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Minutes 09-21-99 MINUTES OF THE SPECIAL CITY COMMISSION MEETING AND PUBLIC HEARING ON THE PROPOSED FY 1999/2000 BUDGET HELD IN COMMISSION CHAMBERS, CTTY HALL, BOYNTON BEACH, FLORIDA ON SEPTEMBER 21, 1999 @ 6:00 P.M PRESENT Gerald Broening, Mayor Henderson Tillman, Vice Mayor William Sherman, Mayor Pro Tem Nellie Denahan, Commissioner Ronald Weiland, Commissioner Dale Sugerman, Assistant City Manager James Cherof, City Attorney Sue Kruse, City Clerk CALL TO ORDER Mayor Broening called the Special City Commission Meeting to order at 6:05 p.m. Attorney Cherof advised that this would be the second and final public hearing to adopt the final budget. The first issue to be addressed would be the adoption of the millage rate that is currently set at 7.816 mills and represents a 3.25% increase over the computed rollback rate. 1. PUBLIC HEARING ON 1999/2000 PROPOSED BUDGET Commissioner Weiland raised the issue of having an internal audit performed. He explained that his suggestion did not mean that staff was involved in cheating, stealing funds or doing anything illegal. His suggestion is to investigate mismanagement, misappropriation of funds and monies being shifted from one account to another account and not being used in the best interest of the City of Boynton Beach. in an effort to approach this issue in a more business-friendly manner, Commissioner Weiland would like to have a couple of community forums to allow an opportunity for the citizens to present their questions and concerns about financial matters in the City. Staff would then have a fair amount of time to address the concerns at a second public forum. Commissioner Weiland explained that it is the Commission's responsibility to set policy. Although policies may be in place now that some people do not feel are right, staff could come back to the Commission and explain why and how the City is doing certain things. If the Commission does not approve of those procedures, it could then move forward with policy changes. Commissioner Weiland asked Assistant City Manager Dale Sugerman to coordinate these meetings. After the community forums, if the Commission and public are not satisfied with staff's responses, the Commission could take $50,000 out of the Commissioners' contingency fund. Another way to address this issue would be to approve the appropriation of $50,000 for the internal audit if is deemed necessary after the public forums. Dale Sugerman, Assistant City Manager, explained that because there have been questions among the Commissioners and from the community, people do not have a high level of comfort about why money is being spent on a particular project or activity. Commissioner Weiland requested that two "no holds barred" public forums are conducted so that the community can ask any question about anything related to operations. Those questions would be collected, filtered through staff, and a response would be developed and shared with the community at a second public forum. Mr. Sugerman said he was prepared to establish dates immediately. Mayor Broening felt this was a statesman-like approach because much of the confusion is due to a lack of understanding, information and candid discussion about matters of concern to everyone. Mayor Broening supports a series of forums where the issues could be raised and addressed in an effort to resolve them. '" I~EE~NG MZNUTES SPEC]~AL CI'TY COMMI'SSI'ON BOYNTON BEACH, FLORIDA SEPTEMBER 21, 1999 Mayor Pro Tem Sherman inquired how this suggestion would affect the actions of the Commission during this meeting. He questioned whether or not the money for the audit would be appropriated or whether the request for appropriation would result from the forums. Commissioner Weiland suggested appropriating $50,000 during this meeting for the internal audit in case the Commission is not satisfied with the responses following the forums. However, another alternative would be to not budget that $50,000, but take it out of the Commission's $250,000 contingency fund if necessary. Mayor Broening said these meetings should be considered Town Meetings with Commission participation. Mr. Sugerman recommended providing two weeks' notice to the public. Commissioner Weiland recommended that this meeting be an exclusive meeting with no other business conducted in order to focus on this subject. Consensus There was a consensus of the Commission to conduct the first public forum (Town Meeting) on Thursday, October 14th at 6:30 p.m. in the Library. Commissioner Denahan expressed appreciation for the hardworking ethics of the professionals working for the City. Normally, a directed audit is a witch-hunt. Commissioner Denahan does not believe that is the Commission's intention. She is aware that morale has been affected and she is pleased with Commissioner Weiland's suggestion for public forums. She is hopeful the Commission gets the desired outcome from these meetings. For many years, the Finance Department has received exemplary audit practices and procedures awards. However, if there were legitimate reasons, it would be healthy to conduct an internal audit. Commissioner Denahan said the Commission is not trying to impact morale and integrity. She supports the suggestion of the two meetings and setting aside $50,000 for the audit. Vice Mayor Tillman was pleased that the Commission was moving in a more professional and amiable position of dealing with the City's financial practices. He pointed out that the Charter spells out that Commissioners should not be dealing with staff. They should deal directly with the City Manager. A Town Meeting would offer the opportunity for the public to bring out matters regarding financial management. Vice Mayor Tillman feels it is premature to set aside any money for an audit. Funds have been identified in the Commission contingency fund that could be moved if necessary. Mayor Broening agreed with Vice Mayor Tillman's remarks and does not feel it is necessary at this time to appropriate the money. Tf there were consensus that the Town Meetings failed to relieve the Commissioners of their concerns on these issues, the funding would be available in contingency. He would not support appropriating the money at this time. Mayor Pro Tem Sherman agreed that morale is an issue. However, the Commission's responsibility is to deal with the financial procedure. Someone with expertise is needed to ensure that what has transpired and what will transpire in the future is correct. Commissioner Weiland said he would like to vote on the $50,000 at this time as a backup even though money is available in contingency. Tf that $50,000 were not needed, it would be excess funding in the General Fund. Attorney Cherof advised that an individual motion should address this issue before the budget is adopted. MEETING MZNUTES SPECIAL CTTY COMM~SSTON BOYNTON BEACH, FLOI~DA SEPTEMBER 21, 1999 Diane Reese, Finance Director, advised that a line item could be created in the budget called "internal audit". This would be included in the overall budget and when the budget is adopted, the line item is adopted with the funds set aside for that purpose. Commissioner Denahan referred to Mr. Hawkins' memorandum dated September 20th that referred to subsidized childcare. She requested comments from the Commissioners regarding appropriating more than $10,000 toward subsidized childcare. Commissioner Weiland said he would be in favor of appropriating approximately $20,000 for this cause. At the last meeting, Commissioner Weiland pointed out that this might not be the City's responsibility. However, the City will be doing landscape maintenance, lighting and providing police patrol in Quantum Park to help address the high school issue with MFT Development. Although that is probably not the City's responsibility, the City has decided to get involved for the benefit of the children of Boynton Beach. With respect to subsidized childcare, it is children of Iow-income families throughout Boynton Beach who will receive the meals. If the Commission cannot try to do more by providing a larger subsidy, it would be in direct conflict to what the City is trying to do in Quantum Park. Commissioner Weiland would be in favor of increasing the subsidy. Mayor Broening said he was willing to compromise even though he has strong feelings about putting the City's budget up against the School District's budget of $1.7 billion. 