Minutes 02-01-08
MINUTES OF THE CITY COMMISSION RETREAT HELD ON FRIDAY,
FEBRUARY 1, 2008 AT THE INTRACOASTAL CLUBHOUSE,
BOYNTON BEACH, FLORIDA
PRESENT:
Jerry Taylor, Mayor
Ron Weiland, Commissioner
Woodrow L. Hay, Commissioner
Marlene Ross, Commissioner
Kurt Bressner, City Manager
James Cherof, City Attorney
Janet Prainito, City Clerk
ABSENT:
Jose Rodriguez, Vice Mayor
Mayor Taylor called the meeting to order at 9: 10 a.m. Roll was called and it was determined a
quorum was present. Mr. Bressner led the Pledge of Allegiance to the Flag.
I. Welcome - Kurt Bressner, City Manager
Mr. Bressner welcomed the Commission and staff to the retreat. He predicted there would be
many challenges and opportunities for the Commission, staff and the City of Boynton Beach in
the coming year. He speculated that change would be the criteria for the future of Boynton
Beach and the entire nation. He pointed out that the Clubhouse was an example of what a
partnership between Palm Beach County and the City could achieve.
II. Presentations
Fire Department
Chief William Bingham commenced his presentation with the fact his first challenge was not
what to say, but to narrow it down to priority projects and the opportunities and challenges
facing the Fire Department. The mission and value statement of the Fire Department was
reviewed as well as the purpose of the Fire Department and the services it offered. They
included fire suppression, emergency medical services, special operations, fire & life safety,
charitable events, C.E.R.T. and community caring plus public education. Statistical data on the
number and types of calls handled by the department were reviewed. It was noted the contact
area for the department included the Village of Golf, Town of Hypoluxo, Ocean Ridge and Briny
Breezes. Chief Bingham opined the department was well-educated and training for the future.
Looking ahead, Chief Bingham outlined the current fire assessment in relation to the completion
of Fire Station #5 and the EOC as the first structure hardened to a CAT 5 rating. The fire
assessment was very beneficial in the replacement of Fire Station #2 and the construction of
new Fire Stations #4 and #5. Attempts were being made to make any new assessment simpler
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more fair. Chief Bingham felt no new stations would be necessary and suggested a new
assessment not include a sun set date.
Chief Bingham announced the ground breaking for Fire Station #5 would be held on February
15th. It was being built to serve the northeast quadrant of the City and enhance support of the
immediate area. The project was budgeted for $14M, but the economy decreased costs to an
estimated $9M.
There was also the possibility of achieving accreditation to encourage quality improvement and
develop methodology to strengthen their strong points and address any deficiencies. Another
goal was to further reduce response times in gated communities, high-rise initiatives, and
enhanced mapping with GIS. The enhancement of fire alarm systems in all City owned facilities
was also a priority for the ensuing years.
The department's future focus would be safety, quality leadership, diversity, good labor-
management, funding for future growth, compliance with reasonable fire codes and national
standards, quality and contemporary fire rescue stations and equipment with enhanced
technology to support operations. Focus on those target areas could lower fire insurance rates
through better ISO ratings.
Commissioner Weiland inquired about the impact of the new tax structure that passed in the
recent election. Mr. Bressner responded those figures would not be available until Mayor June.
It would definitely affect the tax base and revenue stream.
Police Department
Chief Matt Immler reviewed the composition of the Police Department and the distribution of
personnel by rank. He summarized the statistics relating to 2007 holiday deployment, gang
related violent crimes, reported crimes and a five year overview of offenses. He then broke
down the data for persons crimes and property crimes. The Chief speculated that new
community policing techniques keeps the call volume at a manageable level. It was anticipated
the call level would continue to decline and then level off. Through private funding and a JAG
grant, 3000 man hours with overtime were available during the holiday season to strengthen
security in shopping areas. Boynton Beach was statistically safer today than it was five years
ago. The major increase in crimes was attributed to a significant increase in shop lifting
arrests. Mayor Taylor contended stiffer penalties would be a great deterrent.
Lieutenant Katz explained the role of police administration and the responsibility for professional
standards for training, recruiting, internal affairs, media release, grant procurement, policy
development, grievance coordination, promotion assessment, research and development,
background investigations and public records fulfillment. The department has accomplished
accreditation and continues to maintain those standards. The professional standards section
had many accomplishment for the year 2007 including ensuring NIMS compliance of personnel,
began publishing an agency newsletter, maintained a website and developed a MySpace Page,
plus much more.
