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11-18-1996 Workshop Agenda J C'tC 'I' I Y ounCI~! Workshop' Meeting November 18,199$ 9:00AM, Executive Conference Room City of Aventura City Council Workshop Meeting 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. AS'1mda ~eview of $10,000,000 Bank loan\Line of Credit Request of Friends of the Miami-Dade Public Library, Inc. Review of Median landscape Concepts H~nging Flower Baskets - Solid Waste Survey- Comprehensive Plan/Economic Development Recreation/Cultural Programs Update. Biscayne Boulevard Petition (Vice Mayor Berger) Government Structure & Boards/Committees Other Business/Reports/Proclamations/Correspondance Next workshop meeting - December 2,1996 at 9:00 A.M. / CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM FROM: City Council _ _( Eric M. Soroka, Ci{( November 15, 1996 TO: DATE: SUBJECT: Ordinance Authorizing $10,000,000 Debt Obligation for land Acquisition and Construction of Facilities 1st Reading: November 19,1996 Council Meeting Agenda Item 'l-A 2nd Reading: December 3,1996 Council Meeting Agenda Item _ Recommendation It is recommended that the City Council adopt the attached Ordinance authorizing the issuance of $10,000,000 debt obligation to finance, on an interim basis, the acquisition of property to be used for parks, government center and police station and the design and construction of such facilities. This Ordinance authorizes the City to obtain a short term bank loan/line of credit. The bank loan would be paid off when the City issues a long term Revenue Bond in the future. Backaround The City Charter Jequires that the City Council authorize the borrowing of money by Ordinance. The City's bond counsel has prepared the attached Ordinance. The Ordinance authorizes the issuance of $10,000,000 in debt. The actual designation of each obligation (Le. bank loan/letter of credit) will be made by Resolution of the City Council. At this time, the City has entered into contracts for the purchase of two parcels of land totaling $6,000,000. The remaining amount could be utilized to purchase a site for the police station, pay for the services of an architect to design the facilities and/or begin construction of the facilities. The debt service will be paid by utilizing Utility Tax revenues. In the unlikely event that the Utility Tax revenues are not sufficient, the City may agree to utilize non-ad valorem revenue to pay the debt service. The Ordinance precludes the City from utilizing ad valorem taxes to pay debt service costs. As previously advised, the City has issued a Request for Proposal (RFP) to obtain a bank loanlline of credit. The bank loan responses are due November 18, 1996 and will be awarded at the December 3, 1996 Council meeting. Feasibility Study Section 4.10 of the City Charter states that the City shall incur no debt unless approved by five Council members and provided the Council has first received and reviewed a feasibility study from the City Manager and Chief Financial Officer of the City concluding that sufficient revenues are available to repay the indebtedness and the funds are being borrowed for a valid public purpose. Budget estimates for 1996/97 indicate that there will be a total of $3,480,000 available from all Utility Tax revenue sources. There are three (3) possible methods that should be addressed as to the availability of revenue to insure debt payments as follows: 1. The bank loan/line of credit of $10,000,000 will be repaid and eliminated at the time the City issues the long term Revenue Bond in an amount in excess of $10,000,000. The estimated annual debt service on a Revenue Bond amortized for 20 years would be approximately $900,000. 2. The annual debt service for the bank loan/line of credit if the City was required to pay interest only is estimated at $600,000. 3. The annual debt service for the bank loan/line of credit if the City was required to pay interest and principal, assuming the same amortization schedule as the Revenue bond method, would be $900,000. Based on the foregoing, it is my professional opinion, as well as that of the Finance Support Services Director, that there are sufficient revenues available now and in the future to repay tire indebtedness. Additionally, we also conclude that use of the funds to acquire real property for a park, govemment center and police station, as well as the design and construction of such facilities, is a valid public purpose. If you have any questions, please feel free to contact me. EMS/tms attachment CC016G-96 ftis CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Council FROM: Eric M. Soroka, DATE: November 4, 1 SUBJECT: Request of the Friends of the Miami-Dade Public Library, Inc. References is made to the attached letter dated November 1, 1996 regarding the Friends of Miami-Dade Public Library, Inc.'s request for the City to donate $30,000 for the Aventura Library Branch. Based on the workshop meeting held this moming, this matter is scheduled for the November 18, 1996 Council Workshop Meeting. EMS/ne Attachment CC0147-96 1ri~ of the ~iam~Jade ~U&[ic li&rary, qnc. November 1, 1996 Via Fax (466-8919) & Mail - 2 pages Eric Soroka, City Manager City of A ventura 2999 NE 191 Street, Suite 500 Aventura, Florida 33180 Dear Mr. Soroka: This letter is to introduce you to the Friends of the Miami-Dade Public Library, the non-profit support group for the Miami-Dade Public Library System, and to tell you about their current initiatives at the Northeast Subregional Library, located at 2930 Aventura Boulevard. Briefly, the Friends was incorporated in 1974 as a non-profit organization seeking public support for the then emerging county library system. Today, there are 31 libraries in the Miami-Dade Public Library System which circulates more than 10 million books per year as well as videos, CDs and other recordings. In addition to circulation, the library system provides free community outreach programs and other services to over 1.6 million people including over 750,000 library card holders. As the Library System falls under a special taxing district, it has strict spending guidelines and on occasion must look to the Friends for the additional monetary support needed to maintain Library excellence. The Friends is a fully volunteer organization which is overseen by a president, vice-president, secretary, treasurer and five trustees. Currently, the Library System's Northeast Subregional Library, due to the high use of the facility by its local residents, is in great need of refurbishing. To that end, the Friends of the Library have begun a matching gifts campaign. Their goal is to raise $75,000 which will enable the Branch to receive new carpeting and chairs throughout the entire facility. This will allow the Library System to handle the air conditioning, roofing, painting, landscaping, and other facility needs. Plans for a new automated computer system are already underway. In support of this ambitious undertaking, Senator Gwen Margolis has approved a $5,000 donation to the Friends of the Library on behalf of Metro-Dade County with the intentions of inspiring similar private and corporate donations throughout the community. The Aventura Joint Council has voted to donate $2,500. The Concerned Citizens have agreed to donate $1,000. Several local businesses have indicated that they too will be donating. Checks have already begun to come from private individuals and of course, the Friends will be holding book sales to raise additional awareness and funds. RECEIVED NUv If -1996 continued ....... Vrt"I""c. vr THE MAIN LIBRARY' METRO DADE CULTURAL CE~fHr.'jffl~E5T FLAGLER ST., MIAMI, Fl 33130-1523 . (305) 375-5017 Friends of the Miami-Dade Public Library November 1, 1996 Page 2 Specifically, this is to request from the City of A ventura, on behalf of the Friends of the Miami-Dade Public Library, a donation of $30,000 to be earmarked for use by the Northeast Subregional Library. In addition to the funds already pledged, this commitment will bring the Friends halfway to their fund raising goal. Please note that any overage of funds raised will go to further building renovations or be earmarked to enhance the Library's collection including books, CDs, computer hardware and software. Naturally, this contribution will be recognized with a press release, identification in the Library Annual Report, in the Friends newsletter, on a Library plaque and at a check presentation ceremony. This is a relationship that the Friends hope will continue to grow each year and one that will send a strong message of goodwill to Aventura residents who need to know that the City of Aventura understands and supports the importance of this invaluable community asset. As an aside, the Friends of the Library at the Northeast Subregional Library have also been busy putting together a book discussion group for adults, as well as a children's reading program where Seniors will be reading to at-risk youth. Again, on behalf of the Friends and the Miami-Dade Public Library, I want to thank you for your support. Please do not hesitate to call me if you have any questions or need any additional information. I look forward to hearing from you. ~ Lainey Brooks Development Officer Ph. (305) 375-5017 Fx. (305) 372-6428 CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Council DATE: November 13,1996 FROM: Eric M. Soroka, City SUBJECT: Hanging Flower Baskets Attached please find the report of the City's Landscape Architect regarding the Hanging Flower Basket proposal. The Landscape Architect does not recommend that the City proceed with these plans for several reasons outlined in his correspondence. I have placed this matter 0 the November 18th, 1996 Workshop Meeting. EMS/mn CC0155.96 CITY OF AVENTURA COMMUNITY SERVICES DEPARTMENT MEMORANDUM FROM: TO: DATE: November 12, 1996 SUBJECT: Hanging Flower Baskets Pursuant to your October 21st memorandum, I have requested O'Leary Design Associates to provide a recommendation regarding the feasibility of installing hanging flower baskets on light poles. Attached hereto is Mr. William O'Leary's recommendations. He does not recommend that the City of Aventura proceed with these plans for several reasons he has outlined in his November 6th correspondence. If I can be of further assistance, please advise. RMS/gf Attachments ....... l.J V - . - -;;;;# II:> I r-I...... .