2. PROPOSED RESOLUT:ZON NO. R99-123 RE: ADOPT/ON OF FZNAL MTLLAGE RATE FOR FZSCAL YEAR 1999/2000 Attorney Cherof read Proposed Resolution No. R99-123 by title only announcing that the City would adoPt a millage rate of 7.816 mills this would result in a final millage rate that is 3.25% above the computed rollback rate. MAYOR BROENING ANNOUNCED THE PUBLIC HEARING. THERE WAS NO ONE PRESENT WHO WISHED TO SPEAK ON PROPOSED RESOLUTION NO. R99-123. Motion Vice Mayor Tillman moved to approve, Commissioner Denahan seconded the motion, City Clerk Sue Kruse polled the vote, The vote was unanimous, 3. PROPOSED ORDZNANCE NO. O99-29 RE: FTSCAL YEAR 1999/2000 ADOPT/ON OF FI'NAL BUDGET FOR Attorney Cherof read Proposed Ordinance No. 099-29 by title only. Attorney Cherof advised that there were amendments to Sections 12 and 17 for consideration. Two separate motions would be required prior to adopting the Ordinance. MAYOR BROENING ANNOUNCED THE PUBLIC HEARING. Herb Suss, resident of Quail Run, expressed concern about spending more money on an audit after the budget is approved. He said he learned that in the past, public workshops were held on three nights prior to the public hearings. The public participated in those workshop meetings. [t was his opinion that the workshops should have been held this year so that the citizens know what is going on. He questioned why this process stopped. MEETING M:ZNUTES SPECIAL CITY COMMISSTON BOYNTON BEACH, FLOP~DA SEPTEMBER 21f 1999 Mayor Pro Tem Sherman said the budget was fast tracked through a Commission of three new people. The senior Commissioner will be leaving and the new Commissioners had no real understanding of what was going to be brought forward. We do not have line item budgeting and a way to trace where the money is expended. Each department has the utilization of one large checkbook. As long as the bottom line is not affected, money is shifted from one department to another frequently. However, after reviewing the budget, it was determined that the Commissioners do not have the skills to determine where the money is going. The Commissioners need to know what can be done to make it easier to track so that accountability could be demanded. Mayor Pro Tem Sherman was hopeful that the Regular City Commission agenda would be addressed prior to adoption of the budget because of questions and concerns he has. The Architecture for Excellence program is a pet peeve and if the budget were passed, that program would be accepted carte blanche for another year. Mayor Pro Tem Sherman would prefer not to do that. Mayor Pro Tem Sherman said the Commission should have been more prepared and had the figures, but they were not given enough information to deal with. Mr. Suss reminded the Commissioners that they were elected in March and knew that the budget would be coming up. The Commission had seven months to ask questions. Mr. Suss had a problem with the Commission passing a budget when there is more investigation that is needed. He feels that if the workshops had been held, questions and concerns could have been addressed. Mr. Suss referred to the figure of $1.5 million in overtime proposed for fiscal year 1999/2000. In the 1998/99 budget, $1,718,000 was proposed. It is staggering that the overtime for Police amounts to $736,769. That overtime should have been whittled down. The Fire Department has decreased its overtime budget from $167,000 last year to $100,000 for the upcoming year. Why is there such a huge amount of money proposed for Police overtime? Mr. Suss referred to Line Item 15-10, Clothing Allowance, in the amount of $32,000. He questioned what this line item referred to. Mr. Sugerman said this is the total amount of sworn officers who receive a clothing allowance. He further explained that in the Police Department, in particular, there is cause and reason for overtime. Police Officers do not always stop working exactly at the end of their shift because they might be in the middle of a case. The average workweek is 40 hours. Ten percent of that average workweek is four hours. It is not unusual for a Police Officer to have a continuation of work time, or make an appearance in court on an off day. It is not unusual for a Police Officer to spend four hours a week on overtime. Mr. Sugerman pointed out that the proposed overtime figure is 10% of the overall $7 million Police budget. It is not unusual for a department with a $7 million budget to have $700,000 of overtime. Mr. Suss said it does not make sense to propose $700,000 of overtime for a Police force of 134 officers. Mr. Suss said he does not agree with the 10% rationale. 3oan Mormelof Business Agent and organizer for the National Conference of Firemen & Oilers, Local 1227f said she would address the Commission with the union's position on Architecture for Excellence during the Regular City Commission meeting under City Manager's Report. Ms. Mormelo said that from her experience, the Commission does not make its decisions based on whether or not employees like something. They must make their decisions based on being fiscally responsible. Many of the employees are opposed to and are afraid of Architecture for Excellence. The money that is proposed for this program is an ultimate concern of the Commission and taxpayers. The union's position is that the Commission should not fund this program or continue it. Bruce Black, 229 SW 1st Avenue, referred to the fact that during the Architecture for Excellence presentation on September 7th, it was stated that approximately 50% of the employees were trained I~IEET~NG MINUTES sPi:CZAL CTTY COMMISSION BOYNTON BEACH, FLORIDA SEPTEMBER 2:L, 1999 through the Architecture for Excellence. That training was accomplished at a cost of $368,000. Fifty percent of the employees still need to be trained. However, only $143,000 is proposed for that training next year. He pointed out that the math does not add up. Mr. Black is an employee of The Home Depot that is i#1 at what they do. They are successful because employees were given ownership. While The Home Depot employees are paid more than competitors offer their employees, what sets them apart is the tralning they offer. Five hours of training per month is allocated for every employee. The Managers and Cc~rporate Executives do not go to the training. The hourly employees receive the training and come back and train the Store Managers and customers. This is what makes them feel important. By sending everyope in the City to this training, there is no trust in the department heads to take the training and be able roi train their employees. The presentation talked about team building and leadership. Mr. Black said he volunteers a great deal and spends a lot of time in the departments. He does not see a team. :It is not good business sense to spend ~:his money to provide training to every employee. With respect to team building, Mr. Black does not be!ieve the EXCL team really believes in this concept. He feels this is smoke and whistles and the public ~Nill not benefit from it. He reminded the Commissioners of the time when Mr. Sugerman was asked to assume the position of Tnterim City Manager. Mr. Sugerman held the City hostage. :Is that a team? jMr. Black does not feel the Architecture for Excellence program should be approved. Hank Ackermann, 128 NW 14th Street, asked if the Commission was planning to approve the budget without hearing comments from the unions and others about the Architecture for Excellence. Attorney Cherof explained that it would be the appropriate time for the union and public to make their comments with respect to the Architecture for Excellence. Therefore, this item was moved from the City Manager's Report section of the Regular City Commission agenda. Christina Sabru was present with her husband and another community member. She thanked the City CommiSsion on behalf of the residents of Oak Street for the repairs that were made to the water main. The wOrkers were professional and completed the job in a timely manner. Joan Mormelo, is a Business Aqent and Orqanizer for Local :[227 National Conference of Firemen & Oilers, SETU~ AFL-CTO, CLC, 937 Belvedere Road, West Palm Beach. Ms. Mormelo