HomeMy WebLinkAboutAgenda BOC 072607CITY OF PALM BEACH GARDENS
10500 N Military Trail
Palm Beach Gardens, Fl 33410
BUDGET OVERSIGHT COMMITTEE
NOTICE OF MEETING AND AGENDA
Please take notice that the Budget Oversight Committee of the City of
Palm Beach Gardens will conduct a meeting of the committee on
July 26, 2007 at 8:30 am in the Council Chambers.
I. Roll Call
II. Approval of minutes from the June 26, 2007 meeting
III. Discuss Budget Public Information meeting- Responses to Public
Comments
IV. Discuss John Chaplik email
V. Discuss Budget Oversight Committee Report- proposed draft
deadline August 23, 2007
VI. Adjourn
DISABILITY INFORMATION
In accordance with the Disabilities Act and F.S.S 286.26, persons with
disabilities needing special accommodation to participate in this proceeding
should contact the Human Resource Department no later then seven days
subsequent to the proceeding at (561) 799 -4223 for assistance, if hearing
impaired, telephone the Florida Relay Service Number at 800 - 955 -8770
(voice) for assistance.
APPEAL NOTICE
If a person decides to appeal any decision made by the board, with
respect to any matter considered at such meeting or hearing, he will need to
ensure that a verbatim record of the proceedings is made, which record
includes the testimony and evidence upon which the appeal is to be based.
CITY OF PALM BEACH GARDENS
MEMORANDUM
h! a, �
TO: John Chaplik
DATE: July 11, 2007
FROM: Allan Owens, Finance Administrator G
CC: Budget Oversight Committee
SUBJECT; FY 2007/2008 Budget Items
I have reviewed your email dated July 5, 2007, containing comments and
recommendations regarding the FY 2007/2008 proposed budget. Below please find your
issues, along with our responses, which are also being forwarded to each of the members
of the Budget Oversight Committee for discussion at the next meeting.
Issue #1. Fringe benefits for council members. The council members are part time
employees -. yet Palm Beach Gardens is paying substantial fringe benefits — including
health insurance. I would like to see the health insurance benefits eliminated — Estimated
Cost Savings $51, 430.
Response: Elimination of these benefits would require action by the Council, either a
resolution or ordinance. Please note that the cost of $51,430 equates to a mileage of
.0051. Therefore, the elimination of this benefit would have a minimal effect on an
average taxpayer. As an example, a property with a taxable value of $153,660 would
only save 79 cents, from $844.36 to $843.57, based on the 2006 operating tax rate.
Issue #2. Pension benefits for Senior Management Personnel — The Florida Retirement
System has a contribution rate of 13.12% for Senior Management Personnel. The City
Manager and City Attorney receive benefits of 31% and 28% respectively, which is
substantially higher than the FRS rate. I would like to see the City Manager and City
Attorney receive pensions Based on the FRS rate — Estimated Cost Savings $56,343.
Response: Contributions to pensions are established contractually.for the City Manager
and City Attorney. Participation in the FRS is also authorized by contract for the City
Manager and City Attorney. In the case of the City Manager, participation in the Senior
Management Class of'1 RS is compulsory.
Issue #3. Elimination of City Cars for most department heads - I have identified 12 cars
that can be eliminated and replaced with a per diem mileage allowance. None of the
targeted cars are from the Public Safety departments — Estimated cost savings $65,000.
Response: The only department heads that have take -home vehicles are the Police and
Fire Chiefs.
Issue #4. Elimination or restructuring of Other Post Retirement Benefits. The committee
was told in the past that this was a "no cost" fringe benefit because everyone paid the
same rate. As the Bolton report demonstrates, this is not true because retirees use health
benefits at a higher rate than active employees. Few private employers grant this benefit.
I would like to see this benefit eliminated or restructured so that retirees pay a premium
based oil their age and sex — a true no cost alternative — Estimated Cost Savings
$307,000.
Response: Per discussion with our consulting actuary, Bolton. Partners, State law does
not allow Cities to charge retirees a premitina for health coverage. I am also surprised at
your recommendation, as I do not rememher any discussion or suggestion by the
Committee that retirees should pay a premium. It certainly was not a recommendation of
the Committee the past two years. A copy of the recommendation, which was identical
the past tiv0 years, is as follows:
"We do recommend for purposes of financial reporting anti funding, that employment
associated expenses be recognized as the liabilities are incurred An example is the
program permitting retired employees to participate in, the city's group health program.
Current municipal accounting standards tine still on a "no expense ", pay -as- one -goes
basis instead of requiring recognition of this hidden cost as the true liability arises
during active employmient. That will change soon with the mandatory introduction of
GASB 45. We feel the city should voluntarily elect this accounting principle for the
next fiscal year instead of waiting. This will bring earlier attention to the program,
including recognition of its cost and the funding required. "
I do not remember anyone ever representing to the Committee that this was a "no cost"
fringe benefit. In fact, staff has worked with the Committee for the past two years to
begitr the process of inrplerrrentnrg the new accounting pronouncement, GASB 45.
Issue #5. Monitor the Fire Department overtime — The committee was told that by hiring
additional firefighters, overtime would be greatly reduced. Overtime is still $766,000.
The committee and the Finance Department need an explanation of why overtime is still
so high.
Response: Staff does monitor the Fire Department overtime. The most recent analysis
shoii,s that overtime hours decreased from 23,649 in FY 200412005, to 12,487 in FY
2005/200o Overtmic hours through the first rtirre nrorrtlrs of FY 200612007 total 4,807.
Actual cxpenrlitures irr FY '004,2005 ivere 51,264,641, and actual to elute in FY
2006/2007 is .X432,343. There are currently two vacant firefighter positions of the nine
drat here approved in FY 200512006. Based upon the analysis of required staffing and
the results obtained with these two positions being vacant, they are recornniended to he
eliminated next fiscal year.
Issue #6. Eliminate longevity. Few private sector firms pay for longevity. The city
workers have consistently received cost of living increases, merit increases, and
promotions, Why have longevity increases on top of the other raises? It seems to me that
you are double counting longevity. — Estimated Cost Savings $1,017,643.
Response: Of the total $1,017,643 budgeted .for FY 200712008, $760,540 is required
contractually,for the Police, Fire, and SEX employees. Re- negotiating these contracts to
reduce employees' pay will be time consuming and costly, requiring extensive services of
our labor attorney. If the remaining longevity, for general employees is eliminated, which
totals $217,543 in the General Fund, it would equate to a savings of. 0257 mills, or $3.95
for the property owner with a taxable value of $153,660.
Issue #7. Eliminated Conversion of leave. Again, few private sector firms have a
Conversion of Leave provision. Sick time is allowed for more that two days with a notice
from your doctor. Longer absences can be handled with short or long tern disability. —
Estimated Cost Savings $431,157.
Response: There is widespread confusion regarding this issue. The City does not have
"sick time" and, therefore, does not have conversion of "sick time ". The City does have
personal leave and acute illness leave. Acute illness may be used only after three (3)
consecutive personal clays as a result of'illness. The illness or injury must be verified in
writing by a licensed physician. Upon separation from employment, employees are not
compensated for unused acute illness leave.
Personal leave provides time awe {y fromm the work environment and may be used for
vacations, illness or personal days. Personal leave is compensated when an employee
separates, bul only up to the maximum accrual allowed by policy.
The City benefits in many ways when employees cash in their earned personal leave time,
Productivity levels are maintained within the deparlm.ents, while at the same time the cost
of overtime and temporary labor to cover those employees who are out on vacation are
reduced. In addition, the liability recorded at year -end fo° the City s annual audit is
substantially reduced by paying hours at current rates of pay, as opposed to accruing
hours that would be paid at higher fr.rture hourly rates at time of separation,
Issue #8. Traffic signal at Gardens Parkway and Fairchild -- the traffic signal is necessary
because the City Council granted excessive waivers to developers - namely Landmark at
the Gardens. Other developers contributing to the increased traffic are Catafulmo and
Menin. The developers should pay for the light — not the taxpayers. — Estimated Cost
Savings - $500,000.
Response: This traffic signal, which will be reimbursed by several developers including
Kolter and Downtown at the Gardens, was pert in the (widget at Council's direction to
accelerate the project.
Issue #9. Contract with the County for Fire protection — Many cities including Jupiter
contract with the County for fire protection. 1 honestly haven't observed any difference in
fire protection between Jupiter and Palm Beach Gardens. The Finance Department
should conduct a study to determine the more cost effective alternative. Other cities are
now opting to use this alternative.
Response: The projected Fire Department budget next year is $17,806,923. This equates
to a millage of 1.786. The PBC Fire Rescue MSTU this year is 2.98 mills. As you can
see, opting,for County Fire Rescue would reduce you;- City taxes, but would cost you
more when you add in the MSTU rate.
I look forward to discussing these issues with the Committee at the next meeting. If you
have any questions in the meantime, please do not hesitate to contact me.
CITY OF PALM BEACH GARDENS
MEMORANDUM
TO: Mayor and Council
FROM: Ron Ferris, City Manager
SUBJECT: Budget Public Information Meeting — Responses to Public Comments
DATE: July 13, 2007
At the Public Information Meeting on June 28, 2007 regarding the proposed FY 2008
budget, a number of questions and comments from the public were received. Staff was
directed to prepare responses to same and provide them to the residents who spoke
prior to the July 19, 2007 council meeting at which the tentative millage rate will be set.
