05-13-1996
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AGENDA
COMMUNI1Y REDEVELOPl\fENT AGENCY
Monday, May 13, 1996, at 1:00 PM
City Commission Chambers
112 S. Osceola Avenue
Clearwater, FL 34616
1. Call to Order
2. Approval of Minutes - Apri115, 1996
3. New Business
a) Report on Loans and Grants
b) Status of Selection Process for Development Director
c) Report on Economic Development Summit of June 11, 1996
4. Executive Director Verbal Reports
5. Adjournment
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. COMMUNITY REDEVELOPMENT AGENCY MEETINQ
CITY OF CLEARWATER
April 15, 1996
Present:
Rita Garvey
J. B. Johnson
Robert Clark
Ed Hooper
Karen Seel
David Stone
Elise Winters
Kathy S. Rice
Elizabeth M. Deptula
Pamela K. Akin .
Cynthie E. Goudeau
Patricia O. Sullivan
Chair leRA Trustee
CRA Trustee
CRATrustee
eRA Trustee
CRA Trustee
Ex-Officio Trustee
Ex-Officio Trustee
Interim DirectorlDeputv City Manager
City Manager
City Attorney
City Clerk
Board Reporter
.~
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The Chair called the meeting to order at 9:22 a.m. at City Hall.
To provide continuity for research, items are in agenda order although not necessarily
discussed In that order.
ITeM #2 - ADoroval QLMinute~
Trustee Clark moved to approve the minutes of the meeting of March 18, 1996, as
recorded and submitted in written summation to each Trustee. The motion was duly
seconded and carried unanimously.
ITEM #3 - New Busine~
a) Update on International Jazz Hall of Fame
CRA (Community Redevelopment Agency) Interim Director/Deputy City Manag~r
Kathy Rice reported the Mayor had written a letter indicating the City is interested in the
International Jazz Hall of Fame locating to Clearwater but offered no commitments. The
Hall of Fame plans to display donated memorabilia, promote jazz, educate the public about
jazz, and attract retiring jazz performers. Jazz greats have indicated support. The concept
fits with the City's downtown plan for a family-oriented entertainment project and would
work well with a librarv if it is moved to the Annex site. The Hall of Fame is not coming
with much money but has backers who they indicate can raise funds. Their attempts to
locate in Kansas City have been confirmed.
Trustee Johnson questioned if the decision will be based on the City's offer. Ms.
Rice said that is the case. The organization likes the site. The facility would attract
English and German visitors who are jazz aficionados. Ms. Rice said an incentive package
could include building money, a gift of land, equipment or bond financing as a 501 (c)3,
lines of credit, a low-interest, long-term, asset-based loan package, reduction and/or
mcr04.96
1
04/15/96
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deferment of fees, financial assistance with operational expenses for first three years,
Infrastructure development for signalization and road access, and an enterprise zone type
exemption. The City owns the Greater Clearwater Chamber of Commerce building on
Osceola Avenue which may meet Hall of Fame's needs for the first three years. Informal
proposals from Lakeland, Hollywood, and Hillsborough County total approximately $2-
million each. Trustee Seal questioned the total value of the Annex property. Ms. Rice will
provide the Trustees with those numbers but noted the value of the land is based on the
use.
DDB (Downtown Development Board) member David Stone supported the concept
but said the project must make financial sense for the City. DOB Member Elise \'Vinters
thought the concept is exciting and worth pursuing. In answer to a question, Ms. Rice
said 8 City proposal would be required around July or August. The Mayor noted the
project's enthusiasm about Clearwater. Ms. Rice said she has checked the organization's
background for legitimacy. Trustee Seal recommended developing the concept as a joint
effort with DDB. Ms. Rice said she also would iike to work with the Jazz Holiday
Foundation.
Trustee Seal moved to authorize staff to develop a package in conjunction with
area businesses and the DDB to welcome the Jazz Hall of Fame in Clearwater. The motion
was duly seconded.
In answer to a question, Ms. Rice said the package will be brought back to the
Trustees for approval.
Upon the vote being taken, the motion carried unanimously.
b) Downtown Development Board's request to form a joint board with the CRA
The City Attorney said the CRA can only have seven members. The City's CRA
was established by Pinel/as County and the County must approve all changes. She
questioned if the eRA can have a citizen board. The statute allows for two citizens to sit
on the eRA jf Pinellas County so allows. Ms. Rice said if the goal is for all downtown
groups to work together, an interlocal agreement to hire a joint staff could be an interim
step. Mr. Stone felt it appropriate for the CRA and ODS to combine to share power and
money instead of different entities working on downtown. Both the CRA and DDB deal
with the defined downtown district. He suggested affiliating the two would enhance the
opportunity for members to work in unison. The Chair said the groups should have
common goals and objectives.
