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HomeMy WebLinkAboutAgenda Council Agenda 031199 WorkshopAll those wishing to address the City Council need to complete the necessary form (supply located in back of Council Chambers) and submit same to the City Clerk prior to the meeting being called to order. "r-v U011NCTLfi f('rry OF 11FAU" 4AunFNP" WARKCTTAP XIW,FTTNGI i__N1 AKi.H I I- 16)991 I. f- PLEJOGE OF ALLF,GL4NCF1 H. CSOLL CALL Mayor Joseph R. Russo, Vice Mayor Lauren Furtado, Councilman Eric Jablin, Councilman David Clark and Councilman Carl Sabatello. M. 1: ANNOUNCEMENTS l IV. LiTEMS FOR OISCUSSIpN-j. 1. Land Bevel©pment Update A. Identification of parcels B. Staffing Approaches 2, evlew o nr rn a 3. +tv n11nM nA111T1P.0 and Nr�nr,fi;� V. QTEMS JSY MAYOR X10 UPUNC111 VI. 1A10.10TTRNWN p In accordance with the Americans with Disabilities Act and Florida Statute 96.26, persons with disabilities needing special accommodations to participate in this proceeding should contact James Waldron, Jr., no later than 5 days prior to the proceeding at telephone number (407) 775- 8255 for assistance; if hearing impaired, telephone the Florida Relay Service Numbers (800) 955 -8771 (TDD) or (800) 955 -8700 (VOICE), for assistance. If a person decides to appeal any decision made by the Council, with respect to any matter considered at such meeting or bearing, they will need a record of the proceedings, and for such purpose, they 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. 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Q Cl: Q H O N N N m U N � a i =,s 1 �Y y �\ � b r�. r.4 a. b� *��t��1,,C iC � :� FI f �} i � .t It +`�?.� Wit., �� ��i ] Y Y fit) � ��. h 1 {$ i �a.:/ � g � ri: Slr ���� r i , i � ,,,G ���� r: "i b i ;, tuc.: _ ,F r��l� Growth Management Department Workload Preparations March 2, 1999 Update CODE REVISION: (A three tiered approach): Code Revision Goals: 1) Strengthen the Code by completing the "Glitch List ". 2) Complete an over view and general revision of the Zoning Code to identify additional new issues and ensure that the code is up to date. Code Revision Status: Tier 1: *The contract to hire an individual to preform the procedural revisions was completed. The first draft of this group of revisions and ordinances is due to staff Friday, March 5th. Tier 2: * The RFP and scope of services for the major code revision and code review is complete. We anticipate advertising within the next week for two weeks. We anticipate that the actual work on the major code revisions will begin before the end of March. We have required a 6 -9 month time frame for completion of most of the work. Tier 3: * Several code revisions from the Glitch list have already been completed and more are currently in the process. * A priority list of the remaining revisions is being developed. Priority is being given to those issues which will affect new development. These priorities will also determine the order of the consultant's work. * While the consultant is working on the major code revision, staff will also continue to process code revisions on a regular basis, as work load allows. STAFFING: Staffing Goals: 1) Increase efficiency through proper workload allocation. 2) Achieve adequate staffing levels. 3) Develop a well trained and experienced staff. Progress toward goals: * In late 1998 we reorganized Planning and Zoning staff to address two important issues in the development review process. We took two existing positions and created a Development Compliance Officer and a Planning Technician. These positions will help us deal with the impending workload in the following ways: The Development Compliance Officer is responsible for ensuring that all conditions of approval and code requirements are met during the post approval /construction phase of all projects. The Planning Technician is responsible for reviewing petitions when they are submitted to ensure that they meet all requirements for admission into the process (sufficiency review). The Technician performs further review on re- submittals and identifies problems which must be corrected before a project can proceed to the next review level. The Technician also works with petitioners and the public to help them understand the process. This allows the Planners to focus on the detailed project review. * We have added one additional staff position at the Principal Planner level. This position will be responsible for coordinating the Code revision and for additional projects. * We are training staff in presentation techniques and requiring presentations at the P &Z level by all staff members. * When the workload allows, we will cross train staff members. * We are requiring staff involvement in more aspects of the development review process. This means that a single staff member "stays with" a project for throughout the process. For example, the planner who did the development review work will now be responsible for assisting the Development Compliance Officer and Building Division staff with condition review prior to building permits. They will also be responsible for tracking the project through parts of the building and construction process. Staffing Status: * Both vacancies at the Principal Planner level have been advertised statewide. The application deadline closes on March 29". The Growth