&. 0.:.> _ -=- -=> ....... L.. C. ...... r;.. .&..> C. -= ... .......-... ...... -= -= '-' '-- .".- November 6, 1996 Mr. RoQert M. Sherman Pitector co~u~ity Services Department ~9~9 N. E. 191st street Suite" 1500 Aventura, F~orida 33180 Re: ~an~in9 Flower Baskets ~ventura, Florida Dear Mr. Sherman: P\jflOuantto your request, I have researched the feasiQiJ,ity of at~aching flower baskets on utility poles in Aventura, "and have al$ot!lviewed the brochure on Victoria's hanging baskets. It is my opinion "that this venture has several major problems, for the '''.--.1. .': . . follo,\".I,nq reasOnS: M 8) While victoria's mild and moist climate is a suitable growing environment, Aventura's is not. Our Qlimate is hot, windy, at times quite rainy, and other times extremely dry. In order to maintain brightly flowering seasonal color hanging baskets, systematic maintenance must occur, as follows: 1) Baskets must be watered every other day and many times on a daily basis (Victoria's water tr\.tck roams the streets seven nights a week watering the baskets). 2) Victoria adds soluble fertilizer on a weekly basis to its baskets. " 3) Victoria takes weekly soil samples to determine watering effectiveness. 4) Most of the seasonal color plants in South Florida are not suitable for the high wind conditions which occur IS' -20' above the ground. During windy days, the baskets would show evidence of wind burn on one side making them lopsided. o,,~ f'l.AZ,'. PROFESSIONAL CENTER 8525 SW. 92ND STREET, SUITE Cll MIAMI, FLORIDA 33156 (3051 S96-6096 , MF'MRF'I1C: ()): TI-IJ:" 4UCQlr4J..' <:nru~TV r.c I J...."'"'C'I""Anr.- 4 ",.., "....~....-r.. ,( NUV- ~-~b IHU ~~;~~ U-L~H~T V~b~GN H~QU~ .....-... ~~ Mr. Robert M. Sherman November 6, 1996 paqe two 5) Seasonal color plants will not grow successfully in wind borne salt conditions. C) The USI/Biscayne Boulevard corridor is an FOOT right- of-way. In order to maintain the baskets as defined in Item 'B' above, one lane of traffic will be blocked on a systematic basis, causing a safety hazard and increas- ing liability. In addition, other roadways may have to be blocked causing additional congestion and confusion for visitors, residents, and elderly drivers. D) The fact that these baskets are made with spaghnum moss, undesirable insects, rodents, and pests will be attracted. In addition, these baskets may be an ideal spot for nesting birds and the associated bird droppings. E) '1'0 my knowledge, no municipality in South Florida has attempted a concept of this type. F) This concept may be suited, in very limited numbers, for pedestrian areas in a private development where poles can be lower and the baskets more accessible to maintenance staff. In order to illuminate Aventura's roadways, the poles will have to be of sufficient height to provide the required lighting coverage for a public road. G) The City of Victoria has a full time staff to maintain ana construct these baskets. Aventura would have to subcontract this work and my best estimate for the maintenance cost only would be approximately $100,000.00 per year. In addition, we would have to retain a soil testing laboratory to perform the required weekly soil samples. H) Even though the intent and concept is commendable it may detract from the overall streetscape design, particularly if during certain times of the year (high wind, excess rain, and frost conditions) the baskets appear in poor condition. It. is my opinion that a venture of this type will not ~ successful Unl$sS an extremely high level of maintenance 1s provided and even th~n, I am not convinced that these baskets will ever resemble the City of Victoria. Please let me know if you require any additional information. Very truly yours, WItLIAM A. 0' LEARY, FASLA WAO/cas CITY OF A VENTURA RECEIVED OCT 23 1996 COMMUNITY SERVICE OFFICE OF THE CITY MANAGER MEMORANDUM TO: r 0 Community Services FROM: Eric M. Soroka, City DATE: October 21, 1996 SUBJECT: Hanging Flower Baskets At the October 14, 1996 workshop, the City Council requested that the Landscape Architect provide a recommendation regarding the feasibility of the installation of hanging flower baskets on various light poles. Attached is correspondence from Robert Diamond to Mayor Snyder regarding the details of this project. This matter should be expedited in order that I may report back at the next workshop meeting scheduled for Monday, November 18,1996. EMS/ne Attachment cc: City Council CM0130-96 ~ flJiantrJd 3000 Island Boulevard Ste. 1806 Aventura, FL 33160 (305) 932-4131 Fax (305) 933-9920 October 17,1996 HOIL Arthur Snyder Mayor, City of Aventura Government Center 2999 NE 191 st Street- Suite 500 Aventura, FL 33180 Dear Arthur, The purpose of this letter is to follow up with our recent discussion concerning the possible hanging flower baskets for A ventura. I believe that I now have fairly definitive answers to the issues raised by you, and all answers are positive. You raised four issues, namely, would the flowers hold up well on Biscayne Boulevard, how long would the flowers last, the anticipated care and what would be the approximate cost. There is no question in my mind that the flowers would be absolutely beautiful and a great asset to the comml1nity and a tribute to your administration. I recently received a very warm letter from Joseph Daly, Manager, Park DesignlDevelopment for the City of Victoria, in British Columbia. He has indicated that his city would give us full cooperation in this endeavor. The specialist for information on their hanging baskets is Gord Smith, phone (604) 361-1608. Mr. Yvan Caron is the Acting Superintendent of Parks for Victoria. You really have to see their gardeus to understand the beauty of the city. He also enclosed the brochures on how to make, care and maintain their flower baskets. I am enclosing same herewith for you and with copies for the persons named hereafter. Accordingly, if the project really takes off, we can have the baskets made for us, as hereafter indicated, or we can make them ourselves. I believe that when the residents see the flowers, the-reaction will be most positive. Now as to the issues raised by you. First, as to the issue as to whether the flowers would hold up on Biscayne Boulevard. Rather remarkable, but just yesterday, I was driving on Biscayne Boulevard coming from I 63rd Street to Aventura when I observed a landscape gardening establishment with hanging baskets, somewhat similar to those in Victoria. I stopped in and spoke with the owner, namely "Dick" at Cornell's Nursery, 17091 Biscayne Blvd, N. Miami Beach- phone 947-4454. I told him of the possible project and he was able to answer most of my questions. The flower arrangements were not as varied or attractive as in Victoria, but they weren't intended as such. The flowers that he displayed, however, were quite nice. I told him that I would drop off pictures of the Victoria flower baskets in the next few days, so that he could see exactly what I was referring to. He indicated that making up a varied arrangement would be relatively simple. Second, as to how long the flowers would last. No problem. He advised that he put out the flower baskets with the flower arrangement over two years ago, and with proper maintenance, the flowers would last indefinitely. He plants his flowers in the baskets in September, maintains them, and he does not change the flowers until April or May. In May, he puts in summer flowers which last through until September. He advised that ifwe wanted flowers which would last all year long, that could also be arranged and only maintenance would be required. Dick told me that he serviced Williams Island, and various parts of Aventura. Victoria maintains their flowers with an employee in a watering truck (see enclosed brochure for picture of watering truck). The amount of water would vary with the weather conditions. Please understand that I am not recommending Cornell's Nursery or any other nursery, but I am providing this for informational purposes. It may be that we could do it all on our own, as Victoria does, or perhaps, we could pay for some nursery to start the project to see how it goes and then enlarge it on our own. The options are there. Now, as to the cost. I can only give you rough figures given to me by Dick. I described the hanging baskets. He advised that for the completed baskets (one on each side) complete with the flowers, brackets and installed by him on our existing light poles, etc, would run between $150-200 for the first unit. Obviously, the cost would be less for volume. On the assumption of $150.00 complete, the project would run about $15,000 to put a hanging flower basket (two) on every electric