HomeMy WebLinkAboutCity of Tamarac Resolution (236)1
Temp. Reso #9861
Sept. 3, 2002
CITY OF TAMARAC, FLORIDA
RESOLUTION NO. R-2002-236
A RESOLUTION OF THE CITY COMMISSION OF THE CITY
OF TAMARAC, FLORIDA, ADOPTING THE GOALS OF THE
"TAMARAC 2003: A STRATEGIC FOCUS FOR THE CITY OF
TAMARAC" DOCUMENT; PROVIDING FOR CONFLICTS;
PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, the health, safety and welfare of the residents and employees of the
City of Tamarac is a foremost concern of the City Commission of the City of Tamarac; and
WHEREAS, the City Commission and City staff of the City of Tamarac have been
involved in a strategic planning process starting with the development of the Major Issues
document adopted by the Commission in March 1997; and
WHEREAS, that process has continued and in May 2002, the City Commission and
City staff reviewed the most recent document, "Tamarac 2002: A Strategic Focus for the
City of Tamarac"; and
WHEREAS, as part of this process, the City Commission identified those issues and
projects upon which City staff should focus its current and future efforts; and
WHEREAS, in response, the City staff gathered to prepare action/work plans on
each issue, encompassing scope of work, timeframe, and financial resources necessary to
complete the plan; and
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Temp. Reso #9861
Sept. 3, 2002
WHEREAS, the document "Tamarac 2003: A Strategic Focus for the City of
Tamarac" (attached hereto as Exhibit "A") is a compilation of those action/work plans
developed by staff committees; and
WHEREAS, the document "Tamarac 2003: A Strategic Focus for the City of
Tamarac" is a "roadmap" for future City activities; and
WHEREAS, the City Manager recommends that the City Commission adopt the
document "Tamarac 2003: A Strategic Focus for the City of Tamarac"; and
WHEREAS, the City Commission of the City of Tamarac, Florida deems it to be in
the best interest of the citizens and residents of the City of Tamarac to adopt the document
"Tamarac 2003: A Strategic Focus for the City of Tamarac".
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF TAMARAC, FLORIDA:
SECTION 1: That the foregoing "WHEREAS" clauses are hereby ratified and
confirmed as being true and correct and are hereby made a specific part of this Resolution.
SECTION 2: That the City Commission of the City of Tamarac hereby adopts the
document "Tamarac 2003: A Strategic Focus for the City of Tamarac" document.
SECTION 3: All resolutions or parts of resolutions in conflict herewith are hereby
repealed to the extent of such conflict.
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Temp. Reso #9861
Sept. 3, 2002
SECTION 4: If any clause, section, other part or application of this Resolution is
held by any court of competent jurisdiction to be unconstitutional or invalid, in part or
application, it shall not affect the validity of the remaining portions or applications of this
Resolution.
SECTION 5: This Resolution shall become effective immediately upon its passage
and adoption.
PASSED, ADOPTED AND APPROVED this 111h day of September, 2002.
ATTEST:
MARION SWENtON, CMC
CITY CLERK
I HEREBY CERTIFY that
have approved this
REWLUTION,�' o form
MITCHELVS. KRAFT
CITY ATTORNEY
DOE SCHREIBER
'Mayor
RECORD OF COMMISSION VOTE:
MAYOR SCHREIBER AYE
DIST 1: V/M. PORTNER AYE
DIST 2: COMM. MISHKIN AYE
DIST 3: COMM. SULTANOF AYE
DIST 4: COMM. ROBERTS AYE
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•
Strategic r:,
City of
Tamarac
City Commission
Joe Schreiber, Mayor
Edward C. Partner, Vice Mayor
Gertrude Mishkin, Commissioner
Karen L. Roberts, Commissioner
Marc L. Sultanof, Commissioner
Jeffrey L. Miller
City Attorney
Mitchell S. Kraft
•I •
Jim Budzinski, Fire Rescue Chief
Michael Cernech, Assistant City Manager/Interim Finance Director
Lucy Crockett, Public Information Officer
Raymond Gagnon, Director of Utilities
J. Christopher King, Director of Community Development
Kathleen S. Margoles, Director of Parks and Recreation
Diane Phillips, Assistant to the City Manager
Levent Sucuoglu, Director of Information Technology
Maria Swanson, Director of Personnel
Marion Swenson, City Clerk
Raj Verma, Director of Public Works
August 2002
■
Is
0
It is our job to foster and
create an environment that:
Responds to the customer
Works as a team
Creates and innovates
Achieves results
Makes a difference
As stewards of the public
trust, we value;
11
Jeffrey L. Miller
C Y Manager
11
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City of Tamarac
"Committed to Excellence... Always"
August 15, 2002
The Honorable Mayor and Members of the City Commission
City of Tamarac
7525 NW 881" Avenue
Tamarac, Florida 33321
Re: Tamarac 003: A Strategic Focus for the Cit
y of Tamarac
Mr. Mayor and Members of the City Commission:
The Elected Officials and the staff of the City of Tamarac have been involved in a
strategic planning process for a number of years. The process started with discussions
that identified important issues facing the City. These issues were outlined in two
reports, Major Issues and Mayor Issues 11. The latter presented possible directions and
actions the City could take to improve the quality of life for the residents of Tamarac.
The strategic planning process evolved between the City Commission and members of
the City staff. In June of 1999, it was decided that City staff would prepare work plans
for each of the "themes" or groups of issues that were identified during the process.
These work plans would include the scope of work, the timeframe, and the financial
resources necessary to complete the plan. At that point, staff members were assigned
to committees to complete the work plans. The Tamarac 2000 report, a compilation of
the work plans developed by the staff committees, was published in November 1999
and accepted by the City Commission early in 2000.
Over the following year and a half, the City has made progress on many of the work
plans included in Tamarac 2000. City staff identified the goals and work plans that were
completed and removed them from the Strategic Planning document. Elected Officials
regrouped in an effort to identify the issues upon which the City needed to focus in the
upcoming fiscal year. The resulting document, Tamarac 2002: A Strategic Focus for
the City of Tamarac, represented the conclusion of discussions between the City
Commission and City staff.
In the spring of 2002, the management staff met to evaluate the progress made toward
the goals set forth in Tamarac 2002 and to determine the priorities to recommend for
the following year. As a result, Tamarac 2003 is being presented to you. The work
0
7525 N.W. 88th Avenue w, Tamarac, Florida 33321-2401 a (954) 724-1230 a Fax (954) 724-2454 F jeffm@tamarac.org
Equal Opportunity Employer
j
Mr. Mayor and Members of the City Commission
August 15, 2002
Page Two
plans and goals that were included in Tamarac 2002 were updated and completed and
the goals have been removed from the document. Issues that are new to the strategic
planning process have been incorporated and will be included in our recommendations
for the upcoming year. This document builds upon Tamarac 2002 and incorporates
changes, focusing on newly identified priorities as follows:
• Public Services Complex
• Road Improvement Project
• Aquatic Center
• Land Acquisition
• N.W. 57t" Street Main Street Project
• Code Revisions
The City staff and I look forward to working with you toward achieving these goals. My
objective is to place this document on a regular Commission meeting in the early fall for
adoption along with the FY 2003 Budget.
Sincerely,
0-1 1
Jeffrey L. Miller
City Manager
cc: Mitchell S. Kraft, City Attorney
Michael C. Cernech, Assistant City Manager/Interim Finance Director
Vanessa Steinerts, Assistant City Attorney
Diane Phillips, Assistant to the City Manager
Lucy Crockett, Public Information Officer
► Department Directors
w
INTRODUCTION......................................................................i
CITY AND COMMUNITY FACILITIES:
Additional Park Land..................................................................... 1
Developing Existing Park Land ......................................................... 5
AquaticCenter............................................................................... 9
Public Services Complex:
Development Services Building ................................................ 11
FireStation#3....................................................................... 13
Public Works Storage Building ................................................. 16
Landscape/Streetscape Beautification................................................ 17
Road Resurfacing Program...............................................................18
C-14 Pump Station Rehabilitation........................................................ 20
Ensuring Adequate Water and Wastewater Capacity ............................... 21
Advocating for Post Office Facilities ................................................... 23
Advocating for School Improvements.................................................... 24
Economic Development Strategies.................................................... 25
NW 57T" Street Main Street Project ................................................... 30
Strategies for Attracting and Retaining a
Talented Workforce— .............................................. ............... 32
Strategies for Streamlining and Improving Work
Practices and Improving the Work Environment ................................. 34
Strategies for Ensuring Financial Stability ........................................... 38
1:3i'M0 kgD]ILNCOY$]I i�llti �
City Visibility Strategies...................................................................... 42
ACKNOWLEDGEMENT&45
The City is experiencing growth and the future holds many choices for the
residents and their elected officials as they strive to meet public expectations of
City government. The City is in a time of transition and the staff is striving to
keep ahead of the ever -changing economic, social, and cultural landscape. In an
effort to plan for and meet the needs of the City's population, the Commission
and staff have engaged in and will continue to participate in a strategic planning
process.