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The operations of the Uniform Services Division were outlined by Major Frank Briganti as road
patrols, traffic units, K-9 and marine patrol, C.A.T., seizing of assets, drugs and weapons and
the SWAT team. Major Briganti explained the use of community concern cards that were being
distributed to assist citizens in reporting any possible crimes. Commissioner Weiland suggested
the cards be included in the water bills and distributed throughout the City for use by all
residents. Mr. Bressner agreed it was a good idea
Major Wendy Unger presented the support services undertaken by the Police Department
relating to general investigations, white collar investigations, special victim investigations, crime
scene and evidence control and safeguards.
Recreation and Parks
Wally Majors, Director of Recreation and Parks and Jody Rivers, Parks Superintendent, made a
presentation on the value of parks and noted their challenge and opportunity was the
development of parks and facilities for a growing population. Currently there are 182 acres of
developed park land, 69 acres of undeveloped park land, 75 acres of conservation land, six
community centers, one tennis facility and three cemeteries. Acquisition of property and an
agreement with South Florida Water Managment and the Lake Worth Drainage District for use
of property adjacent to the canals for greenways and bikeways was another challenge and
opportunity. The preservation of green space for future parks is a challenge and must be
evaluated in conjunction with the potential population growth.
One of the greatest challenges was the department's ability to maintain the present service
delivery level while adding parks and facilities. Many adult, youth and senior programs were
currently being offered. Those services include the Shopper Hopper transportation system and
a City owned bus for transportation of those included in such programs and activities. It was
reported that one goal was to continue to be competitive in grant applications. With the use of
some grant funding, the Senior Center had achieved accreditation this past year.
Library
Craig Clark, Library Director, reviewed the mission statement of the library to enhance the
community's pursuit of life-long learning, information and leisure by providing the highest
quality services and resources. The library's top five opportunities included building space
growth, changing technologies, development of formal literacy and ESOL programs, exceeding
the expectations of the community and continuing support for the Schoolhouse Children's
Museum.
He noted the library is open 62 hours a week and youth and teen use had increased 20% over
the previous year. The Schoolhouse Museum was also offering expanded programs to Palm
Beach County and home schoolers. The challenges were the increase in costs and sustainability
plus the competitive grant environment for a stable revenue stream.
Mayor Taylor reviewed the number of paid staff and Mr. Clark added the volunteer support was
very good along with the teen volunteer program during the summer months.
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Commissioner Ross determined the number of visitors to the library had gone up an average of
10% each year.
Commissioner Hay mentioned the challenge of safety with the increased size of the library and
the opportunity for kids to gather in groups. Mr. Clark explained police coverage would be 26
hours per week. Security cameras had also been installed to make people feel safe and no
major problems had been experienced.
Finance
Barry Atwood, Director of Financial Services, advised his department's mission was to safeguard
assets with financial controls, maximize efficient use of resources, maintain a strong financial
condition, ensure funds are available to serve staff that serve citizens and provide enhanced
efficiencies and greater financial accountability. The department had a budget of $l.4M from
the general fund and warehouse fund. His 2008 objectives included exploring automation of
employee time records, eliminate check processing for vendors by providing direct payment
capabilities and updating policies and procedures. In procurement activities, the objectives were
e-mailing purchase orders to vendors, obtaining the best price vs. lowest price, and addressing
challenging bids or proposals. The warehouse objectives were increased productivity and
service via increased computer access, delivery of supplies more efficiently and assess the
availability of warehouse space.
In the area of revenue and investment management, Mr. Atwood's goal was to increase citizen
payment options, diversity investment options, assist in implementing a utility tax ordinance
and replacing declining revenue sources. Debt management objectives were assessing the
need for future bond issues for capital projects and managing borrowed funds at the lowest
possible total interest cost. Objectives for budgeting were balancing services with resources,
improving CIP project information and providing budget status reports regularly. An audit
would need to be completed and current and 10-year financial trend analyses would be needed.
The challenges would be in the areas of personnel, revenue sources, budgeting, financial report
and debt investment management. The loss of three key employees over the last year has to
be addressed and professionals with governmental experience were needed. The decline in
property values, the reauthorization of a fire non-ad valorem special assessment and the impact
of increased water restrictions would change the revenue stream considerably.
Human Resources
Marylee Coyle, Assistant Director of Human Resources, explained the department's service
statement. She reviewed the staff and duties associated with recruitment, benefits
administration, employee/labor relations, records administration and organizational
development/training. EEOC claims were also handled along with the coordination of FMLA
program and annual performance evaluation process. The department also maintained the city
job descriptions and pay plan, responded to unemployment claims and participated in salary
surveys.
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Technology and automation of Human Resources was a major opportunity and challenge for the
department. Labor relations were a challenge as well as providing employee benefits at a
reasonable cost and development of wellness programs to reduce costs. Goals of the
organizational development section were for the City to be NIMS compliant by October 2008,
develop succession planning and a training needs assessment to better assist the employees in
advancement.