Trustee Seel moved to authorize Ms. Rice and the City Attorney to explore the legal
and management issues related to combining the CRA and DDS. There was no second.
Trustee Johnson indicated he wished to discuss this issue at the Special Work
Session on April 16. 1996. Commissioner Clark agreed. He said issues relating to the
eRA go beyond the proposed merger. ~irection will be provided at tomorrow's session.
mcr04.96
2
04/15/96
...
Mr. Stone questioned the CRA's contingent liability regarding the Park Street
garage. The City Attorney reported that issue is in discovery and litigation and it will be
some time before a settlement is reached. Mr. Stone said that issue could have 8
tremendous bearing on the future.
1IEM...ti.:~tor VerblLfleoorts
Ms. Rice reported she is not advertisii'lg for the executive director position until after
tomorrow's discussion. The eRA office currently is staffed and open.
iness
a) Election of Chair and Vice Chair
Trustee Clark moved to appoint Trustee Garvey as eRA Chair. The motion was
duly seconded and carried unanimously.
. Trustee Clark moved to appoint Trustee Seel as CRA Vice-Chair. The motion was
duly seconded and carried unanimously.
JTEM #6 - Adiournment
The meeting adjourned at 9:49 a.m.
Chair
Community Redevelopment Agency
Attest:
Board Reporter
mcr04.96
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04/15/96
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CITY OF CLEARWATER
Interdepartmental Correspondence Sheet
10
FROM:
COPIES:
Kathy Rice, Deputy City Manager A /:?
H. Michael Laursen. Human Resources Directo~I1t~~
Debbie Strutt, Human Resources Manager/Employment
SUBIECr: Time Frame Proposal for Selection Process for Development Director
DAlE:
May 3, 1996
Pursuant to your request, I have outlined below a proposed time frame for the
selection process for the position which I tentatively titled "Director of
Development." This title is not intended to imply that this is to be the title that will be
officially designated by the City Manager for this position, but it is llsed merely for
descriptive purposes at this time.
The following is proposed with respect to timing:
Day 1
Wall Street Journal advertisement. Based on previous experience, r6sumes will
be received beginning within one or two days and continuing for several
weeks.
The ad would reflect standard information
requirements, salary data, where to submit
advertisement for Executive Director eRA that
on June 4, 1993, is attacbed as an example.
as to the job title, duties,
r~sumes, etc. A copy of an
was in the Wall Slreet Journal
Days 1 to 30
A. Ads will be reflected in the foHowing publications:
J.a.B.S. (An ICMA twice monthly publication that is mailed nationwide to
minority and female members or participants of ICMA).
Nation's Cities Weekly (A National League of Cities weekly publication).
Economic Development (A twice monthly newsletter publication of the
National Council for Urban Economic Development).
Other publications may be included as determined.
These ads will be placed as quickly as possible after notice to proceed and
will appear consistent with the closest issue dates of the publications. At
least 30 days should be allowed to ensure the opportunity for the fullest
notice period for candidates to submit their r~sum~s. Rushing tbe process
may preclude the attraction of top candidates.
\. \" I I , \ \ I ' . 'J I 1\ '\ I . . \ .
Kathy Rice, Deputy City Manager
Page 2
May 3, 1996
B. An evaluation (assessment center) process will be established to measure
key elements required for this process. Those you have defined as of this
date include:
1. Leadership.
2. Coordination of projects and tasks with diverse groups and goals
(gaining consensus with diverse groups).
3. Data analysis and reasoning using development information.
4. Presentation skins with heavy emphasis on real data dissemination.
5. Involvement with the development community and downtown group
representati ves to analyze strengths and weaknesses.
6. Contacts with the development community already established.
The attached memo of April 30, 1996, from Deborah Struu, Human Resources
Manager, summarizes the type of evaluation exercises that we would
propose as components of an assessment center evaluation process. Contact
with Management & Personnel Systems, Inc. (see attached information),
indicates it could develop the evaluation process within a week or two 0 f
signing a contract, subject to the City providing it with the needed ski lis
and abilities to be evaluated. It has very quick turnaround time because it
is a specialist in the area of assessment center processes.
C Pre-screening of applicants. Initial evaluation of resumes can be
accomplished on an ongoing basis as they are received. The City M an age r
would determine who should be involved in this process. The pre-
screening should result in a final group of five to seven candidates to be
invited to participate in the assessment center process.