The City completed its initial strategic planning sessions in 1997 and set goals for
the upcoming years; these goals were published in a document titled, Major
Issues. In early 1999, the City began a process to update the strategic plans by
identifying the issues facing the City in the next several years. The result was
I sues II. Later that year, the City Commission and staff
the publication of a
.o,r is
met to continue the strategic planning process and reach consensus on several
goals. The result was Tamarac 2000, a strategic planning document published in
November 1999 and accepted by the City Commission in early 2000. The goals
were outlined as follows:
In the spring of 2001, the City Commission and management staff met to
evaluate the progress made on the work plans and goals set forth in Tamarac
2000. Several planning discussions led to revisions to the document and the
changes were incorporated and published in Tamarac 2002: A Strategic Focus
for the City of Tamarac. In this document, staff added specific work plans to the
goal of City and Community Facilities and removed Revising the City Charter
and City Code - a goal completed in 2000 when the City hired a consultant to
review the Charter and Code to assure compliance with state law. As a result of
the review, the City made changes to the Charter and Code through referendum
elections. The four remaining goals set forth in Tamarac 2002 included:
• City and Community Facilities
• Economic Development and Redevelopment
® Management Practices
• Enhancing City Visibility
As part of the ongoing strategic planning process, the management staff met with
the City Commission on May 21, 2002 to evaluate the progress made toward the
goals set forth in Tamarac 2002 and to determine the priorities for the following
years. As a result, the City is publishing its current strategic plan, Tamarac 2003:
A Strate is Focus for the City of Tamarac which incorporates goals that are new
to the strategic plan and will be included in the City's planning focus. These
goals include a number of capital improvement projects as the City continues to
focus on improving its infrastructure meeting the needs of the City's growing and
changing population. The goal of Code Revisions has also been added. In this
effort, staff will review the City Code and remove items that are more
administrative than legislative in nature - thereby streamlining City processes.
This current strategic planning document builds upon Tamarac 2002 and
incorporates changes, focusing on newly identified priorities as follows;
ii
CITY AND
COMMUNITY
Acquiring Additional Park Land
The acquisition and development of two parcels of land.
1) Lyons Industrial property located north of N.W. 57 St. and east of
N.W. 94 Ave.
2) Lennar property located north of the existing Tamarac Sports
Complex.
The scope of the project shall consist of acquisition, design, implementation
and maintenance of additional land.
A. Develop a park complex on the existing Lyons Industrial property.
• Acquire land through grant process and Trust for Public Lands
• Needs Assessment
• Design of park
• Construction of park
• Maintenance of park
B. Develop additional facilities on the Lennar property north of the
Tamarac Sports Complex.
• Acquire land through grant process and Trust for Public Lands
• Needs Assessment
• Design of park
• Construction of park
• Maintenance of park
There is a Broward County requirement for the amount of park land per capita
in municipalities. Currently, the City does not meet that standard of three (3)
acres of recreation open space per 1,000 residents. The City has 1.15 acres of
public recreational land per 1,000 residents, not including the Community
Center. The City Commission has also identified the acquisition of land for park
use as an initiative that should be explored before build -out occurs.
Vacant land within the City is being developed. In order for the City to have the
opportunity for additional park land, it needs to acquire available land as soon
as possible, as it will not exist in the near future.
1
A. Lyons Industrial Property
Acquisition of land $10,000,000 (estimated)
Capital cost and the maintenance cost will vary with elements selected.
INCREMENTAL
ANNUAL OPERATING
D MAINTENANCE
ELEMENTS
CAPITAL COST
COST
Baseball Wheel Complex (4)
$1,800,000
$25,000
• Baseball/Softball Field (1)
$ 540,000
$ 7,000
• Baseball/Softball Field (2)
$ 990,000
$14,000
• Baseball/Softball Field (3)
$1,440,000
$20,000
Handball/Racquetball Court (8)
$ 100,000
$ 2,000
Tennis Courts (8)
$ 200,000
$ 2,000
Basketball Courts 8
$ 200,000
$ 2,000
Picnic Area & la round
$ 300,000
$20,000
Special Event Area
$ 450,000
$10,000
High School Game
Football/Soccer Field
$ 670,000
$15,000
Football/Soccer Practice Field
$ 60,000
$ 5,000
ParksMaintenance/Transportation
$ 637,100 -
$ 5,000
Compound
$1,037,100
2
B. Lennar Property
Project cost:
Acquisition of land $4,000,000 (estimated)
Capital cost and the maintenance cost will vary with elements selected.
Football/Soccer Complex 1 $1,000,000 ! $25,000
Hockey Rink 1 $ 300,000 1 $ 2,000
Skateboard Area 1 $ 600,000 1 $25,000
Picnic Area 1 $ 150,000 1 $12,000
Multi -Purpose Trail $ 50,000 I $ 2,000
3
—LyonsTime -Une s o D1.
TASKS
TASKS TO BE
PERFORMED
BY
COSTSMONTHS)
TIME TO
COMPLETE
TARGET
DATE FOR
COMPLETION
City
Manager's
Office,
Finance, City
Land Acquisition
Attorney's
(Est.)
6
12/02
Office,
$10,000,000
Parks and
Recreation,
Community
Development
City
Manager's
Office,
Construction of Park
Community
Up to
14
2006
Amenities
Development,
$4,817100
City Clerk,
Parks and
Recreation
Time Lin - Lennar Pro
TASKS
TASKS TO BE
PERFORMED
BY
COSTS
TIME TO
COMPLETE
ONTHS
TARGET
DATE FOR
COMPLETION
City Manager's
Office, Finance
City Attorney's
Office,
(Est.)
Land Acquisition
Parks &
$4 000 000
6
9/02
Recreation,
Community
Development
City Clerk
Parks
Recreation City
Manager's
Development of Park
Office, City
Up to
10
2006
Clerk,
$2,200,000
Community
Development,
Finance
C!
The development of additional park land for the City of Tamarac. Two
sites have been identified for the additional park facilities:
1) Land located north of Southgate Boulevard, west of Nob Hill
Road, and south of the C-14 canal, and
2) Land located south of the western end of McNab Road, next to
the Sawgrass Expressway.
The scope of the project shall consist of evaluation, design,
implementation and maintenance of additional land to:
A. Develop a linear park north of Southgate Boulevard stretching
from Veterans' Park to the Sawgrass Expressway.
Phase I -Pedestrian/Bike Path
Construction Completed
Phase II- Redevelopment of additional Southgate Boulevard area
• Determine elements
• Secure funding
• Design
• Construction and maintenance of the park, including irrigation,
drainage, landscape, lighting
Phase III - Additional elements for linear park area
• Determine elements
• Secure funding
• Design
• Construction and maintenance of the park, including irrigation,
drainage, landscape, lighting
B. Develop a passive park located south of the western end of McNab
Road, next to the Sawgrass Expressway (known at this time as McNab
Park).
• Land has been acquired
• Design and construction of park by Design Build Contractor
• Maintenance of park
9
IM
R�.atlgrt, e
There is a Broward County requirement for the amount of park land per capita
in municipalities. Currently, the City does not meet that standard of three (3)
acres of recreation open space per 1,000 residents. The City has 1.15 acres of
public recreational land per 1,000 residents, not including the Community
Center. The City Commission has also identified the acquisition of land for park
use as an initiative that should be explored before build -out occurs. Similarly,
the Parks and Recreation Advisory Board has expressed interest in developing
a passive park and a linear park in the City.
A. Southgate Boulevard Linear Park -- Phase I for the linear park is the
pedestrian/bike path. Phase II is to determine any additional elements,
their costs, design and construction. Phase III is the redevelopment of
Southgate Boulevard (west from Nob Hill Road to the Sawgrass
Expressway).
Acquisition of land
Needs assessment
Additional elements
Demolishing and redeveloping
northern lanes of Southgate
Boulevard
Completed
Completed
Up to $750,000
Up to $2,000,000
The cost of demolishing and redeveloping Southgate Boulevard is dependent on
discussions with the City Commission and the Broward County transportation
staff, and the area required for the park.
