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Minutes 02-17-98 MINUTES OF THE CITY COMMISSION WORKSHOP MEETING HELD IN COMMISSION CHAMBERS, CITY HALL, BOYNTON BEACH, FLORIDA, ON TUESDAY, FEBRUARY 17, 1998, AT 6:30 P.M. PRESENT Gerald "Jerry" Taylor, Mayor jamie Titcomb, Vice Mayor Matt Bradley, Commissioner Shirley Jaskiewicz, Commissioner Henderson Tillman, Commissioner Kerry Willis, City Manager Jim Cherof, City Attorney Sue Kruse, City Clerk I. OPENINGS: Call to Order - Mayor Jerry Taylor Invocation offered by Reverend Randall Gill- First Presbyterian Church Pledge of Allegiance to the Flag led by Commissioner Henderson Tillman Mayor Taylor called the workshop meeting to order at 6:30 p.m. for the presentation of the reorganization plan. Reverend Gill offered the invocation, followed by the Pledge of Allegiance to the Flag led by Commissioner Tillman. City Manager Willis recognized Diane Reese, Finance Director, and Wilfred Hawkins, Assistant to the City Manager, who would present an overview of the reorganization plan. Copies of the reorganization plan were made available. City Manager Willis outlined the Table of Contents of the document. Diane Reese thanked the department heads for their cooperation throughout this reorganization process. Ms. Reese directed the CommisSioners to Page 9 of the plan that summarized the eight-month savings. The largest savings are realized from the Police and Fire Departments since they had the largest number of retirees. Significant savings were also realized in Public Works and Facilities Management. Page 11 of the report detailed the changes. The Assistant City Manager has been transferred to the Utilities Department. While in the General Fund, his time was split between the City Manager's budget and the Human Resources budget. The Finance Department is deleting the Grants Administrator position and one Accounting Clerk I, and adding one Clerk II position. The Police Department has eliminated one Shift Clerk who participated in the early retirement. However, major savings were realized when $306,315 was deleted as the difference between the salaries of the old employees and those of the current employees. However, the net savings amounts to $158,535 after factoring in the cost of vacation/sick pay out and benefits for the early retirees. The Fire Marshall position in the Fire Department was deleted. In addition, they deleted the FPO/Public Information Officer position. The difference between their early retirees' salaries and the new employees' salaries amounted to $376,019. However, the cost of vacation/sick pay out and benefits for early retirees amounted to $239,948. Therefore, the saving in the Fire Department amounts to $235,663. The Development Department indicates an increase due to plans to add a Plans Check Inspector and an Economic Research Analyst. MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 An Assistant Planner is being deleted from Planning & Zoning. The Facilities Management Division is being transferred to Public Works. This department was budgeted under the Recreation & Park Department in this budget year. A Clerk position was eliminated from the Public Works Department, and the Facilities Management Clerk III was transferred to Public Works. In addition, a Custodian II is being deleted from Facilities Management. The Library is deleting a Library Assistant I as a result of the early retirement program. The Director of Recreation & Park Department has been eliminated. A Maintenance Worker I and a Crew Leader are being deleted from the Parks Division. These deletions in the Parks DiVision result in savings of almost $50,000. The Utilities Department indicates an increase of $35,198 that is due to the transfer of the Aslsistant City Manager's salary. Thie Sanitation Division budget reveals an increase of $62,758 due to the addition of an AsSistant Director of Public Works. There are several vacancies in the Sanitation Division that have not been deleted. Therefore, the dollar savings of approximately $200,000 has not been indicated because the positions remain unfilled in case there are Workers' Compensation injuries that require those positions to be filled. A bus driver position was added to the Transportation Division. This position was originally deleted during the budget process. The Warehouse has taken on the responsibility of parts ordering that was formerly done by the Vehicle Service Division. We are stocking more of the pads in the Warehouse and believe this will work out better for both divisions. The savings for this fiscal year will amount to $426,468. This figure does not reflect any of the additional costs that will be incurred with the contracts that are on the agenda for approval at tor~ight's regular meeting. The total dollar savings for next fiscal year will amount to $639,702. After the year 2000, when the three-year pay out is complete for the employees who took the early retirement, our savings will increase by approximately $641,000 for total savings of approximately $1.2 million. WilSred Hawkins, Assistant to the City Manager, provided an overview of how the City organization will look if the Commission approves the reorganization. The City Manager analyzed how the organization operates to try to find areas of improvement and to increase the overall efficiency and service delivery of the City. Service delivery has been grouped into three major categories with Mr. Hawkins overseeing one team, Mr. Sugerman overseeing another team, and the City