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se ;num Bu! ;earl
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
cameras, had been dismissing cases across the board on technicality. It was optimistic
that the outcome would be favorable. Ms. LaVerriere interjected in light of what was
happening with the courts and the dismissal over a lot of the challenges, she felt that
now the situation was better and we were partnering with Boca in going for the appeal.
The appeal decision was expected within four to six months. There was lengthy
discussion regarding the potential of more cameras and whether it would be cost
effective, and the process involved to get to the point of a ticket issuance was
explained.
Mr Atwood continued by stating for the public, the proposed ad valorem tax rate at
7.6% was not a 5.6% tax increase. It was a tax rate increase, not a tax increase. The
actual tax increase was 4 %, due to the taxable valuation going down 2 %. He explained
the chart that depicted the taxable valuation across the lines with the millage rate in
each of the years. All the decreases that occurred in particular years below the roll
back rate added up to a $16 million tax reduction. Mr. Atwood showed the property
taxes between 2010 and 2011 and that 4% of the City's population paid zero property
taxes. Between zero and $100 per year was 8.3 %; $200 and under was 29 %. It was
interesting to note that it went up from 27.9% to 29.2% because of the tax rate increase
which meant more people paid fewer taxes. Mr. Atwood continued to explain the
calculation of the homestead properties and commercial and non - homestead properties
and what impact it would have with a 7.6% tax rate. Depending on the assessed value
of the property, the increase would affect an above average population with an
approximate $60 increase per year. By estimation, properties that were valued at
$50,000 - $100,000, the annual increase would be $1.30. The higher end commercial
properties may see a $200 increase.
Ms. LaVerriere advised that the Financial Advisory Committee was tasked to investigate
certain areas and come up with recommendations on the budget.
Don Scantlan, Chair of the Financial Advisory Committee, advised the Committee
made many recommendations and faced many challenges. There were 23
recommendations and several of the big dollar recommendations would be dependent
on the outcome of the Collective Bargaining Agreements (CBA). Several of those
recommendations would require changes to the agreements. It was possible to save $6
million if the recommendations were accepted by the CBA. The recommendations had
been available for a month and all members had an opportunity to review the Executive
Summary. Therefore, Mr. Scantlan concluded his presentation and would field
questions, if any.
Commissioner Holzman queried Mr. Scantlan as to what the recommendation was
regarding health care costs. Mr. Scantlan advised the Committee recommended that all
employees contribute 50% of the cost of their own medical insurance. That would be
subject to the CBA. Mr. Atwood advised the cost was $3,400 per employee per year.
Commissioner Holzman also queried on the recommendation of take -home cars. Mr.
6
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
Scantlan advised the recommendation was elimination of all car allowances which
would bring a $36,000 savings to the General Fund. The recommendation included
everyone. Commissioner Ross requested information on the employee pension
contributions. Mr. Scantlan advised the recommendation was all employees contribute
an additional 6% to their pension each pay period. That would be a $3.79 million total
City -wide savings, $2.9 million to the General Fund. Mr. Scantlan opined the City
employees would view that as a pay cut.
Mr. Scantlan advised he was unsure what the Committee's actions would be next year.
The department heads did not attend this year and he would like to see that reinstituted
for next year. There was discussion on the benefits of the department heads coming in
front of the Committee and the desire to put that back in place for next year. Mayor
Hay requested Mr. Scantlan put together a list of requests for the Committee next year
and submit it to the Commission for discussion. Commissioner Ross had an additional
question on the employee compensation package, namely the discontinuance of City
cell phones and allowances. She wondered why the savings was for allowances only.
Mr. Scantlan advised the cell phone discussion ensued whereas it was viewed that cell
phones were a perk. It would negatively impact the City's operations when there was
someone who does not take a cell phone home. There was a situation where at one
time, the towers went out and communication with police was through cell phones. Had
they not had cell phones, it would have negatively impacted the citizens and quality of
life.
Mayor Hay requested a five minute break at 3:27 p.m.
Mayor Hay reconvened the meeting at 3:38 p.m.
Mayor Hay announced that the workshop would stop for the day at 5:00 p m. At 4:45,
the public would have the opportunity to provide their input.
Matt Immler, Chief of Police, reviewed his budget impact summary which was provided.
He advised it did not decrease, and the increase was around $1.8 million. This was
essentially due to the increases in the pension, loss of the COPS grant, and increases
in the vehicle maintenance, software maintenance and other contractual services they
were obligated to pay. There were not any other increases in the operating budget
except for $200,000 for the evidence and property section. It would be moved out to old
Fire Station 2 in an attempt to make it an evidence and property storage area to
alleviate the current overcrowding in City Hall. The only other increase within the budget
was the $200,000 increase in overtime which would bring it up to a more realistic level.
Since the budget had been $800,000, it had never been under that due to the overtime
costs. In response to Mayor Hay's inquiry, Chief Immler stated last year overtime costs
were $210,000 over the $800,000 budget. Commissioner Holzman indicated he
requested the Human Resources Director provide a detailed personnel output
comparison between the Police, Fire and City in terms of how many similar employees
7
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
there were, such as the ITS Department. He felt a way to cut budgets would be to cut
redundant services and combine those services so two people were not performing the
job. Commissioner Holzman further stated he had a concern with the $1.2 million in
overtime costs, which in his estimation was unacceptable. He inquired what could be
done in the policing procedures to bring that close to zero. Chief Immler responded that
most of the overtime could not be controlled because it was court related. He provided
an example in which if an off -duty officer was summoned to court, he would be paid a
minimum of three hours overtime. Commissioner Holzman stated that he had
knowledge that Police Officers show up in court and are there much Tess than three
hours. He felt that officers should be paid for the time they are there. Most times the
officer was not in court for three hours. Chief Immler pointed out that in many instances
the department would get reimbursed for the overtime from the DEA or federal agencies
for certain operations.
Chief Immler provided background on the overtime costs. To cut the overtime back, the
department went to 12 -hour shifts. With 12 -hour shifts, the overtime was cut in half to
$700,000. Since that time, the officers had received raises and have added more
officers. He felt the overtime expenditure was not out of line at all and was below the
industry standard considering the size of the department. For example, with the double
homicide that occurred in the Heart of Boynton, information was received that there
would be another incident. In that case, there were extra officers put on duty in the area
and that cost $40,000 in overtime to secure the community. Commissioner Holzman
stated while situations such as those are out of anyone's control, there were situations
that could be controlled. In 2005/2006, there were 196 employed in the police
department and the budget was $18.8 million. Currently there are 11 less personnel,
but the budget was almost $6 million more. Chief Immler clarified that the decrease in
personnel was civilian and not sworn officers. The police officer count was increased by
20 at that time and the cost was significant. In addition, there were two contracts that
provided significant raises during the time, which amounted to over 12 %.
Vice Mayor McCray commented the purpose was to save as much money as possible
without cutting officers. There was a budget shortfall and it would help if everyone
stepped up to the plate including an attempt to curb overtime. Chief Immler advised
three sergeants and a detective were moved from professional standards and the
detective bureau back to the patrol section. That alleviated supervisory overtime. In
addition, out of 164 current officers, 12 were in the DROP program. Commissioner
McCray requested the timeline of when the officers entered the DROP program and
when they were to retire.
There was discussion on the grant that was due to expire in October. There were
questions that the legal department would have to answer should the officer count drop
to below 164. Commissioner Holzman also requested a breakdown of supervisory
positions in the police department. Chief Immler advised there was a significant higher
command staff at one time and was now changed to one Chief and two Majors. One
8
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
was in charge of the operation section and one for everything else. All in all, there were
three command officers, eight lieutenants, 24 sergeants and the remainder was officers
or detectives.
Commissioner Ross inquired about the forfeiture fund. Chief Immler explained, also
known as the Law Enforcement Trust Fund, there was one at the state level and one at
the federal level. It was a fund that could be used for police purposes which had to be
approved by the governing body of the municipality. Commissioner Ross advised there
were a couple of groups that approached her for consideration of funds. There was an
explanation on the procedure to follow for application of funds. There was
approximately $200,000 - $300,000 in both funds. There was discussion on possibly
using the money for the evidence locker expansion. It could not be used for operating
expenses, but could be used for crime prevention, drug education, and safe
neighborhoods.
Mayor Hay inquired of Chief Immler how the lobby being open only on Wednesday was
affecting the citizens. Chief Immler advised citizens do not like it but most of the forms
they needed were on the website. There was a call box with a camera in case someone
had an emergency. If someone had a police department complaint that needed
immediate attention, they should see someone in the City Manager's office. There was
discussion on the feasibility of having the lobby open all the time and the manpower and
cost involved. Five employees would be needed to man the lobby at a cost of
approximately $320,000.
There was a discussion on take -home vehicles for officers. The current mileage limit
was 20 miles within the City limits. There were opinions that take -home vehicles should
only be for officers that live within Boynton Beach and that other cities should not benefit
from our officer's presence. The citizens are paying for the vehicles and they should be
kept within the City or cut the limit to a 10 mile radius. Chief Immler continued to
discuss the cost savings of take home vehicles. The policy became effective when all
surrounding cities had them, so to be competitive, Boynton Beach followed to recruit
quality people. In addition, the life of the fleet was extended from five to seven years.
If an officer abused the policy and was found to be at fault after an investigation, that
officer would lose the take home privilege. After continued discussion, Commissioner
Holzman suggested continuing the discussion at the next workshop for further input.
There was discussion on the tech services unit and everything they are responsible for,
from lights and cameras to radio maintenance. There were differences in what the City
tech services did and what the police tech services did. Even though the services
sound the same, they were quite different. Chief Immler advised a lot of the services
involved the radio system. There were many subscriber units such as walkie- talkies that
were always getting repaired. It was the feeling there was no redundancy or duplication
on the ITS side.
9
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
Commissioner Holzman commented that in all other departments, salaries were frozen
and any sort of deferred comp and bonuses were also frozen. He inquired of Chief
Immler how many individuals in the last year, have had their level of seniority raised so
that would afford them a salary bump. Chief Immler stated the other promotions had
been for vacancies. In addition, there was an inquiry as to why the empty position was
filled when all other departments kept an empty position open for a period of time. Ms.
LaVerriere indicated that at the direction of the Commission, vacancies were filled for
Police and Fire positions. Commissioner Holzman advised that five vacancies were not
filled last year and Ms. LaVerriere stated it was the policy decision of the Commission
during budget negotiations not to fill the positions. Chief Immler concurred. There was
discussion on the filling of the positions and that the police department should be
treated like every other department in the City. Mayor Hay opined that each department
should be treated differently according to their staff level and circumstances. These
issues would be further discussed at the next workshop meeting.
There was brief input on Communications in which Chief Immler stated the only
increase was state mandated. Currently the radio system was fine. In 2017, there
would be a need for a new radio system.
Diane Springer, Code Compliance Coordinator advised the budget was decreased by
$2,300 from the present budget through department request. The Manager's
recommendation decreased it further to $5,700, including replacing one of the Code
Officers that retired last September. The Code Officer that left was a Senior Officer at
the top of the pay grade, and an entry level officer with decreased pay, decreased the
budget. In addition, half an Administrative Associate's salary was saved when moved to
the police department and additional savings from moving offices.
Vice Mayor McCray inquired whether services could be combined and how many cases
were handled in a week. Ms. Springer advised approximately 600 cases were taken
before the Code Compliance Board this year with seven officers. Chief Immler added
these officers also handle calls if they are out on patrol. A call for service would get
dispatched to a Code Officer rather than a patrol officer. For example, if a complaint
was made that a neighbor was not mowing their lawn, a Code Officer would be
dispatched rather than a Police Officer. They would also answer noise complaint calls.
Police Officers would be dispatched if no Code Officers were available. Commissioner
Holzman was concerned because he had received some complaints from citizens
stating that the administration was not as good as it was in both response time and
follow -up and this should be an area of concern. Procedures should be adjusted so not
only the response would improve, but the follow -up procedure as well. Ms Springer
reviewed the procedure.
Commissioner Ross mentioned the noise complaints that generate from Renaissance,
which generally turns into a long process. Ms. LaVerriere explained how the City was
10
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
handling the noise issue and its attempts to work with the complainant and the
restaurant owner.
Commissioner Ross inquired if there had been cost savings and efficiency realized by
folding the Code Compliance Division into the Police Department. Ms. Springer advised
the officers had definitely been busier. Mayor Hay inquired if there was a special
relationship between Code Compliance and the Fire Marshall. A few businesses had
informed him that when they received violations, they were visited several times by the
Fire Marshall when previously they had not been. Ms. LaVerriere confirmed and
advised it was encouraged from a communication standpoint. If there was a violation
that included a possible fire violation, it would be communicated to the Fire Inspector for
resolution. Vice Mayor McCray inquired if there was a log for complaints if more than
one person complained on a property. Ms. Springer confirmed there was a log under
the address. She also advised there was money in the budget for violations on
foreclosed or abandoned properties for mowing of lawns and boarding up, if necessary.
II. Public Comments
Mayor Hay opened the floor to public comments.