The capital cost and the maintenance cost would vary with the elements
selected, although for any element, there would be a one-time capital equipment
expense of $25,000 in the first year for mowing equipment.
M
S. McNab Park — The preliminary design is to include a trail, exercise
stations, picnic shelters, playground, restrooms, parking lot, small
amphitheater and native vegetation.
Project Cost:
Acquisition of Land
Development
$635,000
Est. $950,000
The land was purchased for $635,000. A grant was obtained for $257,780 to
offset the cost. Additional grants total $807,300 for development.
The capital costs for the park which is currently under development are as
follows:
ELEMENTS
CAPITAL COST
INCREMENTAL ANNUAL
OPERATING AND
MAINTENANCE COST
Trails and Parking Lot
$ 100,000
$20,000
Exercise Station
$ 20,000
$ 5,000
Picnic Shelters and Grills
$105,000
$10,000
Amphitheater
$150,000
$ 5,000
Covered Playground
$125,000
$ 5,000
Restrooms
--_.......... _........_...._..... .I
$10,000
..... _.... _.._..... _ ...............................
$10,000
VA
I ' - Southgate
Ti,mc Ume
-13-o�ard Linear Park
..... .......... - — -----
TASKS TO BE
TIME TO
TARGET DATE
PERFORMED
COMPLETE
FOR
TASKS
BY
COSTS
JMONTHS)
COMPLETION
Phase 11
Parks &
Southgate Bike
Recreation,
City Clerk,
Up to
Path
Determine
Community
$7501000
12
12/03
Additional
Development,
Elements &
Finance, Public
Construct
Works
Parks &
Phase III
Recreation,
Redevelopment
City Clerk,
Up to
of Southgate
Community
$29000,000
12
12/03
Boulevard
Development,
Finance, Public
Works
TASKS
Wetlands &
Canal
Development
Development of
Park by Design
Build Contractor
TASKS TO BE
PERFORMED
BY
Parks &
Recreation,
Public Works,
Community
Development,
City Manager's
Office
Parks &
Recreation,
City Manager's
Office,
Building,
Finance,
Community
Development,
City Clerk,
Utilities
Up to 15
$900 , 000 �
TARGET DATE
FOR
COMPLETION
WIN
3/03
E-01
CM.
v
NEI
The design and construction of a fully heated Aquatic Center within
Tamarac Park.
The scope of this project consists of design, construction, programming,
and operation of an aquatic center.
Develop an Aquatic Center at Tamarac Park:
• Design of the facility
• Construction of the facility
• Operation and maintenance of facility
• Programming of facility
At the present time, the City of Tamarac does not have a City -operated
pool or aquatic center. Broward County is administering grant funding to
cities and non-profit groups who are interested in building swimming
pools. In return, the recipients will provide swimming lessons to the
community. The City of Tamarac has been awarded a $1,500,000 grant
to develop an Aquatic Center.
Costs and_DmetLlne
Construction of Aquatic Center $,000,000
Capital cost and the maintenance cost will vary with elements selected.
Support amenities
such as parking $ 500,000 40,000
lot, landscaping,
concession, etc.
Er
En
G
TASKS
Development of
Aquatic Center
TIME T
COMPLETE
COSTS (MONTHS)
TARGET DATE
•
r. P O,,
3/04
10
In
lu
IV
Public Complex-
tevelopment
To construct a 10,000 square foot Development Services Building to alleviate
critical office space deficiencies at the City Hall Complex and to create a one -
stop permitting customer service center to enhance the delivery of citizen
services.
The scope for the proposed Development Services Building will consist of the
following:
• Create a development team to determine the functional requirements of the
facility
• Engineering and Design Services
• Construction
The City of Tamarac has experienced significant growth, which has led to
increased demands for municipal services for both the existing and the new City
residents. Prior to 1997 City Hall did not have adequate office space to
accommodate the needs of the City departments located there. In addition, the
City departments located outside of City Hall such as Public Works and Utilities
also had space limitations.
In 1997, the City responded to this critical office space deficiency by developing
an interim space plan. The most significant action resulting from this plan was
the relocation of the City`s Building Department to leased office space. This
allowed the reallocation of the City Hall space formerly occupied by the Building
Department to other departments. A number of office space renovations were
completed; however, the implemented plan was not intended to be a permanent
solution as it did not address long-term office space deficiencies.
One solution to the long-term office space needs is the construction of a
Development Services Building to relieve existing space needs and to allow for
future growth in services.
The creation of the proposed building will allow the divisions of some of the
primary service departments (Building, Community Development, Public Works
and Utilities) to be located in the same vicinity, thereby increasing the level of
customer service that the City can provide. The City would be able to provide a
"one -stop permitting" operation to developers.
al,
11
IIt
There is adequate land available for the construction of a 10,000 square foot
Development Services Building at the Public Services Administrative Complex
on Nob Hill Road. The parcel could provide additional parking for the Public
Services Administrative Complex.
n
I&
With the construction of a Development Services Building, the existing Public
Services Administrative Complex on Nob Hill Road would remain as the
operation center for the Public Works and Utilities maintenance and construction
activities. Engineering and inspection employees could be relocated to the
Development Services Building.
Project Cost:
Architecture/Engineering Design Build $ 248,087
Construction $1,653,913
(cost projections include contractor costs/contingencies)
Annual Operating Cost: The projected annual costs for utilities and
maintenance of the facility is $30,000,
Time e
Approximately nineteen months will be required to accomplish the various
tasks identified prior to substantial completion.
TASKS
TASKS TO BE
PERFORMED BY
COST TO
CITY
TIME TO
COMPLETE
NTH
TARGET DATE
FOR
COMPLETION
Architectural/
Community
n
Engineering
g g
Development,
Design Build
Utilities, IT
Building, Finance,
$ 248,087
6
12/02
and Site Plan
Public Works,
Review
Fire
Utilities,
Community
Development,
City Attorney's
Construction
Office, City
$1,653,913
13
3/04
Manager's Office,
City Clerk,
Building, Public
Works
11Fa
M►.
wQ,j. finii i n
�pne
Public Services Complex -
Fire Station
Provide for current and future Fire Rescue service needs through build out of
the City.
The scope of the project shall consist of evaluation, design and implementation
of the emergency service needs for the City of Tamarac.
• Determine the ideal and the practical locations of fire stations and units
• Determine the required facilities within each station
• Implement approved expansion plan
• Development of construction documents
• Completion of RFP process
• Construction of facility
The analysis to determine whether the City of Tamarac should construct an
additional fire station included many factors. These factors included City
growth, response time, call volume, types of calls, types of hazards, storage,
office space, and the housing of personnel and equipment. As Tamarac grows,
the factors indicate that there is a need for a third fire station to reduce response
time to the western portion of the City and to house additional equipment and
personnel.
The population and business occupancies within the City are increasing. The
City's current population is approximately 55,000 and the build -out population is
expected to reach 65,000. Development of the Tamarac Commerce Park in
Land Section 7 has begun and will continue for the next several years. Lennar
Homes is continuing to build a large number of residential units west of Nob Hill
Road. In addition to the major development in the City, many of the small
pockets of land are also being developed. Several Assisted Living Facilities
have been constructed within the City and more are anticipated.
In the past, response times to the western part of the City were not a major
factor in service delivery. Accidents on the Sawgrass Expressway were
minimal, and much of the area west of Nob Hill Road was not developed.
However, over the last several years, Pulte Homes has built the Plum Bay, Plum
Harbor, Sanibel, and Captiva developments on the west side of the City. Lennar
Homes has completed several developments, a theater, and a shopping center.
Six new industrial facilities have been constructed in the Tamarac Commerce
Park and several more are currently in the development process. Increased
development in the western part of the county has also dramatically increased
the volume of traffic on the Sawgrass Expressway. Due to the distance from
Station #41 to the areas on the west side of the City, the average response time
can be greater than six minutes.
With the recent addition to Station #78 and the renovation of Station #41, the
existing Fire Rescue facilities have been maximized. The present complement
of vehicles fills every available space in the stations, eliminating the ability to
drive through the bays. Drive -through bays are designed to eliminate collisions
between apparatus and buildings; these commonly occur when emergency
vehicles are backing up.
A comparison was made to other cities in the County with populations of
approximately 50,000 people. None of the other cities have less than three fire
stations. The average area that each station responds to is approximately four
square miles. Tamarac currently has only 2 stations serving 12 square miles.