light pole on Biscayne Boulevard. If the work was to be given out, I do not know if a competitive bid would be required, but that is a later issue. I have made a very rough estimate that there are about 100 electric light poles on Biscayne Boulevard, mainly on the eastern side. To put the baskets on the electric poles, of course, would also require the approval of the electric company and DOT. I really can't see any reason why they would reject it, but if they do, then we could consider simply putting up poles at regular intervals. That would increase the cost, but then, less might be appropriate. Significantly, Dick offered to make himself available to you, the Council and the Beautification Committee to answer all questions. From what Dick told me and what I was able to learn from the people from Victoria, our flowers could be every bit as beautiful, ifnot more so, then the Victoria flowers and of course, we would have the advantage of beautiful flowers all year long. We would not have to take them down in winter, as Victoria must do. Last, you spoke to me about possibly serving on the Beautification Committee for this project. I would be most happy to do so, because I believe so strongly that having a beautiful community is important for all of us. You have indicated that Vice Mayor Patricia Rogers- Libert will be in charge of the committee considering this project. I would be most happy to work with her concerning same. Very truly yours, c.c. Hon. Arthur Berger, Beautification Committee c.c. Hon. Patricia Rogers- Libert, Beautification Committee ~fiJ~ 3000 Island Boulevard Ste. 1806 Aventura, FL 33160 (305) 932-4131 Fax (305) 933-9920 September 30, 1996 Mayor, City of Victoria City Hall, Government Street Victoria British Columbia, Canada V8W I W5 Dear Honorable Mayor: My wife and I recently had the extreme pleasure of vacationing in your very fine city. We stayed at the Empress Hotel. We were extremely impressed with the clean1iness and beauty of your city. We also visited your Parliament building. You have a right to be proud of Victoria. While there, I took pictures of your beautiful hanging baskets of flowers on the city light poles. I would like to show same to some of our officials in our new City of A ventura, Florida. It is extremely impressive. It is my underst~ncling that you have a city truck equipped to handle the watering of the flower baskets. When I inquired about the maintenance and care of the flower baskets, I was advised that your city issues a publication intended for municipalities about the flower arrangements and how to prepare and care for same. I would greatly appreciate your sending me a copy thereof, so that I may turn it over to our public officials. I was also impressed with the magnificent flower arrangements in public areas. Is there any publication you have relating thereto? Did you hire a landscape architect or other person specifically qualified for same? It was so exceptional, that imitation would be the highest f011ll of flattery. The City of A ventura is considering acquiring land for a large park. Ifwe could have flower gardens and approach the level of what you have in your city, that would be marvelous. Any assistance on this matter would be greatly appreciated. Kindly respond. I remain, Very truly yours, Robert Diamond c.c. Hon. Arthur Snyder, Mayor of Aventura Hon. Arthur Berger, Councilman, in charge of Beautification Committee. ~ -t:~~JJ~~ A2t-e ~~~ ~ ~~~ ' THE CITY OF AVENTURA OFFICE OF THE CITY MANAGER DATE: Eric M. Soroka, City Amy Erez @ November 15, 1996 TO: FROM: RE: Results of Solid Waste/Recycling Questionnaire Thirty-five Condominium Association Presidents responded to the City's questionnaire regarding solid waste and recycling services they currently receive. The results are as follows: . Are you satisfied with the solid waste/recycling services currently provided to your association? =:> 29 condominiums are satisfied and responded "yes" =:> 5 condominiums are not satisfied and responded "no" =:> 1 condominium, Landmark, did not respond to the question . Do you agree that the current method, whereby each association contracts and negotiates with its own vendor, should remain unchanged? =:> 12 condominiums agree that the current method should not change =:> 20 condominiums disagree and feel the current method needs change =:> 3 condominiums were unsure . Do you feel the City should playa greater role in obtaining services? =:> 22 condominiums agree that the City should playa greater role =:> 9 condominiums disagree with the City playing a greater role =:> 4 condominiums were unsure of what the City's role should be . More economical for City to seek bids and award vendor on associations behalf? =:> 20 condominiums believe the City should seek bids and award vendor =:> 10 condominiums believe the City should not seek bids =:> 5 condominiums were unsure who should seek bids . Suggestions/Comments on the issue include: => City should entertain bids so as to see what they will be paying => Each condominium association should conduct their own business => Combined purchase of such service would result in a better process => City should seek bids only if it is to the advantage to the association both financially and service-wise => Unsure how to break current contract => Worried City's involvement would jeopardize good price and service currently being received => Competitive market maintains high level of service => Favor City's involvement if it results in a substantial savings => City should have its own solid waste collectors and recycling => City should seek open bids and award to a single vendor with a 5 year minimum contract => Feel it is unfair that association unable to obtain bids from other companies; won't compete with other vendors => Support City's involvement if obtain same/better service at lower rate => Suggest a meeting of all associations to discuss bidding process Clearly, the responses demonstrate that the association presidents feel: . satisfied with the services they are currently receiving . the method whereby each association negotiates for its contract needs to be altered (perhaps by altering the City's role in the process) . the City should playa greater role in obtaining solid waste/recycling services . the City should seek bids and award contracts on the associations behalf If there is a condominium in particular that you are interested in I can provide you with a copy of their completed questionnaire. en c .- - u ~ u CI) II: - CI) ... en ea ~ " .- - o tn en CI) en c o ra. en CI) II: e .- ea c c o .- ... en CI) :I a 1i"" '" " .S:! 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I:: '; .... .= m u; u; I:: l- I:: c: 0- ~ '0 '" '" ~ ~ -Ill I ~ '0 1;) ~ '0 0 '" ~I~ "v> ~ -0 '" ~ 00 V> 5 I- V> c.. V> Q)" V> " V> 1;) E l;; V> V> c.. '" '" c.. (.l 1.i! <U~ o E l'l 0", E '" E '" "c.. E E 'S; ~ 1;) l!! 0 .!!!'" E '" '" 0 I:: 'S; E 0 '" Q) '" 0 '" os; .~ 0 w ,!.! 'E c: ,- I:: I~ '" ~ ~ ~ Q) ~ '" ~ .Q .Q ~I~ '" ~ ~ l!::; I~ 'E .<: rl 5 ~ .!!! "t: E '" u E= I:: " I:: I:: I:: 'S ~ > I::.!! t~ t: V> I:: I:: ':i ~ n:i '0 V> Gl ll! ::t 5 "'" 8~ {!!. _0 ~ I:: ~ 0 '" ~ m::; ~ ~ 0", 0 ffi ::;< OlD en ::; c..U w m ...J ::; l- I- en m...J ::; c.. en 0 ::; m CITY OF A VENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Council FROM: Eric M. Soroka, Ci DATE: SUBJECT: Recommendation for Process to Prepare Comprehensive Plan Florida State Statute 163 requires newly-incorporated local governments to prepare and adopt a Comprehensive Plan within three (3) years from the date of incorporation. The preparation and adoption of the City's Comprehensive Plan is an important process that is both time-consuming and data-gathering intensive. In order for the Plan to reflect community values, extensive public input and hearings are required as part of the process. The Local Government Comprehensive Planning and Land Development Regulation Act requires each Plan to contain the following elements: 1. Capital Improvements 2. Future Land Use 3. Traffic Circulation 4. Sanitary Sewer, Solid Waste, Drainage and Potable Water 5. Conservation 6. Recreation and Open Space 7. Housing 8. Coastal Management 9. Intergovernmental Coordination In addition, a City may adopt additional optional elements. The City should consider adopting redevelopment and economic development optional elements to address certain areas of the City of interest to the City Council. The Plan and its elements also contain policy recommendations for the implementation of the Plan and all its elements. All elements of the Plan must be based upon data appropriate to the element. Goals and policies must be clearly based upon appropriate data. Many of the Plan elements are inter-related. Memo to City Council November 17,1996 Page 2 Before the City can address full scale land use amendments or redevelopment issues, it is important that the Plan is in place. To insure that the City meets the established timetables and a professional and effective Comprehensive Plan is produced, the following preparation process is recommended: 1. Designate Planning Board to assist in Plan preparation or create two sub- committees, as follows, to widen citizen input: Infrastructure Committee Capital Improvement Element Sanitary Sewer, Solid Waste, Drainage and Potable Water Conservation Recreation and Open Space Coastal Management Growth Manaoement Committee Future Land Use Traffic Circulation Housing Intergovernmental Coordination Economic Development/Redevelopment 2. Obtain services of Planning Consultant to coordinate activities and preparation of the document. 