City Clerk
Janet Prainito, City Clerk, reviewed the history of the Clerk's office as the oldest office of City
government and the hub of local government. The department is expected to know everything
about the City government or where to get the answers. The department acts as the link
between the public and government.
The City Clerk's office prepares Commission agendas, sells cemetery plots, prepares minutes of
public meetings, maintains the Code of Ordinances, publishes legal ads, conducts municipal lien
searches, records documents with the County, completes public record requests, maintains
ordinances and resolutions and sorts, distributes and posts mail. Statistical data was submitted
to emphasize the tremendous number of documents processed and maintained by the
Department.
The opportunities for the City Clerk's office were the implementation of an electronic agenda,
computerizing election information, outsourcing municipal lien searches and development of a
cemetery/mausoleum computer program. The challenge was the budget and the continuing
responsibility to complete unfunded state mandates with any decrease in budget or staff.
However, Ms. Prainito thought the future looked better with modernization of processes to
continue to promote ease of access to records and preserving the City's history.
Commissioner Weiland inquired if the modernization included televising meetings. The ITS
department would address the issue during their presentation.
Commissioner Hay questioned if the use of volunteers to offset any personnel reduction had
been considered. Ms. Prainito responded it was possible, although it had not been investigated
as an alternative.
GRANTS ADMINISTRATION
Debby Majors, Grants Coordinator, explained she had a self-directed work group under her
guidance from twelve different departments, to assist the City Manager. Their objective was to
assist departments to find alternative funding for priorities. The opportunity arose in 2001 for
the use of eCivis software, a company that assists with grant research, information, grant
training and technology that changed the way Boynton Beach viewed grants. The software
enabled the team to track grant history and adopt a more coordinated approach to give the
team focus citywide. $5M of grants have been awarded. The team and its approach to grant
submission has been featured in national magazines. An administrative policy was established
to audit processes and procedures in addition to development of annual reports.
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The challenges are decreasing funding levels, matching requirements, changing legislative
priorities and building relationships with legislative representatives. The opportunities involved
reaching out to community based organizations with grant network research to take some of
the burden off the City. The budget for the department was only $115,217 and to date in FY
2007/2008 grants have been received for $3.7M.
Commissioner Hay inquired if the City had a cost reduction program for employee suggestions
and funding through a grant. Mr. Bressner responded the City had a program and it was
suspended. He would review it again during the budget review process.
Public Affairs
Wayne Segal, Director of Public Affairs, indicated the department existed to communicate with
stakeholders and assure all audiences have easy access to information. It also built community
pride with identification with the City and promoted the City's goals and programs. Mr. Segal
was in constant contact with the media with information being sent out through channels
including BBTV. A team of public information officers was created with representation from
every department who gather information. The Boynton Q & A helps to determine how the
public wants to receive their information to keep informed. Mr. Segal contended the City of
Boynton Beach was ahead of the curve and acts as a model for other municipalities.
A challenge is to overcome the public distrust of information and provide the City with a more
positive image. A marketing plan to promote volunteerism is the current approach. The
dissemination of key messages is now more important than ever. Examples of other
opportunities would be the development of a Congress Avenue Merchants Association including
the mall and movie theater, by partnering with the Chamber of Commerce. The CRA and City
also corroborated in the creation of the Green Market on Ocean Drive.
Mr. Segal noted the municipality was the level of government closest to the people and his goal
was to communicate effectively.
Commissioner Ross pointed out not all of the business cards for the City included the web site
address. Mr. Bressner and Mr. Segal assured the Commission any necessary replacement cards
would be ordered and they would include the web site address.
Meeting recessed for lunch at 11:45 a.m.
Meeting reconvened at 12:20 p.m.
Risk Management
Chuck Magazine, Risk Manager, stressed risk management was a tool to protect organizational
needs. They handle risk identification and reduction, loss control, risk financing, management
support and resource. Bringing case management of worker compensation cases in-house had
reduced litigations costs. A safety program had been initiated with a new Safety Administrator.
The department is a national model for cost efficiency in handling claims and monitoring of
market trends to assist with costs efficiencies. The department also monitors City properties
and facilities for a safe work place for users and workers.
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Mr. Magazine and his staff have been an integral part of the EOC and coordinating FEMA
assistance. Managing risk is the way to operate, if losses can be prevented. It results in a
more effective organization and promotes responsiveness to safety issues.
The challenges are to reduce the cost of backing incidents, reduce third party slip and fall
cases, promote safety inspections to reduce claims and increase defensive driving classes to
every two years, plus establish a claim based cost allocation program.
