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09/28/2011 - Special MeetingCity Council Agenda Special Meeting Date : 9/28/2011- 4:00 P M Location:Council Chambers Special Business Task Force Meeting Welcome. We are glad to have you join us. If you wish to speak, please wait to be recognized, then state your name and address. Persons speaking before the City Council shall be limited to three (3) minutes unless otherwise noted under Public Hearings. For other than Citizens to be heard regarding items not on the Agenda, a spokesperson for a group may speak for three (3) minutes plus an addirional minute for each person in the audience that waives their right to speak, up to a maximum of ten (10) minutes. Prior to the item being presented, please obtain the needed form to designate a spokesperson from the City Clerk (right-hand side of dais). Up to thirty minutes of public comment will be allowed for an agenda item. No person shall speak more than once on the same subject unless granted permission by the City Council. The Ciry of Clearwater strongly supports and fully complies with the Americans with Disabilities Act (ADA). Please advise us at least 48 hours prior to the meeting if you require special accommodations at 727-562-4090. Assisted Listening Devices are available. Kindly refrain from using beepers, cellular telephones and other distracting devices during the meeting. 1. Call to Order 2. Council Discussion Items 2.1 Provide direcrion regarding proposed recommendations of the Business Task Force. � Attachments 3. Adjourn Special City Council Agenda Council Chambers Special Business Task Force Meeting SUBJECT / RECOMMENDATION: Provide direction regarding proposed recommendations of the Business Task Farce. SUMMARY: Meeting Date:9/28/2011 The Clearwater Business Task Force submitted its final report to City Council on August 29, 2011. The Planning and Development Department has developed responses to each of the 71 recommendations included in the report. Staff involved the appropriate departments if recommendations fell outside of the Department's purview. Staff has identified a timeframe to implement, a general cost and a staff recommendation with comments. An Excel spreadsheet with four tabs, each tab devoted to one opportunity and the Task Force's corresponding recommendations, is available. In response to recommendations regarding the Business Task Force's desire for additional staff focused on customer service, a revised organizational chart of the Planning and Development Department, as well as proposed duties for a new FTE (Full-Time Equivalent) in the event City Council desires to move in that direcrion, is available. In conjunction with the City Manager's office, the Department is developing a customer service training program that will include all of those city departments and staff that interact with the public in the development review and permitting process. This effort will require approximately $12,000 —$15,000 to implement. The Department can implement changes that result in an arganizational structure that moves in the direcrion of a modern development service center. Training can be implemented to take the interaction between staff and customers to the next level. However, the discussion is not complete unless what it means to be business friendly is addressed. The Department will always be governed by a regulatory framework/process that is not without conflicts between the shart-term (day-to-day activities) and the implementation of the long-term vision of the community. Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Long Range Planning Manager Planner III Cate Lee Lauren Matzke, AICP Development Review Manager RobertTefft Planner III Scott Kurleman Kevin Nurnberger Planner II Ellen Carndall Matt Jackson Land Resource Specialist Richard Albee Scott Sullivan Planning & Development Department Organizational Chart Director of Planning & Development Michael L. Delk, AICP Development Service CenterManager Development Review Specialist Carl Kor¢ak Michael Lopez Lindsey Newell Jean Peeke James Wagner Development Review Technician II Anne Downes Blackburn Richard DeCastro Scott Jordan Vicki Morahan Jane Sloan Kyle Wilson Assistant Planning & Development Director Gina L Clayton Senior Staff Assistant Nancy Scott Administrative Analyst Sherry Watkins Construction Services- Manager/ Building Official Kevin Garriott Assistant Building Official Vacant Building Construction Inspector Tom Carrick, Lead Worker Robbie Ackerman Mike Coccia Dana Root James Stanley Kevin Tucker Jeff Voss John Witkowski Housing Inspector Gabe Parra Sam Swinton Senior Plans Examiner JeffWalker Plans Examiner JackFahey Ralph Rowe Attachment number 1 Page 1 of 1 Code Compliance Manager TerryTeunis Code Inforcement Inspector Rick DeBord Nilda Espinosa Peggy Franco Corey O'Neil Julie Phillips AlRuud Shelby Schaar Signlnspector MaryJo Weaver Licenselnspector DeeShawen Janet McMahan Customer Service Representative Lynne Pulizotto John Warner Attachment number 2 Page 1 of 2 Planning and Development Department Proposed Development Service Center Manager Job Responsibilities Manages and coordinates the customer service functions with the Construction Services and Planning Divisions. Advises and consults with the Construction Services Manager (Building Official) and Development Review Manager on procedural matters relating to the plans routing, meeting coardination of plans review staff, development review committee and permit approval process. Reviews and adjusts work plans and schedules, allocates staff resources and resolves priority conflicts in order to ensure work is accomplished in a timely manner. Tracks customer service data and identifies and implements way to improve operations, decrease turnaround times, streamline work processes and work cooperatively and jointly with the department's management team and other departments involved in the development review and permitting processes to provide quality seamless customer service. Ensures that customer service standards are achieved. Meets and works with industry representatives and City staff to ensure that the development approval and permitting processes are as efficient and effective as possible. Serves as a development liaison with customers on major projects/complicated projects. Coordinates out-of-sequence reviews with the Construction Services Manager (Building Official), Development Review Manager and other impacted departments such as Engineering and Fire. Supervises, trains and evaluates staff responsible for providing permit processing and issuance, application acceptance, cashiering, meeting scheduling and coordination, plans routing and tracking, public information and other customer service activities. Responds to customer and public inquiries and complaints; explains requirements, codes, policies, standards, fees and procedures to the public. Chairs and schedules customers for the Building Plan Review Committee; provides documentation of ineeting discussions. Participates in pre-construction meetings. Explains City's position and policies to customers regarding the plans review procedures and requirements, expected timelines on plans review and permit approval process; Attachment number 2 Page 2 of 2 Routes and supervises certain zoning reviews conducted by the Development Review Specialists such as simple site plans, %nces, tie-surveys, etc. Coordinates the approval of fee waivers and refunds. 