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Agenda 03-21-11 The City of Boynton Beach FINANCIAL ADVISORY COMMITTEE MEETING MONDAY, MARCH 21, 2011 @ 6:00 P.M. LIBRARY CONFERENCE ROOM BOYNTON BEACH, FLORIDA 33435 AGENDA 1. Approval of Minutes – (Attached)  February 28, 2011 2. Comment that City Ordinance amending attendance requirements of the Financial Advisory Committee was passed by the City Commission on March 15, 2011 3. Discussion and voting on recommendations made by each Financial Advisory Committee Member on assigned projects – (Attached) 4. Other Business 5. Adjournment th Future meeting dates as modified at February 28 meeting  March 21  April 11  April 25  May 9 The City of Boynton Beach . FINANCIAL ADVISORY COMMITTEE MEETING MONDAY, MARCH 21, 2011 @ 6:00 P.M. LIBRARY CONFERENCE ROOM BOYNTON BEACH, FLORIDA 33435 AGENDA 1. Approval of Minutes - (Attached) · February 28, 2011 2. Comment that City Ordinance amending attendance requirements of the Financial Advisory Committee was passed by the City Commission on March 15, 2011 3. Discussion and voting on recommendations made by each Financial Advisory Committee Member on assigned projects - (Attached) 4. Other Business 5. Adjournment Future meeting dates as modified at February 28th meeting · March 21 · April 11 · April 25 · May 9 I of3 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Cell Phone Allowances Reviewed By: William Shulman Cons of Recommendation: City employees might not like this recommendation because it is "give- back". But in times of budget deficits and austerit ro rams eve one must contribute to t to ease the burdens on our taxpayers. References - Staff, Documents, and Public): Staff analyses Impact on 2011/2012 Budget: Will help reduce costs by between $25,000 to $35,000 Impact on Out Year Budgets: This program can and should continue in the future. Impact on Citizens: Beneficial. Will help reduce the proPosed increase in the property tax ratable. Committee Vote Results: For:_ Against:_ C:IDocuments and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIF AC Cell Phone Recommendation _ Bill Shulman.doc 20f3 Memo To: Kurt Bressner & Barry Atwood From: William Shulman Date: 3/21/2011 Re: Cell Phone Allowances DISCUSSION: The following statistics reflect the number and costs of cell phones for the fiscal year 2011: CELL PHONE No. of Cell Annual ALLOWANCES Phones Costs Average/Employee Allowances 154 $65,252 * $423.78 Assigned City Owned Phones 140 59,577 ** 425.55 Totals 294 $124,829 $849.33 *Range from a high of $720 per year to a low of $120 per year. ** Reduced from $80,391 at June 2010 RECOMMENDATIONS: 1. All employees who have City paid for cell phones should reimburse the City for 20% of the cost of each phone used. This would increase revenues and thereby reduce costs by approximately $25,000. As an alternative, and probably better administratively, each employee using a City paid for cell phone should reimburse the City $10 per month for the use of the City paid cell phone. This would bring in approximately $35,000 annually. 2. Additional savings may result because if an employee has to pay 20% or $10 per month of their City paid cell phones such employee may opt out of the program, thereby saving the City 100%of such costs. C:IDocuments and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIFAC Cell Phone Recommendation _ Bill Shulman.doc 30f3 3. In addition, each City department should undertake a survey of City paid for cell phones , and determine the absolute necessity of City paid for cell phones ,charged to that department , in an attempt to reduce the number of cell phones to an absolute necessity 4. Furthermore, such strict controls will aid in avoiding City paid for cell phones from "mushrooming "out of control in the future. 5. These type of perks for employees which were promulgated during the financially good times of exceptional high revenues, must be reigned in during times of budgetary deficits. Finally, it is recommended that the 20% or the $10 per month reimbursements, both of which are minimal amounts, (it would cost our Mayor about $ 189.20 per year) should start with the Mayor and City Commissioners, in order to set a good example of cutting the City's costs. C:IDocuments and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIFAC Cell Phone Recommendation _ Bill Shulman.doc Recommendation From Boynton Beach Financial Advisory Committee Reviewed By: David R. Madigan SUbject/Topic: Merge CRA Functions (CRA/BB Dev. Dept) (BB Dev Dept/CRA) Recommendation (Specific Action Recommended): The CRA based on its past year (s) actual reported public and private actions perceived public and private actions, is a perceived political "hot dog" and best left alone for the Boynton Beach Mayor and Commission to direct its immediate future. Pros of Recommendation: Neither the CRA or Boynton Beach Development Department compliment each other in their operations/missions statement. Merger considerations should be scrubbed. Cons of Recommendation: References (Staff, Documents, and Public): City Staff suggested areas of study for FAC in a memo dated 8/20/10. Impact on 2011/12 Budget: N/ A Impact on Out Year Budgets: N/A Impact on Citizens: Nj A ~ Impact on City Staff: Allow staff of CRA to stabilize, regroup and rededicate toward a successful operation led by a 7 person Boynton Beach Citizen CRA Board. The sooner the current 5 Commission Board Members step aside from the CRA Board and appoint 5 Boynton Beach Citizens to replace them to jOin the current 2 Boynton Beach Citizens on the CRA Board, the perceived political posture will end and measurable Positive results can be achieved. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherrYC\local Settings\Temporary Internet Files\OlKC\FAC eRA Functions Development Department Merger Recommendation - Dave Madigan.doc Recommendation From Boynton Beach Financial Advisory Committee SUbject/Topic: E-billing System Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended), Provide citizens with the ability to receive electronic water biils and be able to pay their biils automaticaily from a credit card or bank account. Pros of Recommendation' Citizens wiil be able to set up automatic bill paying options and get their biils electronically. Cons of Recommendation, Provided this is an optional initiative, then there should be no drawbacks. References (Staff, Documents, and Public): Worked with staff on getting this option studied. Impact on 2011/12 Budget, The city wiil save $1 per month for every citizen who eiects not to have a paper water bill sent to them. Currently some citizens are reluctant to select the opt out option, because they cannot see the details of their water biil. This would eliminate this problem and encourage more citizens to "opt out" of receiving a water bill. Impact on Out Year Budget", The impiementation of an Ebiiling system wili have some initiai and smail recurring license costs. However, these costs wiil be offset by the reduction in costs of sending paper water bills. Impact on Citizen" Provided this is an oPtionai "opt out" initiative, then there shouid be no impact to citizens. Committee Vote Result: For: _ Against: _ Impact on City Staff, As more citizens seiect this option, processing of paper water biils wiil be reduced._ C\Do,"m,"" oed s'Wo''''h''','llo,,' s'nlo.'1 T'm,o,"", 'ot"o" FI'''IDlKCIFAC '-Bllllo. '"omm,"d,"oo _ 000 Scantlan,doc Recommendation From Boynton Beach Financial Advisory Committee SUbjectITopic: FORESTRY AND GROUNDS - 2010-2011 BUDGET $1,553,099 Reviewed By: MERLINE PAMPLONA Recommendation (Specific Action Recommended): 15% REDUCTION RESULTING IN $232,965 DECREASE IN OPERATING EXPENSES Pros of Recommendation: NO INCREASE IN PROPERY TAX ONL Y ONE DEPARTMENT AFFECTED BY BUDGET CUT I RECOMMEND WE FIRST CUT EXPENSES SUCH AS: HOLIDAY PAY, OVERTIME, CELL PHONE, AND SHOE ALLOWANCE (MINOR, HOWEVER IF IT CAN SAVE A POSITION, OR IMPACT OUR MEDIAN MAINTENANCE LEVEL, IT'S WORTH IT) Cons of Recommendation: REDUCTION OF MEDIAN MAINTENANCE WILL RESULT IN THE FOLLOWING: Reduce median maintenance on all of Congress Ave. and Federal Highway Remove turf and plants exclusive of trees and palms Replace turf and plants with mulch Weed control (Spraying) 4 times per year Minor modification in irrigation Trash and litler will only be cleaned up four times per year because litter cleanup is part of our landscape maintenance contract Many of these medians are remote and in residential areas. Unable to calculate cost reductions for these smaller medians at this time References (Staff, Documents, and Public): REVIEWED DEPARTMENT BUDGET MET WITH GLENDA HALL, CHRISTINE ROBERTS, AND JEFFREY LIVERGOOD Impact on 2011/12 Budget: SAME AS 2010-201 AFTER BUDGET CUT Impact on Out Year Budgets: CURRENTLY, BUDGET HAS INCREASE IN OVERALL EXPENSES FROM 2012-2015. I RECOMMEND REVISION OF BUDGET TO REFLECT 2010- 2011 AFTER THE 15% CUT UNLESS MILLAGE RATE IS RAISED Impact on Citizens: MAY NOT BE PLEASED WITH LEVEL OF MEDIAN MAINTENANCE Impact on City Staff: REDUCTION OF HOURS IN THE MAINTENANCE DEPARTMENT NO DIRECT IMPACT ON PERSONNEL Committee Vote Result: For: _ Against: _ C:IDocuments and SettingslcherryclLocaJ SettingslTemporary Internet FileslOLKCIF AC Forestry Grounds Recommendation _ Merline PampJona.