In addition, it appears that the number of calls to Fire Rescue will continue to
increase. For instance, there are currently four Assisted Living Facilities (ALFs),
and more in the development process. ALFs generally house residents who
cannot live independently. Many of the ALF residents will require medical
assistance on a more frequent basis than a typical City resident.
In 2001 (the last complete year statistics are available), the City responded to
over 10,806 calls. Approximately 8,000 of these were medical calls. Since
more than one emergency unit responds on some calls (vehicle accidents, fires,
etc.), there were over 14,350 individual unit responses in 2000. During the past
five years, the Fire Rescue Department has had an average increase of 785
calls per year. Projected response levels in the year 2002 will be approximately
11,500 calls, or approximately 16,000 individual responses. Medical calls will
likely increase to over 8,500 calls per year.
The City of Tamarac will continue to grow. As the population increases and
business development continues, the need for emergency services will continue
to expand. In order to meet the needs of Tamarac and ensure a timely
response to the areas in the western portion of the City, an additional fire station
is warranted.
Consultant (completed) $ 45,000
Engineering Studies (completed) $ 60,000
Design Build and Site Plan Review (FY 02/03) $ 560,804
Facility Construction (FY 03/04) $3,738,716
(cost projections include contractor costs/contingencies)
M
L
Assess needs and provide options November 2000 (completed)
Assess land suitability for construction Fall 2001 (completed)
Distribute and evaluate RFP Summer 2002
Station Constructed March 2004
TASKS
TASKS TO
BE
PERFORMED
BY
COST TO
CITY
TIME TO
COMPLETE
ONTS
TARGET DATE
FOR
COMPLETION
Fire, Finance,
Architectural/
IT, Building,
Engineering
Utilities,
Design Build &
Public Works,
$ 560,804
6
12/02
Site Plan Review
City Clerk'
Community
Develo meat
Utilities, City
Attorney's
Office, City
Clerk,
Community
Construction
Development,
$3,738,716
13
3/04
Fire, Building,
City
Manager's
Office, Public
Works
15
I
14
I%
0 0 : . •
lite
Ig=, N r . r
The proposed structure is a three -sided steel building, similar to the one used by the
Utilities Department for equipment storage. This facility is necessary to protect and
store Public Works equipment and vehicles.
The scope of this project includes the design and construction of a three -sided steel
building to be used for the protected storage of heavy equipment and vehicles.
Presently, all heavy equipment is stored in the open, which reduces useful life and
increases maintenance costs.
Project Cost:
Architecture/Engineering Design $ 47,488
Construction $ 316,562
(cost projections include contractor costs/contingencies)
Approximately nineteen months will be required to accomplish the various tasks
identified prior to substantial completion.
TASKS
TASKS TO BE
PERFORMED BY
COST TO
CITYMONTHS
TIME TO
COMPLETE
TARGET BATE
FOR,
COMPLETION
Public Works,
Architectural/
Utilities, IT,
Engineering
Building, Finance,
$ 47,488
6
12/02
Design
Community
Develo meat, ,Fire
Utilities, City
Attorneys Office,
City Manager's
Construction
Office, City Clerk,
$316 562
13
3/04
Community
Development,
Building, Public
Works
■1
Costs
i 4
To expand streetscape improvements in the medians of all state and county
roads within the City.
Evaluation, design, implementation and maintenance of the City's master
landscape plan.
+ Landscape installations - trees, shrubs, hedges
+ 1 rrigation
+ Signage
+ Entranceway features
Lighting
Curbing
The City Commission has determined and recognized through the adoption of
the City Master Landscape Plan that it is in the best interest of the current and
future residents of the City to expand streetscape improvements in the medians
of all state and county roads within the City.
Costs will be taken out of the General Fund and potential grant funding.
Time Line
Entranceway signage, including solar lighting, is complete. Median
beautification has been completed on University Drive, Pine Island Road and
portions of Commercial Boulevard. An FDOT grant is pending for improvements
on Commercial Boulevard near the Turnpike Interchange. A TEA-21 grant
application for Nob Hill Road, north of Commercial Boulevard, has been
submitted to the Metropolitan Planning Organization, Landscape improvements
and beautification on all City -owned streets will continue to occur as part of the
Comprehensive Road Improvement Program.
TIME TO
TASKS TO BE COST TO COMPLETE TARGET DATE
TASKS PERFORMED CITY MONTHS FOR COMPLETION
Public Works,
Construction Finance, City 2,000,000* 19 12/03
Clerk
Based on anticipated grant funding and funding from the Road Improvement Program.
17
Scone
A comprehensive program that rehabilitates the City's public rights -of -way,
ensuring safe roadways.
Implementation and maintenance of a seven-year project.
• Pavement rehabilitation
• Median curbing
• Enhanced landscaping
• Drainage upgrading
i rrl
costs
Public streets within the City of Tamarac have not been resurfaced or
rehabilitated for more than 20 years. The average asphalt pavement life is
between 10-20 years. As a result, the roads have deteriorated to the point
where a comprehensive overhaul has become necessary.
Project Cost: $17,400,000
Funded: Street Improvement Bonds and Annual General Fund
Contributions
Annual Operating
Cost: landscape maintenance - Annual Budget approximately
$900,000 upon project completion.
IN
6
Phases I, II and III of the project, consisting of paving approximately 90 miles of
roads, have been completed. Additionally, approximately 4 miles of landscape
improvements have been completed to date. Phase IV -A construction began in
May, 2002 and entails resurfacing of approximately 23 miles of roadway. Future
Phases (IV-B and V) include resurfacing of an estimated 10 miles of roadway
and approximately 18 miles of median beautification.
TIME
TASKS TO BE
COST TO
COMPLETE
TARGET DATE
TASKS
PERFORMED BY
CITY
MONTHS
FOR COMPLETION
Public Works,
Phase IV
City Clerk,
$8,650,000
18
3/04
Finance, Utilities
Phase V
Public Works,
City Clerk, Finance
$1,680,000
18
FY 2005
im
#roiect Definiffion
This project proposes to replace the three stormwater pump stations located along
Southgate Boulevard which provide flood protection to two-thirds of the City of
Tamarac.
This project includes replacement of the propane driven pumps with more efficient
electrical pumps, demolition of the existing buildings that house the pumps and
replacement with structures which meet today's building codes, reconstruction of the
weakened sheet pile retaining walls with new concrete walls, provision for emergency
back-up generators at each station to provide continuous service during power
outages, and the addition of a telemetry system to monitor and control the operation of
the pump station and to receive current canal level information. The engineering
design of the project has been completed and permits have been obtained from
SFMD.
The existing stormwater pump stations, originally built in 1972, are obsolete and in
need of replacement. Old components are breaking down with increased frequency
and maintenance costs are high. The existing pumps are no longer able to discharge
the design volume of water due to wear and tear suffered over thirty years of operation.
Project Cost: $3.4 Million
Funding: Financing is anticipated for the cost of the project and an
adjustment to the current Stormwater Fee of approximately
$1 to $2 per equivalent residential unit will be required in
order to support the Stormwater Fund's revenue stream and
allow for debt service payments and continued operations.
Time Line
---TIME TO I�
TASKS TO BE COST TO COMPLETE TARGET DATE
TASKS PERFORMED BY CITY (MONTHS) FOR COMPLETION
Public Works, City
Manager's Office,
Construction City Attorney's $3,400,000 24 12/04
Office, Finance,
City Clerk j
*Pending availability of funds.
6
it 1
MIRKY jJM
Proiect Defintw
To provide sufficient potable water supply and fire protection and to provide
adequate transport and treatment of wastewater for the residences and
businesses within Tamarac.
Evaluation and implementation of appropriate actions to ensure adequate water
supply and wastewater transport and treatment.
• Developing analysis and predictions of future flows
• Coordinating with South Florida Water Management District to ensure
sufficient supply of water
• Coordinating with Broward County or other communities for purchase or
lease of wastewater treatment capacity
• Reducing the amount of inflow and infiltration (1&1) in the wastewater system
As the City continues to grow, it is critical that the supply and treatment of
potable water and the transport and treatment of wastewater have sufficient
capacity to meet the increased needs of the citizens and businesses.
The water supply is under the jurisdiction of the South Florida Water
Management District (SFWMD). The SFWMD is responsible for the allocation of
water throughout a sixteen county area of South Florida. They have the
authority to issue permits to municipalities to use groundwater for water supply
use. The City currently has a five-year permit for water withdrawal, which is
adequate to meet the City's potable water needs.