distributed copies of a presentation on the Union's position on the Architecture for Excellence Program. Local 3227 represents more than 5,000 members in Palm Beach County and more than 335 blue-collar and wllite-collar employees of the City of Boynton Beach. Ms. Mormelo said the majority of the members are toc~ intimidated and fearful of retribution to come forward and speak on this issue. Therefore, union representatives met with members and sent out a survey to a sampling group in order to present their comments. Ms. IVl0rmelo said the union is supportive of efforts to train and empower employees. However, the union has serious concerns about the beliefs, methodology and implementation of the Architecture for Excellence. The E)(CL Team's presentation provided a great deal of excellent information, but they have not filtered that int~ormation down to the workforce other than to make it known that the employees better buy into the Architecture for Excellence. Many of the things that were presented at the meeting that resulted in cost savings were implemented or planned prior to the Architecture for Excellence. The EXCL Team left the employees with a bad impression that said the City workforce did nothing innovative or cost effective prior to the AFE. To the contrary, there has always been teamwork and there has been superior management who inspired 'MEETZNG M?NUTES SPEC]:'AL C'rTY COMMI'SSI'ON BOYNTON BEACH~ FLOR.TDA SEPTEMBER 21, 1999 creativity and requested input from the employees. Management motivated their employees to do things prior to AFE. The tax dollars already spent for AFE are hundreds of thousands of dollars more than what is reported and the tax dollars in the upcoming budget will be more than what is reflected. The Architecture for ExcelleNce trainers violated ethics standards in the industry with regard to the Myers-Briggs testing. The emplOyees were given a psychological assessment. They were never informed that this should have been VOluntary. They were not informed that they did not have to release the results of that information. Architecture has continued despite the union's objections and it affects the members working conditions and it usurps the authority of the union undermining collective bargaining and violation of State and Federal laws. The union does not support continuation of Architecture for Excellence. Ms. MOrmelo referred to the handout she distributed that talked about the City spending more than $368,000 for the Architecture for Excellence program last year. She explained that the true cost of the program may be as high, or higher than $500,000 when one considers the taxpayer dollars paid to emplOyees attending the AFE instead of doing their jobs and the associated costs of the program. (Refer to the presentation for additional estimates. Presentation is attached.) The City has requested $143,000 to train the remaining 50% of the employees. Ms. Mormelo questioned how 50% of the employees could receive this training for 30% of what the program has cost to date. She further pointed out that Police and Fire employees (approximately 150) have not yet taken the AFE. When l~hese employees are scheduled, other employees would have to cover for them at time and a half pay. The union estimates the wages for the Fire Department and Police Department employees would amoun~ to $115,200. Ms. Mormelo said the union's position is that this is a great deal of money to pay for a program the employees are not buying into. Richard Stone, representinq the blue-collar employees, advised that on September 3rd, the union met with Mr. Sugerman and City officials regarding concerns about the Architecture for Excellence. When Mr. Sugerman was asked about the total amount of money that would be spent in the future to complete the program, his response was $375,000. Mr. Stqne said the cost savings and avoidance costs could have occurred without the Architecture for Excellence because of the professional managers who have worked to do the job better for less money. The avoidance costs are exaggerated because they are based on cost savings for programs initiated prior to the AFE. The City has not realized $310,518 in savings to date. There is no proof that AFE is the reason ithat Recreation saved money on personnel costs at the beach. The credit card program was created, if not implemented, prior to AFE. The Risk Manager had been working on insurance savings before ithe inception of AFE and would have done so without AFE. The determination to complete the EPA Ivlandate "in-house" for the membrane treatment study was made, and had begun prior to AFE. The ArChitecture for Excellence has produced some improvements in service in a few departments. However, the majority of the general employees have not bought into this program and they are skeptical and intimidated by management and the AFE facilitators. Prior to the Architecture for Excellence, City employees showed an ability to provide excellent service to the community and to create new and cost-efficient programs and projects. (See presentation for details.) A total of the savings created by our employees over the past several years would far exceed the savings which have been reported as a result of the Architecture for Excellence. As a result of the Architecture for Excellence, we have achieved the following: *MEETZNG MINUTES spECIAL CITY COMMTSSION BOYNTON BEACH~ FLOI~DA SEPTEMBER 21~ 1999 Low employee morale Intimidated employees False sense of employee empowerment Confused expectations Ethics violations in regard to informed consent and confidentiality of Myers- Briggs type indicator Delays in grievance resolutions City threats to eliminate the custodians and contract their jobs out to private vendors unless they go through Architecture and "become the best they can be" "Unfair Labor Practice" charges filed The union mailed an anonymous survey to a sampling group of 25% of its membership and of those surveyed, the responses concluded that 2/3 of the members were forced to submit to the psychological assessments and 76% had their results exposed without their consent. At the podium, Ms. Mormelo summarized by saying that the union believes it would be impossible to attain world-class status as long as the means to get there is based upon unethical or illegal practices and the intimidation of the workforce. The union asked the City Commission to do what is fiscally responsible on behalf of the citizens and employees of Boynton Beach and end the Architecture for Excellence. Commissioner Weiland questioned why only 25% of the union membership was surveyed. Ms. Mormelo said the School Board had just done a similar survey with sampling 10% of the schools to determine the efficiency of ServiceMaster. Therefore, a decision was made to do a 25% random sampling in an effort to get a better return. Rick Smith is a 13-year employee of the City and is in favor of team-based management; however, he is not in favor of the way the Falcon group is planning to implement it. The City functioned more effectively in the past using common-sense management at no cost. Common-sense management requires good leadership and the ability to practice ideas. It will take $500,000 to do what the employees have been doing for years with good leadership. The reason why the employees' work history has come into focus is to give credit to the Architecture for Excellence. The hard work and teamwork of all involved can take credit for a number of cost saving jobs. None of this was brought to the Commission's attention in the past because that is the job the Utility workers are paid to do. Prior to the inception of the Architecture for Excellence, the Utilities workers worked on the following jobs: · DOT Federal Highway Beautification Project - One contractor's quote was $140,000. The in- house cost was $50,000. Cost savings: $90,000 · 14 Lift Station Rehabilitations - Cost savings per station: $25,000 per station - Total Savings: $350,000 · 801 Beautification Program - Cost savings: $2,500 or more What was to be a tool is being used as a weapon toward City employees. Falcon representatives and management have harassed employees. Attempts were made to split crews behind the backs of the employees but the employees stopped it. Falcon figured the employees