Attached for your information is a report which includes the following:
• Verbatim public comments and questions from the June 28, 2007 meeting,
including the names of the speakers who asked specific questions about the
budget with responses to those questions and comments including related
attachments
• A copy of the typed list of questions and comments about the FY 2008 budget
submitted by Ms. Pat Hughey to the City Clerk that evening
A copy of this report is being mailed via the USPS to each of the residents who spoke
that evening today, Friday, July 13, 2007.
Should you have any questions, please feel free to contact me. Thank you.
cc: Department Heads
CITY COUNCIL PUBLIC BUDGET INFORMATION MEETING
JUNE 28, 2007
VERBATIM PUBLIC COMMENTS
Mr. Tom Sosey
Is the Citizens' Budget Advisory Committee comments, are they going to be made available
tonight? Can I request a copy of that budget? I really would just like to know what their
comments or recommendations are. If they are not going to be made available tonight, I need
to know when they are going to be made available. I want to request that they be made
available to the public. I want the public to see them.
Response: The Budget Oversight Committee received a copy of the same budget
that Council received and that was posted on the website and met on June 28,
2007 to discuss the proposal. This meeting is available on the website in audio
format as well as the draft minutes from the meeting. The Committee voted 3 -0
to approve the proposed budget in total. The Budget Oversight Committee's next
meeting is on July 26, 2007. Staff anticipates the committee will begin drafting
their comments at that time.
Regarding Administration and Public Relations, can Public Relations cut the mailing budget and
use the web site and bulletin boards in City buildings, use the message center? Regarding a
folder for the budget. It was well done; however, would it be appropriate at the state or
county -wide events where promotion is needed or desired. However, it looks too expensive for
everyday use for the City employees.
Response: The City has already looked into reducing mailing costs, and has
recommended eliminating $5,482 from the postage line item. We are currently
compiling a mailing list for those residents who wish to receive City mail via the
postal service as opposed to via the Internet.
Regarding the police department, reduction in training programs, does this effect
accreditation? How many of the items withdrawn could be purchased with grants both in the
police department and fire department?
Response: Reducing the training programs does not have an effect on the
accreditation. None of the specific training classes cut from the budget can be
attained through grant funding. However, there are other training curriculums
that can be accessed from Region 12, Homeland Security grants, and by bringing
training programs to be taught at our facility. Some additional training funding is
also available from other revenue sources that can be substituted for the training
of police officers in particular areas.
Page 1 of 16
And finally, benefits for City employees. What are the benefits for the 1St year employee, the 5th
year, 10th year? How long and what qualifies an employee for longevity bonus and is it
automatic?
Response:
Longevity bonus programs have been in effect for City employees since at least
1992.
Longevity bonus — All employees hired before October 1, 1992 are entitled to
between a 2% and 10% increase in salary depending on years of continuous
service.
Longevity bonus — General Employees and SEW employees hired after September
30, 1992
Automatic lump sum annually equaling $100 per year beginning the third
year of continuous service; is not a cumulative amount added to base
salary
• 1st year $0
• 5th year $500 lump sum
• 10th year $1,000 lump sum
Longevity bonus — Fire Union
• Cumulative amount added to base salary between 5% - 10% depending
on years of continuous service
Longevity bonus — Police Union
• Cumulative amount added to base salary between 3% - 10% depending
on hire date and years of continuous service
Ms. Eileen Tucker
Eliminate the accrual bonus which appear to be about 10% annually. We pay employees a
longevity bonus. This makes no sense when eventually so many of the employees end up fired
or quitting. Most private industry does not reward workers for their years of service. The City
amply rewards them salaries and pensions.
Response:
Longevity bonus programs have been in effect for City employees since at least
1992.
Page 2 of 16
Longevity bonus — All employees hired before October 1, 1992 are entitled to
between a 2% and 10% increase in salary depending on years of continuous
service.
Longevity bonus — General Employees and SEIU employees hired after September
30, 1992
• Automatic lump sum annually equaling $100 per year beginning the third
year of continuous service; is not a cumulative amount added to base
salary
• 1st year $0
• 5th year $500 lump sum
• 10th year $1,000 lump sum
Longevity bonus — Fire Union
• Cumulative amount added to base salary between 5% - 10% depending
on years of continuous service
Longevity bonus — Police Union
• Cumulative amount added to base salary between 3% - 10% depending
on hire date and years of continuous service
Eliminate overtime where possible. When someone has to work evenings or weekends, is it
possible to have comp time during the daytime hours or make schedules more flexible to fit the
situations where possible.
Response: Some departments do permit non - exempt employees to accrue
compensatory time at time and a half in lieu of being paid overtime. However, in
accordance with the Fair Labor Standards Act (FLSA), the City cannot require a
non - exempt employee to accrue compensatory time in lieu of being paid
overtime.
Eliminate the buyback sick time for cash. This is something that I didn't realize that we were
doing. Sick time should be just that, sick time. I can see where an employee can carry over sick
time for a set period of time but the City should not have to pay for the unused time. A. It is
being paid at the highest salary rate at the time it is paid to the employees and it becomes a
bonus. The intent is to pay for time out while sick not to give employees a bonus. I believe that
can add up to a lot of money for the City.
Response: There is widespread confusion regarding this issue. The City does not
have "sick time" and, therefore, does not have conversion of "sick time ". The City
does have personal leave and acute illness leave. Acute illness may be used only
after three (3) consecutive personal days as a result of illness. The illness or
injury must be verified in writing by a licensed physician. Upon separation from
employment, employees are not compensated for unused acute illness leave.
Page 3 of 16
Personal leave provides time away from the work environment and may be used
for vacations, illness or personal days. Conversion of leave or payment in lieu of
personal time shall be paid at the employees' request and in accordance with City
policy. Employees have the option to schedule time off, cash in hours earned or
lose the time. The conversion of leave policy has been in effect since at least
1997.
The City benefits in many ways when employees cash in their earned personal
leave time. Productivity levels are maintained within the departments, while at
the some time the cost of overtime and temporary labor to cover those
employees who are out on vacation are reduced. In addition, the liability
recorded at year -end for the City's annual audit is substantially reduced by
paying hours at current rates of pay, as opposed to accruing hours that would be
paid at higher future hourly rates at time of separation.
Eliminate some the new hires in departments since 2002. And again, I am not familiar with all of
them. At the next budget meeting I would like to go over each new department and each new
employee hired since 2002 and I would like to discuss why each of these should be retained. I
would also like to know what happened to the cross training that we were going to do. I would
like to find out how many new hires were added when we were to use the employees that were
to be used in other departments.
Response: The new departments /divisions added since 2002 are Economic
Development, Public Relations, and Legal.
With regard to the new employees hired since 2002, see the attached schedule.
Staff has recommended eliminating 13 positions added since 2002. In 2002
there were a total of 378 employees, and the City's population was 36,498, for a
total of 10.36 employees per 1,000 population. The most recent population
estimate from the University of Florida's Bureau of Economic and Business
Research indicates a population of 48,176 in 2006. With a total of 501
employees projected in 2007 -2008, the estimated number of employees per
1,000 population remains constant at 10.4.
I would like to review the car allowances. It seems to me that there should be no more car
allowances for any one not needing a car for the use of their job during the day. For the
occasional use of car we should give employees mileage with receipts for their trips.
Response: The car allowance program was implemented several years ago to
eliminate take -home vehicles for approximately 12 employees who, by the nature
of their jobs, are subject to call -back 24 hours per day. This program was
reviewed and approved by the Budget Oversight Committee. It was determined
that amortization, repairs, and fuel costs exceeded the cost of providing these
employees an allowance. Other employees, who occasionally use their vehicles
Page 4 of 16
for business purposes, are eligible for mileage reimbursement at current IRS
rates.
I would like to review the vehicles that the City currently owns. Do we need them all? Are we
using them all? To what capacity? Would rentals be better in some situations? Have all these
items been taken into effect before the budget was tentative presented.
Response: The Fleet Committee, which is comprised of staff from all vehicle
and /or equipment users, reviews all vehicle usage on an annual basis prior to
each budget cycle to determine departmental or division needs. During this time,
the Fleet Committee identifies new purchases, replacements, and vehicles that
have no further function within the City's fleet. Further, the Fleet Committee
reviews vehicle and equipment leases and rental options to determine the most
fiscally responsible approach. For instance, the Police Department detective
vehicles are rented on a monthly basis due to the need to change vehicles
frequently for investigative purposes. Finally, any vehicle deemed to no longer
have a function in the City fleet is sold at auction.
Now as far as the raises, I know it is a touchy subject guys. I work too. But 5 -6% raise for the
next year to me is totally out of line. If the budget is cut then salaries need to be in line with the
cut. Please note the large increases given over the last five years, much more than private
industry has done. As far as the City, I realize that the Council members, City Attorney and the
Manager are tied into this. So, you know, is this becoming a conflict of interest. I don't know, is
that the way we should continue doing this? I would also like to ask if there is going to be
another meeting because there are so many questions. I mean, I just touched on a little bit. i
think at some point we need give and take. They can't just be answers to my questions
because somebody may know something that I don't. So is there a chance of another meeting
where we can sit down you know, just verbalizing back and forth.
Response: Contractually, the City is obligated to 6% across- the -board increases
for Fire Union and SEW employees next year. The Police Union contract is still in
negotiation, however, the current year contract provides for a 3.7% COLA and a
0% - 6% merit increase. With respect to non -union general employees, the
Human Resources Department periodically coordinates a compensation and
Classification study. The most recent study was presented in June 2006, and
found that the City's utilization of the Employment Cost Index (ECI) for cost of
living adjustments (COLA) in conjunction with the performance increase, more
commonly referred to as a merit increase,(up to 4% last year) has maintained
pace and competitiveness in a tightly clustered and highly competitive labor
market.
