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Agenda 11-05-12The City of BoMton Beach FINANCIAL ADVISORY COMMITTEE MISSION STATEMENT THE FINANCIAL ADVISORY COMMITTEE'S GENERAL RESPONSIBILITY IS REVIEWING THE IMPACT OF EXISTING OR PROPOSED LEGISLATIVE AND ADMINISTRATIVE DECISIONS ON THE CITY'S BUDGET, REVENUE SOURCES, AND OPERATIONAL EXPENDITURES. THE COMMITTEE IS RESPONSIBLE TO MAKE RECOMMENDATIONS THAT MAY FAVORABLY IMPACT THE CITY'S BUDGET AND OVERALL FINANCIAL CONDITION OF THE CITY. MEETING OF MONDAY, NOVEMBER 5, 2012 @ 6:00 — 8:00 P.M. LIBRARY CONFERENCE ROOM A THE COMMITTEE MAY ONLY CONDUCT PUBLIC BUSINESS AFTER A QUORUM HAS BEEN ESTABLISHED. IF NO QUORUM IS ESTABLISHED WITHIN TWENTY (20) MINUTES OF THE NOTICED START TIME OF THE MEETING, THE CITY CLERK OR DESIGNEE WILL SO NOTE THE FAILURE TO ESTABLISH A QUORUM AND THE MEETING SHALL BE CONCLUDED. COMMITTEE MEMBERS MAY NOT PARTICIPATE FURTHER EVEN WHEN PURPORTEDLY ACTING IN AN INFORMAL CAPACITY. AGENDA 1. Call to Order— Don Scantlan, Committee Chair • Should any members not be able to make the meeting; contact Barry Atwood (Atwood B(Q bb.fl. us) or (561) 742-6311 by 3 pm Monday as the meeting may be cancelled for lack of a quorum. 2. Introduction of Members (Listing of Current Members attached) 3. Discussion of Committee History and Quick Review of Recommendations — • Article XVIII Creating the Financial Advisory Committee (Copy attached) • Executive Summary Committee Recommendations for Budget Year 2012-13 (Copy attached) 4. Discussion of Meeting Dates and Frequency for the Upcoming Year 5. Expectations of City Commissioners and Department Directors 6. Discuss Recruitment of New Committee Members 7. Review and Discuss Committee Member Study Topics and Potential Assignments for FY 2013-2014 — See attached list of Topics and article entitled "Reducing Your City's Expenses Without Reducing Services" - Kindly review both attachments in advance of the meetina 8. Other Business 9. Adjournment Currently scheduled future meeting dates (Targeted for 2nd and 4t" Monday of each month: • Monday, November 5 — 6:00 PM • Monday, November 26 — 6:00 PM • Monday, December 10 — 6:00 PM • Monday, January 14 — 6:00 PM • Monday, January 28 — 6:00 PM C:\Documents and Settings\pylej\Local Settings\Temporary Internet Files\OLKAB\Agenda - 11-05-12.doc Reducing Your City I s Expenses V nv Aft ,. askedithout Survit'va ! • ! RIM • ! •" w • 1978 through1982 ! _ i in Leon County'sof • Budget We truly traditionalprocesses quest to lower costs and improve our operations. For • now, heard elected officials fromacross issues of trying to provide - t -" i •' r r service requirements of all of the • ! • w various interests of th! . 144WIMUNWIrli oil r • i •' needs,MCI -kl Ta ion zen w retain your i quality of Alternative Service Delivery deliveryAlternative service more tor to reduce costs.to constantly • •, improve r: lower costs. In addition to the private sector, examine possible intergovernmental arrangementsother municipali- fy, ve'• ! arrangements can have one jurisdic- tion performing the lead role or have participating. It is even possible for • 01.11) &U61ar are improved. Examples of alternative service de- livery include the following: • Signing a law enforcement con- tract with the sheriff or adjacent municipality(ies). • Coordinating fire -rescue ser- vices with the county, adjacent municipality(ies) or private sec- tor. • Merging emergency dispatch with the county or adjacent municipality(ies). • Enacting similar functional consolidation of services or simple contract for enforcement of building and/or regulatory codes; libraries; planning and/ or community development functions; purchasing and pro- curement; vehicle/equipment maintenance; bulk purchasing of motor fuels, etc. Personnel Costs This is by far the largest cost associ- ated with governmental services and should receive the greatest scrutiny fvr ctst reiucti*x. S912ry zx,i�,exeYits percent of an average general -fund operation. While the following will reduce personnel costs, you need to be aware that at some point the compensation package offered by the • -1-7 T 2 TAT I V Fit &I fied personnel: n Raises Versus Bonuses — A number of entities have gone to a split system of giving a small cost -of -living adjustment (COLA), with the remainder as a bonus. The