weren't doing anything for the last 10 or 15 years. Anne Smith, a City employee for 24 years, thanked the Commissioners for listening to the employees. Many employees are afraid to speak. There has always been teamwork by employees of this 'PlE'ET~NG MINUTES SPECIAL CITY COMMISSION BOYNTON BEACH, FLORIDA SEPTEMBER 21, 1999 City. The employees need supervisors to listen to their ideas. The employees do not need an outsider to lead them. It is the supervisor's job to be a coach and listener. So many of the Utilities crews have saved the City money through their hard work. This was accomplished by working together, good supervision and a supervisor who listens. The money spent on the Architecture for Excellence is outrageous and could be spent on work training to better serve the City. Some employees are denied going to computer classes and cannot advance themselves. The City should spend the money on what the employees want and need. Ms. Smith recommended hiring an in-house trainer who would develop leadership skills for our leaders so that they can work with the everyday problems encountered by the teams. ]:t is time to recognize the leadership skills we have. Ms. Smith submitted a survey to Mayor Pro Tern Sherman for the record. One of the questions was "Was ! intimidated or harassed by the facilitators, City Supervisors or Manager or by team members?" The respondent answered yes. Tina Smith is a City employee who is married to a City employee. She said that after her personality typing was done, she was told that the man she had been with for 13 years was not her type because their personalities did not match. Ms. Smith witnessed the attack on a Haitian gentleman in the group because he did not understand the paperwork he was asked to fill out. He was chastised and asked to leave the room to complete the paperwork. When he returned, he was again chastised because he didn't understand. They jokingly said to him, "You don't understand or do you just play stupid?" Ms. Smith felt this was an unprofessional group that was providing the training. She felt the employees were dealt with poorly. In addition to exposing personality types to co-workers, Ms. Smith learned that personality types were brought into different departments. Private personality typing, which should be confidential, is displayed on bulletin boards throughout the City. When you work with people, common sense tells you a person's personality type. The Architecture for Excellence is a colossal waste of money. Ms. Smith recommended that the Commission stop the Architecture for Excellence. Dan Haqer, Head Golf Professional at the Golf Course, has been a PGA member for 20 years and has been through extensive training. He also received a tremendous amount of training through the City. Much of the training is smoke and whistles. He has attended Architecture for Excellence training and feels it is the best training he has ever had. He thanked the City for the training and feels he will always continue to use it. He found it enlightening and does not believe there was anything offensive about it. Mike Osborne~ an employee in Public Water Maintenance in the Utilities Department~ felt the overall concept of the Architecture for Excellence is not a bad one and has given the employees some free will. However, in going through the clearing out process, one gentleman did not want comments from his co-workers. Kelly and Lynn found a way to get people to make comments about that gentleman against his will. The gentleman left the training and never returned. Architecture for Excellence is supposed to be a team-based concept, but one of Mr. Osborne's team members finished the training with another team. The employees were told that they would either become a team member or would be left along the wayside. Mr. Osborne's team saved the City a considerable amount of money long before the Architecture for Excellence came t.0 the City. The initial "shark-free waters" training caused more problems than had previously existed. The employees could not stand being in the same room with each other for five minutes and no one wanted to work together. Employees cannot insult each other in one room, and then leave the room and forget those insults. Because of the problems the employees were experiencing immediately following the Architecture for Excellence, another session with Lynn and Kelly was arranged. During that session, the facilitators blamed Mr. Osborne's group for poisoning the Police Department. Shortly after, one of the crewmembers decided to leave and join another crew. Before he left, there were rumors that the crew would be split because they couldn't get along. As a result, another session was scheduled. During the session, one ' K1EEI'~NG MINUTES SPI~CI'AL CITY COMMISSION BOYNTON BEACH,, FLORIDA SEPTEMBER 21, 1999 easygoing gentleman rated each co-worker "10" as he had done during the first session. Lynn Wright ranted and raved that the rating was "bull...". He attacked that gentleman and the remainder of the crew began to harass him. It was necessary for him to contact Mr. Sugerman and the Deputy Director of the Department. Even his associate, Kelly, told him he went too far. The Architecture for Excellence is smoke and mirrors. Mr. Osborne said he was tired of threats of losing his job to outside contractors. Mr. Sugerman supported the Utilities workers because he did not want them to be harassed. Mr. Osborne said there is a City policy about harassment in the workplace. The clearing out portion of the Architecture for Excellence is harassment and Mr. Osborne is surprised that lawsuits have not been filed against the City. Mr. Osborne said Kelly accused him of being stupid and then said she could understand it because he had the same personality type as her ex-husband. Mr. Osborne has been to classes for professional development through the college and they did personality typing but it was not exposed to anyone else. They spoke of team-based work, but the participants were not screamed at or called stupid. They taught the same concept in a pleasant environment for a cost of $200 compared to thousands of dollars Falcon is charging. The expense of this program is not world class. Mr. Osborne explained that following the Architecture for Excellence, he was asked to fix something one of the contractor's messed up. Because of his AFE training, he refused and received a verbal warning. Months later, one of the workers was hurt while fixing one of the contractor's errors, Mr. Osborne said his manager is fair and has listened to the workers for years. Mr. Osborne urged the Commissioners to do the right thing. Ken Hall, resident and employee, made the following suggestions: Establish a residency rule for all department heads, managers, supervisors and Grade Level 30 and above employees. Establish a suggestion program for individual employees so that if their ideas produce cost savings for the City, or better efficiency, they would be rewarded financially or through time off or additional vacation. Have an employee sit on the Commission with no voting rights. This person could represent the concerns of the employees throughout the City. Hank Ackermann, 128 NW 14th Street, has been a resident of the City for 10 years and an employee for more than two years as the Neighborhood Project Specialist. Mr. Ackermann has used the Myers- Briggs type indicator for more than 25 years in different training situations while in the military and in civilian parishes. The Architecture for Excellence must be stopped. This program is not productive in the way it is being presented to employees beyond the supervisory level. The figures of over $300,000 do not include other related expenses like meals, etc. The EXCL Team has spent a great deal of time in huddles and nothing really gets done. Part of the Myers-Briggs training is learning your personality type so that you can realize that others are different and you complement one another. Mr. Ackermann said it is easy for some people to forget about "feeling" people. Mr. Ackermann agreed with some of the things that were said by the previous speakers and feels the union presentation was a good document and it was professionally presented. Mr. Ackermann said there are other projects that could use money. Drainage in this