Notwithstanding the results of the compensation study, management recognizes
the future constraints that will be placed on the City by the recent tax reform
legislation, and the need to attempt to minimize the impact of personnel cost
Page 5 of 16
increases. To this end, staff has reduced the potential merit increase for non-
union general employees to 3% from lost year's 4116, and increased employees'
contributions for health insurance by an average of 30.4 %. As an example, the
combined effect for an employee earning $50,000, who receives a 3.8% COLA and
1% merit, and pays for family PPO coverage, would be a net increase of 4.36% in
their pay.
Of note is the fact that the City Manager and City Attorney receive the some
COLA as do the general employees each year as per his and her contracts. They
do not receive a merit increase.
Ms. Carolyn Chaplik
I know that we have a Police Citizen's Academy. It is great for the citizens but if we cut out that
program I don't know how much it is costing. It is not cutting down on services, it is just an
added bonus to our community but it is not cutting down on services of police and fire
protection to our City so that maybe one area to look at.
Response: The Citizen's Police Academy has been removed from the proposed
budget. This represents approximately $1,000 in savings to the City.
With the fire department I noticed that they have the Deputy Chief position division as being
downgraded to Division Chief because mid -year, mid - budget he is retiring. If we can eliminate
that position now why are we keeping it until February? I don't know if that is because added
perks are going to be put in there. One thing I noticed, I believe that it is a Chief Operations of
Fleet position in the Fire Department is being eliminated. I am wondering why this position is
being eliminated when the person has been there for so many years? But not like a Chief
Operations that is in charge of supervising three people. Maybe which one is being eliminated is
not the right one.
Response: After analysis it was determined that the Deputy Chief of EMS would
be merged with the Deputy Chief of Operations and assume the duties of this
position. Considering the span of control and the duties of combining these two
responsibilities (Deputy Chief of Operations directly supervises three Shift
Captains and is responsible for all daily operations of 110 personnel), the Deputy
Chief of EMS position would be downgraded to Division Chief of Emergency
Medical Services (EMS). The Division Chief of EMS will assist the Deputy Chief of
Operations with the daily duties coordinating the EMS Division. This would
reduce the number of personnel at the highest level of administration and leave
the Department with two Deputy Chief positions, Operations and Administration
and the some number of Division Chiefs, Administration, Training and EMS. These
organizational changes save the City approximately $30,000 per year.
Regarding the Division Chief of Fleet & Facilities: The length of service was not a
determining factor in the elimination of this position, rather the workload and
Page 6 of 16
responsibilities as they relate to cost of Citywide operations. Additionally, this
position does not supervise any personnel. Fire Rescue has invested
approximately $250,000 over the past three years to bring fleet maintenance of
fire and rescue vehicles in -house to reduce costs of maintenance and repair. The
City now has four mechanics with Emergency Vehicle Technician (EVT)
Certifications on staff as well as the Supervisor of Fleet Maintenance having his
Master EVT Certification. With the elimination of the Division Chief of Fleet &
Facilities position, the vehicle and facility maintenance scheduling will be the
responsibility of the Quartermaster. This change will save the City approximately
$176,000 per year and eliminate duplication of efforts.
As far as Growth Management, they have reduced people there. We are reducing positions that
haven't been filled. In the past we have had an increase drastically in our growth spurts. Now I
don't like hearing, we are not going to be able to expedite the permits because we have less
people. I don't like to hear those scare tactics. A lot of times we have had a Planning and
Zoning we have had to cancel the meetings because there is not enough items for the agendas
because we had a slow down in all the building permits here. I don't like to hear that but I mean
we had a huge increase with Growth Management because of all this with the growth spurts.
But now it is calming down and we had to cancel meetings on occasion because we have not
had a full agenda.
Response It was never said that staff would not be able to expedite permits for
projects that qualify for the Targeted Expedited Permitting Program (TEPP).
According to code, staff has an expedited process to maintain for all qualified
projects. As the workload is redistributed from the positions that were
eliminated, staff will be required to realign priorities in order to accommodate
the additional workload.
In addition, during the past year, staff has only canceled one (1) Planning,,
Zoning, and Appeals Board (PZAB) meeting, on February 27, 2007. The item on
that agenda was not advertised properly, thus it was pulled from the agenda.
Staff has not cancelled any other meetings this year.
Other towns you said, comparable cities have had to reduce a 7 -9% reduction. So maybe in the
spirit of good neighbors, we should try to knuckle down and get a reduction to 7 -9 %. 1 have
nothing against the employees here. I think they do a great job but we just have to really watch
out with some of the pensions because I believe that some of the proposed pension, some of
the people are getting 28% increase in their pension and some people are getting 31 %. 1 think
that may be a little excessive in this day and time.
Response: The City falls into a 5% reduction category based upon the State's
formula, which measures the increase in per capita tax levies from 2002 to 2006.
The purpose of the new legislation is to penalize agencies in proportion to the
degree they have increased taxes. Staff fails to understand why our citizens and
Page 7 of 16
employees should bear further reductions over and above what the State requires
just because other cities have been less fiscally responsible. The City, due to
sound fiscal policies by the Council, has been evaluated according to the State's
criteria, and should only be held to and accountable to those standards.
Contributions to pensions are established contractually for the City Manager and
City Attorney, legislatively for general employees' contributions to FRS, and by
actuarial valuations for Police and Fire plans. Participation in the FRS is
mandatory for all general employees hired after September 30, 2006, and is
authorized by contract for the City Manager and City Attorney. In the case of the
City Manager, participation in the Senior Management Class of FRS is
compulsory. Participation in the Police and Fire plans is mandatory for police
officers and firefighters, respectively. No class of employee in the City has been
projected to receive any pension benefit increase in next year's budget, let alone
a 28% or 31% increase.
Mr. Vito DeFrancisco
I looked at the budget and I looked at it in a fair amount of detail and I saw COLA, I saw merit, I
saw longevity, conversion of leave and incentive pay. I fully understand COLA and merit. I don't
understand longevity. 1 went through and I saw people's names and it said what year they
started, it did not have their names it had positions. It said year started than then it is pretty
easy math. For 3 years of service with the City you get %: % merit. if you started in 1984, 86, 87,
your longevity is somewhere between 10 -12% of your gross pay. Plus they get COLA, merit,
conversion of leave, plus incentive. You add that up and I would have to believe that the
person is getting 20% per year. Not that they don't deserve it but I can't believe that city
government has to be that far out of what of what normalcy is out there in the community. You
are business people. Do you give anyone in your company longevity? If they are good
employee you give them a bonus, you give them a raise and you may promote them. But
longevity of 10 -12 %, that is incredible.
Response:
Longevity bonus programs have been in effect for City employees since at least
1992.
Longevity bonus — All employees hired before October 1, 1992 are entitled to
between a 2% and 10% increase in salary depending on years of continuous
service.
Longevity bonus — General Employees and SEW employees hired after September
30, 1992
• Automatic lump sum annually equaling $100 per year beginning the third
year of continuous service; is not a cumulative amount added to base
salary
Page 8 of 16
0 1st year $0
0 5th year $500 lump sum
0 10th year $1,000 lump sum
Longevity bonus — Fire Union
• Cumulative amount added to base salary between 5% - 10% depending
on years of continuous service
Longevity bonus — Police Union
• Cumulative amount added to base salary between 3% - 10% depending
on hire date and years of continuous service
What I would also like to know is what is conversion of leave? The only thing 1 could think of is
that is it conversion of sick time. There was no definition of it. Across the board that equals
3 %. If you look at any department and take conversion of leave and you take their base, gross
product it is give or take 3% of their budget. That is a huge amount of money. If people get sick
time, death in the family and illness that is all great. But these are buy back which are
budgeted items which cost the money. It is not a benefit. Try to more align with what the
regular business community is doing. That is all I ask.
Response: There is widespread confusion regarding this issue. The City does not
have "sick time" and, therefore, does not have conversion of "sick time". The City
does have personal leave and acute illness leave. Acute illness may be used only
after three (3) consecutive personal days as a result of illness. The illness or
injury must be verified in writing by a licensed physician. Upon separation from
employment, employees are not compensated for unused acute illness leave.
Personal leave provides time away from the work environment and may be used
for vacations, illness or personal days. Conversion of leave or payment in lieu of
personal time shall be paid at the employees'request and in accordance with City
policy. Employees have the option to schedule time off, cash in hours earned or
lose the time. The conversion of leave policy has been in effect since at least
1997.
The City benefits in many ways when employees cash in their earned personal
leave time. Productivity levels are maintained within the departments, while at
the some time the cost of overtime and temporary labor to cover those
employees who are out on vacation are reduced. In addition, the liability
recorded at year -end for the City's annual audit is substantially reduced by
paying hours at current rates of pay, as opposed to accruing hours that would be
paid at higher future hourly rates at time of separation.