Long range plans include a City-wide medical clinic office for employees and family and
establishment of a multi-jurisdictional safety, claims and risk financing program for smaller
cities.
Golf
Dan Hager, Golf Operations Manager, gave an overview of the history and construction of The
Links when the golf demand exceeded the supply. A partnership with the County was formed
to lease the land for 99 years and undertake an enterprise operation. The Links is solely self
supported and not allowed to touch tax money. They pay for all City services and contribute
$40,000 to the general fund. It is now a debt free and championship course. The course has
been rated the number one public course in Palm Beach County for the past four years. It also
holds the distinction of being an Audubon Sanctuary. He attributed the success of the club to
finding its niche. Nationwide the game has become stagnate because it is too difficult, too
expensive and it takes too long to pay. The Links has initiated clinics and lessons, special
discounts for avid golfers, afternoon specials and monitoring the pace of play to entice more
players. The course hosts four major championship events for public courses each year. All
employees are CPR trained to assist their customers if any emergency arises.
Mr. Hager noted irrigation and mowing represent 30% of the total budget. The course has nine
lakes from which to draw water. The challenges over the next five years are water
conservation, the golfing market, infrastructure maintenance, renovation of the clubhouse and
restaurant operations.
Commissioner Weiland inquired if there were plans to expand the clubhouse. Mr. Hager replied
those plans were not included over the next five years.
ITS
John McNally, Cathy McDeavitt and Carlos Aiken, the management team, presented the mission
of the ITS/GIS department was to emphasize a partnership with other City departments,
provide strategic direction, business solutions, efficient use and management of information
technology and telecommunications and to deliver efficient government services. The
department consists of four branches; helpdesk support, media services, network/server
support and GIS.
They indicated the help desk support was the first line of defense supporting 400 desktop
devices and anything technology related. Media services included web based applications, the
City website and BBTV. This included online bill paying, Laser Fiche Weblink, online tee times
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and GIS mapping. The redesign of the web site doubled the number of visitors. BBTV
originated in bulletin board fashion to 60,000 customers and the no cost program began airing
this past week.
Commissioner Weiland noted Directv users cannot view the channel. Mr. Bressner advised Palm
Beach County explored hooking into Directv at a cost of $80,000 to $100,000 a year making it
cost prohibitive for the City of Boynton Beach.
Network/server support monitors not only all the servers, but also the telephone system, 20
remote location communication systems and 600 phone hand sets. GIS provides data for all
City staff with custom mapping. The department's successes were BBTV and national
recognition of 5th place for 2007 Digital Cities with 30,000 or more population. Master street
lists enhance public safety efforts and pictometry assists code enforcement with aerial views.
Other successes included deploying more laptops in the field, increase storage area network
and upgrading the Naviline software. Future plans included more programming, Boynton Q &
A, HRIS for Human Resources and a self service module.
Commissioner Weiland inquired if selling affordable advertising spots on the BBTV channel
would be an option. Mr. Cherof advised it would violate federal regulations. A bid for enhanced
equipment for broadcasting of Commission meetings and advisory board meetings plus other
events would need six months to award and install.
Commissioner Hay questioned the prospect of automating the agenda process. Carisse
Lejeune, Assistant to the City Manager, explained information was being gathered and a
recommendation would be brought before the Commission as soon as possible. Mr. Bressner
advised the meeting being held at Boynton Beach High School would be an opportunity to use
their equipment and facilities to broadcast the meeting showcasing the academics and assets of
Boynton Beach High School.
Public Art
Debby Coles-Dobay, Public Arts Administrator, reviewed the mission statement of the public art
program to celebrate Boynton's heritage and culture and to stimulate economic growth. The
Carolyn Sims tribute showcased the Art in Public Places objective to stimulate downtown
revitalization together with the Avenue of the Arts and on-loan program for artists. The
Highwaymen Program engaged many groups and City departments training kids and teens how
to improve their lives through art and to promote art. Five murals were created that are
currently displayed throughout the City.
It was a challenge to work with developers and builders to educate them what art is and how it
can be included within a building using historical elements and functional art. Educating the
public on the value of art was an additional challenge.
Commissioner Hay inquired if there was an overall image for the City and who had the authority
to approve or not approve the art exhibited. Ms. Coles-Dobay worked with the Art Commission
on development of a master plan to give and develop an identity to the City.
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Development
Quintus Greene, Director of Development, reviewed the three divisions of development being
building, planning and zoning and community improvement. The business tax department was
included with planning and zoning. Planning and development maintains and updates the
Comprehensive Plan and administers the Land Development Regulations. Special studies and
projects were ongoing along with managing and distributing the City atlas. The Business Tax
division reviews and regulates 5,300 fixed, mobile and home based businesses. The building
division protects public health, safety and welfare. Community Improvement administers the
block grant program and SHIP program to maintain and improve the City neighborhoods
including low income housing assistance in low income areas.