It is recommended that rather than a fixed deadline date, advertisements
indicate that resumes are requested by ( a specific date to be
referenced) which will allow the City to consider any that are received up
to the point of determination of final candidates for assessment.
Days 31 to 50
Scheduling, administration, and scoring of the evaluation process.
Previous experience with bri ngiog in five to seven candidates has
indicated that some flexibility needs to be in the process; otherwi se,
candidates may be precluded from participating.
We estimate 50 days for the process. If it begins on May 12 with a Wan Street J ou rnal
ad, the process, absent unforeseen delays, could be completed by the end of June.
Obviously, selection of a candidate may take an additional 30 to 60 days based on the
requirements of the selected candidate. In any event, although there is a desire to
proceed and complete this process as quickly as possible, it should not be rushed to
the point that quality candidates are precluded by the time constraints.
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CITY OF CLEARWATER
Interdepartmental Correspondence Sheet
TO: Michael Laursen, Human Ae~urces Director
FROM: Deborah K. Strutt, Human Resources Managerv>
DATE: April 30, 1996
COPIES: Kathy Rice, Deputy City Manager
SUBJECT: eRA Assessment Center Scope and Time Frame
"
In attempting to establish the scope and time frames for an appropriate evaluation method of the
eRA Executive I have reviewed several external testing publications as well as assessment
exercises developed in-house, and spoken to several individuals considered experts in their
fields.
I suggest that an initial evaluation of resumes be made, allowing the development community and
downtown business group representatives to provide input and narrow down the candidates to
five to seven f1nal!sts.
I then recommend using the following exercises to assess the finalists for those dimensions
listed on the April 26th memo to you from Kathy Rice.
( a ) Leadership
( b) Coordination of projects and tasks with diverse groups and goals. Gaining consensus
with diverse groups.
( c ) Data analysis and reasoning using development infonnation.
( d ) Presentation skills with heavy emphasis on real data dissemination (trend analysis
based on economic data, demographics data, etc.).
Leaderless Group Discussion (LGD)
This exercise Is designed to evaluate the candidates' group interaction skills and how they relate
to one another when placed in a group setting that requires them to anaf}ze and solve problems.
Factors measured in this exercise include leadership, oral communications, and problem
analysis/decision making skills.
Page 2
April 30, 1996
CRA Assessment Center Scope and Tme Frame
Due to the time and effort required to develop, administer, and score an exercise such as this one
(including securing the rate. $ necessary to successfully assess the group) I recommend
purchasing the instrument from Management & Personnel Systems, Inc. (MPS), who will
develop (including adapting the exercise to include redevelopment issues, where the candidates
are asked to evaluate some given materials, such as trends, demographics data, etc. and to come
to a consensus as to the direction Clearwater (or some fictitious city) should be heading) and
score the exercise for a nominal cost of an initial $50 fee plus $95 per candidate; however, we
must have at least four candidates competing. This exercise could be developed, administered,
and scored within two-four weeks.
( f ) Involving development community and downtown group representatives to analyze
strengths and \"eaknesses.
Speech
Structured Panel Interview
A speech used to evaluate puo:!c speaking skills, including the ability to respond to a variety of
questions may be used to assess ~ublic relations skills in dealing with citizen, public interest,
or similar groups. We could allow representatives to participate as an audience, atthough
specific questions would be reserved to role players (which may consist of a representatives
from those groups). This exercise may also be purchased from MPS and adapted to choose
subjects closely related to redevelopment issues. The cost of this product Is also very nominal
and can also be developed, administered, and scored within the same two-four week period.
I suggest that a structured panel Interview be developed In-houss, in which the City Manager
and Deputy City Manager, the City Commission and 2-4 representative members of these groups
be invited to serve on the panel and rate the candidates. In developing the interview, it would be
beneficial to meet with interested groups and determine what knowledges, skills, abilities, tn1
other attributes they feel ara necessary for a gxxJ CPA Executive to possess. I feel that Kathy's
suggestion that the candidates be given the questions to look over when they enter the room is a
good one. The questions may then be answered systematically with tho panel taking the
appropriate notes necessar'j to make an accurate assessment. An effective structured panel
interview can be developed within a week after all information has been gathered from
interested parties.
( e ) Contacts with the development community already established.
Telephone Reference Check
Once we have narrowed the list to five to seven candidates, we can request that the candidates
provide the names of several representatives of the development community In which they have
established effective relationships. We will then develop a telephone interview (also based on
information provided by representatives of the development community) and perform reference
checks.
;.i'
'fl'<' ',: " .: ,r. '
'r."'~. ,l,.}'.~~:> "',>'0, .