3. Conduct "visioning session" with City Council, staff and committees to formulate overall goals and City vision prior to Plan preparation. _ 4. Hold a series of community meetings throughout the City to obtain input and public involvement in the Plan preparation process. The process should begin in April 1997 in order to allow the necessary time to complete the Plan in a timely manner. Once completed, the Plan must be submitted to the County, Florida Department of Community Affairs and the South Florida Regional Planning Council for review. EMS/tms CC0161-96 Comprehensive Plan Elements 1. Capital Improvements Element The Comprehensive Plan must include principals and guidelines for the construction, extension and increase in public facilities, estimated public facility costs, locations and appropriate revenue sources, and standards to ensure the availability of public facilities. Rule 9J-5 states that the purpose of the capital improvements element is to: 1) evaluate the need for public facilities identified in the other comprehensive plan elements and defined in the applicable definitions for each type of public facility; 2) estimate the cost of improvements for which the municipality has fiscal responsibility; 3) analyze the fiscal capability of the municipality to finance and construct improvements; 4) adopt financial policies to guide the funding of the improvements; and 5) schedule the funding and construction of any improvements in a manner necessary to ensure that capital improvements are provided when required, based on needs identified in the other Comprehensive Plan elements. The element shall also include the requirements to ensure that an adequate concurrency management system will be implemented by municipalities. 2. Future Land Use Element A future land use plan element shall designate the proposed future distribution, use and location of land for residential uses, commercial uses, industry, agriculture, recreation, conservation, education, public buildings and grounds, and other public facilities. Future land use pattems are to be depicted on the future land use map or map series within the element. The future land use plan shall be based upon surveys, studies, and data regarding the area, including the: 1) amount of land required to accommodate anticipated growth; 2) projected population of the area; 3) character of undeveloped land; 4) availability of public services; and 5) need for redevelopment 1 3. Traffic Circulation Element This plan element shall consist of the types, locations, and extent of existing and proposed major thoroughfares and transportation routes, including bicycle and pedestrian uses. It should be noted that municipalities with a population greater than 50,000 require additional transportation-related elements, dealing with mass transit, off- street parking, etc. The purpose of the traffic circulation element is to establish the desired and projected transportation system in the jurisdiction and particularly to plan for future motorized and non-motorized traffic circulation systems. Future traffic circulation systems are to be supported by goals, objectives and policies, and are to be depicted on the proposed "traffic circulation map or map series" within the element. 4. Sanitarv Sewer. Solid Waste, Drainaae, Potable Water and Natural Groundwater Aauifer Recharae Element The local comprehensive plan must contain a general sanitary sewer, solid waste, drainage, potable water and natural groundwater aquifer recharge plan. The purpose of this element is to provide for necessary public facilities and services correlated to future land use projections. Among other data and analysis requirements, the element shall contain one or more policies for each objective addressed in the element which address implementation activities for: 1) establishing priorities for replacement, correcting existing facility deficiencies and providing for future facility needs; 2) establishing and utilizing "level of service standards" provided by facilities to ensure that adequate facility capacity will be provided for future development; 3) establishing and utilizing potable water conservation strategies and techniques; 4) regulating land use and development to protect the functions of natural drainage features and natural groundwater aquifer recharge areas; and 5) establishing water quality standards for stormwater discharge. 5. Conservation The local Comprehensive Plan must include elements for the conservation, use and protection of natural resources, including: water, air, water recharge areas, wetlands, waterwells, marshes, soils, beaches, shores, flood plains, rivers, bays, lakes, harbors, forests, fisheries and wildlife, marine habitat, minerals and other natural resources. The purpose of the conservation element is to promote the conservation, use and protection of natural resources. Among other requirements, the element shall contain: 2 1) one or more goal statements which establish the long-term end toward which conservation programs and activities are ultimately directed; 2) one or more specific objectives for each goal statement which address the requirements of the Act, and which: a) protect air quality b) conserve, appropriately use and protect the quality and quantity of current and projected water sources and waters that flow into estuarine waters or oceanic water, c) conserve, appropriately use and protect minerals, soils and native vegetative communities, including forests, and d) conserve, appropriately use and protect fisheries, wildlife, wildlife habitat and marine habitat. The conservation element must also include policies addressing the protection and conservation of wetlands. 6. Recreation and Open Spaces A recreation and open spaces element of the local Comprehensive Plan must provide for a comprehensive system of public and private sites for recreation, including: natural reservations, parks and playgrounds, parkways and public access ways, open spaces and other recreational facilities. The purpose of this element is to plan for a comprehensive system of public and private recreation and open space sites which are available to the public. 7. Housina A housing element of a local Comprehensive Plan must consist of standards, plans and principles to be followed by any public or private entity (including the state and federal govemments) in the: - 1) provision of housing for all current and anticipated future residents; 2) elimination of substandard dwelling conditions; 3) structural and aesthetic improvement of existing housing; 4) provision of adequate sites for future housing, with supporting infrastructure and public facilities; 5) identification of historically significant and other housing for purposes of conservation and provision for relocation housing; 6) formulation of housing implementation programs; and 7) creation or preservation of affordable housing to minimize the need for additional services and avoid the concentration of affordable housing only in specific areas. 3 The Department of Community Affairs shall conduct a needs assessment to assist municipalities in housing data collection and analysis and assure uniform and consistent information. Each municipality shall use this assessment as one basis for the housing element. 8. Coastal Manaaement For those "units of local government abutting the Gulf of Mexico or the Atlantic Ocean, or which include or are contiguous to waters of the state where marine species of vegetation constitute the dominant plan community," a coastal management element must be included in the local Comprehensive Plan. The purpose of the coastal management element is "to plan for and where appropriate restrict development activities where such activities would damage or destroy coastal resources, and protect human life and limit public expenditures in areas that are subject to destruction by natural disaster." 9. Interaovernmental Coordination A municipality's Comprehensive Plan shall be coordinated with the Comprehensive Plans of adjacent municipalities, the county, adjacent counties and the region. IN preparation of the local Comprehensive Plan, the goveming body shall include a specific policy statement indicating the relationship of the proposed development to the Comprehensive Plans of adjacent municipalities, counties, etc. 10. Transportation Element A municipality which has all or part of its jurisdiction included within the urbanized area of a metropolitan planning organization (MPO) shall prepare and adopt a transportation element consistent with the provisions of the Act and Rule 9J-5019. FAC. Rule 9J- 5.019 states that the transportation element shall replace the required plan elements of: traffic circulation; mass transit; and ports, aviation, and relateq facilities. Within a designated MPO area, the transportation element of the local Plan shall be coordinated with the long-range transportation plan of the MPO. "The purpose of the transportation element shall be to plan for a multimodal transportation system that places emphasis on public transportation systems." 4 CITY OF AVENTURA MEMORANDUM FROM: er /I~ /".. er~ TO: DATE: November 7, 1996 SUBJECT: Petition to City Council I am in receipt of the attached petitions addressed to the City Council signed by many residents of Aventura expressing their concern over accidents on Biscayne Boulevard and requesting the retention of a professional engineering company. Please direct a copy of the petition to the City Council and, in particular, to Councilmember Ken Cohen, as liaison for transportation. Kindly place this matter on the next workshop agenda. AB/tms attachment Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. PRINT NAME TELEPHONE # ,IV) ~ ~(-It3\gz -J h CZfvJ Y70 tl 'j- tJcXftJ 9 3>/..