Page 9 of 16
Mr. Paul Vota
I know that we went through the slides and we talked about eliminating some of the positions
and in some cases those positions that might be eliminated are open. So it really was not a
complete description as to what we are agreeing or disagreeing to. Because if you are surviving
on a department with only five people when you are budgeted for seven, and you are surviving
with five, obviously the two that are missing are not causing any real problem day to day. So
maybe the offer for another meeting between now and the 19th to get more specific as to what
we are talking about, I guess I am seconding that. Because what we read on the screen about
just eliminate, eliminate maybe positions that are already not even being filled. So I wanted to
make that point. Secondly, if we budget for seven employees in a department and we only run
with five, does the money that has not been spent come back into the main budget for the
county so we don't loose it. Otherwise, if the department has it in their control they spend it
somewhere else. Sick time — I do work for a Fortune 500 company. We earn billions of dollars
per year and I can't sell back my sick time. I either use it or loose. If I don't use it by August 15th
I can only carry 40 hours over. So that perk I don't think is generally accepted in the business
world. That is something that companies used to do years ago. Companies trying to stay lean
and mean have eliminated that. I will also point out the pensions. I don't get a pension I get a
401K with dollar matching. If I put money in my employer will match it. That is what I have to
live with day to day basis. I don't get the benefit of a pension that might increase as much as
20 -25 %. So I think we are all the same and I think we should live with the same perks. If
Fortune 500 companies that run profitably can't afford to pay that out I think that is something
we should consider. We want to be competitive and we want to do as well as the regular job
market might do but we do not continue to give away a perk that the rest of the world, or the
rest of the private industry is choosing to do away with.
Response: There is widespread confusion regarding this issue. The City does not
have "sick time" and, therefore, does not have conversion of "sick time ". The City
does have personal leave and acute illness leave. Acute illness may be used only
after three (3) consecutive personal days as a result of illness. The illness or
injury must be verified in writing by a licensed physician. Upon separation from
employment, employees are not compensated for unused acute illness leave.
Personal leave provides time away from the work environment and may be used
for vacations, illness or personal days. Conversion of leave or payment in lieu of
personal time shall be paid at the employees' request and in accordance with City
policy. Employees have the option to schedule time off, cash in hours earned or
lose the time. The conversion of leave policy has been in effect since at least
1997.
The City benefits in many ways when employees cash in their earned personal
leave time. Productivity levels are maintained within the departments, while at
the some time the cost of overtime and temporary labor to cover those
employees who are out on vacation are reduced. In addition, the liability
Page 10 of 16
recorded at year -end for the City's annual audit is substantially reduced by
paying hours at current rates of pay, as opposed to accruing hours that would be
paid at higher future hourly rates at time of separation.
With regard to pensions, no class of employee in the City has been projected to
receive any pension benefit increase in next year's budget. However, the City's
cost for Police and Fire pensions is increasing, from 29.54% to 34.42% of payroll
for the Police pension, and from 24.15% to 30.4% for the Fire pension. The cost
for the Florida Retirement System (FRS) for general employees remains at 9.85%
of payroll.
Ms. Pat Hughey
How many planners are in Growth Management?
Response: There are currently 14 budgeted planner positions in Growth
Management, Growth Management Administrator (1), Planning Manager (3),
Principal Planner (1), Senior Planner (1), Planner (3), Planning Specialist (2),
Development Compliance Manager (1), Development Compliance Planning
Technician (1), and Planning Technician (1). For FY 2008, staff has
recommended eliminating two positions, one (1) Planning Manager and one (1)
Planner, resulting in a total of 12 planners.
Are we paying overtime and is this for special projects?
Response: No. Planners are exempt.
How many planning managers and what are the responsibilities.
Response: We currently have three (3) Planning Manager positions in Growth
Management. One has been recommended to be eliminated for next fiscal year,
leaving just two (2). The position description is attached.
How many administrative assistants and in what departments. What are the responsibilities
and can they be pooled? Are they paid overtime?
Response: The Growth Management Department includes two administrative
assistants which provide assistance to all divisions and staff members of the
department. Their position descriptions are attached. These positions are non-
exempt, and as such, are eligible for overtime if they are required to work in
excess of 40 hours in a week.
Growth Management — who does TEEP. Community development, Community Manager when
requested or elected officials will interact with potential new business. Is that being done now?
Page 11 of 16
Response: Currently, the City's Economic Development Director maintains
contact with the Business Development Board and manages the City's TEPP
process. Section 78 -57 (attached) of the City's Code of Ordinances sets forth the
qualification criteria for TEPP. The Business Development Board does contact the
City Manager and elected officials when and if it desires.
Growth Management Administrator — who did this before interim appointment and who will
coordinate projects.
Response: Since there has not been an Interim Growth Management
Administrator for almost one year, staff believes the question was in regard to
the Interim Development Director. Before the interim appointment, the position
was held by Hank DuFour, who worked on transportation and housing issues for
the City, among other things. As previously stated, the duties and responsibilities
will be absorbed by the staff in the Growth Management Department who will
coordinate with the City Manager.
Planning and Zoning —who does state evaluations and requirements now.
Response: State - mandated requirements for Growth Management are currently
the responsibility of the Growth Management Department and will remain within
the Growth Management Department.
IT — children in pre -K getting computers, don't see the need for this. I do see the need for
Police, Fire and Public Works to have computers.
Response: The computers for the RYEC classrooms were eliminated. The
computers eliminated from Public Safety were for additional computers at Fire
Stations #2, #3, #4, and #5.
City Clerk — what are the supplies for the polling locations. What is the state or county's
responsibility to supply. Who or what determines if codifying is needed and what skills are
required for this.
Response: The supplies consist of:
Note pad(s) — letter size
Pens
Pencils
Highlighters
Black Morker(s)
Rubber bands
Large /Small Post it Notes
Rulers
Stick pins
Masking tape
Paper clips
Scotch tape
NOTE: Since 2002, the number of precincts has increased 157% -- in 2002 14 precincts,
and as per the official 2007 election results, there are currently 36 precincts.
Page 12 of 16
The State and County's responsibilities are to supply each precinct during a State and
County election, and the City is responsible during a Municipal election.
Sec. 1 -14. Supplementation of Code.
(a)By contract or by city personnel, supplements to this Code shall be prepared and
printed whenever authorized or directed by the city council. A supplement to the Code
shall include all substantive permanent and general parts of ordinances passed by the
city council or adopted by initiative and referendum during the period covered by the
supplement and all changes made thereby in the Code and shall also include all
amendments to the Charter during the period. The pages of a supplement shall be so
numbered that they will fit properly into the Code and will, where necessary, replace
pages which have become obsolete or partially obsolete, and the new pages shall be so
prepared that, when they have been inserted, the Code will be current through the date
of adoption of the latest ordinance included in the supplement.
(b)ln preparing a supplement to this Code, all portions of the Code which have been
repealed shall be excluded from the Code by the omission thereof from reprinted pages.
(c)When preparing a supplement to this Code, the codifier, meaning the person
authorized to prepare the supplement, may make formal, nonsubstantive changes in
ordinances and parts of ordinances included in the supplement, insofar as it is necessary
to do so to embody them into a unified code. For example, the codifier may:
(1)Organize the ordinance material into appropriate subdivisions;
(2)Provide appropriate catchlines, headings and titles for sections and other subdivisions
of the Code printed in the supplement and make changes in catchlines, headings and
titles;
(3)Assign appropriate numbers to sections and other subdivisions to be inserted in the
Code and, where necessary to accommodate new material, change existing section or
other subdivision numbers;
(4)Change the words "this ordinance" or words of the same meaning to "this chapter,"
"this article," "this division," etc., as the case may be, or to "sections through
" The inserted section numbers will indicate the sections of the Code which
embody the substantive sections of the ordinance incorporated into the Code; and
(5)Make other nonsubstantive changes necessary to preserve the original meaning of
ordinance sections inserted into the Code, but in no case shall the codifier make any
change in the meaning or effect of ordinance material included in the supplement or
already embodied in the Code.
Upon adoption, the City Clerk transmits the Ordinance to the Municipal Code
Corporation. Resolution 19, 1969 adopted on April 28, 1969 approved the agreement
between the City and the Municipal Code Corporation. Municipal Code Corporation
(MCC) has more than 50 years' experience publishing Codes of Ordinances, Land Use
Codes, and Charters for local governments. This includes original codification,
recodificotions, republications,and updating.
Page 13 of 16
City Attorney — what is out sourcing criteria. How is the vendor or attorney selected. Are there base
contracts or are event fees charged?
Response: The City Attorney, as the chief legal officer of the City responsible for all legal
affairs of the City, evaluates the need for specific outside counsel and makes a
recommendation to the City Manager. Special counsel are selected based upon
expertise in certain specialized areas of municipal law. Pursuant to Section 6 -2 of the
Charter of the City of Palm Beach Gardens, the City Manager is authorized to appoint
special counsel to serve as legal advisors and is also authorized to approve assistant city
attorneys appointed by the City Attorney.
All special counsel are paid on an hourly basis, and such fees are reimbursed by third
parties whenever legally possible. Requests for Outside Legal Services are submitted by
departments, and reviewed and approved by the City Attorney. With the exception of
labor counsel, all special counsel report to the City Attorney. The City Attorney reviews
and approves all invoices for payment for all special counsel based on the established
hourly fee schedules.
Fire Dept. — When is bunker gear replacement deemed necessary. Who makes this evaluation. What
programs are currently active. Certification for car seats, etc. Why doesn't the city recognize PB
County certification training? What is public works responsibility for maintenance of facility is this just
a housekeeping issue? What are the job descriptions of the 3 administrative assistants and can finance
or HR handle this assignment.
Response: Bunker Gear replacement: The evaluation of bunker gear is made in
accordance with the National Fire Protection Agency Standards 1951, 1971 and 1999
which spells out inspection, care, maintenance, repair and replacement of firefighting
protective clothing. This will have no affect on accreditation as we will continue to
comply with national standards.