COLA portion increases the base salary only slightly, while the bonus is a one- time event and does not increase the base. This reduces personnel costs over time by limiting the growth in the base salary. m Reduce or Eliminate Sick and/ or Vacation Leave — Depending on how your jurisdiction treats conversion of sick leave to an- nual leave or cash rewards, the long-term costs can be substan- tial. Careful reductions of these benefits can provide significant, recurring cost reductions well into the future. Florida League of Cities employees, for ex- ample, do not receive sick or vacation leave; rather, employ- ees earn "personal time" at a monthly rate below most local governments' combined sick/ vacation rates. Employees tend to be very careful when using leave; the abuse of just "calling in sick" in lieu of a vacation day is greatly reduced. Such leave can be capped at a couple of hundred hours, with no cash conversions allowed. Once the caR is reached, it's "use it or lose it." A few jurisdictions copy the private sector in this regard. They provide a set number of weeks of vacation, and it totally disappears at the end of the year if not taken. This significantly limits payout liability when the employee leaves the organiza- ti.on. • Revise/Reduce Pension Bene- fits for Newly Hired Employees — Many governmental jurisdic- tions are readdressing future pension liabilities either through defined contribution plans or through less -generous defined benefit plans. • Selective Separation in Con- junction with Reorganization — Many jurisdictions instituted a "hiring freeze" early on in the economic slowdown. This allowed numerous positions to remain vacant 'in anticipation of significant position reductions as the dismal budget picture later revealed itself. It is always prefer- able to eliminate vacant positions rather than to tell a valuable municipal employee that his or her position is being eliminated. Occasionally, the reorganiza- tion will contain some necessary vacant position that a laid -off employee is eligible to assume, but that usually is very limited due to the sheer number ofPosi- tion reductions in an economy as devastating as the current one. When such targeted posi- tions contain current employees, many jurisdictions attempt to offer severance incentives. These incentives can include three, six or possibly nine months' lump salary payouts, coupled with possibly six to 12 months' paid health coverage. Most employees would rather come away with some compensation than gamble with an out-and-out layoff with more limited severance. w Voluntary Early Retirement — Some jurisdictions have found ways to offer compensation packages to long-term employ- ees who haven't reached retire- ment thresholds, or who have reached retirement age and have chosen to continue growing re- tirement benefits. In the former option, the plan would need to be amended if that provision is not specified; in the latter, it would require some amount of additional compensation to entice them to retire early. As with each of the employee re- duction methods discussed above, t net effect is to make large reductions reduce future costs. While there are actions, there are negative effects as well. These include reductions in services and/or service levels, as well organization. OPPOWE VAGE, PHOTOCISTOCKPHOTO.COWCHRIS BERNARD Quality Cities — September/October 2009 47 !a 111eir seM ice, request they suggest reputable private costsEnergy •'•. than they were only • o in the near future may reveal greater cost-efficienciesshorter pay -back periods. As you may have seen, any indication # • improving world economy. Below options t! reduce energy costs: w Conduct a Comprehensive Fleet Analysis — Any type of analysis beyond quo is positive. R probing questions into how and why vehicles • equipment chosen,!: who eventually uses them, is a "!'!! start. More•! . • _ Creducingtake-home privileges,downsizing tosmaller and more models,freducing size ofthe fleet.Some • • eliminated take-home vehicles formany staff members 4 replacedthatpolicy reasonableallowance. Others have •!