City is a tremendous problem and it will take millions of dollars to fix that problem. Mr. Ackermann has heard people threatened, and although the team approach is a good one, he feels the Architecture for Excellence has gone too far. Mr. Ackermann also pointed out that Visions 20/20 never mentioned that the City should become a world class city. · i~IEETING MINUTES SPECIAL CITY COMMISSION BOYNTON BEACH, FLORIDA SEPTEMBER 21, 1999 As a resident of this City, Mr. Ackermann feels the City must account for the money that has been spent. Mr. Ackermann referred to the Architecture for Excellence schedule for September. The Custodians are scheduled for this training on September 22, 23 and 24. These employees will get this training on Friday, Saturday and Sunday and that means they will be paid time and a half for Saturday and Sunday plus meals. The Custodians will go through the training, but they will also spend time receiving instruction on how to prepare a bid since the City is contemplating contracting out this service. Mr. Ackermann questioned why they would be using the training time to learn how to put together a bid. This would give the Custodians an unfair advantage over other contractors who might bid for that contract. Mayor Broening thanked everyone who spoke during this presentation. Commissioner Weiland said he favors training for employees to teach them new ways to get things done. He said that when he reviewed the budget, a "red flag" came up when he saw an appropriation of $143,000 to cover the cost of training the remaining 50% of the employees. He pointed out that the City spent approximately $350,000 to train the first 50% of the employees. Commissioner Weiland questioned whether $143,000 would complete the program or whether an "open-ended check" would be necessary. Commissioner Weiland does not want to be in this position next year. He explained that the original approval was for $30,000 and that has grown to $300,000. Commissioner Weiland said that it was his understanding that as of August 31st, the City has paid Falcon Management $30::[,000. The figure was not to exceed $300,000. Commissioner Weiland said there are between 20 and 24 classes scheduled for the month of September. This means that the figure could go to $330,000. No additional money is available for this program because the City passed the $300,000. He inquired where the money would come from to pay the invoices. He asked if the money would come from the funds that have been budgeted for regular training classes or whether it would come from the Fiscal Year 1999/2000 budget. The City of Boynton Beach will receive an invoice from Falcon Management for preparing the presentation that was made to the City Commission on September 7th. Commissioner Weiland was under the impression that staff was going to prepare that presentation. It is his feeling that because staff recognized the value of the Architecture for Excellence, we should not be paying Falcon Management to prepare that presentation. With regard to the hostilities expressed about Lynn Wright and Kelly, Commissioner Weiland has come to understand that the Police Department will not work with this group. Two groups within the Police Department have had a falling out with Mr. Wright and they. refuse to sit down with him. Commissioner Weiland recommended that the Commission carefully investigate this program. Two new trainers are proposed in the upcoming budget. Commissioner Weiland recommended that the trainers go through the Architecture for Excellence and take on the task of training the remaining employees. Commissioner Weiland recommended the elimination of the funding for the Architecture for Excellence program. Vice Mayor Tillman felt that Architecture for Excellence was a good program, but needs management in terms of dealing with people. He recommends moving that money into the City's general training and eliminating the Architecture for Excellence. Staff should develop a training program that would be effective and efficient for all. Tt is important to train the employees and while change is difficult, it is necessary. However, training should not break people down; it should get them to come together. Vice Mayor Tillman supported the elimination of the Architecture for Excellence program. lo 'I~IEET]:NG MTNUTES sPi:CIAL CTTY COMMZSSTON BOYNTON BEACH, FLOR2DA SEPTEMBER 21, 1999 Motion Vice Mayor Tillman moved that the Architecture for Excellence item be removed from the budget and the amount be placed under general training. Commissioner Weiland seconded the motion. Mayor Pro Tern Sherman agreed with Vice Mayor Tillman's remarks. He recommended throwing out the program in its entirety because there is $276,000 proposed in the upcoming budget for training. Mayor Pro Tem Sherman said he would be willing to compromise if necessary on the issue of moving the money to general training. Mayor Pro Tem Sherman said he was asked to meet with Lynn Wright, Kelly and the Interim City Manager to get an explanation of the Architecture for Excellence. During that meeting, he asked about the facilitators' qualifications believing they would have a minimum of a medical degree in psychiatry, psychology or mental health. He felt this would be necessary in order for them to ask the types of questions they asked and to force others through the Myers-Briggs personality typing. Mayor Pro Tem Sherman said he did not participate in this exercise. When he investigated how the Architecture for Excellence began, he reviewed Falcon Management's agreement with the City dated April 1998. The cost were proposed as follows: · EXCL Team - $4,995 · Leadership Teams- $4,000 · Access Teams - $3,000 · Other support - $1,000 per day plus expenses · Other support - 1/2 day $725 plus expenses In May 1998, the Resolution was signed. The amount mentioned was $30,000. In the City of Boynton Beach, every six months there is a budget review. This item should have been checked. There was no way this program would cost only $30,000. This program is a big mistake. There are classes going on everyday and the City has run out of money to pay for them. The City is being asked to pay for this program out of next year's budget funds through the departments' training allowances. Mayor Pro Tem Sherman referred to previous City Commission meetings when employees and members of the public expressed concerns about the Architecture for Excellence sessions. Mayor Pro Tem Sherman requested that the Commission reach a consensus to eliminate the entire Architecture for Excellence program and stop the excess spending. When Mr. Sugerman recommended moving the funds into the Human Resources Department general training budget, Ms. Reese clarified that enterprise funds could not be moved to the HR budget. The monies could be designated within that fund and taken out of the AFE line item. City Clerk Sue Kruse polled the vote. The vote was unanimous. Mayor Pro Tem Sherman reiterated that Architecture for Excellence classes were ongoing at the present time. He questioned who would pay for those classes and where the money would come from. Mr. Sugerman said the classes would end tomorrow. MAYOR BROENING DECLARED A BRIEF RECESS AT 8:10 P.M. THE MEETING RECONVENED AT 8:30 P.M. Commissioner Weiland referred to the fact that the budget for Fiscal Year 1999/2000 proposed an AFE trainer. He asked for discussion on how to handle that position. 