL, AFTER REVIEW AND PUBLIC HEARINGS BY THE PLANNING AND ZONING BOARD AND THE CITY COMMISSION, BECOME PART OF A COMPREHENSIVE PLAN AMENDMENT. 4. WINN DIXIE BUILDING 2 THE CRA HAS AUTHORIZED AN APPRAISAL OF THIS PROPERTY SO THAT WE WILL HAVE A BETTER IDEA OF WHAT THE PROPERTY WILL COST IF WE MOVE FORWARD WITH THE ACQUISITION OF THE PROPERTY, POSSIBLY TO BE USED BY PALM BEACH COMMUNITY COLLEGE WHO HAS EXPRESSED AN INTEREST IN HAVING A DELRAY BEACH CAMPUS. THIS PROJECT IS STRONGLY SUPPORTED BY THE PINEAPPLE GROVE SUPPORT GROUP WHICH BELIEVES THAT THE HOLDING OF CLASSES IN THIS AREA WILL ATTRACT 300-400 STUDENTS A DAY WHICH WILL IN TURN GENERATE ADDITIONAL RETAIL TRAFFIC AND DEVELOPMENT. WE WILL NEED THE CITY'S ASSISTANCE IN BRINGING THIS PROJECT TO FRUITION SINCE THE COST OF RENOVATING THAT BUILDING WILL BE WELL IN EXCESS OF $1 MILLION DOLLARS NOT TO MENTION THE ACQUISITION COSTS WHICH COULD RUN OVER $600,000. 5. IN-FILL HOUSING PROGRAM THE CRA PLANS TO ACQUIRE AT LEAST 2 LOTS ON WHICH IT INTENDS TO CONSTRUCT MODEL HOMES WHICH LOCAL RESIDENTS CAN INSPECT AND MAKE A DETERMINATION IF THIS IS THE TYPE OF HOUSING THAT THEY WOULD LIKE IN THEIR NEIGHBORHOOD AND THAT THEY WOULD LIKE TO MOVE IN TO. SUCH NEW AFFORDABLE IN-FILL HOUSES WILL THEN BE USED AS AN INDUCEMENT AND INCENTIVE FOR RESIDENTS TO MOVE INTO IN EXCHANGE FOR FREEING UP THEIR PROPERTY IN FUTURE TARGETED BLOCKS WHICH MIGHT BE DESIGNATED FOR REDEVELOPMENT. WE NEED TO CONTINUE TO WORK VERY CLOSELY WITH THE CITY AND LYLA BUTLER AS YOU DEVELOP YOUR IN-FILL HOUSING PROGRAM WHICH IS SCHEDULED TO BEGIN NEXT FISCAL YEAR WITH THE PROVISION OF $300,000 AS PROJECTED IN THE COMPREHENSIVE PLAN. WE ASK THAT THE CITY COMMISSION ENDORSE A POLICY WHICH WOULD GIVE PRIORITY TO ANY PROJECTS OR INFRASTRUCTURE IMPROVEMENTS THAT ARE INCLUDED IN THE DECADE OF EXCELLENCE BOND ISSUE AND THE CITY' S ANNUAL BUDGET THAT WOULD BE DESIGNATED FOR THE CRA REDEVELOPMENT AREA ESPECIALLY IN THE PINEAPPLE GROVE AND PEACH UMBRELLA PROJECT AREAS. THIS WOULD INCLUDE THE CLOSE COOPERATION OF THE UTILITY DEPARTMENT IN INSTALLING OR RELOCATING OF WATER AND SEWER LINES PRIOR TO ANY NEW ROADS OR ALLEYS BEING REPAVED AS WELL AS ANY MONIES FOR BEAUTIFICATION. WE ALSO NEED TO MOVE FORWARD QUICKLY ON DETERMINING HOW THE $500.000 REDEVELOPMENT SEED MONEY FOR THE PINEAPPLE GROVE AREA WILL BE UTILIZED. I WANT TO TAKE THIS OPPORTUNITY TO EXPRESS MY THANKS AND APPRECIATION FOR THE WORK AND COOPERATION SHOWN BY LULA BUTLER AND DAVID KOVACS. IT IS ABSOLUTELY CRUCIAL THAT THEY AND OTHER REPRESENTATIVES OF THE CITY WORK EXTREMELY CLOSE WITH OUR EXECUTIVE DIRECTOR, FRANK SPENCE IN COORDINATING OUR JOINT EFFORTS IN PROVIDING FOR THE REDEVELOPMENT OF THESE TARGETED PROJECTS AS WELL AS THE PROVISION OF ADDITIONAL, MUCH NEEDED AFFORDABLE HOUSING. I THANK YOU FOR THIS OPPORTUNITY TO APPEAR BEFORE YOU AND I WOULD BE GLAD TO ANSWER ANY QUESTIONS YOU MIGHT HAVE. 3 m DELRAY BEACH BOARD OF REALTORS, INC. @ 47 S.E. 5TH AVENUE, DELRAY BEACH, FLORIDA 33483 407-278-2661 [QUAl ...oUSING ',\f A 11 QPPOM'lJNI''t' 1990 Officers &. Directors: ·Olliœrs: President, Kathi D Sumrall, MRA; President-Elect, Cathy A. Dowling, CRB,; Treasurer, Alvin A. Doherty, GRI, CRS, CRB; Corporate Secretary, Gabe A Banti; Past President, Michael K. Plum, GRI; . Directors: Leonard E. White, A. Charles Spallina, Sylvia B. Huhman, GRI, Jack DeNiro, Alberta McCarthy, Ann Sheridan, Daryl G_ Bush, Executive Vice President, Joyce K. Winiewicz The Delray Beach Board of REALTORS is comprised of approximately 375 members who are committed to making Delray Beach an attractive and desirable community in which to live, work and play. Many of our members are very active in the community through various service clubs, social clubs, appointees of city advisory boards and even occasionally an elected official. We have volunteered and served on many committees to help in such efforts as fund raising for charities, blood drives, and registering new residents to vote. Our REALTOR members take pride in their involvement in Delray Beach. The Delray Beach Board of REALTORS was chartered in 1936. All of our members are also members of the National Association of REALTORS, the world's largest trade association with over 800,000 members and the Florida Association of REALTORS with nearly 80,000 members statewide. By the way, the Florida Associ- ation of REALTORS has the largest PAC in the state. The Board maintains a highly sophisticated, timely information computer network system with on-line access to all Multiple Listing Service information. Mem- bers can readily access information to any residential or commercial properties listed through any REALTOR from Hollywood to Hypoluxo. Also available through this system are the tax rolls and deed transfers in Dade, Broward and Palm Beach Counties. The Board continually provides a variety of real estate educational programs and publicizes other courses available from other Boards and organizations. Many of these courses are accredited so that members may use them to fulfill their required 14 hour continuing education requirements for license renewal every two years. The Board also maintains a comprehensive real estate library for its members. Available is a computer terminal, zoning maps, plats, RED! data, microfiche of Palm Beach County properties and owners, current periodicals, books, pamphlets and audio-visual aids. · Perhaps the most important aspect of being a member of the Delray Beach Board of REALTORS is a pledge to abide by the Code of Ethics which describes the optimum performance the public has the right to expect. The Code of Ethics continues to be a meaningful and relevant standard of professional performance for all of our members. In 1989, the previous commission established the Real Estate Advisory Board for input from a committee appointed by the Board of REALTORS with regard to any property the City of Del ray Beach was interested in selling or purchasing. The Advisory Board is still intact ready to assist you at any time necessary. With respect to goal setting for the commission, the Board of REALTORS has fully supported the efforts of the Sharing for Excellence in Schools 1990 pro- gram and would respectfully request that the commission keep in tune with the consensus statement of the Education Board to be sure that all of the activities are carried out. Sincerely, Kathi D. Sumrall President Delray Beach Board of REALTORS . [ITY DF DELRAY BEA[H 100 N.W. 1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243-7000 MEMORANDUM TO: DEPARTMENT HEADS FROM: fib' ROBERT A. BARCINSKI, ASST. CITY MANAGER/COMMUNITY SERVICES(tw3) SUBJECT: CITY COMMISSION GOAL SETTING SESSIONS DATE: MARCH 26, 1990 As a result of direction given at the work session held· by the new Commission there will be a goal setting session on April 5th, 6th, and 7th. I have assigned the responsibility of preparing for the session to David Kovacs. David has run similar programs and he will draw from that experience in putting together our program. The Friday session will involve department heads. This program provides you with an opportunity to present your mission statement directly to the new Commission along with your assessment of major concerns and opportunities and your request for support. Because of time constraints, presentations will generally be limited to ten minutes for large departments with multiple functions. I have asked David Kovacs to put together materials describing the program and to schedule a training session for those who would like some assistance in preparing their presentations. Please work with . David in preparing for this important first encounter with the new Commission. RAB : kwg cc: Malcolm T. Bird John Elliott T~r: ~r:r:nPT AI IM"'VC: M I\TTr::PC: . . PLANNING AND ZONING DEPARTMENT MEMORANDUM TO: DEPARTMENT HEADS G3~DjLV::~ FROM: DAVID J. KOVACS, DIRECTOR DEPARTMENT OF PLANNING AND ZONING DATE: MARCH 27, 1990 SUBJECT: PREPARATION FOR GOAL SETTING SESSION Pursuant to Bob Barcinski's memo of March 26th, Iam handling the logistics and preparations for the upcoming City corrunission goal setting effort. I have reserved the First Floor Conference Room for a briefing / training session at 9:00 a.m. on Monday, April 2nd. This session should take only half an hour. Attendance at the briefing session is discretionary. You may bring your Assistants or others who may be involved ~n your presentation. Gener~lly, Departments will make their presentations on Friday morning and early Friday afternoon. If you have a preference for a particular time, call me and we can work around your schedule. The final order of presentations will be set by Mr. Barcinski on April 3rd. Because of the number of presentations there will be a time limitation. Generally the limitation will be 7-10 minutes for smaller departments and up to 20 minutes for those larger departments which have several functions (e.g. Police, Utilities, etc) . Attached is an information sheet on the goal setting program. If you have any questions or concerns just give me a call. Otherwise I'll be seeing you on Monday morning. DJK/dlm DJK/#60/GOALMEMO.TXT [ITY DF DELIAY BEA[H 100 N.W. lS1 AVENUE DELRA Y BEACH, FLORIDA 33444 407/243- 7000 INFORMATION SHEET CITY COMMISSION GOAL SETTING SESSIONS The City Commission Goal Setting Program will begin on Thursday, April 5, 1990 with a two hour "kick-off" session. At that time presentations will be made on the mechanics of the process, financial projections, the Comprehensive Plan and the budget process. On Friday, April 6th, . the Commission will receive presentations by City Departments, appointed boards and committees, and community organizations. These presentations will continue through noon on Saturday, April 7th. All of these sessions will : be held in the City Commission Chambers. Following the presentations, Commission members will individually identify and categorized programs and activities which they feel should receive the highest priority during budget preparation, department work program development and Commission attention over . the next year and for the short-term (five year) planning period. At subsequent work sessions, the Commission will compile their individual priorities and, ,by consensus, establish a unified direction which the new City Manager will use in preparing the items identified above. Because of the number of departments, boards, committees and organizations which will be participating, it is necessary to have presen~ations limited to five to ten minutes. A standard format would be: a) identification of the presenter and the organization b) purpose of the organization (its goals) c) important programs and activities which need attention during the next one to three to five years d) your pitch for support and/or resources. Remember that the Commission members will be hearing twelve hours of requests. To be effective you must be precise and clear. Also, it should be directed toward meeting goals and objectives as opposed to completing a specific project or task. (Even if you don't have a pitch to make, you may want to take just two or three minutes introducing the purpose of your organization to the newly seated City Commission.) A briefing (training) session for City Departments has been scheduled for Monday morning, April 2nd; a similar session for boards, committees and community organizations has been scheduled for April 3rd at 6:00 P.M.. These sessions will be held in the First Floor Conference Room at City Hall. THE EFFORT ALWAYS MATTERS .. SUGGESTED FORMAT FOR DEPARTMENTAL PRESENTATIONS TO THE CITY COMMISSION --- GOAL SETTING, 1990 The Purpose of the Goal 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 Administra ti ve function and Legisla ti ve ( Ci ty 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 11th 4. Organization of Material (12-15 categories; 80 -120 items) 5. Consolidation, Consensus on Descriptions (8-12 categories, 70-90 items) -- exercise on April 17th 6. Prioritization within Categories -- exercise on May 3rd (tentative) 7. Presentation of Written Report (May 10th, tentative) 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 I * 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 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 MBO) DD Don't layout a wish list EE Don't provide technical or detailed explanations FF Don't dazzle with complexity - 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 Fr iday af ternoon and Saturday. Communi ty groups on Fr iday , some on Saturday. Citizens mainly on Saturday. DJK 04/01 - 3 - · [IT' DF DELIA' BEA[H 100 N.W. 1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243-7000 PRESS RELEASE PRESS RELEASE PRESS RELEASE FOR RELEASE ON MARCH 29, 1990 CONTACT PERSON: DAVID J. KOVACS, DIRECTOR ~ DEPARTMENT OF PLANNING AND ZONING CITY OF DELRAY BEACH 243-7040 SUBJECT: CITY COMMISSION GOAL SETTING PROGRAM The City Commission has created a program for the establishment of goals, objectives and policies which will be used to guide them in short-term decision-making and long-range planning. To assist them in this process, an invitation is being made to the citizens of Delray Beach, as well as to the City Commission's Advisory Boards and Committees and to community organizations who would like to address these matters. The City Commission will hold special workshops in their Chambers all day on Friday, April 6th; and on Saturday morning, April 7th for the purpose of receiving public comments relative to goals and priorities for the future of the community. Individuals will be allowed 3-5 minutes for comments and each organization will be allowed approximately 10 minutes for its presentations. Anyone, or åny organization, wishing to make a presentation must contact the City's Planning Department (243-7040) for reservation of a specific time. Reservations must be made by the close of work on Tuesday, April 3rd. The City's Planning Department is hosting a training session should any group or individual need assistance in preparing for the worksession. The session will be held at 6:00 P.M. on Tuesday, April 3rd in the First Floor Conference Room in Ci ty Hall. THE EFFORT ALWAYS MATTERS , .. -.'