Issues and opportunities included relocation of City Hall. The current structure had insufficient
space to meet the growing needs of the City, was obsolete and could not withstand a Category
3 Hurricane. Three questions relating to the issue would be the new location, financing and
disposition of the current site. The CRA downtown plan currently shows a new City Hall at the
site of the Civic Center with an estimated cost of $14M. A bond issue would be necessary even
if the existing City Hall site were sold.
Another issue and opportunity was the Heart of Boynton projects. Cherry Hill housing units had
been demolished, the Wilson Center is complete, infill housing sites are being developed and
Boynton Terrance was torn down. Mr. Greene proposed a limited partnership be established
with property owners and a developer of their choice that could work with the City and CRA to
develop the area.
Nancy Byrne, Assistant Development Director, explored other opportunities with technology.
The increase in documents available through Laser Fiche had reduced staff time and saved
storage and warehouse space. Inspections would soon be automated with pen tablets and
business tax renewals would be done online. The Development Department has proactjvely
sought green, sustainable building initiatives as socially and environmentally responsible
building.
Commissioner Hay suggested other departments embrace the use of technology and linking
capabilities to improve efficiencies. Commissioner Weiland commended the Building Department
for becoming more user friendly.
Utilities
Kofi Boateng, Director of Utilities, commented the department existed to provide safe water and
sewer services to the community while being heavily regulated. His staff was encouraged,
motivated and compelled to implement day-to-day improvements including a skilled workforce.
The infrastructure had to be proactively maintained by leveraging technology. The top five
priorities were water supply, control systems upgrade, sewer infrastructure, water reuse and
conservation and emergency preparedness. A water supply plan was being developed through
the year 2025.
Michael Low, Deputy Director of Utilities, pointed out the upgrade of the control system
consisted of dealing with remote facilities and being able to talk in real time to those locations.
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The control systems at the two plants also need to be enhanced. Remote radio telemetry
would centralize the single SCADA system, increase communication bandwidth and improve
reliability during all weather. Every effort was being made to develop a secure system and
improve plant control and water quality, plus create better data and reports to various agencies.
The sewer system was aging and needed to be evaluated and repairs made where needed.
Peter Mazzella, Deputy Director of Utilities, stressed the City of Boynton Beach was one of the
lower users of potable water along the east coast. The reclaim water system expansion
program was fundamental for its use as a valuable resource. It was being done in phases with
the first phase 65% completed.
Mayor Taylor requested clarification of the cause of flooding during recent heavy rains. Mr.
Boateng advised the various flooded locations were being evaluated to determine the level of
improvement that may be necessary.
Public Works
Jeff Livergood, Director of Public Works and Engineering, reviewed the makeup of the
operations and technology divisions. The engineering division was responsible for technical
items and reviewing plans, which was very time consuming. The projects can be handled in-
house with competent staff. The operation segment included facilities management, fleet
maintenance, fuel management, forestry and grounds, canal maintenance, solid waste including
recycling and street maintenance. Other activities involve special events and emergency
management along with contractual debris collections.
The department's challenges were neighborhood litter, trash collection for shared versus
individual cost and frequency of pickups. Also being proactive or reactive to solid waste
complaints was a challenge along with signage throughout the City. Long term street
maintenance and curb and gutter replacement will increase and current planning will assist staff
and future Commissions. Building maintenance was costly and time consuming with changing
standards. Mr. Livergood contended the biggest challenge was the City Hall, which needed
upgrades and reconfiguration in comparison to construction of a new City Hall
City Manager's Office &. Wrap Up
Mr. Bressner stressed Boynton Beach was changing. City Hall was located on an 18 acre parcel.
The Commission would need to decide on the feasibility of reconfiguration and upgrades now,
or upon completion of the new Police Department facilities. As new construction moves
forward, opportunities for City Hall have emerged. First, the building climate has changed for
construction with lower costs and second, the cost of borrowing is low. The Commission would
need to decide if the new police facility should be fast tracked to take advantage of the lower
cost for new City Hall construction or major renovations. The need for a safety bond issue
would be the second challenge.
Implementing the recommendations of the Boynton Beach Assembly as they related to
education and economic development will also be challenges, including the creation of a staff
position to act as a liaison. Affordable housing would also be an issue and Mr. Bressner urged
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the Commission to proceed at an accelerated pace. Yet another issue is water usage and
reuse. He stressed every gallon of reused water can be picked up in the potable water
allocation. The purchase of land along the corridor access for the pipelines to distribute the
reuse water will be necessary.
