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09-01-09 Agenda Spec WS
CITY COMMISSION CITY OF DELRAY BEACH, FLORIDA SPECIAL/WORKSHOP MEETING -TUESDAY, SEPTEMBER 1, 2009 6:00 P.M. CITY OF DELRAY BEACH FIRST FLOOR CONFERENCE ROOM The City will furnish appropriate auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to participate in and enjoy the benefits of a service, program, or activity conducted by the City. Contact Doug Smith at 243- 7010, 24 hours prior to the program or activity in order for the City to reasonably accommodate your request. Adaptive listening devices are available for meetings in the Commission Chambers. SPECIAL MEETING AGENDA Pursuant to Section 3.12 of the Charter of the City of Delray Beach, Mayor Nelson S. McDuffie has instructed me to announce a Special Meeting of the City Commission to beheld for the following purposes: 1. PROPOSED SEVERANCE PACKAGE: Consider approval of the proposed severance package. WORKSHOP AGENDA 1. Downtown Development Authority and Downtown Marketing Cooperative FY 2010 Budget 2. Discuss the recommendations of the Budget Task Force 3. Other FY 2010 Budget Issues 4. Commission Comments Please be advised that if a person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting, such person will need to ensure that a verbatim record includes the testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record. MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 27, 2009 SUBJECT: AGENDA ITEM SP.1 - SPECIAL/WORKSHOP MEETING OF SEPTEMBER 1, 2009 PROPOSED SEVERANCE PACKAGE ITEM BEFORE COMMISSION This item is before Commission for approval of a proposed severance package. BACKGROUND With the potential for employee lay offs in the FY 2010 budget, we should put in place an appropriate severance package. This year's Severance Program is proposed to include the same terms as last year as follows: . 1 week of pay for each completed year of service, with a minimum of 4 weeks pay, and a maximum of 12 weeks. . Accrued vacation time paid in full . Accrued sick time paid out in accordance with Policy for employees who resign with notice or retire with more than 20 years of service, whichever is appropriate. . Medical insurance at current rates would continue for the length of the Severance Period. A sample Severance Waiver & Release that we used last year is attached. SEVERANCE AGREEMENT AND RELEASE The CITY OF DELRAY BEACH hereinafter referred to as the "City" and (hereinafter referred to as the "Employee") agree to the following on this day of , 20_. 1. Separation from the City of Delray Beach. The City and Employee have mutually agreed to the separation from the City as an employee effective 2. Severance Benefits. In order to minimize the impact of this separation on the Employee, the City has agreed to provide a severance package to the Employee. The benefits provided in this severance package are greater than those that would have been provided to the Employee if he/she did not enter into this severance agreement. The benefits provided to the Employee by City pursuant to this agreement consists of: (a) Payment to Employee a severance payment, equal to week(s) (hereinafter referred to Severance Package Benefit Period") of pay at the Employee's base weekly rate of pay (which reflects the policy to pay one week of pay for each year of the Employee's employment with the City provided however the payment is not less than four weeks nor more than twelve weeks regardless of service time). (b) a lump sum payment for accrued and unused vacation and sick leave, in accordance with the City's policies on such payouts, as of the date of 1 termination set forth in Paragraph (1) above, as reflected in the records of the City of Delray Beach. (c) Employer shall provide group health insurance to Employee. Employee shall be covered for group health insurance with Employer paying the Employer's portion and Employee paying the Employee's portion of the Employee's medical premiums for the Severance Package Benefit Period, provided that the Employee elects to continue group health insurance coverage and pays the Employee's portion of insurance premiums. Employee may elect to continue dependent coverage for the Severance Package Benefit Period, provided Employee pays the entire dependent coverage costs. (d) Group Dental and Vision Insurance shall also be provided by the City for the Severance Package Benefit Period, if so elected by Employee, if the Employee pays the total cost. (e) Life Insurance will be discontinued as of the termination date. (f) The Employee contributions/costs referred to above shall be deducted from the severance payment along with applicable taxes. (g) Upon termination of group coverage, Employee and/or covered dependents may elect to continue coverage under the Consolidated Omnibus Budget Reconciliation Act (COBRA) for a period of 18-months (some specific circumstances may provide 29 or 36-months. 3. Release. In exchange for the severance benefits listed in this agreement, Employee hereby releases, acquits, satisfies and forever discharges the 2 City of Delray Beach and its agents, insurers, Employees, successors, affiliates, and assigns from any and all manner of action and actions, causes of actions, suits, grievances, claims, and demands of any kind, including but not limited to suits under Title 42, United States Code, Section 1983, the Civil Rights Act of 1964, the Civil Rights Act of 1991, the Florida Human Rights Act of 1992, the Americans with Disabilities Act of 1990, the Age Discrimination in Employment Act of 1967, the Equal Pay Act of 1963, the Family and Medical Leave Act, the Labor Management Relations Act, and any other applicable federal or state statute, or any local ordinance, or any other statutory, constitutional, or common law authority. This Release includes, but is not limited to, any cause of action arising out of or involving in any way the facts surrounding the employment of the Employee with the City of Delray Beach or the termination of the employment relationship between the City of Delray Beach and the Employee 4. ADEA Release. This waiver and release also applies to any rights Employee may have under the Age Discrimination in Employment Act (29 USC 621). In waiving these rights, Employee acknowledges that: (a) He/she has read and understood all the terms and conditions of this agreement, and has signed it knowingly and voluntarily; (b) He/she has been advised in writing to consult with an attorney before signing this agreement; (c) He/she has had a period of at least 21 days to consider this agreement before signing it; 3 (d) He/she has received valuable consideration in exchange for signing this agreement, as set forth in paragraph 2 of the agreement; and that this consideration is more than what the Employee would be entitled to receive if he/she had not signed this agreement; (e) This waiver does not apply to any rights under the ADEA which may arise after the date that this agreement was signed; and (f) The Employee understands that he/she has a period of seven (7) days after the date that agreement is signed when the Employee may revoke the agreement as it relates to ADEA claims; and that after that seven (7) day period this release becomes fully effective and enforceable as to all claims including all ADEA claims. 5. Other Employment Benefit. The Employee is entitled to any other benefits under any other Employee benefit plan in which he/she participated prior to the elimination of his/her position in accordance with the terms and conditions of those plans regardless of whether or not the Employee signs this agreement and release. 6. Workers Compensation and Unemployment Compensation. Nothing in this agreement will affect the Employee's entitlement, if any, to Worker's Compensation or Unemployment Compensation. 7. Unemployment Compensation. The City will comply with the laws regarding unemployment compensation, however, this voluntary separation may prevent Employee from receiving unemployment benefits. 4 8. Return of Employer's Property. The Employee is required to return to City, all City property (including but not limited to IDs, keys, cellular phones, credit cards, and similar items). City will not release any payments due under this severance package until the property has been returned. 9. Expiration of Offer. In order to accept this agreement, the Employee must sign the agreement and release, and return the signed agreement to the City of Delray Beach within 21 days. If the agreement and release is not signed and returned within that time, the City of Delray Beach will assume that the Employee has decided not to accept the severance benefits offered, and the offer will expire. 10. Entire Agreement. This is the entire Agreement and no other terms and conditions are binding on the City or Employee, unless expressly set forth in this Agreement. FOR THE CITY OF DELRAY BEACH: By: Date: EMPLOYEE: By: Date: 5 STATE OF _ COUNTY OF The foregoing instrument was acknowledged before me this day of 20_, by (name of person acknowledging), who is personally known to me or who has produced (type of identification) as identification. Notary Public -State of Florida 6 MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 27, 2009 SUBJECT: AGENDA ITEM WS.1 - SPECIAL/WORKSHOP MEETING OF SEPTEMBER 1, 2009 DOWNTOWN DEVELOPMENT AUTHORITY AND DOWNTOWN MARKETING COOPERATIVE FY 2010 BUDGET ITEM BEFORE COMMISSION The Downtown Development Authority (DDA) and Downtown Marketing Cooperative (DMC) will provide a presentation regarding their FY 2010 Budget. \W ~~ L 0 0 U L O O D Q U N N d e~ r "` •' C~- ~~ ~~ 0 C6 C6 C6 ~ ~ 0 .N ._ ~ ~ ~ .~ ~ O V ~ C6 0 ~ U C6 U U_ ~ .~ ~ O ~ ~ ~ O U ~ O ~ ~ ~ ~ ~ ~ ~ ~ ~ > ~ ~ ~ ~ ~ X ~ ~ ~ ~ ~ ~ ~ •- O }, O ~ ~ ~ ~ ~ ~Q ~ O ~_ ~ ~~ ~ ~ O `~ ~ ~ O •-_ ~ ~ ~ ~U ~ ~ ~ ~ ~ ~~ ago ~ ~ ~ `~ +~ O ~ ~ _ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~~ 0 W ~--+ ~ ~ ~ Q ~ LLB - ~c~~ ~ L L ~ o 0 ~~J ~ ~~~L O ~ ~ ~ .~ L ._ U .~ ~ ~ s.~ ~ ~~ ~ >~ to L O ~~ ~ ~ ~ ~ ~.~U~ ~ ~ o~ }' ~ ~ ~ Q~ D o~U V~ V N cam so0~ so sc~.- H~ 0 0 H 2 H~~~ ~~ ~~ 0 ^ ~~ ^~ .~ O a 0 0 U D O ~ .~ ~ > ~ ~ ~ O .~ '~ ~ ~ O ~+ = i ~ ~ L ~~•N N ~ O~ ~~._~~ ~~ ~~~~_ c~N >~~>~ ov a~ ~, a w ca c~ _ D=~~~ ~~ •-~~=~ s L .~a ~ _ ~ ~~ ~ ~ ~ ~ a~ ~ ~ o~~~o Lo _ ~ ~~ _ ~C~ o ~ ~ o ~ ~ ~ = V O ~ N w ~ ~ _ ~~ _ =~~~~N=a N o'_ ~ .- _ }' ~ _ ~ ~ O ~ ~ L j ~ a > ~ tl~ > O D~ O to w~ ooa~a . . r N M ~ ~ Cfl ~~ 0 ~ n W }+ _ W ~ O nn,, ~ ~ (n O ' W ~ ~ O nn,, W > O .~ ~ ~ nn ,, W 0 ~~ nn,, ~ ~ }+ ~ ~ ~ O ~ ~ O ~ ~ ~~ nn ,, W O ~ O ~ .~ ./ O ~ W ~ V ~ p ~ O U W ~ ._ ~ ~ ~ ~ ~ x ~ L ~ o ~ O O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ t/1 ~ ° ~ ~ cn ~ ° ~ ~ ~ ~ ~ ~ ~ ~ o ~ > W o `~ o c~ ~ ~ o ~ O ~ ~ U r ~ ~ O O ~ L.L O ~ Q . ~ • • • r "` •' ^ 0 1 0 0 N N U D O V V .~ O C O V W N N C6 Q V / ~~ Z LA~ W uJ nW, W C6 U ~~ ~_ z I..L 0 M r N 00 M N L U N ,~ a `~ ~~ L~ ~° ~ ~> ~~ ~_ ~~ ~~, ~° a ~, o LU o ~ ~ ~ ~~ 0 O L V 'a ca 3 c~ C~ L f+ N O ca L f+ ._ .~ Q f+ C f+ W ~nn,, 'ate--+ ~ W V! ~_ .O 2 yr, - ~ Z ~ ~ o ~ a~~~ ~~ ~ ~ v~ ~~a~ .~ ~U~ N ~ U ~ ~ ~ ~ Q ~ ~ ~ ~ U Q ~ O ~ ~ ~ ~ I _ ~ ~ ~ N O W ~ ~ ~ ~ .U ._ V ; ~ ~Q ~ n, W ~ ~ W U O ~ x ~ w ~ c~ ~ ~ °' o ~ ~ Q ~ ~ C~ L 0 ~ ~ (~ ~ ~ U ~ c~ L 0 ~ Q ~ ~_+ _ ~ ~ .~ O ~ ~ ~ L ~ ~ U ~ .N ~ ~ _ ~ ._ ~ O ~ o ~ ~ m ~ Q ~~ 0 Q (n 0 •-~+ ~_ ~ L ~ Q ~ ~ ~ ~ ~ ~ ~ ~ w v o ~ ~ o ~ m v ~ = ~ ~ ~~ ~~~ O L ~ c~ Q C~ °~ ~~~o ~ L ~ L~~~ o ~ ~ a~ ~~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ U ~ ~ ~ ~ ~ Q ~ ~ = ~ ~ ~ ~ ~~ ~ o~ ~ ~ ~ ~ ~ ~ ~ U ..off ~ .> v ~ ~ L ~ ~ ~ ~ ~ ~ ~ ~ V to ~ ~ ~ ~ ~ ~ ~ ~ O ~ L ~ N ~ .. ~ ~ '- Q = O ~ L N ~ ~ V ~ LO N O ~~ U~ ate.-o ~ ~ }' S L > O i ~ ~ i ~ ~ ~ ~ ~ ~~ ~~ 0 ~~ W 3 0 3 0 0 L s O M .~ 0 0 0 .~ 0 U ca .~ a~ c~ ._ L 0 O V a~ c~ a~ a~ a~ c~ O O 0 m a~ a~ c~ c~ a~ a~ 0 2 0 c~ a~ O U U ~--+ ~ 0 .L 0 ~_+ 2 ~ U ~ ~ ~ ~ ~ _o ~ c~ ~ U ~ 2 L ~ ~ ~ ~ a~ Q ' ~ w ~ ~ ~ ~ ~ ~ ~ ~ o ~ ~ 2 Cn N c~ a~ 2 N N 2 c~ U _~ -- O c~ c~ .~ ca ~_ ~~ ~~ 0 ^~ I ~~ MM W ~ ~ i U ~ _• ~ ~ 0 ~ O ~ ~ U ~ •- ~ ._ ~ ~ ~ '- o ~ ~ ~ ~ ~ ~ D > ~ ~~ ~ ~ ~ ~ ~a ~ ~ ._ o O °'~ ~ ~ ~ ., m ~ ~ a~ O ~ ~ o C~ Q L ~ = 0 D .~ ~ ~ ~ o D D ~ ~ O L •"~ o ~_ .. ~ ~ ~ O O ~ ~ ~ o ~ ~ .~ ~ .~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ca ~ ~ ~ ~ ~ o~~_ U o ~ ~ ~ ~'L o o > o }, o ~ ~ ~~~z o.o~~ ~o~o ~ ~ o J o ~ ° ~ J ~ ~ .~ ~~ > ~ ~ ~ c~o~~ ~ ~ ~ ~ .L ~ ~ ~ ~ ~ U c~ L ~ o .L ~ ~ ~ a~ c~ _ 2oZS0~ a~ c~ ~~ 0 L ~~ N ~ ~ ~ ~ ~ ~ i ~ ~ ~ c~ ~ ~ ~ ~ ~ ~ 0 ~ ~ .. 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N N N Q _O N N ~ U O .x ~ ~ 00 O ~ O d7 N Cfl O O Cfl ~ ~ ~ C O O M B Cfl Cfl r M O ~ ~ N Cfl M Cfl ~ M ~ ~ f` M W ~ M N N C7 ~ M 1~ >+ ti ~ ~ = ~ N ~ ~ 0 ~ ~ M N ~ ~ N 1~ >, ~ ~ J ~ L ~ ~ ~ O _ ~ ~ ~~ ~ Ltd + ~ ~ °~ N ~ _ ~ ~ _ > ~ > ~ ~ O uJ ~ O ~ a ~ ~ ~ ~ ~ _ ~ ~ U ~_ p ~ ~ ~ D U o Q > ~ ~~ ~ ~ ~ o a~ ~ ~ ~ a ~ ~~~~ ~ , ~ ~ ~ O ~ ~ o ~ ~ .- ~ ~ ~=o N ~ ~ ~ O ~ ~ o2S N ~ ~ N ~ ~ ~ ~ O ~ O ~ U N O > w ~ ~ O~ N ~ ~ ~ U ~ '~ .~ ~ ~ ~ ~ °~ N >' N ~ ~ O ~ '1 ~ ~ uj U ~ Q ~ ~ ~ ~ }' ~ ~ ca ~ }' ~ O N > ~ ~ ~ ca U ~ c~ ~ ~ ~ ~ ~ Q ~ O ~ ~ i ~ H ~ a~ ~ Q U ~ C~ ~~ o ~c~ ~ ~ o o ~ ~ Z ~ U ~ U U ~ O ~ ~ ~ ~ ~ o ~ I r, ~ ^. ~ ~ ~, O ~s o~o~-moo ~~ ooUo~ ~U~ ..~ O ~ ., ~ Q ~ ~ ~ 0 ~ ~ ~ ~ r. ~=o~oao~ 0~ 0~>0~ L ~ cno ~° c~ ~ ~ ~ ~ o ~ ~o oUo ~Z ~~~ ~~ ~ .. t/1 ~ cn ~ o v ~ ~~~~~ p Q ~c~oo ~ ~ p ~ ~ ~ ~ c6 m ~ ~ > ~~ ~~~~ H := oo~ ~o ~ ~ U~ - o W Z O w w N L a i ~~ ~~ 0 0 m a~ s H ~+ ~+ ~+ .~ ~+ .~ ~+ ._ Q V L O 0 O N c~ N N .~ M 0 d7 N ~ N ~ I~ ~ Cfl O I~ Lf~ C'7 ~ ~ ~ N N U 0 N N Q 0 0 U O O N N U r~ "` •' ~- C L ^~ ~i ~^ 3 0 3 0 0 N (~ N (~ .~ N O O M M~ TW V J N M 00 ti 07 ti ti 07 N M~ W O 07 O O V J TM VTJ V J M~ W V / O 07 O M O ~ 00 M 00 ~ 07 O O 07 O O ~ a a 0 a c~a a 0 ca .~ 0 a~ 0 r "` •' D e~ MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 27, 2009 SUBJECT: AGENDA ITEM WS.2 - SPECIAL/WORKSHOP MEETING OF SEPTEMBER 1, 2009 REVIEW OF BUDGET TASK FORCE RECOMMENDATIONS ITEM BEFORE COMMISSION The item before Commission is a review of the Budget Task Force recommendations. BACKGROUND The Budget Task Force Final Report was presented to the Commission at the July 14 workshop meeting. Staff has prepared a summary list of the Task Force budget recommendations (copy attached) for review by the Commission. The summary provides a short description of the recommendation, and status, as well as page number references from the Budget Task Force Report. A copy of the June 30 Budget Task Force report is also attached. RECOMMENDATION The Commission is requested to provide further direction regarding the Budget Task Force recommendations. CITY OF DELRAY BEACH BUDGET TASK FORCE REPORT FINAL REPORT- JUNE 30, 2009 MISSION STATEMENT The mission of the Budget Task Force is to provide a medianism for members, working with the Director of Finance and staff personnel, to study the budget for Delrav Beach to reconunend if there are ways, both in the short-term and long-term, to enhance revenues or reduce expenses beyond what is currently being established. Committee Members Franklin Wheat- Chairman Howard Ellingsworth- Vice Chairman Peter Arts Vincent Dole Todd L'Herrou Alexander Simon Robert Moore James Smith (Alternate) Mark Denkler (Alternate) Steve Janssen (July, 2008) CITY OF DELRAY BEACH, FLORIDA LIST OF PRINCIPAL OFFICIALS CITY COMMISSION June 30, 2009 ~%Iavor ......................................................................................................«'oodie 1~'IcDuffie ice-1~Iavor ..............................................................................................Garv ElioPoulos Deputy Vice-Mavor .......................................................................Bernard Mackenson Conunissioner ..............................................................................................Fred B. Fetzer Conunissioner ..............................................................................................Adam Frankel CITY STAFF City ~Ianager ...........................................................................................David T. Harden City Attornev ....................................................................................................Brian Shutt Assistant Citv Manager .....................................................................Robert A. Barcinski Assistant Citv Manager .........................................................................Douglas E. Smith City Clerl: .......................................................................Chevelle D. Nubia Comnuinity Improvement Director .............................................Lola C. BuNer Environmental Services Director ...........................................Richard C. Hasko Finance Director ...............................................................Joseph ICI. Safford Fire Chief ...............................................................................David James Human Resources Director ........................................................Bruce Koeser Parla and Recreation Director ....................................................Linda Karch Planning & Zoning Director .......................................................Paul Dorling Police Chief .....................................................................Anthony Strianese 2 TABLE OF CONTENTS Page No. List of Principal Officials ....................................................................................2 Executive Summar Executive Summary ............................................................................... 