2 Attachment number 3 Page 1 of 9 Opportunity #1 Attachment number 3 Page 2 of 9 ** $- existing resources; $$ - one time expenditure; $$$ - substantial recurring cosUmajor expenditure Opportunity #1 Attachment number 3 Page 3 of 9 Opportuniry #2 Attachment number 3 Page 4 of 9 Opportunity #2 Attachment number 3 Page 5 of 9 ** $- existing resources; $$ - one time expenditure; $$$ - substantial recurring cost/major expenditure Opportunity #2 Attachment number 3 Page 6 of 9 Opportunity #3 Attachment number 3 Page 7 of 9 ** $- existing resources; $$ - one time expenditure; $$$ - substantial recurring cost/major expenditure Oppartunity #3 Attachment number 3 Page 8 of 9 Opportunity #4 Attachment number 3 Page 9 of 9 ** $- existing resources; $$ - one time expenditure; $$$ - substantial recurring cost/major expenditure Oppartunity #4 Attachment number 4 Page 1 of 3 Business T'�sk Farce�r�2esp�nse t� _�#aff [:c�m�e�t� C7ne af o�r niost �onstru�ti�e chan�es i� tc� becc�rne a.;Custazner C�;ntric., r���;ar�izati��. We are ch�n�an4.; ft-om a cL�lCure c�t �`No" to "Y�s,,, at icast "M�y, }�e." i�I� C�earw•ater citi�er� c�r n�n-citi�en sl�cau�d �ni�r MSQ writh a sense t�nat it will he ar� ���ill hattle� re�ard�ess c�f the reyiz�st. ``Sta#f'is a�a�lable ta l�el�.'- 2. "I'here shc���1� he a C'1z�cklist fc�r Dev��n�Fne�t A��lic�tions ar�d Stat�` shnu�c� he �c�rtinlitkee� tc� t�e C.heck�ist. There sl�nul�i n��er be a�ddans made tc� the iist �ater unless tt;ere as ��usic�r�er ch�n�e t� th�ir ��pli�ation c�r a Ci�v Ma���er �alicy chan�;e. 3. Vi�levs r�ay cxcite st�me ap��icants bui prc�k�3h1�• in a ne�ati��e n-�anner. 4Ve s�o��Id n�t l��ive a�rnCess sn ecsrn�lic.atcc� that ��ict�.os n�ust tae madc: tc� e:xptair� it. C wc��tld �'avc��- a�nn�is� Cxecuti��� 5urnn7�ry fc�rn��t t11at �ays out exacily �.��l�at is requirce�. F�revity tc� the Gxtent �?ossi�r�e is a beiter sc�➢ulion. 4. Missi�sr� St�tcr��ents are easy�, executic�n is di��ficult. We shc�i�ld cc�mplete td�is recc�gnmenciatic�El tdrst. 5. � wc�i��d h�ve th�u���t that we al��eady ha��e � Stat`�ea- t�� h�ip custt�z�ers navi�atc t�ie pr«c+�ss. It is a�,tio�d idea. �'Ieasc rer�e�r��e�- my nar�-ati�le of' tY�e C--lom�e D�pc�t z��aprc��ch, c.4�. the its�: of tl�� "Expeciit�r'" w•h�� is aP���a}s a�aila�ie via ceil to ��ke care �f prc3h�errls. ._...asly �rnble�ns. `Y�€� are r�eve3- alc�ne_ fi. I.e�el C3ne Wall� `T'h.ru lor Resic�ential ��.ppi�catians is alreac�y an �iace as i LIi1�CTSIc`�Tif� il. ���t� S CdJ1ltII1Ci� C�liS �JiC}�ic�3�l. 7. [ r�eed �r�.cise re�:c�r��nendatipr�s on �,r�a�t is m�;a�ac hy �l�xi�ility tor c��ar�cter distriets and pla�iz-�ed de��:l�pment distracts- �. A C�s�omer C'eritric c���aanizatic�a� shc�ul� ��lrcae�y` b� hs-it�ain� cha�ler��ir�g iat�siness d�velopment sit���tinns Co the C�'ily ]'v�ana:zer and t�e., as a�aprc��ria�e, shn�tic� �riz�� tcs th� C'it�� C'ounci�. "l��e C�ty is ir� ��asir�ess to r_Ic} �i�isiz�ess. I h�r�e not �eard c��i�- p€�licy ���as �t�Yer��i4e. 9. �1 (7ne Stc�� CustomLr S�rti�ice Center c�ncept �s ti�z approac� that I suppt�:-t. s€�oner ra�her tl�adl later. ]0. C)ral site pI���1 re��ievw� �tatt�s and reiFietir�s t�r �i��c���tes ��i�� telep�one shauld �� ��-c���i+�ed 4�i��v care#���ily'. V4�r€:, s�c�ula s�riW� t�7 place tl�c inf���-��atinri nn Iine ��-1�i�lt �?y d�:tir�itic�r� ��i�s it irl G�ritilt�� aia�i rrtdni�a�ires i��isccfi�>>i�t�t�ic;atic�ns. Attachment number 4 Page 2 of 3 l 1. ti�y� u�zd�rsta�c�in� is cpn�istez�t witii Staf�F re�arc��a1� ciia�r�� w'iih t�� C'1�����,�a�er F�e�i�r��i! C�arnher n� L.oznr�erce and €3each C�ar���er_ If n�y iinderstaa��iii��,= i5 nc�t eoir�ct, P^,�o�rFd li�:e ta h�.