.......... PLANNING AND ZONING DEPARTMENT MEMORANDUM TO: DEPARTMENT HEADS G~Dj\2::=- FROM: DAVID J. KOVACS, DIRECTOR DEPARTMENT OF PLANNING AND ZONING DATE: MARCH 27, 1990 SUBJECT: PREPARATION FOR GOAL SETTING SESSION Pursuant to Bob Barcinski's memo of March 26th, I am handling the logistics and preparations for the upcoming City Commission goal setting effort. I have reserved the First Floor Conference Room for a briefing / training session at 9:00 a.m. on Monday, April 2nd. This session should take only half an hour. Attendance at the briefing session is discretionary. You may bring your Assistants or others who may be involved in your presentation. Generally, Departments will make their presentations on Friday morning and early Friday afternoon. If you have a preference for a particular time, call me and we can work around your schedule. The final order of presentations will be set by Mr. Barcinski on April 3rd. Because of the number of presentations there will be a time limitation. Generally the limitation will be 7-10 minutes for smaller departments and up to 20 minutes for those larger departments which have several functions (e.g. Police, Utilities, etc~. Attached is an information sheet on the goal setting program. If you have any questions or concerns just give me a call. Otherwise I'll be seeing you on Monday morning. DJK/dlm DJK/#60/GOALMEMO.TXT £ITY DF DELHAY BEA[H ·:;U\J '/I ;"\jH~LJE DlOlH.2\i S'ÔACH rLGRIDA 33444 407/243-7000 INFORMATION SHEET CITY COMMISSION GOAL SETTING SESSIONS The City commission Goal Setting Program will begin on Thursday, April 5, 1990 with a two hour "kick-off" session. At that time presentations will be made on the mechanics of the process, financial projections, the Comprehensive Plan and the budget process. On Friday, April 6th, the Commission will receive presentations by City Departments, appointed boards and committees, and community organizations. These presentations will continue through noon on Saturday, April 7th. All of these sessions will be held in the City Commission Chambers. Following the presentations, Commission members will individually identify and categorized programs and activities which they feel should receive the highest priority during budget preparation, department work program development and Commission attention over the next year and for the short-term (five year) planning period. At subsequent work sessions, the Commission will compile their individual priorities and, by consensus, establish a unified direction which the new City Manager will use in preparing the items identified above. Because of the number of departments, boards, committees and organizations which will be participating, it is necessary to have presentations limited to five to ten minutes. A standard format would be: a) identification of the presenter and the organization b) purpose of the organization (its goals) c) important programs and activities which need attention during the next one to three to five years d) your pitch for support and/or resources. Remember that the Commission members will be hearing twelve hours of requests. To be effective you must be precise and clear. Also, it should be directed toward meeting goals and objectives as opposed to completing a specific project or task. (Even if you don't have a pitch to make, you may want to take just two or three minutes introducing the purpose of your organization to the newly seated City Commission.) A briefing (training) session for City Departments has been scheduled for Monday morning, April 2nd; a similar session for boards, committees and community organizations has been scheduled for April 3rd at 6:00 P.M.. These sessions will be held in the First Floor Conference Room at City Hall. THE E;= FOR TAL 'v'l A Y:) M ~ r ;- £:: R S · [ITY DF DELRAY BEA[H 1 00 f\J, V\i 1 :~;: Ä \j E ~'.~ U E ~-)>:i" R/:. y' 8;::::",__:-1 rLURIDA 33444 407/243· 7000 March 27, 1990 Name and Title of Chairperson Name of Board or Committee Re: City Commission Goal Setting Sessions Dear : The newly seated City Commission has taken on the task of establishing common goals, objectives and pcrlicies which will be used to guide us in decision making over the next year and in longer range planning. To assist us in this process you are cordially invited to represent your appointed group and address the Commission during this process. The City Commission will be meeting in Special Session on Thursday evening, April 5th; all day Friday, April 6th; and on the morning of Saturday, April 7th. Appointed Boards and Committees will be scheduled late on Friday afternoon and on Saturday morning. Presentations will be limited to no more than ten minutes. Enclosed is an information sheet about this goal setting program. If you would like to make a presentation to the City Commission, please contact Celeste McDonough (243-7040) in the Planning Department Office for reservation of a specific time. Please reserve your time by the close of work on Tuesday, April 3rd. Should you like more information about the goal setting program or need assistance in preparing your presentation, the City's Planning staff will conduct a session on how to prepare a presentation at 6:00 p.m. in the First Floor Conference Room at City Hall. Also, you may call David Kovacs, Director of Planning and Zoning, directly at 243-7040. We are looking forward to your participation in this goal setting effort. Sincerely, Thomas E. Lynch Mayor Elect TEL/cm Enclosure THe Er=FORT AL'.\jA'(j M AlTERS · , . £IT' DF DELIA' BEA[H ·JIJ 'J'N ': AVEè"UE :JUR<\Y t;::ÄCH FLORIDA 33444 407/243-7000 - March 27, 1990 Name and Title of Chairperson Name of Organization Re: City Commission Goal Setting Sessions Dear : The newly seated City Commission has taken on the task of establishing common goals, objectives and policies which will be used to guide us in decision making over the next year and in longer range planning. To assist us in this process you are cordially invited to represent your organization and address the Commission during this process. The City Commission will be meeting in a Special Session on Thursday evening, April 5th; all day Friday, April 6th; and on the morning of Saturday, April 7th. Organizations will be scheduled late on Friday afternoon and on Saturday morning. Presentations will be limited to no more than ten minutes. Enclosed is an information sheet about this goal setting program. If you would like to make a presentation to the City Commission, please contact Celeste McDonough (243-7040) in the Planning Department Office for reservation of a specific time. Please reserve your time by the close of work on Tuesday, April 3rd. Should you like more information about the goal setting program or need assistance in preparing your presentation, the City's Planning staff will conduct a session on how to prepare a presentation on April 3rd at 6:00 p.m. in the First Floor Conference Room at City Hall. Also, you may call David Kovacs, Director of Planning and Zoning directly at 243-7040. We are looking forward to your participation in this goal setting effort. Sincerely, Thomas E. Lynch Mayor Elect TEL/cm Enclosure TH[~ E;:¡::CRT ALWAYS MATTERS SUGGESTED FORMAT FOR DEPARTMENTAL PRESENTATIONS TO THE CITY COMMISSION --- GOAL SETTING, 1990 The Purpose of the Goal 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 * '1'0 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 ..es This Process Work? What Will be Produced? 1. Orientation -- Thursday evening ~ ! I' 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 lIth 4. Organization of Material (12-15 categories; 80 -120 items) 5. Consolidation, Consensus on Descriptions (8-12 categories, 70-90 items) -- exercise on April 17th 6. Prioritization within Categories -- exercise on May 3rd (tentative) 7. Presentation of Written Report (May lOth, tentative) . 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 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 MBO) DD Don't layout a wish list EE Don't provide technical or detailed explanations FF Don't dazzle with complexity - 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 wha t ' 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 afternoon and Saturday. Community groups on Friday, some on Saturday. Citizens mainly on Saturday. DJK 04/01 - 3 - III~\... ~ GOALS ,ç~ (1) Reorganize the City Clerk's oUlce Into a well defined depart.ent, with clearly del1neated functions, areas of responslbll1ty, and cross training of e.ployee. within the operation. To this end, a procedure .anual will, at a .inl.u., be outlined which will include input fro. each e.ployee as to the procedures/processes required to perlor. their job responsibilities. (2) Participate in training/educational opportunities (such as the Certified Municipal Clerk progra.) on an on-going basis to enhance the prolesslonal developaent 01 the City Clerk and key personnel. (3) File in .anageable lor. (and docu.ent by creating a .aster llst) the .asslve a.ount 01 records/docu.ents which are presently stored In a state 01 disarray. (4) Develop a co.prehenslve auto.ation progra. lor the City Clerk's olllce to include: (a) Acquisition of hardware required for all e.ployees In the Clerk's oUlce to have a work station on Une with the Syste./38; (b) Training on Personal Services; -, H _ '- (c) Evaluation of software alternatives which will support the lunctions of the City Clerk's oUlce. (5) Research and begin ~ develop.ent 01 a City-wide records .anage.ent progra.. i , I \. ',/ -; ,/ \j-' . --.-- ~ - ~ ....,..,:.""'... ( £ITY DF DELRAY BEA[H 100 N.W.1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243-7000 MEMORANDUM TO: Assistant City Managers Department Heads FROM: Yvonne Kincaide ~ Budget Director DATE: March 15, 1990 SUBJECT: MANAGEMENT BY OBJECTIVES - MISSION STATEMENT Please find below the proposed mission statement for the City of Delray Beach. I have also attached a brief outline of my (proposed) budgetary implementation strategy for a Management by Objectives/Performance measure- ment program. Proposed Mission Statement for the City of Delray Beach: To provide all to facets of the community, safe, efficient and effect- ive services based on changing short and long term social, political and environmental conditions, contemporary community interests, in a timely, cost-effective manner through operational and strategic plan- ning. If you should have any questions, please contact the Budget office. YK:mld Attachment THF ErTofTT AI WAYS MAlfTI{;; , STRATEGY MANAGEMENT BY OBJECTIVES/PERFORMANCE MEASUREMENT PROGRAM Outline of the City's basic strategy to implement a Management by Objectives/ Performance Measurement management and budget system by Year 1992: Budget Year 90-91: 1. Supervisory and Management tralning in the concepts and benefits of Management by Objectives 2. Develop City's Mission Statement a. Develop Departmental Mission Statement 3. Develop Departmental program Goals and Objectives 4. Link objectives to the overall mission statement and goals of the City 5. Identify required activities to accomplish objectives. Budget Year 91-92: 1. Supervisory and Management Training on how to use performance data to improve operations and enhance productivity 2. Develop a performance measure/standard for each program activity identified 3. Develop system to evaluate or assess the City's performance in meeting these objectives, effectiveness and efficiency measures 4. Integrate performance measurement with the budget process - allo- cation of Resources by prioritizing of Departmental objectives 5. Departmental collection of data on their performance measures. (Targeted performance versus actual.) Budget Year 92-93: 1. Final development of a management by objectives/performance meas- urement management and budget system 2. Full use of MBO/Performance measurement to improve decisions, per- formance and resource allocation. YK:mld [ITY OF DELRRY BEA[H 100 N.W. 1st AVENUE DELRA Y BEACH, FLORIDA 33444 407/243- 7000 MANAGEMENT BY OBJECTIVES MISSION STATEMENT. 1) To enhance the quality of life for residents of the City of Delray Beach by implementing a comprehensive Group "E" plan for service. 2) To provide all facets of the community, safe, efficient and effective services based on changing times and contemporary community interests in a timely, cost Group "A" effective manner through operational and strategic planning (long-term and short-term). 