5 Observations/Recommendations ................................................................ 9 Projected Possible Impacts on Future Budgets .............................................. 12 Employee Suggestions ............................................................................ 12 Other Recommendations ........................................................................ 13 Budget Evaluation Recommendations for Increased Revenues s 1. Special Event Cost Reimbursements ......................................................... 15 2. Employee Medical Plan Premium Contributions .......................................... 17 3. Hurricane Wilma- Insurance Recovery ...................................................... 19 4. Rental Properties with Tax Exemptions ..................................................... 21 5. Rental Properties with No Landlord Permit ................................................ 22 6. Personal Use of Take-Home City Vehicles ................................................... 23 Recommendations for Reduced Exgensess Wages and Benefits 1. Overtime Pay ...................................................................................... 33 2. Car Allowance ..................................................................................... 41 3. Education Incentive Pay ........................................................................ 43 4. Fair Labor Standards Act (FLSA) Time .................................................... 47 5. Tuition Reimbursement Program ............................................................ 49 6. Away With Pay (Comp Time) .................................................................. 51 7. Mechanic Certification Bonus Pay ........................................................... 56 8. Sick Leave Payout at Termination ............................................................ 58 9. Vacation Leave Payout at Termination ...................................................... 60 10. Retiree Health Insurance Fund (VEBA) .................................................... 61 11. Police/Fire Pension Costs ....................................................................... 63 Other Professional Services 1. Other Professional Services (Detail Breakdown) ........................................... 67 2. Medical Professional Services .................................................................. 70 3. Shuttle Bus Service ................................................................................ 73 4. Vehicle Washing/Detailing ..................................................................... 76 5. Property/Casualty Broker Commissions ............................................ 77 Other Contractual Services 1. Other Contractual Services (Detail Breakdown) .......................................... 79 2. Hometown Connection Publication .......................................................... 83 3. Tennis Stadium Operations ................................................................... 84 4. Tennis Center Operations ..................................................................... 87 5. Credit/Debit Card Transaction Fees ......................................................... 89 3 Travel & Training Competition Events ................................................................................... 91 Special Events SPIRIT Program Costs ............................................................................... 94 Parks & Recreation College Tour Program Costs ................................................................ 96 Other City Commission Assignment Match Point Amendment No. 2 Review (ATP Champions Tour Tennis Event)...... 97 EXECUTIVE SUMMARY The Budget Task Force is pleased to present their final Budget Task Force Report dated June 30, 2009. The Budget Task Force was created and appointed by the City Commission in January, 2008 to evaluate the City of Delray Beach budget as well as actual revenue and expenditure activity and make observations and recommendations to increase revenues, reduce expenses, or improve productivity and efficiency. The Budget Task Force is a seven (7) member citizen task force with two (2) alternate members, all appointed by the City Commission. Alternate members participate in all discussions but may vote only upon the absence of a regular committee member. This Task Force was supplemented with staff support from Joseph Safford (Finance Director), Lisa Herrmann (Budget Administrator), and Becky O'Connor (Treasurer) as well as other clerical support. The recording and preparation of meeting minutes, agendas and additional staff support was provided by Karen Schell (Pension Administrator). All agendas and minutes are posted on the City website. Meetings were initially bi-weekly meetings lasting approximately two (2) hours each meeting. This schedule was changed in July, 2008 to monthly meetings when the Budget Task Force original expiration date was changed from December, 2008 to July 31, 2009. The Budget Task Force reviewed the FY 2007-08 budget and the FY 2008-09 budget (Detail Budget) document as well as calendar year actual payroll statistics and the actual revenue and expenditure activity. The detail budget review consisted primarily of the departmental requests. In some cases the City Manager reduced the departmental requests but the details of these cuts were not disclosed in detail so the Budget Task Force analyzed the departmental requests as originally documented. The basic premise for the budget evaluation was "We want to increase revenues or reduce expenditures without reducing essential services performed by the City". In addition, another premise was that "We want to consider what a fair and reasonable cost would be to our taxpayers". Costs beyond what are considered to be fair and reasonable would be questioned, analyzed and the Budget Task Force would provide observations and recommendations on these issues. It is important to realize that nothing illegal was found in the analysis. This was a study comparing written City policies to actual practice. What was found was that many exceptions to written policies were supported by internal memos from the City Manager and/or Department Heads. Some of these internal memos were issued many years ago. The Budget Task Force would recommend that any future exceptions to general written policies be documented and the policies be amended instead of relying on outdated correspondence for the benefit of future reference. It is also important to realize that some benefit changes have been made to management employees as a reaction to benefits allowed to non-management positions through union 5 agreements. In order to avoid further compression between exempt and non-exempt employees pay amounts, several independent benefit adjustments were made without a written policy amendment. It should be noted that some of these benefits were approved in lieu of requested salary or salary range adjustments. Some management employees feel that if there is not sufficient distinct benefits in the management package to the point that no union or non-union employee would ever want to be promoted to these positions. It should also be pointed out that several decisions made by previous City Commissions have locked the City into significant long-term costs that, in most cases, cannot be reversed. The Budget Task Force would recommend that a full cost-benefit analysis be made on all long-term commitments prior to making a final decision on the proposals. Some examples of these prior decisions are as follows: • The decision to execute a 25-year contract with Match Point dated October, 2005 for the ATP World Tour tennis tournament that will cost the City an estimated $2.0 million per year since this agreement has CPI escalation clauses each year. The total cost to Year 2030 is $39.7 million and this does not include the costs of the City departments in overtime and other costs. This is only the cost of the Match Point agreement. These costs have not been offset with any direct revenues to the General Fund from the event, sponsorships, or naming rights as of this date with the exception of a $SOOk contribution from the CRA in FY2008-09. The annual net cost of this event represents approximately 2°Io of the entire General Fund budget. • The decision in March, 2004 to increase the service multiplier in the Police and Fire pension plan from a 3.0°Io multiplier to a 3.5°Io per year of service multiplier and the additional decision to have the City pay for the conversion of all past service for active employees to the 3.5°Io. In concert with the performance of the Police & Firefighter's Pension Plan, this resulted in a City cost of 37.03°Io of the payroll of Police and Fire employees just to fund their pension plan benefits. When added to other fringe benefits, the City is being required to fund over 60°Io of payroll to fund Police & Fire fringe benefits on an annual basis. In addition, in FY 2000, this Police/Fire pension plan had $-0- unfunded liabilities and now it has a $41 million unfunded liability that must be paid over the next 30 years. By comparison, the General Employees' Pension Plan has an unfunded liability of only $1.2 million. • The decision to provide the Police take-home car program to remain competitive with the Palm Beach County Sheriff's program has cost the City millions of dollars in vehicle costs, vehicle law enforcement equipment costs, the cost of installing (in each vehicle) mobile digital terminals, communications, insurance costs, maintenance and fuel costs and the impact of a required maintenance program for these vehicles .in our Fleet Maintenance Division. In addition, this significant increase in the number of fleet vehicles on the road impacts the City's liability exposure and these vehicles must be replaced every 6-7 years. The City of Delray Beach is facing some significant and challenging issues in their current and future budgets from the following: • Citizens, vendors and customers impacted by the general economy, unemployment 6 • State-imposed tax reform legislation • Referendum allowing additional property tax exemptions and portability of Save Our Homes and revenue caps • Decreasing property market values as well as taxable values • Mortgage foreclosures and depressed neighborhoods and commercial vacancies • Residential and commercial slowdown in construction and real estate sales • Reductions in State shared revenues (sales taxes, utility taxes, gasoline taxes, etc.) • Escalating fuel costs • Increasing costs for property insurance while number of insurance carriers are decreasing in the State that provide this coverage • Downgrading of municipal bond insurers and its impact on municipal interest rates • Lack of credit availability for municipal borrowing • Pressure from labor unions for enhanced benefits • Losses in investment market values requiring additional City pension plan funding • Increasing health insurance costs • Federal spending and impact on interest rates and value of the dollar Tax Reform Legislation In order to comprehend the condition of the General Fund budget, it is important to recap the tax reform legislation which consists of the 2007 tax reform legislation and the 2008 tax reform voter referendum (Amendment 1). 2007 Tax Reform Legislation In 2007, the State Legislature approved House Bill 1B and Senate Bill 2B that required local governments to limit their operating millage property tax rates for FY 2007-08 to the same rates as were in place in FY 2006-07. These roll-back rates were then to be adjusted downward by an additional 3°Io, 5°Io, 7°Io or 9°Io based on a formula that reviewed the tax performance over the past 5 years. The City of Delray Beach was obligated to reduce their FY 2006-07 operating millage tax rate by an additional 9°Io in order to establish their FY 2007-08 rates. Our operating tax rate for FY 2006-07 was 6.86 and therefore our rollback rate for FY 2007-08 was 6.7527. With the 9°Io reduction, our operating millage tax rate was 6.1449. This resulted in a $4.6 million reduction in revenues in FY 2007-08 after adding back new construction and allowing fora 95°Io collection rate. The total millage tax rate (with debt service millage) went from 7.3000 in FY 2006-07 to 6.5783 in FY 2007-08 or a reduction of 9.16°Io. For future years (FY 2008-09 and beyond), a local government may not levy an operating tax rate that exceeds the roll-back rate (that rate that would derive the same property tax revenues as the prior year) increased by the annual increase in the Florida per capita personal income index without a super majority vote of the City Commission. The City of Delray Beach roll-back rate for FY 2008-09 adjusted by the 4.15°Io increase in the Florida personal income index would be 6.9997. However, Senate Bill 1588 passed earlier this year that required local governments to adjust the roll-back rate (as adjusted by the Florida personal income index) for the impact of the 2008 referendum. Therefore, the rate of 6.9997 after adjustment for Amendment 1 of the 2008 referendum would now become 6.9094 (Operating millage of 6.4490 and debt service millage of .4604). 7 2008 Tax Reform Voter Referendum The second year of tax reform was highlighted by the State putting a constitutional question on the ballot for voters on January 29, 2008. This Amendment 1, as it is referred to, consisted of the following: • Save Our Homes exemptions become portable (up to $500,000) and can be moved to another homestead within the State of Florida • The first $25,000 of tangible personal property is exempt • Homestead property owners will have an additional $25,000 homestead exemption on property that exceeds $50,000 in taxable assessed value (does not apply to school taxes) • Annual increases to non-homestead properties (residential and commercial) assessed values cannot exceed 10°Io provided there is no change in ownership (does not apply to school taxes) Conclusion Following an in-depth analysis of several areas of the both revenue and expense budgets as well as actual activity, the Budget Task Force would present this final report that outlines observations and recommendations with estimated potential revenue enhancements or cost reductions. The City Commission has met with the Budget Task Force on two (2) different occasions with specific opinions and directions and therefore we have also displayed the current status of each of these recommendations. The members of the Budget Task Force recognize the benefits of analyzing, in detail, the revenues and expenses of the City. The assignment of the Budget Task Force terminates June, 2009. We would therefore recommend that a more permanent Financial Review Committee be established to continue the efforts and achievements of the Budget Task Force. We would express our gratitude and recognition of the Finance Department staff and compliment them for their dedication and extensive research efforts, to their administrative staff for their time in the development of agendas and minutes of the meetings and posting of these materials to the City website, and for their numerous presentations to the Budget Task Force and the City Commission. We would also express our gratitude to the City Manager and members of the City Commission (past and present) for their cooperation and support of the Budget Task Force. 8 OB SERVATI ONS/RE C OMMENDATIONS BEFORE REDUCING ESSENTIAL CITY SERVICES THE CITY COMMISSION SHOULD CONSIDER THE FOLLOWING: INCREASED REVENUES ESTIMATED AMOUNT Special Events Cost Reimbursements- City ovcrtirnc costs for First Ni~~ht event should he paid 100 ~~ firom $12,000 eollcctcd revenues or reserves of First Ni<~ht or<~anization Special Events Cost Reimbursements- City departmental cost reimbursements from non-profit organizations $10,000 shoLdd bC 75~ie InStCad of (7~~~t Employee Group Health Plan Premiums (HMO) Employccs em-ollcd in the HMO health pla^ should be charged a premium per pa}~ period in addition to their dependent family premiums. Actual was $336,969 `~7? 