Manager overseeing the third team and the entire operation as a whole. It is felti that this approach will allow us to implement our customer focus with a priority on customer service. In addition, this will give us clear lines of responsibility and present a team environment. This environment will help us achieve communication among the service delivery groups that work together all the time. It is felt that we now have a leaner, better-managed organization. Prior to this reorganization, we had 17 independent departments. This has been condensed to a more manageable, team oriented customer-service focused organization. We feel comfortable and confident that the City will be able to meet its goal of customer service as our #1 priority with a more streamlined operation that is cost effective and efficient. MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 Support Services Team The Support Services Team is involved in internal operations. The divisions in this team have responsibilities to service the organization. One of the major focuses of this team will be communication. When the budget was prepared last year, each department was required to develop goals, objectives and outcomes that included time frames. This team concept will ensure that the goals and objectives are carried out in the time frame that was allotted. The goals and objectives will be redefined and the time frames will be reviewed to make sure they are met. Mr. Hawkins explained that Support Services will include the operations of the Neighborhood Project Specialist, the Public Information Officer, Citizen Action Center, Communications, Risk Management, Finance (including the Warehouse and Purchasing), ITS, city Clerk, and Human Resources. This Support Services team will be responsible for accurate information, guidance and training in their areas of expertise through consultation with internal customers. We will provide excellent service to external customers as the foundation of service delivery. The key ingredients of a successful team are good communication and cooperation among team members. The team will achieve success by meeting weekly in a creative environment for coordinating activities as a team, and will monitor the progress of the team and individual divisions to ensure that goals and objectives are achieved within established time frames. In response to Commissioner Tillman about how this concept affects the daily operation in terms of TRC meetings, Mr. Hawkins explained that we hope to accomplish better communications. All of the members of the team will look at the efficiency of the team. City Manager Willis added that we are going to try a greater focus on cross-teams. We will have workdays where the department and. division managers visit each other's operations to become more familiar with what goes on in other areas of the overall organization. Shared gohls and objectives will then be developed and measured to determine performance. This will help us measure the level of improvement over time. This process will feed back into the evaluations of the teams over the year. COmmissioner Tillman questioned who woUld be responsible for measuring the performance of the teams. City Manager Willis advised that we have only implemented this process in Public Works beCause it was the easiest operation to measure actual deficiencies. The standards will be developed over time as we work into the team concept. Dale Sugerman, Assistant City Manager, explained that we are trying to put like activities together with ultimate responsibility for those activities. While Mr. Hawkins will be handling the in-house operations, Mr. Sugerman will be handling all of the external operations with the ex%ptions of Police, Fire, and Leisure Services. These functions will be the responsibility of the CitY Manager. Mr. Sugerman will oversee the operations of the Utilities Department, the Public Works Department, and Economic Development. Prior to this budget year, the City Commission decided that we would not have a separately funded Economic Development Department. However, we continue an aggressive approach to economic development activities. Although Mr. Sugerman will not directly oversee the operations of the Development Department, he will MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 be working very closely with that department to coordinate the Public Works, Economic Development and Utilities activities with the Development functions. In closing, Mr. Sugerman advised that the Economic Development projects include the Federal Highway project, the Ocean Avenue Bridge replacement project, the marina project, the dOWntown redevelopment project, and the expansion of the CRA. Mr. Sugerman will oversee all of these projects and they will require coordination with Public Works, Utilities, and Development. Mr. Hawkins added that community redevelopment will be his responsibility. He will ensure that the master plan process moves forward. Utilities Department Pete Mazzella, Assistant to the Utilities Director, said one Meter Reader position will be deleted and one Maintenance Mechanic I position in Stormwater Pumping has been eliminated. Another major change in the department is related to Water Treatment Plant maintenance. Prior to 1993, there was only one Water Treatment Plant at Seacrest Boulevard and Woolbright ROad, and there was Maintenance Mechanics Division to maintain that facility, the ground storage tanks, and the wellfields. When the West Water Treatment Plant