3) The mission of the City is to provide a myriad of services (soft & Hard) in a cost-effective, friendly, (receiver orientation) & responsive manner in a changing internal and external environment. Short-term Group "B" efforts are directed to establishing a stable internal organization which shall effectively respond to external changes (imposed legislation, changes in revenue streams, changes in economic/mkt conditions, and other deviating circumstances). This short-term effort shall provide for the establishment of a sound infrastructure and community economic base, and a healthy, economic climate. 4) To provide quality, cost-effective services to the community recognizing future challenges and the need to Group "c" be responsive to environmental influences affecting those services. 5) Provide cost effective safety, health and public service to the community keeping in focus the changing Group "D" short and long term social, political and environmental conditions. THE EFFORT ALWAYS MATTERS MANAGEMENT BY OBJECTIVES DEPARTMENT PAGE COMMUNITY SERVICES ADMINISTRATION 1 COMMUNITY IMPROVEMENT 3 BUDGET DEPARTMENT 7 PERSONNEL DEPARTMENT 9 ENGINEERING/PUBLIC WORKS 22 PURCHASING DEPARTMENT 28 FINANCE DEPARTMENT 31 RISK MANAGEMENT 33 POLICE DEPARTMENT 36 MANAGEMENT INFORMATION SYSTEMS 38 PLANNING DEPARTMENT 49 PARKS AND RECREATION 54 FIRE DEPARTMENT 61 MANAGEMENT SERVICES - ADMINISTRATION 65 , £IT' DF DELAA' BEAEH 100 N.W. 1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243· 7000 MEMORANDUM TO: Assistant City Managers Department Heads FROM: Yvonne Kincaide ~ Budget Director DATE: March 15, 1990 SUBJECT: MANAGEMENT BY OBJECTIVES - MISSION STATEMENT Please find below the proposed mission statement for the City of Delray I Beach. I have also attached a brief outline of my (proposed) budgetary \ implementation strategy for a Management by Objectives/Performance measure- ~ ment program. Proposed Mission Statement for the City of Delray Beach: To provide all to facets of the community, safe, efficient and effect- ive services based on changing short and long term social, political and environmental conditions, contemporary community interests, in a timely, cost-effective manner through operational and strategic plan- ning. If you should have any questions, please contact the Budget office. YK:mld Attachment THE EFr:0DT ALWAYS MATTERS · f STRATEGY MANAGEMENT BY OBJECTIVES/PERFORMANCE MEASUREMENT PROGRAM Outline of the City's basic strategy to implement a Management by Objectives/ Performance Measurement management and budget system by Year 1992: Budget Year 90-91: 1. Supervisory and Management training in the concepts and benefits of Management by Objectives 2. Develop City's Mission Statement a. Develop Departmental Mission Statement 3. Develop Departmental program Goals and Objectives 4. Link objectives to the overall mission statement and goals of the City 5. Identify required activities to accomplish objectives. I I Budget Year 91-92: \ 1. Supervisory and Management Training on how to use performance data to improve operations and enhance productivity 2. Develop a performance measure/standard for each program activity identified 3. Develop system to evaluate or assess the City's performance in meeting these objectives, effectiveness and efficiency measures 4. Integrate performance measurement with the budget process - allo- cation of Resources by prioritizing of Departmental objectives 5. Departmental collection of data on their performance measures. (Targeted performance versus actual.) Budget Year 92-93: 1. Final development of a management by objectives/performance meas- urement management and budget system 2. Full use of MEO/Performance measurement to improve decisions, per- formance and resource allocation. YK:mld [IT' DF DELRR' BER[H ',JU ~J ':¡ t ..:.. '-it: ~,JUE DEL>-:L0.,{ 8t,~LH r-LCRID)·\ JJ444 407 243· 7000 MEMORANDUM TO: YVONNE KINCAIDE, BUDGET DIRECTOR FROM: ~OBERT A. BARCINSKI, ASST. CITY MANAGER/COMMUNITY SERVICES SUBJECT: GOALS & OBJECTIVES/COMMUNITY SERVICES ADMINISTRATION DATE: MARCH 9, 1990 Mission statement The mission of the Office of the Assistant City Manager for Communi~y Services is to provide support functions to the Office of the Ci~y Manager for all administrative tasks and special projects, and to coordinate and oversee the work efforts of the Department of Public Utilities, Parks and Recreation, and Public Works. Goals and Objectives Goal: Improve the condition of the Municipal Golf Course above the level as of January 1, 1990, to include completion of scheduled Capital Improvement items for the year, building repairs, a reduction of weed growth in the fairways by at least 20%, and improved green and tee turf health as delivered by the USGA. a. Objective: Monitor the provisions of the License Agreement at least weekly sending follow-up letters as needed to ensure compliance. b. Objective: Inspect course facilities at least 2 times per week. c . Objective: Ensure USGA Inspections are performed at least 4 times per year. Goal: Ensure that Old School Square, Inc. completes building renovation projects in accordance with City Commission approvals and ensure compliance with bond agreements and budgets. a. Objective: Complete a Management Agreement b. Objective: Attend all OSS Board Meetings c. Objective: Monitor Quarterly Budget Reports d. Objective: Process payment requests within 2 days THE E¡::FORT AL,~jAY':'; MATTERS I Goal: Update a 5 year Master Schedule of all Public Utility Capital Improvement projects co-ordinating these projects with other departments. a. Objective: Complete a listing of all projects with a short description and cost estimate by year before December 31, 1990. b. Objective: Complete a mylar overlay of all projects showing an interface with all other Public Works and beautification projects by March 1991. Goal: Complete the development of a City-wide recycling program p~r comprehensive plan requirements. ¡ ! a. Objective: Complete analysis of first year Residential and Condominium Recycling Program by November 1990. b. Objective: Develop a draft program for commercial and trash recycling by March 1990. Goal: Manage City Garage operation so that a fiscal year deficit does not occur. a. Objective: Reorganize to reduce personnel costs b. Objective: Complete a study to determine which functions can be contracted out. c. Objective: Analyze hourly charge rate and adjust as needed. .¡ CITY OF DELRAY BEACH -- DEPARTMENT OF COMMUNITY IMPROVEMENT GOALS AND OBJECTIVES - BUDGET YEAR 1990-91 - -- MISSION: To develop a program designed to provide efficient and timely permitting and inspection of all development and construction activities carried out in the City of Delray Beach in a supportive environment. To encourage voluntary compliance to housing and building codes, providing for a decent and safe environment and to effectively plan and implement the Comprehensive Beautification Plan for the City's roadways and facilities. GOALS: 1. To streamline the building and sign permit process to accommoda te same day permi ting and provide for administrative staff approval of non-impacting sign permits. Objective: To minimize the number of sign permits requiring the review and approval of the Community Appearance Board. To provide for an increase in the level of service to the customer, providing for faster service. 2. To review and evaluate all forms currently used within the permitting process. Objective: To eliminate unnecessary duplication of paperwork and customer confusion. To provide for budget savings. 3. To provide the opportunity for continued training and certification of all building inspectors and code enforcement officers. Objective: To insure consistency in the interpretation and inspection of construction activities. To increase departmental efficiency and consistant enforcement of codes of ordinances. To maintain compliance with State and Federal regulations governing construction activities for professional staff. 4. To review and revise current fee structure and formula used to calculate all permit fees. Objective: To simplify the method used to calculate all fees, providing for a reduction in the number of errors made by staff and to ensure maximum recovery of permit fees. .3 Page 2 Goals and Objectives, 1990-91 Community Improvement Department 5. To fully implement the computer sofeware program for all Code Enforcement activities by October 31, 1990. Objective: To automate all code enforcement activities providing for efficient tracking and monitoring of violations by specific types. To reduce the amount of staff time used to research and track case activity. 6. To develop periodic informational seminars designed to educate Creole speaking citizens of Delray Beach on the City's Code of Ordinances requirements, utilizing existing staff. Objective: To provide for increased communication and awareness of the Creole Community which will lend to assist staff in gaining cooperation for voluntary compliance to code requirements. To promote and improve staff work relationship within the Creole community providing for increased level of service. 7. To implement a quality improvement methodology within Code Enforcement to develop solutions to problems occuring within the division. Such methodology will involve all resources knit together following a systematic procedure (QIP) to discuss, resolve and monitor issues. Objective: To identify areas of deficiency and provide for solutions to the same, thus providing for increased level of service to all customers. 8. To educate the public about tree removal and tree pruning policies designed to prevent the illegal removal of trees and improper prunings. Objective: To coordinate and sponsor and education program relating to the City's Tree Protection Ordinances geared toward the Boards of Directors of Condomininum Associations. 9. To receive the Tree City USA award for 1990. Objective: To maintain current recognition under this award system and providing for public participation in assisting the City in meeting the minimum criteria. Provides for an opportunity to disseminate information to the public and encourage the planting of new trees. ~ Page 3 Goals and Objectives 1990-91 Community Improvement Department 10. To coordinate and implement beautification plans for Swinton Avenue as programed through the Decade of Excellence funding. Objective: Provides for the beautification of Swinton Avenue as requested by Citizens and incoporates the Commission's policy decision to designate Swinton Avenue as a "Scenic Street." 11. To assess the City properties that are in need of landscape upgrades, coordinating with affected Department Heads to include funding in their proposed budgets for FY 90/91. Anticipates the upgrade of 5 to 8 facilities in FY 90/91, incorporating Xeriscape designs for each. Objective: To improve the appearance of all City owned facilities. To promote water conservation efforts through creative landscaping. 12. To assist in the protection of the City's capital investment for landscaping implemented through the Utility Tax Fund. Objective: Provides for a coordinated work relationship with the Park's Department on the general maintenance of the landscaping within the rights-of-way and to relate any deficiencies in the maintenance thereof. 13. To improve the existing housing stock and housing opportunities for the City's low and moderate income residents, provide for the elimination of slum and blighted conditions, facilitate economic development activities and affordable child care for low income residents. Objective: Implement the bootstrap rehabilitation loan program as mandated by the comprehensive plan. Provide funds for the salary of one full time teacher employed in a facility disignated for low income persons needing child care. Provide for the rehabilitation of owner-occupied and investor owned properties located in the CDBG designated target area. Eligible properties must be occupied by low income persons. Provide for the demolition of vacant, delipidated unsafe structures. ~ Page 4 Goals and Objectives 1990/91 Community Improvement Department Provide technical assistance to the Palm Beach County Housing Partnership's staff to complete the construction of 36 single family units, providing for home ownership by moderate income residents of Delray and continue existing working relationship with the Developers of the Auburn Trace Apartment Complex. Provide for the development and distribution of brochures designed to market the incentives provided under the Enterprise Zone. 14. To assist in the development of a program for the beautification and use of alleys throughout the CBD. Objective: Provides for a coordinated work relationship with the Community Redevelopment Agency, Engineering Department I and the Downtown Development Authority. I \ Provides for compliance with time frame and policy adopted throught the City's Comprehensive Plan. B:Goals91.CI L I. ~ Ci ty of Delray Beach Budget Department OOALS AND OBJECTIVES FISCAL YEAR 1990-91 MISSIœ: To develop and administer flexible policies and control procedures to assure ~ I:aJdgetary achievement of departmental goals am object! ves . .I g provide ð JqY' bð8is-oupon which the legislative body may consider and aElept âI1 "aut1:lQrizat.i-on tQ sponeI". Te- fa\...ilitAle lhe developuent of --a rrulti-year expeOOiture plan for the City. ~ t:J.ev¡ f..:)fv{)lMYu{¡Hv~ ~cVst"\. ft\{ OvV\Ii\-tJevl ~~ 1i\NLt< CDM.: To assure and facilitate the roost effective allocation and control of all city resources am:>ng cafl)eting departmental danaOOs, and fluctuating political and I econanics coOOi tions. \ ! <l>jecti ves: 1- To provide for canprehensi ve invol vanent of departments in planning the programs and activities to be funded for the budget year. 2. To revise or amend the budget, so as to provide controlled budget flexibility. I. 3. To canpile, for publication, the proposed and approved budget doclmvants. 