-~2 fO ~\- ~ \ \0 3s?'~ ~Yf"J 932...- 3.)~/1.5 _ SIGNATURE 1J~~ Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. PRINT NAME TELEPHONE # SIGNATURE ~ 01:.<"4/:') ~\ /) ~iJL j..; /'" (;1 " "> <)iJ /'c-~~cP ( ,,> ,) ~ ,~t.fy }fa rr ) e t C 13f"'o LV Vi ~ .~~~~~ (J L..1 i I2c (( c I C if i'So r w.D<. V\. 3,5) /:;) 10 ?fi' 10 7' 9~)1K '1J L,j 'LJ ( ~)A&~t ~~ , ~ '-L// /9 '-7' ~/ L~3~ / 5JA - r0-2D 1') l. J-..~ ~l Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. ff ;WAftiJ /'1'1 f!.Afll/srfilA5 TELEPHONE # SIGNATURE PRINT NAME ~~~~~ , 93/-nV3 j)~NIS WIr'l~teAd ~n ANJ..o;J JA~f~ Ide.{ ;:;.~ /( e /J~':h hru i([iJ 01 r' -: 17/'>r /tJL 'r:: L- /3- L S " Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. ( We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. PRINT NAME TELEPHONE # Yr. ",,, J oR. M i\ ~! t: N C /...'0 I l " 31 (jJ 8'J 'l~v // An' x i:;t.: .'., /\~ 11....- t3..\ " .....~ ' . , ",~ '. l/ ~. ',/ '.. - i' r,d../'" "/'/ 5~JL , h '(1/ /--,f j/']J Ii H / (2/((1" /--/ . 1~/~~tfl'f ~O SAC//); 7370-)8'/ .LJavl/ // /!~(". ,<' , (1' ',' ~ :/ /v , \," S ! .~. - .,,-, 1-.0 LGRHA /,/ VAIL -S;\~\ . \1 L 9 3 :;. h cr 7 CZ .r 1..,:,' (C!.C(,c O{l\y:: ,1. - l.: J)/T H 5/1 u .;J.., I i If :J\-~01~ j <...-::. ,~1."__C_L/~_ ", ,", (_ I . L,/ ~,-L,: ----.,/ ( ~ ~~ :! cL / ' _-<. tr-t--".....-c C') '---.. ) (:;1 {/-- ] ,-,' ::> . c:->'~ / V ;; , '. (: (. . , .' /" ' I'J'>-" \ , , -,',<j. <' . ~- '7M fAI't-t,,0A----- 71/3/8/ v Petition to the Aventura City Council . We, the undersigned, ask that, without delay, that the City of Aventura IIsk l\ilher the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during Rny recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. c(P!illIT~ ~ J.-! f-lRJQ."'I~'13AYL'J jJrvt",J;l/ l~k1A ~o a~--;-;[U 13~'-fI.v{ ,-EL .Jtc SIGNATURE ';~~::;:;~-;.:~ Iff"'!! 6:~4p{,-' ~/ (~/~ I 'to I ( tS (-S 6 'r'f IV E i3i. vb ~ {/3/ -)J1d ( --- ./ /f'o3f tJifC ;'U/;J-Jr4~/LP.-/~ I5/St:. M)..u,) ~~ q 12-~(J)..( ._ WA-NDA 'DFANtF . ,(/ V tJ~- IJ tl/ ( 1Ji" 6~3 ?3/~/dY Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. PRINT NAME TELEPHONE # SIGNATURE -=----~~ / /~, . .f';/~/ :I "",U" it/lIT c)ok~ ~~ Caq/-f-"I...fZ //./t'd; ',,,J. S)//J!/ r f3? (<J(.?/ '1) ,;: J~A~r q~-;;"1..J07 / '13/-64(9 Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come back with recommendations which will help reduce future accidents. We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, and 6. ~ ~~:-\l'" 1<11,~J P ~ CJ-{tj4Z' LClr:fC- L. Wt:/SS epL pi-4 LcweHT#AL <;':ore,,",&> (='Lnr>'lG->!3,t1u".., ~kl..Ai 'i&1~~S rq....ri ., iC"A'/.b.',i 1/ 1'60; ) \13(-~3 q~\ - '?Clbo Iv{ (tV mb~JIc.A: Cj3/-3SJ35 ~~uRI... /J1Zl>/t//c/r '.3/- 3f?.f3 Cf .3..2 - bD 67 32 -t,.O.b 7 71f I nr 1"" sfzJk t<.'l >':J~ .. 3#'{" ')..- 9307 - S-) 0 915-':'- (,00,j is Lv D. SIGNATURE ::;, 1.-"-:8/(.: ,~'C- ......" ., hdV . tc u ~ t.::' L );~< ~-!-t ~~ .~ LJbl3~'/8 &.5 ~~ Petition to the Aventura City Council We, the undersigned, ask that, without delay, that the City of Aventura ask either the City Manager and/or the Traffic Committee to hire a Professional Engineering Company to review the accidents which took place on Biscayne Blvd. in Aventura City during any recent year, and come- back with recommend~tions which will help reduce future accidents. ~ We ask that this be done immediately so as not to delay the widening construction on Biscayne Blvd. for Plans 4, 5, lll1d 6. PRINT NAME TELEPHONE # SIGNATURE I\HiA j31::'1(/::rV,1AvY\1' r <;I,H r oR 931-foLf'fv "7 . / ~-tL<--~ 4. <-.o---t-_____ . h .'"/ ~ ~. /?L;:Z;~ /?ceC/;~ ./ k, .-.-,u /I:,p en7 -/t,11/ ...... / I ~I ~([j :z. -z. Government Structure The City Manager form of government is based on the premise that the responsibility for policy rests with the City Council and the responsibility for daily administration and execution of policy rests with the City Manager. In order for this form of government to be effective, a team-like atmosphere between the City Council and administration must be developed. The Council/Manager structure is similar to a private corporation as it emphasizes that the government operates as a business. The structure of Aventura's government reflects this concept. A comparison is shown as follows: Establish Policy Public Sector Private Sector City of Aventura Residents City Council ABC Corporation Stockholders Board of Directors Administration & Implementation City Manager Department Directors Chief Executive Officer Department Heads Organization Chart CITY OF AVENTURA ,.~:::::n~=~ City Council ~.. City Clerk " "..d .__. .... '. ...._.... City Manager Legal Services Adminis tion Budget P paration Customer, ervice Minutes Records Retention Clerical Support Communtty Development Department Flnancel Support Services Department Commun.ity Services Department Police Patrol Community Relations Criminal investigations Traffic Enforcement Emergency Preparedness Fire/Rescue Planning Zoning Building Inspections Code Enforcement Economic Development Occupational Licenses Finance/Accounting Purchasing Risk Management Information Management Personnel Community Facilities Parks/Beautification ROWlMedian Maint. Public Works Mass Transit Special Events Recreation/Cultural ~ CITY COUNCIL The City Council is the governing body of the City and is comprised of seven members including the Mayor selected by the residents. The City Council is responsible for adopting policies of the City, considering and adopting Ordinances and Resolutions and approving the Annual Operations Budget and Capital Improvement Program. In addition, the City Council approves all formal bids, plats, special exceptions, land use amendments and variances to the Zoning Code. The Mayor presides at all Council meetings, acts a head of the City government for ceremonial purposes such as the execution of official proclamations and City Ordinances and Resolutions. The Vice Mayor acts as Mayor during the Mayor's absence or disability. The City Council meets the first and third Tuesday of each month. In addition, the Council may meet at separate meetings to review the Budget, Capital Improvement Program or in workshops to discuss issues of concern to the Council. In order to uphold the integrity of the Council/Manager form of government, the Charter specifically prohibits the Council from becoming directly involved in the administrative affairs of the City. Section 4.02 of the City Charter states that the Council will seek all requests, inquiries or actions of City officers and employees through the City Manager's office. The Councilmembers and its members shall deal with the administration solely through the City Manager and neither the Council nor any members thereof shall give order to, nor make requests of, any of the subordinates of the City Manager either publicly or privately. The specific sections of the charter are as follows: Section 4.02. Prohibitions. (a) Appointment[s] and removals. Neither the Council nor any of its members shall in any manner dictate the appointment or removal of any City administrative officers or employees whom the Manager or any of hislher subordinates is empowered to appoint, but the Council may express its views and fully ~d freely discuss with the Manager anything pertaining to appointment and removal of such officers and employees. (b) Interference with administration. Except for the purpose of inquiries and investigations made in good lilith, the Councilor its members shall deal with City officers and employees who are subject to the direction and supervision of the Manager solely through the Manager, and neither the Council nor its members shall give orders to any such officer or employee, either publicly or privately. It is the express intent of this Charter that recommendations for improvement in City government operations by individual Councilmembers be made solely to and through the Manager. Councilmembers may discuss with the Manager any matter of City business; however, no individual Councilmember shall give orders to the Manager. CITY MANAGER The City Manager is appointed by the City Council for an indefinite term and acts as the Chief Administrative Officer of the City's governmental organization. The City Charter lists the duties and responsibilities of the City Manager. The Manager directs the functions of the City operations through several major departments and provides recommendations to 2 the City Council on policy issues. He is empowered to hire and remove all city employees. Other important functions include the preparation of the Annual Budget, Capital Improvement Program, implementation of Council Policy, oversee purchasing activities and responding to citizen complaints or questions. As the City's Chief Executive, the manager is responsible for the ongoing daily activities of the City. 3 DUTIES OF COUNCILMEMBERS An individual assumes many duties and responsibilities upon becoming an elected official. The City Council collectively is responsible for establishing policy, adopting the City's Budget and providing direction to the City Administration. Council members provide public leadership, represent the City at various occasions and communicates with constituents about various ideas. The following outline is a brief description of the various duties and role of a Council member. The description is not meant to be exhaustive; rather, an effort has been made to summarize the primary responsibilities of a Councilmember. I. A. B. C. D. E. F. G. II. A. B. C. III. A. B. C. D. E. IV. Establish Policy Approves the Operating and Capital Improvement Program Budgets upon presentation by the City Manager. Approves the City's Comprehensive Plan. Approves Land Use Plan, Zoning Ordinance, Zoning and/or Land Use revisions. Approves the awarding of contracts in excess of $15,000 based on formal bid process and City Ordinance. Approves contracts and/or Agreements Makes appointments to the various Boards of the City. Approves ordinance establishing laws and policies. Direction to Administration Hires City Manager, City Clerk and City Attomey. Provides direction to City Manager, City Clerk and City Attorney. Reports complaints and/or requests for information to the City Manager and follow-up if necessary. Provide Public Leadership Decision making Study problems Reviews alternatives and recommendations Decides on best course of action Attends various city functions Represents City A. B. C. Florida League of Cities & Dade County League of Cities Dade County Commission State Legislature 4 POLICY FORMATION 1. Individual Councilmember proposes legislation, government program or policy. 