�r it c�ir�ctI}� ti-or7� th� c�aan��ers. 12. I rina a}�eri co disc��ssir�g non-c:itizens �.�artici�atic�� bt�t ai�Iy� i�` �he�,� c�perate � busine�s witl�ii� t:se �ityr. My bias is Iur Cle�rwater r�5it�e�ks' pa�rtzci�atit��� ��t th�se b�isinesses with si�;a�a#�car�i capit�l ancl �perat���; fui�c�s expea�t�eci witi�in a�ir C'ity� ta�a�� ne�d to ��ave a 5cat at the t�bl�. l �. Clearw�atct� Lik�rary anay° alreacl�' ���ve a 5m�li l�usiness �allection and, i� it c�oes. } w�,u1d �ike id tc� �e aei line. 14_ Ecn�t��rnic (7evclo��a�ent i� respt�nsible t��r new busi�css develapr��.ent anci dc��e�c��ri�er�t if� �ic7���ntown. ���i�t�r� are ��I�er �P-oups w•ho al�cr �r�r�i,cipate, s�ich as t�e DI�B a�YC� C:Rr^�. Nc� oF�e car� say� khe C=ity�. �'c���neil, �ast �nd �resent, ��as t�trt inUeste�i si��niticc�n�l}r it� the C�.�rt�t�round ❑f t���r do�?+,�nte�wn, It is better tilan �t �as ���.n but not as ��r�ac� as vwe. ea�� �nake it. I�.I'lI"III Iae4�cilines for permit a��r�r��als are re�sc�n�b�e, as loi�a� as C:us�omec c�tie�tpt�ns an�l clarificatic�ais ca�l be ��tnc�l�,d titneiy. .�he l�i•�er pc�i►zi is t�7�t �taff ��at�u1� n�t 11ave �nultiple r<�n� �t qu�_stit�r�s and c�ari�ic�tiar�s fc�r t�►�, sa�i�e issues thei-e�y ��zissing the c�ea�iliF�e.. lb. ,r!�n I:c�rn�r�ic DeVeloptne�tt SLti����y is fir14 �r�i afl7 addiCic�nal F�;11 i� �it�t 4��:isfact�ry. `�i+'e s���u�el cnr�tr��:t c�ut if�existin� staff is �xa�a�sle t� 1t�ncile. l7. `�'d1c City has a ii�t r�t-busin�;sse:� witd� �usil�ess b,ice��ses, so this su��estic�a� shatil� he easy ica irn�Yemer�t. I�. C'i4y Cc�unGi� ���isits s}lr�uic� �e usc� s��rii�E�ly� �i�t}�e purpt�se is a��endin� pi�ojGct or �� prc�ject ab�ut to b� sub�a�iEtei9 tc��� apprc�r��il. Vv`e �ic� not l�z����: t1-1�� C'c3de �ack�;rt�ur�d tc� be sutficie��tiy ��re�:ise ��nci we cc��Flct ��c rrt�tinL� c�n the �?r�ajeLt in i}ie ��utltre. Vb'e did 1�a4•e a City� C�zuncil �"isit�ticTn �'ror.�ra�n and nny �i��iersi�.i��ii-�4q is that �here r�as Iitt�t C'ust�a3�er �r�tcr�:st_ [#� t�xe Clea�-�vater �2e�ina�al Cl1E�i�it�ei� of [`c��air�aerce; ����� I3eac11 C11G�ralber v�nul� �rc�vi�L t� li�t #��r d��c�nt��ly �is�t5. [ wo��ld be �l�ase� t� �ia�-ticipate. 1�?. 'V�'e shc�u�d t�a��e ever��t}�i���,� un fiize th�t is �i��lic recc�rc�, to in€;luc�e a��iicatiE�ns. �aer���its, etc. ?C). It mi�l�t �e �ae1�t�I tc� �aa�=� a C`ity ���e� siie �iF�k il�tit c�irects Cust��mers tc7 ��arie���s r�soEir�es. �'erl�a�s a nar�-ati��L t�escribii��^ tl��: �a�-c�c�ess. � � . � F1[:tL� L(? L1P�C��C5l�i7Ci �k'�1V (?�li" �]P�CS�FI�. 5����t 4�:l.�li1{31 �lai](j�t; �CUI]C3I1?14: C�tVt'IC7�7Il1c_'ll� n��,c�rt��niri�s at naiic�nai. sitite anti.�c}z- Ioc��i h��sipi�ss trac�e 5izc���s. l a�n n�7t ii7tirestccl in adr�it��. T"I�E. Attachment number 4 Page 3 of 3 Sun�gnarv I b�lieWe td-�e C�xstamer Centric appr�a�11 is a�r�at place tc� star�. �3�asinesses pay =�C�"la c�[� th� rea� �rc�perty taxes in this Gity ai��� wc sh��ild t�-e�zt thern aec�r�int4ly. "f�he f'laz�niia� and Economrc I�evelcj�sne;r�� '�]epartanc���ts ha�c; ��ii�i�all}r a�9 th� t�ea��y 1ili�n�. .4�d � am cont�dent that they° can ciaan�e th� ma��r��r w�e have bee� cc�nductin; �rasin�sy, tc� inc�ue�e �rc�nt eaZd loac�ira� C;ity pia�� rev�ie�r�s and ����prc�val4 �s �.�e �is�ussed �urirs�� the Business T'a��. Ft�rc�:'s �irese:�tai�on. We shQUld stti�iue tc� rnir�irniz� c�ur bu5ine�se�' cc�sts �ty�t�l �lan apprc��Fal �Zas a hit�T��er �ikelihc�c�d o� appra��a�.