4. To administer and roonitor the City's budget and provide Management with a quarterly overview of the City's budget status (expeOOitures). 5. To assist City Departments with all budget related problems and to assure proper expenditure of Cœmission approved appropriations. 6. To coordinate the preparation of the 1990-91 armual operating and capital int>rovement budgets. 7. To coordinate the developnent of a systan for rœasuring the objectives expected to be attained for fiscal year 1990-91 and the establishlœnt of performance standards. 8. To participate in the Goverrunent Finance Officers Association Distinguish Budget Program. (recognition award for an outstanding budget document and preparation procedure). (9). To fully carplterize preparation of the budget and managerial reports, by integrating current procedures with Data System 38 applications available and Departments micro carplter capabilities. (Creating a "paperless" budget preparation process) 7 page 2 Budget Department ( 10) . To provide budgetary analysis of expenditure controls; utilizing various econanic indicators as a data base and trends in expenditure levels. I I \ f GOALS AND OBJECTIVES FISCAL YEAR 1990-91 ~ PERSONNEL DEPARTMENT . '" GOAL #1: CREATE A CENTRALIZED VOLUNTEER BANK TO BE UTILIZED CITY ~IDE OBJECTIVE #1: Develop and implement on-going scheduled recruiting plan for the Volunteer Program. OBJECTIVE #2: Develop and implement Volunteer Awards/RecognitioQ Program. . OBJECTIVE #3: By the conclusion of the first quarter of ~iscal Year 1990-91, design layout for a computerized system for the Volunteer Bank to access by name, skill/expertise, I availability and to track hours worked by month, quarter, year, department/division, job position and I \ name. , 1'1 h~ J..:.J- VI.... __~'-J.....,...i~.1-"¡ \~ '_J...lU·,;"".L..i.LL.L . GOAL III l. OBJECTIVE STATEMENT: Develop and implement on-going scheduled recruiting plan for the Volunteer Program. , I , I . "", I ACTION TO BE TAJ<EN PEFSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Budget for recruit Huddleston Based 0 Budget ( lendar ing program. - STEP 2 - Assess imput from King 10/30/90 10/25/90 . Volunteer Program Committee ~ STEP 11/15/90 11/6/90 I 3 - Assess imput from King , I representatives of current II ,I Volunteer Program. :\ II I STEP 4 - Review results of King 11/23/91 11/20/91 ! ì meetings with committee and I volunteers with City Manager and Personnel/Labor Rela- tions Director. STEP 5 - Develop Public King 1/30/91 1/16/91 Relations/Recruiting mater- ials. , STEP 6 - Develop bi-monthly King 2/28/91 2/18/91 Recruiting Program. " ,0 I ¡ .I"Þ.'_ ...l...J...."-)j.'i ..I... . L..I .....! ~ \, ·_ .t·_.J.-,~l).J.._~-..l , GOAL HI (Continued) 1. OBJECTIVE STATEMENT: Develop and implement on-going scheduled recruiting plan for the Volunteer Program. ~ t·, , I ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 7 - Review draft of King 3/8/91 3/6/91 Public Relations/Recruiting materials with City Manager and Personnel/Labor Rela- tions Director and revise as required. STEP 8 - Receive Public Re- King 3/30/91 3/20/91 lations /Recruiting mater- . ials from printer. ¡ I !I STEP 9 - Implement schedule< King 10/1/90 9/1/90 recruiting events. I d STEP I STEP i I I STEP I I I' h~ .~' ..l.. V N~~Al:~ .__W~J..:~.1:s.;_a..1LL '.L" 2. GOAL II 1 Develop and implement Volunteer Awards/Recognition OBJECTIVE STATEMENT: Program. " , I ' I.... ACTION TO BE TAKEN PE.RSON TARGET CHECK ACTUAL DATE (WHAT IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Reconvene VolunteeI King 4/30/90 3/30/90 Program Committee to define 4/15/90 awards/recognition program based on hours worked STEP 2 - Obtain City ManageI City Mgr. 5/30/90 5/15/90 and Commission approval. Ritchason . STEP 3 - Prepare and sub- Ritchason Based on udget Ca :mdar mit budget for awards/ Huddleston I recognition program. , STEP 4 - Kickoff and City Mgr. 10/90 9/1/90 I announcement of awards/ Ritchason recognition program, based on budget approvel. I STEP 5 - Hand record hours King 12/31/90 10/1/90 worked for 1st quarter 11/1/90 (10-1-90 tpru 12-30-90) 12/1/90 (thereafter, hours will be tracked on computer) STEP 6 - Implement Awards/ King 10/1/90 8/15/90 Récognition Program as ap- 9/15/90 proved and budgeted. '" '1 ¡ ..{~' _ 'J......L ,-' i... J...'~A·~.!" , , . -' J. -.~ ,.~.!.1 J.-,,Á.-. ...... , GOAL #1 (Continueì{¡ 2. OBJECTIVE STATE ENT: Develop and implement Volunteer Awards/Recognition Program. ", I , '''", I I ACTION T9 BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED· STEP 7 - Assess and review King 4/1/91 3/1/91 effectiveness & appropriate Ritchason ness of Awards/Recognition Program on annual basis witl Volunteer Program Committee to determine budgetary im- pact vf reco~endeà revisions. , Ir I STEP , ,I ¡i I II I I I STEP I STEP ¡ I STEP I I~ hC'.l.'.l.. ON 1.-> .LAN __ h'VJ..ti""",':....d..J..LJ..;.::.J..: I GOAL /I 1 3. OBJECTIVE STATEMENT: By the conclusion of the first quarter of Fiscal Year 1990-91, design layout for a computerized system for the Volunteer Bank to ac- cess by name, skill/expertise, availability and to track hours worked by month,1 quarter, year. department/division. job position and name~ I .. " ! I I ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE ~WHAT IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Conclude consult- Huddleston 4/1/90 3/20/90 ing with DP to determine cost of developing computer- King ized system to establish Volunteer Bank and record hO'.lrs worked. STEP 2 - Budget computer- Huddleston Per Budg t Calenda ized system development Ir costs (prepare documentation. STEP 3 - Meet with DP and/ Huddleston 10/10/90 or consultants to commence I development of system. King I I I STEP 4 - Review draft and Huddleston 12/15/90 11/15/90 progress for completion. King 11/30/90 STEP 5 - Imput data King 12/30/90 12/28/9C on current volunteers and hours worked. STEP 6 - Implement computer King 1/30/91 1/15/9 ized system & generate month ly report for access to vol- unteers and reporting of utilization. STEP 7 - Review & Revise as Ritchason 4/1/91 3/15/91 dictated for maximum effi- Huddleston ciency and effectiveness. King /4 -- GOALS AND OBJECTIVES FISCAL YEAR 1990-91 , , PERSONNEL DEPARTMENT ..~ GOAL #2: PRESENT COLLECTIVE BARGAINING AGREEMENTS BETWEEN THE I.A.F.F., F.O.P. AND I.B.F.& O. TO THE CITY COMMISSION FOR RATIFICATION OBJECTIVE #1: Conduct Salary Survey and perform comparative analysis of City's Ranking. OBJECTIVE #2: Determine, prepare and present City's position. ~ I i \ I~ ò ~ :J..'.J.. V l"4 .l . J.......( :...J. ~ ~ 'f <.-J1. ti " ;..; .1. ~ ..L..J...... ..L I GOAL 1/2 1. OBJECTIVE STATEMENT: Conduct Salary Survey and perform comparative analysis of City's ranking. , " , I ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE J?ONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Update computer- Jackson 4/6/91 4/2/91 ized Salary Survey to re- flect current salaries and position titles/description. STEP 2 - Mail surveys and Jackson 4/9/91 4/6/91 letter of explanation to ., participants. ¡ I STEP 3 - Receive Survey Jackson I 5/9/91 I 5/4/91 Results. STEP 4 - Imput salary sur- Jackson 5/18/91 5/16/9 vey results. STEP 5 - Rank participants Jackson 5/23/91 5/18/91 by entry & top out Fox STEP 6 - Prepare prelimin- Ritchason 5/30/91 5/28/91 ary recommendations STEP t - Meet with Depart- Ritchason 6/6/91 6/5/91 ment Heads to review pre- Dept.Heads liminary recommendations & identify conflicts. STEP 8 - Finalize recom- Ritchason 6/13/91 6/11/91 mendations. / I' -- ò <,.; 'J.. ' ...L~.J:'i _Á~hl-'¡ \,:V J..'~'" ~ J..1 L.J,..;....1... , GOAL 112 2. OBJECTIVE STATEMENT: Determine. prepare and present City's position. .... . .', , ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Meet with Col- Ritchason 5/30/91 5/15/91 lective Bargaining Units & City Atty. review Union Proposals. STEP 2 - Meet with City Ritchason 6/6/91 6/1/91 Manager & Committee to re- City Atty. Of view major proposals & iden- tify City's proposals and determine proposals to sur- f vey and/or cost out. i STEP 3 - Cost out monetary Ritchason 6/13/91 6/11/91 proposals. D.Huddleston I Kincaide I , I STEP 4 - Survey proposals B.Huddleston 6/13/91 6/11/91 designated by City Manager and Committee. STEP 5 - Reconvene meeting Ritchason 6/15/91 6/12/91 with City Manager & Committee City Atty. to review costs and compara- tive data and salary survey to determine City's recom- mendations to Commission. STEP 6 - Executive Session Ritchason 6/19/91 6/8/91 with commission to review Ci ty Manage! unions proposals and recom- City Atty. mend City proposals. Provide comparative data and receive direction. , ,1 ¿,~._..l J...........).1'i ..l. J......~ ....J. , "'t -.,¿.....J...... #_. .J. ~ ....._....a...- ~ , GOAL 112 (Continued) 2. OBJECTIVE STATEMENT: Determine, prepare and present City's position. " ! .. , ., I ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 7 - Prepare City's Ritchason 6/26/91 6/22/91 proposals/counter proposals City Atty. as directed by Commission. STEP 8 - Present City's Ritchason 6/30/91 6/25/91 proposals/counter proposals City Atty. .j to Unions. I I I Ri tchason If As needsl I II STEP 9 - Hold Executive I dictate. I City Manage* I i! Sessions as needs dictate i II to provide Commission with City Atty. " update and obtain direction: STEP 10 - Hold Negotiating Ritchason As needs dictate. ,I Sessions. City Atty. I I STEP 11 - Present contracts Ritchason 9/15/91 9/1/91 to Commission for Ratifica- City Manage tion. City Atty. I I I STEP /1 ,.., GOALS AND OBJECTIVES FISCAL YEAR 1990-91 ..., PERSONNEL DEPARTTMENT . ", GOAL f/4: CREATE A COMPUTERIZED SYSTEM FOR THE MAINTENANCE AND RETRIEVAL OF UP-TO-DATE JOB DESCRIPTIONS. OBJECTIVE 111: Review all City Job Descriptions for appropriate revisions to accurately reflect the duties, responsibilities and qualifications of each position. OBJECTIVE 112: Enter and maintain all Job Descriptions on com- puterized system. , ,1 ò ___ ....1.: ...L v~ J,.. ..J......I ~ .1 ~ ~...., '_J 1. '~...l"";...J.11 L,L. ...L , GOAL 114 1. OBJECTIVE STATEMENT: Review all City Job Descriptions for appropriate revisions to accurately reflect the duties, responsibilities and qualifica- tions of each position. I ., , . ", f I ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Copy and distrib- Fox 11/30/90 11/5/90 ute existing Job Descrip- tions to each Dept. for re- view and revision by the Dept. Head and immediate Supervisor. STEP 2 - Meet with each Fox 1/21/91 1/15/91 Dept. Head to review revi- Ritchason . sions. STEP 3 - Forward revised Fox 1/25/91 ( ;1 Job Descriptions to appro- Ritchason ! :1 priate union with 10 day concurrence and 30 day im- plementation notice from date of concurrence. STEP 4 - Receive concur- Ritchason 2/11/91 2/9/91 renee/opposition response from Union. STEP 5 - Resolve opposition Ritchason 3/15/91 3/8/91 with Union and finalize Job Descr~ptions. STEP 6 - Meet with PERC/ Ritchason 3/30/91 3/25/91 appropriate Union for in- clusion of title changes in the Bargaining Unit. STEP 7 - Revise Pay Plan to Huddleston 4/15/91 4/10/91 reflect title changes upon reciept of PERC Order. ,"0 ð~:J.:---L V~ __--L~_ \.'""v .l. ti~~;.J J.j. L L ....l' I GOAL 114 2. OBJECTIVE STATEMENT: Enter and maintain all Job Descriptions on computerized system. "- ,t., .., i ACTION TO ~E TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT. IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 - Enter Job Descrip- Fox 8/30/91 6/30/91 tions by Department. 8/1/91 STEP 2 - Develop form to be Fox 8/30/91 8/1/91 utilized as positions become open for automatic review of existing Job Description by Dept. Head & attachment to I Job Posting. t \ STEP 3 - Maintain system as Fox On-gain basis required ta reflect author- ized revisions. I , STEP 4 I STEP 5 STEP 6 "1 I I ENGINEERING DEPARTMENT GOALS AND OBJECTIVES I. Reduce the City's use of Engineering consultants. A. Prepare project plans and specifications for other departments. B. Utilize Computer Aided Drafting and Design equipment to increase production of existing personnel. 1 . CADD training for all technical engineering personnel. C. Increas~ number of design and drafting personnel. II. Keep Capital Improvement Projects on track. A. Achieve 75% on time completion efficiency. B. Develop schedule for construction projects so that plans are completed and "on the shelf" one year ahead of proposed construction date. 1 . Requires Commission commitment to 5-Year Program. III. Provide drainage for the entire City. A. Develop Master Drainage Plan for entire City. B. Develop schedule for construction of drainage facilities. C. Utilize Storm Water Utility Fee to finance the , construction of the facilities. IV. Prepare to meet State and Federal environmental regulations. A. Establish an environmental section for Engineering. 1 . Well field Protection 2. Storm Water Quality a) Utilize storm Water Utility Fee to meet pollution abatement requirements. 