Financial sustainability and level of services will also be an issue. The expected tax cut will
result in $3.5M decline in tax revenue. It will be offset by growth within the City. However,
that scenario will not be repeated in 2008 and 2009. A staff team made up of the Assistant City
Manager, Finance Director, Public Works Director, Utilities Director, Police Chief and Fire Chief
should be convened with the goal of updating program analysis and providing alternative
service levels.
Commissioner Weiland suggested members of the community should be involved in the process
as well. Mr. Bressner advised Palm Beach County had solicited public input and he would
investigate the value of those sessions.
Mr. Bressner continued that there was a soft hiring freeze that was ongoing. Commissioner Hay
suggested volunteers may be useful to assist with workloads in some departments. Mr.
Bressner felt work also needed to be done to implement the American Assembly
recommendation to review the duties and functions of the advisory boards to reflect current
needs of the Commission.
Mayor Taylor contended continued growth along Federal Highway may ease the tax cut
ramifications also, especially for the 2008/2009 year. Mr. Bressner countered it would depend
on the development pipeline.
Commissioner Ross inquired about the All American City designation and if the City of Boynton
Beach qualified. Mr. Bressner explained the designation is usually based on keystone projects
involving a high level of citizen volunteerism within a community. It was a goal.
Mayor Taylor offered his opinion that the issue of City Hall should be decided. He did not favor
renovation of the old building as it had outlived its useful life. He opined that the revitalization
of downtown was under the purview of the CRA and they should be able to undertake the
expense for the entire project.
Mr. Bressner summarized that the Commission should discuss the issue at a future meeting
along with whether or not to fast track the police facility and/or City Hall.
The meeting adjourned at 3:02 p.m.
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CTIY OF BOYNTON BEACH:
ATTEST:
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BOYNTON BEACH CITY COMMISSION RETREAT
Friday, February 1, 2008 @ 9:00 a.m.
Intracoastal Park Clubhouse
2240 N. Federal Highway, Boynton Beach, FL
AGENDA
I. Welcome - Kurt Bressner, City Manager
II. Presentations:
Fire Department 9:00 a.m. - 9:15 a.m.
Police Department 9:15 a.m. - 9:30 a.m.
Recreation & Parks 9:30 a.m. - 9:45 a.m.
Library/Museum 9:45 a.m. - 10:00 a.m.
Finance 10:00 a.m. - 10:15 a.m.
BREAK
Human Resources 10:30 a.m. - 10:40 a.m.
City Clerk 10:40 a.m. -10:50 a.m.
Grants Administration 10:50 a.m. -11:00 a.m.
Public Affairs 11:00 a.m. -11:10 a.m.
Risk Management 11:10 a.m. -11:20 a.m.
LUNCH 11:30 a.m. -12:15 p.m.
Golf Course 12:15 p.m. -12:30 p.m.
ITS Department 12:30 p.m. -12:45 p.m.
Public Art 12:45 p.m. - 12:55 p.m.
BREAK
Development 1 :15 p.m. -1 :30 p.m.
Utilities 1:30 p.m. -1:45 p.m.
Public Works 1 :45 p.m. - 2:00 p.m.
III. City Manager's Office Presentation & Wrap Up
IV. Plan for Retreat II
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DEPARTMENT OF --
FINANCIAL SERVICES
Presentation to City Commission
2008 Departmental Service Objectives
and Challenges
By
E. Barrell (Barry) Atwood. Sr., CPA
Director of Flnance
February 1, 2008
: Today's AlJenda [JI
. . Provide an overview of our mission
__ and the resources we provide to
deliver our services
t1\ ~ · Look at o~r 2008 objectives by
)}( J"\.. each service area
4 · Conclude with a review of the top
~ 5 challenges that we face in 2008
2/1/2008 o.partmentofFtn.ncial Service&
Mission Statement
What Do We Do?
. Safeguard City assets 11
. Maximize efficient use of resources
. Maintain strong financial condition
. Ensure funds available to serve
staff who serve citizens
. Provide enhanced efficiencies and
greater financial accountability
2/1/ZOOS ~tQf finar'Kial s.rvicea
1
$1.4+M Budget Resources to
Provide Financial Services
. General Fund .
. . $ 1,112,100 Personnel Services (17)
. $ 64,000 Operating Expenses
. Warehouse Fund
296,300 Personnel Services (5)
21,100 Operating Expenses
6,000 Capital Equipment
La. .$
~.$
.$
2/1/2008 DepartrMnt of financial Servtc.
22 Team Members .
Delivering Financial Services
2/1/ ZOO8 o.p.rtment: of PlRlIncial 5erVic:e.