,.1- ";~:_" '." ,.,.
Page 3
April 30, 1996
eRA Assessment Center Scope and Time Frame
In order to assess the effectiveness of the company that I recommend to assist us In developing
materials :or the assessment exorcises, I have called several governmental agencies with which
they have done business. The responses were all favorable as to both the product provided Md
the company Itse".
As these exercises, whether developed Internally or externally, can be worked on
simultaneously, I feel that an appropriate battery of exercises can be ready to go within a week
or two from the date we sign the security agreement with the company, with the administration
and scoring taking an additional week or two.
If you have any questions or require any additional Information, please Jet me know.
MPS TESTS & SERVICES
Why Skills Assessment?
Table of Contents
Asse$.sment Cor Selection or Career Development ......... 1
Cost Effective Management Assessment Models ........... 2
General Management In.Basket ......................................... 3
MPS speCializes in written Ind oral
slmulatloa tests designed to assess skills, not
persolUlity traits, aptitudes or general menul
abWtJes. Why? Because It Is a more \'IUd
approach!
Schmitt, Goodin.. Noe &: Kirscb (personnel
~ 19&4) conducted a comprehensive
review of all employment tests and found
theSe average validities:
. Personality Tests .21
. Cognitive Tests .22
. Aptitude Tests .16
8m J S ASSESSMENT SIMUlATIONS:
Supervisory Sim ulator ...................... ..................................... 6
Work Team Simulator ...........................".............................. 7
Customer Service Simulator ................................................ 8
Management Report & Briefing ...........................ur.......... 9
Leaderless Grou p Discussion Exercise .............................. 10
Employee Cou ns,eling .................. ......................................... 11
. Work Samples
. Assessment Centers
.32
.43
Progressive Employee Counseling ...................................... 12
Police Scheduling & Report ................................................ 13
Fire Scene Anal)'SiJ & ReJlC'rt ..............,............................. 14
The message is clear. Skills Asst5smtnt is
tbe most valid way 10 bire people. Perhaps
a selection system might incorporate
personality and/or cognitive tests. but it
denn!te~ should include skills assessment.
Citizen Complaint Exercise (Police) .................................. 15
Tactical Field Situation (Folice) ......................................... 16
Apanment Fire Sim'Jlation .................................................. 17
Consider tbe most widely used assessment
instrument in the count!)', MPS' General
Management In-Ba.sut (GMlB). The
OMW, which evaluates supervisory and
managerial ~Itills, is a very strong indicator or
an individual's ability to succeed in
supervision or management (WJdity = .44).
What impact does such testing have?
Suppose )'Our cunent syslem is lacJcing in
validil)', yet you colasider S()% of )'Qur
supervison 2nd managers to be SUperiOI'.
Hiring the lOp 20% based on the OMIB. you
would achieve the following result:
TOP 20'16 ON OMID = 74% SUPERIOR
Jet Crash & rue Simulation (Mass Casualty) ................. 18
Speech (Formal Presentation).............................................. 19
Training Simulation (Police &. Fire) .................................. 20
Managerial Accomplishments Interview System ............... 21
MPS Assessment Center System ........................................ 22
Training k Other MPS Services ........................................ 23
Police &. Fire Assessment Models .......... ..........._............... 24
TO ORDER, OR FOR MORE INFORMA1l0N, CONTACT:
This would represent a dramatic 48%
Impl'CYmleDt (74% minus baseline of 50%,
divided by baseline of SO% z:: 48%)! For
personality and a>gnitive t~ts, the improve.
ment would be approximately 24%; and (or
aptitude tests, only 18%. Thus, the OMID
is twice IS effective as personality and
coanitive les~ and 2.61 times as effective as
aptitude tesu!
Management & PersonneJ Systems, Inc.
1475 N. Broadway 0 Suite 280. Walnut Creek, CA 94596
(510) 932-0203
Richard C Joines, President
.. " ' ': I I .) \ \','," \, J.. I II , \ \. '\. I , I I f \ \ I ) I
J' f '> \ \ ' , \ ., ' " \! \ ,\ I. I' \ . / I f.\ . \1
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ABOUT MPS
MPS bu been providing cansultation In the Irea of
employment testlD. since 1980. MPS specializes In the
development of assessment center processes and
slmulatJon tests. All MPS tats come with explicit and
easy.lO-loUow adm1nistratloll instrUCtions. ClIents ship
completed written simulation tellS to us rar scoring by 0111
highly mined raten. In addltJon, we offer oral assasment
tD"liQ,tltloDS, such a our leaderless JtOup discussion and
employee perfOI"l1WJCe counseling exercises, and cllents
videotape tbe assessc:cs acx.ording to our InstnJctions. We
tben evaluate tbe panldpanlS using the copyrighted MPS
a~sment center rating system. Thus. our cUents may
actuaUy run I fuU assessment center consisting or both
written and oral simulation exercises - without baving to
obtain their own assessors. Typically, our clients an
(X)Dduct examinations (or substantially Jess since they have
eliminated the costs of developmen~ as.~r training and
on.site evaluation time by assessors.