11 *MEET]~NG MINUTES SP'ECTAL CITY COMMTSSION BOYNTON BEACH~ FLOI~DA SEPTEMBER 21~ 1999 Mayor Pro Tem Sherman did not believe that position was needed. He felt the City had very capable department heads and very loyal, proven, high-quality City employees. Mayor Pro Tem Sherman was of the opinion that Lhe budget reflected 11/2 positions for an AFE trainer. Mr. Sugerman advised that the one AFE Facilitator position was funded 1/2 out of Sanitation and 1/2 out of Utilities. That money should be deleted from those areas. Commissioner Denahan asked if it would be appropriate to direct that money to professional development in those departments. Ms. Reese said the funding could be put back into a training line item. Mayor Pro Tem Sherman moved that the money being requested for this AFE trainer be put into professional development in those departments. Commissioner Denahan seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. Attorney Cherof advised that there were three amendments remaining with respect to the Ordinance. The first amendment is to the City Attorney's budget. This is not a budgetary issue. It would be the same dollar amount but the position of Office Assistant would be redesignated to the position of Legal Secretary. This is a position that already exists and a job description is already available. Motion Commissioner Denahan moved to redesignate the position of Office Assistant to the Legal Secretary position that already exists. Commissioner Weiland seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. · The second amendment would be to Proposed Ordinance 099-29, specifically Section 12 to reduce the appropriation to $302,681 to Community Redevelopment Agency Community Improvement Fund. Ms. Reese explained that in the past, the CDBG grants, the S.H.I.P. Funds and the Community Improvements were included in the CRA Budget. Those funds have been separated out into different funds so that only the T.I.F. funds are included in the CRA Budget. Commissioner Weiland said salaries and expenses are coming out of the CRA money. Ms. Reese said that was done in the past and was not done last year or this year. The money for salaries has been coming out of the S.H.I.P. money, CDBG money and the Community Improvement money, We still take some of the Housing Improvement money out of T.LF. Funds because the grants require the City to make some contribution. When Commissioner Weiland asked how much money from T.I.F. funds is earmarked for downtown redevelopment in the CRA area, Ms. Reese explained that the unreserved balance of $625,808 is unappropriated and could be designated anywhere within the CRA area. Motion Vice Mayor Tillman moved to approve the amendment to Section 17 to appropriate $172,530 to the Community Improvement Fund for the payment of operating expenses and capital outlay. Commissioner Denahan seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. 12 · iVlEETZNG MINUTES SPECIAL CTTY COMMTSSTON BOYNTON BEACHf FLOR2DA SEPTEMBER 21f 1999 Attorney Cherof said the third amendment was to approve the amendment to Section 17 to appropriate the sum of $172,530 to the Community Tmprovement Fund for the payment of operating expenses and capital outlay. Motion Vice Mayor Tillman so moved. Commissioner Denahan seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. Commissioner Denahan referred to Mr. Hawkins' memorandum regarding subsidized childcare that confirms that this program targets pre-school children. She requested that the Commission appropriate more than $10,000 for this program since there are 285 Boynton Beach children being serviced. She requested that the Commission appropriate $25,000 for this program. When Mayor Broening questioned how the figure rose from $20,000 to $25,000, Commissioner Denahan said she would compromise and support the appropriation of $20,000. Ms. Reese clarified that $10,000 had already been appropriated in the proposed budget. She confirmed that the Commission wanted an additional $10,000 added to that item. Motion Commissioner Denahan moved to approve an additional $10,000 to the subsidized childcare program. Commissioner Weiland seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. Motion Commissioner Denahan moved to appropriate $50,000 for an internal audit. Commissioner Weiland seconded the motion. Vice Mayor Tillman does not believe this is necessary and feels it sends the wrong message. He pointed out that the Commission has access to the necessary personnel for the purpose of reviewing certain items. Vice Mayor Tillman does not support setting aside money for an internal audit. If the Commission is not satisfied after the public meetings, the money for an audit could be taken from the Commission's contingency funds. Commissioner Weiland reiterated that this was not a witchhunt. The money in the Commission's contingency fund is for special projects. The $50,000 should be set aside to fall back on in case the Commission finds special projects that will require funding from the contingency account. Staff offered to handle this project in-house, but Commissioner Weiland was not supportive of that offer. The purpose of the public meetings is to involve the community. Tf the Commission is comfortable with the answers that staff provides, the $50,000 would be extra funds available in the General Fund. Vice Mayor Tillman is certain there would be funds available in the Commission's contingency account unless there was a major issue to address. Tn response to Vice Mayor Tillman, Ms. Reese said the Commission does not spend all of the contingency funds every year. Mayor Pro Tem Sherman said the City's fiscal year ends September 30th and during October and November, staff prepares the audit work papers and closes out the funds. Tn late November, the auditors begin reviewing the staff reports and drafting the reports. That takes approximately six weeks. 13 ' IblEET'J:NG MI'NUTES SPECI:AL CI'TY COMMTSSI'ON BOYNTON BEACH~ FLOR.I:DA SEPTEMBER 21, 1999 A draft audit is then prepared by the auditors, reviewed by City staff and then submitted to the Commission. The City Commission is requesting an external audit to look at 1998/99 and the two previous years. The reason for the request is because the accounts amount to one big checkbook. Departments can move that money around without rationale, cause or effect. Mayor Pro Tem Sherman fully supports an external audit. This is a financial procedure to ensure the Commission that what they are looking at is proper. Mayor Broening said it is easy to take any budget of any year and reduce the review by eliminating the personnel costs, operating costs, interest and expenses. Those are real costs. The amount of money that the Commission has to deal with in a general budget is probably $8-$10 million of discretionary money. The task is to sort out what has to happen and look at the discretionary items. Our audits revealed that the City has met State standards. If there were anything illegal, it would have been brought to the Commission's attention. Mayor Broening is comfortable with the budget. Mayor Broening would suggest looking at the discretionary portion of the budget and checking to see if the contracts were let according to law. That would reduce the cost of an audit. Mayor Broening does not support an external audit because there has been no indication of malfeasance. Motion Commissioner Weiland moved to appropriate $50,000 for an internal audit if the Commission deems it necessary after the public workshops are concluded. Commissioner Denahan seconded the motion. Mr. Sugerman asked the City Commissioners to understand that budget transfers are done internally within a department. They are not done between departments. There is an audit trail in paperwork of which copies are kept that provides justification for the transfers. City Clerk Sue Kruse polled the vote. The vote was 3-2. (Mayor Broening and Vice Mayor Tillman dissented.) Commissioner Weiland questioned whether or not it was necessary for the City to appropriate funds to hire a Landscape Planner. With a team concept in place, the job is getting done. John Wildner, Parks Superintendent, said; he requested the position because outside consultants are serving us now. When the position of Recreation and Parks Director was eliminated, many of Mr. Wildner's duties became parks and landscaipe planning. Mr. Wildner would like assistance to do more of the planning work. By having a Landscape Architect on staff, we could eliminate the consultant services. Staff has done landscape planning within the department using the team concept, but the department has fewer employees now than it has had over the last 10 years. It is difficult to do the planning and carry on normal operations. Mr. Wildne!r confirmed that this person would have responsibilities in addition to landscape planning. The employee would carry the project from conception through completion. He would plan and manage the project. When Commissioner Weiland asked if this position would ensure the elimination of all consultants for landscape architecture, Mr. Wildner responded negatively. He explained that there could be certain projects that would require a consultant because there are specialties. However, a great deal of the outside consultant work would be eliminated. Mayor Pro Tem Sherman recalled a discussion at the first budget meeting about the controlled burn and the request for $2,000. Mr. Wildner explained that the funding for such a controlled burn was well within the existing budget and the department would pursue that if the environmental advice would confirm that a controlled burn was the best approach to yield the desired results at Hester Park. Mr. Wildner said 14 ' ~IEET!NG MI'NUTES S~ECTAL C?TY COMMZSSZON BOYNTON BEACH~ FLOI~DA SEPTEMBER 21f 1999 there is some discussion about whether or not chopping would yield the same results. Staff will investigate this further. Mr. Wildner said he would like the additional $2,000, but could deal with the cost within the existing budget. 