1.56 per year for 467 cmployccs. Retiree Medical Premiums (Retiree Health Trust Contributions) Police Dcpartmcnt cmployccs need to give up a 2~%~ salar~~ increase to Rctircc Health Trust similar to Firc Dcpartmcnt contributions in exchange $211,385 for a City contribution of 3.3~% to the VEBA Rctircc Health Trust Hurricane Wihna- Insurance Recovery Additional insurance claim filed based o^ final costs incurred against $461,231 Hurricane Wilma Rented Properties ~~~ith Tax Exemptions Thcrc wcrc 493 rented propcrtics receiving sonic form of tax exemptions which. if a~nfirrncd, will add `54,990.986 to the tax rolls $376,710 Rented Properties with No Landlord Permits Thcrc wcrc 1.085 rented propcrtics found with no landlord permit on file. if $54,250 confirmed. this «~ould add X50 per propert}~ Take-Home Vehicles Elllp~OyCCS WOn~d bC ch~lrged an ~1VCra~~C ~6~ per month fCC for thCll' pCi'SOna~ eOlllmLlTln~~ ml~Ca~~C eOSTS frOlll L151n~~ Ta~<C-hO171C Clty VChIe~CS. ~IUc~~UUU Employccs should be restricted to di-minimis personal use only. TOTAL INCREASED REVENUE PROJECTIONS $1,570,545 DECREASED EXPENSES ESTIMATED AMOUNT Tale-Home Vehicles- City talc-home vehicles should he lirnitcd to either no personal use or di- $8,000 111 1 11 1 171 1 5 pCl'SOna~ USC Only. OVertlIIle Pc`1V- Eliminate double overtime pa}~ and paid holiday time created by usin~~ $49,000 "floating holiday" assignments in Police Department Overtime Pav- RCdUC'C OVCrtImC c05tS hV C~mllnatln~~ Va~atlOn and }lOhday tIIl7C ilS tmlC ~i~3~~~~6 worked in the calculation of overtime pay Union Time Pool- Dcvclop the Union Timc Pool in the Firc Department by tal:in~~ 3 hours ofi accrued vacation, holiday. or comp tirnc from cash employee at the begim7ing of each year (not by usin~~ non-qualifying comp time in excess of $6,600 allowable con7p time hanks) Pension Investment Seminars Reduce the number of shifts allowed to he taken for investment scrninars and $50,000 IlOt ~d~0«~ tm7e Off If a shift CCp~aCCmC]lt LS 1'Cglln'Cd fOC nllmmunl In allmllf? Car Allowances- RCdUCC C'~lI' ~d~OWanCCS by C~mllnatln~~ fIXCd nlOnth~y ear ~1~~OWtInC'CS and pay ~SUU CInp~0yCCS hayed On aC'tua~ hU51nC55 ml~Ca<~C On~V. Education Pav- Rcducc education pay by eliminating Firc Department management Sllpp~CnlCnt~d CdUC'atlOn pay (hOLll'~y ratC~ fOI' CdllcatlOn that dL1p~IC'atCS the $28,950 State CdUCatlOn SUpp~CmCnta~ pay Education Pav- Eliminate duplicate education pay to Police employees by eliminating minimum State required payment for Poliec education which duplicates the $89,30 C qty Sllpp~Cmentid CdUC'atlOn pily Education Pay- Rcducc education pay by changing the hourly supplemental education rate in the Poliec Departrncnt to a fixed monthly amount so that all crnployces $0 1'CC'CIVC the SamC amOLlnt fOI' a dC<~rCC. FLSA- RCdUCC OVCCTLn1C ~~V C~llllmatln~~ t}1C pay117ent Of OVCrtl117C t0 CXCn1~t ~'152~661 employees that v~c already rcccivin~~ FLSA time Tuition Reimbursement Pro~ram- RCCIUCC the c05t Of the tUltlOn 1'CmlhUrSCmCnt prO~~ram by C~mllnatln~~ Master's de~~rees and Doctorate de~~rees from the tuition reimbru~sen7ent $63,501 program that arc not required in their job descriptions. Tuition Reimbursement Pro~ram- Reduce frin~~c benefit costs and pension costs by stoppin~~ the conversion of tuition reimbursement to comp time (which is eligible for pension) $25,000 10 Mechanic ASE Certification Bonus Pav Chan~~c the certification pay to a fixcd monthl~~ arY~ount instcad of a $0 percentage of gross pay to eliminate differences due to overtime Retiree Health Insurance Trust (VEBA) Change the City contribution to 2.U~% instcad of 3.3~% sink the City savin~~s from fi~in~~c hcncfiits was not realized and the payment should he fixcd wifl~ $377,133 Il0 ~lmlllal mCCCases. Medical Professional Fees Ch~1r~~C the COStS Of Cnlp~OyCC n1C(~IC'a~ prOCCdLIi'CS dOnC In ThC FII'C C~InIC' tO the Insurance FUnd hCa~th InSUranCC plan SIneC thlS S}IOU~d bC app~ICd t0 ~ZUU~UUU employee health insurance premiums Shuttle Bus Service The Budget Task Force «~ould recommend keeping the shuttle bus scrvicc at this time pending further analysis of the Con~~ress Avcnuc corridor project b}~ Palnl BCaeh County And fLlrthCl' CViduatlOn Of shuttlC performancC oVCI' ~fU the winter season. Vehicle Washing;/Detailin;; Fire Department employees should wash/detail their fire trucla and Cite CmployCCS shOUld Wash~det~111 thCII' takC-home VChIC'ICS as p~lrt of responsibility for vehicle maintenance as opposed to using outside $12,000 contractors Hometown Connection Publication ),milt the Hometown COnnCCtlOn pL1bIIC'atlOn t0 the l~mlUQ1 RCport slneC It IS duplicated by the News for Neighborhood publication which has a much $31,72 «~ider dlstrlhutlotl Tennis Stadium Operations Uivcn the opportunity, renegotiate the terms of the Match Point contractual agreement and conduct cost-benefit analysis on any future commitments of $0 this nature Tennis Center Operations $0 Credit/Debit Card Costs Rcne~~otiate credit/debit card transaction fees with credit c~u~d companies. $132,000 WC aI'C C'Lll'I'Cntly char<~Cd sCVCra1 dlffCi'Cnt ratCS dependent Upon location. Travel & Training (Competition Events) Eliminate all costs for competition events since these costs arc not rcyuired $149,169 as part of providin<~ essential services to Delray Beach residents Special Events (SPIRIT Program) Eliminate all costs for the SPIRIT program as these costs arc conflicting ~~fith $47,180 pay fi-eczcs. lost matching funds and huduct cuts Police/Fire Pension Plan Reduce the per year of scrvicc multiplier from 3.Sq~ per year to 3.O c~ per year for all future scrvicc with no change to prior scrvicc benefits in order to $454,318 reduce the 60~% fi~ingc benefit factor on police and fire salaries 11 Insurance Broker Commissions Issue an RFP to ]'chid insurance hrol:cr commissions since the contract has expired. $175,000 TOTAL DECREASED EXPENSE PROJECTIONS $2,773,270 TOTAL PROJECTED CURRENT BUDGET IMPACTS $4,343,815 (PROJECTED POSSIBLE IMPACTS ON FUTURE BUDGETS) Reconunendation Amount Awav with Pa_v (Comp Time)- Rcducc future pension costs or improve productivity by eliminating IX)171p tlmC from t~lC C'a~cn~atlOn Of penSlOn hCnCtlts SInCC COlup tlnlC IS ~~7~,188 pI'lluai'I~y OVCrtImC ~lnd nOt rC~~U~~lr pay Sick Leave Pavout at Termination- RedL1Ce IUTLII'e pa}'111L'nTs of Cxcess slc~i ~e~IVL' fly Cappln`~ The nlaxlluLllu how's that can he accumulated to 1.1?0 non-shift employees and 1.34 $118,201 for Firc shift cmployccs Vacation Leave Pavout at Termination- Agrccments should state that vacation leave payout is considered a bonus and is not cli~ihlc for pension calculations $-0- TOTAL PROJECTED IMPACT ON FUTURE BUDGETS $592,389 EMPLOYEE SUGGESTIONS The Budget Task Force has received numerous contacts from individual employees with suggestions on increasing revenues or reducing expenses. These recommendations can be shown as follows: 1. Consider using auction vehicles for Police volunteers instead of leasing new vehicles City Manager response (September 8~ memo to City Commission) is that this has been tried in the past and the maintenance costs for the older vehicles generally exceeded the cost of the lease. Therefore, this would not be recommended. No further action is required. 2. Consider having local auction instead of using Palm Beach County and using one floor of the new Old School Square parking garage as a staging area. City Manager response (September 8~ memo to City Commission) is that we do not 12 have the personnel to properly stage and secure this area. Therefore, this would not be recommended. No further action is required. 3. Consider using an on-line auction site for auctioning our vehicles and other equipment. Police cars, for example, could be auctioned to other Police departments and we would not have to strip the car of back seat replacement, prisoner cages, and lights and sirens since they could be used by other Police departments. In addition, buyer would pick-up the vehicle and thus save the travel time to and from the Palm Beach County auction site for multiple employees. City Manager response (September 8~ memo to City Commission) was that the City would implement this suggestion to determine if this is more profitable than using the Palm Beach County auction. An agreement with GovDeals.com was approved on the October 21, 2008 agenda. 4. Fax all confirming purchase orders over $1,000 instead of mailing to vendors. City Manager response (September 8~ memo to City Commission) stated that this recommendation has already been implemented. No further action is required. 5. Print in-house change orders only on regular paper and attach to original purchase order instead of printing change order on pre-printed purchase order forms. City Manager response (September 8~ memo to City Commission) stated that this recommendation has already been implemented. No further action is required. 6. The Finance Department is currently reviewing the possibility of automating the vendor payments in Accounts Payable by utilizing VISA credit card payments which will result in rebates back to the City from Commerce Bank. The current estimate is an annual rebate of $181,000. In addition, vendor invoicing will be through e-mail submissions. These savings do not include the savings generated from reduced mailing costs, reduced envelopes, or improved float on cash payments to vendors. (June, 2009) OTHER RECOMMENDATIONS The City should adopt a policy that, at the end of an expiring contract, the City should issue an RFP and seek alternative pricing to ensure the City is paying the lowest current equitable market rates as opposed to extending the contracts to the existing vendor. (October, 2008) The City should entertain the recommendation to develop a Finance Review Committee to review long-term cost proposals in order to provide recommendations to the City Commission so that they may make informed decisions on the basis of acost-benefit analysis, research and intensive negotiations with the vendor. In addition, this Committee, consisting of staff and citizen appointees, would also continue cost-saving studies and revenue generating studies to benefit the City as previously conducted by the Budget Task Force. 13 RECOMMENDATIONS FOR INCREASED REVENUES 14 SPECIAL EVENTS COST REIMBURSEMENT Background• City Sponsored Events There are eight (8) City sponsored/produced events where the City absorbs all City overtime costs and the following: • Chris Evert Charity Tennis Tournament (Host site fees $42,400 + other costs = $50,000+ costs to the City) • Turkey Trot (costs other than overtime paid by Parks & Recreation department) • Christmas Tree Lighting ($25,000 City contribution + overtime costs) • Holiday Parade (City contributes $1,500 + overtime costs) • First Night (Costs other than overtime covered by revenues) • ITC Tennis Tournament (Annual City costs of $978,333 in addition to overtime) in accordance with contract expiring in June, 2030. This is a 9 day event. • Players International Tennis Tournament (Host site fees $152,000 per year +CPI) There are four (4) five day USTA sanctioned youth tournaments per year per the contract expiring September 30, 2012 • Fourth of July Fireworks Display (City contribution $40,000 + overtime costs) Old School Square and DMC Events Old School Square and DMC events have the first $1,000 no charge then they pay 35°Io of other City costs excluding regular time. Privately Produced Events Howard Alan Art Show- pays 100°Io of all City costs to include overtime and fringe benefits Non-Profit Organizations Not Incorporated in City of Delray Beach Asian Food Festival- pays 100°Io of all City costs to include overtime and fringe benefits Non-Profit Organizations Incorporated in City of Delray Beach First $1,000 of City costs waived, sponsor pays 65°Io of balance of City costs Recommendation No. 1 The Budget Task Force recommends that City overtime costs for First Night ($32,459) be paid from revenues collected from this event or from $52,250 reserves Estimated Potential Savings- $12,000 Follow-up Actions The City Manager addressed this issue in a memorandum to the City Commission dated September 8, 2008 and he concluded that First Night would pay $7,000 this year for this event with the expectation that this would increase in the future. 15 The Assistant City Manager, in an e-mail dated February 10, 2009 announced the First Night Committee would be transferring $12,000. No further follow up action is required. Recommendation No. 2 Reimbursements from non-profit organizations incorporated in the City should pay 75% of costs instead of 65%. Estimated Potential Savings- $10,000 Follow-up Actions: The City Manager addressed this issue in a memorandum to the City Commission dated September 8, 2008 and he informed the Commission that Staff would review this item and make recommendations back to the City Commission. Assistant City Manager, Bob Barcinski, issued a memorandum dated February 20, 2009 presenting the City Manager with his analysis of the impact of this decision. No further follow up action is required. 16 EMPLOYEE MEDICAL PLAN PREMIUM CONTRIBUTIONS Reference• IAFF Union Agreement- Article 19 Health Insurance NCF&O Union Agreement- Article 12 Health Insurance IAFF Union Agreement (Lifeguards) -Article 19 Health Insurance PBA Union Agreement- Article 11 Hospitalization Insurance EB-3 Enrollment in City Group Health Plan- Administrative Policy Manual Background• The present policy of the City and past practice has been to have the City cover 100% of the cost of HMO medical premiums for the active employee and the employees cover the cost of any dependent coverage premiums. Retirees and COBRA employees pay 100% of their entire premiums. The City presently pays $460.93 per month for an active employee on the HMO plan and the employee pays $-0-. In the POS plan, the City pays $564.40 and the employee pays $29.71 per month. In the PPO plan, the City pays $671.68 and the employee pays $167.92. The City presently pays 77.05% of the total costs of the health plan. Observations• The City has been paying 100% of the monthly premium for active HMO employees which represent over 87% of our medical plan enrollment units. In addition, over 50% of these employees have been taking annual physicals at the Fire clinic where the City also pays for 100% of the clinic costs. The employees pay no office visit or co-pay payments for this service. The City contributes 3.3% of active Police and Fire base pay to their Retiree Health Trust in addition to the City costs of the health plan. Payments from the Trust can be used to offset medical premiums and costs on a tax-free basis for Police and Fire retirees. Fire Department employees gave up a 2% wage increase to receive this 3.3% deposit to the Trust. The Police Department employees did not give up a 2% raise in exchange for receiving their 3.3% deposit to the Trust. The difference between the 2% wage given up and the 3.3% deposit was the estimated payroll tax savings to the City. This benefit was negotiated in union contracts. Per State statutes, the City is also required to pay 100% of the costs of any heart or lung disorder for Police and Fire employees under worker's compensation with no cost to the employee. This is called the "presumption law" and is an example of State unfunded mandates which have cost the City millions of dollars in the past. Recommendation: The City should consider charging a minimum of $10.00 per pay for HMO employee medical premiums. This would involve negotiating this change with all unions. 17 Estimated Potential Revenues: $10.00 per pay x 26 pays x 680 employee units = 176 800 Follow-up Actions: The City Manager addressed this recommendation in a memo to the City Commission dated September 8, 2008 where he solicited the City Commission direction as to whether this should be included in current contract negotiations. The City Commission directed that a survey be done of other entities within Palm Beach County. The Human Resources Department conducted a survey of other entities (October, 2008). The comprehensive survey was recently completed by Gallagher Bassett of multiple employee benefits and was presented to the City Commission in February, 2009. In the health insurance renewal (Plan Year starting June 1, 2009), the City developed a structure that included a "Core HMO" at no cost to the employee and a "Buy-Up HMO" plan where the employee was charged $60.13 per month or $721.56 per year. There are 467 employee units in the new "Buy-Up HMO" plan at this time. Projected Increase in Revenues: For the 467 employee units in this Buy-Up HMO, the employee contribution would equate to increased revenues of 467 x $721.56 annually or a total of $336,969. Recommendation No. 2 The City should consider the inequity in the Retiree Health Trust in that the Fire Department union gave up a 2% wage increase in order to receive their 3.3% contribution to the Trust and the Police Department union did not dive up any wade increase. It would be recommended that either the Police union contract be negotiated to allow fora 2% wage deduction (contribution) or the 3.3% City contribution for Police retirees to the Trust should cease. Projected Increase in Revenues: Police Operations salary budget of $10,569,250 x 2% _ $211,385 18 HURRICANE WILMA- INSURANCE RECOVERY Fire Station No. 4 Insurance Recovery Fire Station No. 4 was recently torn down and reconstructed at a cost of $2.7 million using borrowed funds. An external (third party) engineering report was authorized and issued evaluating the building for Hurricane Wilma damage and an assessment was made comparing rehabilitating the building or reconstructing a completely new building. The value of the old 1981 structure was listed on the insurance policy Statement of Values as $302,000. According to building codes, If the cost of the proposed rehabilitation exceeded 50% of the value of the old building, the building code requires that the entire building must be brought up to current codes (electrical, plumbing, structural, ADA, etc.). With the hurricane damages to the bay doors, roof, trusses, mold and mildew damage, costs should easily have exceeded this amount. We therefore feel that the decision to construct a new building was possibly an insurable event. The entire amount of $2.7 million has been turned in as a claim to our insurance carriers. Other Hurricane Wilma Insurance Claims The original insurance claims due to Hurricane Wilma were based on some final costs and some projected costs. We have now prepared a listing of all claims based upon actual costs. We therefore are claiming additional revenues of 966 000 from our insurance carrier. This amount, once finalized, will have to be reconciled with FEMA and some