Management Director has also been recruiting for these positions. * We have hired a Principal Planner on a temporary basis to assist with development review until the positions are filled. OFFICE OF THE FIRE CHIEF INTER OFFICE MEMO DATE: January 22, 1999 TO: Bobbie Herakovich, City Manager FROM: Peter T. Bergel, Fire ChieiZ? RE: Impact of Foundation Land Sale At the Depauiient Head meeting on January 14, 1999 you requested each department to prepare a report on the impact of the Foundation Land sale on staffing needs to handle the projected increase in workload. In analyzing current departmental projects, budget goals and projected workload we have determined that we are in great need of one additional staff now. We are proposing to add an Executive Assistant to the Chief, for which I have enclosed a proposed position description. Outlined below you will find that current staff are at our upper limits with daily required duties as well as future planned departmental projects. We have already taken several steps to reduce daily workloads of the Life Safety Division personnel in anticipation of additional workload from the sale of this land and projected development. First, we have turned residential gas inspections over to the building depm ent and have initiated additional training for inspectors in the area of plan review. Current Resnonsibilities and Obli_—aations • Letter of Interest for Fire Station Three • Labor Negotiations for IAFF Contract • Fire Station One Renovation • Fire Station Four Relocation • Redistricting for Fire & EMS Reporting • Fire Rescue Annual Report • Countywide Fire Code Coordinating Committee (Fire Marshal) • State Building & Fire Code Coordination Committee (Fire Chief) • Fire Inspection Reporting Software Future Projects and Goals • Fire Rescue Accreditation • Fire Station Five • Strategic Planning • Citywide Emergency Preparedness Plan • Emergency Preparedness Brochure As you can see, Fire Rescue has a lot on our plate for FY 1998/1999. In addition to these projects we must also continue to prepare and submit the CIP, Budget, Monthly Reports and other daily as well as unforeseen items. An example of these unforeseen items would be items like the flood report, dealing with Pagenet paging service and collections and the amount of time and energy that went into the Frenchman's Creek issue. Therefore, we are respectfully requesting to establish this position at this time and have the resources available to fund this position. I am available at your convenience to discuss this issue in detail. Should you need any additional information, please do not hesitate to contact me. evc. cc: 'Ale c. S. Fetterman JOB CODE #: EEO CLASS: PAY GRADE: ADM STATUS: RFT EXEMPT BARG UNIT DEPT APPROVAL: Date: NON - EXEMPT NON -BARG UNIT JOB TITLE: Executive Assistant to the Fire Chief SUPERVISED BY: Fire Chief DEPARTMENT: Fire LOCATION: Fire Headquarters HR APPROVAL: Date: DIVISION: Administration This is an employment -at -will position. CITY MGR APPROVAL: Date: GENERAL PURPOSE: This is highly responsible administrative work coordinating and participating in special projects assigned by a Depa tfuent Head. Exercises a high degree of independent judgement and initiative in planning, developing, and implementing special projects and programs. The employee receives guidance and general direction but is expected to independently develop and administer the projects and programs assigned. SUPERVISION EXERCISED: None ESSENTIAL DUTIES & RESPONSIBILITIES: • Prepares and administers depaitruent policies in coordination with the Fire Chief • Gathers, interprets and prepares data for studies, reports and recommendations; coordinates depa ti-iient activities with other depa wnents and agencies as needed • Coordinates, researches or directs the completion of special projects • Acts as a project liaison between Depaitnients, Divisions, and involved outside agencies • Coordinates projects through meetings, correspondence and presentations where information is exchanged • Prepares and presents reports on status of projects *�— Works closely with project participants to keep informed on all latest developments • Troubleshoots problems and conducts research as assigned • Develops project plans, including timetable for completion of each phase • Develops evaluation criteria for projects, conducts evaluation studies and prepares reports • Acts as a project trainer, providing necessary training to participants • Writes and disseminates program and project materials • Conducts studies of operations to determine the need or feasibility of certain projects • Maintains liaison with other departments as well as state, local and other public officials • Establishes effective working relationship with news media • Establishes rapport with community groups and other civic organizations through meetings, speeches and presentations • Answers letters of inquiry and talks with visitors; addresses public and civic organizations which will inform the public of policies and procedures • Performs any other work as related PERIPHERAL DUTIES: • Serves as a member of various City employee committees, as assigned • Represents the City at meetings, when requested DESIRED MINIMUM QUALIFICATIONS: Education and Experience: Bachelor's degree in fire administration, public administration