3. PROPOSED ORDINANCE NO. 099-29 RE: FISCAL YEAR 1999/2000 ADOPTION OF FTNAL BUDGET FOR Motion Vice Mayor Tillman moved to approve Proposed Ordinance No. 099-29 as amended. Commissioner Weiland seconded the motion. City Clerk Sue Kruse polled the vote. The vote was unanimous. Attorney Cherof announced that the budget document would be corrected to reflect the amendments and would be on file in the City Clerk's Office. AD3OURNI~IENT There being no further business to come before the Commission, the meeting properly adjourned at 9:05 p.m. C~-Y OF BOYNTON BEACH A-I-I-EST: Mayor Pro Tem City~lerk (Four Tapes) Com~iss~n-er - v- Commissioner 15 CEo~ WE STAND WE FALL NCF&O Local 1227 National Conference of Firemen & Oilers~ SEZU, AFL-C[O, CLC THE UN]:ON'5 POS "ZON ON THE ARCH:L"I'ECTURE FOR EXCELLENCE PRO6RAM TH:ES INFORMATION IS BE:[NG PRESENTED BY LOCAL 1227, THE NATIONAL CONFERENCE OF F'ZREMEN AND O:[LER5, 5EIU. OUR ADDRESS IS 937 BELVEDERE ROAD, WEST PALM BEACH, FLOR:[DA, 33405. LOCAL 1227 :[5 THE SECOND LARGEST LOCAL IN THE CONFERENCE, REPRESENTZNG MORE THAN 5,000 MEMBERS :[N PALM BEACH COUNTY, MANY OF WHOM WORK, L:[VE AND VOTE IN THE CITY OF BOYNTON BEACH. ON BEHALF OF THE MORE THAN 335 BLUE AND WHZTE COLLAR C:[TY EMPLOYEE5 WHO ARE REPRESENTED BY OUR UN:EON, WE APPREC:[ATE THE OPPORTUN:[TY TO RESPOND TO MR. SUGERMAN'5 SEPTEMBER 7TM PRESENTAT:[ON. AT THA'i:' MEET:[NG, TWO COMMI55:[ONER5 REC~UESTED THAT THEY HEAR FROM '~MPLOYEE5 WHO ARE NOT 5AT:[SF:[ED, OR MAY HAVE CONCERNS ABOUT, ARCH:[TECTURE FOR EXCELLENCE (*"AFE"). THE VAST MA,TOR:[TY OF OUR MEMBER5 ARE TOO INTIM:[DATED, AND FEARFUL OF RETR:[BUT~ON OR OF BE'_rNG 5:L'NGLED OUT :[F THEY WERE TO COME FORWARD AND SPEAK TO YOU TH:ES EVENING. BECAUSE THE LAW PROV:[DES FOR OUR UNZON TO BE THE:ER BARGA:[N:[NG REPRESENTATZVE FOR TERM5 AND COND:[T:[ON5 OF 'I-HE:ER EMPLOMENT, WE HAVE MET W'ZTH 50ME OF THE EMPLOYEES, AND HAVE ALSO SENT OUT A SUREVEY TO A 5AMPLZNG GROUP, ZN ORDER TO PRESENT THE:ER COMMENTS, THE UN:EON'5 POS:ET:EON, AND SOME QUEST:EON5 FOR YOU TO ASK BEFORE APPROWNG MORE FUND:[NG FOR TH:ES PROGRAM. THE UN:EON SUPPORT5 THE EFFORT TO TRAIN AND EMPOWER EMPLOYEES. IN TH:ES ECONOMY, WHEN MANY EMPLOYER5 ARE FORCED TO DOWNS:[ZE, 'WE SUPPORT EFFORTS TO ALLOW EMPLOYEE5 TO GIVE :[NPUT ON METHODS TO BECOME MORE PRODUC'r'ZVE, EFFEC'TZVE, AND TO UITt. ZZE THE TAXPAYERS' DOLLARS TO THEZR FULLEST POTENT'ZAL. WE HAVE SER'['OU5 CONCERNS ABOUT THE BELT~EFS, METHODOLOGY, COST5 AND T~MPLEMENTAT'J:ON OF ARCHT. TECTURE FOR EXCELLENCE. THE EXCL LEADERSHIP TEAM HA5 NOT FT.LTERED T.NFORMAT[ON DOWN TO THE WORKFORCE SUCCESSFULLY, OTHER THAN TO MAKE IT KNOWN THAT AFE I5 HERE TO STAY, THEREFORE, EVERYONE HAD BETTER ACCEPT :LT'! NO CLEAR VT. ST. ON OR T[MELZNE HA5 BEEN GT.VEN TO EMPLOYEE5 TO DETERMT.NE WHEN THEY HAVE REACHED 5UPERT.OR 5ERVZCE OR HAVE BECOME WORLD CLA55. MANY WORKER5 ARE 5T.MPLY "GOT~Nb THROUGH THE MOTT. ONS" BECAUSE THEZR EMPLOYER T.5 TELLT.Nb THEM THEY MUST BUY INTO THIS PRO~RA~A. A NUMBER OF THE TEAM OBJECTIVE5 AND COST 5AV'T.N~,5 PRESENTED AT THE LAST MEETING WERE T.MPLEMENTED OR PLANNED PRT.OR TO AFE. THE EXCL TEAM LEFT U5 WZTH AN T.MPRESST.ON THAT THE CITY WORKFORCE DID NOTHIN~ TNNOVA'r~¥E OR COST-EFFECTIVE PR[OR TO "AFE"; TH[5 T.5 50 UNTRUE. MANY OF THE C'[.TY'5 PROFE55T. ONAL MANAGER5 HAVE REGULARLY COMMUNT~CATED WZTH THET.R E/~PLOYEE5, ENCOURAGED TEAMWORK, T.NSPT.RED CREATT. VT. TY, REC~UESTED THET.R T.NPUT, AND MOTT. VATED THEM TO ENHANCE DEPARTMENTAL PRODUCTIVITY. MANY DEPARTMENTS 'HAVE WORKED CLOSELY TOGETHER T.N COOPERATION AND HARMONY TO ACHT.EVE HT.GH LEVELS OF C~UALT.TY AND CUSTOMER 5ATT~SFAC'FZON, AND ALL OF THT.5 WA5 ACHT.EVED WITHOUT BET~Nb SUB~[ECTED TO A TRAT.NT.NG PROGRAM WHT.CH T.5 COSTT. NG THE TAXPAYER5 A 5UBSTANTT. AL SUM OF TAXPAYER DOLLARS. WE BELT~EVE THAT THE TAXDOLLAR5 WHT.CH HAVE ALREADY BEEN 5PENT FOR "AFE" ARE HUNDRED5 OF THOUSAND5 OF DOLLAR5 MORE THAN REPORTED. · WE BEL.tEVE THAT THE TAXDOLLAR5 REC~UESTED T.N NEXT YEAR'5 BUDGET REC~UEST DO NOT REMOTELY REFLECT THE TOTAL COST. · WE BELT~EVE THE "AFE" TRAT.NER5 HAVE VT~OLATED ETHT.C5 STANDARD5 T.N RE~ARD TO THE MVERS-BRT.GG5 TESTING, WE BELT~EVE THAT "AFE" WAS ZMPLEMENTED, AND HAS CONTZNUED, DESPZTE THE UNION'S OBJECTIONS THAT T.T AFFECTS OUR MEMBERS' WORKT.Nb CONDT.TZON5 AND USURPS THE AUTHORT.TY OF THE UN:ZON, UNbERMT.NT.NG COLLECTT~VE BARGAZNT.NG, T.N VT. OLATT. N OF STATE AND FEDERAL LAW5 °WE bO NOT ,SUPPORT THE CONT'ZNUAT'.r. ON OF THE ARCH:[TE6'TURE FOR EXCELLENCE TRA'rN:I:N6 PROF~,RA/~. A LOOK AT THE PAST 'YEAR'S A$$OC'ZATED CO,ST,S: · THE 6"J:TY HA5 EST]:MATED THAT THE "AFE" TRAININ6 I5 50?0 COMPLETE. LAST YEAR THE 6'ZTY 5PENT MORE THAN $368,000.00 ZF YOU EST'J:MATE THE PO55]:BLE TAXPAYER DOLLAR5 PA]ED TO EMPLOYEE5 ATTEND]:N6 'AFE", ]:NSTEAb OF DO:I::N6 THE]:R C]:TY ,7095, A5 WELL A5 DEPAR'J'MENTAL FUND5 5PENT FOR COST5 A550C]:ATED VV'~TH "AFE", 'i;T COULD BE A5 MUCH A5 TWO HUNDRED THOUSAND ($200,000) MORE DOLLAR5 5PEN~ THE TRUE COST OF ARCH:E'i'Ec-rURE FOR EXCELLENCE MAY BE AS H'r~H, OR H.I:~HER THAN, A HALF MZLL]:ON I::)OLLARS ($500,000) TH:T.S PAST YEAR ALONE! THE ASSOC:T. ATED COST OF PERSONNEL WHO WERE TAKEN AWAY FROM COMPLET'/:N~ THE'J:R FUNCT'J:ON OF 5ERV'/:N~ THE CTTY 50 THEY COULD ATTEND TRATNT. N~, CLASSES WAS NOT PROV'J:DED TO THE UNTON. WE OFFER OUR HYPOTHETZCAL EXAMPLE AS A ~U-J:DEI.ZNE TN DETERMTN'J:N~ THE OVERALL COSTS. TF YOU ESTTMATE THAT APPROXZ. MATEL¥ 375 EMPLOYEES, OR ONE-HALF (1./2) OF THE CTTY EMPLOYEE POPULA'I"ZON, HAVE COMPLETED TRATNTNG, AND THEY WERE PA'I'D THETR REGULAR SALARY TO ATTEND THESE 5E55'roNs, THEN THE FOLLOW'J:N~ APPL3:E$: · ' 4 HOW b]:b WE ESTIMATE THE PERSONNEL COSTS EXPENDED FOR ONE-HALF OF THE CITY EMPLOYEES TO ATTEND ARCHITECTURE TRAININ6? 'YOU MUST CONSIDER THE ESTIMATED WAGES PAID TO EMPLOYEES ATTENDIN~ TRAINING: PLUS, THE REPORTED AMOUNT OF NOTE: 116,800.00 368,464.00 THE OVERTIME COST5 PAID TO EMPLOYEE5 FOR ATTENDING "AFE" TRAINING WERE PROVIDED IN THE GITY'5 REPORT. THE STRAIGHT-TIME WA'~E5 PAID TO EMPLOYEE5 FOR ATTENDING "AFE" WERE NOT PROVIDED. .THIS I5 OUR EXAMPLE OF THOSE FIGURES: IF YOU AVERAGE THAT 200 OF THOSE PEOPLE, EARNING AN AYERA&E OF $12/HR, ATTENDED AN AVERAGE OF 4 DAYS (32 HOURS) OF TRAI~ENG; COST PER HOUR - 200X:12.00: $ 2,400.00/HOUR 200 ATENbING 4-bAY SESSIONS $2,400.00X32 HOURS = $ 76,800.00 IF ~0 OF THOSE PEOPLE WERE SUPERVISORS EARNING AN AVERAGE OF $2§/HR, ATTENDING 32 HOURS OF TRAiNINg: COST PER HOUR - ~x25.~ = $1,2~.~/HOUR ~ A~NDIN& 4-bAY SE~IONS $1,2~.~32 HOURS = $ ~,~.~ $76,800.00, PLUS $40,000.00 : ~i 116,800.00~ ~HIS WOULD BE IN ADDITION TO THE REPORTED $ 368,000.00~ THESE PERSONNEL TRAINING COSTS, IN ADDITION TO ANY UNKNOWN COSTS WHICH HAVE BEEN ABSORBED WITHIN THE YARIOU5 DEPARTMENTAL BUDGETS, BRING5 THE TOTAL 5PENT TO AROUND i NEARLY ONE HALF A MILLION DOLLAi~! THOU6HT$ ON NEXT YEAR'S A$$OC'ZATED COSTS: · THE'CITY HAS EST~MATEI) THAT THE AFE TRAINING IS §0% COMPLETE. · NEXT YEAR THE CITY ]:5 REQUESTING APROXZMATELY $143,000.00 TO TRATN THE REMAZN:ENG 50% OF THE WORKFORCE. I5 IT PO55ZBLE TO COMPLETE AFE TRAZN:ENG FOR THE OTHER HALF OF THE CZTY EMPLOYEE5 FOR AROUND 30% OF WHAT :ET HA5 COST TO DATE? THE CITY HA5 REC),UESTED THAT $125,(XX).00 BE APPROVED FOR TWO ZN-HOUSE TRAZNER5 - ONE 50LEV RESPONSZBLE TO CONT:ENUE THE "AFE" TRAINING. THIS MONEY COULD BE SPENT ON AN ADD:ETIONAL HUMAN RESOURSE5 EMPLOYEE TO ADDRESS EMPLOYEE LABOR :E55UES. THESE TWO TRA:ENER POS]T'I'~ON5 SHOULD NOT BE APPROVED! POL?:CE AND F'3:RE PERSONNEL (;;)UEST'J:ON$: :ET CONCERNS THE UN:EON THAT TWO :ENTEGRAL MEMBER5 OF THE EXCL LEADERSHIP TEAM, THE POLICE AND F'J:RE CHIEFS, HAVE NOT YET ARRANGED FOR THEIR EMPLOYEES TO ATTEND "AFE". :ET :ES L:EKELY THAT THE POL:ECE AND F:ERE UNIONS W:ELL ALSO BE CONCERNED ABOUT THE TEAM APPROACH OF BARGA:ENING D:ERECTLY WITH THE EMPLOYEES, WHERE TEAM5 COULD BECOME BARGA:ENING UNIT5 W]:THIN THE Ex'_rST'J:NG BARGA:EN:ENG AGREEMENTS, :EN VIOLATION OF STATE AND FEDERAL LAW& W'J:LL A TEAM BUILD:ENG APPROACH BE SUCCESSFUL WITH:EN A PARA-M:ELITARY ORGAN:EZA'I'ZON, WHERE D:ERECT ORDERS MUST BE FOLLOWED? TS ARCHL~i'ECTURE FOR EXCELLENCE REALLY "THE LEAbTNG EDGE METHODOLOGY" W'ZTH]:N THE PUBLTC SECTOR, OR ONLY IN THE PI~VATE SECTOR? HAS L'l' EVER BEEN TR.I:ED AND PROVEN TO BE SUCCE$SFUL :T.N A POLl:CE OR F'J:RE DEPARTMENT?. 