2008 Objectives & Services
Payroll, Payables & Disbursing
.. Exploring the automation of employee
I!II'! time records eliminating manual entry
~. Providing direct payment capability to
. vendors eliminating check processing
! . Updating policies and procedures -
. Employee reimbursements
. Payroll deductions
2/1/2008 [)epM'tm8ntoffinanc:ia'ServI~
2
2008 Objectives&. Services
Purchasing
~ . E-mailing purchase orders to
l:.!. vendors to expedite the process
li . Obtaining the best price vs. lowest
ft' . Updating policies s.. procedures
i · Addressing challenging
~ bids/proposals (i.e., towing,
· . landscaping)
,-
2/1/2008 o.p.rtrnMt of Financial SelYtc.
2008 Objectives&. Services
Warehouse
d · Increasing productivity .. service via
" increased computer access
. Delivering supplies efficiently
_ . Small truck requiring multiple trips
. Inability to transfer large items
I · Running out of warehouse space
. State increased record retention period
. Records still received at same rate
2/1/2008 o.partmMt of Financial Services
2008 Objectives&. Services
Revenue/Investment Management
. . Increasing citizen options to pay Utility bills
and other payments to the City
....... Diversifying invesbnent options after
...... withdrawing from State pool
11.1 . Assisting to implement Utility Tax Ordinance
a Replacing declining revenue sources
III . Property taxes - reduced assessments
. utilities - increased water restrictions
. Fire I rescue assessment - sunsets
2/1/2008 o.p.rtrnentot Finand" s.rvices
3
2008 Objectives & Services
Debt Management
1
. Evaluating and planning the need
for future bond issues for capital
projects
. Long-term vs. current financing
. Reduced current revenue available
. . Obtaining and managing borrowed
funds at the lowest possible total
interest cost
2/1/2fJ08
o.partrnent of 'iIYnda' SIlrviou
10
2008 Objectives & Services
Budgeting
. Assisting to balance services
llJ within available financial resources
. . Working with departments to
. improve CIP project information
.. ..' . Providing regular budget status
reports for major funds
. Revenues by source
. Expenditures by department/project
2/1/2008
Department of 'lnllnwlll s.rviou
11
2008 Objectives & Services
Financial Reporting
. Completing audited financial
_ reports
~ . FY 2007 by March 31, 2008
. FY 2008 by December 31, 2008
. Developing current and to-year
. financial trend analyses to better
communicate the City's financial
condition; internally and externally
2/1/2fJ08
_of.........._
12
4
The Top 5 2008 Challenges
#1 - Personnel
..... Replacing 50 years of accounting
_ experience (3 positions) that left
the City in 2007
. Recruiting professionals with
. demonstrated aovernmental
budgeting/accounting experience
1Il". Meeting this challenge is critical
1 to meeting other 2008 challenges
It.
..
,.
111
.
2/1/2008
oep.rtlMnt of Financial Serv~
13
The Top 5 2008 Challenges
#2 - Revenue Sources
Declining annual increase in
property values (General Fund)
Replacing/ reauthorizing $2.7M
fire non-ad valorem special
assessment (General/CIP Funds)
Replacing impact of increased
water restrictions (Utility Funds)
2/1/2008
o.p.rtment of Financial semc-
The Top 5 2008 Challenges
#3 - Budgeting
. Meeting the operating budget
challenges in light of -
. Demand for lower taxes (Amendment 1)
. Desire to increase services
. Inflation
. Improving capital improvement plan
(CIP) information for
. Commission decision-making
. Sources of financing
. financial implementation status
2/1/2008
Department of .I_ncial 5ervic:es
14
15
5
t'
.
.
1"
The Top 5 2008 Challenges
#4 -Financial Reporting
.
Providing regular budget status
reports and analyses to -
. City Commission I City Manager
. Departments
Developing 10-year financial trend
analyses to better communicate the
City's financial condition for
. Budgetary decisions
. Bond issues
2/1/'-
Department of Pinllnd_1 Servica
,.
The Top 5 2008 Challenges
#5 - Debt-Investment Management
.
Completing the upcoming bond issue
in an efficient" timely manner
. Obtaining borrowed funds at the lowest
possible total interest cost (TIC)
. Selling bonds in the retail market
Evaluating and planning the need for
future bond issues for capital projects
in a consolidated Citywide CIP
...... Diversifying investment options after
... withdrawing from the State pool
2/1/2008 ~tofPlNlnd.IServiCM
17
DEPARTMENT OF
FINANCIAL SERVICES
We welcome your comments
and questions
1
1~_'
\
~
E, 8II/Tf1tt (8IIrry) Alwood. 5r" Finance Director
Phone.561-742-6311
Cell - 561-436-3125
Fax .561-742-6316
2/1/%008
o.p.rtment of IIiNlncial s.nri~
18
6
<<> H~ Resources DeDartment _ _.