• l vehiclesavailable and require the use of these over payment of personal mileage reimbursement, which at today's mileage rates can ,. R quickly.O d. • out-of-town look at a car underrental of # • contractcosts, in- cluding fuel, run approximately 20 to 22 cents per mile, com- pared to the state mileage rate at of 44.5 per mile (and even higher under IRS rules). m Major Usage Replacements technologies Re ing developed constantly, and equipment only five to 10 years ! • may have very short pay -back periods when replaced. This includes and heating/cooling systems, among others. Don't forget to look at youroperations; these have tremendous energy consumption use of • ' engineer to document equipment replacements and energy savings can be extremely beneficial your bottom "vampirem Vampire Electronics — The term power" the electricity • electronic appliances! electronics out of power grid when you'renot devices have the potential t:l.. • .. vampire devices • extra electricity while in 1 • mode. R R • power to keep their electronic keypads ready to go, even when they look completelyoff. Exact figures on • losses tostandby power !"available,but a majorrecent on •' l:that in the United States, S percent .. • electricity usage is due to standby power. Depending on the efficiency of your design,1. ! •.. power • 'minimalor substantial. simple• "• watt meter can be inex- pensive /canquickly identify which pieces of equipment con - most • •mode. Asurgeprotector ,.......! le on-off switch can handle several applicable appliances. Not all equipmento • •'completely removedfromelectricity, • have your • ! •expert with the identification • consumption culprits. DevicesGlobal Positioning System (GPS) Tracking ••wonders reducingat • : • : ! increasingand unnecessary mileage, as well as • • • Once your ork force knows management can track travel locations, datehime, speed and unnecessary • + of patterns will change dramatically. the boss in theback seat! The prices of such devices have been dramatically reducedand can Rv for quite quickly. When smaller amountsof ! I: needed,water are or hot temperaturesnot sary, tankless water heaters are an option. •.. withoutof • standbyage tank. Therefore, they avoid the •associ- ated with storageheaters. When a hot water tap is turned on, • 1 water travels through pipe into the unit, an electric element heats the water. 1 a gas-fired unit, a burnergas a result, tankless water heaters deliver a constantR•. of o water • use far less energy. Another option is to identify areas that currently have hot water where it is not • • needed. In those cases, simply disconnect the power to the hot water heaters. n Communication Costs — The use ofwireless electronicdevices (cell phones, smart phones, etc.) has grown dramatically R has increased productivity but it also has increased cost.Some jurisdictions found costs can be reduced by paying employees • to use their personal devices, supplyingthan • " municipality'scontract. This is done allowance.as a car Another viable way to reduce costs is to conduct an analysis and audit of all telecommunication voice. data. BTJWZM • • i'• • ■ • • P"W"A" - - - - - - -.-- - • — I result of an accideTiLi-&wo,* factor" is based on your safety history. Workers' compensation insurance carriers can reduce or increase base rates based on a numig ji lactors- ­ffire I is o make safety such an important issue among your employees. To get more $R RN Wimm • cemcs-wr d *6 er e7vi v 6PULAUL SdIrLf si-pporr are cornmoruy The Florida League of Cities, through the Florida Municipal Insur- ance Trust, takes safety very seriously, and has many programs to assist in reducing your League workers' com- pensation premiums. Solid Waste Collection Without getting into the debat�; about whether you should use mu - contractors to collect solid__wa_%te� issue of collection frequency is a very important cost consideration. The stan- dard collection frequency in Florida appears to be twice weekly for gar- bage, thqugh a couple of jurisdictions =* =•_ • Milm- savings can be achieved. Surplus Equipment Through a special arrangement with GovDeals Inc., the League provides an Internet -based auction to Florida local governments for their surplus equipment. We encourage you to visit www.govdeals.com to view the actual auctions currently under way. This is a "no up -front cost" arrangement. You pay nothing to start the service and only pay a percent of the sales price of what is sold (typically a much lower percentage than an auctioneer will charge). Local governments