'THE ~ COULD ULT'rMATELY ~ENb MORE THAN THREE C~UARTER5 OF ONE M]:LL]:ON TAXPAYERS' DOLLARS BY THE END OF NEXT YEAR FOR A PROGRAM THAT HA5 NOT PRODUCED EVEN ONE-HALF THAT AMOUNT TN SAVING5. AMOUNT REPORTED BY CZTY SPENT TO DATE UNION'S ESTIMATED WAGES PA'rD WHILE TRA'rNII',,IG CZTY'$ REQUEST ]:N NEW BUDGET TO FUND "AFE CJLTY'S REQUEST IN NEW BUDGET FOR ::> TRA'rNERS ONE TS 50LEY FOR "AFE" AT APPROX. $65,000/YR) UNZON'S ESTZMATED. WAGES FOR PD AND F/RE 368,464.00 116,800.00 143,000.00 115,200.00 $ 808,464.00 IN RESPONSE TO THE CI'TY'S PRESENTAT'J~ON, WE WOULD LIKE TO MEN'T~ON THAT WE FEEL THAT SOME OF THEIR PRO,.TECTED SAV'J:NGS WOULD HAVE HAPPENED EVEN W'Lrl'HO~ ARCHi-FECTURE FOR EXCELLENCE, BECAUSE WE HAVE MANY PROFFESSIONAL MANAGERS WHO HAVE ALWAYS WORKED "TO DO IT BETTER, FOR LEES MONEY". · THE Avo'rDED ANNUAL COSTS ARE EXAGERRATEb BECAUSE THEY ARE BASED ON COST SAVINGS FOR PROGRAMS I~ATED PR.TOE TO "AFE". IN ADDZTION, NO SAVINGS WOULD BE REALZZED IF ADDITIONAL ITEMS OR PERSONNEL REQUESTS WERE DENIED IN THE UPCOMING BUDGET YEAR. ASK YOURSELVES. ASK THE EMPLOYEES. YOU W'rLL F'rNDOUT I THAT THE CITY HAS NOT. IN FACT. REALIZED $310.518 IN I SAVINGS TO bATE. OUR OPINION ON THE CITY'S CLA'rM OF TOTAL SAVTN6$ REALIZED THROU6H ARCHITECTURE FOR EXCELLENCE THE PROFESSIONAL MANA6ER OF RECREATION, WITHOUT "AFE", PROBABLY WOULD HAVE DETERMINED THE COST SAVINGS IN DOWNGRADING A SUPERVISOR AND TNSTEAD CREATE THE NEW TWO LOWER CLERICAL POSTIONS. THERE IS NO PROOF THAT "AFE" IS THE REASON THAT RECREATION SAVED MONEY ON PERSONNEL COSTS AT THE BEACH. EVEN IF IT WAS REQUESTED, WHO IS TO SAY THAT THE ADDITIONAL "LIFEGUARD I" POSITION WOULD HAVE BEEN APPROVED. · THE CREDIT CARD PROGRAM WAS CREATED. IF NOT IMPLEMENTED, PRIOR TO "AFE" THE RISK MANAGER HAD BEEN WORKING ON INSURANCE SAVINGS BEFORE THE'INCEPTION' OF "AFE'~', AND WOULD HAVE DONE SO WITHOUT THIS PROGRAM THE bETERIMATION TO COMPLETE THE EPA MANDATE "IN-HOUSE" FOR THE MEMBRANE TREATMENT STUDY WAS MADE AND HAD BEGUN PRIOR TO "AFE". "AFE" HAS NOT PRODUCED THE SUCCESSFUL RESULTS AS PRESENTED BY THE CTI'Y. ARCH:T. TECTURE FOP, EXCELLENCE HA5 PRODUCED 50ME :[MPROVEMENT5 ZN 5ERV'J:CE ZN A FEW DEPARTEMENTS. HOWEVER, THE MA,TORITY OF THE GENERAL EMPLOYEE5 HAVE NOT BOUGHT ]:NTO THZ$ PROGRAM, AND THEY ARE 5CEP'I'T. CAL AND 'rNT'J:MZDATED BY MANAGEMENT AND THE "AFE"'FAC"TZLZTATOR5. WE HAVE NO PROOF OF THE C'"J:T'Y' 9 PI:;LI:OR TO ARCH:Lq'ECTURE FOR EXCELLENCE, OUR HARD- WORICI:N6 CZTY EMPLOYEES .SHOWED AN AB'rl..TT~ TO PROV]:bE EXCELLENT 5ERV'rCE TO THE COMMUN:L'TY, AND TO ALSO CREATE NEW AND C05T-EFF]::CJ:ENT PRO6RAM5 AND PRO3'ECTS. LOOK AT ,TUST A FEW EXAMPLES: ZNTERIOR RENOVATION5 OF EAST WATER PLANT, TOTALLY BUILDING NEW OFF'~'CES, INCLUbZNG, WALLS, ELECTRZC, PLUMBING, ETC (ES'TZMATEb COST 5AVZNGS: .3) CODE ENFORCEMENT WA5 RESPONSZBLE FOR THE FORMATION OF FZVE NEZGHBORHOOD A550CIAT'J:ONS, PRIOR TO THE ARRIVAL OF A H]:GHLY PAID NEZGHBORHOOb 5PECIALZST (ESTIMATED COST 5AV'~qGS: ?] UT'ELITY PERSONNEL ~AW A NEED, AND DECIDED ON THEIR OWN ACCORD, TO CLEAN UP AND REPAIR CITY LIFT 5TA'IT. ON5 THAT WERE bISREPATR. (ESTiMATeD COST 5AV'J~NGS: ...... .3) A CODE ENFORCEMENT OFFZCER, DURING NIGHT5 AND WEEKENDS, OVER THE COURSE OF ONE YEAR, COMPLETELY WROTE THE CITY HANDBOOK, 5AV'~NG THE COST OF HIRZN.G A PUBLIC INFORMATION SPECIALIST (ESTIMATED COST 5AVZN GS: .3) POLICE AND FIRE OFF'J:CER5 HAVE ALWAY5 VOLUNTARILY CREATED AND PART'J:C'J:PATEb TN COMMUNITY PROGRAM5 ON THE];R OWN "I'~ME, (CAN YOU PUT A PRICE ON THIS? THEIR 5ERV'J:CE5 ARE INVALUABLE!) THESE EXAMPLE5 REFLECT ONLY A FRACTION OF THE INNOVATION5 AND COST SAVING5 THAT OUR FTNE CITY EMPLOYEES CREATED INDEPENDENTLY - WITHOUT ANY EXPEDITURE5 FOR HIGH-PP~CEb, UNPROVEN TRAIN'['NG PRO~,RAMS. A TOTAL OF THE SAV'J:NGS CREATED BY OUR EMPLOYEES OVER THE PAST SEVERAL YEARS WOULD FAR EXCEED THE SAV'ZNG5 WHTCH HAVE BEEN REPORTED AS A RESULT OF ARCHZ'rECTURE FOR' EXCELLENCE. 10 WHAT HAVE WE 6OTTEN OUT OF ARCHITECTURE FOR EXCELLENCE? · LOW EMPLOYEE MORALE · INTIMIDATED EMPLOYEE5 · FALSE SENSE OF EMPLOYEE EMPOWERMENT · CONFUSED EXPECTATION5 · ETHIC5 VIOLATION5 IN REGARD TO INFORMED CONSENT AND CONFIDENTIALITY Of MYERS-BRIGG$ TYPE INDICATOR ·bELAY$ IN GRIEVANCE RESOLUTION5 · C~TY THREAT5 TO ELIMINATE THE CUSTODIAN5 AND CONTRACT THEIR JOB5 OUT PRIVATE VENDORS, UNLE55 THEY GO THROUGH ARCHITECTURE AND "BECOME THE BEST THEY CAN BE" · "UNFAIR LABOR PRACTICE" CHARGES FILED THE UNION MAILED AN ANONYMOUS SURVEY TO A SAMPLTNG GROUP OF 25% OF OUR MEMBERSHIP. THOSE SURVEYED RESPONDED TO THE FOLLOWING: , bib YOU ~ENEF~T FROM ARCHITECTUI~ FOR EXCELLENCE TRAINING? YES ~4% NO 76% · SHOULD THE CITY CONTZNUE THE ARCHITECTURE FOR EXCELLENCE PROGRAM? YES 2§% NO 75% · WERE YOU INTIMIDATED OR HARASSED BY THE FACILITATORS, YOUR SUPERVISORS 'OR MANAGERS, OR BY YOUR OTHER TEAM MEMBERS? YES 52% NO 48% · WERE YOU INFORMED THAT SUBMITTING TO THE MYERS-BRIGG5 WA5 VOLUNTARY.') YES 33% NO 66% · WAS YOUR PERSONALITY TYPE REVEALED W~THOUT YOUR PERMISSION< YES 76% NO 24% THESE SURVEY RESULTS CLEARLY INDICATE THAT EMPLOYEE PARTICIPATION IS REQUIRED; AND YE'r, THE MAJORITY OF OUR SAMPLING I$ NOT REAPING ANY BENEFTT. Z/3 OF OUR MEMBERS WERE FORCED TO SUBMIT TO THE PSYCHOLOGICAL ASSESSMENTS, AND 76% HAD THEIR RESULTS EXPOSED W~THOUT THEIR CONSENT. SOME CLOS]:NE, THOUGHTS AND C~UEST]:ONS... HOW MUCH TN TAXPAYERS' DOM..ARS HAS BEEN SPENT ON ARCH~'T'ECTURE FOR EXCELLENCE? $ 368,464.07 OR MORE ? YOU NEED TO KNOW BEFORE APPROV]:NG MOREl CAN THE ~ OF BOYNTON BEACH CARRY THROUGH W:L'I'H THE VI:ST'ON Z0/Z0 CONCEPT OF BECOM.I:NG A WORLD-CLAss CZTY W:LTHOUT ARCH:L-rECTURE? WE BEi...TEVE IT CAN, WITH 50LID LEADERSHIP DIREC'I'ZON, PROFESSIONAL MANAGERS, AND 5TI~ONG EMPLOYEE MORALE. DELRAY BEACH BECAME AN "ALL-AMERICAN CITY" BY USING SOLID PROFFE55IONAL LEADERSHIP AND EMPLOYEE INVOLVEMENT. TF WE NO LONGER FUND ARCHTi'ECTURE, COULD WE BETTER LrI'~E THE FUNDS ON OTHER ~ NEEDS? HERE ARE ,TUST A FEW OF THE EMPLOYEES' ]:bEA$: · GET EMPLOYEE AND UNION [NPUT. · DEVELOP AND FUND TRAZNING PROGRAM5 THAT WORK. · ENHANCE PROGRAM5 FOR DISADVANTAGED RESIDENT5 & SENIORS. · SUPPORT T DAYCARE, HAVE A 5/ ALLOT FUN IMPROVEN HIRE A NE HE FLOR[DA WAGE5 PROGRAM VV[TH FUND5 FOR MORE ;0 THAT WELFARE MOTHER5 ENTERING THE WORKFORCE =E, AFFORDABLE PLACE TO LEAVE THEZR CHILDREN. b5 FOR THE DOWNTOWN AND WATERFRONT _=NTS. V LABOR RELATION5 PERSON IN HUMAN RESOURCES. WE BEI.,ZEVE THAT ACHT:EV~NG WORLD-CLASS STATUS 'rS 'rMPOSS'rBLE AS LON6 AS THE MEANS TO GET THERE .rS BASED UPON UNETH'rCAL OR 'ri.LEGAL PRAC~CES AND THE .rNT'~.M.rDAT~.ON OF THE WORKFORCE. WE ASK THE COMM.rSS.rON TO DO WHAT .TS F.rSCALLY RESPONSPONS'rBLE ON BEHALF OF THE ~ENS AND EMPLOYEES OF BOYNTON BEACH. END ARCH]:TECTURE FOR EXCELLENCE! SURV~ C~UF_$'I~ONARE :ED YOU BENEF'LT FROM THE ARCH:E"I'ECTURE FOR EXCELLENCE TRA:EN:EI',~ PRO6RAM? YEs NO SHOULD THE C:ETY CONT"J:NUE THE ARCHZ~"ECTURE FOR EXCELLENCE PRO6RAM? YES WERE YOU :ENT:EM'rDATED OR HARASSED BY THE FAC:ELLTATORS, C:ETY SUPERV:ESORS ~--~R MANAGEMENT, OR BY TEAM MEMBERS? YEs NO WERE YOU :ENFORMED THAT SUB~NG TO PSYCHOLOG:ECAL TEST:ENG WAS VOLUNTARY?. ~ YE5 [2] WAS YOUR PERSONAL:ETY TYPE REVEALED W:ETHOUT YOUR PERM:ESs'roM? ~ YE5 (PLEASE RETURN BY 9/17/99) This is the 801 Master Station on Lawrence Road atter the beautification project. Cost savings $2,500 BEAUTIFICATION PROJECT Appearance Priceless The Beautification Team This is 801 Master Station on Lawrence Road before the beautification project. 3 Million Ground Storage Project Cost Savings Approximate $10,000 or More Can Station Ion Can Station Conversion Typical Can Station