SERJIlCE AND TURNAROUND TlltfE
We are a clitnl..cmlDtd consulting firm. Vie realize that
our tests and other services are of DO value unless they
meet YOUR needs. which includes your time schedule.
We work closely with our clients and give JUan.nteed
c1ata by which tbey will have their test results. Even
where a rush does DOl exist, our turnaround time is
typically less than five days.
LOCATION TESTING PROGRAM
Why bring C2ndid2tes on site when you can test them
anywhere ill the country first using one of MPS' written
simulation tests - then decide whether it 1$ worthwbile to
bring them In for further evaluation? Our clients bave
found that this approach can save a great deal of time and
money. So ask about ow 1ocatJon testing program!
MPS TEST SECURl1Y
MPS maintains strict test security procedures. We will
not send a test to anyone unless we have a signed test
security agreement Our policy is to take evtl)' precaution
possible to insure tbat MPS tests are protected.
MPS TECHNICAL SUPPORT
We provide IS much telephone assistance as necessary to
assist our clients In their use of our tests. This Includes
discussion or their overall examining program and may
Include technical Issues related to tbelr overall exam plan.
It an MPS tat Is I pan of the process, we offer free
consultation to help Insure tbat tbe overall process is
sound.
FREE RESEARCH
We encourage our clients to let us assist them in
emplrlal research wherever an MPS test is being used.
This includes an evaluation of other tests that the cUent
may be using in the process. Criterion~retated validation
research requires that test scores be correlated with a
measure or job success, typically performance ratings by
supervison of the assessecs. We supply aU Deus5ary
instructions and materials, input aU data, and calculate
validity coeffidents using SPSS (i.e., Statistical Package for
the Social Sciences).
SIGN-UP FEE
MPS provides technical suppon and 2SSisU\nce for each o(
its tests. To partially <:over our actual costs, we charge
more for the first test ordered, whether used or nol, and
refer to this added amount as the sign~up fee.. The sign.
up fee (or eacb MPS test is a nominal amount lnd is
given In the atalogue for each MPS test.
PRlClNG
MPS keeps pria';$ as reasonable as possible. We do not
believe anyone can provide a comparable product and
service for less.
..~~~.~.~ I
:':rmn PS
From 1M publishers of
TM Glneral MtJ1UJgement In-Basket
;.' . .
1994
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ASSESSMENT
CATALOG
· Supervisory Skills
· Administrative Skills
. Leadership
· Handling ~orities
· Managing Conflict
· Management Control
· Interpersonal Relations
· Customer Relations
. Decision Making
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Management & Personnel Systems,lnc.
Assessment Catalog No.5
05/08/88 12:05
".140 2889
eLm CBAHBER
1ZJ00l ~
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DOWNTOWN DEVELOPMENT BOARD
COPIES TO'
COMMISSION
MEMO
MAY 081996
May 8, 1996
,.
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f,
To:
Carolyn
Iud! Hac.tcett
PRESS
CLERK I ATTORNEY
'..:
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~
From:
1:1
Re:
DDBICRA 10int Meeting
Possible dates fer a 5:30pm meeting
tUae It 'Wb1tcn
a..~
via fax:
462-6720
---------------------------------~...........-~.-
DawW StoCl.
~-
There is only one date before the end of Iune when all DDB members are
available:
Monday, May 20th
baaJd. Ill. JUcudo
"-wrt
Dwight Nathe.ny
All officers arc available on the following dates; at least one other member will
be missing. However, in the interest of movine forw~ our Chairpcnon is
willing to proceed on:
Tuesday, May 28th . fJ 1./ _ _ ._.. .. ..
Monday, June 3rd - (HtJ ~
Monday. 1une 10th
Wednesday, June 12th
Monday, June 17th or
Tuesday, June 18th
Jlich&td It. "hzz" DaYid
C1enn T. Wam:n
~ w. Woodndr
Jadi liackett
~
Let me know what the Mayor and Commissioners prefer as !loon as you can.
ThAn1c~.
"
P.O. Bo;c 1225 c a~r, PL 34611 g (813) .cel.ool1 ext. 231
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