or related field, and Thorough knowledge of fire service including fire prevention and fire investigation, and Extensive fire service experience in management, budgeting, supervision and other general administrative functions, and • Five (5) years experience in the fire service, and • Any related combination of training and experience Knowledge, Skills and Abilities: • Extensive knowledge of state, county and local legal requirements pertaining to fire administration • Knowledge of research techniques and availability of information • Considerable knowledge of budgetary practices and procedures • Knowledge of organization, function and activities of municipal and county governments • Knowledge of the principles and practices of office management, work organization and supervision • Ability to work independently without supervision • Ability to communicate effectively, verbally and in writing • Ability to develop programs which effectively meet desired objectives. • Ability to establish and maintain effective working relationships with employees, supervisors, other agencies and the public SPECIAL REQUIREMENTS: Valid Florida State driver's license class D with E endorsement or ability to obtain one. PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of the job, the employee is frequently required to walk, sit and talk or hear. The employee is occasionally required to manipulate, handle feel, reach, push and pull with hands and arms. The employee is occasionally required to stoop or crouch. The employee must occasionally lift and /or move up to 50 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. TOOLS & EQUIPMENT USED: Personal computer, including word processing software; calculator; copy and fax machine; phone; mobile or portable radio; automobile. ENVIRONMENTAL CONDITIONS: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions. While performing the duties of this job, the employee occasionally works in hot, outside weather conditions and occasionally encounters dirt, dust, heat, mechanical, chemical and fire hazards. The noise level in the work environment is usually quiet while in the office or noisy when in the field. SELECTION GUIDELINES: Formal application, rating of education, training and experience; oral interview and reference check; job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change. PALM BEACH GARDENS POLICE DEPARTMENT Office of the Chief of Police TO: Cindy Harvey, Adm. Asst. To City Manager FROM: Chief James O. FitzGerald �= DATE: January 25, 1998 SUBJECT: Outstanding Directives ------------------------------------------------------------------- ------------------------------------------------------------------- Please be advised of the following with reference to the directives shown as being outstanding for the Police Department according to the report dated 1/22/99: There are no immediate impacts to this department as a result of the sale of McArthur Foundation land. There were no department employees or volunteers who worked on their own time to assist in the flood efforts. Therefore, both of these directives should be considered closed. If you have any questions, please do not hesitate to contact me. JOF /amm 03/08/1999 17:06 5617751023 CITYOFPALMBCHGARDENS MEMORANDUM TO Bobbie Herakovich, City Manager FROM Kent R. Olson, Finance Director Q 0 SUBJECT Impact from Sale of MacArthur Property DATE January 22, 1999 PAGE 01 The Finance Department will not be impacted to the point of adding staff due to the likely onslaught of development approvals as a result of this sale. Obviously we will have to spend more time tracking and billing for engineering fees, cash escrows if they so choose and we will process more payments for planning and zoning applications, building permits, etc. However, we will need to add an Accounting Clerk or Accountant next fiscal year to relieve existing stress and improve our purchasing and refine our accounting processes. The purchase will not impact us in regard to revising the City Code(I think this really applies to Growth Management), unless, of course, you choose to form a inter- departmental task force to address these issues rather than let the burden simply fall on Growth Management. I am offering my time to assist in such an effort that would include drafting such ordinances if that will help speed up the process and take some of the pressure off Planning & Zoning. While not an attorney, I do have enough knowledge that I or a committee could draft ordinances which ould be reviewed by Planning & Zoning, providing us an opportunity to make chal;s more quickly. No, this doesn't mean I have time on my hands; however, 1 recognize we are likely to be in crisis mode in the near future and I am well aware that what develops now will dictate the economic and fiscal health of this community in the foreseeable and distant future. For that reason, I suggest an inter - departmental approach to attack some of the issues which can draw on the other resources of the City(i.e., non- planning staff). cc: Cindy Harvey, Adminstrative Assistant Memo City of Palm Beach Gardens JN25M To: Bobbie HerNVvich, City Manager From: Beth Ingold Public Information Officer Date: January 24, 1999 Subject: Response to Directive: Impact from WCI on City Staff The purpose of this memo is to respond to the January 14, 