2. Discuss proposal with City Manager to determine initial pros and cons and financial implications. 3. Place on City Council Agenda as "Discussion item" to obtain approval of the concept by a majority of the Council. Council may request City Manager to review and report back with recommendations. 4. Legislation is prepared by City Administration and/or City Attorney for presentation at Council Meeting. LEGISLATIVE ACTIONS I. ORDINANCES An Ordinance is a law enacted by a City Council, prescribing a general and lasting rule for persons or things within the City boundaries. It is the most authoritative act of which the Council is responsible for and is usually reserved for cases involving long term policy. Some examples are the Comprehensive Zoning Code, Budget, Adoption of revenue sources and Political signs. A. Adoption of Ordinance 1. Presentation to City Council 2. First Reading at Council Meeting 3. Second Reading at next meeting requires a Public Hearing to obtain Citizen input and publication in the newspaper in the Legal Section. 4. Upon passage and execution by the Mayor the Ordinance is codified and placed in the Code of Ordinances. II. RESOLUTIONS Resolutions are commonly used for administrative items such as authorizing the City Manager to execute contracts and agreements, authorizing budget amendments, expressing public positions, and approving plats. 5 III. MOTIONS Motions are used to direct the Administration to take certain action or review and report. IV. DISCUSSION ITEMS Discussion items are placed on the Agenda by a Councilmember to discuss an issue with the entire City Council for further action. 6 RELATIONSHIP TO CITY BOARDS The City Charter specifies how boards are established and that they report to the City Council. Section 3.11. City boards and agencies. Except as otherwise provided by law, the COWIcil shall establish or terminate such boards and agencies as it may deem advisable from time to time. The boards and agencies shall report to the COWIcil. Members of boards and agencies shall be appointed by the Mayor subject to the approval of the COWIcil. City Boards should function independently and provide recommendation to the entire City Council and City Manager. Careful consideration should be taken before a board is established. Every Board should have a stated purpose that fits into the framework of City government and provides a link between the citizenry and the elected officials. A vision of the City's general policy direction with a focus on specific responsibilities of an individual board is necessary for an effective process. The establishment of Boards have an impact on staff. The staff liaison normally serves as the Council's representative to the Board. Staff members provide technical and administrative assistance to the board as follows: . Provide initial orientation and continuing education for board members. . Supply background information on agenda issues. . When requested, make recommendations. . Attend meeting in a non-voting capacity. . Inform board members of City Council action. . Take and distribute minutes and provide notification of meeting dates. When boards are successful, it is because the members and staff have a clear understanding of the board's purpose and they work together to achieve that purpose. How It Works 1. City Council -adopts Ordinance establishing Board, which at a minimum includes membership requirements and duties of the Board. 2. Staff is assigned to Board and orientation session is held. 3. Board holds meetings, reviews policy issues and other matters under its jurisdiction and makes recommendation to the City Council. 4. The staff is utilized as the communications conduit between the Board and Council to facilitate the flow of information. 5. The Board Chairperson may make special presentations to the City Council. Advisory Board Do's and Don'ts -See Attachment Sample Orientation Materials-See Attachment 7 ADVISORY COMMITTEE DO'S AND DON'TS DO: 1. Clearly define your charge to the committee (many committees flounder and fail because of the lack of a clear charge or any specific charge at aliI. 2. Give a specific time limit for single purpose committees and discourage extensions. 3. Select the best possible members for your committees, considering factors such as sex, race, geography, expertise, and others you deem important for proper balance. 4. Provide staff support if at all possible. In smaller communities and counties, citizen advisory groups have sometimes been successful without assigned staff support, but that pattern seems to be increasingly rare. 5. Define the relationship to the staff. Involve your manager in deciding how to structure the advisory committee, assign its work, and staff it. Ask his/her recom- mendations on what to do about the committee's advice. 6. Provide orientation and training for new committee members. Unless they're already specialists, they'll need help in understanding their assigned subject area and will also need to understand the relationship of the assigned field to the governmental agency as a whole. 7. Develop a work program for the committee for the term of their work or have the committee prepare one for their use and yours. 8. Evaluate the work of the committee (or the committee can do this). 9. Maintain good communications with all of your advisory committees. As part of this effort each committee should send regular reports of its activities to the legislative body. Periodic meetings between the legislators and the individual committees can also be quite helpful. 10. Abolish and thank committees when their work is done. DON'T: 1. 2. Neglect your advisory committees. Ignore their advice on a regular basis or good people will decline to serve on the committees. 3. Let the advisory committee capture the staff. In some jurisdictions by default or evolution, the advisory boards dominate their staffs, thus removing them from the effective control of the central executive whether that person is elected or appointe~. Go overboard in appointing large numbers of committees in the name of responsiveness and citizen participation. Some jurisdictions have established committees on practically every governmental topic one could imagine. The usual result is conflict between committees with overlapping jurisdictions, a lack of staff to give adequate support to the committees, and a tendency for the legislative body to ignore much of the work of the com- mittees since they are simply overwhelmed with the volume of reports coming in. 4. 5. Jump into the compensation of committees without thorough study and a long range plan or you'll probably get burned. 4 Establishing Effective Citizens' Advisory Committees 13 . APPENDIX F: SAMPLE ORIENTATION MATERIALS-ANIMAL MATTERS BOARD, CITY OF ROCKVILLE, MARYLAND o The following information is provided to new members of Rockville, Maryland's permanent Animal Matters Board, established following the recommendations of a citizens' advisory committee appointed to rewrite the city' 5 animal control ordinance. Purpose ot the Animal Matters Board The Animal Matters Board was created by city ordinance. Division 2 of Chapter 3 of the Rockville City Code states the following: Sec. 3-91. Established. There is hereby established a City Animal Matters Board. Sec. 3-92. Members. (a) The Animal Matters Board shall consist of three (3) members appointed by the Mayor and Council, one (I) of whom shall be appointed chairperson by the Mayor, sub- ject to confirmation by the Council. In addition, there shall be one (1) alternate member who shall be empowered to sit on the Board in the absence of any member of the Board. In the absence of the alternate, the Council may designate a temporary alternate. (b) At least one (I) member of the Board shall be a veteri- narian or shall have training and/ or experience in the proper training and care of animals. (c) The term of each member shall be three (3) years, or until a successor takes office. Sec. 3-93. Powers, duties, responsibilities. The Animal Matters Board shall: (1) Mediate petitions and other matters referred to it as provided in this chapter; (2) Provide written