went on-line, the Utilities Department split the mechanics, rotating them in and out of each Plant on a semi- aninual basis, to familiarize them with both Plants. Because this process poses problems with communications and responsibilities, the Division will be split and the mechanics will be specifically assigned to the Chief Operator at the West Plant and the Chief Operator at the East Plant. They will be coupled with Water Distribution. These changes are being made to streamline the process and to offer an opportunity to pass on knowledge and training to the water crews. Vice Mayor Titcomb asked which area would lend expertise to the Development Department to anticipate on-line needs of drainage and stormwater treatment. Mr. Mazzella explained that the Utilities Department already has a Stormwater Maintenance DiVision. New projects will be addressed by the Director's Office, the Assistant Director's Office and the Engineer. The Engineer is already working on in-house design and putting together a pre-design plan for Industrial Avenue that is anticipated in 30 days. Public Works Larry Roberts, Director of Public Works, reported that two reorganizations are in the process in the Public Works Department. One reorganization relates to changing operations, and it will be some time before that process is completed. The second reorganization is associated with the early retirement plan. As a result of the early retirement plan, the Deputy Director and a Service Wdter retired. The Service Writer position was transferred to the Warehouse and the Facilities Management Division was transferred to Public Works. As a result of the transfer of Facilities Management, one Clerk I position was eliminated. In addition, a Custodian II was eliminated and Public Works Administration has absorbed the Clerk III position out of Facilities Management. The department saving amounts to $106,784. MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 Police Department Marshall Gage, Chief of Police, said the Police Department has made a significant number of changes in its organizational structure. They have moved from four divisions to three divisions. Two divisions are in the Police Department and one is in Code Compliance. The uniform services remain the same. However, community patrol has moved into each of the shifts with zone officers responsible for community patrol tactics. An additional zone was reconfigured into the west side of the City. A new sergeant's position was added to the uniformed service. Investigative and Administrative Services have been combined into one support services divisions to help streamline lines of communications and clarify responsibilities. The extra diVision commander's position is being reserved for an Assistant Chief of Police position. The reorganization will allow the reclassification of division commanders from the rank of Captain to Major. This will put them into a position comparable to those of other departments of similar size. The position of Relief Lieutenant will be eliminated. One Shift Clerk position has been eliminated as a result of mobile computing. It is believed a savings of $50,000 to $75,000 will be realized in overtime expenses. Fire Department Bill Bingham, Director of Fire and Rescue Services, advised that the Fire Department had 22 people eligible for the early retirement. .Of that number, 12 left the Department. Eleven employees left the Operations Division and one left the Fire & Life Safety Division. As a result, several qualified personnel were promoted. All Operations Division personnel were replaced. However, the most significant changes and program impact are within the Fire & Life Safety Division. A Fire Prevention Officer II, a position vacant since June, 1997, and a Public Information Officer position were eliminated. The duties of the Fire Marshall's position have been combined with the responsibility of the Deputy Chief in charge of Operations. This was possible by reassigning various operational responsibilities down into the ranks of Battalion Chief, Captain and Lieutenant. The Deputy Chief of Operations/Fire Marshall was given a 5% pay increase for taking on the additional responsibilities. The responsibilities of the Public Information Officers are now a component of the job description for the Assistant Fire Marshall. Development Bulent Kastarlak, Director of Development, reported that the department is composed of five divisions. However, this is the first time all five divisions are coming together. The divisions include Building, Planning & Zoning, Occupational License, Community Redevelopment, and Engineering. The administrative goals of this organization are primarily to bring them together and to provide additional and quality services with reduced staff. The department will operate as a team. Every task will be treated as a project. The project will be assigned to one individual (project manager) who will include staff from within the department or other City departments. This is the best way to be proactive. The traditional responsibilities of the department are being expanded to turn opportunities into projects. In order to do this type of work efficiently, there are specific targets. This concept lends itself to performance measurement. If a project is completed, you are successful. If the project is not completed, you fail. In addition, the department is proposing diversified technical capabilities that are currently missing. One of those capabilities is design capability. We