1999 Directive that reads as follows: "City Manager directs staff to prepare reports of the impact on departments as a result of the sale of the Foundation land on following: Status and time frame for revision of City's Codes Staffing needs for handling the increased workloads." Response: The impact of the sale of the Foundation land on the office of Public Information and Citizen Services may not be apparent at first glance, but closer examination of the issue will demonstrate that this office will (and should) feel and respond to the impact of the recent sale of the MacArthur Foundation property. The impact will occur on two levels: short-term and long- term. Short-Term: The immediate impact will be felt in several ways, direct and indirect. Directly, the office of Public Information and Citizen Services will: • issue more press releases concerning "news items" on subsequent sales by WCI; • respond to more media requests for information regarding the specifics of the inevitable development; • respond to resident concerns and complaints which may be voiced as the result of proposed development; • coordinate /organize "town meetings" or individual neighborhood or association meetings to inform residents about new development; • in accordance with the development of a Citywide Communication Plan, increased communication with new businesses to the area will also occur. Indirectly and perhaps not so apparent will be the need for assistance from the Public Information Officer regarding the establishment of an internal and external communication structure which will ensure an effective coordination and response to the increase in activity in all City departments. While it is also likely that this task may be carried out by other departments, the suggestion is offered here that whoever is designated to plan, development, and implement this coordination, Wes! I , do so with an understanding of the inclusion of the role of communication in all phases – front - end decisional and planning phases – as well as the back -end "PR." Long -Term: The long -range effect on Public Information and Citizen Services is obvious and will undoubtedly be the same effect on many departments. Additional development and additional resident will increase the need for services of all kinds. The direct effect on this office will be additional inquiries and requests for information as well as additional complaints. The need for increased services will occur in a variety of way: • increased number of citizen and/or HOA meetings with existing residents • increased number of citizen and/or HOA meetings with new residents • increased mailings to residents • increased coordination of City meetings or City Response Team issues • increased number of complaints, questions and inquiries • increased number of special events and grand openings • additional tracking to maintain an accurate and up -to -date listing of HOAs and neighborhoods. To prepare for the indirect effect, I believe the City should take a more active role in shaping its image and the perception of the City by the residents. This recent sale may be the push that requires the City to take the final step to the "big City mentality," by which I mean developing ,processes and communication plans now that will allow us (City staff) to continue to make our residents feel that we provide City service_ s with the feel of a "small town mentality" (personable, responsive and sensitive to our residents' needs). Summary There will also emerge, as is the case with all major projects that encompass the areas of the City that this recent purchase does and that involve the number of players that this project does, unforeseen events and problems that emerge that will require an immediate communication plan and response. The amount of these incidents will, I believe, be directly in proportion to the amount of communication—planning done in preparation for the changes that the City is about to experience. Cindy Harvey, Adm. 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UL CII ca �'� °03 c3 0 >� LO CD N O E O O U N O — E N U _ C + p_) M E L _ cu O O CO O C Q) a) 'L L CD 'E a) ca I_ 3 U •L -a L �— .L c C �NCn/ I.L cO L I(D .0) ��Q// 00 � 00 - 00 00 CD 00 _G 00 Cn -CO T jay o AW T T 0 T T o T T O T T o T T O T T o T R a $ •- Y Y Y Y Y Y Y 0 0 O 0 OO >O 0 U U U U U U U l a a a a n a �3Z a z a z a z a w w �w •' � cU) cU) UZ UZ �Q O O T c Z CB .J c Z CCs - J c Z 75; CII J c Z 0 -i w Q w Q > n - - d' N iV CT CB a Summary of Council Information Requests Not Included in Directives: Priority A Tennis Center Municipal Complex Flood Mitigation Efforts Development Scenarious — Catalfumo (W.C.I.) Greenway /City Entrance Redesign Growth Management Staffing L.D.R. Review /Glitch List Klock Mitigation/D.E.P. Educational Program: County Bond Issue Priority B City Council Procedures For Meetings National Flood Insurance Rating Program Keating Drive Alleyway Monet Substation Landscaping and Shady Lakes Drive Northlake Boulevard Billboard PGA Sod/Irrigation Replacement 5 Year Report Priority C Winn Dixie Issues Washingtonian Palms — Landscape Compliance Re- Checking Micro Surfacing Report Contractual Median Maintenance Trash Collection RFP Priority D City Manager's Performance Evaluation Temporary Trash Cans at Military Trail BH:npf Attachments G BH 183