~ Welcome!
~
If31/2008
<<> Human Resources Department
..
8\. We are HR
1/31/2008
<<> Human Resources DeDartment
HUMAN RESOURCES SERVICE STATEMENT
. Treat all customers with the highest level of
respect,
.Provide excellent real time service to our
customers,
.Maximize our human capital
.Provide high quality, cost effective benefits
.Provide timely Public Record responses
1/31/2008
1
<<> Heuman Resources Department
.-1.
;;--',-
-Sharyn Goebelt, Director
-Marylee Coyle, Assistant Director
-Brenda Gibbs, Recruitment/Employment Coordinator
-~SfienyMilfer, HtimanReSoiJrce5 Analyst
-Patricia Sholos, Benefits Administrator
-Maibet Rosado, Human Resources Specialist
-Dorothy Mack, Administrative Assistant
-Pedro Escobar, Administrative Assistant
-Shaneice Pruitt, PT Student Clerk
1/31/2008
<<> H!uma~n Resources Department
RECRUITMENT
-Recruiting
-Advertising,
-Applicant screening and testing.
-Interviewing process and selection,
-Background checks,
-Processing new employees,
1/31/2008
. <<> 'Human Resources Department
BENEFITS ADMINISTRATION
-Employee and retiree health and welfare plans to
include medical, dental, vision, life and long-term
disability, and various supplemental plans (AFLAC)
-Health and wellness programs and events
-New hire orientations,
1/31/2008
2
<<> ~uman Resources Department
EMPLOYEE/LABOR RELATIONS
-Negotiation of collective bargaining agreements,
-Employee Discipline including grievances,
-Arbitration.
-Conduct Human Resources investigations,
-Policy development and administration,
1/31/2008
. <<> Heuman Resources DeDartment
RECORDS ADMINISTRATION
-Maintain personnel file data,
-Respond to public records requests,
-Complete employment verifications.
1/31/2008
. <<> Human Resources DeDartment
ORG4NI74TTnN4. .
DEVELOPMENT/TRAINING
-Develop training curriculum to meet training needs
and budgetary constraints,
-Maintain all training records,
-Administer the Tuition Reimbursement Assistance
Program,
1/31/2008
3
<D Human Resources Department ":::ll
OTHER HUMAN RESOURCES FUNCTIONS
-Respond to EEOC Oaims,
~.coardinateFederal Family and Medical Leave Act
(FMLA) program,
-Coordinate the annual performance evaluation procesS.
-Maintain City job descriptions and Pay Plan,
-Respond to Unemployment Oaims,
-Participate in Salary Surveys; .
conduct analysis as required,
1/31{2008 10
<D !:!rman Resources Department
II
nnn M~jor
Opportunities
and
Challenges
1/31/2008
11
<D Human Resources Departm!llnt
. TechnolOGY I Automation of H.R.
-Implementation of H,T,E, Software for more
effiCient H,R., PfQCe.s5es,
-On-line applications,
-Applicant tracking,
.Metrics i,e, cost to
hire and turnover rate,
."
~-
.-.-.
~
1/31/2008
12
4
.<!:> Human Resources DeDartment
.
,Labor. Relations
Negotiations
SettIenlent W<th Ronda Public Sefvoces Umon Blue CClIliJr Workers ~
exptre:l9(3fJj07
1AfF Loc;aIl891, Inbel'nmor-.I Assoctabon e4 Fi~ 10/1,'05 - 9/30108
Aoricbo PublIC Ser.oK:e$ Umon White Collar Wor1r.eI"$ elfpres 9/30/09
P8A 3 Y~r Agreemet'lt 10/1107 -- 9/30/10
Labor Management Committees
Ongoing Grievances & Arbitration
Possible.Ieduction lo.workforce.due to
pending potential tax cut implementations
1/31/2008
13
<!:> Hcum~n Resources DeDartment
EmDlovee Benefits
~.,
.".v,
,( !
. "
.-.. I-I
Rising Cost of Health Care
Employee Wellness
..
f~~~
\~~'
Itl'l'i=\
,.
1{31{2008
14
<!:> Human Resources DeDartment..
Policv DeveloDment
Personnel Policy Manual (?PM) and City's Pay Plan reqUIre
updating.
1{31/2oo8
15
5
~ Human Resources Department
-.
NIMS Compliant by October 2008
SuccessiOn Planning
Training Needs Analysis
Curriculum
Trainers' qualifications, availability and cost
1/31/2008
16
6