portion may be due back to FEMA. Follow-up Actions A meeting has been set up with the insurance broker (Arthur J. Gallagher) on January 8, 2009 A second meeting with Liberty Mutual and our insurance broker was held February 18, 2009. We provided the carrier with building plans of Fire Station No. 4 (original building and new building) and discussed the engineering report issued on this building. It was determined at this meeting that Liberty Mutual would only be responsible for $1.0 million of this claim and other carriers should be notified of this claim since they would be responsible for the remainder of the claim. A third meeting was held with all involved insurance carriers on April 23, 2009. At this meeting it was determined that insurance would not pay for the replacement of Fire Station No. 4 but that hurricane repairs would be paid for. There were several reasons for this position but primarily it was determined that the hurricane damage was minimal and would not justify full replacement of the building. In addition, the insurance policy excluded the code upgrades. The remainder of the insurance claim not related to Fire Station No. 4 was to be reviewed in detail by a forensic accounting firm. 19 The detailed information requested by the forensic accounting firm was prepared and delivered to the accounting firm of Matson, Driscoll and Damico on May 4, 2009. The final document review was held with the insurance carrier on June 8-9, 2009. We received notice on June 25, 2009 that the City of Delray Beach is to receive $461,231 in additional insurance payments for this supplemental claim. The final Policy Release form has been executed and the funds should be forwarded in 5-10 business days according to Liberty Mutual. Since the Finance Department has already reserved $893,923 as the estimated reimbursement to FEMA and the latest actual estimate is $600,000, the $461,231 is to be considered revenue since it would not have to reimburse this amount to FEMA. FEMA officials should be here in the City starting mid-July for the final project closeout process. Projected Increase in Revenues- $461,231 20 RENTAL PROPERTIES WITH TAX EXEMPTIONS Background The Budget Task Force has conducted an evaluation of all rental properties in the City of Delray Beach to determine if the taxable assessed values of these properties are correct. The taxable assessed values of these properties should not include any homestead and "Save Our Homes" exemptions since they are not the primary residence of the property owners since they are being rented. Broward County Property Appraiser conducted a similar evaluation and completed the City of Sunrise which uncovered over 200 properties that were not properly classified and the end result added over $23 million to the taxable tax rolls within the City of Sunrise. Status We have contacted Utility Customer Service (utility billing function) and Code Enforcement (landlord permit function) in order to develop a listing of rented properties in the City that we are aware of. In addition, we contacted the Palm Beach County Property Appraiser's Office to establish a contact person for this project. We were put in contact with Mr. Jose Montane (355-1704) and his supervisor, Mr. Pat Poston (355- 2647). An evaluation of approximately 1,500 properties listed in the Landlord Permit File was completed by comparing each of these properties with the Palm Beach County Property Appraiser files. A worksheet was prepared listing all properties that continue to receive either homestead exemptions or Save Our Homes exemptions or both. The worksheet consisted of the property control number (PCN), address, the number of units, the market value, the taxable value, the non-taxed value, the utility customer identification number (for future backup reference), name of the tenant and the date the tenant initiated their utility account. This initial listing resulted in 223 properties that were labeled as rented and that continue to receive tax exemptions. If this is confirmed by the Property Appraiser, this would add $23,782,562 to the taxable property tax rolls which would add $610,023 in additional property taxes to taxing entities of Palm Beach County, the Palm Beach County School Board, other taxing districts and the City (25.65 mils). The direct impact on the City of Delray Beach would be $162,920 in additional property taxes at the current millage rate (6.8504 mils). Copies of this analysis along with copies of the Landlord Permit files were forwarded to the Palm Beach County Property Appraiser for further review and follow-up. The Property Appraiser has the authority to go back 10 years to collect back tax amounts due. Estimated Impact on Revenues: $162,920 (Property Taxes) The second evaluation of rented properties involved the Utilities Customer Service utility billing files. All customer accounts are classified as either "Owner" or "Tenant". We prepared a listing of all the tenant files (approximately 2,500 customers). A worksheet was prepared after comparing the tenant property to the Property Appraiser files to 21 determine if the rental properties continued to receive homestead and Save Our Homes exemptions. The worksheet included the PCN, address, number of units, market value, taxable value, the non-taxed value, the customer identification number, the tenant name and the date the tenant account was initiated This worksheet contained 270 properties that were (1) not on the Landlord Permit files and (2) received homestead and Save Our Homes exemptions. If confirmed by the Property Appraiser, these 270 properties would generate $31,208,424 in additional taxable values which equates to $800,496 in additional tax revenues (Palm Beach County, School District, and the City of Delray Beach). The direct impact on the City of Delray Beach would be $213,790. In addition, these 270 properties have not filed for Landlord Permits ($50 each). Copies of this detail were forwarded to the Property Appraiser for further verification and disposition. Copies of this file were also sent to Community Improvement Department for follow-up on the filing for landlord permits. Estimated Impact on Revenues: $213,790 (Property Taxes) Projected Total Increase in Revenues: $376,710 The third evaluation was to list all the rented properties that were taxed properly on their full market value (no exemptions) but had failed to file for Landlord Permits. A worksheet was prepared listing these properties with the PCN, address of the property, number of units, owner name and tenant name. This resulted in 815 properties that had not filed for landlord permits ($50 each). Copies of this detail and the worksheet were turned over to Community Improvement Department to follow-up the filing of the landlord permits. In addition to the 270 properties found on the Utility Billing files that had exemptions but did not have landlord permits, the total properties without landlord permits were 1,085. At $50 per permit, this would represent $54,250 in additional landlord permit revenues. The Community Improvement Department has the ability to assess triple fees for the owners not filing landlord permits. Estimated Impact on Revenues: $54,250 (Landlord Permits) Follow-up Status: The Property Appraiser's Office (Pat Poston) informed this office in June, 2009 that the letters denying homestead had been sent out for properties they confirmed were rented. These property owners have until September, 2009 to challenge these findings. A full accounting of their final disposition will be forwarded to the City following this appeal period (September, 2009). The Community Improvement Department reports that many owners have submitted applications for landlord permits following the study. A full accounting of this will be developed at a later date. 22 PERSONAL USE OF TAKE- HOME CITY VEHICLES Reference• Internal Revenue Code Section 1.61.21 Taxation of Fringe Benefits Administrative Policy Manual- GA-4 Vehicle Use Policy Survey of Other Palm Beach County Entities General Rule IRS Regulations generally consider working condition fringe benefits as taxable to the employee unless specifically exempted. An employer provided vehicle which is totally used for business (personal use prohibited) is exempted and is not taxable to an employee. This vehicle must remain on City property and not be used for commuting. An employer provided vehicle used partly for business and partly for personal commuting use is a working condition fringe benefit. • Verified business use of this vehicle is not taxable to the employee • Personal use is taxable to the employee as wages • Commuting to and from an employee's residence and work is personal use as well as any other personal use of the vehicle Substantiation Requirements A record of business and personal mileage is required in order to verify business vs. personal use. If the employee does not provide this record, the value of all vehicle use is taxable to the employee as wages and the employee can then deduct business use on Form 1040 at year-end. If the employee does provide a record, only the personal mileage is taxable as wages to the employee. Personal Use Cost (1) $1.50 each one-way commute (normally $3.00 per day or $780 per year) if the following conditions are met: • Vehicle is owned or leased by employer • Vehicle provided to employee for business use • Employer requires the employ to commute in the vehicle for a valid non- compensatory business reason • Employer has a written policy prohibiting personal use other than commuting • Employee does not use the vehicle for other than de minimis personal use • Employer reasonably believes that the employee does not use the vehicle for other than commuting and de minimis personal use (2) FMV of leasing this vehicle plus fuel, maintenance, and insurance multiplied by the percentage of personal use. Qualified Non-Personal Use Vehicles 23 The IRS regulations allow for certain Police/Fire vehicles to be exempted from the general requirements of being taxed for commuting mileage if the following conditions are met: • Clearly marked police or fire vehicles required to be used for commuting (painted insignia or words, marked license plate not valid) • Unmarked Police car used for law enforcement purpose • Employee must be on call at all times • Any personal use by police officer outside of his jurisdiction for arrest powers must be strictly prohibited • Any personal use by firefighter outside of his obligation to respond to an emergency must be strictly prohibited • Specialty utility truck (not including pickup truck) on call and used to restore utility services is also allowed Clean and Safe Program Unit The Clean and Safe Program has one (1) take-home vehicle which is a Ford F-150 pickup truck and the employee lives in Delray Beach. No mileage log is kept to our knowledge. This program is responsible for the cleaning of the downtown area and is accomplished at odd hours when the Garage and the Public Works complex are closed and the gates are locked. This is a supervisor position and the vehicle is clearly marked. Observation This vehicle does not qualify as an emergency vehicle, is not a specialty utility truck, is not on call, yet the vehicle is required to be taken home due to the schedule that this truck and crew work (valid non-compensatory reason). Therefore, it would appear that the employee should be taxed on $3.00 per day for the commuting cost. Recommendation: This vehicle could be maintained at the Public Works complex and the employee could be given a gate opener similar to the one given to on-call employees. This would eliminate all personal commuting mileage and costs. As an alternative, the employee should be taxed $3.00 per day for commuting cost and the employee must keep a mileage log so that the City has verifiable business and personal use mileage. Community Improvement Units Community Improvement Administration has five (5) take-home vehicles. These vehicles are not emergency on-call vehicles and are not clearly marked. All of these 24 individuals are taxed for their personal mileage ($3.00 per day). No mileage logs are kept. (lhcPrvatinn Since these vehicles are not emergency vehicles, are not on-call, and are not clearly marked, they appear to be authorized for take-home use for compensatory reasons and not for a valid non-compensatory business purpose. In addition, no mileage logs are kept and therefore business vs. personal mileage cannot be confirmed. If this is so, the IRS states that the $3.00 per day tax calculation method is not authorized and the individuals should be charged and taxed the full cost of the vehicle including annual lease cost and S.Scents per mile for all mileage. It would then be up to the individuals to report the deduction for the business portion of those costs on their Form 1040 at year end. Recommendation Vehicles that do not qualify as take-home vehicles should not be used for commuting. The $3.00 per day tax for mileage does not qualify since the vehicles do not qualify as acceptable take-home vehicles. The employees should be charged the full cost of the vehicle and report their business vs. personal costs on their tax forms at year-end. As an alternative, these individuals could be given compensatory car allowance and the vehicles would be stored at the City and used as pool vehicles for this department. Fire Department Units In a memorandum dated August 20, 2001, the Fire Chief directed that all management employees be authorized personal use of staff vehicles for employees that live in Palm Beach and Broward County effective October 1, 2001. This memorandum conflicts with IRS regulations that state that personal use other than commuting must be prohibited. The IRS allows for the commuting use of fire vehicles if the following restrictions are met: • Fire vehicle, for non-compensatory business reasons must be required to be used for commuting • Vehicle must be on call at all times • Fire vehicle must be clearly marked • Personal use outside the limit of the firefighters obligation to respond to an emergency must be prohibited 25 • The employer reasonably believes that the employee does not use the vehicle for personal use other than de minimis personal use. The Fire Department has emergency vehicles in 6 fire stations located throughout the City and Highland Beach capable of responding immediately to either fire or medical emergencies within minutes of a 911 call. The Budget Task Force questions the need for take-home vehicles for the Fire Department on a full-time basis with the exception of the Fire Chief who, by policy, is authorized atake-home vehicle. They question the need for three unmarked take-home Ford Expeditions for the Assistant Fire Chiefs that are on duty at the same time and in the same building. They would also question why one Battalion Chief would have a required take-home vehicle and not all three since they are all shift commanders with identical job descriptions. Why would one Fire Lieutenant (who lives furthest away from the City) have a required take-home vehicle when four other Fire Lieutenants (who live within the City or nearby cities) do not have vehicles when they have a 30-minute response time requirement? Why would a Paramedic Lieutenant be required to take home a Dodge Quad Cab 4x4 who lives in Tequesta? Why would a Paramedic Lieutenant take home a Ford E150 Club Wagon living in Lake Worth? If these are emergency vehicles they should be available to shift personnel on duty. Are these employees actually on-call? How often are they actually called in for emergencies? There have been numerous comments on the constant use of fire pumper trucks and even ladder trucks for transport of Fire Department personnel to minor medical calls, traffic accidents, or other events unrelated to fire calls or special needs (extrication equipment, etc.). If some of these take-home vehicles were available for shift use, could they be used for transport of personnel to reduce the mileage on the larger vehicles? The mileage on the larger Fire apparatus trucks can be shown as follows (June 2007-June 2008 records): There are 15 Fire Department take-home vehicles. Three (3) vehicles are not marked (IRS requirement) which allows for questionable personal use. Several vehicles are 26 outside of the area where they could reasonably be obligated or expected to respond to an emergency (Sunrise, Tequesta, Stuart for example) which is also an IRS requirement.. On average, 44.09% of the miles put on these Fire take-home vehicles are for personal commuting use. It should be noted that we calculated personal mileage by doing a MapQuest to the employee's residence. Other personal mileage may have been used and these percentages could be higher. Police Department Units Reference• PBA Union Agreement (Article No. 40 Take Home Vehicle Plan) The union agreement Article No. 40 allows for non-probationary officers that live in either Palm Beach or Broward County to have atake-home vehicle. This benefit was given to offset the policy of other entities that allowed take-home vehicles and to enhance the presence of police patrol units. The policy states that Officers living outside a 15- mile distance from the City of Delray Beach limits must be charged $15 per pay ($1.50 per normal workday) for their commuting personal use. In addition, internal Police Department procedures were to be prepared to define the policies and procedures regarding take-home vehicles. Observations• There are 113 take-home vehicles in the Police Department at this time. • 7 vehicles have over 80% of their total use commuting (personal mileage), 20% or less business use 27 • 5 vehicles have between 70% and 80% of their total use commuting, 20% - 30% business use • 6 vehicles have between 60% and 70% of their total use commuting, 30% - 40% business use • 19 vehicles have between 50% and 60% of their total use commuting. 