have the freedom to withdraw a product from sale at any time, or to reject all bids without paying a fee or penalty. Opportunity Costs for Investments This is sort of like losing money when you could be making more. Curre-rtiv. returns o-tt sliort-terwo i *u be silmificant. Since ma— -Ita-1- that these reaturements limit thig ta •tificates of Deposit, or insured bank accounts. Other options are available that may be able to increase returns while still providing safety and liquid- ity. The Florida Municipal Investment Trust offers three high-quality bond '&'#F MJ'1111S ITUdL 111VIMi MaMrs-or your local bank has to offer. �een employed with the League since NNW wo ginning in 197S. He can be reached via e-mail at ksmall@flcities. com. PHOTOCISTOCKPHOTO.COM/PAULVASARHELYI Quality Cities — September/October 2009 51 CITY OF BOYNTON BEACH 2012-13 FINANCIAL ADVISORY COMMITTEE Established per Ordinance No. 10-009 Amended per Ordinance No. 12-005 Professional Member Name, Address &City Zip Code Term Term Telephone E -Mail Qualifications Appointed Expires REGULAR MEMBERS (11) GRADY, Jeffrey, R. 10/2/12 Jun -14 275-8140 Jeff ,LeadMeMedia.com Mktg & Dev Mgr 720 N Broughton Cir (33436) (7) GRANT, Steven 6/19/12 Jun -12 880-5529 GrantLegalFL ,GMail.com Attorney 29 Beechdale Lane (33426) (9) Lonergan, Terry 8/3/10 Jun -13 641-4725 TerryL33436 ,Yahoo.com Retired Bank Teller 45 Rutland Lane (33436) (11) Scantlan, Don, Chair 6/1/10 Jun -13 433-5711 DScan1 ,AOL.com Director of Programs 13 Cedar Circle (33436) 340-1061 X2223 (7) Sparrell, John P. 9/4/12 Jun -13 734-7196 Cosmin ,Comcast. net Civil Engineer 2830 SW 5th Street (33435) Open Jun -17 Open Jun -14 ALTERNATE MEMBERS Open Jan -14 Open Jan -14 CITY EMPLOYEE REPRESENTATIVES Barry Atwood, Finance Director 742-6310 Atwood B(d-)bbfl. us Tim Howard, Deputy Finance Director 742-6312 HowardT(d-)bbfl.us Lori LaVerriere, Interim City Manager (Back-up) 742-6013 LaVarriereL(d-)bbfl.us At Least 5 regular members shall have one of the following professional qualifications: (1) Certified Public Accountant (2) Accounting Professional (3) Finance Professional/Auditing (4) Certified Financial Planner (5) Investment Advisor (6) Insurance Professional (property/casualty or health) (7) Business Owner/Manager (8) MBA or MPA degree (with high levels of accountability/responsibilities with budget and organization oversight) (9) Banking (10) Pension Plan Management (11) Financial Planning & Management (12) Remaining four members may be at large C:\Documents and Settings\pylej\Local Settings\Temporary Internet Files\OLKAB\ \ Committee Members - As of 10-24-2012 CITY OF -• • a Financial Advisory Committee - Potential Issues for Study and Assignment Areas Item Issue Department Contact Area Assignment # Initial I Follow Up 1 City Services Survey City Manager City Manager 2 Capital Improvement Plan (CIP) Analysis Finance Budget / Public Works / Utilities 3 Debt & Debt Service Finance Finance 4 Franchise Solid Waste Services City Manager Public Works 5 Make/Buy Other City Services City Manager TBD 6 Close/Consolidate City Facilities City Manager Public Works / Utilities 7 Property / Casualty Insurance Costs City Manager Risk Management 8 On -Site Health Clinic City Manager Risk Management / Human Resources 9 Pension Plans - InterCity Comparison of Benefits Finance Human Resources 10 Analysis of Residential vs. Commercial Tax Base Finance Budget - County Property Appraiser 11 Business License Tax - Competitive Analysis Finance Development 12 Development Fees - Comparison to Other Cities Finance Development 13 Revenue Trends & Forecasts Finance Finance 14 Revenue Streams Generated by Other Cities City Manager Finance C:\Documents and Settings\pylej\Local Settings\Temporary Internet Files\OLKAB\ / FAC Study Topics for FY 2013-14 Budget (Sample From FY 2012-13 Budget) / 1 Page 1 of 2 Finance Advisory Committee Executive Summary for Budget Year 2012-2013 This Executive Summary covers the efforts undertaken by the Boynton Beach Financial Advisory Committee to support the budget fiscal year 2012-13. This is the second year of the Committee's existence and for several reasons it was a challenging one. Despite the challenges, the attached report still provides recommendations and data that should prove useful to the Commissioners as they undertake a more