Jerry Taylor, 1086 SW 26 Avenue, addressed the tentative millage rate. The current
discussion was to raise it to 7.6 %. Each percentage of millage is approximately
$310,000 and he noted that when the budget was reviewed, it went from $882,000
down to $382,000, almost a tenth of a millage rate. The breakeven point would be
7.7 %, which would give no room to play. He suggested possibly raising it to 7.8% which
could add to the emergency relief fund as it is necessary to build that back up. He
advised for his particular property, he pays approximately $1.40 each month for every
City service he received. If the millage was raised to 7.8 %, he would still be paying less
than $2.00 per month He suggested to tentatively use that rate and if between now
and September, there was some savings found in other places, it could always come
back down.
Herb Suss, 1711 Woodfern Drive, advised he agreed with Mr. Taylor's suggestion and
suggested raising the rate to 8% to build in more of a cushion. Over the years, the rate
was lowered and that is why the City was in its current bind. For the $2.00 more a year
at 8% versus 7.8 %, it would bring in approximately $1.25 million. He also suggested
that the water rates were low and those rates could be raised also. The Commission
had to do whatever it took to raise revenues. Mr. Suss also suggested combining the
CRA with the City. More needed to be done downtown. CRA basically worked with the
Heart of Boynton. He mentioned the CRA spent $50,000 on a fireworks display for 20
minutes of enjoyment. Other communities had cut back and he felt that the CRA could
have spent half and put the other half into the Heart of Boynton, which work there was
long overdue.
11
Meeting Minutes
Special City Commission
Boynton Beach, Florida July 16, 2012
Being no further public comment, Mayor Hay closed public comments.
Mayor Hay advised that the agenda called for some adoptions and inquired of legal if
they had to be adopted at this meeting. With the opinion of Attorney Cherof and the
Commission's consent, this subject would be carried over to next meeting.
Vice Mayor McCray thanked Mr Taylor and Mr. Suss for their input on the millage rate.
Mayor Hay adjourned the special meeting at 4:47 p.m.
CITY OF BEACH / /
r �
Woo.. , 10 ,0,! 1 r. - �
' 4' y , Vice ayor
Commissioner
Steven I, an,, •mmissi r
ATTEST Marlene Ross, Commissioner
et M. Prainito, MMC
1 1117y Clerk
E ut-cc.
Ellie Caruso
Recording Secretary
12
FY 2012/2013
Budget Workshop Timeline
Monday — July 16, 2012
2:00 pm
2:00 pm Welcome Remarks
Budget Overview
3:00 pm Financial Advisory Committee Report & Recommendations
General Fund Departmental Reviews:
3:30 pm Police Department/Code Enforcement/Communications
4:30 pm Break
4:45 pm Fire Department
5:15 pm Development Department/Community Improvement
5:45 pm Public Works /Engineering
6:15 pm Library /Museum
Public Comments
Discuss Adjournment/Continuation of Workshops
*Other General Fund departments to discuss (depending on time availability):
Recreation
City Manager /City Commission /City Hall
Legal
City Clerk
Finance
Human Resources
ITS
GF Capital Improvement
Tuesday - July 17, 2012
9 :00 am
9:00 am Continue with General Fund discussions:
10 am Utility Fund Operating & CIP
11:30 am All Other Funds — i.e. Sanitation, Risk, Golf Course, Cemetery, etc.
12 pm Lunch Break
1 pm Wrap up discussions
Public Comments
Adoption of Preliminary Fire Assessment Rate Resolution
Adoption of Tentative Millage Rate Resolution
FY 2012/2013 Budget & Fire Assessment Calendar
Date Time Budget Action (Commission Action in Bold Below/
Wednesday, March 14, 2012 to 9 AM Distribute Budget matenals to all departments.
Tuesday March 20, 2012
Monday, March 26 2012 5 00 PM Deadline for Vehicle requests submission to Fleet Management, Personnel requests submission to
Human Resources, Technology requests to I T.S., EOC Request Forms to Fire Rescue, and Grant
Funds to Grant Team
Thursday, April 5, 2012 5 00 PM Deadline for Human Resources, Fleet Maintenance, I T.S and Grants Team to submit
recommendations to Finance
Monday, April 9, 2012 51)0 PM Departments final day of Operating & CIP budget data entry
Monday - Wednesday 8 00 AM Budget Review Team meets with departments to review Operating & CIP budgets and goals
April 16-18, 2012 Provide Human Resources with personnel changes
Friday, April 27, 2012 Noon General Indication of Property Taxable Values from Property Appraiser
Fnday, June 1, 2012 Noon Preliminary Property Taxable Values from Palm Beach County
Monday, July 02, 2012 Noon Property Appraiser delivers Preliminary Certification of Taxable Value (DR420)
Week of Budget Transmission to City Commission
July 2 -5, 2012
Monday, July 16, 2012 2:00 PM Budget Workshops - Library Program Room:
Discuss Proposed FY 12113 Operating & CIP Budget presented to City Commission
Tuesday, July 17, 2012 9:00 AM Continue to Discuss Proposed FY 12113 Operating & CIP Budget
Wednesday, July 18, 2012 2:00 PM Special Commission Budget Meeting for
1. Adoption of Tentative Mlilage Rate
2. Adoption of Preliminary Fire Assessment Rate Resolution
Note. Date may not coincide with School Board meeting date of July 25
Week of 1 Advise Property Appraiser of Preliminary Fire Assessment Rate and Fire
Monday, July 23, 2012 Assessment adoption heanng date (Thursday, September 13, 2012)
2. Advise Property Appraiser of Proposed Millage, rolled -back rate, date, time and meeting
place of theist Budget Public Heanng on Form DR-420
Thursday, August 16, 2012 Advertise Notice of Public Hearing for Annual Fire Assessment Resolution (Thurs., 9/13/2012)
(City Clerk / City Manager action )
Note. Statutonly reauired by Auaust 24
Thursday, August 16, 2012 Mail statutorily required First Class Notices to affected property owners
(GSG action )
Note. Statutonly reauired by Auaust 24
Tuesday, September 4, 2012 6:30 PM 1 Budget Public Hearing to adopt Proposed Budget.
Note: Date may not coincide with School Board (9/5) or County (9 /6) meetina dates
Thursday, September 13, 2012 6:30 PM Public Hearing to adopt the Final FY12/13 Annual Fire Assessment Resolution
Note Date may not coincide with School Board (N /A) or County (9/24) meeting dates
Thursday, September 13, 2012 Advertise final millage and budget heanng in newspaper (Start summary 9/17/12)
(City Clerk / Finance action )
Monday, September 17, 2012 City certifies Final Non -Ad Valorem Assessment Roll to PBC Tax Collector —
(Finance / City Clerk will mail original)
Tuesday, September 18, 2012 6:30 PM 2" Budget Public Hearing and Final Adoption of FY 12/13 Budget and Mlllage Rate
Note Date may not coincide with School Board (N /A) or County (9/24) meetina dates
Thursday, September 20, 2012 5 00 PM Submit resolutionlordinance adopting final millage rate to Property Appraiser, Tax Collector, and
Department of Revenue within 3 days of adopting final millage rate
Thursday, October 18, 2012 Submit completed TRIM package within 30 calendar days following adopting final millage rate with
Form DR -487, Certificate of Compliance
S \Finance \Budget 2012 - 2013 \Calendar\FY 2012-2013 -Budget Calendar - Version 7
Backup Materials Enclosed
• Ten Year Millage Rate History
• Millage Rollback Rate Analysis
• Percentage of property owners paying zero - $200 in
annual taxes
• Property tax scenarios based on taxable value for FY
12/13 - Current (7.1941) vs. Proposed (7.6000)
• Property Tax Comps for other cities in PBC
• Financial Advisory Committee Report &
Recommendation
• Cell Phone Allowance Report
• Assigned City Issued Cell Phone Report
• City Take Home Car & Car Allowance Report
• Furlough Savings Per Day Report
• Benefits Survey — Health Insurance
• Fund Summaries —All Funds
• Garbage Rate Study /Comps
• OF — SEIU comments & staff response
_
FY 2012/2011 — Budget Workshop
• Ten Year Millage Rate History
• Millage Rollback Rate Analysis
• Percentage of property owners
paying zero - $200 in annual taxes
• Property tax scenarios based on
taxable value for FY 12/13 - Current
(7.1941) vs. Proposed (7.6000)
• Property Tax Comps for other cities
in PBC
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SINGLE FAMILY HOMES AND TOWNHOMES 2005 2010 2011
Number of properties 17,329 17,825 17,831
Number of properties paying zero taxes 89 334 410
Percent of properties paying zero taxes 0.5% 1.9% 2.3%
Number of properties paying more than zero taxes, up to $100 74 998 1,249
Percent of properties paying more than zero taxes, up to $100 0.4% 5.6% 7.0%
Number of properties paying below $200 in taxes 992 3,767 4,064
Percent of properties pa in below $200 in taxes 5.7% 21.1 % 22.8%
CONDOMINIUMS AND COOPERATIVES 2005 2010 2011
Number of properties 9,529 12,269 12,628
Number of properties paying zero taxes 802 782 818
Percent of properties paying zero taxes 8.4% 6.4% 6.5%
Number of properties paying more than zero taxes, up to $100 906 1,395 1,281
Percent of properties .a in. more than zero taxes, up to $100 9.5% 11.4% 10.1%
Number of properties paying below $200 in taxes 2,338 4,615 4,843
Percent of properties paying below $200 in taxes 24.5% 37.6% 38.4%
ALL RESIDENTIAL PROPERITIES (except apartments) 2005 2010 2011
Number of properties 26,858 30,094 30,459
Number of properties paying zero taxes 891 1,116 1,228
Percent of properties paying zero taxes 3.3% 3.7% 4.0%
Number of properties paying more than zero taxes, up to $100 980 2,393 2,530
Percent of properties payin more than zero taxes, up to $100 3.6% 8.0% 8.3%
Number of properties paying below $200 in taxes 3,330 8,382 8,907
Percent of properties paying below $200 in taxes 12.4% 27.9% 29.2%
Note 7 500 base millage rate for 2005; 6 7626 for 2010; 7 1941 for 2011
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FY 2012/2013 — Budget Workshop
• Financial Advisory Committee Report &
Recommendation
Page l of 2
Finance Advisory Committee
Executive Summary for Budget Year 2012 -2013
This Executive Summary covers the efforts undertaken by the Boynton Beach Financial
Advisory Committee to support the budget fiscal year 2012 -13. This is the second year
of the Committee's existence and for several reasons it was a challenging one. Despite
the challenges, the attached report still provides recommendations and data that should
prove useful to the Commissioners as they undertake a more challenging effort of
creating the FY 2012 -13 budgets for the City of Boynton Beach. The volunteers who
make up this Committee put in many hours of effort researching and reporting on the
topics they chose, trying to help the Commissioners in their task of developing a next
year's budget. The support of City Staff, especially Barry Atwood and Tim Howard, were
instrumental in the Committee's accomplishments.
The Committee began last year with a list of topics for review that contained 53
subjects. The topics were a collection of items where revenue could be increased or
costs reduced and were suggested by City Staff or Committee members. For last year's
FY 2011 -12 budget workshops, 30 recommendations were made by seven (7) members
on those subjects. This year, the list for FY 2012 -13 included 40 subjects. Each
Committee member selected or developed topics that they are interested in, have the
expertise to conduct research, and to make a recommendation which is then voted on
by the Committee. The results are given to the Commissioners in this report for
consideration during the Commission's upcoming annual budget workshops.
One of the most significant challenges this year was membership of the Committee. In
September, when the Committee began its effort for the FY 2012 -13 budget year, there
was no Vice - Chair, only one alternate and there was one opening for a regular member.
A total of five (5) members have left the Committee for various reasons (all matter of
public record) with only one addition. Two meetings had to be cancelled for lack of a
quorum. We concluded our work with only four (4) members. The reduced membership
size resulted in a less robust report from the Committee this year compared to last year
and compared to expectations. However, with the results of this year's Citizen Survey
and 22 added recommendations this year with only four (4) members, the work effort
per member exceeded last year.
Some of the recommendations will only be realized after negotiations with various labor
unions and the negotiation, trade -offs or final outcomes will determine the amount of
potential budget savings.
The following table summarizes the topics studied, the resulting recommendation, the
Committee's vote results, and the potential impact on the budget for FY 2012 -13 that
totals $6.4 million for the General Fund and $8.1 million for all funds.
4 g -
Finance Advisory Committee
Executive Summary for Budget Year 2012 -2013
The recommendation number and topic below refer to the reference item at the bottom
left side of each of the following FY 2012 -2013 Budget Recommendation pages.