40% - 50% business use • 14 vehicles have between 40% and 50% of their total use commuting, 50% - 60% business use • 19 vehicles have between 30% and 40% of their total use commuting, 60% - 70% business use • 20 vehicles have between 20% and 30% of their total use commuting, 70% - 80% business use • 20 vehicles have between 10% and 20% of their total use commuting, 80% - 90% business use • 3 vehicles have between 0% and 10% of their total use commuting, 90% - 100% business use There are currently 28 employees with take-home vehicles that exceed the 15 mile limit. Of these there are only 7 employees that pay the $15.00 per pay period. The 15-mile limit was measured from the Police station to the employee's home and the policy reads from City limits and therefore some of these units would qualify for the 15-mile limit. Police Department Percentage of Commuting Miles to Total Miles Overall, 39.33% of all Police take-home vehicle use is for commuting only. 28 There are nine (9) Citizens on Patrol (COP) vehicles leased by the Police Department. They are 2005 Honda Civic sedans (1545-1553) costing $273.90 each per month or $3,286.80 per year. Therefore, the total annual lease cost would be $29,581.20. These leases were recently renewed in 2008. There are five (5) volunteer Toyota Camry vehicles (1540-1544)leased by the Police Department from Southeast Toyota costing $295.00 per month for an annual lease cost of $17,700.00. These leases were recently renewed in 2008. Parks and Recreation Department Units There are nine (9) take-home vehicles in this department. Two units are in Administration, one unit is in Ocean Rescue and six units in Parks Maintenance. All of these take-home vehicles are for supervisor positions. None of these vehicles are emergency vehicles. Several units are unmarked. All of the take-home vehicles in Parks Maintenance are F-150 pickup trucks which are not recognized by the IRS as eligible vehicles. The Budget Task Force would question the need for any of these vehicles to be allowed as take-home vehicles. In particular, why would the Supervisor of Ocean Rescue need to have a Dodge Dakota 4x4 as a required take-home vehicle? If any of the Parks Maintenance vehicles were on call, they could be issued a gate opener and retrieve their vehicle from the Public Works complex if needed. Recommendations The Budget Task Force would recommend that the City conduct an in-depth survey to review all take-home vehicles, justify the reasoning for the take-home use, review the "clearly marked" vehicles vs. the unmarked vehicles, review the location of the employee residence, determine if the take-home vehicle is for compensatory or non-compensatory reasons, question the actual number of recalls and emergency responses, determine if on- call employees could simply be issued a gate opener and retrieve their vehicle from the Public Works compound, and compare this data with IRS regulations in order to determine exactly how many units are truly justified and required to be taken home and used for commuting purposes. Those units required to be taken home should be charged accordingly. Those not needed should be used exclusively for business purposes, eliminated from the vehicle inventory or used as pool vehicles. Take-Home Vehicle Policy- Other Cities Boca Raton • Police Department- $-0- charge to employee living within City limits and $20 per month charge to employee living outside City limits • Department Heads receive either atake-home vehicle or a car allowance between $75 per month to $350 per month dependent upon their pay grade • No other City take-home vehicles 29 Boynton Beach • Police Department- must live within 20 miles of City limits. Those living outside 20-mile limit will be issued a pool car but may not take vehicle home u iter • Police Department- sworn officers are allowed take-home cars. All officers pay the City $SO per pay~eriod. Officers that live within 5 miles of City may use car for personal use. Officers outside 5 miles may not use car for personal use. There is no limit on commuting mileage. • Limited take-home vehicles for other than Police Department Palm Beach Gardens • Police Department- officer must live within 30 miles of City limits. Officers pay $5 per mile outside of City limits per month (example: officer lives 30 miles outside City would pay $150 per month). Officers are expected to clean, vacuum, and wash their vehicles 0-5.0 miles from City $25 per month ($12.50 per pay) 5.1-10 miles $50 per month ($25.00 per pay) 10.1-15 miles $75 per month ($37.50 per pay) 15.1-20 miles $100 per month ($50.00 per pay) 20.1-25 miles $125 per month ($62.50 per pay) 25.1-30 miles $150 per month $75.00 per pay) 30.1+miles- No take home vehicle Wellington • No Police Department- contract with the Sheriff's Department • All other take-home vehicles in accordance with IRS guidelines ($3.00 per day or $30 per pay period). Mileage logs must be kept. Juno Beach • Police Department- officer must live within 30 miles of City limits. Officers pay the following: 0-10 miles from City $10 per pay (one-way commute) or $20 10.1-20 miles $25 per pay (one-way commute) or $50 20.1-30 miles $35 per pay (one-way commute) or $70 30.1+ miles with City Manager approval only -cost to be determined T.akP Wnrth • Police Department- officer must reside within City limits Lantana $3.00 per day for all non-Police vehicles plus $50 flat rate per pay_period for all take-home vehicles Palm Beach • No Police, Fire, General employees have take-home vehicles 30 • City Manager and Department Heads have option for $400 per month car allowance or take-home vehicle Palm Beach Countv Sheriff's Department • Sworn officers pay $25.00 per pay period for off-duty usage • Civilian employees pay $10.00 per pay period plus $3 per day IRS tax Palm Beach Countv Fire Department • In no case will atake-home assignment be made as a benefit of employment or convenience to the individual • Employee must be on-call. On call means that the employee is in the area, can be contacted at a specific telephone number, and will respond immediately. The willingness to respond if contacted does not constitute an on-call status. • Only employees living in Palm Beach County qualify for take-home vehicles • Mileage logs must be maintained for all vehicles except for IAFF agreement approved vehicles authorized for full-time take home vehicles • Logs of all call-ins required • Personal use is prohibited. No family or relatives, friends, or co-workers may be transported for off-duty, non-business use. Accidents during non-authorized use will not be covered by County insurance and are the responsibility of the employee Follow-up Actions: The Police Department has resolved their sworn officers' take-home vehicle issues. They have decided to limit their take-home vehicle personal use to di minimis use in accordance with IRS guidelines. This essentially means that these officers will not be taxed on their personal use to and from their residence as long as their residence is within their law enforcement jurisdiction. The Fire Department has decided to mark all their vehicles and have issued option letters to their senior staff. These option letters have been executed and these officers will be taxed according to their selection. Some officers will be required to submit monthly mileage logs. Recommendation: The City of Delray Beach should charge the employees with City take-home vehicles for their personal mileage $3.00 per day ($60.00 per month) to reimburse the actual cost to the City for personal commuting mileage. With approximately 150 take-home vehicles, this would be $108,000 per year. Projected Revenue Increase: $108,000 Projected Cost Decrease $48,000 31 RECOMMENDATIONS TO REDUCE EXPENSES 32 OVERTIME PAY References: Human Resources Policy Manual- Overtime/Compensatory Time Classification and Pay Plan IAFF Collective Bargaining Agreement PBA Collective Bargaining Agreement NCFO Collective Bargaining Agreement Memorandum from Finance Director dated October 25, 1994 Background• Non-union employees are covered by the Human Resources Policy Manual and their pay is shown in the Classification and Pay Plan. The pay plan identifies employees that receive overtime (non-exempt) and those that do not receive overtime (exempt). The policy manual stipulates that vacation time and holiday time will be considered time worked for the computation of overtime. The manual also states that exempt employ are not eligible for overtime or compensator. There can be an exception for extraordinary conditions. In the Fire Department union contract, vacation time and holidays are recognized as time worked for the computation of overtime. Overtime is calculated based on a 21-day work cycle (overtime paid after 144 hours) for shift personnel and a 40-hour week for non-shift personnel. Union business may be conducted by swapping shifts with no overtime allowed for union business. Only union officials or their designees may take time from the Time Pool and no overtime shall be paid for use of the Time Pool. The Time Pool is established from the donation of personal holiday, vacation time or compensatory time from bargaining unit members. Leave of absence with pay shall not be considered as time worked for the computation of overtime. Leave of absence with pay for City business shall be considered as time worked for the computation of overtime In the Police Department union contract, vacation time and holidays are recognized as time worked for the computation of overtime. Overtime is calculated based on an 80- hour bi-weekly pay period for all full time employees. Union business may be conducted by swapping shifts with no overtime allowed for union business. Only union officials or their designees may take time from the Time Pool and no overtime shall be paid for use of the Time Pool. The Time Pool is established each October by each bargaining unit member donating three (3) hours of vacation, holiday, or compensation time (this was confirmed by the Payroll Administrator). Leave of absence with pay shall not be considered as time worked for the computation of overtime. Leave of absence with pay for City required training sessions shall be considered as time worked for the computation of overtime. In the other departments (NCFO union), vacation time and holidays are recognized as time worked for the computation of overtime. Overtime is calculated based on a 40-hour workweek (7 days) after which overtime shall be paid. Leave of absence with pay shall not be considered as time worked for the computation of overtime. Leave of absence 33 with pay for City business shall be considered as time worked for the computation of overtime Methodology: A schedule of total wages and overtime for calendar year 2007 (all employees) was prepared The total wages for 2007 were $43,397,834 and overtime costs for Calendar Year 2007 were $3,318,000 (not including comp time). This schedule was then sorted by department and by total wages for the year. • Noted 60 employees over $100,000 1. City Manager- 2 2. City Attorney- 2 3. Community Improvement- 1 4. Engineering- 1 5. Environmental Services- 1 6. Finance- 2 7. Fire- 33 8. Police- 18 A schedule of overtime by department (9-years) was then prepared. Of the total of $3,318,000 in overtime costs for calendar year 2007, 92.5°Io of all overtime costs were in the Police, Fire, and the Parks & Recreation departments which are all part of the General Fund. The remaining 7.5°Io was primarily Public Works and Public Utilities. In this period 86.4°Io of the total overtime was in Police and Fire departments. Public Works was generally due to special events and Public Utilities overtime is primarily due to water line breaks, sewer line breaks, or work that could not be done or completed during normal working hours. The Fire Department expended $1,283,873 in overtime costs (38.7°Io of total) for Calendar Year 2007. Following an interview with the Fire Department staff at a Budget Task Force meeting and subsequent discussions, it was presented that over 80°Io of this overtime is due to minimum manning of stations. The Police Department expended $1,583,533 in overtime costs (47.7°Io) for Calendar Year 2007. Following an interview with the Police Department staff at a Budget Task Force meeting and correspondence from Chief Larry Schroeder, it was presented that 82°Io of their overtime was in the Operations Bureau and there were six (6) major reasons for their overtime. A summary breakdown of these major reasons is as follows: • Staffing for special events- 20.61°Io • Minimum manning- 14.41 °Io • Holiday robbery task force- 9.13°Io • Court attendance- 7.31 °Io • Robbery task force- 6.70°Io • SWAT training and deployment- 5.13°Io • Other tasks and duties- 36.70°Io 34 The Parks & Recreation Department expended $201,679 in overtime costs (6.1%) for Calendar Year 2007. Following an interview with the Parks & Recreation Department staff at a Budget Task Force meeting and correspondence from Acting Director Tim Simmons, it was presented that most of this overtime was due to staffing f~pecial events, lifeguard manning (7 damper week), and other activities not able to be completed during normal working hours. Findings: Police Department Police union employees are allowed to be paid double pay for working a holiday for the time actually worked (PBA Union Agreement Article 13, Section 3~. This provision is supposed to mean that an employee will receive straight time for the holiday and straight time for the time worked. If an employee does not work a holiday then, and only, would the holiday count as time worked for the computation of overtime. This was clarified in a memo from the Finance Director dated October 25, 1994. The annual budget for the Police Department includes 2,080 hours for each employee that would include their paid time off for vacation, sick, and holiday time. Therefore, these employees are budgeted as if they will take off all holidays. If they are required to work on a holiday, Police employees can assign when their holidays are taken ("floating holidays") with the permission of the Police Chief or his designee. Several employees, instead of taking the time off are assigning their "floating holidays" to days that they already are working overtime and are receiving pay for their holiday and double overtime. This means, as an example, that an employee working overtime on a Saturday, could receive 24 hours of pay for 8 hours of work (8 hours for the holiday and 16 hours for 8 hours of time worked at double overtime) since they are considering holiday time as time worked. This was the only department in the City to record double overtime. Examples of this double overtime are provided below: Position Hours Double Overtime Sergeant 87.25 6,874.85 Sergeant 85.50 6,614.77 Sergeant 88.00 (,545.44 Sergeant 110.00 7,950.04 Career Officer 3 68.00 4,572.04 Career Officer 2 (2.50 4,033.65 Career Officer 1 83.00 4,405.90 Police Officer l~r Class 136.00 6,787.78 Police Officer l~r Class 66.50 4,083.87 Police Officer l~r Class 81.50 5,496.92 The total amount of Police double overtime costs for 2007 was $255,981 35 Recommendation No. l The Budget Task Force would first recommend that the City consider ceasing the ability of Police union shift employees to assign their "floating holidays" to days they already are working overtime and thus eliminate all double overtime costs. The union agreement states that a straight-time rate will be paid for these assigned holidays, not a double overtime rate. But by assigning this day to a day when overtime is being worked, it results in additional overtime. The intent of the floating holiday was to move the holiday to a day that could be taken off, not to assign this day to a day that they are already working. If the Police employee charged 24 hours for the day and the correct amount should be 12 hours (8 hours worked for the day at time and a half rate) the savings would be 50.0% of the actual paid time (8 hours of paid holiday that should not be paid + 4 hours of added overtime). Estimated Potential Cost Reduction: 8 hours of paid holiday time x 11 holidays x 150 employees x $25/hour= $330,000 4 hours of extra overtime pay x 11 holidays x 150 employees x $25/hour= $165,000 Total potential cost reduction is 495 000. Follow-up Actions: The first payroll of October, 2008 was reviewed to determine if double overtime was still being charged by the Police Department. There were 22 individuals that were charging double overtime for a total of 95.75 hours ($6,211). An e-mail was sent to the Police Chief reminding him of the Budget Task Force suggestion and the supporting document from the City Manager to the City Commission dated September 8, 2008. The City Manager also sent an e-mail to the Police Chief stating that this double overtime should be stopped and that it did not need to be negotiated. The second payroll for October, 