recommendations to the Chief of Po- lice as may be requested regarding permits to own exotic animals; (3) Provide written recommendations to the Animal Re- view Official as may be requested; (4) Provide education and counseling on responsible own- ership, maintenance ana treatment of animals; (5) Provide advice and recommendations to the Mayor and Council on matters related to the care, training, mainte- nance and regulation of animals within the City; (6) Exercise any other authority conferred upon it by this chapter. ' e Members' General Responsibilities The most fundamental and important responsibility of each board member is to regularly attend and participate in the hearings. One member of the board must be a vet- erinarian or have training and/ or experience in the proper training and care of animals. The other board members are not expected to be specialists. The Mayor and Council are more interested in receiving input from the "average" citizen. What is most important is your willingness to serve and provide input on the many important issues which come before the board. Meetings The Animal Matters Board meets on alternate Tuesday nights depending on case-load needs. Meetings are usu- ally held at City Hall in the Police Department Roll Call room. Most meetings last approximately one hour. Quorum Requirement: A quorum-a majority of the total board-is necessary in order for the board to conduct of- ficial business, take action on motions, etc. Attendance Board members are asked to regularly attend all meetings. Excessive absenteeism, excluding illness or necessary travel, is cause for removal of a board member. Three un- excused absences will be considered as a resignation from the board. Board members should notify the staff liaison or chairperson of planned absences prior to the meeting missed. Length ot Term-Reappointment Board members are appointed for three-year terms and may apply for re-appointment. Members will be notified by the City Clerk's office of their term expiration sixty to ninety days in advance. Those who wish to apply for an- other term may do so by informing the City Clerk. Compensation Board members serve on a volunteer basis without com- pensation. Communications A briefing packet will be mailed or delivered to each board member a few days prior to each meeting. This packet contains all pertinent information pertaining to the sched- uled hearing. Board members are encouraged to contact the Mayor and Council at any time with specific concerns, issues, or questions. When contacting the Mayor and Council it is important for board members to clarify whether they are expressing personal concerns or opinions, or represent- ing the majority or consensus of the full board. Reporting Relationship~-Mayor and Council, Board, Staff The Animal Matters Board reports directly to the Mayor and Council. Communications back and forth most often are routed through the City Clerk's office or the staff liai- son. The board communicates with the Mayor and Coun- cil via memorandum, or face-to-face in work sessions or at drop-in sessions. The staff liaison serves as the Mayor and Council's rep- resentative to the board, through the City Manager. The staff liaison is responsible for keeping the City Manager and the Mayor and Council informed of all board activi- ties and decisions. Board members and the staff should nurture a shared sense of purpose and work in concert. The staff liaison is assigned to assist the board in many ways (see section below). but is not a subordinate of the board. While the board does not have the authority to issue direct orders to the staff for project work, reports, budgetary decisions, etc., such tasks are often undertaken on a mutually agreed basis. If consensus cannot be achieved on the need for a particular project the board desires, this should be com- 14 Management Information Service municated to the Mayor and Council, who may at their discretion direct the staff to produce the report. In actuality, in the interest of getting the important work of the board done, and to best serve Mayor and Council's needs, communication goes all ways. The board and the staff make every attempt to reach consensus on most issues, and communicate that consensus to the Mayor and Council. Here is an "organization chart" which perhaps best por- trays the reporting relationships among the board, Mayor and Council, and the staff. Mayor and Council /~ CllyClerk City Manager / ~ Animol Ma"ers Board . Chief of Police Work Sessions The Mayor and Council hold annual work sessions with each board and commission, as well as other meetings when circumstances dictate. These work sessions serve as opportunities for open dialogue regarding matters of mutual concern and to address issues which may have budgetary or policy impacts. Meeting Minutes Minutes of all meetings will be taken by the staff liaison or his or her designee. Minutes provide an important record of board actions and serve as a communication tool, keeping the City Manager, City Clerk and the Mayor and Council informed of the goings on at meetings. The Mayor and Council have directed that boards' and commissions' meeting minutes be prepared in a succinct format. Minutes are to primarily record the actions of the board..When recording discussions in which no motion is made, the general consensus arising out of the discussion is recorded, along with recommendations for future ac- tions, and who is responsible. Board members who desire more detailed records of discussion points are encouraged to take their own notes. Chairperson's Role The chairperson is appointed to a one-year term by the Mayor. Usually the chairperson position is rotated after one or two years, so that different members have the op- portunity to serve in this role. Here are some examples of the special duties and re- sponsibilities of the chairperson. . Leads meetings. Ensures that meetings begin and end on time. Most board and commission meetings are run under Robert's Rules, some more formally than others. . Plans meeting agendas in cooperation with the staff liaison. . Encourages participation by all members at meetings. . Serves as a primary contact to the City Clerk's Office, staff liaison, and the Mayor and Council. Keeps the City Clerk and Mayor and Council abreast of important issues or problems with the board. . Makes recommendations to the Mayor and Coundl for ap- pointments and re-appointments of members to the board. A separate section in this notebook provides more de- tailed discussion of the chairperson's role [not included in this MIS report-Ed.]. The Role ot the City Manoger's Office The City Manager's Office coordinates all staff activities for the boards and commissions. The city manager is rep- resented at all board and commission meetings by a staff person who is appointed by and responsible to the city manager, through the appropriate department head. The staff liaison's principal role is to provide technical sup- port to the board and to facilitate the flow of information between the Mayor and Council and the board. He or she is also responsible for keeping the city manager informed, through the department head, of all board activities. (See section below on the Role of the Staff Liaison.) ~ The Role ot the City Clerk's Office A U The City Clerk's Office coordinates many member activi- ties, communication to and from the Mayor and Council and citizens, as weB as board appointments. The Clerk's Office provides information and interpretations on the role of board members, commission operating policies, ap. pointment procedures, and other questions which arise. Official minutes of meetings and other records are also kept by the Clerk's Office. The City Clerk will keep the board and staff liaison abreast of membership activities by providing copies of all relevant correspondence. A directory of elected and ap- pointed officials and members of all boards, commissions, and committees is also maintained by the City Clerk. The most recent copy of this directory is included [not included in this MIS report-Ed.]. The Role ot the Staff Liaison The Chief of Police serves as the staff liaison to the Ani- mal Matters Board, and is responsible for assisting the board, committee, or commission in a variety of ways. Responsibilities include: . Assists in developing the monthly meeting agendas. . Informs the members of items of special interest (peri- odicals, etc.). . Ensures the board's work complements community goals and that the board remains focused on its mission. . Provides information on Mayor and Council agenda items or decisions that are of interest to the hoard. . Provides information on agenda items and issues under consideration by other boards and commissions, which may be of interest to the board. J! ~ v o a Establishing Effective Citizens' Advisory Committees 15 . Researches and provides background information and analysis on issues under consideration by the board. . Drafts letters, memorandums, and other items of com- munication, as requested by the board. . Provides for technical assistance - meeting minutes, copying, requesting information from other City depart- ments, etc. See separate section which further details the Staff Liaison's role [not included in this MIS report-Ed. I. Budget The Animal Matters Board does not have a budget. Public Ethics Ordinance Chapter 16, "Public Ethics," of the Rockville City Code requires that members of the boards and commissions dis- qualify themselves from participating in any decision or