Vote Results - INo Topic FAC Member Recommendation
For/Against General Fund Total All Funds
1 City Services Citizen Survey Don Scantlan 4/0 Consider citizens' opinion TBD TBD
2 County -City Redundancies Don Scantlan 3/1 Establish pnontized list and standard model for TBD TBD
converting City functions to County
3 Make -Buy Other City Services Don Scantlan 4/0 Maintain status quo None None
4 Street Lighting on County/State Roads Don Scantlan 4/0 Work with League of Cities to exempt atlas from $ 180,000 $ 180,000
hghtlno costs on County / State roads
5 Capital Improvement Plan Dennis Dougherty 4/0 aor�idi SIP planning to be more realistic to budget TBD TBD f
—
6 Schoolhouse Children's Museum Dennis Dougherty 4/0 Continue funding in the short term, monitor in future $ - $ '
7 Public Safety Communications Hub Dennis Dougherty 4/0 Place 011 hold pending future of Police Department $ $
-- _1
8 Impact of New Legislation Dennis Dougherty 410 Assign individual to trade fiscal impact of legislation ' $ - $
9 City Commission Salanes & Expenses Terry Lonergan 4/0 Eliminate unaccountable expense accounts $ 33 445 $ 33 445 1 ,
10 Employee Overtime Pay Policies Terry Lonergan 4/0 Negotiate flex time scheduling in Blue and White TBD TBD
CoNar contracts
11 Employee Non - Compensation Benefits Terry Lonergan 4/0 Allow non - resident City staff participate m activities at $ $
resident rates
Discontinue personal time off, cap accumulated sick
12 Employee Leave Benefits Terry Lonergan 4,0 leave at 1040 hours, discontinue transfemng sick iBr ref)
hours to vacation hours
13 Employee Unpaid Furlough Days Terry Lonergan 2/2 p�emDloVe furlough days for two paid holidays for $ 140 250 $ 187 000
14 Employee Compensation Package Terry Lonergan 311 Discontinue City gall phones and allowances (Impact = $ 33 50 $ 54,000
only allowances)
14 Employee Compensation Package Terry Lonergan 3/1 Discontinue City take home cars and allowances
( Impact = only a$owances) $ 36 000 $ 59000
15 Employee Pension Contributions David Katz 3/1 Increase employee pension contribution by 6% of $ 2 900 000 $ 3 790 000
salary
16 Employee Car ANowances David Katz 10 Eliminate all car allowances Included in 14 Included in 14
17 Employee Cell Phone Allowances David Katz 1 31 Eliminate all cell phone allowances Included in 14 Included in 14 —
`
18 Employee Medical Insurance Contribution David Katz 311 Contnbule 50% to medical insurance vs 0% $ 1 800000 $ 2 500,000
19 Additional Revenue Sources David Katz 3/1 Increase ',tillage rate to 7 3551 to raise an added
$500,000 $ 500 000 $ 500,000
20 Additional Revenue Sources David Katz 410 Raise refuse rates by $1 00 per month to increase $ 450,000 $ 450,000
transfer to the General Fund
21 Additional Revenue Sources David Katz 4/0 Reduce CRA boundaries from Gulfstream Blvd north $ 400,000 $ 400,000
to Woolbn. ht Rd
22 City Park Usage Terry Lonergan 4/0 Leave a parks as they are presently $ - $
23 Municipal Election Costs Terry Lonergan 4/0 No action recommended $ - $ -
Totals $ 6,473,196 $ 8,153,445 e
Page 1 of 5
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subject/Topic: City Services Citizen Survey
Reviewed By: Don Scantlan
Recommendation (Specific Action Recommended): The Citizen's Survey is conducted to provide the City
leaders with another data point to consider when making resource allocations and budget decisions.
There were 224 respondents who agreed to the privacy policy and were allowed to answer the
questions (not agreeing with the privacy policy prevents the respondent from continuing by the
software). The sample size of 224 is considered statistically significant for Boynton's population of 18Y0
and over of 55,067 (per 2010 census) at a 95% confidence level with a confidence interval of +1- 6.5.
Not all respondents answered all of the questions; therefore, the actual confidence level and interval of
each specific question will vary. This year a narrative response was allowed on three questions as a
technique to collect more citizens' opinions, than allowed by a closed question technique. I conducted a
categorical analysis of the narrative responses to assist the leadership in reviewing the responses. The
specific responses and the categorical analysis are attached to this recommendation as an executive
summary.
Pros of Recommendation: Use of the data in the survey should increase the confidence that the
Commission is making its budget decisions in line with the desires of their constituents
Cons of Recommendation: While the sample size does represent a statistically significant
representation of the adult population of Boynton Beach, a larger sample size would allow a higher
degree of confidence in the outcomes. Also, there were three narrative responses allowed this year.
The responses did not yield any significantly innovative approach to any of the budget issues in
question.
References (Staff, Documents, and Public): 2010 Census, "Survey Monkey" survey portal
Impact on 2011/12 Budget: Depends upon which options the Commission decides to choose
Impact on Out Year Budgets: Depends upon which options the Commission decides to choose
Impact on Citizens:_ Depends upon which options the Commission decides to choose
Impact on City Staff: Depends upon which options the Commission decides to choose
Committee Vote Result: For: 4 Against: 0
1- Recommendation for City Services Citizen Survey - Scantlan
'age . ,
Executive Summary of Budget Survey
Questions 1 &2. Agree to Privacy Policy. The respondent must agree to the privacy policy in order dc,
continue with the survey. There are two questions, because, they are asked once, and then rf they say
no they are asked again to see if they want to agree with the policy or leave the survey If they answer
the second question no, they are exited from the survey If they answer yes, they can proceed
Question 3. Residence /Business status. 90.7% (196) respondents maintain a residence in Boynton
Beach. 21.7% (47) owned or operated a business in Boynton Beach
Question 4. Years of residence. Most people (189) skipped this question (it was only available to those
who answered that they both owned a business and maintained a residence in Boynton Beach). Of
those that answered the biggest category (36.8 %) was more than 20 years
Question 5. Years of business operation. Most people (189) skipped this question (it was only available
to those who answered that they both owned a business and maintained a residence in Boynton Beach)
Of those that answered, the biggest category (47 4 %) was less than 5 years
Question 6. Years of residence. Available to those answered Q3 with option 2 (residence /no business)
The distribution of responses to this question was very balanced (in 5 year increments) Only the
category 16 -20 years was not within 4% of 20 %, Less than 5 years was the largest category (24 1 %)
Question 7. Years of business operation. Available to all regardless of how they answered Q3 Only 10
people answered this question
Question 8. Your District. Districts 3 and 4 were virtually tied (29 9% and 31 %) and accounted for 60%
of the responses (of the 174 who answered this question) District 2 had the least responses with
16.7%.
Question 9. Your age. 43.7% of the respondents were between the ages of 45 -64.
Question 10. Family income. Except for the less than $30,000 response which was 10 3% the other
categories were within 3% of 18%
Question 11. Name address. 68 people provided their home /business address information
Question 12. Your factor to move /own business in Boynton Beach. 80.4% (123) listed Public Safety as
Very or Extremely Important. The lowest response for extremely important was cultural factors. The
highest response for unimportant was Schools. This question had allowed a narrative response, The
responses are categorized in the categorical analysis that follows.
Question 13. Options to reduce deficit. 38.8% chose combination of eliminating services and raising
property taxes and fees. It should be noted that in the narrative responses allowed to questions 14 &
19, several respondents said reduce waste /improved efficiency should have been a choice
Question 14. What city services would you eliminate /cut. Close recreation center and close one or more
parks both had 55.2% (74) selections. The lowest selection was eliminate street lighting 10.4% (14). A
narrative response was allowed on this question A categorical analysis of the narrative responses
follows at the end of this executive summary.
Question 15. Police coverage /response time. 55.3% (84) selected increase property taxes. While this is
a 10% spread between the two choices, it could be a tie within the confidence interval of the survey
Question 16. Fire assessment increase. An absolute tie (50 %) for both yes /no.
1- Recommendation for City Services Citizen Survey - Scantlan
Page 3 of 5
Question 17. Raising taxes /fees. Raising fines (39.6 %) closely followed by raising rentals (37.8 %) were
the top Strongly agree /agree responses with Business tax receipt (25.1 %) getting the most followed by
user fees (21.6 %) that disagreed /strongly disagreed.
Question 18. Hold increases to cost of living? 63% (96) selected yes.
Question 19. This was a narrative question. Categorical analysis follows.
Question 20. Schoolhouse Children's Museum. 61.8% (94) selected No to city's $200K annual support.
Question 21.Borrow for Old high School renovation. 74.3% (113) selected No.
Categorical analysis of responses to Question 12. factors influencing you to come to Boynton Beach.
• Comments about effective city government: 5
• Comments about issues with survey instrument: 4
• Other:4
• Comments about Senior Citizen transportation /daycare issues: 2
• Comments about Public Safety: 2
• Comments about Home Prices: 1
• Comments about Taxes /fees: 1
Categorical analysis of responses to Question 14. which services would you cut?
• Other:9
• Reduce waste /increase efficiencies: 6
• Pay freeze, reduce administration, cut benefits: 4
• Reduce benefits to police /fire: 4
• Sell property: 4
• Across the board reductions:2
• Increase traffic fines: 2
• Reduce employees in customer service: 2
• Turn off lights at parks when not being used.
• Reduce police coverage in "private" communities
• Increase beach permit fees
• Increase penalty for excess residents in rental units
• Reduce water use at parks
• Reduce management positions in Police /Fire
• Turn police department over to county sheriff
• Stop taking fire trucks to grocery stores
• Raise taxes
• Close civic center
• Remove landscaping from medians
• Reduce fire inspection services
• Turn parks over to neighborhoods
• Rely on volunteers for park maintenance
• Employee furlough
• Eliminate 1 day of trash pick -up
• Reduce police /fire coverage /services
• Eliminate CRA
• Merge services with other surrounding cities
• Redevelop older areas with new homes
• Reduce studies /surveys
1- Recommendation for City Services Citizen Survey - Scantlan
'age e
Categorical analysis of responses to Question 19. Suggestions?
• Police /Fire
Reduce other (non police /fire) city pay /benefits 14
Reduce ponce coverage /size of force 3
Close fire station: 2
Change fire department to volunteer. 2
o Reduce fire response times, review all expenses
Stop sending fire trucks on medical calls 2
c Put time limit on benefits of spouse of fire person injured /killed on duty
o Evaluate police /fire making over $100K
o Turn police department over to county sheriff: 3
• Turn fire department over to county 2
o Reduce police /fire pay /benefits: 10
o Do not allow police scheduled for court to also take vacation on same day
o Turn off police car engines when not needed
o Institute Police assessment
o Eliminate citizen patrols
o Don't have fire department respond to every vehicle accident
o Reduce police /fire budgets
• Municipal (not Police /Fire)
o Reduce city staff
o Decrease city maintenance
o increase code compliance: 3
o Turn PZ &B over to county /reduce PZ &B staff
o Cut all expenses except fire /police
o Consolidate city departments
o Demolish civic center
o Renovate Old High School into revenue generator: 2
o Demolish old high school: 3
o Across the board cuts
o Stop support for Schoolhouse museum
o Increase bad debt /back taxes collection:
o Do not sell land, lease to developers
o Install GPS tracking in all city vehicles to monitor use
o Close parks temporarily
o Eliminate corruption in government
o Hiring freeze
o Compete all contracts
1- Recommendation for City Services Citizen Survey - Scantlan
Page 5 of 5
Increase Revenue
• Charge to attend Ocean Ave events
• Increase sales tax on restaurants during "season"
• Increase development impact fees
• Increase traffic fines and enforcement
• Metered parking at beach
• Charge West Boynton residents much more for using city services (library, parks, ...)
• Increase usage fees for non city residents
• Tolls for bridges over Intercoastal
• Sell corporate naming rights to parks /city buildings
• Raise activity fees
• Raise millage rate /taxes: 5
• Charge to ride school buses
Reduce Costs
• Once a week trash pick -up: 3
• Cut all salaries over $75K: 2
• Eliminate waste /increase efficiency: 5
• Delay equipment replacement
• Eliminate (charge more for) take home vehicles /Reduce city vehicles /use: 3
• Stop moving old houses and refurbishing them
• Reduce bulk trash pick -up to once a month
• Reduce number of holidays for city staff
• Reduce spending on Wilson pool and Hester center
• Volunteer Mayor, Commissioners and City Manager
• Reduce salaries /benefits of Mayor and Commissioners: 2
• Reduce training/conference expenses
• Use low maintenance, native vegetation for city landscaping
• Eliminate rec /arts programs or find sponsors to fund them: 2
• Reduce paper usage
• Eliminate TV in city hall
• Eliminate city art projects
• Reduce library hours
• Reduce salaries over $250K to $160K
• Eliminate DROP program: 2
• Employee furloughs: 2
• Eliminate parks
• Restructure municipal debt
Nonfinancial
• Make it easier to start new businesses in Boynton Beach
• Turn over all nonpublic safety over to private sector (except water, sewer).
• Economic development: 3
1- Recommendation for City Services Citizen Survey - Scantlan
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subj ect /Topic: County /City Services Redundandes
Reviewed By: Don Scantlan
Recommendation (Specific Action Recommended):
1) Establish a prioritized list for consideration of converting City functions to County and the implications
unique to each transfer. Just as the City is currently considering turning the Police Department over to the
Sheriffs office (a transfer of a currently City managed function over to the County) a prioritized list to review
the following transfers to the County;(in no particular order) Parks and Recreation, Library, Fire Department,
Planning/Zoning/Building, Water Utility, Waste Water Utility, Streets and Roads.
2) Establish a standardized model for conducting the reviews. What type of Cost Benefit analysis is the City
Commission going to use to deride if the transfer of the {Sty Police Department to the County Sheriff's Office
is the best course of action or not?
Pros of Recommendation: A review of Boynton Beach Departments and County Departments shows that
every function in the City is replicated by a department in the County. Each department will have a specific
set of advantages and challenges if transferred to the County. Each department could be reviewed for its in
order of priority (reviewing all simultaneously would likely exceed current staff /City Commissioner capacity).