2008 was reviewed to determine if the double overtime was being charged. It was found that there were 22 employees charging double overtime for a total of 152.5 hours ($9,621). Finance contacted Major Hartmann who stated that this was being currently negotiated. Contact was then made with Human Resources and the City Attorney to determine why this was being negotiated. (October 27, 2008) An e- mail was forwarded to the Police Department, Human Resources, and the City Attorney stating that, at this rate, over 20% of the Operations Bureau will be spent on double overtime for the year and asked to resolve this issue as soon as possible. The third payroll for November, 2008 was reviewed to determine if the double overtime was being charged. It was found that there were 25 employees charging double overtime for a total of 191.5 hours ($12,194). An e-mail was forwarded to the City Manager, Police Chief, Police Major, City Attorney and Human Resources Director stating that, at the current rate, over 24.3% of the Operations bureau will be spent on double overtime and asked that we be advised as soon as this issue is resolved. The City Attorney's office received a legal opinion that this does not require union impact bargaining. A meeting was held with the City Manager, Police Chief, Major 36 Hartmann, Human Resources Director, and Finance Director resulting in direction to cease charging holiday time to days an officer is working overtime. This should eliminate double overtime. The Police Department incurred $134,442 in holiday pay and double overtime costs through January 9, 2009 which was communicated to the department. This amount through one quarter appears to confirm the savings estimate of the Budget Task Force for an annual period. The City Manager stated that this would be resolved by February 1, 2009 or the City would implement the terms of the union contract as written. As of June, 2009 there does not appear to be any continuing double overtime for the payment of holiday time assigned to days officers are working. No further action is required. Recommendation No. 2 The Budget Task Force would also recommend that the City consider changing all policies and union agreements to only allow time actually worked in the calculation of overtime and delete the allowance of vacation time, holidays and any other charges for time not actually worked as allowable time worked. The Budget Task Force feels that this would be a fair and reasonable way to administer overtime. We could not find any FLSA guidelines that require vacation time or holidays as time worked in the computation of overtime. Again, this benefit has been in place for several years. It needs to be emphasized that this benefit reduction is proposed in order to reduce the number of potential job cutbacks. Estimated Potential Cost Reduction $333,180 (10% of total overtime costs of $3,331,800) per year + fringe benefits (estimated 7.65% FICA) = 335 346. Follow-up Actions: The City Manager issued a memorandum to the City Commission dated September 8, 2008 stating that this recommendation would have to be bargained. The Finance Director met with the Human Resources Director and confirmed that this recommendation is being placed in the current PBA agreement for consideration. Recommendation No. 3 The State of Florida passed legislation effective in 1999 that required Police overtime be included as a minimum benefit in pension calculations up to 300 hours annually. It is well recognized that there is a nationwide problem with funding of Police and Fire pension plans. The current Delray Beach pension plan for Police and Fire allows an individual to retire with a maximum of 87.5% (3.5% per year of service x 25 years) of average monthly earnings. The individual retiree also receives a cost of living adjustment paid for from premium taxes on local resident's insurance policies. In addition, the City pays for social security benefits that also have a cost of living applied. The total of these benefits would mean that an individual could easily earn more in retirement than the, on active duty. 37 The Budget Task Force would recommend that our City Commission, lobbyists, and the State legislators respond to this situation by seeking legislation removing overtime from the calculation of pension payments. Taxpayers should not be asked to fund retirement benefits which allow an individual to earn more in retirement than active duty. Follow-up Actions: The City Manager presented his recommendation to the City Commission in a memorandum dated September 8, 2008 that this issue be made one of the City's legislative priorities for the next session of the Legislature and that we seek to have this adopted by the Florida League of Cities in the legislative policy statement. An e-mail was sent to the City Manager in October, 2008 recommending this action be done. This was advance notification prior to the City Manager attending legislative meetings with the Florida League of Cities in October. The City filed legal action against the State of Florida stating that the 1999 legislation interfered with the City of Delray Beach 1993 Agreement approved by the unions, the Police & Fire Pension Board and the City of Delray Beach. In May, 2009 the City of Delray Beach prevailed in this action which means that the 1999 legislation cannot overturn the 1993 Agreement and that we do not have to include Police overtime in pension benefits. The premium taxes received would be used to pay retiree cost of living increases. No further action is required. Fire Department The Fire Department is using compensatory time that exceeds allowable time banks to be donated to the Union Time Pool. The time pool is for union employees to conduct union business and the time is supposed to be donated from vacation time, holiday time, or compensatory time of union members. Recommendation No. 4 The City Manager and the Department Head in the Fire Department need to discuss the hours used to develop the union time pool for the Fire Department so that employees are not donating time that would normally not have been paid since it exceeded allowable compensatory time caps. By donating this time to other employees the City is paying for the time which otherwise they would not be required to pay. The Police Department, for example, turns in a listing to the Finance Department Payroll Administrator each year of union employees and each employee's donation of time to be taken from their active accumulated time banks. Payroll then deducts this time from their accrued time banks. The Fire Department should turn in this type of listing each year to the Finance Department Payroll Administrator so that the City can keep track of the payment of the union time pool. Estimated Savings- If the Fire Department turned in 3 hours per employee each year for the Union Time Pool from active vacation, holiday, or comp time banks the savings would be as follows: 38 88 Employees x 3 hours x $25.00 average salary = $6,600 The Fire Department is allowing employees that are part of the Police & Fire Pension Board to have 10 shifts off for education seminars. For a shift worker, this represents 10- 24 hour shifts off to go to these seminars or 240 hours. This represents a significant expense, in addition to the lost productivity during the 10 shifts, since most shift workers are part of minimum manning requirements and have to be replaced with overtime workers. The cost of one Fire Department shift employee to attend these seminars is costing more overtime than most other City departments are given in their entire departmental overtime budgets. This 10-shifts off would not appear to be reasonable since the term of office for pension board members is only 2 years and the Pension Board retains professional money managers and a monitor that oversees these money managers. One of the members on the Pension Board is a Battalion Chief (shift worker) who is allowed to be replaced by another Battalion chief at an overtime rate. Another employee is a Paramedic Lieutenant (shift worker) who would normally be replaced with another Paramedic Lieutenant at an overtime rate. The third employee is a Fire Lieutenant who is a normal 8-hour shift employee and would not be replaced. Example Scenario No. l Fire Battalion Chief- maximum allowed 10 shifts off for seminars and not replaced 240 hours x $39.56= $9,494.40 x fringe benefits (51%) _ $4,842.14 = $14,336.54 Fire Paramedic Lieutenant- maximum allowed 10 shifts off for seminars and not replaced 240 hours x $37.56= $9,014.40 x fringe benefits (51%) _ $4,597.34 - $13,611.74 Fire Inspector- maximum allowed 10 shifts off for seminars and not replaced 80 hours x $42.92= $3,433.60 x fringe benefits (51%) _ $1,751.14 = $5,184.74 Total Scenario No. 1 Fire Department = 33 133.02 Scenario No. 2 Same as Scenario No. 1 except Battalion Chief and Paramedic Lieutenant are replaced as part of minimum manning requirements: Fire Battalion Chief- maximum allowed 10 shifts off for seminars and is replaced 240 hours x $39.56= $9,494.40 x fringe benefits (51%) _ $4,842.14 = $14,336.54 Replacement 240 hours x $39.56 x 1.5 = $14,241.60 x fringe (7.65%) _ $1,089.48 = $15,331.08 Fire Paramedic Lieutenant- maximum allowed 10 shifts off for seminars and is replaced 240 hours x $37.56= $9,014.40 x fringe benefits (51%) _ $4,597.34 - $13,611.74 Replacement 240 hours x $37.56 x 1.5= $13,352.16 x fringe (7.65%) _ $1,034.40 = $14,386.56 Fire Inspector- maximum allowed 10 shifts off for seminars and not replaced 80 hours x $42.92= $3,433.60 x fringe benefits (51%) _ $1,751.14 = $5,184.74 Total Scenario No. 2 Fire Department = 62 850.66 39 It is unknown what this limit is for Police Department employees. However, numerous members of this Board have gone to Hawaii, Toronto, Las Vegas, New York and other locations as well as in-State seminars within the same Plan year. This Board's current actuarial study disclosed $183,000 of administrative expenses beyond what they spent for investment-related fees to money managers, whereas the General Employees Pension Plan spent $11,573. Most of this $183,000 expense can be attributed to travel expenses related to investment seminars. Recommendation No. 5 The City Manager and the Police and Fire Department Heads need to review and limit the amount of lost productive time and overtime costs being realized by allowing individuals to attend numerous investment seminars for the Police & Fire Pension Board in any given year. This could be of significance if these employees are being replaced for minimum manning purposes at overtime rates of pay. The recommendation is to reduce the number of shifts off being allowed by 50% and not allow any time off if the employee would need to be replaced. Estimated Increase in Productivity or Reduced Expenses- $50,000 40 CAR ALLOWANCE Reference: Car Allowance Policy No. GA-40 Findings: The City of Delray Beach currently pays $79,333.20 per year for twenty-eight (28) fixed car allowances with no required reporting of business mileage. Some of these allowances, per the policy, appear to be either contractual or entitlements. The City Manager and City Attorney are to receive $400.00 per month grossed up for taxes, for example. However, most of the other employees were given car allowances with the policy provision that they have either 200 or 400 business miles per month. Those employees with over 200 will receive $110.00 per month and those with over 400 business miles per month will receive a $220.00 per month allowance. A normal employee works 20 days per month and therefore must average 10 or 20 business miles per day to justify their car allowance. This, of course, does not include travel to and from work that is considered personal mileage. Car allowances are paid through the payroll system and taxes are deducted from the gross amount. Employees can then deduct their business mileage from their tax returns if they have kept a log of their business mileage and can show the IRS personal use versus business use. Recommendation: The Budget Task Force would recommend that the City consider changing from a fixed monthly car allowance to a monthly payment for actual business mileage. Employees should not consider this payment as an entitlement but a reimbursement of business mileage. Employees must maintain business mileage logs which can be turned in each month and they will be paid at a fixed mileage rate of $.44 per mile (or the current rate established within the policy). This payment will be processed through the Accounts Payable system with no taxes taken out. This method ensures that the City is paying for only the actual amount of business miles driven each month. The Budget Task Force feels that this is a fair and reasonable way to administer a reimbursement program for the business use of a personal vehicle. Estimated Potential Cost Reduction: $40,000 per year (50% of total) + fringe benefits (estimated FICA 7.65%) = 43 060 Follow-up Actions: The City Manager submitted his recommendations in a memo to the City Commission dated September 8, 2008. With the exception of those individuals that are given car allowances per an employment contract (City Manager and City Attorney), all employees receiving a car allowance will be required to submit a quarterly mileage log to verify their actual business mileage. Car allowances would then be adjusted dependent upon the actual business mileage. 41 The Finance Department designed a standard Vehicle Mileage form for business mileage in October, 2008. The Finance Department redrafted GA-40 to revise the policy and included the mileage log form as part of the policy. This form can be used for either the verification of their car allowance mileage or for those employees requesting mileage reimbursement. A revised policy (GA-40 Revision 9) was forwarded to the City Manager for approval. The City Manager issued a revised policy GA-40 effective December 1, 2008 with the requirement for a quarterly mileage log. In conversations with the City Manager on January 27, 2009, the City Manager stated that any employee with either an employment contract or an offer letter from the City that allowed for a car allowance would not be required to submit a quarterly mileage log. A final tabulation of mileage logs was presented to the City Manager February 6, 2009 who will then determine the revised car allowances (or mileage reimbursement) for the next quarter. Since almost all employees had to have some form of written documentation to warrant the payroll inclusion of a car allowance, these documents represent a form of offer letter and therefore there will be very few employees that are required to present mileage logs in the future. Out of the origina128 employees receiving a fixed car allowance, based upon the fact that most had either an employment contract or offer letter, only 6 employees will be required to provide mileage logs on an on-going basis. The remaining employees continue to receive a fixed car allowance. Revised Estimated Savings: The estimated savings from the remaining 6 employees out of 28 original employees receiving car allowance is 500. No further action is required. 42 EDUCATION INCENTIVE PAY Reference: Listing of Fire State Supplemental Education Compensation (F.S. 633.362) Listing of Police State Supplemental Education Compensation (F.S. 943.22) Background• Florida statute (F.S. 633.362) requires and provides for supplemental education compensation for certain "firefighters" who qualify. This compensation is a fixed rate of $50 per month ($600 annually) for an applicable Associates Degree and $110 per month ($1,320 annually) for a Bachelor's Degree. The State reimburses the City for this cost from insurance premium taxes. These costs are allowed to be part of the employee pension calculation. The City currently has 53 Fire Department employees receiving this State supplemental compensation totaling $4,210 per month ($50,520 annually). This benefit is not covered by the IAFF union agreement. Florida statutes (F.S. 943.22) require a Cit.