are now designing things and not relying on consultants for design solutions for City problems. In addition, a Transportation Planner position has been funded in the department. The Planning & Zoning Division will be very active in economic development. We will also secure the services of an economist who will perform basic financial feasibility studies and economic evaluations. MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 The department will institute a permit process management rule. Over the past two months, the department has undertaken a study to understand the steps involved in this process. This study has been completed and a critical path diagram has been prepared to show the process involved in getting the most complicated permit. This process will be refined, streamlined and simplified to become more applicant-responsive. This task will be assigned to the permit process management group. This group will screen applicants early on to determine the content of their application. They will know, prior to application for permit, what is lacking and what is feasible. Mr. Kastarlak invited all interested parties to visit the department's reference library. With the assistance of the Library Director, the department would like to have a place where potential deYelopers can study what it takes to develop a property in Boynton Beach. COmmissioner Bradley asked Mr. Kastarlak to expound on his remarks about being successful if a Project is completed or a failure if a project is not completed. ME Kastarlak explained that if a project is completed within certain time constraints, the team would be successful. If the team is unable to complete the project, the team will be a failure. Commissioner Jaskiewicz reported that she viewed some of staff's designs and was amazed at the talent available in our City. Library Three Library employees qualified for and accepted early retirement. The management team at the Library recommended the deletion of one Library Assistant I position. The Library Assistant III position had not been filled because the Library was already beginning a teaming concept. The remaining 4 Library Assistants will be at the Library Assistant II level; however, the numerical designation will be eliminated and all will be known as Library Assistants. In Order to maintain the customer assistance focus, the Library will purchase a automated self- checkout unit that will allow staff to concentrate on customer service needs. All clerical staff will be icross-trained to assist at the Circulation Desk. The schedules have been changed from every third Saturday on, to every other Saturday. This schedule will ensure that the minimum full.time staff needed for Circulation Desk operation is in place. At the Library, a circular organizational chart is used to show this is a team. Leisure Services Meiody Green, Recreation Division and John Wildner, Parks Division, advised that the first change affecting the Recreation & Park Department is a department name change. The des[ignation of Leisure Services is becoming common in municipalities throughout the country an(] indicates a slight change n the scope of services. The position of Director of Recreation & Park Department has been deleted. The Recreation Division and the Parks Division will be self-directed teams reporting directly to the City Manager's Office. The Parks Division will delete a Crew Leader position and a Maintenance Worker I position. One of the Grounds Maintenance crews has been deleted, and the work has been divided among the remaining crews. The Facilities Management Division has been transferred to Public Works. Close contact with the Project Management Specialist will continue 6 MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 since many of the construction projects are coordinated through Project Management. The Recreation Division will save a total of $53,209 and the Parks Division will save $49,381. The total saving for Leisure Services Department amounts to $102,590. MAYOR TAYLOR OPENED THE FLOOR TO PUBLIC AUDIENCE. Frank Miriata questioned who authorized the offering of early retirement. Mayor Taylor advised that the Commission authorized the City Manager to draw up a re0rg, anization plan. Early retirement was brought to the City Commission as a means of running the City in a more efficient manner. Miike Osborne is a City employee in the Utilities Department. He is opposed to splitting up the workers in the Public Water Maintenance Division. He recommends having the supervisor transferred to another crew. The workers in this division have not been a cohesive team since the West Water Treatment Plant was put on-line. The crews are not disorganized and get the job done. However, the supervisors are faced with lengthy red tape when attempting to supply the crews with the materials they need to get the job done. It is important that the workers are aware of the operations at both Plants. It would be hazardous to send an employee to a new Iodation when he is not familiar with the operation. Mayor Taylor explained that change is difficult for everyone. Although the emp oyees are wdrking well, it is management's responsibility to determine whether or not there are better, more efficient ways of getting the job done.' It is important to work in a team building mode. He recommended that the workers share ideas that will enhance the job and make it more efficient. Mayor Taylor pointed out that we are trying something new. It is possible this plan will not work