Cons of Recommendation: Conducting the analyses in series will take a lot of time. It would be years before
all departments would be considered.
References (Staff, Documents, and Public): City Budget Organizational Chart and County Web site
Organizational Chart
Impact on 2011j12 Budget: Depends upon which options the Commission decides to choose. It was
disdosed in the Sheriffs department presentation that the City could save $5,000,000 over two years by
transferring the Police Department Are similar savings available from other departments and are the savings
real?
Impact on Out Year Budgets: Depends upon which options the Commission decides to choose_
Impact on Cldzens:_Depends upon which options the Commission derides to choose.
Impact an Oty Staff: Depends upon which options the Commission deddes to choose.
Committee Vote Result: For: 3 Against: 1
2- Recommendation for County -City Redundancies - Scantlan
Page : of
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subject/Topic: Make /Buy other city services.
What other city services could be outsourced to save money /increase revenue?
Reviewed By: Don Scandan
Recommendation (Specific Action Recommended): Maintain Status Quo. The Qty Department most logical
for outsourcing is the Solid Waste and it is a subject for study on its own. Other city departments are either
specifically governmental in nature or already reduced to minimal staffing and would not make economically
viable contracting/procurement outsourcing efforts (beyond normal use of temporary staffing agency).
Pros of R : The Crty retains direct control over provision of services to residents and can
continue to improve services and efficiency.
Cons of Recommendation:
References (Staff, Documents, and Public): Discussions with City Staff; Lori LaVeniere, Jeff livergood, Barry
Atwood.
Impact on 2011/12 Budget: None
Impact on Out Year Budgets: None
Impact on Citizens: Status Quo
Impact on City Staff: Status Quo
Committee Vote Result For: 4 Against: 0
3- Recommendation for Make -Buy Other Crty Services - Scantlan
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012-2013 Budget Recommendation
Subject/Topk: Street Lighting on County /State Roads
Reviewed By: Don Scantlan
Recommendation (Spedfk Actba Recommended): Work with the Palm Beach County League of Cities to
advocate for and get the County /State to create a state/county-wide policy where the State/County pays the
FPL bill for all street lighting along State County roads regardless of whether they are inside of municipal
boundaries or not. Just as I-95 passes thiu counties and cities without changing who pays for the lighting, the
state /county roads should have a single bill payer whether the road is in a munidpality or not
Pros of Recommendation: It could lead to a saving of around $180,000 for Boynton Beach. Also, it could
reduce administrative burden of multiple Street Lighting Agreements with FP &L
Cons of Recommend■ don: Boynton Beach would lose any control over characteristics of street lighting on
State /County roads within its munidpai boundaries.
References ( Staff, Documents, and Public): Discussions with City Staff; Lori LaVerriere, Jeff Livergood, Barry
Atwood. Discussions with Richard Raddiffe, Executive Director PBC League of Cities. Attempted contact with
FP &L Government Relations, but, was unable to make contact before deadline. Reviewed City Ordinances
and Street Lighting Agreements with FP &L dating back to 192&
Impact on 2011/12 Budget Could reduce budget by approximately $180,000
Impact on Out Year Budgets: Could reduce annual recurring costs by approximately $180,000 per year.
Impact on Citizens: None
Impact on City Staff: Would eliminate the need for an ordinance every time a street lighting project or a
street project that impacted street fighting.
Committee Vote Result For 4 Against: 0
4- Recommendation for Street Lighting on State- County Roads - Scantlan
Page 1 at
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subject/Tooit: Capital Improvement Plan
Reviewed BY: Dennis Dougherty
: Change Capital ImproA+ement Planning to be more
realistic to actual budget conditfons.
Whereas past project funding balances have allowed for realistic allocation of funds to pending projects,
huge transfers to the General Fund (to balance the budget) and postponement of key capital
expenditures (e.g., Street Maintenance, Software updates) has necessitated balancing the budget
through planned Public Service Tax Debt Fund transfers ($600,000 in FY 2012/13 and $400,000 in FY
2013/14).
Additional current year spending projections appear to show a $550,000 overage going into next year,
The City needs to accept current financial conditions and stop the bleeding.
Key decisions need to be made regarding infrastructure such as building and land sales, department
outsourcing, communications updates, etc.
Pros of Recommendation: Would create a more realistic year to year budgeting process regarding
capital projects. Would fadlitate an environment condudve to running a city of our size.
Cons of : Possible increases in taxes may be required to achieve this reality.
References MUM. Dom. and Public): Extensively reviewed City budget data for past and future
Met several times with key members of the CIP Committee.
inn ect on dit12 I3 u . Would either necessitate (1) an additional transfer from Public Service Tax
Debt Fund to the CIP, (2) a reduced transfer to the General Fund, (3) immediate changes to existing
capital Improvement plan, or (4) an increase in tax revenue.
Impact on Out Year Rodents: Similar increases in future years.
knoact on ttbaes: Similar increases in future years.
Impact on City Staff: An alternative could be to cut staffing as opposed to increasing taxes
Committee Vote Result: For 4 Against 0
5- Recommendation for Capital Improvement Plan - Dougherty
Page 1 of 2
Boynton Beach Finandal Advisory Committee
FY 2012 -2013 Budget Recommendation
Subject/Tooic: Schoolhouse Children's Museum
Reviewed g: Dennis Dougherty
Recommendation Continue funding in the short term, but the funding should be continuously
monitored and reviewed by the Commission.
Current funding is $204,576, $120,000 of which is for two senior employees. Our previous
recommendation to the Commission to reduce funding by 8% was rejected.
The Museum is in its infancy regarding current management and organization, but is making progress in
becoming self - sufficient. They recently obtained a $73,000 Quantum Grant which has given them added
credibility. Currently there is an audit under way to evaluate there financial statements to be done over
a two year period.
1 believe at that time (two years) serious consideration should be given to reducing the city's financial
support - probably by continuing to provide the building and maintenance, but by reducing or
eliminating the $120,000 stipend for the 2 employees. It should be noted that we could find no evidence
of the Boynton Cultural Centre's (BCC) responsibility of reporting quarterly to the Commission including
all revenues and expenditures. The last agreement has been in force over 2 years (signed Feb 16, 2010).
Also regarding the latest agreement (R10 -027) we could not find a copy stipulating the amount the city
should contribute to the salaries of BCC employee (41). Additionally the BCC bylaws are not updated to
reflect changes in the office of Museum Coordinator /Exeartive Director.
Pros of Recommendatbn: Museum provides a sense of status and accomplishment to the city. it also
helps create a vital block along with the library and band shell to the development of the downtown
area.
Cons of Recommendation: The 2012 budget survey of conducted by the FAC found that 88 of 141 (62%)
of all respondents where not in favor of continuing support of this entity for the amount currently
budgeted. With continuing losses in property values, the dty seems to be headed toward additional
budget cuts this year and needs to find viable targets.
References: Did a financial analysis through Guidestar (an online organization which gathers and
publicizes information about nonprofit organizations) of the Museum - only 2009 tax forms available —
which basically supports the organizations need for financial support to continue.
Researched and reviewed similar Museums in our area — Boca Children's Museum, Child Science at
Sugar Sand Park and others in Davie and West Palm and determined though analysis and meeting with
Museum directors that they were pretty much self suffident although mature, leading me to believe
that this is the path we want to continue along — reducing dollar support while ensuring the entity's
viability.
6- Recommendation for Schoolhouse Museum - Dougherty
- 'age 2 al ,
1 met with Museum Director, Amy Heaver, Boynton Beach Museum Board Member, Craig Clark as well
as Boca Raton Children's Museum Director, Jane Morrison
Reviewed Boynton Beach financial documents, School House Museum Management Agreements,
Boynton Cultural Center Inc. Financials, Financial Audit RFP (audit report is not available at this time).
Imp on Zb12J13 Budtel: Minor additional expense noted in 5 year plan ($206,619 in 2012 -13).
Impact on Out Year Budtets: Similar increases in future years.
impact on Citizens: The School House Museum is seeing an increase in attendance and functionality. It is
an important instrument in the continued cultural development of Boynton Beach as well as the efforts
toward revitalizing the downtown area.
Impact on QtvStaff: None
Committee Vote Result: For 4 Against: 0 .
6- Recommendation for Schoolhouse Museum - Dougherty
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subiact/Topk: Public Safety Communications Hub
Reviewed Dv: Dennis Dougherty
Recommendation: Place on hold penning future of the City Police Department and another
update.
Pros of Recomtaendadan: Combining facilities with other munidpallties would reduce cost.
Lot 2figmeggsgdgligg: Continuing expense. A solution is important to future of Police and
Fire operations.
$gam: Spoke with Chief Immler. Preliminary proposal was not acceptable and was
returned for updates.
Impact on W12/13 Budget: None at this time.
Impact on Out Year Budgets: None at this time.
Impact on 1s: None at this time.
Impact on City Staff: None at this time.
Commlttee Vote Result: For 4 Against 0
7- Recommendation for Public Safety Communications Hub - Dougherty
Page 1 of
Boynton Beach Finandal Advisory Committee
FY 2012 -2013 Budget Recommendation
Sublect/Took: impact of New Legislation
R Bv: Dennis Dougherty
• Assign a specific individual to track new legislation
and report recommended strategies to the Commission and the budget committee regarding forthcoming
changes in expected revenues and expenses.
Pros Of Recammendetion: City can get a more accurate forecast of upcoming expenses and revenues.
This would help better manage the budgeting process..
Cons of : Upcoming budgets can be inaccurate due to the inaccuracies in forecasted tax
revenues or unantidpated expenses due to unforeseen mandates.
Reference's Discussed with Carisse LeJeune, Interim Assistant City Manager.
• Reviewed recommendation offered by the Florida League of Cities,
• Reviewed Florida Government Financial Officers Association (FGFOA) Newsletters
• Researched bills and happening on nnylloridahouse gov
imosct on 20i2/i3 Budeeb The following bills were passed and may /should have an impact on our future
budgets:
Communications Services Tax 1e 809 by Rep. Grant. The bill has an indeterminate fiscal impact,
except for the portion dealing with the collection allowance. The Revenue Estimating Conference
of the State Office of Economic and Demographic Research could not determine a definitive
finandal impact to state or local government, but estimated a recurring negative impact to local
government of not less than 528 minion.
Local Business Tax 7125 was ordered enrolled on March & It creates an exemption from the
local business tax for real estate associates and broker associates. The bin is estimated to have a
negative recurring impact to local governments of $3.8 mnian, per the House of Representatives
Staff Analysis.
Tax Exemptbns and Tax Credits10 7087 (Preoourt) is a comprehensive economic development
bill that increases the current corporate income tax exemption from net income from $25,000 to
$50,000, exempting approximately 5,000 new businesses from the corporate income tax. The bill
permits specified counties to apply far designation of enterprise zones
Tangible Personal Property Tax Exemptbn CSJHJR 1003 (Eiisnaugle) passed the Legislature and
will be on the 2012 general election ballot The bill, subject to voter 60 percent approval in the
November election, creates a targeted exemption from ad valorem on tangible personal property
for small businesses it also authorizes cities to provide through a local ordinance, additional
Tangible Personal Property relief for businesses
Impact on Out Year nudists: Similar increases in future years.
Impact on Citizens: None
Inmxg on ter zit May require additional duties to a staff member — was previously performed by
Carisse Leieune who was recently elevated to Interim Assistant City Manager
Committee Vote Result: For 4 Against 0
8-Recommendation for Impact of New Legislation - Dougherty
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
liddeatank City Commission Salaries & Expenses
ligAgg d By: Terry Lonergan
agiammitediabliblifillibilik. Eliminate unaccountable expense money allotted to
each Commissioner and Mayor.
Pros of Recommendation: The City of Boynton Beach seems to compare favorably to Delray Beach in
our Pay Plan. Some salaries are higher in Delray than here, the reverse is also true. Our Mayor and
Commissioners salaries are each approximately $6,000 per year higher than Delray, not including the
expense account.
guadigianialgWatign It has been stated by some that doing the City's business costs more than
the salary plus expense account.
ggfugmagEMASUMNIFI Julie Oldbury, Director of Human Resources; Arleen Barton,
HR Projects Manager; Delray Beach Pay Plan
in act on 2012113 Budaet: Each Commissioner Is given $6,582 annually and the Mayor is given $7,117
annually to spend. Eliminating this will save the dty $33,445 per year.
Imoact on Out Year Bodeen: Same
Imoact on attcens: Removes the impression of impropriety in regard to fiscal responsibility.
Imosct on Chv Staff: None
Committee Vole Result: For: 4 Against: 0
9- Recommendation for Commission Salaries & Expenses - Lonergan
Page of
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
$ubject/Tooic: Overtime Pay Po lides
Reviewed Bv. Terry Lonergan
(SoncNlc Acdon Recommended': Negotiate scheduling "flex time" into
upcoming Blue Collar and White Collar contracts as the best way to eliminate overtime pay.
pnajdzinnimenteks In theory, flex time eliminates the need for overtime pay.
Cons of Recommendation: Flex time is not allowed under any police contracts. Blue and White
collar do not have provisions for this under their current contract, but did tentatively agree to
make this change in the upcoming agreement term.