~provide for supplemental education compensation for certain "law enforcement officers" who qualify. The minimum required compensation is a fixed amount of $30 per month ($360 annually) for an applicable Associates Degree and $80 per month ($960 annually) for a Bachelor's Degree. The State does not reimburse the City for this cost as it does for the Fire employees. These costs are allowed to be part of the employee pension calculation. The City currently has 114 Police Department employees receiving this supplemental education compensation totaling $89,340 per year. Note: This is a different provision than the Fire supplemental pay which is reimbursed by the State premium taxes. This benefit is not covered by the PBA union agreement. Sworn officers in the Police Department (Union and Non-Union) are being paid $1.00 per hour for an Associates Degree and $2.00 per hour for a Bachelor's Degree in addition to the State mandated minimum education payments. This hourly rate applies to all hours to include overtime. The State required minimum incentive pay is a fixed amount per month regardless of the number of hours worked. This means that the Police Department employees are actually being paid twice for their education incentive payments. Findings: Fire Department- Several Fire Department non-union mana eg ment positions are currently being paid $1.00 per hour for an Associates Degree or $2.00 per hour for a Bachelor's Degree in addition to their hourly rate and in addition to the State supplemental compensation. This means that these employees are being paid twice for their education pay. This amount is also allowed for pension calculation purposes. Most of these positions require a degree in their job descriptions (or equivalent experience) and therefore is considered in their salary schedules. This hourly rate is allowed for all hours to include overtime hours. Union employees do not receive this additional hourly rate education benefit. Union employees only participate in the State supplemental education compensation. A breakdown of the Fire Department management positions receiving this hourly adjustment are: Position Cih~ Incentive State Incentive 'total Incentive Assistant Fire Chief $2,080 $600 $2,680 Assistant Fire Chief 2,0811 601) 2,681) Assistant Fire Chief 4,160 1,320 5,480 43 Division Chief '4,625 1,320 5,9=45 Division Chief =4,160 600 4,760 Battalion Chief 4,669 0 4,669 Battalion Chief =4,974 0 4,974 Battalion Chief 2,202 600 2,802 'Total Cih Pay ment $28,950 $5,040 $33,990 Management states that this benefit was allowed since the Police Department management personnel have this benefit. Although this is not part of the personnel policies, Fire Management represents that they have a memo from the City Manager allowing this benefit, but it must be realized that they are being paid twice for their education incentives. Recommendation: No. 1 The Budget Task Force would recommend reconsideration of the Fire Department policy that increases an exempt management employee hourly rate for a level of education that is required in their job description. In theory, the minimum maximum salary ranges should already include payment for the level of education required in the job description. Since their union employees do not receive this benefit, there is no compression caused by this benefit. The State statute appears to exempt certain State management positions from the State education compensation. The statute also allows for any questionable positions to be submitted to the State for clarification. The Budget Task Force would recommend that the list of management employees that require a degree as part of their job description be submitted to the State for clarification and approval Estimated Potential Cost Reduction: Fire management employee savings = 28 950 Follow-up Actions: The City Manager issued his recommendation in a memorandum to the City Commission dated September 8, 2008. His recommendation is that we keep the Fire Department associates and bachelors degree supplemental education payments (in addition to the State supplemental education pay) since this has proven to be a benefit to the City, is needed for succession planning, and was promised to keep these positions in line with the Police Department senior staff benefits. Since there is no action on the Police benefit (January, 2009 e-mail from City Manager), No further action is required. Police Department- Sworn officers in the Police Department (Union and Non-Union) are being paid $1.00 per hour for an Associates Degree and $2.00 per hour for a Bachelor's Degree in addition to the State mandated minimum education payments. This hourly rate applies to all hours to include overtime. The State required minimum incentive pay is a fixed amount per month regardless of the number of hours worked. There is a significant difference in these two methods. As noted previously, some officers have a large number of overtime and even double overtime hours. Example: Bachelor's Degree $2.00 per hour + fixed $960.00 State mandated payment- the annual City cost is as follows: 44 State City Hours 1~landated Hourly ~l'otal ~~orked Payment Payment Payment 2,080.00 960.00 4,160.00 5,120.00 2,185.25 960.00 4,370.50 5,330.50 2,807.50 960.00 5,615.00 6,575.00 2,881.75 960.00 5,763.50 6,753.50 3,082.00 960.00 6,164.00 7,124.00 Recommendation No. 2: The State statute for Police simply requires a minimum payment by the City for an Associate and Bachelor degree (as well as some other education not to exceed $130 per month). This is not a cost that is reimbursed by the State similar to the Fire statute. Since the City already offers an education incentive program that pays well above this statute minimum requirement by allowing $1.00 per hour for an Associates degree and $2.00 per hour for a Bachelor's degree, the State minimum amount should not also be paid to the employees. This is a duplicate payment to the employees. The State required minimum payment would be $89,340 and the City actually pays out $461,298 in education supplemental pay. Therefore, the Budget Task Force would recommend that the City cease paying the Police employees the "State Supplemental Education Pay". Estimated Potential Cost Reduction- $89,340 This does not include the potential savings in pension plan costs. Follow-up Action: The City Manager provided his recommendations to the City Commission in a memo dated September 8, 2008. He accepted the recommendation of the Budget Task Force and stated that this would need to be negotiated in the PBA union contract. Finance met with the Human Resources Director and confirmed that this recommendation will be part of the current PBA negotiations (October, 2008). E-mail issued January 27, 2009 requesting status of this item from Human Resources Director. The City Manager responded that this recommendation is not being pursued at this time. Recommendation No. 3: The City should consider changing all policies and union agreements to present a fixed rate per month instead of an hourly rate for both an Associates and Bachelor's degree. This would ensure that all employees with an Associates Degree would have the same annual benefit and all employees with a Bachelor's Degree would have the same annual benefit. This would remove the education payments from the hourly rates which include overtime factors. In essence, the education benefit should be a fixed amount for each degree and should not fluctuate due to someone working overtime. The amount paid by the City for the education supplement hourly rates above 2,080 hours is $49,458. 45 Total potential savings = 49 458 Follow-up Action: The City Manager provided his recommendations to the City Commission in a memo dated September 8, 2008. He advised the City Commission that the City Attorney has informed him that this recommendation cannot be accepted since it would violate FLSA regulations regarding the calculation of overtime. A fixed monthly amount must be used in the calculation of overtime. No further action is required. 46 FAIR LABOR STANDARDS ACT (FLSA) TIME Reference FLSA Employees Leave Days Policy No. EB-2 Human Resources Policy Manual Statement• The Human Resources Policy Manual does not allow overtime or compensatory time for exempt employees except under extraordinary circumstances. Certain key employees that are exempt for overtime purposes are given FLSA days to compensate them for the additional after-duty hours they work These days are not allowed to be carried over into another year. Hours not taken are forfeited. Findings: Certain management exempt positions are receiving both overtime and FLSA time. Position Overtime 2007 FLSA Fire-Battalion Chief $7,742.17 $971.04 Fire-Battalion Chief 14,050.01 886.08 Fire-Battalion Chief 2,022.36 931.68 Police- Captain 2,971.81 1,121.84 Police- Captain 1,191.87 796.48 Police-Captain 2,330.69 1,505.04 Police- Communications Manager 13,849.98 500.32 Police- Communications Supervisor 504.17 612.00 Police-Lieutenant 2,523.21 1,147.44 Police-Lieutenant 190.05 1,529.92 Fleet Maintenance Superintendent 515.16 588.64 Street Superintendent 2,915.57 613.76 Construction Superintendent 1,853.99 717.60 Totals $52,661.01 $11,92L84 Recommendation: The Budget Task Force would recommend that the City not allow overtime-exempt employees to be paid for overtime except in emergency situations such as hurricane recovery time. If this is not feasible, these positions should be removed from the FLSA eligibility list. If employees are allowed to receive overtime or comp time in lieu of overtime (other than emergency situations), they should not be eligible for FLSA time. Estimated Potential Cost Reduction- $52,661 47 Follow-up Action The City Manager provided his recommendations to the City Commission in a memo dated September 8, 2008. He stated that the Street Superintendent and the Fleet Superintendent were issued overtime contrary to policy and that this has been corrected. The Communications Supervisors are non-exempt and should not have been listed. The remaining positions all had justifiable overtime due to their special circumstances. No further action is required. 48 TUITION REIMBURSEMENT PROGRAM Reference Employee Development and Training Policy (No.GA-39) IAFF Contract- Article 44 Compensatory Time and Tuition Reimbursement Program Employees in the IAFF union may receive compensation time not to exceed 72 hours for off-duty education or training as authorized and approved by the Fire Department in lieu of tuition reimbursement (see "Absence with Pay-Away with Pay") Findings In 2007, there were 58 employees in the tuition reimbursement program. The total cost to the City for this period was $121,113. Of these 58 employees, there were sixteen (16) employees being reimbursed tuition for Master's Degrees at a total cost in 2007 of $63,501 (52.43% of total tuition reimbursement cost). There is no job description in the City that requires a Master's Degree except for the Planning and Zoning Department. These degrees were either in Organizational Leadership, Educational Leadership, Public Administration or Criminal Justice. Two (2) employees subsequently terminated their employment with the City. Two (2) employees receiving tuition reimbursement are in the Deferred Retirement Option Plan (DROP) Plan and are actually retired for pension plan purposes. Eight (8) of these employees are within a few years of retirement eligibility. There are currently 40 employees in the tuition reimbursement program. Of these there are 15 in the Fire Department, 18 in the Police Department and 7 in other departments. There are 15 employees taking a Master's Degree program (37.5%). Some of these employees are taking 12-21 hours of courses in one semester. Some of these courses are on-line computer courses. This number of hours is considered full-time enrollment in college course work. Tuition reimbursement is not an eligible cost for pension calculations but, by allowing Fire employees to receive comp time in lieu of tuition reimbursement, comp time is currently eligible for pension calculations. Recommendation No. l The Budget Task Force would recommend that the City review their policy on tuition reimbursement and consider only reimbursing Associates and Bachelor's degrees that pertain directly to an employee's present position or a position that they are potentially qualified to be promoted to. This would eliminate all payments for Master's degrees and Doctorate degrees since there are no job descriptions in the City requiring this level of education (except for 2 Planning & Zoning positions- Masters). 49 Departments should monitor those employees taking substantial hours to ensure the college course work is not being done on duty time (especially on-line courses) or that the burden of this number of courses in a single semester is not impacting job performance. Estimated Potential Cost Reduction Assuming the same level of cost as 2007 there would be a cost reduction of $63,501 for eliminating the master's degree and doctorate degree reimbursement programs. Estimated Savings- $63,501 Follow-up Action The City Manager provided his recommendation in a memo to the City Commission dated September 8, 2008. The City Manager stated that these advanced degrees have been eliminated from the FY 2009 budget except for a few positions that may require these degree levels and are needed for succession planning. Otherwise, the tuition policy will be revised to ensure that it is consistent with the City's employee development objectives and recognizes our financial limitations. The Finance Director met with Human Resources to ensure that they carefully review applicants for this program and not accept DROP applicants, applicants close to retirement, and not accept advanced degrees. The Tuition Reimbursement Policy (GA-39) was revised October 1, 2008. No further action is required. Recommendation No. 2 The City should not allow the substitution of compensatory time for tuition reimbursement since compensatory time will have a fringe benefit factor applied to the cost and will be allowed in the calculation of pensions whereas tuition reimbursement would not be eligible for pension and is simply an expense reimbursement. Article 44 of the IAFF union agreement is being misinterpreted. Paragraph A covers the tuition reimbursement program and does not allow compensatory time in lieu of tuition reimbursement. Paragraph B covers other Fire Department training and allows for comp time if an off-duty employee is called in for this training. Estimated Potential Cost Reduction Unknown impact due to inability to document employee choice of comp time over tuition reimbursement and impact on pension costing. Estimate only- 25 000 Follow-up Actions: Finance Department met with Dot Bast, Human Resources Consultant- Human Development, to discuss and clarify policies and procedures regarding tuition reimbursement. She is to contact Fire Department to clarify if there is any other documentation approving comp time in lieu of tuition reimbursement. 50 LEAVE OF ABSENCE WITH PAY (AWAY WITH PAY, COMP TIME) References Human Resource's Policy Manual. Section 503 Administrative Policies and Procedures Manual- GA-36 Compensatory Time-Police IAFF Union Contract, Article 31 Leave of Absence with Pay IAFF Union Contract, Article 44 Compensatory Time and Tuition Reimbursement PBA Union Contract, Article 16 Leave of Absence with Pay NCF&O Contract, Article 17 Leave of Absence with Pay In most departments of the City, Away with Pay time is used to account for activity away from an employee's work site to include court time, jury duty, conferences, seminars, conventions and other similar meetings which are to be approved by the City. In the Fire, Police and NCF&O union contracts a similar explanation is given. The training, conference, seminar or meeting must be approved by the Department Head and the City Manager. Absence with Pay shall not be considered as time worked in the computation of overtime. No overtime will be considered due to this benefit. However, there is also allowance for overtime consideration if the training is for City business. In the Administrative Policies and Procedures Manual, Policy GA-36, the Police union personnel may receive compensation time in lieu of overtime at their discretion not to exceed sixty (60) hours inclusive of the time and a half conversion. In the IAFF Union Contract, Article 44, it appears that comp time may be received for certain education/training not to exceed 72 hours. Findings• The total "Awav with Pav" costs for 2007 are as follows: Department Hours 2007 Cost City 1~~Ianager/PIO 253.5 $13,;43 Human Resources/IZisk Management 414.5 13,730 Cite Clerk 117.5 3,453 Finance 216.5 (,735 City Attorney 2.0 46 Administrative Services 82.5 3,277 Information Technology 489.0 16,677 Community Improvement 410.5 12,836 Police 15,791.5 408,800 Fire 15,124.8 434,2.12. Planning & Zoning 136.0 5,557 Engineering 101.0 4,629 Public Works 458.0 7,976 Fleet Maintenance 357.5 8,791 Parks & Recreation 1,352.8 44,671 «'ater ck Surer 1,353.8 30,606 Total Costs 2007 36,661.4 $1,015,539 51 84.3% of the total hours in this category were in the Police and Fire departments. There are 392 employees in the Police and Fire departments out of 821 total employees in the City of Delray Beach. Therefore, Police and Fire represent 47.8% of the workforce yet they are spending 84.3% of the Away with Pay costs. Most of the Away with Pay costs for the non-Public Safety departments are seminars, conferences, conventions or similar events although some hours are in-lieu overtime payments. Therefore, the focus of the analysis is on these two areas (Police and Fire departments). Police Department A sample of employees in this department with significant Away with Pay is as follows: Employee Hours 2007 Cost Communications Supervisor 207.0 $6,065 Police Officer l~r Class 221.0 5,613 Police Sergeant 145.0 5,315 Career Officer 3 310.0 10,252 Career Officer 2 197.0 6,225 Career Officer 2 360.0 11,279 Police Sergeant 216.0 8,174 Police Sergeant 185.0 6,768 The Police Department was given this listing and they replied that most of this time was overtime and the employee chose "Compensatory Time" in lieu of overtime in order that they could have additional time off. The total cost of Away with Pay time for the Police Department was $408,800. Fire Department A sample of employees in this department with significant Away with Pay is as follows: Employee Hours 2007 Cost Assistant Fire Chief- exempt 189.0 $10,506 Paramedic Lieutenant 280.5 9,620 Firefighter 455.0 11,339 Battalion Chief- exempt 387.0 15,472 Paramedic 379.8 8,596 Paramedic Lieutenant 418.0 15,545 Battalion Chief- exempt 542.0 20,183 Paramedic Lieutenant 276.0 10,266 Driver Engineer 467.2 12,787 Paramedic Lieutenant 402.0 13,206 The total cost of Away with Pay time for the Fire Department was $434,212. 