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Golf Course Department Reviewed By: George Feldman Recommendation (Specific Action Recommended): To support the Golf Course, (which is an enterprise fund solely supported by user fees and not part of the general fund), by endorsing management's current practices and policies. Pros of Recommendation: The wisdom of allowing the golf course to operate status quo is in the recognition of the success of the operation. The golf course has been cutting expenses at every corner, delaying capital purchases, and maximizing revenue at every opportunity. The fact that the golf course has no debt, customer surveys give rave reviews and the Links currently holds the distinction of being rated by Golf Digest as Florida's # 1 municipal golf course is a reflection of its current and past management practices. The golf course is in the process of weathering an economic storm that all businesses, including golf courses are going through. The Links' position of stability should enable it to stand firm. The current trend in the golf industry finally has more courses closing than opening. This is the first time this has happened and as it continues it will contribute to the health of the courses that remain. Cons of Recommendation: Allowing the golf course to continue to delay capital purchases such as maintenance equipment and extending the life of the golf car fleet two to three years is a voyage into uncharted waters. Management is confident that it's past preventative maintenance practices and dedicated in-house mechanics will pay a dividend over the next couple of years. References (Staff, Documents, and Public): Impact on 2011/12 Budget: Delaying capital expenses will reduce the expense side of our budget._ Impact on Out Year Budgets: Stretching the life expectancy on capital purchases does not necessarily mean that everything will come due at the same time. The hope is that as the economy picks up, weak courses perish and that revenue will increase. Impact on Citizens: The service that our customers have come to expect in this highly competitive market will remain the same. Impact on City Staff; The only impact on city staff at this point is to continue the practice of converting full-time positions to part-time to reduce personnel cost. This has been done as the situation presents itself but if the economy does not improve or nearby courses do not fail, this practice could become mandatory. This situation will be looked at on an annual basis. C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Golf Recommendation _ George Feldman.doc Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Golf Recommendation _ George Feldman.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Hiring Freeze Reviewed By: David R. Madigan Recommendation (Specific Action Recommended): Continue with hiring freeze. Exemptions Police and Fire, yet as needed, post, interview and hire to fill vacant position (s). Pros of Recommendation: A) Produces an existing lean, mean Boynton Beach employee contingent dedicated to producing an exceptional level of service. Cons of Recommendation: It's too far fetched that a con could be perceived. A hiring freeze makes fiscal sense. Although, while a hiring freeze is not an employee layoff or furlough, it may be perceived by the public to parallel the operating results based on the approximate 50/50 split per FAC Survey covering employee layoffs or furlough to maintain current tax rate. References (Staff, Documents, and Public): FAC identified this area as a study issue. Impact on 2011/12 Budget: $1.4 million benchmark carry forward (See Pro's B) Impact on Out Year Budgets: $1.4 million benchmark carry forward (See Pro's B) Impact on City Staff: A) Providing acceptable levels of service to citizens of Boynton Beach. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\local Settings\ Temporary Internet Files\OlKC\FAC Hiring Freeze Recommendation _ Dave Madigan.doc Recommendation From Boynton Beach Financial Advisory Committee Subject / Topic: Homeowner Association Contributions to City Programs Reviewed By: William Shulman Cons of Recommendation: None. except perhaps some Associations may not respond because of their own financial problems. References (Staff, Documents, and Public): None Impact on 2011/2012 Budget: Will have very little impact on the 20ll /2012 budget because these items were not budgeted for. Impact on Out Year Budgets: Probably none unless program is reinstituted which is not recommended. Impact on Citizens: Excellent results for citizens of Boynton Beach .No adverse effect because this will be a ioint effort by about 200 homeowner associations Impact on Staff: Minimal costs of typing and mailing and some administrative costs. Committee Vote Results: For: _ Against:_ C:IDocuments and SettingslcherryclLocal SetlingslTemporary Internet FileslOLKCIF AC HOA Contribution to City Programs Recommendation _ Bill Shulman. doc Recommendation From Boynton Beach Financial Advisory Committee SubjectITopic: LIBRARY - 2010-2011 BUDGET - $2,243,271 Reviewed By: MERLINE PAMPLONA Recommendation (Specific Action Recommended): 15 % BUDGET CUT RESULTING IN A $336,491 REDUCTION IN PERSONNEL INCLUDING BENEFITS: 1. VACANT LIBRARIAN POSITION. 4. CURRENT FULL-TIME POSITIONS, AND 2. PART- TIME POSITIONS RESULTING IN REDUCTION IN OPERATING HOURS $14,524 REDUCTION IN OPERATING EXPENSES - SEFLlN - SOUTHEAST FLORIDA LIBRARY INFORMATION NETWORK $1,639 REDUCTION IN CAPITAL EXPENSES - BOOKS OTHER RECOMMENDATION - POSSIBLE INCREASE IN FINES (late fees) COULD RESULT IN INCREASE OF $10,000. Pros of Recommendation: NO INCREASE IN PROPERTY TAX LIBRARY WILL REMAIN OPEN FOR MINIMUM a HOURS ON MOST DAYS Cons of Recommendation: LESS STAFF RESULTING IN REDUCTION IN OPERATION HOURS FROM 54 HRS TO 43.5 HRS (a 10.5 hrs/week cut) LIBRARY WILL BE CLOSED FRIDAY AND SUNDAY MANY STUDENTS WILL BE IMPACTED SINCE LIBRARY WILL BE CLOSED AT 5PM INSTEAD OF aPM ON MOST DAYS EXCEPT FOR MONDAY BASED ON GATE READINGS, ON AVERAGE 1,500 VIST THE LIBRARY References (Staff, Documents, and Public): REVIEWED DEPARTMENT BUDGET MET WITH LIBRARY DIRECTOR CRAIG CLARK, BOARD MINUTES Impact on 2011/12 Budget: SAME AS 2010-2011 Impact on Out Year Budgets: CURRENTLY, BUDGET HAS INCREASE IN OVERALL EXPENSES FROM 2012-2015. I RECOMMEND REVISION OF BUDGET TO REFLECT 2010- 2011 AFTER THE 15% CUT UNLESS MILLAGE RATE IS RAISED Impact on Citizens: LESS OPERATING HOURS RESULTING IN RESTRICTION ON USE OF THE LBRARY MAINLY BY STUDENTS.THE LIBRARY IS THE ONLY SOURCE FOR MOST OF THOSE WHO USE IT AND IT WILL AFFECT THE COMMUNITY Impact on City Staff: LOSS OF POSITIONS, EMPLOYEE MORALE, AND SOME EMPLOYEES MAY HAVE TO TAKE ON MORE DUTIES Committee Vote Result: For: _ Against: _ C:IDocuments and SettingslcherryclLocal SettingslTemporary Internet FilesIOLKC\FAC Library Recommendation _ Merline Pamplona.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: SCHOOL HOUSE CHILDRENS' MUSEUM - 2010-2011 BUDGET $204,519_ Reviewed By: MERLINE PAMPLONA Recommendation (Specific Action Recommended): 15% BUDGET CUT RESULTING IN A $30,678 REDUCTION IN SALARIES OF EXECUTIVE DIRECTOR AND/OR OFFICE ASSISTANT. OR ELIMINATION OF JANITORIAL SERVICES OF $18,170 AND REMAINING $12,508 APPLIED TOWARDS EXECUTIVE DIRECTOR AND/OR OFFICE ASSISTANT SALARIES Pros of Recommendation: NO INCREASE IN PROPERTY TAX NO IMPACT ON CITIZENS AND CITY STAFF GRANTS FROM HUD AND COUNTY (if unrestricted) CAN BE USED TO MAKE UP 15% CUT Cons of Recommendation: MANAGEMENT AGREEMENT - CITY AGREED TO FUND TOTAL BUDGET. References (Staff, Documents, and Public): REVIEWED BUDGET MET WITH CRAIG CLARK, NEWSPAPER ARTICLES - BOYNTON FORUM NEWSPAPER ARTICLES - BOYNTON FORUM - NEW NAME AND MISSION - MUSEUM WILL SOON ADD EDUCATIONAL PROGRAMS TARGETING TO CHILDREN FROM PRE-K THROUGH MIDDLE SCHOOL AGE NEWSPAPER ARTICLES - BOYNTON FORUM - RENOVATION COSTS QUESTIONED RENOVATION TO RESTORE WINDOWS AND FLOORS TO THEIR HISTORIC APPEARANCE AND REPLACING FLOORING WITH NEW MIAMI-DADE PINE. $394,000 RENOVATION CONTRACT APPROVED UNANIMOUSLY BY COMMISSIONERS. MAYOR NOT IN FAVOR Impact on 2011/12 Budget: SAME AS 2010-2011 AFTER BUDGET CUT Impact on Out Year Budgets: STAFF SERVICES SALARIES INCREASED FROM 2012-2015 SLIGHT INCREASE IN OPERATING EXPENSES. . I RECOMMEND REVISION OF BUDGET TO REFLECT 2010-2011 AFTER THE 15% CUT UNLESS MILLAGE RATE IS RAISED. Impact on Citizens: NO DIRECT IMPACT_SINCE CUT WILL NOT AFFECT EDUCATIONAL PROGRAMS CITIZENS MAY QUESTION RENOVATION COSTS Impact on City Staff: DECREASE IN SALARY FOR EXECUTIVE DIRECTOR AND/OR OFFICE ASSISTANT Committee Vote Result: For: _ Against: _ C:IDocurnents and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIF AC Museum Recommendation _ Merline Pamplona.doc Recommendation From Boynton Beach Financial Advisory Committee Subject / Topic: Suggested Increases in Revenue Sources-201l/20l2 Budget Year Reviewed By: William Shulman Recommendation (Specific Action Recommended): Strongly suggest these recommendations be implemented especially in view of projected budget deficits for the 20 1l/20 12 budget year. Pros of Recommendation: Will increase revenues as follows: Revenue increases for fees............ '" ...... .............. Fire assessment increases (Excluding one-time FY 2010-2012 $3.7M fund balance transfer) ............... T olal $ 456,772 759,467 $ 1,196,739 * * Excludes other possible revenue increases not determinable at this time. Cons of Recommendation: There may be some negative feedback from certain citizens and businesses, since some people do not want to pay additional fees . But the increased revenues derived from this program will assist in keeping the property tax ratable increase to a lower level so that these people who complain (and who also reside in Boynton Beach and are subject to property taxes) will benefit from lower property taxes. References (Staff, Documents, and Public): See page I of cover letter "Reviewed the Following Documents) Impact on 201l/2012 Budget: Could possibly reduce the projected budget deficit by approximately $1.200.000 Impact on Out Year Budgets: Could also assist in reducing future budgets by approximately $1.200.000 Impact on Citizens: Affirmative impact. Will reduce any increases in property taxes for taxpayers. Impact on Staff: Will require City staff to implement fee increases for all selected departments subject to fee increases. Committee Vote Results: For:_ Against_ Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Paperless Billing Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): Provide citizens with the option to decline paper water bill. This recommendation has been implemented. Pros of Recommendation: Eliminate sending paper water bills to citizens who do not want them. Save on processing and postage. Cons of Recommendation: Provided this is an optional "opt out" initiative, then there should be no drawbacks. References (Staff, Documents, and Public): Worked with staff on getting this option implemented Impact on 2011/12 Budget: The city will save $1 per month for every citizen who elects not to have a paper water bill sent to them. Impact on Out Year Budgets: : The city will save $1 per month for every citizen who elects not to have a paper water bill sent to them. Impact on Citizens: Provided this is an optional "opt out" initiative, then there should be no impact to citizens. Impact on City Staff: As more citizens select this option, processing of paper water bills will be reduced._ Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Paperless Billing Recommendation _ Don Scantlan.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Funding of their 3 pensions (General, Police and Fire) Reviewed By: Mike Madalena Recommendation (Specific Action Recommended): Changes to the existing pension plans are necessary to maintain the financial health of the overall city. Changes would include an immediate review of past and present assumptions to determine if the city's past contributions need to be revised to meet current obligations and if there is a shortfall the city will need to revise their pension calculations for future retirees. Increase the employee's contribution rate into the plan and level the contribution throughout all classes. Currently the general employees pay a greater percentage of their pay toward the pension as it relates to future benefit payout. Eliminate the COLA (Cost of Living Adjustment) in the current pensions and change to a flat rate to be determined by each pension board annually to a factor tied to real inflation. Immediately end the DROP (Deferred Retirement Option Program) to any new members in all three pensions as of 7/1/2011. At that time anyone currently in DROP within the city would have their employment end on that date of 7/1/2011. This would eliminate a double pay scenario and allow the city to either eliminate the current position or bring in a new hire at a lower pay rate. Increase the Boynton Beach Fire assessment to fund for the Fire's pension obligations. If changes to state law permit the use of 175/185 dollars to fund police and fire pensions earmark those dollars to their respective pensions. If collective bargaining agreements are eligible to be opened the city should then look into creating a Defined Contribution plan for current future employees. Pros of Recommendation: Currently the annual pension obligation for the city is one of its largest expenditures. By adjusting the cost of the pension obligation to the employees or freezing the current benefit the city could uncover additional funds to move to other projects in the city and balance their budget. Cons of Recommendation: Would need the ability to end the collective bargaining agreements with the Police and Fire Unions to allow changes to their pensions. The unintended consequence is retention of city staff and public safety employees due to the changes to their pension. Could create low morale for city staff. References (Staff, Documents, and Public): HB 303, SB 1128, SB 1130, and Governor Rick Scott's 2011 State of Florida Budget Impact on 2011/12 Budget: none Impact on Out Year Budgets: depends on the ability to open the collective bargaining contracts and either freezing the current pension and moving to a DC plan or a reduced DB plan with greater employee contributions. Impact on Citizens: None Impact on City Staff: The unintended consequence is retention of city staff and public safety employees due to the changes to their pension. Could create low morale for city staff. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Pensions Recommendation _ Mike Madalena.doc 1 of2 Recommendation From Boynton Beach Financial Advisory Committee SubjectITopic: RECREATION AND PARKS - 2010-2011 BUDGET $4,609,482 (does not include transportation) Reviewed By: MERLINE PAMPLONA Recommendation (Specific Action Recommended): 15% BUDGET CUT RESULTING IN A $691,422 DECREASE IN PERSONNEL ELIMINATION OF 12 POSITIONS - DIRECTOR CANNOT IDENTIFY DUE TO THE EFFECT IT MAY HAVE ON EMPLOYEES. DECREASE IN LEVEL OF MAINTENANCE IN THE PARKS I RECOMMEND WE CUT EXPENSES SUCH AS: HOLIDAY PAY, OVERTIME, CAR, CELL PHONE, CLOTHING AND SHOE ALLOWANCES (MINOR, HOWEVER IF IT CAN SAVE A POSITION, THEN IT'S WORTH IT) Pros of Recommendation: NO INCREASE IN PROPERTY TAX BASED ON CITY BUDGET SURVEY, 84.8% PREFER CITY AMENITIES BASED ON THESE RESULTS, CITIZENS MAY BE WILLING TO PAY AWARENESS IN ADOPT-A-PARK PROGRAM FUNDING OF $20,000 TO BOYNTON BEACH LITTLE LEAGUE SHOULD DECREASE OR CUT CHARGE FEES FOR CURRENT NON-FEE PROGRAMS APPLY FOR MORE GRANTS INCREASE IN PROGRAM FEES (Send letters to parents about possible increase in program fees or reduction of programs/activities) to please choose one 1. Increase all program fees by $10. 2. Reduction in programs INCREASE IN RENTAL FEES FOR BIG EVENTS ELIMINATE NON-REVENUE GENERATED PROGRAMS ((Self Improvement Programs, some social activities, Life Skills and Mentoring) C:\Documents and Settings\cherryc\Local SettingslTemporary Internet Files\OLKC\FAC Recreation Parks Recommendation - Merline Pamplona.doc JOP'CUOldwCd ~U!lI~VII- UO!lCpU~WWOJ~lI S)fICd UO!lC~IJ~lI JV::l\J)fl0\S~I!::Il~UJ~lul A.ICIOdW~l\SjjU!ll~S ICJ01\J^lJ~4J\sjjU111~S pUll Slu~WnJOO\:J - :~su!e6" - :Jo.:l :~Insa~ a~o^ aa>>!wwo:) 'S311no 3tlOl^J NO 3>fV'1 013^V'H AV'l^J S33A01dl^J3 3l^JOS ONV' '31V'tlOl^J 33A01dl^J3 'SNOI1ISOd ::10 SSOl ::ue~s ~!:) uo ~:>edwl S33::1l^JV'tl80tld ONV' tl3Sn NI 3SV'3tl8NI 31SISSOd S>ftlV'd 3Hl NI 38NV'N31NIV'l^J ::10 13^31 NI 3SV'3tl830 '8llSnd 3Hl 01 381^tl3S ::10 >f8V'1 '8llSnd 3Hl 01 31SV'11V'^V' 3tlV' S3111118V'::I StlnOH ::10 3SV'3tl830 8NIon18NI S381^tl3S ::10 NOl18n03tl N111nS3tl11/M SNOI1ISOd ::10 NOI1V'NIl^J1l3-:suaz!~!:) uo ~:>edwl 03SIV'tl SI 31V'tl 38V'111l^J SS31Nn ln8 %9~ 3Hl tl31::lV' ~ ~OG -0 ~OG 1831::l3tl 011380ns ::10 NOISI^3tl ON3V'JV'J083tll '9 ~OG-G ~OG V'JOtl::l S3SN3dX3 11V'tl3^0 NI 3SV'3tl8NI SV'H 1380ns 'A 11N3tltln8 :s~a6pnB JeaA ~no uo ~:>edwl ln81380ns tl31::lV' ~ ~OG-O~OG SV' 3l^JV'S :~a6pnB ~~/UO~ uo ~:>edwl lNV'ltlOdl^J1 A 131V'tl300l^J OllNV'ltlOdl^J1 A 13l^J3tllX3 S311IN3l^JV' 31V'tl 38N30lS3tl ::10 %B'vB SlV'3^3tl A3^tlnS 1380ns All8 . StlorV'l^J A 11V'M 'tl0183tl10 H1IM 13V'J 1380ns 03M31^3tl :(:>!Iqnd pue 's~uawn:>oa ':ue~s) sa:>uaJala~ Sl^JV'tl80tld NIV'ltl38 ::10 NOI1V'NIl^J1l3 H1IM 03SV'31d 3S 10N 111M SN3ZI118 SlN3^3 8/S tlO::l S33::11V'lN3tl NI 3SV'3tl8NI S33::1l^JV'tl80tld NI 3SV'3tl8NI 'Al18 NO 183::1::13 3^11V'83N 3^V'H 111M S>ftlV'd 3Hl NI 38NV'N31NIV'V'J::I0 13^31 NI 3SV'3tl830 81lSnd 3Hl 0131SV'11V'^V' 3tlV' S3111l18V'::I StlnOH ::10 3SV'3tl830 8NIon18NI S381^tl3S ::10 NOl18n03tl NI llnS3tl 111M SNOI1ISOd ::10 NOI1V'NIl^J1l3 :uo!