and we may have to go back. However, we will not know that unless we try. Mr: Osborne reported that he and other employees have tried in vain to set up a meeting with the City Manager over the last two weeks. Cit int~ Ma mE pre Ri( the COl / Manager Willis advised that she was unaware of this attempt. She explained that she is ;rested in the remarks that were made and will schedule a meeting with the employees. City nager Willis reported that she has learned of other instances of people trying to schedule etings with her and she is not being informed. She advised that the supervisor would also be sent at the meeting. :k Smith confirmed that the employees have been trying to arrange this meeting. He urged Commissioners to table this item until this meeting is held. He feels a productive meeting ~ld result in cost savings. Cib, Manager Willis requested that the Commission allow Mr. Sugerman an opportunity to study th~.concerns of these employees. Ric ~ard Stone, Chief Steward for the blue collar workers, expressed dismay that labor was ne~ er consulted about this reorganization plan. Mayor Taylor advised that a Labor Management team conducted many meetings and had input in the PPM. 7 MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, '1998 Mr. Stone agreed, but pointed out that there were no meetings with respect to the reorganization. Vice Mayor Titcomb referred to the Fire Department organizational chart that shows a position for a contract medical director. He requested that the City Manager investigate the concept of a registered nurse or intern as a staff position that would serve the Fire Department's function while providing other medical services to the entire City employee population. Chief Bingham reported that the nurse position has been discussed with the City Manager, and it is an issue that is being investigated for the 1998/99 budget. However, the Medical Director position is regulated by Florida State Statute. That Medical Director must be a physician with ce!rtain emergency physician qualifications. City Manager Willis agreed that there have been discussions about the cost savings and convenience of having a Registered Nurse at least on a part-time basis.. That nurse could assist with innoculations and Firefighter physicals. Commissioner Bradley questioned whether sufficient research was done on the part of the City Manager and department heads to make sure the structures in place and working well stay in place. City Manager Willis responded affirmatively and explained that any change can be debated. HOwever, all of the department heads have spent many hours looking at various ways to do this. This is a well thought out plan. City Manager Willis advised that she would like to listen to the concerns of the employees that were expressed this evening. She will work with Mr. Sugerman to evaluate this aspect of the plan. She is confident the remainder of the plan will be very successful. Commissioner Bradley confirmed with City Manager Willis that there is a general unanimous consensus that the things running well now are staying in place and the things not running well are changing. Commissioner Bradley felt reassured that all the departments feel confident that everything is in place and working well. Mayor Taylor reminded everyone that the issue of a team-building approach to management was discussed during City Manager interviews. This approach has not been practiced at a mUnicipal level. The Manager and department heads have been working on this restructuring for over a year and he is happy to see this plan come to fruition. Although he expects to experience kinks, he believes it will open up new avenues for the employees and supervisors to exCel. New ideas can be presented withoUt the fear of failure. We want to try new ideas and want everyone to take responsibility for running the City and providing the best possible service. He encouraged everyone to accept this plan and to put every effort into it to try to make it work. Commissioner Bradley is happy the organization is taking a good look at itself because there are always ways to improve what we do. His only concern is the benchmark of a 25% reduction in overall cost or workforce. He is not certain a 25% reduction is prudent. He is not opposed to the overall restructuring. However, he wants everyone to remember that this may put a great deal of stress and strain on the departments that did not exist previously. He urged everyone to stay on top of this. Commissioner Bradley pointed out that it is possible the operation has been cut too lean. With cuts of this size, there is a potential downside. MEETING MINUTES CITY COMMISSION WORKSHOP BOYNTON BEACH, FLORIDA FEBRUARY 17, 1998 Mayor Taylor believes some people will be able to rise to the challenge, and others may not be able to do that. Mayor Taylor explained that the ultimate responsibility lies with the City Manager. If there is a problem, the City Manager will need to respond. Mayor Taylor will hold the City Manager responsible for making sure the things mentioned by Commissioner Bradley do not happen. Commissioner Jaskiewicz reminded everyone that the ultimate goal was to be more efficient and have more communication among the departments. The ultimate goal was not necessarily cost savings. ADJOURNMENT There being no further business to come before the City Commission, the workshop meeting properly adjourned at 7:50 p.m. ATTEST: City~lerk - - -- (Two TapeYs)clerk CITY OF BOYNTON BEACH Mayor ayor Commissioner