Currently active programs: Community Emergency Response Training (CERT), Cardio
Pulmonary Resuscitation (CPR) and Automatic External Defibrillator (AED) Training, Child
Safety Seat Installations, Urban Search & Rescue participation, Swat Medics, and Honor
Guard.
CERT Training: The City does recognize Palm Beach County CERT Training and in fact
provides training in accordance with the County program. However, the City does not
support a CERT Team and only provides training for individuals to be more prepared to
care for themselves and their families in times of emergency.
Maintenance of Facilities: Public Works currently provides maintenance activities for
Fire Rescue based on expertise of employees and scheduling of projects Citywide. Fire
Rescue relies on outside maintenance for items such as repair of bay doors, appliances,
refrigeration, and major electrical and construction projects. Reliance on the outside
Page 14 of 16
contractors will decrease with budget cuts and impact Public Works facility maintenance
personnel.
Administrative Specialists: Currently, Fire Rescue has two Administrative Specialists. The
Administrative Specialist 11 is the receptionist for Fire Rescue, handling all clerical
requests for the department. Additionally, this position is responsible for scheduling fire
inspections for the Life Safety Services Division. The Administrative Specialist Ill is
responsible for processing accounts payable, department payroll, personnel files,
training files, and databases.
Community Services, grounds and tree relocation, can developers assume this responsibility.
Response: Depending upon the location of the specific trees, the City may have the
opportunity to require developers to relocate them through a development order and
conditions of approval.
Recreation and art music events — what is the financial benefit to the City. Are sales made on City
property and is there tax responsibility. Who pays or provides refreshments served at the events?
Response: The City derives no financial benefit when hosting art and music events. If
sales of art are made as a result of exhibiting them on City -owned property, the sale is
strictly between the artist and buyer. The City is not involved in the sale transaction, and
therefore has no tax responsibility. The City does fund refreshments at some, but not all,
art and music events.
Is the quarterly recreation guide on the City web site? Is it posed on the bulletin board?
Response: Yes, the current Signature City magazine is on the City's website. It is not
posted on a bulletin board.
Mowing has been reduced to 24x per year. During droughts and cooler temperatures is this reduced?
Is the 24x per year a fixed amount?
Response: As proposed in the 2007 -2008 City of Palm Beach Gardens Budget Request,
mowing frequency will be decreased from 41 annual cuts to 24 cuts. Based on local
standards and practices, the 24 cuts is the minimum amount needed in order to sustain
the proper appearance, safety and turf growth. Although 24 cuts would be a fixed
amount, the actual cuts will be increased in the summer prime growing season and
decreased in the winter months.
Staff Note: The following questions /inquiries were included in the typed list submitted by Ms. Pat
Hughey to the City Clerk at the June 28, 2007 meeting but were not stated during public comment.
The responses follow each question /inquiry.
Page 15 of 16
Development Director responsibilities /job description.
Response: This position has been recommended to be eliminated in the FY 2008 budget.
However, the current position description is attached.
Honda support- doesn't Honda pay for PD and FR?
Response: During the last Honda Classic, the City Council awarded a grant to the
Children's Healthcare Charity, Inc. for implementation of a Public Safety Plan utilizing
off -duty City police officers and City fire department staff to provide for the safety of
patrons of the Honda Classic. Funds for the grant were provided through the General
Fund.
50th birthday event should be big deal. Why not use local donated talents, showcase our youth and
their accomplishments. Members of the 2007 World champs - cheerleaders live in PBG, demo, service
organizations, military branches, school groups- bands, chorus, drama's, etc. Council member Jablin
offered to head "fund raising" and suggested forming a work committee. Use the local talent to
celebrate this event. How much can be done by volunteers?
Response: The 50th birthday funding request that has been removed from the budget
was for preliminary preparations in anticipation for the birthday that will occur in the
2009 budget year. The reduction of funding does not affect the City's ability to honor
this milestone birthday. The funds were to be utilized for commemorative items that
have a long lead -time to produce. An example of this would be special badges for police
and fire departments. Staff had anticipated and will work toward the goals mentioned
by Council for sponsor solicitation and citizen participation in planning one grand event
during the seasonal months in 2009. As with current practice, staff anticipates success in
identifying partners in the community who will support such a celebration.
How many emp. were paid for attendance on 6- 28 -07?
Response: No employees were paid to attend the public information meeting on 6 -28-
07.
How many employees live here?
Response: That data is unavailable.
Page 16 of 16
Questions regarding the 2007 -2008 budget P
How many planners in GM ? Paying O /T? For special projects?
Plan manager? Responsibilities? How many in that position now? Mcerins
Development Direct responsibilities /job description.
-How many administrative assistants now? What departments/ what responsibilities? Can this
position be "pooled" for all departments? Paying O/T?
= Gro /mgmt- who does TEPP now(targeted expedited permitting program) How and what
project qualifies for TEPP? = Community Development -when requested -C /mgr or elected
officials (city council) will interact with potential new businesses, aren't you doing that now?
-G/M Administrator /who did before interim appointment? How and who will coordinate
projects?
-P /Z- who does evaluation/state requirements now?
-IT- children will get computer in Pre -K, etc., don't see need for City to provide this "PERK ".
F/D, P/D and P/W can justify needs for computers.
-City clerk -what are supplies for polling locations? What is State /County responsibility to
supply?
What or who determines when codifying is necessary and what special skills are required to do
this?
-City Attorney -what is criteria for out - sourcing matters? Are there base contracts or event fees
charged? How is the vendor /attorney selected?
Fire Department: bunker gear-replacement deemed necessary? Who makes evaluation? (C /,
What effect on accreditation? What programs currently active? CERT, CAR SEATS, etc?
Why does City not recognize PB Co. CERT training, as this department has active instructors in
program? What is PW responsibility for maintenance of facility? Is this a matter of
housekeeping details?
Three secretaries /adm.assistants ? What are the job descriptions for these positions, is this
duplication of efforts? Can Finance Dept./Human Resource handle this assignment?
- Community Services /grounds -tree re- location, can developers assume responsibility for this?
- Community Services /recreation- art/music events? What is the financial benefit to the city for
the art shows? Sales made on city property, is there a tax responsibility here? Who
pays /provides the refreshments served at these events?
w
-Is the quarterly recreation program guide on the City web site? Eliminates the need for paper,
but could be posted on bulletin board in facilities.
-Comm. Service: Reduce mowing to 24 x a year. During drought and cool temps, less need, so is
this figure*fixed or should it be as needed?
A inistration-Pubtic R ons: cut mailing budget, use web site and bulletin boards in city
buildings. Use the "message trailer".
Folder for the budget. Well done, however would be appropriate at State /Co. wide event where
"promotion" is needed/desired, however, looks too expensive for everyday use with City
employees. Look out for my tax - dollar.
Police Department: Reductions in training programs, does this effect accrediation? How many
of the items withdrawn could be purchased with grants, both in PD and FD?
Benefits for city employees - What are benefits for I' year employee? 5 year, I Oyr?
How long and what qualifies employee for longevity bonus? Is this automatic?
-50' birthday event.... should be big deal. Why not use local donated talents, showcase our youth
and their accomplishments. Members of the 2007 World champs- cheerleaders live in PBG,
demo, service organizations, military branches, school groups -bands, chorus, drama's, etc.
Council member Jab] in offered to head "fund raising" and suggested forming a work committee.
Use the local talent to celebrate this event.
CI'I'Y OF PALM BEACH GARDENS
PLANNING MANAGER
POSITION DESCRIPTION
JOB CODE #: 707701
JOB TITLE: Planning Manager
EEO CLASS: 2 Professional
SUPERVISED BY:
Growth Management Administrator
_
HOURS / PAY GRADE:
DEPARTMENT:
DIVISION:
40/119
Growth Management
NA
STATUS: RFT RPT P T
WORKERS' COMP CODE
This is an employment -at -will
EXEMPT NON - EXEMPT
8810
position.
BARG UNIT NON -BU
DIV. APPROVAL:
DEPT APPROVAL:
HR APPROVAL
DATE:
DATE:
DATE:
GENERAL PURPOSE:
Professional, administrative and supervisory planning work involving various phases of urban
planning and promotion of various phases of planning principles. Work involves planning,
assigning and supervising the work of subordinate planners and technical personnel in the planning
process.
SUPERVISION EXERCISED: Exercises direct supervision over Planner and /or Senior Planner and
may supervise other support staff, part -time, temporary employees or volunteers, as assigned.
ESSENTIAL DUTIES & RESPONSIBILITIES: (Essential functions, as defined under the Americans with Disabilities
Act, may include the following tasks, knowledge skills, and other characteristics. This list is ILLUSTRATIVE ONLY and is not a
comprehensive listing of all functions and tasks performed by incumbents of this class.)