The City contracts with Broward County and the City of Fort Lauderdale for
wastewater treatment. There is a contractual limit of 8.04 million gallons per day
of wastewater that Broward County will accept from Tamarac. This capacity
was increased by the City's purchase of one million gallons per day in early
2000. The existing capacity allocation with the City of Fort Lauderdale is
adequate for current and future flows.
In addition, due to the age and type of material in some areas of the City's
wastewater system, and the high water table, there is a significant contribution
of groundwater and rainwater that is being transported to Broward County for
treatment. Reductions in the amount of I&I in the wastewater system will
increase the capacity available for actual wastewater.
21
The cost of reducing the I&I and rehabilitating our underground sanitary sewer
system is estimated at $2.5 million over the next 5 years, or approximately
$500,000 per year.
The agreement between Tamarac and the City of Fort Lauderdale for
wastewater treatment includes a provision for future renewal and replacement
reimbursement, based on percentage of total plant flow. This exposure to the
City is estimated at zero cost to no more than $10,000 per year, as needed.
The agreement is in effect until December 31, 2021.
Time Line
The City has a five-year water withdrawal permit from the South Florida Water
Management District, which will ensure a sufficient supply of water to meet
customer demand.
TASKS TO BE
TIME TO
TARGET DATE
PERFORMED
T TO
COMPLETE
FOR
TASKS
BY
CITY
COMPLETION
Reduce Infiltration
__JMONT!7!§L
and Inflow in
Utilities
$2,500,000
43
2006
Wastewater System
I
w5l
r
Increase the Post Office services for the City of Tamarac through the construction
of a new, larger Post Office within Tamarac.
Advocating and coordinating with the U.S. Postal Service for a new, larger Post
Office within Tamarac.
• Advocating construction of a new Post Office
• Coordinating land acquisition
• Design and construction of the postal facility by the U.S. Postal Service
Ratim le
Costs
The Tamarac Post Office is small, often crowded, and in a location that is not
readily visible from the nearby roadways of Commercial Boulevard and University
Drive, making it difficult for residents to find. A larger, more modern, and more
prominent Post Office on a major roadway would better serve the Tamarac
residents and businesses.
All costs to construct the Post Office building would be the responsibility of the
U.S. Postal Service.
The City Commission approved Resolution No. R2001-142 on June 13,
2001 advocating for an additional postal facility within the city limits of the
City of Tamarac. The Community Development Department and the City
Manager's Office will continue to advocate for new Post Office facilities.
TIME TO
TARGET DATE
COSTTO
COMPLETE
COMPLETION
$0
pa
• • • •I • • • '
Addressing the issues of school overcrowding in Tamarac.
• Design of facilities by the Broward County School Board
• Construction of facilities by the Broward County School Board
Rational
Costs
Challenger Elementary School opened in August 2001 and Millennium Middle
School will open in August 2002. While both of these new schools help relieve the
overcrowding at the existing facilities, Broward County School Board staff
estimates that even these two (2) new Tamarac schools will soon exceed their
capacity due to the rapidly increasing population in and surrounding Tamarac.
There is a documented need for a new high school to be located in Tamarac to
relieve overcrowding at Taravella High School in Coral Springs and Piper High
School in Sunrise. Tamarac students should be accommodated within existing
municipal boundaries, if at all possible. A potential site on the approximately
46-acre Lyons Industrial Property, has been identified for the proposed high
school.
The Broward County School Board will cover all costs for the design and
construction of the school facilities.
Time Lin
TASKS TO BE _.. COST TO TIME TO COMPLETE
TASKS PERFORMED CITY (MONTHS)
Advocacy $0 Ongoing
City Manager and g g
City Commission
Construction Broward County 0 School Board High School _ TBD
24
ProliecMefinition
To stimulate the economic environment of the City by attracting new businesses
through an innovative marketing campaign, and encouraging existing
businesses to stay and expand by providing a positive business environment for
successful economic development.
The City of Tamarac has experienced significant growth that has been
accompanied by a corresponding change in the demographics of the
community. As the population grows younger, different types of services, public
facilities, commercial enterprises, employment opportunities and educational
institutions are needed. Recognizing this rapid development and desiring to
guide the growth in a positive fashion, the City developed and is implementing
an Economic Development Strategy, including the following components:
• Continue a Business Attraction and Retention Program
• Improve the City's Small Business Assistance Program
• Investigate the Creation of a Community Redevelopment Area
• Prepare Corridor Studies for University Drive and Commercial Boulevard
« Coordinate with Development Agencies
• Establish a Research and Information Center in the Community
Development Department
Rational
The Economic Development Strategy developed by the City contains goals,
objectives, and quantifiable measures to form the basis of a successful
economic development program for the City. It is envisioned that the goals and
objectives will change as the community progresses. The success of the
Economic Development Strategy will be measured by standard economic
indicators, and by monitoring the variables that are indicative of economic
progress in the community. The preparation of the Economic Development
Strategy included the completion of economic development research, input from
established business professionals, and contributions from local government
officials with professional expertise in economic development planning. The
strategy also includes proposals to identify needed infrastructure improvements
and to support efforts to provide physical infrastructure to expand economic
development opportunities. The completion of this document served as a
beginning of a public process of review and debate, which will ultimately
improve the economic climate of the City of Tamarac. The Economic
Development Strategy includes the following components:
25
Business Attraction and Retention Program - The goal of business attraction
is to recruit new companies and small businesses into the City bringing with
them the associated new jobs, incomes, and taxes. Tamarac has positioned
itself to be a strong competitor in this arena with a first-class commerce park,
well -maintained properties, quiet and attractive residential areas, a new
Community Center, the lowest crime rate in Broward County for a community its
size, and an aggressive economic development program which features
incentive packages tailored to prospective businesses interested in relocating to
Tamarac. A strong, comprehensive marketing plan will enable Tamarac to
contact more businesses and educate potential new businesses on the benefits
of locating in Tamarac.
Improve the City of Tamarac's Small Business Assistance Program - The
attraction of a major corporation to a community receives the most media
attention; however, it is the small business that serves as the backbone of a
community's economy. The strength of that economy is determined, at least
partially, by maintaining a healthy environment wherein small business may
prosper. According to nation-wide economic studies, locally owned businesses
create most of the jobs within a community. Less than one percent of new job
creation comes from companies outside the community. Roughly 55% of new
local jobs are created by the expansion of existing companies, whereas, 45% of
the jobs are created by new startups.
A number of business assistance services are necessary to promote the vital
expansion and retention of local commercial, light industrial and professional
firms. The City of Tamarac is one of the few communities that has placed an
emphasis on assisting existing companies and has developed programs around
their needs. The program begins by conducting a survey to determine what
types of businesses currently exist, what their needs are, and the identification
of any gaps that exist between the services that are currently offered, and the
services that are commonly requested. A strategy will then be developed to
help retain existing businesses. Strategies will also be developed to attract
other types of busineses and services not currently available in the community.
The establishment of a small business incubator program should be investigated
as one way to encourage new business start-ups.
Redevelopment of US 441/S 7 Corridor - The commercial area along State
Road ?/US 441 from Bailey Road, NW 52 Street south to NW 47 Street on the
east side, and on the west side from approximately NW 51 Street to NW 49
Street in Tamarac is in need of physical improvement.
City staff hired a consultant to undertake and complete a needs assessment to
determine if a CRA could be created to assist in the redevelopment of the area.
The "Finding of Necessity" was completed in Fiscal -Year 2000 and the area
under consideration was not recommended for creation of a CRA at this time
due to the fact that the subject area was too small and not financially feasible,
KQ
In addition, with the current redevelopment activities occurring in the general
area (State Road 7/Commercial Boulevard), it is not anticipated that a CRA
would be warranted in the near future. Therefore, in order to provide some kind
of relief for those commercial property owners in the area, staff performed a
Marketing Analysis of the US 441/SR 7. The findings of that report stated that
there was a need for financial assistance in order to redevelop those shopping
centers that cannot afford to do so. Therefore, staff has recommended to the
Mayor and Commission the desire to allocate $50,000 of CDBG money to go
towards a matching grant for redevelopment of commercial properties in the
area.