3. Solid Waste a) Recycling 4. Air QuaE ty .1.3. V. Provide street lighting for all public streets. VI. Establish Engineering as keeper of Record Drawings for all City Facilities (Water, sewer, parks, buildings, etc. ). VII. Develop in-house survey crew. VIII. Establish a traffic engineering division. J~ ~JPI0R,-\)¡DUN TO: Yvonne Kincaide Bud~et Director FROM: ~~ David ~1. Harvell ~ Acting Assistant Director of Public ~orks DATE: March J , 1990 Sl'BJECT: Pl'BLIC ~üRhS__g_º-,-·~_LS & OBJECTIVES Publ ic_ W_9T\.;s_=1.drrÜnis_tTat tQn Goals 1. Increase amount of computerized record keeping. Object i \-e A. Decrease \"ork hours In manual filing. ; II. Develol--' a safety training program, identifying specific needs of Public works. übjective A. Reduce accidents/workman compensation cost. Street ~Iaintenance Goals 1. Inventory/inspection of storm drainage systems east of C. S.1 Objectives A. Develop a maintenance program for the storm drainage program for the storm drainage structures to include out falls to the I. K. Í'/-. B. De\:e 1 op a film library/record of existing drainage structures. C. Develop a plan to repair/replace structures and determine funding needs. II. Inventory/inspect all exfiltration and dry \·;e 11 storm drainage systems. Objective _-\ . De\-e lop an on going maintenance program for all isolated storm drainage structures (french drains ¡ . B. Develop a film library record of existing isolated drainage structures. c. Develop a plan to repair/replace struc- tures/determine funding needs. J~ Goals and Ob.iectiv~ª Page 2 III. Develop and implement a mechanism to back charge contractors \-iho fail to repalr utility cuts in a timely manner. Object i \'e A. Reduce time utility cuts are exposed to vehicular traffic. Street Sweeping; Goal I. Develop and implement a more e f f e c t i \. e street sweeping schedule. Objecti\·e A. Increase street sweeping producti\'ity time. B. Decrease mile s\-"ept cost. Traffic ~erations Goal I. Develop and implement a signing/marking inspection in high \·0 lume traffic areas (C-2.1 ) . Object i \'e :L Provide high \isibility traffic controlling devices. II. Increase thermo-plastic striping by 10 to 15%. Objective A. Provide highly \'isible pavement markings through-out the city. Parking Facilities (Meters) Goal 1. Perform quarterly time checks on all parking meters. Objective A. Reduce problems (complaints) related to parking meters. ßu i ld irLlL ~Iaintenance Goal I. Develop prevent i'l/e maintenance programs for all City buildings. Objective A. !-1aintain all buildings at the highest le\el possible. JS .." Goals and Ob.iectives Page 3 II. Provide ~n house janitorial ser'\"~ce for City Hall. Objective A. Reduce janitorial cost \\'ithout reducing ser\"~ce. II I. Provide ~n house pest control service for all city buildings. Objective A. Reduce pest control cost \\'ithout reducing serVIce. Fleet ~Iaintenance Goal I. Develop a quality assurance program Objecti\-e A. Ensure quality repairs/maintenance on all vehicles/equipment. B. Reduce all repa~r cost. II. Develop a scheduled maintenance program for off road vehicles/equipment. o b j e c t i \- e A. Reduce ma.) or repairs/cost. B. Reduce dOÌ';n time for vehicles/equipment C. Ensure proper maintenance. I I I. AnalY3e current maintenance practices/procedures for cost cutting measures. Objective A. Reduce repair/maintenance cost. n- . Provide ~n house training on electronic fuel injection, carburetor rebuild and electronic tune up. Object i \-e A. Ensure proper repa~r maintenance practic- es/procedures. B. Reduce o\-erall fleet maintenance/repair cost. V. Develop a billing system utili3ing labor/time rates according to "~otor Parts and Time Guide .. Objective A. Pro\ide \-eh ic Ie / equ i pmen t repa~rs equal or lower than dealerships. B. Pro\- i de a tracking mechanism for produc t i \-e labor time. .11r ",I Goals and Obje_çtives Page -l Animal Control 1. Develop and implement and educational program related to Animal Care and Control ( c i \. i c groups, homeO\·.-rle r associations and schools). Objective A. Educate the citizens of Delray Beach ln the la\-.-s on animal control and pro\- ide literature OIl proper care/handling of animals. ,11 ACTION PT .AN WORKSHEET OBJECTIVE STATEMENT: To have the integrated, automated purchasing/inventory software system fully operational for use by all departments and divisions on line with the IBM System 38 Computer. ACTION TO BE TAKEN PERSON TARGET CHECK ACTUAL DATE (WHAT IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 Installation of Software Richard I Zucaro STEP 2 Testing of Software Richard Zucaro " STEP 3 Deveopment of new commodity Ted Glas code & entry of same STEP 4 Entry of vendor lists Ted Glas STEP 5 . Re-testing System L STEP 6 Establishment of new Ted Glas policies & procedures in using new system - 18 . Jf A.CTION pT .A 'I\I WORKSHEET OBJECTIVE STATEMENT: Reduce the requisition processing time, from date received in Purchasing until purchase order is issued to vendor (Informal Procurement). ACTION TO BE TAKEN PERSON TARGET CHECK AC'l'UAL DATE (WHAT IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 Bring paperless requisition- ing on-line (Available with , new software) STEP 2 Training sessions with users in proper procedure to fill out requisition STEP 3 Improve turn-around time on written quotations STEP 4 Speed-up evaluation time of quotations. STEP 5 Speed-up approval process of . purchase qrder (Signature) STEP 6 - 18 ,¡, ACTION pT .Ä.. 'N WORKSHEET OBJECTIVE STATEMENT: Reduce the time for formal bid process, from time specifications are being developed until time agreements are signed. (Formal Procurement) ACTION TO BE TAKEN PERSON TARGET CHECK AC'fUAL DATE (WHAT IS TO BE DONE) RESPONSIBLE DATE DATE COMPLETED STEP 1 Standardize contract I documents. STEP 2 Develop standardi2éd specifications STEP 3 Coordinate & prioritize purchasing schedule through- out year. STEP 4 STEP 5 . . STEP 6 - 18 jt M E M 0 RAN DUM TO: Yvonne Kincaide Budget Director FROM: @) David M. Huddleston Director of Finance SUBJECT: MBO Goals and Objectives for Fiscal Year 1990-91 DATE: March 6, 1990 Per your request, following are the Finance Department's Goals and Objectives for fiscal year 1990-91: GOAL ONE: To reduce the paperflow and Citywide staff time devoted to the Payroll/timekeeping process. Objective: To dedicate Department staff time to assist a Citywide committee in the establishment of uniform timekeeping procedures that are cost effective and efficient. Step One: Form a committee that is representative of all City requirements. Step Two: The committee will develop a needs assessment. Step Three: The committee will survey to determine available options. Step Four: The committee will develop a cost analysis of the various options. Step Five: The committee will make a recommendation for budget considerations. GOAL TWO: To provide an interactive and user friendly computerized inquiry and report system for Payroll. Objective: To train Departments to utilize the inquiry and demand report functions of the System 38 Payroll/Personnel System. Step One: Develop a printed manual for users. Step Two: Train users on appropriate applications. GOAL THREE: To provide a more user friendly and interactive computerized inquiry and report system for expenditures and revenues. .JI Yvonne Kincaide, Budget Director Page Two March 6, 1990 Objective One: To train Departments to utilize inquiry and demand report functions on the System 38 Accounting and Budgeting applications as they relate to expenditures and revenues. Step One: Develop a printed manual for users. Step Two: Train users on appropriate applications. Objective Two: To provide user Departments with a description for identifying payments and Purchase Orders. Step One: Review current capabilities to assess the extent of the description that can be provided. Step Two: Establish parameters for standard descriptions that will best accommodate users. Step Three: Train those involved in entering the information. Step Four: Train users on inquiry. Step Five: Establish a format for modifying descriptions. DMH/sam ,~ f ". Y" [ITY .. DF DELAAY BEA[H ( :$"i'._, \.;:, f:<{~",:-' \ ,., : 1-. <~ () f) M E M 0 RAN DUM TO: John W. Elliott, Jr., Asst. City Manager, Management Services FROM: Lee R. Graham, Risk Management Director DATE: March 5, 1990 SUBJECT: Management by Objectives Activities The activities of the Risk Management Department differ from those of other departments in that they are of a reactive nature which does not lend to quantification as, for example, departments that sponsor events, deliver products or services, etc. We do not produce water service, re-pave roads, issue permits, fight fires, pursue criminals. Professional Services Risk Management provides professional services to all other departments and to the City as a whole. Many of these services are closely related to legal considerations much like the City Attorney's office. In part, the success of risk management can be measured by the quietness of the operation. For example, the claims which have been successfully denied or controverted and do not advance into expensive lawsuits, the loss prevention measures that are successful in averting accidents, and the proper handling of employee-injury compensation and insurance matters. Goals ~ 1'1.t: maj U L ~vC1l ts 0 protect the financial assets of the City from loss by claims of all types,_ Towards this major goal, the department strives to keep abreast of all legislation that affects the City. Seminars are attended as a appropriate to sharpen professional skills, and training of employees in accident prevention and control is ongoing. Additionally, goals and objectives in various specific areas are as follows: 1. Workers' Compensation l. Process Notice of Injury form by review, confirmation and processing to the claims handling agency. Goal -- same day as received. 33 John W. Elliott March 5, 1990 Page 2 2. Authorization for employee treatment of injuries to doctors, hospitals, pharmacists, etc. Goal -- immediate response. 3. Requests for details on claim required by the claims adjusters. Goal -- answer within one day if possible. 4. Communicate with doctors, rehabilitation specialists, other medical providers, etc. , about patient condition and progress. Goal -- immediate as necessary. 5. Create and maintain two way communications with department heads and other supervisors regarding employee work-related injuries. Goal -- an on-going process without a specific time goal. II. Safety l. Implement the Safety Shoe program for employees. Target date for completion and implementation of program -- May 1, 1990. 2. Review accidents and critique for presentation to the Industrial Accident Review Board. Goal -- review before the next monthly meeting. 3. Advice to departments on safety facilities, equipment, workplace hazards and remedial measures. Goal -- from immediate response to one week response depending on complexity of the problem. 4. Investigation of special hazards associated with high to medium risk clean-up projects. Goal -- within one week or less depending on availability of expert sources to investigate. III. Contracts l. Review and advise Purchasing Department of sufficiency of insurance requirements in vendor contracts depending on type, risk involved, contract size, etc. Goal -- within three to five days depending on complexity. 2. Review of user agreement forms for Parks and Recreation Department. Design and furnish Hold Harmless Agreement language applicable to the proposed activity. Goal -- within three to five days depending on complexity. 3. Advice and research to tbe City Attorney regarding acceptability of insurance and bonding c~anies. Goal -- within three days or less depending on complexity of research required. 4. Annual review of long term contracts for compliance with City requirements on insurauce and performance assurances. Goal -- review all relevant contracts, policies, certificates and communi- cate with agents within one week of receiving. 11 John W. Elliott March 5, 1990 Page 3 IV. Claims 1. City Property: Investigate and verify 10ss. Arrange for payment for repairs or replacement. Goal -- complete within three days. 2. Liability: Review accident reports, statements, letters and telephone reports, etc. , to establish probability of fault. Goal -- an ongoing process which varies in time requirements. An absolute time value cannot be assigned to this process because no two claims are alike. It is hoped that these goals and objectives will outline the Management by Objectives program for the coming year. jf/A LRG / sm }~ Delray Beach Police Department B ~ 300 West Atlantic Avenue · Delray Beach, Florida 33444-3666 --:--. . (407) 243-7888 Fax (407) 243-7816 CHARLES KILGORE Chief of Police MEMORANDUM TO: Yvonne Kincaide, Budget Director FROM: Charles Kilgore, Chief of Police DATE: March 5, 199Ø SUBJECT: POLICE DEPARTMENT GOALS FOR FY 9Ø/9l Below listed are the Police Department's goals and objectives for FY 199Ø/91. 