challenging effort of creating the FY 2012-13 budgets for the City of Boynton Beach. The volunteers who make up this Committee put in many hours of effort researching and reporting on the topics they chose, trying to help the Commissioners in their task of developing a next year's budget. The support of City Staff, especially Barry Atwood and Tim Howard, were instrumental in the Committee's accomplishments. The Committee began last year with a list of topics for review that contained 53 subjects. The topics were a collection of items where revenue could be increased or costs reduced and were suggested by City Staff or Committee members. For last year's FY 2011-12 budget workshops, 30 recommendations were made by seven (7) members on those subjects. This year, the list for FY 2012-13 included 40 subjects. Each Committee member selected or developed topics that they are interested in, have the expertise to conduct research, and to make a recommendation which is then voted on by the Committee. The results are given to the Commissioners in this report for consideration during the Commission's upcoming annual budget workshops. One of the most significant challenges this year was membership of the Committee. In September, when the Committee began its effort for the FY 2012-13 budget year, there was no Vice -Chair, only one alternate and there was one opening for a regular member. A total of five (5) members have left the Committee for various reasons (all matter of public record) with only one addition. Two meetings had to be cancelled for lack of a quorum. We concluded our work with only four (4) members. The reduced membership size resulted in a less robust report from the Committee this year compared to last year and compared to expectations. However, with the results of this year's Citizen Survey and 22 added recommendations this year with only four (4) members, the work effort per member exceeded last year. Some of the recommendations will only be realized after negotiations with various labor unions and the negotiation, trade-offs or final outcomes will determine the amount of potential budget savings. The following table summarizes the topics studied, the resulting recommendation, the Committee's vote results, and the potential impact on the budget for FY 2012-13 that totals $6.4 million for the General Fund and $8.1 million for all funds. Page 2 of 2 Finance Advisory Committee Executive Summary for Budget Year 2012-2013 The recommendation number and topic below refer to the reference item at the bottom left side of each of the following FY 2012-2013 Budget Recommendation pages. No. Topic FAC Member Vote Results Recommendation Bud et Impact For/Against General Fund Total All Funds 1 City Services Citizen Survey Don Scantlan 4/0 Consider citizens' opinion TBD TBD 2 County -City Redundancies Don Scantlan 3/1 Establish prioritized list and standard model for TBD TBD converting City functions to Count 3 Make -Buy Other City Services Don Scantlan 4/0 Maintain status quo None None 4 Street Lighting on County/State Roads Don Scantlan 4/0 Work with League of Cities to exempt cities from $ 180,000 $ 180,000 lighting costs on Count / State roads 5 Capital Improvement Plan Dennis Dougherty 4/0 Change CIP planning to be more realistic to budget TBD TBD conditions 6 Schoolhouse Children's Museum Dennis Dougherty 4/0 Continue funding in the short term, monitor in future $ $ 7 Public Safety Communications Hub Dennis Dougherty 4/0 Place on hold pending future of Police Department $ $ 8 Impact of New Legislation Dennis Dougherty 4/0 Assign individual to track fiscal impact of legislation $ $ - 9 City Commission Salaries & Expenses Terry Lonergan 4/0 Eliminate unaccountable expense accounts $ 33,445 $ 33,445 10 Employee Overtime Pay Policies Terry Lonergan 4/0 Negotiate flex time scheduling in Blue and White TBD TBD Collar contracts 11 Employee Non -Compensation Benefits Terry Lonergan 4/0 Allow non-resident City staff participate in activities at $ $ resident rates Discontinue personal time off, cap accumulated sick 12 Employee Leave Benefits Terry Lonergan 4/0 leave at 1040 hours, discontinue transferring sick TBD TBD hours to vacation hours 13 Employee Unpaid Furlough Days Terry Lonergan 2/2 Substitute two furlough days for two paid holidays for $ 140,250 $ 187,000 all