• Directs and supervises staff in collecting, analyzing, evaluating and presenting research
information
• Makes studies and proposals for revision of the land development regulations
• Prepares and presents staff reports and support documentation to the Planning, Zoning and
Appeals Board and City Council as well as related boards such as the Community Aesthetics
Board and the Art In Public Places Board
• Prepares, reviews and edits reports written by planning professionals and consultants
• Coordinates policy and technical meetings including preparation of agendas, working drafts
and task products
• Coordinates intragovernmental and intergovenunental input of development review projects
• Coordinates the Development Review Committee process
• Reviews residential preliminary plats and development construction plans for compliance
with approved master plans and conditions of ordinances /resolutions prior to adoption of
final plats
• Conducts final site inspections prior to issuance of Building Permits and Certificates of
Occupancy
• Conducts preapplication meetings for potential development applications
• Provides zoning verification and information to the development community and the general
public
• Verifies zoning classification prior to issuance of Occupational Licenses
• Assists in the preparation of the annual budget
Page I of 3 IAS2 \jd.'s\ posde99. pp 05/05
ESSENTIAL DUTIES & RESPONSIBILITIES (Continued):
• Assists in the preparation of studies, investigations, inventories and surveys of the factors
and conditions pertaining to the comprehensive plan element and special studies
• Performs any other related work as required
PERIPHERAL DUTIES:
Regularly attends scheduled evening meetings of various advisory boards or task forces, when
requested..__
DESIRED MINIMUM QUALIFICATIONS:
Education and Experience:
• Master's Degree in urban and regional planning, growth management or public
administration, and
• Five (5) or more years of experience in professional planning work, or
• Any related combination of training and experience
Certification of the American histitute of Certified Planners (AICP) preferred,
Knowledge, Skills and Abilities:
• Extensive knowledge of the objectives and application of zoning
Extensive knowledge of the principles and practice of city planning; the political social and
economic implications of planning
• Considerable knowledge of mapping and graphic techniques for the preparation of maps,
plans, charts and graphs
• Considerable knowledge of Florida's comprehensive planning process and the techniques of
preparing evaluation reports and plan amendments
• Ability to apply professional city planning principles, practices and techniques to a wide
variety of routine and advanced problems and assignments to master, current and
comprehensive plamming
• Ability to supervise professional, technical and clerical personnel engaged in master or
current plarming work
Ability to interpret planning and zoning laws and administrative riles to other government
officials and the public
• Ability to present findings and recommendations concisely and effectively, orally or written
Ability to establish and maintain effective working relationships with other employees and
the general public
SPECIAL REQUIREMENTS:
Valid Florida State driver's license.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee to
successful ly perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
While performing the ditties of this job, the employee is occasionally required to stand or sit; walk;
use hands to manipulate, handle, feel or operate objects; and reach with hands and arms. The
employee is occasionally required to climb or balance, stoop, kneel, crouch, or crawl, talk or hear.
The employee must occasionally lift and /or move up to 20 pounds. Specific vision abilities required
by this job include close vision, distance vision, color vision, peripheral vision, depth perception,
and the ability to adjust focus.
Page 2 of 3 7AS2 \jd.'s\ posde99. pp 05/05
TOOLS & EQUIPMENT USED:
Phone system mobile or portable radio; personal computer including word processing software;
calculator; copy and fax machines; motor vehicle.
ENVIRONMENTAL CONDITIONS:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
The noise level in the work environment is usually quiet in the office and moderate in the field.
SELECTION GUIDELINES:
Formal application, rating of education, training and experience; oral interview and reference check;
job related tests may be required.
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude thern from the position if
the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and
employee and is subject to change by the employer as the needs of the employer and requirements of
the job change.
Page 3 of 3 JAS2 \jd.'s\ posde99. pp 05/05
CITY OF PALM BEACH GARDENS
POSITION DESCRIPTION
Development Director
Position Code:
707100
Pay Grade:
057
ExemptlNon-
Exempt
Exempt
Status:
Non
EEO
01OfficelAdmin
Workers
8810
Bargaining Unit:
Bargaining
Classification:
Comp. Code:
Division Approval
Date
De a 4ment pr al
% >l�
Date (�
l` (�(•
Human Resources
Approval
Date
4_1 20 1 D-1
POSITION SUMMARY:
Under limited supervision, this position functions in an executive level capacity as
Development Director. This position coordinates, plans, and directs community projects
approved by council and assigned by the Growth Management Administrator and /or the City
Manager, Incumbent will draft policies and procedures regarding community projects and
works with a high degree of independent judgment. Identifies and determines availability
and sources of community projects and grants/ funds,
SUPERVISION RECEIVED: Reports to the Growth Management Administrator; accepts
assignments from the City Manager as needed.
SUPERVISION EXERCISED: Exercises administrative direction over staff assigned to
assist with projects or research.
ESSENTIAL FUNCTION DUTIES AND RESPONSIBILITIES: (Essential functions, as
defined under the Americans with Disabilities Act, may include the following tasks,
knowledge skills, and other characteristics. This list is ILLUSTRATIVE ONLY, and is not a
comprehensive listing of all functions and tasks performed by incumbents of this class.)
Performs duties administrative in nature and interacts with local, stale and federal
officials to facilitate the objectives of the City.
Exhibits an enthusiastic, self - reliant and self - starting approach to meet job
responsibilities and accountabilities. Strives to anticipate work to be
accomplished, and initiates appropriate and acceptable action for the completion
of work with a minimum of supervision and instruction.
Exercises analytical judgment in areas of responsibility. Identifies issues or
situations as they occur and specifies decision objectives. Identifies or assists in
identification of alternative solutions to issues or situations.
4/18/2007
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Page I of 5
ESSENTIAL FUNCTIONS, DUTIES AND RESPONSIBILTIES (CONTINUED):
Implements decisions in accordance with prescribed and effective policies and
procedures and with a minimum of errors. Seeks expert or experienced
advisement where appropriate, and researches issues, situations, and
alternatives prior to exercising judgment.
• Establishes and maintains effective and positive relationships with the community.
Attends conferences, public and community meetings, boards or professional
meetings as may be deemed necessary.
• Meets regularly with the Council to discuss community projects, programs, plans,
problem resolutions and related issues.
• Identifies and assesses community development projects to determine feasibility or
priority status.
• Works with local, state and federal agencies in developing funding programs for
both development and redevelopment projects.
• Maintains current knowledge of changes in operating philosophies and policies,
and routinely reviews such policies to ensure any changes in philosophy or
practice are appropriately incorporated into functions under charge.
Recognizes and understands the relationship between operating policies and
practices and morale and performance. Strives to ensure established policies
enhance same.
• Regularly seeks new and improved methodologies, policies and procedures for
enhancing the effectiveness of functions under charge. Employs imagination and
creativity In the application of duties and responsibilities. Is not adverse to
change that supports achievement of goals and objectives.
• Exercises discretion and judgment in developing and implementing courses of
action affecting functions under charge. Recognizes when a particular policy,
procedure or strategy does not foster the desired result. Moves decisively and
explicitly to develop and Implement alternatives.
Provides a work environment that encourages clear and open communications.
Has a clear and comprehensive understanding of the principles of effective
leadership, as well as the application of such principles to functions under
charge. Provides adequate feedback to personnel under charge concerning their
performance in terms of excellent, satisfactory, or lacking. Commends and
rewards personnel under charge for outstanding performance, and takes timely
and appropriate disciplinary action as necessary. Exercises enthusiasm in
influencing and guiding others toward achievement of established goals and
objectives.
• Shares knowledge with managers, supervisors and co- workers for mutual
benefit.
V Contributes to maintaining high morale among all employees.
Develops and maintains cooperative and courteous relationships both intra- and
interdepartmentally, and with external entities with which position interacts.
Tactfully and effectively handles requests, suggestions, and complaints in order
to establish and maintain good will.
• Emphasizes the importance of maintaining a positive image.
• Develops public relations programs to generate interest and support for projects
and to foster, public / private partnerships. .
4/1 8/2007
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Page 2 of 5
ESSENTIAL FUNCTIONS DUTIES AND RESPONSIBILITIES (Continued):
Maintains high standards of accuracy in performing duties and responsibilities,
Exercises immediate remedial action to correct any quality deficiencies that occur
in areas of responsibility. Maintains quality communication and interaction with
intra- and interdepartmental personnel, and any external entities with which
position interacts.
Assumes responsibility for completion of assigned functions, Completes
assigned work within established deadlines in accordance with directives,
policies, standards, and prescribed procedures. Maintains accountability for
assigned responsibilities in the technical, human and conceptual areas. Must
have transportation available for use. Must be able to travel to meetings and
stay overnight.
• Meets with area civic, private, and professional organizations to build strong
networks and promote community development programs directed by the City
Council.
• Packages, markets and identifies alternate financing for development /
redevelopment projects with developers, lenders, and government agencies.
• Interacts and communicates with various groups and individuals such as the City
Manager, City Council, and other departments and employees, subordinates,
various boards and commissions members, architects, engineers, developers,
consultants, contractors, news media, community groups, business property
owners, attorneys, realtors, appraisers, state and federal agencies and the general
public.
Prepares agenda reports and presents agenda items to the City Council, planning
and zoning board and other public, civic and private groups as needed.
Assigns duties and responsibilities as necessary and /or appropriate to meet
goals, enhance abilities of personnel under charge, build their confidence, and
assist them in personal growth. Establishes and maintains confidence in
personnel under charge to meet new or additional expectations.
Performs any other related duties as assigned,
PERIPHERAL DUTIES:
■ Serves as a member of various city employee committees, as assigned
• Represents the City at meetings, when required
MINIMUM QUALIFICATIONS: (Education /Experience)
Must possess a bachelor's degree in Business Administration, Public
Administration, Economics, Urban Planning or a closely related field,
supplemented by seven years of progressively responsible experience in an
administrative position in government or private enterprise or any equivalent
combination of training and experience.
A background in properly development is preferred,
A valid Florida driver's license is required.
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KNOWLEDGE, SKILLS, AND ABILITIES;
Considerable knowledge of the City, its demographics, leadership, the
organization and functions of City government and other public agencies and
major private companies, the street system, general geography and topography
and the characteristics of the various public services currently being delivered.
Thorough knowledge of the methods, procedures and policies of the City of Palm
Beach Gardens as such pertain to the laws, ordinances, standards, and
regulations regarding the essential duties and responsibilities of the position.