1. Aggressively pursue better community relations by involvipg all patrol officers in the program, while closely monitoring citizen perceptions of the Department. a. To have uniformed officers make 2,SØØ random, documented contacts with citizens throughout the City providing them with printed materials familiarizing them with their Police Department. b. To send service questionnaires to 7SØ randomly selected crime victims to learn their opinion on the service provided by the Department, including response time, courtesy, professionalism, etc. 2. Focus police efforts on programs designed to improve highway safety conditions throughout the City. a. To continue to conduct DUI detection roadblocks on a quarterly basis and during holiday periods to reduce alcohol impaired driving. b. To expand our bicycle safety program taught in primary schools throughout the City by 3Ø% in the upcoming fiscal year. 3. Conversion of 1ØØ% of selected records from the Unisys system to the IBM system and inputting IØØ% of the paper information gathered during the interim period. a. To maintain an intra- and inter-department team to identify and isolate conversion problems. PARTNERS WITH CITIZENS IN BRINGING THE COMMUNITY TOGETHER .3~ SUBJECT: POLICE DEPARTMENT GOALS FOR FY 9Ø/91 March 5, 199Ø Page 2 b. To have said team cull out data that is not needed. c. To implement a 24-hour data entry program. 4. Implementation of a Demonstration Project for lap top computers and Mobile Data Terminals (MDT's) . a. To use an intra- and inter-department team to work out a needs assessment report and identify available resources. b. To budget the necessary funding for a pilot project. 5. Streamline applicant process from application to hiring for sworn officer positions so that aø% complete the process in six (6) weeks. a. To implement, promote and advertise a "Job Line" in order to minimize the lag time from job availability or opening, to advertisement appearing. b. To write protocols within General Orders stating how to proceed with each type and class of opening, thus standardizing and expediting procedures. ~~ CHARLES KILGORE Chief of Police CK/RML/gb 1'1 MEMORANDUM To Yvonne Kincaide, Budget Director From: Richard Zuccaro, ~ Director of MIS Date: March 5, 1990 Subject: 1990 - 91 Goals and Objectives for MBO Meeting Attached is a copy of the MIS Department's Goals and Objectives for Fiscal 90 - 91 for the MBO meeting on Thursday, March 8th, as you requested. MIS MB01 Jr' ~~~~~~~~~~~~~~~N~~NNNNN ~~C~~~~~~~~~C~~~~~~~~NC~~~~~~W~N ~~O~~~~~O~~Q~~~~~~~~~~~~O~~~~~~~ (') I::J ...... ¡... (\) ¡... s::: 0 0 "1 !II s::: ::J ~ rt 0 :::s ...... ¡.... :::s ([) :::s ¡.... 0 h¡ fJ) '< ([) OJ ::J h¡ ([) h¡ II ~ (\) rt h¡ h¡ h¡ ...... rt (\) rt tr I tII ¡.... ...... !II ...... C) o.Q ...... lQ h¡ ...... 0 :to !II !II ::J UJ (j) 't! OJ .(\)'<!II([)c)~ ~OJ"""""" ......~rt h¡s:::o~m¡...·tr '~Qrt't!......¡.... r') !II rt 0 ..... ::,. 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I I I I I (1) I I I I N I C) I I I I I rt t I I I !II I I I I '>:I I I I I IQ ¡.... I I I I 1-3 !II ~~~~~ ~ 0 I OJ I ~..... I I '0 I C I IQ t 1-3 I ~ ::0 \D WN I I IQ I 1-3 I ~ r I ~ I 3' MIS Projects Implementation Narrative Page 1 December 27, 1989 Items 1 - 4 (Completed) I.Train users on IBM PC's (PD 2.Replace UNISYS PC's (PD) 3.Prepare Comp Site (PD) 4.Install. AS/400 (PD) Item: 5.Landlord Permits (MIS) COMPLETED We will complete the implementation of the Building Permit and Code Enforcement Systems. We will develop a Landlord Permit system, automating this procedure for more effective administration of this task. Item: 6.Installation of Desktop Publishing In MIS COMPLETED The MIS Department will install Desktop Publishing and develop the expertise to implement this system in the Police, Fire and Parks and Recreation Departments. MIS will assist the Public Info. Officer in the in-house (using Desktop Publishing) development of the City's news letter, etc. The Desk Top Publishing System in the MIS Department is available for use and training. Anyone interested in training or using desk top publishing can establish a schedule with the Automation Analyst. Item: 7.Sys/38 Upgrade to Model 600 COMPLETED System Performance Upgrade which consists of a processor upgrade to accommodate an additional 16 Meg of main memory (to improve performance) 1 and an auxiliary disk drive(s) (to increase storage capacity 750 Meg each) will be needed to support data generated by additional 40 users, Building Permits, Code Enforcement and Landlord Permits. An Auxiliary Cabinet for additional device capability (Le. workstations, printers, etc. ) will be needed to support communications to the Police Department Computer for fault tolerance and system backup for the new Police System and Fire/EMS Records and CAD. This feature will not be installed until the new computer room has been completed and the additional space needed to accommodate this equipment is available. fO MIS Projects Implementation Narrative Page 2 Items: 8.CSA (MIS) 9.Problem Management (MIS) I will implement an additional function to the MIS Department, that of a Resource Manager. The Resource Manager will be responsible for maintaining (on a microcomputer) the activity of the MIS support staff. This function will be an additional responsibility of the Administrative Assistant and will include the following duties: a. Problem Tracking. Logs and tracks user requests for staff assistance. Monitors support staff efficiency and performs analysis for identifying problem areas for investigation and/or better allocation of support. b. Inventory Tracking. Allows for quick access to information on both component and system levels. Tracks warranty and maintenance information. Immediate access to information on equipment and its location. c. Purchasing and Receiving Lets you enter product data at the time of ordering, then moves the data directly into inventory when items arrive. d. Management Analysis Analyzes trends in product purchases, distribution, utilization and support. With this function in place we will also qualify for IBM's CSA maintenance Service with a substantial savings in our microcomputer maintenance costs and an additional 3 to 5 % reduction in System 38 maintenance costs over a five year period. f/ MIS Projects Implementation Narrative Page 3 Items: 19.Utility Billing System Sys/38 20.UTB Hand Held Mtr Reading 21.0n-line Cash Reg. We will install a new Utility Billing and Customer Information System on the City's System 38 computer which will greatly expand the current, limited capabilities of the System 34 Utility Billing System. The new system is designed to provide water and sewer billing and reporting capabilities with on-line maintenance and customer information. The system will store one year of history information and provide the user with statistical reports. The system supports metered and non- metered services as well as penalties and automatically distributes payments for services and disbursements to the existing Accounting system. The current hardware (System 38) and the new Utility Billing application software will support the latest technical methods of meter reading and cash payments. The most time consuming and laborious (manual) tasks of a utility system are the meter reading process and the keying of cash receipts. We have addressed these issues insuring that the new system would support hand-held meter reading devices. These devices are used in conjunction with the host system and a microcomputer to down-load accounts to the hand held devices. The hand held devices guide the meter reader through his/her route, displaying special comments on each account, as he records the readings. When the route is completed, the hand-held device is up-loaded (through the microcomputer) and posted to the system eliminating the need for someone to key (enter) approximately five thousand readings. The cash payments, currently entered in a batch mode, are keyed in separately, edited and updated in separate runs. This manual procedure is facilitated by the use of new intelligent cash registers. These cash registers are on-line to the system and display information on each account when payment is made. The display indicates information about the customer (delinquent accounts, bad credit, etc. ) at the time the payment is being made. Once payment is made and validated the account is automatically updated, therefore inquiry to that account will reflect the latest payment made. This system also interacts with the current Accounting system posting all disbursements. ,,"- MIS Projects Implementation Narrative Page 4 Items: lO.Police Token Ring Network 11. Fire Token Ring Network 18.police System (Records) 25.Hot Site Backup (PD/MIS) 26.Police/Fire CAD 28.Fire/EMS Records (90-91 Budget Item) 32.HDT's for POlice/Fire (90-91 Budget Item) We will install a Public Safety System (hardware and software) that incorporates the latest law enforcement methods and provides a completely integrated approach to public safety. The goal of the MIS Department, in conjunction with the Police Department, is to implement a system that will provide better service to the users, assist in the decision making process, support field units (Mobile Digital Terminals), and to provide these services in the most cost effective manner. The Public Safety System will include, but not be limited to, the following capabilities: Police (law enforcement) Records Management Fire Records Management Computer Aided Dispatch (CAD) Personnel System Equipment Management Fault Tolerance (Hot site back-up) Public Safety Communications The Public Safety application software will run on a host computer (compatible with the City's IBM System 38) at the Police Department with more than forty terminals including a Token Ring network of users connected to the host computer for a more effective, efficient sharing of resources. The Fire Department will have its own remote network of intelligent workstations at the main fire house, encompassing the three remote fire stations, linked, via a "gateway", to the Police System and the City's System 38 through remote communications. The Public Safety System will connect to the City's host computer (IBM System 38) via peer-to-peer communications for file sharing, fault tolerance and the sharing of Office Products applications. The Public Safety system (hardware and operating system) will also support the City's application software i. e. , Payroll, utility Billing, Building Permits, Purchasing/Inventory etc., that could be loaded from a current back-up file and executed on the Police Department's computer, in case of the City's System 38 computer failure. YJ MIS Projects Implementation Narrative Page 5 Item: 27. Purchasing/Inventory We have incorporated the Purchasing Department into our remote network giving them Office Products capabilities. We will implement a purchasing/Inventory system with on-line requisitioning. The purchasing system will provide a complete information flow through the existing Accounting, Budgeting and Fixed Assets systems, from requisitions to purchase orders and from material receipt to vendor payment. The system will provide a complete inventory system capable of servicing departments individually or as part of a central purchasing environment. The Purchasing/Inventory System will include, but not be limited to, the following capabilities: Automated requisition processing Multiple Inventory locations Average unit cost of all items on-hand and received Vendor/commodity cross reference Separate order and issue units Item: 31.Fleet Management Sys/38 (90-91 Budget Item) The hardware necessary for remote communications to this site (similar to Purchasing) was cut from the Fiscal 89 - 90 Budget. This capability would have allowed the ability to access City applications (with proper authority) i. e. , Accounting for Budget information and Office Products for electronic mail, etc. A Fleet Management System will provide tracking of all equipment maintenance. The system will provide job orders, work status and payroll hours accounting for each mechanic and departmental charge-back capability for inter-departmental and inter-agency billing. This software will interact with the purchasing/Inventory system. If'/ MIS Projects Implementation Narrative Page 6 Item: 12.Engineering CAD Workstation We will implement a microcomputer based Auto CAD system for the Engineering Department to begin digitizing the City's maps. The mapping procedure is long and tedious however it is the first and one of the most important tasks in preparing for a GIS (Geographic Information System). GIS systems are very popular because they facilitate many projects that require the location, geographic layout, sewer lines and other information contained on these maps. Because the maps are generally old and not in the best shape, it is important that this data be put into a permanent and easy-to-retrieve format. The mapping which can be accomplished numerous ways should contain the most detailed information and therefore should be the responsibility of the Engineering Department. If the maps are created at the most detailed level (most information) they will serve the needs of all departments in the City. We have recommended the use of Auto CAD by the Engineering Department because it is one of the most widely used CAD systems and therefore, if the mapping is done as per our direction, it will be compatible with almost any GIS system we implement. Item: 14.Inquiry pgms for County Info MIS will tie the City Clerk's current PC network to the System 38 providing them access to the Land Management File. We have negotiated with the County to get the County Roll tapes(MAF, NAL) on a more timely basis (Biweekly) and will develop inquiry capability for accessing these records. This file will contain all of the information currently available on the County Tax Rolls. Items: 23.Establish GEO Committee COMPLETED 24.Create GEO File for CAD We will establish a Geo-processing Committee made up of key personnel from the Police Department and Fire Department. The Geo-processing committee will be responsible for creating the Geo-file for the POlice/Fire CAD system. The MIS Department will coordinate these activities and assist in forwarding data from the current HTE Land Management File used by Occupational License, Building Permits, Code Enforcement and the Utility Billing applications. 