employees 14 Employee Compensation Package Terry Lonergan 3/1 Discontinue City cell phones and allowances (Impact = $ 33,500 $ 54,000 only allowances 14 Employee Compensation Package Terry Lonergan 3/1 Discontinue City take home cars and allowances $ 36,000 $ 59,000 (Impact = onl allowances 15 Employee Pension Contributions David Katz 3/1 Increase employee pension contribution by 6% of $ 2,900,000 $ 3,790,000 sala 16 Employee Car Allowances David Katz 3/1 Eliminate all car allowances Included in 14 Included in 14 17 Employee Cell Phone Allowances David Katz 3/1 Eliminate all cell phone allowances Included in 14 Included in 14 18 Employee Medical Insurance Contribution David Katz 3/1 Contribute 50% to medical insurance vs. 0% $ 1,800,000 $ 2,500,000 19 Additional Revenue Sources David Katz 3/1 Increase millage rate to 7.3551 to raise an added $ 500,000 $ 500,000 $500,000 20 Additional Revenue Sources David Katz 4/0 Raise refuse rates by $1.00 per month to increase $ 450,000 $ 450,000 transfer to the General Fund 21 Additional Revenue Sources David Katz 4/0 Reduce CRA boundaries from Gulfstream Blvd. north Ito $ 400,000 $ 400,000 Woolbri ht Rd. 22 City Park Usage Terry Lonergan 4/0 Leave a parks as they are presently $ - $ - 23 Municipal Election Costs Terry Lonergan 4/0 No action recommended $ - $ - Totals $ 6,473,195 $ 8,153,445 PARTICLE XVIII. FINANCIAL ADVISORY COMMITTEE 14 Sec. 2-240. Creation of Committee. The City Commission hereby creates and establishes the Financial Advisory Committee. (Ord. 10-009, § 2, 5-4-10) 14 Sec. 2-241. Purpose and duties. (a) The Financial Advisory Committee shall have the general responsibility of reviewing the impact of existing or proposed legislative and administrative decisions on the city budget, revenue sources, and operational expenditures and make recommendations that may favorably impact the city budget and overall financial condition of the city. By way of example, but not limitation, the Financial Advisory Committee will be responsible for reviewing and making recommendations on: (1) The city's proposed annual operating and capital budget; (2) Budget development systems and procedures; (3) Analyzing and recommending sources of revenues; (4) Employee salaries and benefits; (5) Pension and retirement benefits for city employees; (6) Operating expenses and controls; (7) Reducing or controlling debt service expenses; (b) The foregoing examples are not intended to limit the scope of financial review that the City Commission may assign to the Committee from time to time. Specific tasks shall be delineated by the City Commission by majority vote. (Ord. No. 10-009, § 2, 5-4-10) 14 Sec. 2-242. Organization. The Financial Advisory Committee shall consist of a total of seven regular members and two alternate members each appointed by majority vote of the City Commission. (Ord. No. 10-009, § 2, 5-4-10) C, Documents and Settmgs`,p� Iq Local Settmgs,Temporan Internet Files ( )LIiAE`,Ordinance - ARTICLE XVIII - Financial Adh ison Connnittee - Including 12-005.doc Page I of 3 1() 29 2012 Sec. 2-243. Committee appointments and membership. (a) All members shall be residents of or own property in the city, own a business within the city or be an officer, director or manager of a business located within the city. No member of the Committee shall serve on any other city board or committee. (b) (1) At least five of the regular members on the Committee shall have one of the following qualifications: a. Certified public accountant; b. Accounting professional; c. Auditing; d. Certified financial planner; e. Investment advisor; f. Insurance professional (property/casualty or health); g. Business owner/manager; h. MBA or MPA degree (with high levels of accountability/responsibilities with budget and organizational oversight). i. Banking; j. Pension Plan Management; k. Financial Planning & Management (2) The remaining four members may be at large. (c) Staggered terms for Committee membership. The initial regular members appointed will serve as follows: three members shall be for a term of three years, two members shall be for a term of two years, and two members shall be for a term of one year. Their successors shall be appointed for a term of three years. (d) Reappointment, removal, vacancv. All members may be reappointed, without limitation