Reverences ( Stsff. Doamien i. and 1Pubgtl: Julie Oldbury, Director of Human Resources
Impact on 2012/13 Budget To date, no savings have been realized
moact on Out Year Buckets: Based on our very "lean" staffing levels, it is unlikely that we will
see immediate savings.
impact on : None.
Imosct on Staff: When someone is absent, be that flex time, vacation, sick, etc., it requires that
someone else be there to fill in the gaps or work overtime to meet production requirements.
C nvnthee Vote: For: 4 Against: 0
10- Recommendation for Employee Overtime Pay Poiides - Lonergan
Page 1 of 1
Boynton Beach Finandal Advisory Committee
FY 2012-2013 Budget Recommendation
Subiect/Tooic: Employee Non-Compensation Benefits
Revs By: Terry Lonergan
Recd r�ONliA ton ISnerrf4 Action Reognw tded): Allow Qty staff to partidpate in city
as
activities at the resident rate, whether or not the staff person lives within the City limits.
Pros of Recommendation: Any benefit an employee receives in excess of $100 must be
reported to the County Ethics Committee.
ins of Rec ommendation: Addition of non-residents to certain City programs may exclude
residents from partidpating.
Ijstgaingrenat.PENEIROU.Sfighlitga Julie Oldbury, Director of Human Resources
Imoad on 2012113 Budget Minimal. Add"itionai revenue will not be obtained by allowing the
resident rate.
lmoact on Out Year Budgets: Same
lmoact on Otirens: May exclude some residents from partidpating in certain activities due to
over-crowding.
impact on CJJty Staff: Difference between resident and non - resident rates will not be subject to
Ethics Committee Review.
Committee Vote Result: For. 4 Apinst: 0
11- Recommendation for Employee Non - Compensation Benefits - Lonergan
Page of
Boynton Beach Finandal Advisory Committee
FY 2012 -2013 Budget Recommendation
Subiectlfoolc: Employee Leave Benefits
Reviewed Bv: Terry Lonergan
Recommendation [Snedflc Action Recommended): Discontinue personal time off for
all employees; cap accumulated sick time at 1040 hours; discontinue transferring sick
hours to vacation time.
Pros of Remmmendation: Vacation time for all employees is very generous. Sick time
should be used for that purpose only and personal time off can be taken out of the
vacation hours. City of Delray Beach has no provision for transferring sick hours to
vacation hours for any of their employees.
Cons of Recommendation: These benefits are contractual. Bargaining units would
have to agree to the terms.
References (Staff. Doc manta. and Publkc): Julie Oldbury, HR Director; City of Boynton
Beach Bargaining Agreements; City of Delray Beach Bargaining Agreements
lmoact on 2012/13 Beget Savings of deleting personal time for all employees could
amount to a substantial savings. Ws hard to calculate because of the varied salaries.
lmoact on Out Year Budgets: if initiated for FY 2012-13, there will be no Impact on out
years.
lmoact on Citizens: Better services with more employees on the job.
Impact on City Staff: With more employees reporting to work, there would be no
need to have some employees doing "double duty" for services.
Committee Vote Result: For: 4 Against: ,Q
12- Recommendation for Employee Leave Benefits - Lonergan
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012-2013 Budget Recommendation
SublectlToolic: Unpaid Furlough Days
Reviewed By: Terry Lonergan
• Recommend two (2) furlough days in lieu of current
paid holidays for every City employee in every department Wages, benefits and terms /conditions of
employment are subject to negotiation with each of the bargaining units.
foraggionmumen This recommendation could potentially save the city $187,000 if agreed to by
each bargaining unit and every employee. The savings would come from wages, which would then have
to be broken down by any funds that support wages in the Qty.
Cons of Recomntendetbn: Two (2) unpaid days could possibly create a financial hardship for some
employees. Bargaining units may not agree without asking for some other form of compensation.
References (Staff. DocumeMkand Pte: Julie Oldbury, Director of Human Resources.
Impact on 212/13 Budget: Potential savings of $187,000.
Impact on Out Year Budget': Same amount, if not more, depending on salaries.
Impact on hens: Some services may not be available on the furlough days.
Impact on City Staff: Possible financial hardship for some employees.
Committee Vote Result For: 2 Against: 2
13- Recommendation for Employee Unpaid Furlough Days - Lonergan
Page 1 of
Boynton Beach Finandal Advisory Committee
FY 2012 -2013 Budget Recommendation
Subiect/Tok Compensatlo n Package Analysis
Revlewed Dv: Terry Lonergan
BISBMIDIVIMOILLIMIGILACtilltLagggaggilltildkallk Dlscontlnue paying for Ctty-
owned cell phones, with the exception of department heads. DlscoMinue car
allowances for all, except for emergency department heads.
Pros of : City employees who have City -owned cell phones and a
take home car allowance have salaries that could support these expenses out of their
own pocket. City Commissioners who have City paid for cell phones have a generous
expense account that could easily support the payment of a cell phone.
Cons Of : City paid for cell phones and take home car allowances
are either a contractual obligation on the part of the City or an agreement for
employment between the City and certaki employees. Two take hone vehldes are
such because of past practices. Discontinuing these practices could be a legal issue.
References (Staff. Doawnents. and Pubhkl: Julie Oldbury, Director of Human
Resources
Impact on 2012/13 Budget: Savings of $59,000 per year for car allowances and
$54,000 per year for cell phone allowances. Savings for City take home vehicles and
City cell phones not available.
Impact on Out Year Budgets: Similar
Imoact on Citizens: None
impact on City Staff: Employees will incur additional expenses
Committee Vote ResuR: For, Against.] .
14- Recommendation for Employee Compensation Package - Lonergan
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Sub ooic: Employee Pension Contributions
Reviewed Bv: David Katz
Recommendation: All employees contribute an additional six percent (6%) to their pension
plan each pay period.
Pros of Recommendation: Employees are able to continue to save for retirement. No
employee lay offs.
Cons of Recommendation: Employees may view action as a pay reduction.
References: Spreadsheet analysis supplied by Director of Finance, Barry Atwood.
Imoact on 2012/2013 Budget: There would be a $3,790,000 total citywide savings; $2,900,000
to the General Fund.
Imoect on Out Year Budgets: Similar savings.
Imoact on Citizens: Avoidance of a potential service reduction or tax increase.
Imoact on City Staff: Take -home pay reduction and /or avoidance of potential layoffs
Committee Vote Result: For 3 Against 1
15- Recommendation for Employee Pension Contributions - Katz
cage 3 of
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
/Took: Car Allowances
Reviewed B : David Katz
Recommendation: Eliminate all car allowances.
Pros of Recommendation: Savings to the General Fund. No employee layoffs.
Cons of Recommendation: Employees may view action as a loss of a perk. Employees may still
deduct work related, but not commuting, mileage from their taxes.
Magma: Spread sheet supplied by Director of Finance, Barry Atwood.
Impact on 2012/2033 &abet: There would be a $36,000 savings to the General Fund.
imoact on Out Year Budgie s: Similar amount
impact on Citizens: None
Impact on City Staff: As noted above under "Cons of Recommendation'
Committee Vote Result: For 3 Against 1
16- Recommendation for Employee Car Allowances - Katz
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Sub fsj : CeII Phone Allowances
Reviewed Bv: David Katz
Recommendation: Eliminate all employee cell phone allowances.
Pros of Recommendation: Savings to the General Fund. No employee layoffs.
Cons of Recommendation: Employees may view action as a loss of a perk. Employees may still
deduct work related cell phone use from their taxes.
References: Spread sheet supplied by Director of Finance, Barry Atwood.
Impact on 2012/2013 Budget: There would be a $33,500 savings to the General Fund.
lmoact on Out Year Budeets: Similar savings
Impact on alms: None
Impact on City Staff: Loss of the allowance
Committee Vote Result: For 3 Against 1
17- Recommendation for Employee Ceti Phone Allowances - Katz
Page x nt
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subfact/Tuolc Employee Contribution to Medical Insurance
21ba ad & David Katz
Rec ommerdation: All employees contribute 50% of the cost of their own medical insurance.
Pros of RecommersiptMn: Savings to the General Fund. No employee layoffs.
Cons of : Increase cost to employees and loss of a perk. Subject to current
union bargaining agreements.
References: Finance Department estimates FY 2012 -13 annual cost of $8,259 per employee for
their own medical insurance excluding dependent coverage.
llmoact on 2012/2013 Budget: Before plan changes and rate inaeases, which could approach
20% for next year, the savings would approximate $2,500,000 for all funds and $1,800,000 for
the General Fund.
Imoact on Out Year Budgets: Similar, but subject to plan and rate adjustments.
Impact on Citlzens: None
Impact on City Staff: See above "Cons of Recommendation'
committee Vote Result: For 3 Against 1
18- Recommendation for Employee Medical Insurance Contribution - Katz
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Su jgstflonk: Additional Revenue Sources
Reviewed Bv: David Katz
Recommends ion: Increase millage rate enough to raise an added $500,000 In property taxes.
(This would increase the current millage rate of 7.1941 by 0.1610 to 7.3551 to raise an added
$500,000.)
Pros of Recommendation: Revenue increase to the General Fund. No employee layoffs.
Negative feedback from residents and businesses.
References: Finance Department estimate.
Impact on 2012/2013 Budget; There would be an approximate 5500,000 increase in revenue to
the General Fund.
Impact on Out Year Budgets; To be determined
Impact on Citizens: Approximate average increase of 2.2% increase in the property tax rate, but
only 0.4% above the estimated rollback rate of 7.3270.
) mppct on City Staff: None
Committee Vote Result: For 3 Against 1
19- Recommendation for Added Revenue Sources (Property Taxes) - Katz
'age 1 n1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
SubiectfTooic: Additional Revenue Sources
Reviewed Bv: David Katz
Recommend on: Raise residential and commercial refuse pick up by $1.00 per month.
Pros of mendat m: Would allow an addition transfer of funds to the General Fund. No
employee layoffs.
cons of Recomp n: Negative feedback from residents and businesses.
References: Information supplied by Public Works Director, Jeff Livergood.
impact an 2012/2013 Budget: There would be an approximate $450,000 increase in the
amount that could be transferred to the General Fund.
Impact on Out Year Budgets: Same as current year
Impact on : Increase in fees
Impact on City Staff: None
Committee Vote Result: For 4 Against 0
20- Recommendation for Added Revenue Sources (Refuse Fees) - Katz
Page 1 of 1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
i subiectfooic: Additional Revenue Sources / Reduction in TIF to CRA
Manny: David Katz
Reoommendatlon: Reduce the CRA boundaries from Gulfstream Blvd. north to Woolbright Rd.
Pros of Recommendation: Revenue increase to the General Fund.
cam jaggazogadsliga: Potential staff reduction in CRA and loss of TlF dollars
References: Approximate cm TIF revenues for FY 2011 -12 provided as follows:
• $3.5 million — Provided by the City of Boynton Beach
• $2.3 million — Provided by Palm Beach County
S5.8 million - Total
ImmagnnalialgsffiggZ There would be an approximate $400,000 increase in revenue
retained In the General Fund. Based on the $400,000 estimate for the City, this represents an
11.4% decline in City and County (approximately $660,000) total TIF revenues for the CRA.
Impact on Out Year : : Similar impact.
Impact on Citizens: Reduction of CRA programs in exchange for retention of General Fund
services.
Impact Qn City Staff: Potential reduction of CRA staff and /or programs.
Committee Vote Result: For 4 Against
21- Recommendation for Added Revenue Sources (Reduction in TIF to CRA) - Katz
Page i or
Boynton Beach Financial Advisory Committee
A' 2012 -2013 Budget Recommendation
kiNggi Took City Park Use
Reviewed Bv: Terry Lonergan
(Saedlic Action ReownneeSdedf: Leave all parks as they are presently. Do not
change any equipment or areas of use. We cannot dose any parks because of the "green space per
capita" requirement.
The City id required to have a certain amount of "green space" allocated per
capita. At this point, we have met our requirement. Those parks that did not meet the needs of the
communities they served were changed so that members of neighborhoods could better utilize the park
Cons of : There are areas in the parks that could use some "TLC'. Unfortunately, at
this time, there are no funds available.
Re oes (Staff. Documgets. and Public): Met with Wally Majors, Director of Gty Recreation & Parks
Impact on 2012/13 Budeet: None
impact on Out Year But "Rets: Minimum
Impact on GUMS: While there are areas in some parks that could use work, all the parks are well
maintained and usable. There are no safety hazards causing concern.
Impact on City Staff: None
Committee Vote Result: For 4 Against: 0 .
22- Recommendation for City Park Usage - Lonergan
Page 1of1
Boynton Beach Financial Advisory Committee
FY 2012 -2013 Budget Recommendation
Subject/Topic: Municipal Election Costs
Reviewed By: Terry Lonergan
Recommendation: No action recommended. Most election costs are mandated by the Supervisor of
Elections. The only costs that are changeable are the salaries of the Poll Workers.
Pros of Recommendatbn: Leaving the Municipal elections in March saves the City money because the
Supervisor of Elections calculates costs based on the number of munidpaiities having elections at one
time. The more elections, the smaller the cost to the City.
Cons of Recommendation: Based on voter turnout, the cost per vote is very expensive.