'r MIS Projects Implementation Narrative Page 7 Item: 22.Public utilities TR Network Administration To address the needs of Administration we will implement a microcomputer network (Token Ring). The network would allow all users to share information contained on the PC network in addition it would allow each user, on the network, to access the System 38 (Gateway) for Budget, utility Billing, Purchasing/Inventory, Office Products Le., electronic mail, calendars, etc. and provides all users access to the primary printer (laser) . This network also facilitates adding additional users or other networks local or remote. The Director will also be included in the network providing him with the capability to access the System 38 and run PC application software, i.e. , Lotus, Dbase, HAL, etc. A laser printer is recommended to print letters, documents, graphs and various statistical reports in both letter and "landscape" (sideways) format. This laser printer will be the primary printer for administration and will be available to each user on the network. Wastewater Collection and Water Distribution Currently Hal Faulkner is running "MOMS" (Maintenance, Operations, Maintenance System) Sewer system on an IBM microcomputer (PS 2 Model 60) . Not completely satisfied with the MOMS system Hal is looking into replacing it with a similar system called "OASIS". Bob Phillips is running Lotus and Open Access (an Inventory system) on a Tandy PC and is considering a "MOMS System for water distribution. Water Treatment The water treatment facility currently has a DEC (PDP-1l34 ) computer that is at least ten years old. The Turbitrol Control System (software that runs on the PDP-I1), currently being used, is part of a control system that monitors electro-mechanical devices (old technology), using outdated programs that tract daily operations creating a historical data base from which statistical reports are generated. A qualified consultant will be acquired to review the maintenance, operations and management of the current Wastewater Collection and Water Distribution Systems to recommend the appropriate software. Additionally the consultant should include a performance audit on the Water Treatment (PDP-1l34) computer. Working closely with the consultant the MIS Department will insure compatibility, adherence to current standards and conformance to future long range plans. 'If, MIS Projects Implementation Narrative Page 8 Item: 13.Relocate Computer, UPS etc. Upon completion of the new computer facility, MIS will schedule and coordinate the moving of the computer equipment and UPS system. The MIS department will work after hours and on a weekend so that the users will experience little or no down time. Item: IS.Micro POlicy/Guidelines Manual I will complete and distribute a City of Delray Beach "Microcomputer Policy and Guidelines" manual to include the following: INTRODUCTION Objective and Philosophy of MIS GENERAL GUIDELINES Approval Criteria Care and Maintenance Restrictions Programming Microcomputers Application Implementation RESPONSIBILITIES MIS Department Responsibilities User Department Responsibilities STANDARDS Hardware Software Data Documentation PROCUREMENT PROCEDURES Hardware/Software SECURITY AND DATA INTEGRITY Security Concerns Access to the Host Computer Emergency Procedures APPENDICES Hardware Standards Software Standards Appendix A (Justifiable Uses) Appendix B (Potential Problems with Microcomputers) Definition of Terms '7 MIS Projects Implementation Narrative Page 9 Item: lG.All Depts. Sys/38, Elec Mail etc. COMPLETED I will develop a plan to bring all departments on-line with access to Personal Services and System 38 applications. This plan will include estimated costs and time frame for temporary installation necessary to bring the remaining departments on-line expeditiously. Item: 17.Inst1 of New Phone Sys (Fire) Will replace the current inadequate phone system at the Fire Department with Southern Bell's North Star System at no cost to the City. Item: 29.Personnel (Human Resources) (90-91 Budget Item) The Personnel Department is currently using the HTE payroll/personnel application software which has limited personnel functions. The MIS Department will assist the Personnel Department on expanding their automation capabilities by adding human resource modules to the existing software package or acquiring and implementing a separate Human Resource System that will interact with the current payroll/Personnel System. The additional capabilities will include applicant tracking. Item: 3D.City Wide Project Mgmt Sys/38 (90-91 Budget Item) The MIS Department would like to implement a Project Management System on the City's host computer (Sys/38). This system could be used to monitor (by anyone with access to the Sys/38) the status and progress of all of the City's major projects (Comp Plan). It can also be used by any department i. e. , Public Utilities, Engineering and Parks and Recreation, to schedule and monitor their work crews activity. This system would also generate weekly, monthly and annual reports. Approximately $ 9,000. 'II' PRELIMINARY DRAFT OF PLANNING AND ZONING DEPARTMENT GOALS FOR FY 90/91 TASKS FROM THE COMPREHENSIVE PLAN: 1- Develop a program for the amortization of industrial land use within wellfield zones 2 and 3. The program is to include identification of all such uses within these wellfield zones; an estimate of the cost to be amortized; and an amortization schedule. (PF B-4.3) 2. Prepare and process (to adoption) revisions to zoning districts so that undesirable uses are not located within Wellfield Protection Zones. (PF B-4.3) 3. Explore the possibility of establishing an in-town shuttle transportation system. This objective shall cumulate in a report processed through the Local Planning Agency to the City Commission in which functions, routes, hardware, and operational costs are identified. An implementation program, including possible funding sources, and time schedule shall be included. (OS B-3.1 & CM B-1.1) 4. Create one neighborhood plan in a manner consistent with the the neighborhood planning program outlined in the Housing Element of the Comprehensive Plan. (H A-3.1) 5. Develop, through adoption, a strategy (program) for two of the housing redevelopment target areas identified within the Housing Element of the Comprehensive Plan. (H B-3.1) 6. Preparation, in conjunction with the CRA, an area redevelopment plan for the West Atlantic Avenue corridor. This plan shall be processed as an amendment to the Comprehensive Plan which is to be initiated in June, 1991. (LU C-2.4) 7. Preparation of an area redevelopment plan for the Germantown Industrial Area. This plan shall be processed as an amendment to the Comprehensive Plan which is to be initiated in June, 1991 (LU C-2.5) 8. Preparation of an area redevelopment plan for the Lindell Avenue Area. This plan shall be processed as an amendment to the Comprehensive P Ian which is to be initiated in June, 1991 (LU C-2.6) '11 9. Preparation of an area redevelopment plan for the Silver Terrace Area. This plan shall be processed as an amendment to the Comprehensive Plan which is to be initiated in January, 1992 (LU C-2.7) 10. Preparation of an area redevelopment plan for the s.w. 4th Avenue Area. This plan shall be processed as an amendment to the Comprehensive Plan which is to be initiated in January; 1992 (LU C-2.8) II. Preparation of a complete amendment to the CRA Redevelopment Plan. This amendment shall be processed as an amendment to the Comprehensive Plan which is to be initiated in June, 1991. 12. Preparation, in conjuction with the CRA, of a development strategy plan for the Central Business District. This strategy document shall be prepared in sufficient time that additional, more in-depth studies and implementation items may be considered in preparation of the FY 91/92 budget. (LU C-4.3) 13. Development, in conjunction with the CRA, of a strategy for attracting private and/or public educational institutions to the Pineapple Grove Area. (LU C-4.6) 14. In concert with the Treasure Coast Regional Planning Commission, initiate studies (to be undertaken by that agency) toward the end of determining what is a "fair share" with respect to accommodating the low-moderate income hous ing needs of the Region. This item is to be broached by the City representative to the TCRPC. (HO C-4.1) 15. Establishment of an intergovernmental coordination program with other municipalities located along the Intracoastal Waterway relative to control of the quality of drainage into the waterway. (CM A-2.3) 16. Initiate studies and process for updating a post disaster redevelopment program which would be implemented following major property destruction caused by a hurricane or similar event. The program shall contain those elements required by Administrative Rule 9J-5. (CM Obj D-3) 17. Through the County, the establishment of a "no wake" zone along the Intracoastal Waterway, throughout the City, for the purpose of Manatee protection. (CM D-4.3) - 2 - ..SÞ OPERATIONAL TASKS: 1. Preparation and distribution of a Department Newsletter on a quarterly basis with monthly updates highlighting development applications received, their status, and building permit activity. Issue dates to be November, February, May, August. 2. Spin-off of our data, information, and mapping tasks into a Division of Cartography which will fall within the Comprehensive Planning function. The organization shall be developed so that it can be considered in preparation of the FY 91/92 budget. 3. Creation of a "resource library" which is housed in Conference Room A. All materials in the library shall be indexed and a system for use (and accounting) of material shall be established. The library shall include materials from all departments and divisions within the Development Services Group and shall include appropriate City-wide documents e.g. annual budgets and annual reports. The library shall be established through the City's volunteer program. 4. Creation of a "development map" which, through the use of color coding and other symbols, will visually display information regarding infrastructure programs which are scheduled within the next twelve months, private development projects per phase (Le. application, plan check, construction). This map shall be created by the end of the calendar year. This map shall be displayed in the Conference Room B. 5. Maintaining a turnaround time of three working days with respect to confirmation of site plans (which were submitted with building permit applications) with record plans (those approved by the Planning and Zoning Board. 6. Maintaining a turnaround time of ten working days for action on non-impacting site plan amendments. end of list as of 03/04/90:DJK - 3 - ~3 cç i r1tøì {1,,<~ iL f ¡¿~ GOALS AND OBJECTIVES A. } Improve and expand the quality, diversity, and number of Recreation programs and activities: (1) Add at least four new programs during the next 6 months: i.e. , Ice Skating, gymnastics, youth fitness, Ocean Aware- ness, and Kids Fest through funding from CSC of Palm Beach County. ( 2 ) Ensure that programs are provided for the full range of City Residents; Pre-school to Senior Citizens. ( 3 ) Relocate and expand tennis center~ ------- ----- --- ( 4 ) Plan, organize, and conduct at least twelve yearly major special events at each facility. (at least one per month). ( 5 ) Develop and implement beginnings of Therapeutic Recreation activities. (special populations programs). ( 6 ) Expand progrftmming to utilize other school sites in the City per our mutual-use agreement with the County School Board, particularly at Atlantic HS. B. ) Enhance and Maintain Harmonious Relationships with the Community $'1 through effective Marketing and Public Relations procedures: ( 1 ) Expand our annual departmental brochure. ( 2 ) Revise and fine-tune our three(3) seasonal program brochures for the Fall/Winter/Spring/and Summer, and include joint venture with the Community Schools at Atlantic HS and Carver Middle School. ( 3 ) Provide weekly press releases and news columns. ( 4 ) Participate in and attend various community based group and committee meetings, i.e. : Human Relations Committee, Various Youth Group meetings, Carver Advisory, Palm Beach ~-~_.