recommendation by which they, their immediate family, their business associates, or a business entity in which they have an interest would be directly and economically im- pacted. In addition, such individuals are required to file a written statement with the City Clerk disclosing any in- terest or employment, the holding of which would require disqualification from participation, sufficiently in advance of any anticipated action to allow adequate disclosure to the public. Board and commission members must disclose in a statement filed with the City Clerk receipt of gifts during the calendar year in excess of twenty-five dollars in value or a series of gifts totaling one hundred dollars or more from entities doing business with the City. Questions or issues of ethics which arise during a member's term should be referred to the staff liaison or the City Clerk for clarification or guidance. Lobbying Recommendations for lobbying efforts are to be referred to the Mayor and Council for review and approval. Training At the request of members, or at the suggestion of staff, a variety of training opportunities can be made available. Some boards have brought in a trainer, others have taken advantage of video tapes. Examples of types of training sessions which have been requested are: . How to run an effective meeting . Group dynamics . Robert's Rules Training sessions can also be arranged to cover techni- cal subjects or issues important to the board's work. Sug- gestions for training should be forwarded to the staff liaison or City Clerk. Open Meetings Law The State of Maryland has a strong and comprehensive Open Meetings Law. The legislative policy of the statute declared that: "It is essential to the maintenance of a democratic society that, except in special and appropriate circumstances. . . public business be performed in an open and public manner; and. citizens be advised and aware of. . the performance of public officials; . . . the deliberations and decisions that the making of public policy involves." The law requires public bodies meet in open session when performing an advisory, legislative, or quasi-legis- lative function. This law fully applies to Rockville's advi- sory boards and commissions, including the Animal Matters Board. A public body may only close a meeting for one or more of the fourteen enumerated reasons and must limit the discussions to those topics (see appendix) [not included in this MIS report-Ed.]. In general. both State law and City policy dictate that Animal Matters Board meetings should be open to the public in nearly all situations. The board is urged to seek the advice of the staff in any situa- tion where closing a meeting is being considered. NORTHEAST REPORT 1 L FACILITIES EXPENDITURES - NORTHEAST AND CORAL GABLES LffiRARlES (1994, 1995, and 1996) NORTHEAST: . 1994 1996 CORAL GABLES: 1994 1995 1996 . AlC placement (small unit, 7.5 ton) AlC replacement (large unit, 90 ton) Auditorium lighting Reference Desk Partial re-carpet Roof repairs Upgrade Electricity & New Lights Fix Bridge Paint InteriorlExterior (underway) Total: Refinish Doors Film Windows, replace drapes Reference Desk Roof Repairs AlC Pump Repair Fountains Repair Coral Steps Trim Trees Augment Lights Remove Energy - Management System $ 25,000 $142,000 4,200 18,000 2,000 840 62,000 19,000 }O,OOO $293,040 $ 3,000 15,100 18,000 1,120 300 4,800 3,000 3,900- 9,100 3.800 Total: $ 62,120 II. $3 MILLION OF UNBUDGETED FACILITIES NEEDS. 31 LIBRARIES. 2 NEXT 3 YEARS: 2 SAMPLE SUBREGIONAL BRANCH LIBRARIES NORTHEAST: 2930 Aventura Blvd. Roof ADA Access Carpet Furniture Interior & Exterior Paint Job (in progress) $220,000 44,700 58,000 275,000 20.000 Total: $617,700 CORAL GABLES 3443 Segovia Street ADA Access Replace/Refinish Chairs Roof Test $ 24,400 21,000 2.250 Total: $ 47,650 3 III. FRIENDS OF THE LIBRARY The importance of the Friends' support of the Branches can best be reflected by including the following synopsis of fund raising and expenditure activities. NORTHEAST SUBREGIONAL LIBRARY - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations ($2,036.) 3,478. 580. Total Income: $ 2,022. Expenses Capital Items Shelving Programming! Admin. Friends Administrative ** Systemwide Programming ** Youth Workshop Memorial Books Sales Tax $ 495. 1,275. 70. 217. Total Expenses: $ 2,057. BALANCE: ($ 35. ) ** Beginning mid-1996, it was decided that Branches with negative balances would not be assessed for Systemwide Programs and Friends Administrative costs. Therefore, although this Branch continues to receive systemwide pro- grams, it was not assessed in 1996 and will not be assessed through Dec., 1997. CORAL GABLES SUBREGIONAL LIBRARY - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations $6,546. 17,515. 480. Total Income: $24,541. Expenses Capital Items Shelving Chairs Programming! Admin. Friends Administrative Systemwide Programming Children's Crafts Mad Science Wildlife Educ. Ctr. Museum of Science Internet Opening Puppets Locomotion Theatre $ 9,810. 8,151. Miami Magic Mama Clown Pangaea Animal Show Musical Instruments Volunteer Reward Breakfast Memorial Books Sales Tax 310. 1,074. Total Expenses: $19,345. 4 BALANCE: $5,196. MIAMI BEACH SUBREGIONAL LIBRARY - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations Total Income: Expenses Capital Items Display Rack Programming! Admin. Friends Administrative Systemwide Programming Memorial Books Sales Tax $ 176. 3,111. 100. $ 37. 1,967. 73. 192. Total Expenses: $ 3,387. $ 2,269. BALANCE: $1.118. COCONUT GROVE BRANCH LIBRARY (SMALL) - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations Leiber Estate Total Income: Expenses Capital Items Shelving Programming! Admin. Friends Administrative Systemwide Programming Chamber Membership Magician Paulo Feathers the Clown Scooter the Clown The Great Toudiny Memorial Books Sales Tax $ 2,842. 1,831. 5,180. $ 839. 3,036. O. 111. Total Expenses: $ 9,853. $ 3,986. BALANCE: $5.867. 5 SOUTH MIAMI BRANCH LIBRARY (MEDIUM) - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations Total Income: Expenses Capital Items Chairs Shelving CD Player Programming! Admin. Friends Administrative Systemwide Programming Children's Crafts Pangaea Animal Show Miami Youth Museum Mad Science Magician Puppet Show Wonder Dogs Volunteer Reward Breakfast Memorial Books Sales Tax $ 4,443. 7,712. 137. $6,585. 2,747. 93. 479. Total Expenses: $12,292. $ 9,904. BALANCE: $2,388. WEST DADE REGIONAL LIBRARY (LARGE) - January, 1995 through October, 1996 Income Beginning Balance Book Sales Donations Total Income: Expenses Capital Items Shelving Book Trucks Children's Decorations Microphone & Sound System Programming! Admin. Friends Administrative Systemwide Programming Exhibit Supplies Anniv. - Steel Band Anniv. - Clown Anniv. - Decorations Volunteer Reward Breakfast Memorial Books Sales Tax $ 2,701. 5,281. O. $ 2,523. 2,579. O. 331. Total Expenses: $ 7,982. $5,433. BALANCE: $2,549. IV. PROGRAMS -- NORTHEAST SUBREGIONAL LIBRARY 6 Children's Programs -- Om!Oin~: . PRESCHOOL STORY TIME, Wednesdays, 3:30 p.m. . BEDTIME STORIES, Thursdays, 7:00 p.m. Special Children's Pro~rams: . MEET THE AUTHOR: EVA COST ABEL, Monday, October 7, 4:00 p.m. Learn all about the early history of Florida from the author of Earlv People of Florida. . HALLOWEEN STORIES, Saturday, October 26, ]0:00 a.m. . PERSONAL SAFETY FOR KIDS, Wednesday, November 6,3:30 p.m. Interactive program presentation by Youth Crime Watch of Dade County. . HOOP IT UP!, Wednesday, November 13, 3:30 p.m. Basketball trivia, stories, and games. . THANKSG]VING STORIES, Saturday, November 23, ]0:00 a.m. . HOLIDAY FUN, Saturday, December] 4, ] 0:00 a.m. . PAINTING PARTY, Monday, December 30,2:00 p.m. Dress in old clothes! Adul: Pro~rams -- Onl!oin\!: . BEGINNER'S BRIDGE, Wednesdays at 2:00 p.m. (Oct. 9, ]6,23; Nov. 13,20,27; Dec. 4,] ],]8) . THE WORLD OF BRIDGE, Fridays at ] :00 p.m. Improve your bridge game with certified bridge teacher A. C. Pintzuk. Soecial Adult Prollrams: . "CANNED STARS", Saturday, October 5 Members of the Bridge Theatre will read from this new play. . HERNAN GAMBOA IN CONCERT, Saturday, October ]9 Master of the Venezuelan cuatro will perform. This program is sponsored by the Friends of the Miami-Dade Public Library,lnc. Programs.. Northeast Subregional Library (continued) 7 . "LUCY LOVES ME", Satuday, November 16, 2:00 p.m. and 4:00 p.m. Member of the Bridge Theatre will read from this play. . "HOSTAGES IN THE BARRIO", Saturday, November 16, 2:00 p.m. and 4:00 p.m. Member of the Bridge Theatre will read from this farce by Jose Luis Alonso de Santo. . BOOK SALE, Saturday, November 23, 10:00 a.m. to 3:00 p.m. Support the Library and get some great bargains! . "INNOCENT PLEASURES", Saturday, December 14 Member of the Bridge Theatre will read from this tender and poignant play. . PIZZAZZ IN CONCERT, Saturday, December 21 Art flute and piano duo concert. Program includes classical, jazz, and Broadway selections. TIlis program is sponsored by the Friends of the Miami-Dade Public Library, Inc. MS/im a:Expends. SAM V. PROJECTS Below are some proposed facilities projects requiring funding: 8 I. Carpet..................................................................... ....... $ 58,000 2. Furniture A. Replace damaged furniture .......... $ 16,000 B. Replace all side chairs, Adult and Children's ..... $ 70,000 C. Replace all 17 year old furniture .......... $275,000 (need vendor estimate) 3. Landscaping (front & patio) ................ $ 25,000 4. Canopy...... $ 18,000 MS/im a:Expends.SAM