References (Staff, Documents, and Public): Janet Prainito, City Clerk
impact on 2012/13 Budget: None
Impact on Out Year Budgets: To be determined
Impact on Citizens: None
Impact on City Staff: None
Committee Vote Result: For: 4 Against: 0 .
23- Recommendation for Municipal Election Costs - Lonergan
FY 2012/20111 — Budget Workshop
4
• Cell Phone Allowance Report
• Assigned City Issued Cell Phone Report
• City Take Home Car & Car Allowance Report
re-
Page 1 of 4 Pages
0 CITY OF BOYNTON BEACH
CELL PHONE ALLOWANCE
FISCAL YEAR 2012
EMPLOYEE Individual Dept / Div
EMPLOYEE NAME I NUMBER I Dp/DvlAct , Total , Total
tCI'ItoomNIIS$I;ON colon O'S11
HOLZMAN, STEVEN C 3681 11 10 511 $ 720.00
ROSS, MARLENE 3523 11 10 511 $ 720.00 $ 1,440.00
,...
IC. NR011 ',Ole
COLES - DOBAY, DEBORAH J 3398 12 10 512 $ 504.00
LAVERRIERE, LORI A 3535 12 10 512 $ -
LEJEUNE, CARISSE M 2437 12 10 512 $ 504.00 $ 1,008.00
IFINSeVit SERVICES 1'.1410.513
ATWOOD SR, E. BARRETT 3525 14 10 513 $ 504.00 $ 504.00
lwakftrient 5O2.141 "Sf3 I
CIPRIANO, WILLIAM A 3297 14 12 513 $ 240.00
DAUTA, MICHAEL F 2270 14 12 513 $ 480.00 $ 720.00
LINf . atION TECHNOLOGY SERVICES 001-1510-513
GAGNER, LAURIE 3759 15 10 513 $ 600.00
MCNALLY, JOHN F 2480 15 10 513 $ 600.00
VACANT 401 2821 536 $ 600.00
VACANT 401 2821 536 $ 600.00 $ 2,400.00
IHUIV ►N ESOURCES 064 -1610 =513
MILLER, SHERRY 3441 16 10 513 $ 360.00 $ 360.00
RISI ,. , 1' LF-1N ' $1GE 5n-171A1
BOBICH, MARK D 282 17 10 519 $ 504.00
BROWN, PAMELA S 2110 17 10 519 $ 504.00
MAGAZINE, CHARLES J 1852 17 10 519 $ 240.00 $ 1,248.00
I POI 1 !'1411 llENT 1- =521 I
ADAMS, BRIAN M 2081 21 10 521 $ 360.00
ANDERSON, BRIAN S 1546 21 10 521 $ 360.00
BONAFAIR, JOHN C 2274 21 10 521 $ 360.00
BROBERG, LEIF E 1219 21 10 521 $ 360.00
BROBERG, LORINDA A 3143 21 10 521 $ 360.00
BROWN, ASIM ELIZI 1815 21 10 521 $ 360.00
BROWN, MICHAEL 21 10 521 $ 360.00
CAUDELL, SCOTT B 2120 21 10 521 $ 360.00
BRIGANTI, FRANK 639 21 10 521 $ 504.00
CROWELL, HENRY F 2447 21 10 521 $ 360.00
DANYSH, FRANK J 1180 21 10 521 $ 360.00
DAVIS, RONALD C 2797 21 10 521 $ 360.00
DIAZ, MIDIAN VAR 1875 21 10 521 $ 360.00
DUGGAR, DANIEL 21 10 521 $ 360.00
DUNLOP, JOHN C 2446 21 10 521 $ 360.00
EICHORST, ROBIN A 1891 21 10 521 $ 360.00
FAINE, RUSSELL 3196 21 10 521 $ 360.00
GALINDEZ, DENNIS T 2152 21 10 521 $ 360.00
GORDON, FRANCESCA M 3125 21 10 521 $ 360.00
GRISWOLD, DANIEL W 922 21 10 521 $ 360.00
GRAY, CORY 21 10 521 $ 360.00
HARRIS, KELLEY 21 10 521 $ 504.00
HAWKINS, PHILLIP L 1753 21 10 521 $ 360.00
JACKSON, DAWN M 450 21 10 521 $ 360.00
KELLEY, MICHAEL P 2206 21 10 521 $ 360.00
LABBE, ASTREL 2769 21 10 521 $ 360.00
S• \Finance\Tim\ \ FY 2012 - Cell Phones Vehicles Analysis 071112 xls 1 Cell Phone Allowances 7/12/2012
age 2 of = 'age
0 CITY OF BOYNTON BEACH
CELL PHONE ALLOWANCE
FISCAL YEAR 2012
EMPLOYEE Individual Dept / Div
EMPLOYEE NAME ' NUMBER Dp /Dv /Act ' Total I Total
LAGOR, RAYMOND 21 10 521 $ 360.00
LLOPIS, JASON P 2434 21 10 521 $ 360.00
MAGNANTI, ANTHONY P 3293 21 10 521 $ 360 00
MARTINEZ, ALFRED 3124 21 10 521 $ 360.00
MASTRO, VINCENT J 3250 21 10 521 $ 360.00
MCCABE, THOMAS 758 21 10 521 $ 360 00
MCDEAVITT, BRIAN A 3155 21 10 521 $ 360 00
MCKINLAY, THOMAS 3322 21 10 521 $ 360.00
MCNEVIN, RICHARD F 2297 21 10 521 $ 360 00
MONTOYA, JUAN C 2901 21 10 521 $ 360.00
MORENO, ALEXIZ 2044 21 10 521 $ 360,00
PICCIANO, PETER A 2701 21 10 521 $ 360 00
REINHOLD, CARLOS 21 10 521 $ 360.00
ROPER, KENNETH 21 10 521 $ 360.00
SANDERS, YOLANDO 21 10 521 $ 360.00
SHANE, CHAD M 3387 21 10 521 $ 360.00
SOHN, MARK J 2778 21 10 521 $ 360.00
SPRUILL, SCOTT C 2708 21 10 521 $ 360.00
STEELE, STEWART A 1489 21 10 521 $ 360.00
TURCO, CHARLES L 2576 21 10 521 $ 300.00
VAIL, MICHAEL S 2836 21 10 521 $ 360.00
WALDMANN, MURIEL S 2715 21 10 521 $ 360 00
WIER, DAVID S 1218 21 10 521 $ 360.00
WINLAND, NATHAN D 3182 21 10 521 $ 360.00
ZAMPINI, PETER J 2659 21 10 521 $ 360.00
ZELLER MATTHEW y /�� 2979 21 10 521 $ 360.00 $18,948 00
a i i�4 j `.. u � '142522
1O
a
ALTMAN, RAYMOND M 2045 22 10 522 $ 504.00
CARTER, KEVIN R 3095 22 10 522 $ 504.00
GARNSEY, BARKLEY R 2049 22 10 522 $ 504.00
HERMANN, EDUARD 620 22 10 522 $ 360.00
LEJEUNE, JAKE R 3451 22 10 522 $ 504.00
MCDEAVITT, AMY 3016 22 10 522 $ 504.00
MURPHY, THOMAS R 1087 22 10 522 $ 504.00
RUDY, RONALD M 1078 22 10 522 $ 504.00
WITT, JAMES E 541 22 10 522 $ 504.00 $ 4,392 00
I D E E E H T I DEVAGIVING4DAAIN " 4410.524 I
BYRNE, NANCY 2114 24 10 524 $ 504 00
VACANT 24 10 524 $ $ 504 00
IENGI j „_ G 09144 I
LAFONTANT, FRANTZ 2349 24 13 524 $ 360.00
MACK, ANDREW P 3628 24 13 524 $ 504 00
RAMSEY, KEVIN L 3526 24 13 524 $ 360 00 $ 1,224 00
PLANNING & ZONING 001.2414 -515 ,
HALLAHAN, KEVIN J 285 24 14 515 $ 360.00
RUMPF, MICHAEL W 549 24 14 515 $ 504 00 $ 864.00
'Cow*** IMPEOVEMEW 122-2418-554 1
SHERROD, OCTAVIA S 1047 24 18 554 $ 240 00 $ 240.00
IPUBLICWCRKS, A0/441N1001 -2510-539
LIVERGOOD, JEFFREY R 2551 25 10 539 $
S 1Finance\Tim11 FY 2012 - Cell Phones Vehicles Analysis 071112 xis \ Cell Phone Allowances 7/12/201
Page 3 of 4 Pages
0 CITY OF BOYNTON BEACH
CELL PHONE ALLOWANCE
FISCAL YEAR 2012
I EMPLOYEE NAME EMPLOYEE Individu Dept / Div
1 NUMBER Dp /Dv /Act I Total al Total
ROBERTS, CHRISTINE 513 25 10 539 $ - $ -
IFA ILiTIESdYI sY '0014251141,9 1
LEBLANC, PAULA J 218 25 11 519 $ 360.00
BRODE, ARTHUR F 1318 25 11 519 $ 360.00
HALL, GLENDA 25 11 519 $ 360.00 $ 1,080.00
ISOLID`ITE FUND 4414515534 1
YAGER, JASON 3752 25 15 534 $ 360.00
FRANKLIN, JOSEPH 2484 25 15 534 $ 360.00
ADAMS, WILLIE 25 15 534 $ 360.00
SHICKLES, JEFFREY P 3172 25 15 534 $ 360.00 $ 1,440.00
!FLEET MAINTENANCEEUND501 -2516 -519
VACANT FLEET SUPERVISOR 25 16 519 $ 360.00 $ 360.00
IL011901 Y9 - 26' 0 -571 1
CLARK, CRAIG B 3132 26 10 571 $ 504.00
NAUGHTON, MICHAEL P 3439 26 10 571 $ 504.00 $ 1,008 00
IRECREATION 001-2710-572 1
CLAUDE, SHERYL Y 1309 27 10 572 $ 120.00
CRAWFORD, CHARLES J 952 27 10 572 $ 120.00
DEGRAFFENREIDT, MARY L 2265 27 10 572 $ 120.00
IRELAND, FRANKLIN D 1935 27 10 572 $ 120.00
JOHNSON, TODD 27 10 572 $ 120.00
MAHADY, THOMAS 2758 27 10 572 $ -
MAJORS, ALBERT E 451 2710 572 $ 420.00
PHILLIPS, JANICE D 958 27 10 572 $ 120.00
ROLLE, SOLOMON B 2103 27 10 572 $ 120.00 $ 1,260.00
'PARKS AND GROUNDS 001 -2730 -572 I
BALFE, THOMAS 307 27 31 572 $ 360.00
SAULTER, DWIGHT 2118 27 31 572 $ 360.00 $ 720.00
'WATER DISTRIBUTION 401 - 2810.536 I
GRAHAM, ARKANSAS 347 28 10 536 $ 504.00
SUPERVISOR 28 10 536 $ 504.00 $ 1,008.00
(PUBLIC WATER TREATMENT 401 - 2811 -536 I
BROCK, ALAN J 586 28 11 536 $ 504.00
DAEUMLER, TERRY L 657 28 11 536 $ 504.00
PIGITT, BEVIS A 3573 28 11 536 $ 504.00
PINKNEY, MELVIN 410 28 11 536 $ 504.00
SYLVAIN, JAMES F 3568 28 11 536 $ 504.00
TAYLOR, PHIL 2789 28 11 536 $ 504.00 $ 3,024.00
IMETER READING & SERVICES 401 - 2814 -536 I
BRYANT, WANEYA M 1920 28 14 536 $ 504.00
ROBERTSON, DRAVIOUS V 2249 28 14 536 $ 504.00 $ 1,008.00
[WASTEWATER COLLECTION 401-2815-536 I
FRANKLIN, PATRICK 1731 28 15 536 $ 504.00
PECK, GEORGE E 2893 28 15 536 $ 504.00
ROBERTS, EARNEST 334 28 15 536 $ 504.00 $ 1,512.00
'WASTEWATER PUMPING STATION 401 -2816 -536 I
ELLIS, KEITH L 2637 28 16 536 $ 504.00
HART, JAMES R 745 28 16 536 $ 504.00 $ 1,008.00
[WATER QUALITY 401- 2819 -536 1
EVANS, STEVEN R 600 28 19 536 $ 504.00 $ 504.00
S \Finance\Tim\ \ FY 2012 - Cell Phones Vehicles Analysis 071112.xls \ CeII Phone Allowances 7/12/2012
- actte, 4 01 .r Paggc
410 CITY OF BOYNTON BEACH
CELL PHONE ALLOWANCE
FISCAL YEAR 2012
EMPLOYEE Individual Dept / Div
EMPLOYEE NAME ! NUMBER 1 Op /Dv /Act ' Total I Total I
IUTILME$ AD ISSlA P'4O1-2821.536 I
BOATENG, KOFI 3170 28 21 536 $
ELIZONDO, ARSENIO R 2504 28 21 536 $ 504 00
VACANT 3315 28 21 536 $ $ 504.00
IUT1' _ GOOlaiNG 401. 23.536 I
ALLEN
LLEN, BRENT R 346 28 23 536 $ 504.00
CARIM, FELIX 2108 28 23 536 $ 504.00
GAYLE, IAIN E 1443 28 23 536 $ 504 00
GUIDRY, ERIC 686 28 23 536 $
OLSON, CHRISTOPHER 2247 28 23 536 $ 504 00
ROBINSON, ANDRAE 2057 28 23 536 $ 504.00
ROCKEY, CLIFFORD W 765 28 23 536 $ 504.00
ROSCHEK, CHRISTOPHER J 3323 28 23 536 $ 504.00
SENIOR PROJECT MANAGER 28 23 536 $ 504.00
STUBER, CHRISTOPHER M 3479 28 23 536 $ 504.00 $ 4,536 00
'STORMY/AIR MAINTENANCE 401 - 2824 -536 I
JOHNSON, LOUIS A 3541 28 24 536 $ 504.00 $ 504.00
ICU ,' ,:, Oinotaiwn44tilas.m I
PENN, ANTHONY M 2511 28 25 536 $ $
IGO * * P :41142911 472 I
WAHLIN, SCOTT B 2656 29 11 572 $ - $
$ 53,328.00 $ 53,328.00
S IFtnance\Ttm\ \ FY 2012 - Cell Phones Vehicles Analysis 071112 xls 1 Cell Phone Allowances 7112/2012
Page 1 of 3 Pages
CITY OF BOYNTON BEACH
Assigned City -Owned Cell Phones
May 2012
# I Fund / Department / Division No.
Employee I xxx- xxx -xxx Cell Number I Carrier I Last Mo.