- CourrLy Td.::;k Fort;~ SdlOOì Board, Cop & Kids committe~, etc. ( 5 ) Develop a speakers forum for department staff to speak at various service clubs and community agency meetings. C. ) Develop a Progressive and effective Training Program for Department Employees: (1) Develop monthly in-house, in-service training sessions utilizing staff and departmental resources. ( 2 ) Develop and Implement a comprehensive employee manual. S!. ( 3 ) Encourage and allow out-of-town seminars, conferences, workshops, etc. ; some paid by employee and some paid by the City. ( 4 ) Encourage formal education attendance at continuing education programs in the area. D. ) Develop a Formal Volunteer and Internship Program to Supplement ------ ---- existing staff· and· provide-for future professional nëeds: ( 1 ) Identify a staff member (p/t or fit) to co-ordinate programs independently or in conjunction with any the City may be considering. ( 2 ) Develop a program to fund an action plan to recruit, train, evaluate, and recognize volunteers. - ( 3 ) Develop a relationship with local colleges and universities to place parks and recreation interns with this Department. E. ) Develop a Community Trust (Gifts Catalogs) to generate f' additional funding for Parks Projects: (1) Identify on-going capital improvements. ( 2 ) Contact various business and professional people to form a Parks Trust Committee. F. ) Develop a Standardized Fees and Charges and Revenues Policy: (1) Identify various programs and activities that fees should be charged for and those that are to be free. ( 2 ) Identify a policy wherein most programs and activities will at least pay for themselves. -~-_._------ --~ .._" ( 3 ) Allows flexibility for the Director to identify fees in special cases and to waive fees in special cases. ( 4 ) Explore and review opportunities for private enterprises to assist the Department in generating revenues. G. ) Plan, Develop and Maintain Parks facilities at a High-Level of Quality Standard; (1) Copntinue to refine and update the work management plan. ( 2 ) Develop a 5-year capital improvements program identifying 51 open-space for future development, particulary in the Western section of the City. ( 3 ) Beautification of the community through a high-level maintenance and, where needed, renovation program for park facilities. ( 4 ) Expand and upgrade facilities with funding made available thru the Decade of Excellence bond issue. ( 5 ) Establish a sophisticated training program for parks personnel for the proper and effective maintenance of parks and grounds maintenance equipment. -- --~-- -- ---- --.. ---- H. ) Beach Operations: Provide a safe and properly protected ocean beach: ( 1 ) Expand protected area to those areas not currently protected. , ( 2 ) Continue to upgrade Beach Patrol staff training and development. ( 3 ) Expand recruitment of potential ocean lifeguards through sý in-house developmental swim programs, co-ordination with other beach patrols and agencies, etc. ( 4 ) Provide for a wide-range of beach oriented activities, i.e. , Lifeguard tournaments, turtles program, and public participation in a variety of beach-related activities, i. e. , walking club, swimmers' club, etc. ( 5 ) New Lifeguard Headquarters building and public restroom facility at Sandoway Park. I. Computerize Department Operations: ( 1 ) Recreation programs and activities, registration, schedules, etc. ( 2 ) Personnel records and update of same. ( 3 ) Departmental inventory, budgeting, purchasing and revenue reporting have expanded from two(2) work stations in administration to: ( a) 4 computer stations - Administration (b) 2 computer stations - Community Center (c) 2 computer stations - Parks (d) 1 computer station - Beach (e) 1 computer station - Pompey Park Sf ( 4 ) Computerize City-wide irrigation system. REF: GOANDOBJ.DOC ----- ¿. CITY OF DELRAY BEACH FIRE DEPARTMENT SELECTED OBJECTIVES 1990-91 FIRE PREVENTION AND HAZARD MITIGATION OBJECTIVES: 1. Conduct approximately 3,500 technical level fire safety inspections annually in commercial, industrial and multi-family residential occupancies for the purpose of fire hazard abatement and life safety code compliance. 2. Identify approximately 1,100 fire safety code violations annually and abate 65% or more of the violations within 30 days, and 95% or more of the violations within 90 days. 3. Process approximately 15 code violation cases annually through the City's Code Enforcement Board. 4. Investigate approximately 115 complaints received from the public annually concerning potential fire safety violations in buildings and structures with a processing time of 24 hours or less. 5. Review approximately 600 applications for building or special system permits annually with an average processing time of 2.66 working days per application. 6. Assign approximately 300 addresses to new structures annually. 7. Provide public fire safety education programs to approximately 4,000 children in the community annually through visits to fire stations, schools and at public events. 8. Provide approximately 80 public fire safety training programs annually covering approximately 500 employees of commercial and industrial establishments. 9. Investigate the cause and origin of approximately 70 incendiary and suspicious fire incidents annually with a response time for a Fire Investigator of 30 minutes or less. 10. Provide a minimum of 115 hours of technical training and professional development opportunity per year for all professional staff assigned to this activity area. 1 " FIRE SUPPRESSION, HEAVY RESCUE AND EMERGENCY MEDICAL SERVICES OBJECTIVES: 1. Respond to approximately 1,100 incidents per year involving structural fires, brush fires, trash fires, automobile fires, bomb threats, accidental alarms and heavy rescue extrications, maintaining a citywide average achieved travel time for the first arriving unit of approximately 3.4 minutes to these incidents. 2. Respond to approximately 5,500 emergency medical service incidents including 1,675 advanced life support and 3,825 basic life support incidents maintaining a citywide average achieved travel time of approximately 3.0 minutes to these incidents for the first arriving unit. 3. Perform approximately 1,300 in-service company fire safety inspections and re-inspections annually. 4. Inspect and perform certain levels of preventative maintenance on approximately 1,215 municipal fire hydrants annually and perform fire flow tests as required. 5. Provide a minimum of 180 hours of in-service training per person per year in the areas of fire operations and heavy rescue. 6. Provide an average of 20 hours of specialized, advanced training per-capita for fire fighters annually dealing with hazardous materials, incident command, emergency preparedness, etc. 7. Provide a minimum of 90 hours of in-service training per person per year in the areas of emergency medical services. 8. Provide an average of 30 hours of specialized advanced training per capita annually dealing with pre-hospital trauma life support, pediatric emergencies, etc. 9. Provide blood pressure screening services to approximately 3,000 residents per year at city fire stations and special events. 10. Test, maintain and repair approximately 48,500 feet of fire hose annually. 2 ,,.. 11. Test, maintain and repair 88 self-contained breathing apparatus and 250 air supply cylinders annually. 12. Conduct full inventories and inspections of six pumpers, six paramedic rescue vehicles, one aerial, three brush trucks, one tanker, one support unit and two command vehicles each week. 13. Conduct approximately 300 tactical pre-plan operations surveys annually. 14. Provide instruction to approximately 1,400 residents annually in the areas of cardiopulmonary resuscitation and the Heimlich Maneuver. 15. Test, maintain and/or cause to be repaired 8 life-pack monitor-defibrillator units on a daily basis. 16. Maintain drug and controlled substance inventories daily. 17. Provide supplemental technical assistance to hazardous materials incidents through a staff hazardous materials advisor with a response time of 45 minutes or less, 24 hours per day. ADMINISTRATION AND SUPPORT OBJECTIVE: 1. Plan and implement an annual recruiting program designed to produce a current eligibility list to maintain the department at 100% of authorized strength. 2. Coordinate annual promotional testing procedures for Driver-Engineer and the projected bi-annual promotional testing for Lieutenant and Chief Fire Officer. 3. Coordinate and monitor the status of all mandatory certifications and licenses of approximately 100 personnel on a monthly basis. 4. Coordinate and review departmental capital improvement programs, etc. quarterly with the various elements of the City's Comprehensive Plan to ensure compliance. 3 t.} 5. Issue approximately 800 requisitions for supplies and equipment annually. 6. Coordinate and monitor annual revisions to apparatus and vehicle specifications and process contracts for acquisitions as necessary. 7. Coordinate and manage the preventative maintenance program for 22 major pieces of fire and rescue equipment and 11 other vehicles on a daily, weekly, monthly or annual basis. 8. Provide and maintain emergency apparatus repair response capability for fire and rescue apparatus with a maximum response time of 30 minutes or less. 9. Refurbish at least two major pieces of fire apparatus and one paramedic rescue unit annually. 10. Coordinate annual pumper capacity tests for six pumpers, aerial certification test for one aerial, and ground ladder testing for 1,141 feet of ground ladders. 11. Provide an average of 110 hours of managerial and specialized technical training per capita annually for personnel assigned to this function and activity. 12. Coordinate availability of both a Critical Incident Debriefing System and a Chaplain Program for staff with a maximum response time of one hour for the first trained staff member on a 24 hours per day basis. 13. Implement a citizen volunteer program covering public safety education, medical technology support, home fire safety inspections and maintenance support functions within the first quarter of the fiscal year. 14. Institute the first departmental Quality Improvement Program Project Team within the first quarter of the fiscal year. 4 ,,1/ [IT' DF DELHA' BEA[H ")O\i ';'1 1" '" "J E', UE DELRAY BEACH FLORIDA 33444 407/243-7000 MEMORANDUM TO: Yvonne Kincaide, Budget Director FROM: John W. Elliott, Jr., Asst. City Manager/Management Services DATE: March 15, 1990 SUBJECT: GOALS AND OBJECTIVES/MANAGEMENT SERVICES GROUP MISSION STATEMENT: The mission of the Office of Management Services is to provide internal staff support through six (6) departments including, Budget, Personnel, Purchasing, Risk Management, Management Information Systems and the City Clerk. GOALS AND OBJECTIVES: ~:k:~~\DN ~~t'¥í,r'J\ , H I,61\... 1'he goal vI Ll.e Hal'iagømelltJ.........\I1 C'''", ~is~provide the City's 013_ . ~ Departments with the tools and techniques to carry out procedures and policies as it pertains to the area of internal activity common to one or more of the Management Services areas. OBJECTIVES: a. Monitor the activities of those departments reporting to the Assis- tant City Manager/Management Services through monthly reports, periodic staff meetings, individual meetings, electronic communica- tion and memorandums. b. Ensure that the City's operating departments internal system such as Budget, Personnel, Purchasing, Risk Management, Management Informa- tion Systems and the City Clerk are receiving the service support necessary for their effective and efficient day to day operations. GOAL: Ensure that the processing of all Personnel forms within the City are adequately reviewed and consistent with budget allocations. OBJECTIVE: THE EFFORT ALWAYS MATTERS Goals & Objectives - Management Services March 15, 1990 Page 2 a. Monitor this process through the review of all requests pertaining to Travel and Training, Personnel allocations or changes, with thorough review before approving or denying. GOAL: - Ensure that the City's Commission Agenda preparation is carried out in a timely, accurate manner. OBJECTIVE: a. Meet with the City Clerk and staff assigned, to insure adequate backup information accompanies all items included in the City Agenda. b. Encourage the submittal of information for agenda consideration reach the Clerk in a timely manner. GOAL: - Provide the City Clerk with technical assistance in reorganizing her office. OBJECTIVE: a. Review current staff assignments with the City Clerk for appropriate- ness. b. Assist the City Clerk in setting up a records retention unit within her office. c. Full implementation of the City's Administrative Service Activity (secretarial support service). GOAL: - Monitor the City's Purchasing requests so they are consistent with budget procedures and funding availability. OBJECTIVE: a. Continue to review of all purchasing requests that must be approved by the City Manager and/or the City Commission. b. Check funding sources and departmental budget documentation for appropriate allocations. GOALS: Full implementation of the Quality Improvement Program (QIP) by December 1990. .. Goals & Objectives - Management Services March 15, 1990 Page 3 OBJECTIVE: a. Orientate all City employees and staff to the process of QIP by September 1990. b. Have at least five QIP teams active by December, 1990. GOALS: Full implementation of the Kids and Cops Program, by December, 1990. OBJECTIVE: a. Develop a work program with Kids & Cops Committee to encompass several City schools and the City's after school program. JWE:sk