Prepare Corridor Studies for University rive and Commercial Boulevard -
The commercial areas along University Drive and Commercial Boulevard are
the two major corridors through Tamarac. University Drive is a major north -
south arterial and Commercial Boulevard is a major east -west arterial. The
corridor studies will provide for professional planning consultants to review the
existing commercial development along University Drive (Southgate Boulevard
south to Commercial Boulevard) and Commercial Boulevard (Sawgrass
Expressway to University Drive).
The initial review is complete„ development standards or themes will be created
for each of these corridors, resulting in a higher criterion that will not only
preserve existing business, but also attract new commerce to the area. The
benefits to the corridor study are threefold. First, University Drive and
Commercial Boulevard are entryways into the City of Tamarac. Newcomers to
the area will be forming first impressions based on what they see on these
roadways. Creating a higher level of development standards will ensure that
commerce located within these corridors will be architecturally consistent,
heavily landscaped and subject to restricted usage limitations,
Second, the creation of development standards will assist businesses in
becoming established in the community thus allowing them to remain in
business for a longer period of time. Businesses moving into several of these
areas have not become established, closing as a result. Several of these areas
are transitional — residential developments abutting commercially zoned areas.
This makes it difficult for commercial developers to build when they are not sure
that they will be able to construct a higher intense use and remain aesthetically
pleasing to the adjoining neighborhood. Lastly, the tax base will increase as
development standards increase and more business moves into the City.
27
�11
W
U
serve on the Governmental Affairs and Economic Development Task Force for
the Chamber.
City staff also works closely with Broward County to identify programs currently
operated by the County for which businesses in the City are eligible. Financial
assistance programs funded by Community Development Block Grant funds are
operated by the County for businesses countywide. These programs include
commercial rehabilitation, loans, business incubators, training programs and
incentive programs. The City is also a member of the Broward Alliance, the
County's private entity for economic development. Membership and
participation affords the City access to the expansive Web site and new
business leads. The Broward Alliance also takes a leadership role in supporting
State and Federal legislation that is favorable to the business community.
On a state and national level, the City is a member of the Florida Economic
Development Council (FEDC) and the Council for Urban Economic
Development (CUED). This membership provides opportunities for networking,
professional advancement through training within the field, and access to
information on the front end of new advancements. This information provides
local businesses with a competitive edge. Staff recommends continued
participation with these agencies to strengthen the City's economic development
program.
Investigate the Establishment of a Research and Information Center - The
City of Tamarac is rapidly growing, both in number of residents and in terms of
new development. Potential developers, City staff, financiers and investors, and
the media need current demographics and records pertaining to this growth. It
is important to provide the most up-to-date accurate information possible as part
of the City's marketing plan. The tracking of economic indicators to report
progress will also be an important component of the Economic Development
Program. There are national indicators such as unemployment rate, median
income, wage rates, and poverty figures that can provide a gauge to compare
Tamarac to the national standard. Specific municipal indicators such as number
of occupational licenses issued, cost of construction, number of new businesses
attracted amount of investment from developers and number of jobs created and
retained will also be tracked on a monthly basis.
w:
The costs associated with the proposals outlined above are included in the FY
2003 Budget for the Community Development Department.
TASKS TO BE
TIME TO
TARGET DATE
PERFORMED
COST TO
COMPLETE
FOR
TASKS
BY
CITY(MONTHS)
COMPLETION
Business Attraction
Community
Within
and Retention
Development
Operating
Ongoing
Ongoing
Program
Budget
Survey existing
Community
Within
business
Development
Operating
12
9103
communityneeds
Budget
Implement US
Community
$50,000
441/SR 7 Corridor
Matching Grant
Development,
per year
60
9/07
Program
PIO, Finance
(CDBG)
Community
Implement Corridor
Development,
Studies for
City Attorney s
University Dr. and
Office, City
$60,000
12
3/03
Commercial Blvd.
Clerk, Fire,
Public Works,
Utilities
Creation of
Research
Within
Information Center
Community
Operating
18
3/04
Data Base &
Development
Budget
Establishment of
In -House Library
f
29
ft-ject Defini i
The implementation of a Main Street program will allow the City to maximize the
development potential for this area which will significantly increase its tax value and
level of development. Through the application of a master plan, the City will be able
to insure the successful development of a variety of uses including residential,
commercial, parks and recreation and open space. The location of the NW 57th
Street Main Street Program is such that when developed the area will become a
destination for City residents as well as residents of neighboring cities to work, shop
and play. These activities will have a significant, positive economic impact on the
City.
The creation of the Main Street area along NW 571h Street will be a multi -phased
project containing the following components:
Phase I Feasibility Study
Phase II Creation of Design Guidelines and Overlay District
Phase III Construction/Implementation
On -going Marketing of Area and Project
IMF t • W
During the preparation of the Corridor Studies for University Drive and Commercial
Boulevard, the Community Development staff recognized the substantial amount of
public investment occurring on the segment of NW 57th Street located between
University Drive and NW 941h Avenue as well as the need for additional development
and redevelopment of the area. The level of public investment and demand for private
development, coupled with the geographic orientation of NW 57th Street with respect to
Commercial Boulevard creates a unique opportunity for the City of Tamarac. In order
to capitalize on this opportunity, the Community Development staff created a
preliminary Main Street concept for the area. The next step in creating a Main Street
program is to fully develop the conceptual ideas created by the Community
Development staff and design a plan that addresses issues including (but not limited
to) architectural design guidelines, revised land development regulations, master
planning, infrastructure needs, land ownership issues, use regulations, funding
mechanisms, coordination of public expenditures, public/private partnerships, capital
improvements and implementation strategies.
WE
L
The costs associated with the Feasibility Study and the initial steps towards
the creation of the development regulations are proposed in the FY 2003
Budget for the Community Development Department. The Marketing portion
will be proposed in the FY 2004 Budget for the Community Development
Department.
Tim Lin
TASKS TO 13E
TIME TO
TARGET DATE
PERFORMED
COST TO
COMPLETE
FOR
TASKS
BY
CITYMONTHS)
COMPLETION
Feasibility Study
Consultant
$60,000
12
9/03
Creation of
Development
Consultant
$200,000
18
3/04
Re ulations
Marketing of
Mainstreet Project
Community
Development
$100,000
Ongoing
Ongoing
Construction of
Mainstreet Project
Developers
$0
120
2013
31
1!
Ito
■J]
A AL
Essential to the delivery of quality service is attracting and retaining a talented
workforce that is prepared and committed to achieving its maximum potential.
City employees are the City's most important and valuable resource required to
provide excellent programs and services to the public.
Components of attracting and retaining a talented workforce include:
• Compensation
• Benefits
• Performance Evaluations
• Development and Training
• Other Work -Life Enhancements
Components of attracting and retaining a talented workforce include designing
individual work programs that provide challenge and growth to individual
employees concurrent with organizational needs, providing management
structures that effectively guide employee efforts while maintaining individual
accountability, and providing team oriented systems that recognize and reward
superior performance and productivity on individual and aggregate levels.
Some of the strategies that have been developed to accomplish attracting and
retaining a talented workforce include:
• Compensation: The City must continue to monitor and update as
appropriate its Classification and Pay Plan to ensure that it is
competitive in the market. The City should continue to tailor its
classification and pay system to the needs of the organization when a
different system such as broadband, skill -based or other structure is
more appropriate and addresses a specific problem or need in the
organization,
•Benefits: The availability of a diverse, flexible, and responsive
benefit program is a necessary component of attracting and retaining
employees. Automation of the benefits function will also enhance the
program providing better access to employees and retirees.
• Performance Evaluations: The City's evaluation system will be
enhanced to include key elements that tie directly to City and
r
IE
departmental goals and objectives in order to increase accountability
and help employees focus on goal achievement and clearly define
expectations. A more formalized individual development plan can
also be made part of the annual evaluation process.
® Development and Training. The City will continue to develop its
training function to provide training opportunities to all employees, as
well as to expand the training -related support services to departments
to develop training specifically tailored to individual departmental
needs.
OtherWork-Life Enhancements: The City should also assess
flexible and alternative schedule arrangements and other
enhancements that will improve City operations, while at the same
time allowing employees the flexibility to balance their work and family
life.
The costs of the work life enhancements have been included in the FY 2002 approved
budget and the proposed FY 2003 budget.