as to the number of terms served. Members may, at the discretion of the City Commission, be removed with or without cause. Based on a monthly meeting schedule, a member shall be removed without action of the City Commission for missing more than three (3) consecutive meetings per year. In the event the Financial Advisory Committee meets bi-monthly or more, a member will be removed without action of the City Commission for missing the greater of three (3) consecutive meetings or thirty percent (30%) of a bi-monthly meeting schedule. Members that have been removed for cause may not be reappointed for a period of thirty-six (36) months. If there is a vacancy in the membership, the City Commission shall appoint a new member to fill the vacancy. (e) Privileges, duties and responsibilities. (1) Privileges. Members will have voting privileges as set forth herein. Members shall create and implement riles, policies and procedures necessary to carry out the Financial Advisory Committee's purpose, in conformance with the provisions of the city's Code of Ordinances and state law. (2) The regular members of the Financial Advisory Committee shall vote to appoint a chair, who shall preside over the meetings of the Financial Advisory Committee, and also vote to appoint a vice -chair who shall serve in the absence of the chair. C, Documents and Settmgs`,p� Iq Local Settmgs,Temporan Internet Files ( )LIiAE`,Ordinance - ARTICLE XVIII - Financial Adh ison Connnittee - Including 12-005.doc Page 2 of 3 10 29 2012 (f) Alternate members. Pursuant to the City of Boynton Beach Code of Ordinances, the City Commission shall appoint two alternate members. Alternate members will serve to fill a temporary vacancy or permanent removal in the Financial Advisory Committee. Alternate members shall be appointed in the same manner as regular members, and shall meet the qualifications set forth for regular members. When serving in their capacity as an alternate member, alternate members shall have the same privileges, duties and responsibilities as a regular member, with the exception that no alternate member may serve in a capacity as chair or vice- chair, nor may any alternate member be moved to a regular member unless appointed by the City Commission pursuant to the procedure set forth herein. The alternate member's term of membership shall run only through the term of the vacancy they have filled. (Ord. 10-009, § 2, 5-4-10; Ord. No. 11-012, § 2, 3-15-11) 14 Sec. 2-244. Meetings. The Financial Advisory Committee shall arrange for an appropriate time and place for meetings. (Ord. 10-009, § 2, 5-4-10) )_ , 9.-�F Sec. 2-245. Procedure for enactment and voting. All actions subject to a vote shall be enacted as set forth below. (a) Quorum. The Financial Advisory Committee may not take any action unless a quorum is present. A quorum shall consist of the physical presence of no less than four voting members of the Financial Advisory Committee. (b) Toting. An affirmative vote of a majority of the voting members present shall be required in order for the Financial Advisory Committee to take any official action. No voting by proxy is allowed. On final passage, the vote of each member of the Financial Advisory Committee shall be entered on the official record kept for the meeting. (Ord. 10-009, § 2, 5-4-10) -_ . Sec. 2-246. Powers. Nothing in this article shall be construed as restricting curtailing any of the powers of the City Commission, or the Charter powers of the City Manager, or as a delegation to the Financial Advisory Committee of any of the authority or express or discretionary powers vested and imposed by law in the City Commission. The City Commission declares that the public interest, convenience and welfare required by the appointment of the Financial Advisory Committee to act in a purely advisory capacity to the City Commission for the purposes set forth in this article. Any power delegated here to the Financial Advisory Committee to adopt riles and regulations shall not be construed as a delegation of legislative authority, but purely a delegation of administrative authority. (Ord. 10-009, § 2, 5-4-10) C, Documents and Settmgs`,p� Iq Local Settmgs,Temporan Internet Files ( )LIiAE`,Ordinance - ARTICLE XVIII - Financial Adh ison Connnittee - Including 12-005.doc Page 3 of 3 1() 29 2012