Thorough knowledge of the organization of the department, and of related
departments and agencies.
Thorough knowledge of principles and practices of contract management, grants
administration, and budgeting and management.
• Thorough knowledge of terminology and related professional languages used
within the department as such pertain to work responsibilities.
• Knowledge of federal and state funding sources.
• Knowledge and background in property development.
Skills in planning, coordinating and utilizing information effectively in a manner to
improve activities and production. Knows and understands expectations
regarding such activities and works to ensure such expectations are met.
• Skills In developing and formulating ways, means, and timing to achieve
established goals and objectives.
• Skills in effectively and efficiently organizing, arranging, and allocating
manpower, financial and other designated resources to achieve such goals and
objectives.
Ability to perform research and analyze data.
• Ability to perform addition, subtraction, multiplication, and division.
Ability to calculate decimals and percentages; may Include ability to perform
mathematical operations involving basic algebraic principle and formulas, and
basic geometric principles and calculations.
Ability to communicate orally and in writing with clarity and conciseness.
Ability to network with professionals in government.
• Ability to lobby government agencies and elected officials.
• Ability to maintain cooperative and effective relationships with intra- and
interdepartmental personnel, as well as any external entities with which position
interacts,
Ability to conduct market research and financial and economic feasibility studies
to determine the needs of the community,
• Ability to identify and acquire sources of capital for land acquisitions and
development / redevelopment projects.
• Ability to plan, and implement detailed community development / redevelopment
programs and activities.
Ability to access, input, and retrieve information from a computer.
• Ability to utilize a wide variety of reference, descriptive, advisory and /or design
data and information.
• Ability to negotiate land deals and communicate with developers and brokers
• Ability to synthesize, hypothesize, and /or theorize concerning data and /or
information involving modification of existing policies, strategies and /or methods
to meet unique or unusual conditions.
• Ability to analyze, compile and present data within the context of existing
organizational theories and management principles.
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KNOWLEDGE, SKILLS, AND ABILITIES (CONTINUED):
• Ability to apply principles of negotiation. Performs such in formal situations within
the context of legal guidelines.
• Ability to apply principles of logical or scientific thinking to implement both
intellectual and practical relationships. Involves responsibility for consideration
and analysis of complex organization problems of major functions.
• Ability to exercise the judgment, decisiveness and creativity required in situations
involving the evaluation of information against sensory, judgmental, or subjective
criteria, as opposed to that which is clearly measurable or verifiable.
SPECIAL QUALIFICATIONS /PREFERENCES; (Certification, License, Professional
Association)
None
TOOLS & EQUIPMENT USED:
Personal computer, copy machine, postage machine, fax machine, 10 -key
calculator, computer printer
ENVIRONMENTAL CONDITIONS AND PHYSICAL DEMANDS: The physical
demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential functions.
While performing the. duties of this job, the employee is frequently required to walk, sit
and talk or hear. The employee is occasionally required to manipulate, handle, feel,
reach, push and pull with hands and arms. The employee is occasionally required to
stoop or crouch,
The employee must occasionally lift and /or move up to 20 pounds, Specific vision
abilities required by thls job include close vision, distance vision, color vision, peripheral
vision, depth perception, and the ability to adjust focus.
The noise level in the work environment Is usually quiet.
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions. The noise level in the work environment is usually quiet.
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CITY OF PALM BEACH GARDENS
ADMINISTRATIVE ASSISTANT
POSITION DESCRIPTION
JOB CODE #: 700555
JOB TITLE: Administrative Assistant
EEO CLASS:
SUPERVISED BY: Growth Management Administrator
06 Administrative Support
HOURS/ PAY GRADE
DEPARTMENT:
DIVISION:
40/110
Growth Management
Administration
STATUS: RFT RPT PT
LOCATION: Municipal
This is an employment -at-
EXEMPT NON - EXEMPT
Complex
will position.
BARG UNIT NON -BARG UNIT
DEPT. APPROVAL:
HR APPROVAL:
CITY MGR. APPROVAL:
Date:
Date:
Date:
GENERAL PURPOSE:
This position is responsible for administrative work in assisting the Growth Management
Administrator in matters associated with the operation and administration of the Department. Duties
encompass complex, often confidential, administrative tasks and projects requiring independent
judgment and action. Work is performed under the direction of the Growth Management
Administrator.
SUPERVISION EXERCISED: Supervise day -to -day activities of the Administrative Specialist Il.
ESSENTIAL DUTIES & RESPONSIBILITIES:
• Acts as confidential assistant to the Growth Management Administrator.
• Receive and respond to all telephone, mail, and personal contacts directed to the Growth
Management Administrator.
• Tracks assignments to division heads
• Tracks City Council directives and ensures department follow through
• Provides assistance to divisions in regard to task assignments
• Prepares the draft departmental budget
• Serves as a committee member at the Growth Management Administrator's discretion for
special projects, activities and events
• Evaluates and develops office procedures to improve productivity and motivation as it relates
to administrative practices
• Maintains and coordinates the status of selected projects and reports within the Growth
Management Department
• Maintains liaison with the development community as well as state, local, and public officials
• Performs special projects and administrative services on related matters as assigned by the
Growth Management Administrator
• Prepares and presents reports on various administrative procedures and protocol
• Assists in the daily operation of the Growth Management Administrator's office
• Acts as custodian of department administration documents and files
• Coordinates travel plans for staff as directed
• Ensures security of administrative area
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• Coordinates the departmental processing of all Human Resources documents /correspondence
ESSENTIAL DUTIES & RESPONSIBILITIES: (continued)
• Maintains the Surety Records for the City
• Maintains inventory of office supplies and orders supplies and equipment as needed
• Coordinates the compiling of the Planning and Zoning Commission packages to
Commissioners
• Directs daily workflow to the Administrative Specialist II
• Performs other related duties as assigned
PERIPHERAL DUTIES:
• Operates a vehicle as assigned
DESIRED MINIMUM QUALIFICATIONS:
Education and Experience:
• Bachelor's Degree in Business Administration or related field
• Considerable knowledge of municipal government administration or any related combination
of training and experience
Knowledge, Skills and Abilities:
• Thorough knowledge of the principles of public administration
• Thorough knowledge of modern office management methods, procedures and practices
• Thorough knowledge of personal computers and data processing
• Thorough knowledge of business English, spelling, grammar, math, and principles of office
management
• Considerable knowledge of the organizational structures, functions, operation, objectives and
goals of municipal government
• Some knowledge of accounting principles and practices
• Knowledge of telephone system or ability to learn
• Knowledge of city ordinances, or ability to learn
• Skills in public relations, organization, and time management
• Skill in taking and/or transcribing dictation; and in the use of a typewriter
• Ability to communicate effectively verbally and in writing
• Ability to solve problems
• Ability to handle sensitive information with discretion
• Ability to deal with non - routine matters such as signing, receiving and completing complex
work without recourse to the department head
• Ability to search for and compile data from files and other sources applicable to the topic
• Ability to communicate with co- workers, management, citizens and others effectively in a
courteous and professional manner
• Ability to make decisions in accordance with laws, regulation or policy and apply these to
work problems
• Ability to work with minimal supervision
• Ability to perform a variety of other tasks as assigned
SPECIAL REQUIREMENTS:
Valid Florida State driver's license.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee to
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successfully perform the essential functions of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions.
PHYSICAL DEMANDS: (continued)
While performing the duties of this job, the employee is frequently required to walk, sit and talk or
hear. The employee is occasionally required to use hands to manipulate, handle, feel or operate
objects, or controls; and reach with hands and arms. The employee is occasionally required to climb
or balance, stoop, kneel or crouch.
The employee must occasionally lift and/or move up to 20 pounds. Specific vision abilities required
by this job include closed vision, distance vision, color vision, peripheral vision, depth perception, and
the ability to adjust focus.
TOOLS & EQUIPMENT USED:
Phone system; personal computer including word processing software; calculator; copy, fax
machines, adding machine, tape recording system; automobile.
ENVIRONMENTAL CONDITIONS:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
The noise level in the work environment is usually quiet.
SELECTION GUIDELINES:
• Formal application
- evaluation of education, training and experience
• Oral interview
• Background investigation
• Job related tests as deemed necessary
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the position if
the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and
employee and is subject to change by the employer as the needs of the employer and requirements of
the job change.
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CITY OF PALM BEACH GARDENS
ADMINISTRATIVE SPECIALIST II
POSITION DESCRIPTION
JOB CODE #: 700541
JOB TITLE: Administrative Specialist II
EEO CLASS:
SUPERVISED BY:
06 Office and Clerical Support
Code Enforcement Supervisor
HOURS / PAY GRADE:
DEPARTMENT:
DIVISION:
40/103
Growth Management
Code Enforcement
STATUS: RFT RPT P T
LOCATION:
This is an employment -at -will
EXEMPT NON - EXEMPT
Municipal Complex
position.
BARG UNIT NON -BU
DEPT. APPROVAL:
HR APPROVAL:
CITY MGR. APPROVAL
DATE:
DATE:
DATE:
GENERAL PURPOSE: Performs a variety of routine clerical, secretarial and reception work in
keeping official records and pioviding support to staff.
SUPERVISION EXERCISED:
None
ESSENTIAL DUTIES & RESPONSIBILITIES:
• Performs routine clerical work in answering phones, receiving the public, providing customer
assistance, and data processing.