Cost
3 (CITY COM Mil$$ION 001- 1110 -511
Mayor Woodrow Hay Sprint $ 87
Vice Mayor Mack McCray Sprint $ 87
Com. Bill Orlove Sprint $ 52
- JCJTYHA -1211 -512
None $ -
IPUBL1C A A11a 001 - 1212419
None
1 (CITY CLaV001- 1310.512
Janet M. Prainito 561 - 436 -2826 Sprint $ 51
- IFHNANCI kflCES 001 1
None $ -
3 INFORMATION TECHNOLOGY SERVICES 00145104 13 1
Alan Karjalainen 561 - 236 -7611 Sprint $ 68
Rina Czerwinski 561 - 635 -4484 Sprint $ 57
Carolina Luque 561 - 635 -4485 Sprint $ 68
561 - 635 -4487 Sprint $ 57
- HUMAWRekURCES 001.1610513 ` , „ . , >
None $ -
IORGANIZATIONAL DEVELOPMENT 001.1611.51 : , .. I
None $ -
jCITY ATTORNEY '001 - 1910.514 1
None $ -
IP000t prOOTMENT 001.2110 -321 t„, � t .,. 1
4 CRA Officers (Reimbursable) Verizon $ 225
25 Emergency Hurricanes Verizon $ 25
12 Citizens on Patrol / Parking Enforcement Verizon $ 65
10 Blackberrys/Droids Verizon $ 1,100
24 MOTV 860 Cells Verizon $ 1,080
ICON COMP,IUANCE 001-2120-521 1
Verizon $ -
ICOMMUN IONS 001 '104i 9 '
Deale (IN POLICE TOTALS ABOVE) Verizon $ -
4 Hurricane Cells Verizon $ 5
IME p
Roehrich in Police Totals Above) Verizon $ -
25 (FIRE RESCUE DEPARTMENT 001- 2210 -522
City of Boynton Beach Fire 561- 414 -5342 Nextel $ 19
Lee Gregory 561 -436 -1959 Nextel $ 47
Calvin Simmons 561 -436 -1961 Nextel $ 47
Katie McCray 561 - 436 -1964 Nextel $ 31
Rick Lee 561 -436 -1965 Nextel $ 20
John Moore 561- 436 -1967 Nextel $ 20
Mike Landress 561 -436 -7375 Nextel
Ron Paquette 561 - 436 -3200 Nextel $ 20
Echo 1 561- 662 -0196 Nextel $ 19
Echo 25 561 - 662 -0200 Nextel $ 30
Honor Guard 561 - 662 -0205 Nextel $ 19
ARC 561 - 662 -1575 Nextel $ 22
- 'EMERGENCY MANAGEMENT 001 -2220 -525
S. \Finance \Tim1 \ FY 2012 - Cell Phones Vehicles Analysis 071112 xls \ Assigned Cell Phones 7/12/2012
age / x. , Page-
. CITY OF BOYNTON BEACH
Assigned City -Owned Cell Phones
May 2012
# I Fund / Department / Division No Number ' Last Mo. f
Carrier J
Employee xxx.xxx-xxx Cost
None $
- 10EVELGOONEADMIN001
None $
7 IBUIL 44001 2411 -524 I
Daniel Gall 561 - 376 -3337 Verizon $ 36
Karl Swierzko 561- 376 -6098 Verizon $ 21
Tony Pica 561 - 376 -7978 Verizon $ 53
Mike Gregorchik 561 - 376 -8337 Verizon $ 74
Glen Steg 561 - 376 -8361 Venzon $ 29
Danlcaro 561 - 376 -8373 Venzon $ 4'
Tim Large 561 - 436 -1738 Verizon $ 16
- 'PLANNING & ZONING 001.2414 -515
None $
- 'BUSINESS TAX 001.2416424
None $
- (PUBLIC WOWS, ADMJNs - 43.539
None $
- (FACILITIES MGMT 001. 2511 -519
None $
- (STREETS MAINTENANCE 001-2512-541
None $
- 'ENGINEERING 0014413-524
None $
- 'FORESTRY & GROUNDS 0O1 427304572
None $
1 I L►R X10 -'371
Police Officer/Library Security 561 -702 -6353 Sprint $ 28
- ISCH G 0 ' UMEERV 601.2612 -571
None $
2 'RECREATION 001-2710
Todd Johnson 561 - 389 -9910 Sprint $ 24
561- 329 -1994 Sprint $ 24
2 (PARKS MAINTENANCE 001. 2731.572
561 - 436 -6603 Spnnt $
561- 859 -9637 S • rint $ -
1 'WATER D ON I
Water Distribution On -Call 561- 376 -4952 Sprint/Nextell $ 19
4 'PUBLIC W MF 114536 I
Electricians On -Call 561- 376 -1693 Spnnt/Nextefl $ 31
West Water Plant On -Call 561 - 376 -1789 Sprint/Nextell $ 20
East Water Plant & Wells On -Call 561- 376 -3461 Sprint/Nextell $ 20
West Water Plant Operators 561- 703 -0578 Sprint/Nexteil $ 20
1 (METER READING & SERVIGES' 4014814 -536
Meter Services On -call ( 561 - 376 -3169 Sprint/Nextell $ 20
1 'WASTEWATER COLLEC^Tl ' - �1 15436
Wastewater On -Call I 561 - 376 -7034 Sprint/Nextell $ 19
- 'WASTEWATER PUMPING STATION 401 -2816 -536
S \Finance\Tim\ \ FY 2012 - Cell Phones Vehicles Analysis 071112 xis \ Assigned Cell Phones 7/12/201
Page 3 of 3 Pages
CITY OF BOYNTON BEACH
Assigned City -Owned Cell Phones
May 2012
I # I Fund / Department / Division No. I Cell Number I Carrier I Last Mo.
1
Employee xxx- xxx -xxx Cost
None $ -
'SEWAGE TREATMENT 401.2817.536 1
None $ -
1 'WATER QUALITY 401 -2819 -536
Lab On -Call 561- 376 -9379 Spri nt/Nextell $ 31
3 !UTILITY ADMINISTRATION 401 -2821 -536 1
Terry Rowe 561 - 635 -4487
Michael Low 561 - 436 -4867 Sprint/Nextell $ 48
- 'GENERAL ADMINISTRATION 401 -2822 -536 1
None $ -
IUTILMES ENGINEERING 401 -2823 -536 1
None $ -
ISTORMWATERMAINTENANCE 401 -2824 -536
None $ -
ICUSTOMER RELATIONS 401 -2825 -536 1
$ -
: k : L.I.:1 i FCC ` s, Ulna
- (GOLF COURSE ADMIN 411 -2910 -572 1
None $ -
IGOLF COURSE MAINT 411 - 2911 -572 I
None $ -
'SOLID WASTE FUND 431.2515.534 1
None $ -
IFLEET MAINTENANCE FUND 501- 2516 -519
None $ -
1 ICEMETERY FUND 631- 3110 -539
Alex Carrion 561 -436 -2552 Sprint $ 24
1 ICOMMUNHTY IMPROVEMENT 122-2418-554 1
Chris Mitchell 561 - 719 -6896 Sprint/Nextel $ 23
- 'PUBLIC ARTS 151 - 2611579 1
None $ -
'RECREATION PROGRAMS 172- 2712 -572 1
None $ -
IWAREHOUSE 502- 1412 -513 1
None $ -
'RISK MGMNT/ SELF- INSURANCE 522 -1710 -519 1
None $ -
. �� - I 4 � =Mr: i S } rw 1 C'T':' ,..E 4?.. ' '
1 Inventory of oe i Offtie` S; »;. . .; h,W = Q' : '80491
S \Finance \Tim\ 1 FY 2012 - Cell Phones Vehicles Analysis 071112 xls \ Assigned Cell Phones 7/12/2012
Page 1 of 2 Pages
0 CITY OF BOYNTON BEACH
Take Home Vehicle and Car Allowance Report
FISCAL YEAR 2012
I Employee Full Name Allowance f Allo Allowance I Allowance Home Veh. Home a V Basis or Rationale
City Manager City Manager $ 5,400 $ 4,050 $ 4,050 $ 4,050 0 $ _ EMP. AGREEMENT
LAVERRIERE, LORI ANN $ 5,400 $ 4,050 $ 4,050 $ 4,050 0 0 EMP. AGREEMENT
COLES - DOBAY, DEBORAI($ 2,400 $ 1,800 $ 1,800 $ 1,800 0 0 EMP. AGREEMENT
Risk Mgmt. BOBICH, MARK D $ 3,600 $ 3,600 $ 3,600 $ 3,600 0 0 EMP. AGREEMENT
Police SOLOMON, DOUGLAS $ 2,400 $ 2,400 $ 2,400 $ 2,400 0 0 EMP. AGREEMENT
IMMLER, MATT $ 3,000 $ 3,000 $ 3,000 0 1 EMP. AGREEMENT
UNGER, WENDY 1 1 EMP. AGREEMENT
BRIGANTI, FRANK 1 1 EMP. AGREEMENT
POLICE LIEUTENANTS 1 8 EMP. AGREEMENT
POLICE SERGEANTS 8 24 CBA
DETECTIVES 25 22 CBA
DETECTIVES - FORF,IA,EVID 6 6
CRIME SCENE 4 4 CBA
PATROL OFFICERS 68 76 CBA
Fire Dept GARNSEY, BARKLEY $ 2,970 $ 2,970 $ 2,970 $ 2,970 0 0 PAST PRACTICE
LANDRESS, MICHAEL $ 4,396 $ 4,396 $ 4,396 $ - 0 1 PAST PRACTICE
CARTER, RAY 1 1 EMP. AGREEMENT
ALTMAN, RAY 1 1 ASSIGNMENT
LEE, RICK 1 1 EMP. AGREEMENT
MCCRAY, KATIE 1 1 WHITE COLLAR CBA
PAQUETTE, RON 1 1 WHITE COLLAR CBA
SIMMONS, CALVIN 1 1 WHITE COLLAR CBA
LEJEUNE, JAKE 1 1 WHITE COLLAR CBA
MOORE, JOHN 1 1 WHITE COLLAR CBA
GREGORY, LEE 1 1 WHITE COLLAR CBA
Development BYRNE, NANCY $ 3,000 $ 2,250 $ 2,250 $ 2,250 0 0 EMP. AGREEMENT
VACANT $ 3,600 $ 2,700 $ 2,700 $ - 0 0 EMP. AGREEMENT
MANAGER OF ECONOMIC DEVELOPMENT $ 2,250
BUSINESS DEVELOPMENT SPECIALIST $ 2,250
GALL, DANIEL $ 5,880 $ 3,600 $ 3,600 0 1 WHITE COLLAR CBA
GREGORCHIK, MICHAEL $ 5,880 $ 3,600 $ 3,600 0 1 WHITE COLLAR CBA
Development ICARO, DANIEL $ 5,880 $ 3,600 $ 3,600 0 1 WHITE COLLAR CBA
LARGE, TIMOTHY $ 4,800 $ 3,600 $ 3,600 $ 3,600 0 0 WHITE COLLAR CBA
PICA, ANTHONY $ 5,880 $ 3,600 $ 3,600 0 1 WHITE COLLAR CBA
STEG, GLEN D. $ 5,880 $ 3,600 $ 3,600 0 1 WHITE COLLAR CBA
SWIERZKO, KARL $ 4,800 $ 3,600 $ 3,600 $ 3,600 0 0 WHITE COLLAR CBA
RUMPF, MICHAEL $ 3,300 $ 2,475 $ 2,475 $ 2,475 0 0 EMP. AGREEMENT
Public Works LIVERGOOD, JEFFREY $ 5,400 $ 4,050 1 1 EMP AGREEMENT
HALL, GLENDA 1 1 ASSIGNMENT
HALLAHAN, KEVIN $ 4,050 $ 4,050 $ 4,050 0 0 EMP. AGREEMENT
LEBLANC, PAULA 1 1 EMP. AGREEMENT
MACK, ANDREW 1 EMP. AGREEMENT
RAMSEY, KEVIN L $ 4,800 $ 3,600 $ 3,600 $ 3,600 0 0 EMP. AGREEMENT
ROBERTS, CHRISTINE 1 1 EMP. AGREEMENT
S \Finance \Tim\ \ FY 2012 - Cell Phones Vehicles Analysis 071112 xls 1 Car Allowances & Take Home Veh 7/12/2012
0 CITY OF BOYNTON BEACH
Take Home Vehicle and Car Allowance Report
FISCAL YEAR 2012
L Employee Full Name 08/09 09/10 10/11 11/12 10/11 Take 11/12 Take Basis or Rationale 1
Allowance Allowance Allowance Allowance Home Veh. Home Veh.