~epuawwo:>a~ 10 suo:) lJO l Recommendation From Boynton Beach Financial Advisory Committee Subject / Topic: Suggested Increases in Revenue Sources-20ll/2012 Budget Year Reviewed By: William Shulman Recommendation (Specific Action Recommended): Strongly suggest these recommendations be implemented especially in view of projected budget deficits for the 2011l20l2 budget year. Pros of Recommendation: Will increase revenues as follows: Revenue increases for fees Fire assessment increases Total $ 456,772 2,226,7ll $ 2,683,483 * * Excludes other possible revenue increases not determinable at this time. Cons of Recommendation: There may be some negative feedback from certain citizens and businesses, since some people do not want to pay additional fees. But the increased revenues derived from this program will assist in keeping the property tax ratable increase to a lower level so that these people who complain (and who also reside in Boynton Beach and are subject to property taxes) will benefit from lower property taxes. References (Staff, Documents, and Public): See page I of cover letter "Reviewed the Following Documents) Impact on 2011/2012 Budget: Could possibly reduce the projected budget deficit by approximately $2,700,000 Impact on Out Year Budgets: Could also assist in reducing future budgets by approximately $2,700,000 Impact on Citizens: Affirmative impact. Will reduce any increases in property taxes for taxpayers. Impact on Staff: Will require City staff to implement fee increases for all selected departments subject to fee increases. Committee Vote Results: For: _Against_ C:IDocuments and Settings\cherryclLocal SettingslTemporary Internet FileslOLKCIFAC Revenue Increase Recommendations _ Bill Shulman. doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Sell Surplus City Property (Physical property) Reviewed By: David R. Madigan Recommendation (Specific Action Recommended): Continue with existing internal Boynton Beach procedures designating property surplus and continue forwarding to Palm Beach County for ultimate sale. Pros of Recommendation: Surplus property has value. Boynton Beach CFO estimates $150K + in annual surplus sales. Cons of Recommendation: None References (Staff, Documents, and Public): City Staff suggested areas of study for FAC in a memo dated 8/20/10. Impact on 2011/12 Budget: Projected estimate $150K + Impact on Out Year Budgets: Projected estimate $150K + Impact on Citizens: Opportunity to purchase surplus physical property at a much reduced cash outlay. Impact on City Staff: Thru the surplus process, the ability exists to keep more current with technology/automation. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Sale of Surplus Physical Property Recommendation - Dave Madigan.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Sell Surplus City Property (Real Property) Reviewed By: David R. Madigan Recommendation (Specific Action Recommended): A number of parcels have been identified (from 17 acres to 1.5 acres) from City owned property print out (attached). Action on an ongoing basis is suggested to proceed as follows: 1. Form a high level decision making City staff work grouP. 2. City staff work group reviews identified parcels from attached print out selecting those identified parcels where a potential sale could take place. Also. identify and add any additional parcels where a potential sale could take place. 3. Have selected parcels appraised. 4. Price parcels for sale. 5. Advertise or list with a Commercial Real Estate Agent/Broker. Pros of Recommendation: Generate cash from sale as well as turning parcel into a real estate tax generator. (See impact on citizens for more info). Cons of Recommendation: None References (Staff, Documents, and Public): City staff suggested areas of study for FAC in a memo dated 8/20/10. Impact on 2011/12 Budget: N/ A Impact on Out Year Budgets: Projected minimum estimate $50K annual Impact on Citizens:_City will add cash, on a one time basis, as a result of a sale, and then turn a non-tax generator into an out year real estate tax generator. The more non-tax generators that convert to a real estate tax generator will assist in adding to Boynton Beach's overall income and assist in keeping real estate tax millage constant. Impact on City Staff: Only the time that the high level decision making work group put in making this successfu I. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Sale of Surplus Real Property Recommendation - Dave Madigan.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: SHOPPER HOPPER Reviewed By: TERRY LONERGAN Recommendation (Specific Action Recommended): DISCONTINUE SERVICE. REPLACE WITH A SUBSIDIZED TAXI SERVICE WITHIN CITY LIMITS. CHARGING A FARE THAT WILL HELP COVER THE COST OF OPERATION PLUS REQUIRING THOSE HOAS AND BUSINESSES THAT ARE ON THE FIXED ROUTE OF THE SHOPPER HOPPER TO PAY A FEE TO PARTICIPATE Pros of Recommendation: FAC SURVEY RESULTS OVERWHELMINGLY SUPPORT DISCONTINUANCE. THIS HAS NEVER BEEN FISCALLY SUSTANIBLE. RIDERSHIP DOES NOT WARRANT THE EXPENSE. Cons of Recommendation: DISCONTINUANCE WILL PRESENT A HARDSHIP FOR THOSE NEEDIN G TRANSPORTATION TO THE BOYNTON BEACH SENIOR CENTER AND OTHER STOPS ALONG THE FIXED ROUTES. SENIOR CENTER MAY LOSE NATIONAL ACCREDIDATION IF THE SERVICE IS ELIMINATED. References (Staff, Documents, and Public): FAC SURVEY; MEETING WITH WALLY MAJORS; ATTENDANCE AT SENIOR CENTER ADVISORY BOARD MEETING Impact on 2011/12 Budget: WILL ADD $200,000 TO CITY BUDGET Impact on Out Year Budgets: VEHICLE MAINTENANCE WILL NO LONGER BE NECESSARY Impact on Citizens: LEAVES SENIORS WHO ARE UNABLE TO DRIVE WITHOUT TRANSPORTATION TO THE SENIOR CENTER, WALMART, TARGET, WALGREENS, CVS AND OTHER STOPS ALONG THE FIXED ROUTES. WILL ALSO CREATE A HARDSHIP FOR CHILDREN GOING TO AFTER SCHOOL PROGRAMS, ACTIVITIES AND SUMMER CAMP WITHOUT TRANSPORTATION Impact on City Staff: AT THE PRESENT TIME, 3 F/T AND 1 PIT EMPLOYEES WILL HAVE TO BE REASSIGNED OR RETIRED Committee Vote Result: For: _ Against: _ C:IDocuments and Settings\cherryclLocal SettingslTemporary Internet FileslOLKCIF AC Shopper Hopper Recommendation - Terry Lonergan.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: SHOPPER HOPPER Reviewed By: TERRY LONERGAN Recommendation (Specific Action Recommended): DISCONTINUE SERVICE. REPLACE WITH A SUBSIDIZED TAXI SERVICE WITHIN CITY LIMITS. CHARGING A FARE THAT WILL HELP COVER THE COST OF OPERATION PLUS REQUIRING THOSE HOAS AND BUSINESSES THAT ARE ON THE FIXED ROUTE OF THE SHOPPER HOPPER TO PAY A FEE TO PARTICIPATE Pros of Recommendation: FAC SURVEY RESULTS OVERWHELMINGLY SUPPORT DISCONTINUANCE. THIS HAS NEVER BEEN FISCALLY SUSTANIBLE. RIDERSHIP DOES NOT WARRANT THE EXPENSE. Cons of Recommendation: DISCONTINUANCE WILL PRESENT A HARDSHIP FOR THOSE NEEDIN G TRANSPORTATION TO THE BOYNTON BEACH SENIOR CENTER AND OTHER STOPS ALONG THE FIXED ROUTES. SENIOR CENTER MAY LOSE NATIONAL ACCREDIDATION IF THE SERVICE IS ELIMINATED. References (Staff, Documents, and Public): FAC SURVEY; MEETING WITH WALLY MAJORS; ATTENDANCE AT SENIOR CENTER ADVISORY BOARD MEETING Impact on 2011/12 Budget: WILL ADD $200,000 TO CITY BUDGET Impact on Out Year Budgets: VEHICLE MAINTENANCE WILL NO LONGER BE NECESSARY Impact on Citizens: LEAVES SENIORS WHO ARE UNABLE TO DRIVE WITHOUT TRANSPORTATION TO THE SENIOR CENTER. WALMART. TARGET. WALGREENS. CVS AND OTHER STOPS ALONG THE FIXED ROUTES. WILL ALSO CREATE A HARDSHIP FOR CHILDREN GOING TO AFTER SCHOOL PROGRAMS. ACTIVITIES AND SUMMER CAMP WITHOUT TRANSPORTATION Impact on City Staff: AT THE PRESENT TIME, 3 FIT AND 1 PIT EMPLOYEES WILL HAVE TO BE REASSIGNED OR RETIRED Committee Vote Result: For: _ Against: _ C:\Documents and SettingslcherryclLocal SettingslTemporary Internet FileslOLKClf AC Shopper Hopper Recommendation - Terry Lonergan.doc 1 of 2 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Solid Waste - Franchise All Solid Waste Services Reviewed By: George Feldman Recommendation (Specific Action Recommended): Eliminate all in-house Solid Waste services and replace with a private waste hauler through a franchise agreement obtained through competitive bid. Because all recommendations are made with fiscal concerns in mind, it is imperative that the move to contract Solid Waste services be done for the purpose of saving money. That savings must be so significant that it is worth losing local control of these functions. Pros of Recommendation: This action would alleviate the City of Boynton Beach of direct local responsibility to the public for solid waste collection services. The positive aspect of this is that this should allow for reduced overhead in other City departments and assumes that the financial impact on the City's General Fund is equal to and no worse than that contemplated in the FY 2010-11 Budget. Cons of Recommendation: Assumption and cons as follows: 1. The net cost to the City's General Fund must, at minimum, be $3,430,000 as shown in the City's budget. This means that net revenue from any franchise fee, less any City expenses to manage the franchise, must be equal to or greater than this amount. 2. All control of daily collection operations, both residential and commercial, is given up to a private contractor. The contractor will have to respond to complaints and concerns in a manner prescribed in the contract. Contract service levels to the public should be equal to or better than services now provided by City staff. 