• Answers in- coming calls and routes callers or provides information as required
• Responds to inquiries from employees, citizens and others and refers, when necessary, to
appropriate persons
• Compiles information for and types monthly reports of departmental activities
• Faxes miscellaneous correspondences; stamps in faxes and routes incoming faxes to
appropriate person
• Receives and stamp dates all incoming projects and distributes to appropriate persons
• Assists with the closing out of completed case files
• Collect in- coming mail, date stamp with current date, and distribute
• Types a variety of correspondence, reports, memoranda, and other material requiring
judgment as to content, accuracy and completeness of Code Enforcement Officers
• Listen to all voice mail complaints, write complaint and assign to the appropriate Code
Enforcement Officer
• Enter daily activity sheets in daily binder for each Code Enforcement Officer
• Inputs data to standard office and department forms; complies data for various reports
• Maintains filing system, control records and indexes using moderate independent judgment
• Assists in ordering and maintaining supplies
• Date stamp invoices and write in account number and amount; after signed by Code
Enforcement Supervisor submit to Growth Management Administrative Assistant for
department head approval; after approval, mail checks to vendors and complete entries in
Code Enforcement Budget Book
• Assists with recording and transcribing minutes of weekly staff meetings
• Assists with the processing of other financial work
• Coordinates and compiles the Code Enforcement Special Master agenda packages for the
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CESM Meetings
ESSENTIAL DUTIES & RESPONSIBILITIES: (continued)
• Records and transcribes minutes of CESM meetings
• Maintains CESM files
• Post all NOV's, NOH's
• Type all documents needed by Code Enforcement Officers and Code Enforcement Supervisor
• Assists Code Enforcement Supervisor with clerical support, i.e. make copies, fax or type
requested information
• Operates listed office machines as required
• Receives deliveries and directs to the appropriate persons
• File appropriate Special Event notices in appropriate binder
• Keep the Read file up to date
• Assist with duties of Administrative Assistant in his/her absence
• Performs any other related work as
PERIPHERAL DUTIES:
Certification as a Notary Public
Provides backup to related positions
Operates a vehicle to run errands as
DESIRED MINIMUM QUALIFICATIONS:
Education and Experience:
• High School Diploma or equivalent,
• Some clerical experience, or
• Any related combination of training and experience
Knowledge, Skills and Abilities:
• Thorough knowledge of personal computers and data processing including WordPerfect,
Microsoft Word, Microsoft Excel and Windows 95
• Thorough knowledge of modern office practices and procedures
• Thorough knowledge of business English, spelling, grammar, and math
• Thorough knowledge of the principles of office management
• Knowledge of telephone systems;
• Skills in public relations, organization, and time management
• Skill in the use of a typewriter
• Ability to communicate effectively verbally and in writing
• Ability to work independently on complex and confidential secretarial tasks
• Ability to compose effective and accurate correspondence and to deal with non - routine
matters such as assigning, receiving and completing complex work without recourse to the
department head
• Ability to effectively meet and deal with the general public in person and on the telephone
• Ability to establish and maintain effective working relationships with other employees, City
officials and the general public
• Ability to work with minimal supervision
• Ability to make decisions in accordance with laws, regulation or policy and apply these to
work problems
• Ability to effectively handle stressful situations
• Ability to perform a variety of tasks as assigned
• Ability to make decisions in accordance with laws, regulation or policy and apply these to
work situations
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SPECIAL REQUIREMENTS:
Valid Florida State driver's license.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee to
successfully perform the essential functions of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is occasionally required to stand or sit; walk;
use hands to manipulate, handle, feel or operate objects; and reach with hands and arms. The
employee is occasionally required to climb or balance, stoop, kneel, crouch, or crawl, talk or hear.
The employee must occasionally lift and/or move up to 20 pounds. Specific vision abilities required
by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and
the ability to adjust focus.
TOOLS & EQUIPMENT USED:
Phone system; personal computer including word processing software; calculator; tape recording
system, data entry, word processing equipment, copy and fax machines.
ENVIRONMENTAL CONDITIONS:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
The noise level in the work environment is usually quiet in the office and moderate in the field.
SELECTION GUIDELINES:
• Formal application
- evaluation of education, training and experience
• Oral interview
• Background investigation
• Job related tests as deemed necessary
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the position if
the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and
employee and is subject to change by the employer as the needs of the employer and requirements of
the job change.
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Sec. 78 -57. Targeted expedited permitting program.
(a) Purpose and intent. The targeted expedited permitting program provides qualifying projects
an efficient process to resolve issues in a timely manner through face -to -face meetings with a
city representative without sacrificing any requirements established in this chapter. The targeted
expedited permitting program is available to qualifying companies that are expanding operations
or moving into the city so that value -added employment may be created at a faster pace.
(b) Applicability. The city's economic development advisory board shall utilize the following
qualification criteria when determining whether a company qualifies for the targeted expedited
permitting program:
(1) The company must fall into one of the following industry clusters as recommended by the
economic development advisory board:
a. Medical and pharmaceutical;
b. Aerospace and engineering,
c. Information technology;
d. Business and financial services;
e. Education;
f Research and development; and
g. Any other industry cluster approved by the city's economic development advisory board.
(7) The cnnipnm must demonstrate the capability to create at least 50 new positions in the City
of Palm Beach Gardens within the first two years of operation; or expand its operation within the
city as a result of creating at least 50 new positions in the two years prior to the issuance of the
certificate of occupancy for the new facilities, or a combination thereof.
(3) Positions created must be considered value -added employment based on the average wages
and /or compensation paid by the employer. Value -added employment is defined when the
average compensation package of positions created is at least ten percent higher than the current
per capita income level in the city.
(4) Companies must pass the city's due diligence process to establish solvency and credibility
prior to acceptance into the program. Due diligence reports (1) may include a Dun & Bradstreet
report and (2) must be reviewed by the economic development advisory board, city manager,
economic development administrator, and /or finance administrator for the city.
(5) Companies must receive an endorsement from the economic development advisory board.
(6) Notwithstanding the criteria above, a company may qualify for the targeted expedited
permitting program if the company is a sanctioned project by the State of Florida or other
officially sanctioned economic development organization (OTTED, Enterprise Florida, or
Business Development Board of Palm Beach County).
(c) Benefits. Companies that have been accepted into the targeted expedited permitting
program shall receive the following benefits:
(1) The city manager or economic development director shall appoint a singlepoint of contact
at the city who shall be kept apprised of all developments relating to the review of the project by
the city's development review committee in order to keep the project on track and provide a
periodic status report to the company's project manager; and
(2) The growth management department shall establish the necessary steps required for project
approval in a pre - application meeting, and subsequently, prepare an itemized timetable for the
project's completion of the development review process; and
(3) The project shall receive priority at every phase of the review process by city staff,
including face -to -face meetings; and
(4) The city's development review committee shall review and provide comments relative to the
project not to exceed five business days of submission of plans by the applicant; and
(5) in the case that major issues arise at any point during the development review process, a
face -to -face meeting of all concerned parties will be called within two business days so that a
resolution may be found in a timely and efficient manner; and
(6) An economic section will be included in the staff report for the project for the planning,
zoning, and appeals board and city council hearings.
(Ord. No. 1, 2006, § 2, 2 -2 -06)
New positions since 2002
Police Department
■ Police Officers (28)
• Network Specialist (1)
■ Accreditation Manager (1)
■ Telecommunication Technician (1)
■ Evidence /Forensic Technician (1)
• Telecommunications Manager (1) Proposed to eliminate position
■ Traffic Sergeant (1)
■ TAC Officer (1)
■ Administrative Specialist (1)
Fire Department
■ Firefighters (3 3) Proposed to eliminate 2 fire medic positions
Growth Management
■ Development Director (1) Proposed to eliminate position
■ Senior Planner (1)
■ Planners (2) Proposed to eliminate 1 planner position
■ Forestry Technician (1)
Construction Services/Building Department
■ Building Inspectors (7) Proposed to eliminate 2 inspector positions
■ Plans Examiner (2)
• Permit Technician (2)
■ Fire Plan Review/ Inspectors (2)
• Cashier (1)
Neighborhood Services /Code Compliance
■ Code Officers (2)
■ Occupational License Clerk (1)
All Other Departments
■ City Attorney (1)
■ Legal Assistant (1)
■ Maintenance Positions (3)
■ Administrative Specialist (1) Finance Department
■ Accountant (1)
■ Software Analyst (1)
■ Project Inspector /CADD Operator (1)
■ Youth Enrichment Instructors (11)
■ Website Developer (1)
■ Administrative Specialist (1) Community Services Administration
■ Buyer (1)
■ Mechanic 111 (1)
■ Mechanic 1 (1)
■ Golf Pro/ Manager (1)
■ Lifeguards (2)
■ Public Information Specialist (1)
■ Special Projects Manager (1 * *) Proposed to eliminate position
■ Administrative Assistant (1**) Proposed to eliminate position
* * Expanded Community Development Program placed in reserves pending Council
direction
The above positions were approved during each year's budget process. It is
important to note that positions are evaluated on an ongoing basis to better
allocate resources to meet the needs of the City's current business
environment and therefore are subject to reclassifications or transfers
between departments when deemed necessary. A good example is the
Public Relations Department. In fiscal year 200412005, the need to
establish and maintain effective public outreach programs targeting the
residents of Palm Beach Gardens was identified. Rather than request a
"new " position management reprioritized responsibilities to best utilize the
resources available by reclassifying a vacant Special Projects Coordinator
position in the Economic Development Department to fill this need.
Additional Proposed Position Reductions (2006/2007 Active Positions)
• Planning Manager
• Economic Development Director
• Community Education Specialist
o Division Chief — Fleet and Facilities