TASKS
TASKS TO BE
PERFORMED BY
COST TO
CITY
TARGET DATE
FOR
COMPLETION
Personnel, City
Enhance City's Performance
Manager's Office,
Evaluation System
IT, Parks &
$15,000
6/03
Recreation, Public
Works, Utilities
Personnel, City
Alternative scheduling
Manager's Office,
TBD
9/03
arrangements
Parks &
Recreation, Utilities
Personnel, City
Manager's Office,
Negotiate Collective Bargaining
Finance, Parks &
TBD
12/02
Agreement
Recreation,
Utilities, Public
Works
3
Strategies for Streamlining and Improving
Work d
ImprovingtheWork Environment
The modification of the City work environment to facilitate increased work
performance and employee satisfaction, through changes to the City policies
and procedures, employee participation in the organization, and increased
awareness of workplace safety issues.
Implementing Strategies for Streamlining and Improving Work Practices and
Improving the Work Environment include the following components:
• Improving Internal Policies, Procedures and Processes
• Policy and Procedures Documentation
• Technological Advancements
• Improving Work Environment
Rational
Employees perform at their highest level when the policies of the City are clearly
presented and are well understood, when City procedures are efficient and
effective, when their input is accepted and valued, and when the workplace is
free from health and safety hazards. Some of the strategies that the City should
use to improve to Streamline and Improve Work Practices and Improve the
Work Environment include:
Improving Internal Policies, Procedures and Processes - The City should
undertake operational reviews of City operations, policies, procedures and
practices in order to streamline its operations and improve the efficient and
effective delivery of quality services. The Management Analyst position in the
City Manager's Office will play an essential role in this program. Several
processes that will be examined and assessed for their streamlining potential
include agenda review and the Development Review Committee process.
The City Code provides for certain operational aspects of the City, mandating
the process that will be followed to provide City services and accomplish City
projects. As staff continues to review certain procedural and operational
aspects of the City in order to streamline, revisions must be made to the Code
as appropriate in order to reflect best practices.
ProceduresPolicy and r policies
in continuous development. Policies in the areas of personnel and purchasin
for example, will continue to be updated to comply with changes in the laws, I
011
facilitate and streamline operations, and to improve services to citizens. The
City Manager's Office is responsible for coordinating and compiling an internal
policies and procedures manual and provide copies to all departments.
Additionally, integrating the component of safety into all operations provides a
feeling of security and promotes the well being of all employees. Components
of an effective program would include analysis of operations with inherent
hazards, development of rules to cope with the hazards, and continuous training
on hazard recognition and method development to mitigate the hazards.
Technological Advancements - Expansion of information technology in an
effort to provide a transparent, seamless and efficient computing environment to
City staff, residents and visitors remains the ultimate goal of the City. Projects
currently underway include the creation of a comprehensive Geographic
Information System (GIS); developing an intranet where City staff can access a
variety of information such as Citywide policies and procedures, and automate
many manual functions such as agenda review process, change of status, leave
request and other functions that require some sort of approval process; access
the City's IT functions through the web; development of a new City web site as a
portal to e-government type services such as on-line utilitiy bill payments,
permits and license processing. Citizen complaint tracking; online recruitment;
establishment of the technology infrastructure to accommodate the City's E-
Government initatives.
Electronic Government ("E-Government") is the phrase commonly used when
referring to traditional services to residents being provided through non-
traditional electronic means such as the Internet. The City should explore and
provide some services to residents through the Internet. Projects included
within the E-Government concept include establishment of the technology
infrastructure to accommodate the City's E-Government initiatives online utility
bill payments, permits and license processing, citizen complaint tracking, and
on-line recruitment.
Citywide telemetry system improvements are underway and will provide the staff
reliable, online access to control and monitor the water distribution, wastewater
and stormwater collection facilities, as well as provide the citizens with a state of
the art utility system.
Other areas of technological advancements are being identified to expand the
City's innovative use of information technology.
35
Costs•
.Time Lin
COSTTO�TARGETDATEFORi
i- TASKS CITY COMPLETION
Improvinq internal Drocesses
City Manager's
Office, City
Attorney's Office,
Streamline agenda review City Clerk, $0 12/02
Community
Development, IT,
Utilities
Community
Development,
Streamline DRC Building, City $0 12102
Manager's Office,
Fire, Public Works,
Utilities
City Manager's
Office, City
Attorney's Office,
Update City Code Coo Cler ty $4,000 12/02
un
Development
Finance, Fire, Public
Works, Utilities,
Policy and Procedures
Documentation
Personnel, City 1
j Codify/compile policies and Manager's Office,
procedures City Attorney's $0 12/02
Office, City Clerk
Improving Work Environment
Evaluate safety needs, Personnel,$ Q00-
develop/implement safety12/02
__programs and training Building, Utilities $10,000
Develop and implement Personnel, $4,000- 12/Q2
revised safety manual Building, Utilities $6,000
Technological advancements
GIS implementation 1, Community $289,20 Ongoing
Development
Image/document processing IT Operating Ongoing
IT, Personnel, City
Manager's Office,
E-Government Finance, Parks & $160,000 12/02
Recreation, PIC,
Utilities
Human Resources IT, Personnel $23,000 9/02
Management
WO
TASKS TO BE COST TO
CITY
IT, Personnel,
Intranet & Remote Access Parks & $30,000 12/02
_ Recreation
TelemetryS Utilities, IT, Public
System Works $1,950,000 12/02
M
Mjeqt Dtn
One of the challenges of municipal government is controlling its financial
resources. The assets of the City must be used to their full advantage. The
spending of public funds needs to be closely monitored; the funds must be
spent in a manner that favorably meets the scrutiny of the public. In addition,
adequate financial resources must be available to the municipality during
periodic downward fluctuations in revenue.
The implementation of strategies for ensuring financial stability in the City
include:
• Enhance Grants Program
• Enhance Financial Management
Rationale
Grant Program Enhancements: There are a number of strategies available to
the City that will ensure financial stability. One of the methods presently utilized
is to supplement the existing revenue by acquiring grant funds. The City has
implemented a grants management program designed to track funding
opportunities that dovetail with City objectives, pending applications and
awarded grants. Thus far the majority of grant funding has been acquired
through through federal, state and local sources. The grants program should be
further enhanced through the pursuit of foundation funding for certain projects
and programs.
Enhance Financial Management- A critical method needed to ensure stability
in the City's finances is by careful adherence to the principles of financial
management. These activities are developed and implemented to ensure that
City resources are not wasted and that City funds are used and spent in a
manner that meets public scrutiny. Financial Management activities include:
• Investment Policy: The City of Tamarac currently has an Investment
Policy in place. The intent of the policy is to provide City staff with sufficient
latitude to effectively manage financial assets so as to ensure preservation
of principal, maintain sufficient cash flow and maximize investment return.
The Finance Department issues a monthly report to the Investment Advisory
In
Committee and to the City Manager's Office outlining the status of the City
portfolio and of the various financial markets. Revision efforts for the
Investment Policy will focus on continual evaluation of the City's financial
needs as well as adherence to applicable laws
Develop and Implement a Debt Policy: The City should develop and
implement a Debt Policy which will set forth the parameters for issuing debt
and managing the debt portfolio and will provide guidance to decision
makers. Adherence to a debt policy helps ensure that a government
maintains a sound debt position and that its credit quality is protected. A
debt policy is beneficial because it enhances the quality of decisions,
rationalizes the decision -making process, identifies objectives for staff to
implement, demonstrates a commitment to long-term financial planning
objectives, and is viewed positively by rating agencies.
Perform an Annual Financial Condition Assessment: A program to
monitor financial condition helps the City's Commission and management
better understand the factors affecting financial condition while also
identifying any existing or potential fiancial concerns. Florida Statutues
Section 11.45 requires external auditors to notify the governing body when
deteriorating financial conditions exist that might cause a financial
emergency. Therefore, it is not prudent, but necessary, for the City's
finance staff to develop an efficient program to analyze and monitor the
financial condition. The Governmental Accounting Standard Board (GASB)
defines financial condition as "the probability that a government will meet
both its financial obligations to creditors, consumers, employees, taxpayers,
suppliers, constitutents, and others as they become due; and service
obligations to constitutents, both current and in the future." As part of
assessing financial condition, benchmarks would be used to provide a
means of comparing financial indicator results for the City to similar local
governments.
• Implementation of the New Government -Wide Reporting EntityModel:
The Governmental Accounting Standards Board (GASB) has required state
and local governments to implement the new reporting entity model as
prescribed in Statement No. 34. This accounting statement will impact a
number of the City's financial reporting aspects. These include the
following: (1) the accounting for City's operations will be handled in full
accrual similar to the business -type activities; (2) a management and
discussion analysis will be added; (3) certain funds will be reported
separtately as major funds or will be reflected in aggregate; (4) Citywide
financial statements will center on a Statement of Net Assets and a
Statement of Activities; and (5) all City capital and infrastructure will be fully
recorded in the financial statements and subsequently depreciated. The
implementation of this reporting model has already begun and is scheduled
to be completed by fiscal year-end 2002.