3. It is important to note that the City's Solid Waste staff and equipment were the first clean up operations to begin service after the hurricanes of 2004 and 2005. Solid Waste managers and supervisors oversaw both in house and contractual clean up operations in conformance with FEMA requirements. Without in house City Solid Waste staff, clean up operations immediately following a storm event will be slowed considerably and overall oversight of contractual services will likely fall to the private waste hauler. 4. Over the past two years, the City has made great strides in cleaning up the City using its one Solid Waste Code officer to identify trash piles that are not placed in compliance with local codes. That officer is able to call existing Solid Waste staff and equipment such that an illegally dumped pile is cleaned up that same day. Although this service level could be incorporated into a franchise contract, it would seem unlikely that a private hauler would responds as quickly. 5. At least three employees (one supervisor, one clerical, one Code) must remain on City payroll to administer the franchised contract and field resident phone calls. 6. The City would no longer incorporate Solid Waste services design into private development as part of the City's plan review process. Assuming the private hauler wishes to be part of this design review, additional time could be added to the review process. 7. The City often coordinates and provides garbage removal services for special events, often at the last minute and usually at no cost to the event holder. Because special events can be C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Solid Waste Franchise Recommendation - George Feldman.doc 2 of 2 variable in scope, a private waste hauler will likely only provide these additional services for a fee. 8. Once a decision is made to franchise solid waste services, the City would sell its solid waste equipment. It would be exceedingly difficult to change back to City service provision since the estimated new cost of solid waste fleet is around $5.4M. 9. The decision to franchise solid waste services is one that must be made with a full understanding of timing. Once a final decision is made to franchise these services, it will take around six months to prepare bid specifications, receive bids, and then award a contract. Once a contract is awarded many more months can follow to allow the time for the contractor to hire staff (City staff hopefully), acquire equipment, and plan private operations and routes. Satisfactory time would then be required to notify the public of the changed processes. It could easily be early summer of 2012 until a franchise agreement could be implemented. References (Staff, Documents, and Public): Discussion with Larry Quinn, Solid Waste Manager, Christine Roberts, Asst Director of Public Works, and Jeffrey Livergood, Director of Public Works. Impact on 2011/12 Budget: No impact assuming that the franchise fee charged to the private waste hauler accounts for the current internal fund transfer of $3,430,000 and for added contract administration expenses.. As an enterprise fund, Solid Waste operations only impact the General Fund budget by transferring funds to the General Fund. What is unknown is the rate that the private contractor would charge to residents and businesses in order to cover his/her operating costs and to pay the City the specified franchise fee. Those may be lower or higher than those currently charged by the City. The City would receive a one time revenue from the sale of surplus equipment in the amount of around $l.5M. Impact on Out Year Budgets: Regular inflationary growth Impact on Citizens: Residents and businesses would no longer receive Solid Waste services by the City of Boynton Beach. Although the City would still oversee the contract and field some phone calls, the responsibility to address and follow up on resident and business concerns would fall solely upon the private contractor. The City would no longer have staff and equipment to rapidly address needs of the public. Impact on City Staff: 37.5 staff pOSitions will be eliminated. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Solid Waste Franchise Recommendation - George Feldman.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Solid Waste - Residential Recycling Collection Reviewed By: George Feldman Recommendation (Specific Action Recommended): Eliminate Curb Side Recycling Pros of Recommendation: This action would allow for a total cost reduction of approximately $475,000 annually. This could lead other to a reduction in the monthly garbage fee paid by the customer or a corresponding increase in the fund transfer from Solid Waste to the General Fund. No other pros. Cons of Recommendation: There are a number of cons as follows: 1. Chapter 403 of the State Statutes created a goal of recycling of 75% of the waste stream by 2020. Without a local recycling program, the City would be unable to help meet this goal. 2. There has been expanded effort over the last two decades to encourage individual recycling efforts. The possible cut to local recycling shows that the recycling process has a cost to society. 3. Elimination of curb side recycling would force an addition to the solid waste stream. These additional materials would have to be disposed of in the landfills rather than recycled. These recyclable materials would be placed into the regular residential garbage cart for disposal thereby taking up additional volume in the cart. Elimination of recycling services is therefore not compatible with other service reduction initiatives such as reductions in frequency of collection. One cart would probably not be able to handle the added regular garbage and the addition of the recyclable materials. 4. The public might expect a rate reduction in the monthly water bill. The public may perceive reduced solid waste services to correlate with reduced solid waste costs, hence a rate reduction. This therefore would not benefit the General Fund deficit. References (Staff, Documents, and Public): Discussion with Larry Quinn, Solid Waste Manager, Christine Roberts, Asst Direction of Public Works, and Jeffrey Livergood, Direction of Public Works Impact on 2011/12 Budget: Savings of $475,000. Impact on Out Year Budgets: Regular inflationary growth Impact on Citizens: Those residents that would still choose to recycle would need to locate other venues, both private and public (County). Impact on City Staff: Three staff positions will be eliminated. Bulk of savings is equipment and fuel. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Solid Waste Recycling Recornmendation - George Feldman.doc 1 of 2 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Solid Waste - Residential Garbage Collection Reviewed By: George Feldman Recommendation (Specific Action Recommended): Amend residential garbage collection schedules such that garbage is collected one time per week (ENTIRE CITY). Existing service levels provide for residential garbage collection two times per week. This can be scalable to allow regional neighborhoods to select lesser service frequency. Neighborhoods (HOAs) would need to respond to a prepared questionnaire, choosing twice a week or once a week pickup. After reviewing responses, a cost effective determination could be analyzed saving the City operational expenses and reducing cost to taxpayers or HOAs. This would be a cost neutral approach before implementation. Pros of Recommendation: This action would allow for a total cost reduction of approximately $275,000 annually assuming all of the City is affected. Some customers may prefer twice per week collection. Cons of Recommendation: There are a number of cons as follows: 1. Many residents need twice per week collection either because of family size or the amount of refuse generated. 2. There will likely be an up front cost to implement this program. Carts are available today in two sizes, 65 gallons and 95 gallons. Many residents also currently use much smaller 35 gallon carts that are being phased out due to collection difficulties. Therefore, if the City transitions to once per week collection, many residents will request larger carts in order to accommodate larger volumes of garbage. Those residents that ask for large carts should be required to pay for the replacement cost of around $55 per cart. 3. Some residents will place extra garbage bags beside the City cart and expect it to be collected. This cannot be done with automated trucks. Customer complaints will rise and public health could be impaired. The City could return to rear load collection vehicles to allow flexibility on how residents place their garbage at the curb. Rear load vehicles require three employees so this could require the City to actually add staff which could offset the savings to go with one day per week collection. 4. Residents can request two carts and pay an extra monthly fee of $6.00 per cart. The City has some situations like this now. If once per week collection is implemented, some residents may request an additional cart. They may not have room to store this cart. Internal City tracking of these extra carts would become difficult. 