VACANT FLEET ADMIN 1
YAGER, JASON $ 3,600 $ 2,700 $ 2,700 r $ - 0 0 EMP. AGREEMENT
Recr /Parks MAJORS, WALLY $ 3,600 $ 2,700 $ 2,700 $ 2,700 0 0 EMP. AGREEMENT
VACANT $ 3,600 $ 2,700 $ 2,700 $ - 0 0 EMP. AGREEMENT
Utilities PIGITT, BEVIS ALEXIS $ 4,800 $ 3,600 $ 3,600 $ 3,600 0 0 EMP. AGREEMENT
BOATENG, KOFI A $ 5,400 $ 4,050 $ 4,050 $ 4,050 0 0 EMP AGREEMENT
CONBOY, H BARBARA $ 3,600 $ 3,600 $ 3,600 $ - 0 0 EMP AGREEMENT
LOW, MICHAEL $ 5,400 $ 4,050 $ 4,050 $ 4,050 0 0 EMP. AGREEMENT
ROSCHEK, CHRIS $ 5,400 $ 4,050 $ 4,050 $ 4,050 0 0 EMP AGREEMENT
ALLEN, BRENT 1 1 ASSIGNMENT
ELLIS, KEITH 0 1 ASSIGNMENT
GRAHAM, ARKANSAS 1 1 ASSIGNMENT
HART, JAMES 1 1 ASSIGNMENT
TAYLOR, PHIL 1 0 ASSIGNMENT
ROBERTSON, DRAVIOUS 1 1 ASSIGNMENT
TAYLOR, MICHAEL 1 0 ASSIGNMENT
ON CALL PERSONNEL 8 8 ASSIGNMENT
Goff HAGER, DANIEL D $ 1,800 $ 1,350 $ 1,350 $ 1,350 0 0 EMP AGREEMENT
WAHLIN, SCOTT $ 1,800 $ 1,350 $ 1,350 0 0 EMP AGREEMENT
I
$ 127,666 1 $ 100,741 1 $ 96,691 1 $ 62,745 1 141 1 177
S \Finance\Tim\ \ FY 2012 - Cell Phones Vehicles Analysts 071112 xls \ Car Allowances & Take Home Veh 7/12/201
FY 2012/2013 — Budget Workshop
• Furlough Savings Per Day Report
• Benefits Survey — Health Insurance
`loan `SRSRS °hnh4PU) aSa
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Benefits Survey
City of Boca Raton
H''GNA OAP HRA
..-Jverage Employee Pays Monthly City Pays Monthly
Employee Only $0.00 $612.37
Employee + Spouse $274.99 $612.37
Employee + Child(ren) $245.01 $612.37
Employee + Family $320.00 $612.37
CIGNA OAP Buy -Up Plan
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $79.99 $612.37
Employee + Spouse $390.00 $612.37
Employee + Child(ren) $355.01 $612.37
Employee + Family $450.00 $612.37
City of Coconut Creek
AETNA Choice P O S (HDHP - HSAO .lion
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $0.00 $484.66
Employee + Spouse $266.80 $600.00
Employee + Child(ren) $223.06 $600.00
T' - ployee + Family $469.63 $700.00
t_s. TNA Open Access HMO
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $65.93 $516.66
Employee + Spouse $441.96 $600.00
Employee + Child(ren) $389.35 $600.00
Employee + Family $705.97 $700.00
AETNA Choice POS
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $141.07 $516.66
Employee + Spouse $576.33 $600.00
Employee + Child(ren) $516.95 $600.00
Employee + Family $887.29 $700.00
City of Coral Springs
CIGNA HMO
City Pays Monthly (Combined
Coverage Employee Pays Monthly with Dental + Vision)
Employee Only $8.14 $561.001$541.00
Employee + 1 $40.73 $1111.00 / $1073.00
T iloyee + Family $81.45 $1655.001$1598.00
r3enefits S41rve
CIGNA PPO
!City Pays Monthly (Combined -
Coverage !Employee Pays Monthly with Dental + Vision)
Employee Only $81.45 S766.00 / $746.00
Employee + 1 $162.90 $ 1.514.00 / $1476.00
Employee + Family $244.33 $2260.00 $2203.00
CIGNA HRA
!City Pays Monthly (Combined I
Coverage Employee Pays Monthly with Dental + Vision) f
Employee Only $6.08 $521.00 / $501.00
Employee + 1 $18.24 S1030.00 / $992.00
Employee + Family $36.47 S1534.00 ; $1476.00'.
City of Deerfield Beach
BlueOptions 1748
Coverage Employee Pays Monthly City Pays Monthly
Employee - 10% contribution $30.68 $276.15
1 -2 Dependents $260.00 $276.15
3 -4 Dependents $325.00 $276.15
5 or More Dependents $379.17 $276.15
City of Delray Beach _v t
CIGNA Choice Fund Plan
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $27.76 $521.38
Employee + Spouse $206.34 $946.85
Employee + Child(ren) $168.46 $874.90
Employee + Family $336.96 $1,200.63
CIGNA HMO Core Plan
Employee Only $0.00 $459.07
Employee + Spouse $247.79 $716.26
Employee + Child(ren) $195.43 $676.81
Employee + Family $401.22 $884.18
CIGNA HMO Buv -Up Plan
Employee Only $79.55 $449.62 B
Employee + Spouse $478.22 $633.03
Employee + Child(ren) $396.27 $609.15 ,
Employee + Family $718.06 _ $763.61 €
City of Palm Beach Gardens
BlueCare HMO 4 d
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $0.00 $604.1.
Employee + Family _ $116.00 $1.452.71
Benefits Survey
BlueOptions PPO 3748
Coverage Employee Pays Monthly City Pays Monthly
iployee Only $0.00 $800.73
Employee + Family $220.00 $1,578.58
BlueOptions PPO 3164 (HDP/HSA)
Coverage Employee Pays Monthly City Pays Monthly
Employee Only $0.00 $526.50
Employee + Family $60.00 $1,291.93
Wellington
UHC Choice Plus Plan Employee Pays Monthly City Pays Monthly
Employee Only $25.00 $638.50
Employee + Spouse $232.00 $1,365.25
Employee + Child(ren) $176.00 $1,180.79
Employee + Family $400.00 $1,907.30
City of West Palm Beach
CIGNA Olen Access Plus In- Network
Coverage Employee Pays Monthly Cit Pays Monthly
Employee $31.96 $607.22
r , ployee + 1 $337.00 $1,010.99
...nily $468.83 $1,406.49
Dependent Age 27 -30* $320.68
CIGNA Open Access Plus
Coverage Employee Pays Monthly City Pays Monthly
Employee $198.28 $663.82
Employee + 1 $649.17 $1,205.59
Family $850.37 $1,579.25
Dependent Age 27 -30* $473.91
FY 2012/2013 — Budget Workshop
• Fund Summaries —All Funds
--'
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Items stored at the 3MG Tank
There are two separate items mentioned in the comment. In fact both of them are
connected to the same project and the same issue. The material is associated with the
valves that we intend to insert in the main wastewater force main to the regional plant.
Following the addition of the second line in the regional force main project it was
intended that several valves be added to the system to enable wastewater to be redirected
depending on a line failure to minimize any spills and facilitate repairs. Unfortunately it
was determined during the original project that the field conditions warranted redesign of
the locations where the valves are to be installed. Since the main contractor had
completed the rest of the work for the project, it was decided that it would be better to
handle the valve issue as a separate project.
The $187,735.54 item refers to the actual valves and associated appurtenances, which had
already been purchased by the contractor. After much research it was determined that we
would receive less than 50% of the purchase price due to restocking fees if we returned
them. Since they would be used anyway when we re- engineered the project it was
cheaper to move ahead and take possession of them. Similarly the $48,948.90 item refers
to the various line stops that would be required to install the valves, and again it was
cheaper to take possession of them now than pay restocking fees and repurchasing them
again later. Both of these issues were detailed in Field Change Directive #18 and
included in the project close out material that was approved by Commission.
WWTP OSG
The City decided over 8 years ago that they wished to eliminate the use of chlorine gas at
the water plant and replace them with the use of "liquid chlorine" in the form of sodium
hypochlorite. Eliminating the use of chlorine gas at the water plant was one of the
necessary precautions the City had to take to protect the public and our facilities, as part
of the Homeland Security measures. Sodium Hypochlorite is available in bulk or can be
generated on site from sodium chloride. One of the by- products of the on site process is
the production of hydrogen gas which has to be handled carefully due to the potential for
explosions
The WWTP OSG project itself was seriously delayed due to a reversal by PBC
Department of Environmental Resource Management (DERM) of their conditions for the
construction permit. They insisted on changes to the chemical containment and piping
after the affected equipment had been installed. A long saga then ensued with our
building permit from PBC and other contractual issues which delayed us from making the
necessary changes until this year. Due to the long delay in getting the work completed we
have been working with the equipment supplier to get everything ready to restart. In the
interim the plant has been operating using bulk hypochlorite delivered by tanker.
Since the WWTP OSG system was built we have successfully built and commissioned a
second unit at the EWTP. Based upon design details used at other utilities we included an
.._ .k c r
Wasteful Spending
1. $185,775.94 in extra parts and supplies left over from a piping project that could have
been returned to the supplier for $00.70 on the dollar. Instead it is now being stored at
one of the ground storage facilities, what some employees refer to as the grave yard, In
the past things have been stored out there for a period of time then later thrown in a
dumpster and discarded.
2. $48,948.90 in part and supplies being stored at this same facility, for a future project,
with these items being out side in the weather with no on site supervision other than when
utility employees are out there to inspect or work on equipment during the course of a
week.
3. $11,549 spent on a vertical turbine pump and motor, that is in the process of being
installed at the east water treatment plant, when all that was needed was a $3,000 motor
for the pump that was previously there. I've been told now they are going to replace the
pump next to it no as soon as they find the money to due so. The sad thing is the only
thing that's had to be done to these pumps in the last 19 plus years besides PM is
replacing the motors on them every 8 to 10 years
4. A few years back around $1,000,000 was spent on a chlorine generation unit for the
west water treatment plant and installed. Other than testing of this unit. it has not been
utilized. Yes that's right it isn't even being used.
So we say why doesn't the department directors, that make 6 figures plus, really work on
cutting no essential spending. Rather than every body, every year, looking into ways to
further hurt employees and production, which ultimately hurts the customers and
residents of this city.
the
volen center
Together we make community happen
May 18, 2012
Officers
Chairperson of the Board Ms. Lori LaVerriere, Interim City Manager
Cheryl Culp City Manager's Office
First Vice -Chair City of Boynton Beach
J.C. Perrin
100 E. Boynton Beach Blvd.
Second Vice -Chair
Ruth Feigl P.O. Box 310
Secretary Boynton Beach, FL 33425 -0310
Nina Seibert
Treasurer Dear Ms. LaVerriere:
R. Keith Walton
Board of Directors
Jeanne Baur It has been a pleasure serving the residents of Boynton Beach through our agreement
Cheryl Culp with the City to provide the Volen Center Shopper Hopper transportation program. As
Ruth Feigl
Pat Freudenberg we look towards next year and continuation of the service, the Volen Center requests
Liska Langston that the amount allocated to the Volen Center Shopper Hopper be increased from
Lawrence J. Miller, Esq.
Dr. Emanuel Newsome $75,000 to $85,000.
J. C. Perrin
Jon Levinson
Lao Phillips The current agreement covers the Monday through Friday Shopper Hopper schedule
Sarah Pollak
(which transports seniors to and from their individual homes to Publlx, WaI -Mart,
Nina Siebert
Ernest G. Simon, Esq. Target, etc., on a fixed schedule) and two daily "runs" to and from the Boynton Beach
R. Keith Walton S enior Center and individual residences. The Volen Center has b providing, M. Weekes p g, as a
Larry Winker courtesy and at our expense, two additional runs each day, for a total of four runs to
President /CEO and from the senior center. We did this I'n response to the high demand for these
Elizabeth Lugo
additional runs from seniors who wanted to attend the Boynton Beach Senior Center.
In order to continue to provide the needed additional runs to and from the Senior
Center, to combat the fluctuating cost of fuel for the vehicles, as well as the significant
cost of repairs needed on the four vehicles transferred to the Volen Center from the City
as part of the agreement, we hope you will consider our request for a modest increase.
Should you have any questions, please do not hesitate to contact me directly. We look
forward to continuing this relationship.
Thank you I
Sincerely, - 6)12/131
o il
Elizabeth L. Lugo
President /CEO
1515 West Palmetto Park Rd., Boca Raton, Florida 33486 t 561.395.8920 toll free 866.711.6872 www.volencenter.com
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