• Maintain a Capital Plan and Budget Program: The determination of the
City's fiscal capacity is an integral part of the government financial
4181
planning. The analysis of the fiscal capacity would entail a series of
judgments based on qualitative and quantitative factors. Presently, the City
prepares a Capital Improvement Program (CIP) which forecasts spending
for all anticipated capital projects. The capital planning process considers
all proposed projects and measures the impact of capital spending and
financing sources on the City's overall financial position. The CIP is a
planning document, which also identifies the first year projects that are
funded in the capital demands on current resources, borrowing power, and
grant funding sources. The City will continue to use the CIP as a policy
tool and a communication vehicle for citizens and special interest groups.
« Maintain City Asset Program:
implemented a bar code and asset
City's assets and their respective cost
identifying and managing its assets.
staff works the City's departments
inventory.
The Finance Department has
inventory system to track all of the
This new system will aid the City in
Every year the Finance Department
to complete a physical fixed asset
®Monitor and Maintain the City's Automated Contract Tracking System:
The Purchasing Division of the Finance Department continues to play an
important role in ensuring that all contractual requirements are understood
and followed by City staff. An automated contract tracking system has
been implemented in the Division to establish consistent methods of
monitoring the City's many contracts. The system tracks critical dates used
for notification and follow-up purposes and will continue to be an ongoing
process to manage the wide variety of contracts. This system, once
complete, will be made available Citywide, so that all departments will be
able to utilize the tracking system.
Cif]
1U
TASKS TO BE
TARGET
PERFORMED
COST TO
DATE FOR
TASKS
BY
CITY
COMPLETION
Grants Management System
City Manager's
Identify/Record Opportunities
Office, Finance,
all City
$0
Ongoing
Departments
Record Applications
Finance
$0
Ongoing
Record Awarded Grants
Finance
$0
Ongoing
...........
Reporting Status
Finance, all City
$0
Ongoing
Departments
Grants Program Enhancements
Explore feasibility of foundation
City Manager's
funding including the establishment
Office
$0
12/02
of 501 (c) 3 structure, as appropriate
Enhance Financial Management
City Manager's
Perform Operational Activity
Office, Finance,
$0
Ongoing
Reviews
all City
Departments
Investment Policy Updates
Finance
$0
Ongoing
Develop and Implement a Debt
Finance
$0
3/03
PolicyProgram
Perform an Annual Financial
Finance
$0
10/02
Condition Assessment
Implementation of the New
Government -wide Financial
Finance
$50,000
12/02
Re orting Model
Maintain a Capital Plan & Budget
Finance
$0
Ongoing
Pro gram
g
I I
Maintain City Asset Program
Finance, all City
Departments
$0
Ongoing
Monitor and Maintain the City's
Automated Contract Tracking
Finance
$0
Ongoing
System
F
N
41
C7
MID
ENHANCING CITY
VISIBILITY
City Visibility Strategies
The City of Tamarac depends upon the ongoing support and participation of a
number of distinct groups (public) for its continued success and growth. The
purpose of this project is to enhance visibility for the City among these groups to
reinforce and expand their support and participation.
Enhancing City Visibility is the process of identifying those "publics" whose trust
and support are critical to the continued growth of the City, and targeting
messages that reach each specific group. The three "publics" identified through
the strategic planning process are:
1. Public at large (residents)
�► r
3. Employees
Numerous City program initiatives serve to increase visibility. For example,
successful economic development is dependent in part on how well the City
conveys an overall perspective to prospective businesses. Specific economic
development initiatives are outlined elsewhere in the strategic plan; the scope of
this work plan is limited to tasks that improve direct communication with the
three publics that have been identified.
Rationale
Increasing the City's visibility requires identifying critical publics and developing
discrete messages for each group. Support from these groups is critical to
Tamarac's continued success. Conveying the City's mission, values and goals
is an ongoing educational process.
PublicLargeAn r d public, thorough
programs • - o supportr a
of City programs participation,,
City-sponsoredmeetings and in activities. Tasks identified for increasing
City's visibility to the general public are grouped r two categories:
1) Improving the quality of direct communication with the public; and
2) Increasing public participation in specific activities, and documenting the
changes.
5M
..
Tools for enhancing direct communication with the public are: City Connection,
the City's website, a new Citizen Services directory, and continuation of the City
Hail tours that were initiated in 2000. Activities to be monitored for increased
citizen participation are: Community Center and transit system usage, and the
number of contacts ("hits") to the City's website, and the number of online and e-
mail inquiries.
Business Community — Quality economic development is the best means of
offsetting the increased costs of providing services for City residents and
businesses. Attracting new business and retaining established businesses
10 depends in part on conveying accurate messages about the City's successes.
The business community should have a clear understanding of the City's vision
for the future. Distribution of the Tam -A -Gram has be expanded to include
direct mailing to businesses throughout the City.
V One aspect of attracting and retaining businesses is our ability to elevate the
0 image of the City of Tamarac as a distinct location, separate from Fort
Lauderdale and surrounding jurisdictions. Developing a visual identity -- a
"brand" -- that is instantly recognizable is an important part of enhancing
visibility. Tamarac's "brand" identity should be integrated into publications,
stationery, banners, signage, advertising, promotional materials, uniform and
vehicle logos, paid advertising and all other visual presentations. Ideally, the
City of Tamarac's visual identity will come to symbolize a progressive and
business -friendly environment.
pi Employees — Promoting the City of Tamarac as a quality workplace promotes
employee pride in the success of City programs and services. Recruiting and
retaining qualified employees yields a workforce that is a visible expression of
the City's mission, values and goals. Key components of this process are to
celebrate successes, and to communicate the good news throughout the
organization. The Sundial, the City's employee newsletter, will serve as a
principle means for publicizing employee successes and communicating key
messages directly to employees. Employee service awards and photos of new
employees are being incorporated as regular features.
4
TARGET ATE!
TASKS TO BE
COSTTOFOR
j
TASKS
PERFORMED BY
CITYCOMPLETION
Public At Large
Expand and update City's
Public Information
website and monitor usage
Office, IT, all City
Operating
12/02
De artments
! Develop and distribute Citizen
Public Information
Services directory
Office, City Clerk,
$3,500
6/03
IT, Social Services
Public Information
Continue City Hall tours; re-
Office, Public
evaluate current structure and
Information
Operating
12/02
recommend modifications
Committee, all City
De artments
Collect data on use of
Parks and
Community Center and transit
Recreation, Public
Operating
Ongoing
s stem; monitor chap es.
Information Office
Develop and implement
Development:
communications and media
public Information
relations policy that outlines
Office
standard operation procedures
Review, comment
$0
3/03
for all departments (for non-
and compliance:
emergency and emergency
all City Departments
communications),
Business Community
Formulate recommendations for
"branding" City of Tamarac(re-
Public Information
designing and standardizing
Office, Community
graphics, logo), including
Development, Parks
$0
6103
necessary budget
and Recreation
recommendations for FY 03 and
FY 04
Employees
Continue improvements to
j
Public Information
Sundial; strengthen network for
soliciting contributions from all
Office, all City
Operating
Ongoing
City Departments.
Departments
City Commission Joe Schreiber, Mayor
Edward C. Portner, Vice Mayor
Gertrude Mishkin, Commissioner
Karen L. Roberts, Commissioner
Marc L. Sultanof, Commissioner
City Manager Jeffrey L. Miller
City Attorney Mitchell S. Kraft
Executive Team Jim Budzinski, Fire Rescue Chief
Michael Cernech, Assistant City Manager/ Interim
Director of Finance
Lucy Crockett, Public Information Officer
Kenneth Dugger, Broward Sheriff's Office District VII,
Chief
Melissa Francis, Management Analyst
Raymond Gagnon, Director of Utilities
Paul Gioia, Chief Building Official
J. Christopher King, Director of Community Development
Kathleen S. Margoles, Director of Parks and Recreation
Diane Phillips, Assistant to the City Manager
Vanessa T. Steinerts, Assistant City Attorney
Levent Sucuoglu, Director of Information Technology
Maria Swanson, Director of Personnel
Marion Swenson, City Clerk
Raj Verma, Director of Public Works
Document Preparation Robyn Thalenfeld, Executive Assistant
W