5. The biggest negative impact would be to those residents who have regular garbage collection on Thursday, Thanksgiving Day and on the variable days of Christmas and New Years Day. The City does not collect garbage on these dates. Because the City is on a six day per week collection schedule (cost reduction measure in 2010), there are no make days available. Therefore, those with Thanksgiving Day garbage collection would go two weeks without garbage service and those whose collections days fall on Christmas and New Years will go three weeks without collection. C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Solid Waste Residential Garbage Collection Recommendation - George Feldman.doc 2 of 2 6. The public might expect a rate reduction in the monthly water bill. The public may perceive reduced solid waste services to correlate with reduced solid waste costs. This therefore would not benefit the General Fund deficit. References (Staff, Documents, and Public): Discussion with Larry Quinn, Solid Waste Manager, Christine Roberts, Asst Director of Public Works, and Jeffrey Livergood, Director of Public Works Impact on 2011/12 Budget: Savings of $275,000 to change entire City to once per week collection. Savings will vary if larger neighborhoods are allowed to opt in or out. Impact on Out Year Budgets: Regular inflationary growth Impact on Citizens: Impact on the public will be varied. Those that prefer once per week garbage collection would be pleased. Those that prefer twice per week collection will not. The most noticeable impact may be an increase in fly dumping. The City already experiences fly dumping despite the fact that the City collects garbage twice per week and also collects unlimited amounts of bulk trash and landscape waste twice per week. By reducing services levels for garbage collection, some may choose to fly dump causing the appearance of the community to diminish. Impact on City Staff: Two staff positions (Equipment Operators) will be eliminated. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Solid Waste Residential Garbage Collection Recommendation - George Feldman.doc lof9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, general Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): Review the results of the City Services Survey and use them as a data point during budget discussions this year Pros of Recommendation: The results of this survey reflect the opinions of 513 citizens of Boynton Beach (using self-attestation as the source of residency). The survey did prevent two submissions from the same IP address to prevent overstuffing the survey. Although it is not obvious, the number of persons responding is a statistically significant number to represent the adults in Boynton Beach using a 95% confidence level and a +/- 5.7 error rate Cons of Recommendation: As stated above, the number of respondents represents a statistically significant sample size. What would make this an invalid assumption is that if the sample were not truly random. Since a very few respondents chose to enter their names, the assumption of randomness cannot be verified. The obvious question is, was there an abnormal number of a specific group represented in the survey (such as did more city employees answer the survey compared to the population of Boynton Beach). I believe (intuitively, not supported by data) that the results of questions 20 and 23 indicate that there was not an excess of city employees that answered the survey. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both increases in fees and/or taxes as well as reduced or increased services available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Survey Recommendations. Don Scantlan.doc 2 of 9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question #8. What is your annual family income? Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of this question call into consideration the true randomness of the sample. Pros of Recommendation: Of the 297 respondents who provided their annual family income, 36% said their annual family income exceeded $100K. Since intuitively (new census data forthcoming would answer this specifically), I do not think that 36% of Boynton Beach residents have annual family income that exceeds $100K, then the answers in this survey may not be a true representation of Boynton Beach residents. Cons of Recommendation: Since there is the possibility of an excess of wealthier residents who responded to the survey, the opinions to allow increases in taxes and fees may not represent the actual opinions of the most of Boynton residents. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\local Settings\ Temporary Internet Files\OlKC\FAC Survey Recommendations - Don Scantlan.doc 3of9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question #s 11, 13, 18 & 26. How important were the following factors in influencing you to move to Boynton Beach? Question 13. Thinking back to the previous question about how important the following factors were in influencing you to move to Boynton Beach, how important are these same factors in influencing you to remain in Boynton Beach? Question #18. To maintain the property tax rate at 6.7626 mills, are you in favor of cutting services for Public Safety (i.e., Police, Fire, Communications)? Question 26. Relating to Police coverage/response time, would you rather: Increase property taxes, or Reduce coverage and see a possible decrease in response time Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to these questions indicate the importance of public safety in the decision to move to and stay in Boynton Beach. It (public safety) received the highest number of extremely important responses. Items in the budget relating to public safety should be weighted higher relative to other issues. If this survey is conducted next year, a response option of "low taxes" should be added to questions 11 & 13. Pros of Recommendation: The factor of Public Safety as an attraction to get people to want to move to and remain in Boynton Beach is foremost, according to the responses. Citizens are willing to pay more taxes to keep good response times. Cons of Recommendation: Taking public safety issues "off of the table" means that other issues face deeper cuts or that taxes must be raised. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Survey Recommendations - Don Scantlan.doc 4of9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question #s 11, 13 & 19. How important were the following factors in influencing you to move to Boynton Beach? Question 13. Thinking back to the previous question about how important the following factors were in influencing you to move to Boynton Beach, how important are these same factors in influencing you to remain in Boynton Beach? Question 19. To maintain the property tax rate at 6.7626, are you in favor of cutting Cultural and/or Recreation services (i. e., Library, Recreation programs)? Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to this question indicate the willingness of the community to forgo Cultural and/or Recreation services during these challenging times. City amenities and cultural factors received the lowest ratings in questions 11 & 13 (schools was second lowest for question 13, followed by city amenities). Pros of Recommendation: The factors of city amenities and cultural factors as an attraction to get people to want to move to and remain in Boynton Beach is insignificant, according to the responses. Citizens accept cuts in costs/services in these areas. Cons of Recommendation: Especially during challenging times, the use of city amenities is more critical to many citizens. As families look for ways to stretch their budgets, use of public facilities (library, parks and recreational facilities goes up). References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Survey Recommendations - Don Scantlan.doc 5 of 9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question #21. 21. Since it was implemented in June 2009, the Compressed Work Week for employees (Monday- Thursday, 7:00 a.m.-6:00 p.m., except for essential services) has enabled the City to budget an annual savings of $140,000. Are you in favor of continuing the Compressed Work Week for employees? Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): Continue the compressed work week. Pros of Recommendation: Continued savings. City Hall hours more available before and after traditional workday hours. Cons of Recommendation: At least one city department has been negatively impacted by the compressed work week. The City Clerk's office previously had Fridays to transcribe meeting minutes (no committees/boards met on Fridays). Now there are no workdays when no meetings are scheduled, impacting the turnaround time for transcribing meeting minutes. Citizens who expect to conduct business at City Hall on Fridays are disappointed when City Hall is not open on Fridays. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Comments relative to the impact to the City Clerk's office were gained from conversations with staff members. Impact on 2011/12 Budget: $140K in cost avoidance each year. Impact on Out Year Budgets: $140K in cost avoidance each year. Impact on Citizens: Lower taxes and City Hall hours available more during the week, but, not on Fridays. Impact on City Staff: Some city staff do not like the extended days as it impacts child care and other family obligations. Others do like it. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Survey Recommendations - Don Scantlan.doc 6 of 9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question # 22. The City's Fire Rescue Assessment is a non-ad valorem fee (i.e., not based on property value). Are you in favor of an increase in the residential Fire Assessment, which is now set at $68 a year, to $88 a year and a corresponding increase in the current rates for non-residential buildings (e.g., commercial, institutional and industrial/warehouse buildings) to enable Fire Rescue to maintain its current quality levels of emergency response times and level of service? For residential buildings, this represents a monthly increase of approximately $1.67 a month; for non-residential buildings the fee is calculated on a square footage basis. For a 10,000 square foot building, this represents a monthly increase of $39.22 for commercial buildings and $9.80 for industrial/warehouse buildings. Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to this question indicate the willingness of the community to pay more for the fire rescue assessment. This could offset fire department operational costs and reduce general fund expenditures for fire operations. Note cons below and comments to question 8. Since this assessment is levied on all properties (including those that pay no ad valorem taxes) the assessment is viewed by some as being more fair. Pros of Recommendation: The assessment increase would offset some costs currently borne by the general fund. Cons of Recommendation: This is a tax increase borne by all property owners. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Costs of fire operations currently being funded by the general fund, could be shifted to the revenue generated by increasing the assessment. Impact on Out Year Budgets: Costs of fire operations currently being funded by the general fund, could be shifted to the revenue generated by increasing the assessment. Impact on Citizens: This would be a tax increase on all residential property owners of $20/year and depending on the size of the commercial property an increase of roughly 30%. Impact on City Staff: It is expected that a dollar for dollar reduction in the amount of fire operations that would be shifted from the General Fund to be funded by the increased revenue from the fire assessment, thus, this in and of itself should have no impact on City Staff. However, the funds made available to the general fund because of this shift could make more funds from the General Fund available for other City operations. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Survey Recommendations - Don Scantlan.doc 7 of 9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question # 24. How much do you agree or disagree that the following taxes and/or user fees should be raised to the extent to which the City is able in order to maintain the City's high level of services? (Franchise fees are fees that the City charges utility companies for the use of City streets and right-of-ways. The utility company - electric, telephone, cable, water - is allowed to pass the cost on to the customer.) Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to this question indicate a desire to raise fees. When combining both the agree responses, all but one of the responses have over 50% of the citizens desiring increased fees (Franchise fees have 49%). If you remove the neutral responses an overwhelming number of citizens are in favor of increasing fees. Fees should reflect the actual cost for the city to deliver the service requested or a fair market value price when comparable prices are available. Pros of Recommendation: Raising fees should increase revenue to the city. Cons of Recommendation: Raising fees could reduce revenue. If the fee increase causes fewer people to opt to use the service tied to the fees, the revenue to the city could actually decrease. Also, increasing fees could cause a negative effect on the lower income families who rely on the city's services. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Survey Recommendations _ Don Scantlan.doc 80f9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question # 25. Relating to garbage pick up, would you rather: Decrease service (fewer pickupdays), or Increase fees Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to this question indicate a reduction in service is preferred to increasing fees. I also talked to many citizens about this issue and the common response was that with the bigger garbage cans, pickup was only required once a week. Pros of Recommendation: While not expected to be a 50% cost reduction, significant savings should be available by reducing pick up to once a week. Cons of Recommendation: Larger households that generate a lot of garbage could have difficulties with once weekly pick up. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. In addition to the responses to the survey, I personally asked a lot of citizens this question. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there could be significant savings to the city by reducing solid waste staff and reducing fuel and maintenance costs of sanitation vehicles. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there could be significant savings to the city by reducing solid waste staff and reducing fuel and maintenance costs of sanitation vehicles. Impact on Citizens: Citizens who generate a lot of garbage may have to request another garbage can. Impact on City Staff: By changing to once weekly pick up, it is expected that fewer sanitation/solid waste workers will be required. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Survey Recommendations - Don Scantlan.doc 90f9 Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: City Services Survey, Question # 27. The Utilities Fund is an enterprise fund for the City; operational expenses for the Utilities Department come fram customer fees. They are not part of the City's General Fund budget. Water supply infrastructure consists of what is built to pump, divert, transport, store, treat and deliver safe drinking water. In order to maintain and expand the City's utility infrastructure to meet increasing water supply and demand, it may be necessary to increase fees. Should the City increase fees: Annually or Semi-annually (two years). Reviewed By: Donald Scantlan Recommendation (Specific Action Recommended): The results of the responses to this question indicate a desire to raise rates every other year instead of yearly. Pros of Recommendation: Rates would not go up every year.. Cons of Recommendation: Raising every other year would make the raises bigger. References (Staff, Documents, and Public): The questions were developed thru a combined effort of city staff and the Finance Advisory Committee. The answers were from the general public who chose to respond. Impact on 2011/12 Budget: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Out Year Budgets: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on Citizens: Depending upon the decisions made by the City Commission, there are both cost savings and revenue increases available from the opinions expressed in this survey. Impact on City Staff: Depending upon the decisions made by the City Commission, there are possibilities for lay-offs, furloughs as well as some staff increases expressed by the opinions in this survey. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\ Temporary Internet Files\OLKC\FAC Survey Recommendations _ Don Scantlan.doc lof4 Recommendation From Boynton Beach Financial Advisory Committee Subject ITopic: Take Home Vehicles and Car Allowances Reviewed By: William Shulman Recommendation (Specific Action Recommended): Strongly recommend the elimination of Take Home Vehicles and Car Allowances where possible Pros of Recommendation: Would reduce the City's costs of this perquisite which now totals about $536,527. The private sector does not usually offer this type of perk except possibly for top management. Suggest this perk be strictly limited to only necessary and emergeny type of personnel. Cons of Recommendation: Must overcome employment agreements, collective bargaining agreements, and Union resistance .Elimination should be a long term goal. but should be started now. References (Staff, Documents, and Public): Staff analyses. Article in the Sun- Sentinel dated 12/5/2010 Impact on 2011/2012 Budget: Will help reduce costs of City Government significantly. Impact on Out Year Budgets: Reduction of costs can continue in future years. Impact on Citizens: Beneficial. Will help reduce any planned increase in the property tax ratable rate. Will not impact on the efficiency of the operations of the City Government. Impact on Staff: Very little. Typing assistance. Committee Vote Results: For: _ Against:_ C:\Documents and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIF AC Take Home Vehicles and Car Allowance Recommendation _ Bill Shulman.doc 20f4 Memo To: Kurt Bressner & Barry Atwood From: William Shulman Date: 3/23/2011 Re: Take Home Vehicles and Car Allowance DISCUSSION 1. The following statistics reflect the numbers and costs of Car Allowances and Take Home Vehicles for fiscal 2011: No of cars Annual Costs Average Per Employee Car Allowances 34 $107,940 $3,174.75 Take Home Vehicles 135 428,387 3,174.72 $169 $536,327 $6,349.47 Totals *Assumed average per employee of $3, 174.42 similar to Car Allowance 2. The distribution of Take Home vehicles by department is as follows: Police 104 Fire 12 Utilities 14 Public Works 5 Total 135 C:IDocuments and SeltingslcherryclLocal SeuingslTemporary Internet FileslOLKCIFAC Take Home Vehicles and Car Allowance Recommendation- Bill Shulman.doc 30f4 Employment Agreements 133 Collective Bargaining Agreements 114 Past Practices 3 Assignments 19 Total 269 3. The basis for the 169 vehicles receiving car allowances and take home vehicles is as follows: Although it appears that car allowances are somewhat less for Boynton Beach than for other surrounding city employees, nevertheless, in this climate of austerity, such an argument does not make this type of perquisite easier for Boynton Beach taxpayers to accept. It is true that even if car allowances were cut completely ($107,940) that would not significantly reduce the deficit to that great an extent. But oftentimes, responsible fiscal policies are more about being sensitive to the public's expectations. It appears that perks like car allowances and take home vehicles are just the kind of extra benefits that are annoying and burdensome to tax payers of Boynton Beach. With regard to take-home vehicles which total 135 vehicles (of which Police account for 104), when a patrol car is sitting idle for 16 hours each and every day, this represents a huge underutilization of the fleet. (16 hours timesl04) results in 1664 hours each day ofunderutilization of patrol cars. Proper utilization would reduce the number of patrol cars in the fleet considerably. RECOMMENDA TIONS It is exceedingly difficult to reduce car allowances and take-home vehicle costs because most of these situations are tied into an employment agreement or a collective bargaining agreement. However, those situations which are based on past practices or assignments should be discontinued. This will reduce costs by approximately $76,000. C:IDocuments and SettingslcherryclLocal SettingslTemporary Internet FileslOLKCIFAC Take Home Vehicles and Car Allowance Recommendation- Bill Shulman.doc 40f4 Further, future employment agreements as well as collective bargaining agreements should strive to eliminate car allowances and take-home cars except to very limited and emergency situations. Boynton Beach should strive to reduce the annual costs of over one-half million dollars ($536,527) for car allowances and take-home vehicles to a more reasonable amount. The City cannot afford such excessive costs in this time of austerity. It behooves each involved department of the City of Boynton Beach to review their absolute need for Take Home vehicles. In addition, Car Allowances, which in effect represents additional taxable income to the recipient, should be eliminated as conditions warrant. C:IDocuments and SettingslcherryclLocaJ SeningslTemporary Internet FileslOLKCIFAC Take Home Vehicles and Car Allowance Recommendation- Bill Shulman.doc Recommendation From Boynton Beach Financial Advisory Committee Subject/Topic: Voluntary Separation Program (VSP) Reviewed By: David R. Madigan Recommendation (Specific Action Recommended): Continuation of the VSP has been presented to the Boynton Beach Commission covering FY 2010/2011. Approval to proceed received and program will have a 60 day open window for Boynton Beach Employees. By the end of 2011, cost savings results are expected to be completed and presented. Based on FY 2010/2011 cost savings results, consideration should go forward for FY 2011/2012. Pros of Recommendation: A) VSP FY 2009/2010 produced actual cost savings of $488K. Projected estimated cost savings FY 2010/2011 $300K, with a projected cost savings FY 2011/2012 $200K. _ Bl Depending on the level of the position vacated, an opportunity of department internal advancement exists with further consolidation of the remaining positions occurring. Cons of Recommendation: A) The longer a VSP is offered the possibility exists that critical positions will become open and require a new hire or a replacement to refill. Bl An additional possibility exists that a static level of VSP outs could be offset by replacement in thus not producing significant cost savings. (See impact on City Staff). References (Staff, Documents, and Public): City Staff suggested areas of study for FAC in memo dated 8/20/2010. Impact on 2011/12 Budget: Projected estimate $200K. Impact on Out Year Budgets: Projected estimate $100K + - Impact on Citizens: Al The possibility of overall service level being impacted by a reduced workforce. B) While the VSP is not an employee layoff or furlough. it may be perceived to be so by the public who were closely split approximately 50/50 in the recent FAC Citizens Survey covering employee layoffs or furlough to maintain current tax rate. Impact on City Staff: A) Providing acceptable levels of service to citizens of Boynton Beach. B) A "point of no return" in the total overall Boynton Beach employee contingent will present itself in the not too far future, and to prepare for that. it's recommended that absolute minimum workforce contingent numbers, iob descriptions/responsibilities, etc. be developed throughout all Boynton Beach Departments. Committee Vote Result: For: _ Against: _ C:\Documents and Settings\cherryc\Local Settings\Temporary Internet Files\OLKC\FAC Voluntary Separation (VSP) Recommendation - Dave Madigan.doc DIUD DUiu;n'=- puu.... wurl\a uepClrlDlall1 DueE THE LEV RVICE 'consultant & Lobbyist for I Waste Management ~ ., Rodriguez Scantlan Mayor of Boynton Beach ~ RfLOy.en ReCOfLCI oll!eailerrsliig anil Eommitment /< IVice Mayor Ross will NEVER VOTE to privatize Boynton Beach's sanitation, 10ce Mayor Ross WILL KEEP IVice Mayor Ross WILL /(EEP your neighborhood all taxes and user fees in line. safe and NEVER REDUCE street lighting. Ir.ce Mayor Ross WILL KEEP IVice Mayor Ross will NEVER VOTE to let the the library under city control. county take over the police and fire departments. Marlene I<nows and understands the issues you care about. . I I I . I~NnOIISI~n Ill' : ioynton Beach ~irefighters & Paramedics the dedicated public servants whom WiI Commissioner 1 we all'call when we need help! !!J Marlene Ross I · Poti':ical advert~errn!nl paid for and aoo.'O.,w bll.laliene Ross forCill' Ccnvn~Shln" [)[o;lr.-:I ~ Rill"''' P.....l> I For more information 561-704 -5013 or voteformarleneross@gmall.com ifIlL' ---- - --- -- .~.-. . ........ ......- Pt8$Ollecl SI&,d.1ld us Po>laoe ~ PAID - VI"'t Pam 8..ell. FL Penn.1P359 11/15/11 While these subjects were discussed in Department head presentations, I made no statements about them. 11/29/11 Chair Scantlan inquired why the City spends money on a Library when the County has one He asked why not turn it over to the County Mr Clark responded it would cost too much money The Library has a volunteer system the Friends of the Library which was their fundraising arm who have been in existence since 1981 They donated 100 000 for furniture have a gift shop and their volunteers work in the archive Ms Lonergan commented she opened a personal bill and was charged 1 per month to pay her bill through the regular mail Chair Scantlan suggested doing so at the City may be of benefit but that question was not on the survey. 1/10/11 The discussion was about how to word a question in the survey. With regard to question 10, sUb-questIon ~, an Increase In me t"lre Assessmem Trom $68 to $88 resulted in an increase of approximately $1.67 per month. fvir. Shulman felt the increase would be agreeable to residents. The fee for non-residential buildings was calculated on a square-footage basis and would increase approximately 30%. Mr. Shulman felt the 30% might serve as a deterrence and believed reference should be made only to the $1.67. Mr. Sressner explained the $1.67 amount would not be accurate because, as noted above, non-residential properties were assessed on a square-footage basis. It was suggested an example be included explaining what the increase would be for a 1,000 square foot, non-residential building. The members concurred. With regard to selling City assets, Mr. Madison had requested the financials on the property, but had not yet received them. Mr. Sressner advised no master document existed that provided values on all of the properties. He could provide a list containing the square footage, a map and exhibit evidencing the City's inventory, and insurance appraisals. These would assist Mr. Madigan in making a qualitative evaluation on the property. Mr. Sressner noted an appraisal of City Hall had been obtained approximately three years ago before the market dropped.