52 A listing of employees with significant Away with Pay time was submitted to the Fire Department. Responses were received on non-management employees that showed the primary reasons were "Comp Time", "Union Time Pool", "Investment Seminars" (Police/Fire pension plan investment seminars, and various training seminars). The comp time is in lieu overtime. The union time pool costs are offset with contributed time from union employees. The individuals on the pension board attending the investment seminars are allowed up to 10 shifts off for these seminars per the directive of the Fire Chief. This would represent 240 hours of time off for investment seminars unrelated to their Cit~iob as a Paramedic Lieutenant and could present part of the overtime needed for minimum manning. Fire management employees are exempt employees. However, these employees are charging overtime and comp time. We were advised that Fire management employ keep their own comp time records. Management employees are allowed to have unlimited comp time banks but they do not get paid for these banks at termination. Their comp time is overtime straight. The fringe benefit factor applied to overtime is basically only 7.65% (FICA) and this cost is not eligible for pension. Overtime is not part of earnings in the calculation of pensions. Away with Pay time is considered re ugular paX and is eligible for pension. Therefore, employees are increasing their potential future pension earnings by electing Away with Pay time (Comp Time) in lieu of overtime. Observation No. l This would appear to be a payroll coding problem. Away with Pay time was originally set up to account for time on City business away from the City. Compensation Time (payment in lieu of overtime) should be separated in the payroll system from Away with Pay (seminars, conferences, jury duty, court time). Actual City overtime costs are being hidden because comp time is showing up as regular pay in the financial s,, s Observation No. 2 Overtime is paid at time and a half times an employee's regular rate of pay. Overtime carries a fringe benefit factor of 7.65% for social security. There is no fringe benefit factor for pension, health insurance, life insurance or other benefits on overtime since fringe benefits are generally based on regular pay only. Regular salary carries a full fringe benefit factor of 60%. Therefore, it would appear that overtime costs could be less cost to the Cit~paid as overtime (7.65% fringe) and not taken as comp time since comp time is paid as regular salary with the full fringe benefit cost (60%). Observation No. 3 In most cases involving shift employees in the Police and Fire departments, if an employee takes time off another employee is called in to take their place on shift duty. Therefore, if one shift employee takes time off for comp time, another employee will be called in to take their place on shift and this would be overtime to that employ Therefore, it would appear that overtime costs could be reduced b~payin~ the overtime costs and not allowing comp time. 53 Observation No. 4 Comp time (limited to certain maximum allowances) can also be paid out at termination and, since it is considered as Away with Pay, this would be included in final pension calculations. Therefore, it would appear that overtime costs should be paid as overtime which is not eligible in pension calculations as opposed to comp time which is eligible for pension calculations. Pension costs for Police and Fire also have cost of living adjustments each year. Example: Police Officer Comp Time Scenario #1 Assumption: Police Officer A is an officer with a bachelor's degree at Step 5 with an hourly wage rate of $27.90. He works 8 hours of overtime in a pay period and requests to be paid for the 8 hours of overtime. The fringe benefit rate on overtime is 7.65% (social security or FICA). This overtime amount will not be included in pension calculations. Payroll Cost - $27.90 x 1.5 x 8= $334.80 salary + 7.65% fringe ($25.61) = 360.41 Scenario #2 Assumption: Police Officer A is an officer with a bachelor's degree at Step 5 with an hourly wage rate of $27.90. He works 8 hours of overtime in a pay period and requests comp time (12 hours) to be taken in the following month. The fringe benefit rate on comp time is 53%. This amount will be included in pension calculations even though it is essentially payment for overtime worked. No replacement employee is needed for minimum manning requirements of the Department. Payroll Cost - $27.90 x 12= $334.80 salary + 53% fringe ($177.44) = 512.24 This represents a 42.13% increase in payroll cost over Scenario #1 Scenario #3 Assumption: Police Officer A is an officer with a bachelor's degree at Step 5 with an hourly wage rate of $27.90. He works 8 hours of overtime in a pay period and requests comp time (12 hours) to be taken in the following month. The fringe benefit rate on comp time is 53%. This amount will be included in pension calculations even though it is essentially payment for overtime worked. A replacement employee (Officer B same pay grade) is needed for minimum manning requirements of the Department. This employee cost will not be included in pension calculations. Payroll Cost - Officer A- $27.90 x 12 = $334.80 salary + 53% fringe ($177.44) _ $512.24 Officer B - $27.90 x 1.5 x 12= $502.20 + 7.65% fringe ($38.42) _ $540.62 Total Payroll Cost = 1052.86 This represents a 292 % increase in payroll cost over Scenario #1 54 Recommendation No. l Change the payroll code ("Away with Pay") for overtime that is not directly paid and is taken and paid as comp time. Away with Pay should only be for when an employee is away from his work station due to seminars, conventions, conferences or other training event. Recommendation No. 2 Overtime should be paid for in the pay period it is worked and not allowed to be taken as comp time. The payment of overtime is less expensive than taking comp time because of the fringe benefit applied. By allowing the use of comp time, the department reduces the number of budgeted productive hours available to an employee. Assuming 75% of Police and Fire charges to Away with Pay is actually overtime, 75% of $843,000 is $632,250 that would no longer be eligible for pension calculations and would not have the full fringe benefit costs applied, only FICA. While this would not save any pension costs in the current budget, it would be a direct savings to pension plan costs in the future at some point or employees will choose to be paid for their overtime and work the time they normally would have taken off (increasing productivity). If overtime is not eligible for pension then comp time (in lieu of overtime) should not be considered eligible for pension. It is actually cheaper to pay the overtime and not allow comp time in lieu of overtime. $632,250 x 75%= $474,188 per year Follow-up Actions: The City Manager responded to these recommendations in a memo to the City Commission dated September 8, 2008. He recommended that the payroll code for comp time be established separate from the Away with Pay code which is for seminars and conferences. He stated that comp time should not be considered as time worked for the calculation of overtime. This will have to be bargained with the unions. The Finance Director met with Human Resources to clarify that comp time should not be allowed as a substitute for tuition reimbursement since this is not stated in the union article on tuition reimbursement. The Finance Director met with Human Resources to ensure this recommendation is being addressed in our current impact bargaining session with the PBA. The City Manager issued a memorandum to Department Heads dated October 31, 2008 stating that a new payroll code will be set up for comp time (CT). It further stated that comp time will be considered for pension calculations but will not be considered as time worked in the computation of overtime. No further action is required. 55 MECHANIC CERTIFICATION BONUS PAY Reference• Article 11 (Wages) Section 4.of the NCF&O, SEIU union contract covers certification pay for mechanics in the union. They receive 5% of gross pay per pay period for 3 Automotive Service Excellence (ASE) Council certifications, 10% for 6 certifications, and 15% for 10 certifications. These certifications must be kept current in order to receive these certification bonus payments for the pay period. Employee /Position % 2007 Certification Pav Fleet Su~~erintendent (Exempt) 15% $9,099 Senior Master Fleet Technician 15% 8,892 Master Fleet Technician 15% 5,947 Master Fleet Technician 15% 7,008 Senior Fleet Technician 15% 8,163 Senior Fleet Technician l0~Ic 4,680 Fleet Mechanic 15% 4,975 Fleet Mechanic 10% 3,521 Fleet Mechanic 0% 0 Fleet Mechanic 0% O In an interview with the Fleet Superintendent it was determined that the employee certifications are monitored on a current basis. Employees with expiring certification deadlines are notified in advance of their expiration dates and given the opportunity to be retested and recertified. The Job Description for the Fleet Superintendent requires ASE certifications (15) as part of the qualifications for the position. The Fleet Superintendent is not a union employee and is exempt from overtime. There does not appear to be any policy or memo authorizing the Fleet Superintendent to receive certification pay in addition to his salary. It is recognized that, if this certification pay is not allowed, the earnings of the Senior Master Fleet Technician would exceed the earnings of the Fleet Superintendent. Recommendation No. l This union article should stipulate that this certification pay is a bonus payment and is not eligible for pension calculations. This will clarify any future misconceptions regarding this issue. Recommendation No. 2 The union agreement should be changed to a fixed monthly amount for certifications in lieu of an hourly rate so that all certifications receive the same amount and do not change due to overtime hours. Estimated Potential Cost Reduction Fixed monthly rate for certifications (eliminate overtime factor) _ 56 Follow-up Actions: The City Attorney has issued the opinion that we cannot avoid putting certification pay into the hourly rate for overtime due to FLSA regulations whether it is paid hourly or monthly. No further action required. 57 SICK LEAVE PAYOUT AT TERMINATION Reference• Human Resources Policy Manual- Section 403 Sick Leave IAFF Union Contract- Article 17 Sick Leave IAFF Lifeguard Union Contract- Article 17 Sick Leave NCF&O (SEIU) Union Contract- Article 16 Sick Leave PBA Police Union Contract- Article 15 Sick Leave Sick leave is allowed to be accrued at 8 hours per month for 40 hour non-shift employees or 9.6 hours per month for 48 hour shift employees. Sick leave payout at termination per the policy is as follows: Years of Service ~7c of Accrued Sick Leave to he Paid 0-5 -0- 5-10 25% of up to 560 hours (672 shift) 10-15 50cIo of up to 560 hours (672 shift) 15-2U 75~~c of up to 560 hours (672 shift) 20 or more 100~~c of up to 560 hours 672 shift) 20 or more (retirement) 100c1o of up to 1,120 hours (1,344 Shift) Sick leave shall be forfeited upon discharge or employee not in good standing at the time of termination. The City must record the liability for accrued sick leave at year-end nhcervati~nc If exempt employees are being allowed comp time, they can take comp time for illnesses and continue to accumulate sick leave which they will be paid for at termination. This would be another reason to eliminate comp time for exempt employees. Employees are being allowed to accrue sick leave in excess of the maximum payouts. Some of these employees are using this excess to donate to other employees in need of sick leave time due to serious illnesses. This would mean that the City actually paid for sick leave in excess of the maximum while the employee was an active employee. There were five (5) individuals that were paid sick leave in excess of the maximum limits set in the policy in 2007. The payment was 1 days pay for 5 days of excess sick leave above the cap or 20% of their excess sick leave. ICMA originally authorized a policy but the IRS changed this policy not allowing acash-out alternative. Position Payment Parks & Recreation Director $2,599 Police Captain 7,326 Assistant Fire Chief 5,574 Police Major 6,553 Police Captain 7,007 Total Cost $29,059 58 As of September 30, 2007 there were 42 employees with sick leave in excess of the maximum of 1,120 hours and 5 Fire shift employees in excess of the 1,344 hours. If these employees were paid 20% of their excess sick leave at termination it would cost the City $118,201 at this time. This total will increase over time until the employee is eligible for retirement and finally terminates employment. Recommendation No. l All union agreements and the Human Resources Policy Manual should stipulate that sick leave payouts are bonus payments and are not eligible for pension calculations to clarify any future misconceptions. Recommendation No. 2 Sick leave should be capped at the maximum payout limits of 1,120 for non-shift employees and 1,344 for shift employees and any accrual over this amount would be automatically forfeited similar to the way vacation time is handled and an employee should not be allowed to accumulate hours above these maximum caps. Recommendation No. 3 Donated sick leave should be taken from the maximum cap and not from excess sick leave above the maximum cap that would not have been paid for by the City. Recommendation No. 4 In no case should an employee be paid for any sick leave in excess of the maximum of 1,120 hours (1,344 shift employee). Estimated Potential Cost Reduction 20% of excess sick leave bank at September 30, 2007 = 118 201 Follow-up The City Manager responded to these recommendations in a memorandum to the City Commission dated September 8, 2008. In this memorandum he recommended that the payroll system be changed to put a hard cap on sick leave. This would mean that there would be no further sick leave accrual once an employee reached the cap. The City Manager also recommended that an employee that presently exceeds the cap be allowed to take those hours if needed. This would mean that the Finance Department is going to have to maintain some manual record of those individuals that are currently in excess of the cap. The City Manager issued a memorandum to all department heads dated October 31, 2008 stipulating that there will be a cap on sick leave and employees cannot exceed the cap. All existing employees may use their current excess sick leave to account for used sick leave but will not be paid for this excess at termination. No further action is required. 59 VACATION LEAVE PAYOUT AT TERMINATION Reference• Human Resources Policy Manual- Section 502 Vacation Leave IAFF Union Contract- Article 15 Vacation IAFF Lifeguard Union Contract- Article 15 Vacation NCF&O (SEIU) Union Contract- Article 15 Vacation PBA Police Union Contract- Article 14 Vacation Minimum Years of Service Normal Workday Fire Shift Employees O 8 hours per month 12 hours per month 3 9.33 hours per month 14 hours per month 7 10.66 hours per month 16 hours per month 11 12 hours per month 18 hours per month Maximwn Accrual 288 hours 432 hours Observations If exempt employees are being allowed comp time, they can take comp time instead of vacation time which they will be paid for at termination. This would be another reason to eliminate comp time for exempt employees. Recommendations All union agreements and the Human Resources Policy Manual should stipulate that vacation leave payouts are bonus payments and are not eligible for pension calculations. Estimated Potential Cost Reduction This recommendation would not result in any projected savings. 60 RETIREE HEALTH INSURANCE TRUST FUND (VEBA) Reference• Article 48-A-FR IAFF Union Contract -Retiree Insurance Article 43 PBA Contract- Retiree Insurance Internal Revenue Code 501(c) (9) Actuarial Valuation (Police and Fire Pension Plan) as of October 1, 2006 Background• Effective FY 2002, the firefighters' union negotiated an agreement with the City to give up a 2% pay raise in exchange fora 2% City contribution to a Retiree Insurance Fund. This amount was later raised to 3.3% to recognize the savings the City would incur (fringe benefits and taxes) by not paying the 2% salary increase. Effective FY 2006, the police union negotiated an agreement to give them a 3.3% contribution to the Retiree Insurance Fund. Each year the City continues to contribute 3.3% of base wages to the trust. The Retiree Insurance Fund is a 501(c)(9) VEBA (Voluntary Employees Beneficiary Association) trust that is administered by an employee association. The Retiree Insurance Fund is administered by an independent board of police and fire employees which retains their own independent actuaries, investment advisors and financial auditors. Recent Federal law changes allows for a retiree to receive a maximum $3,000 withdrawal from the trust on a tax-free basis if payments are made direct to the health insurance carrier from the trust. A breakdown of City contributions to this retiree health trust is shown as follows: Fiscal Year Fire Police Total FY2002 $212,186 $-0- $212,186 FY2003 $213,230 $-0- $213,230 FY2004 $263,883 $-0- $263,883 FY2005 $269,400 $-0- $269,400 FY2006 $283,557 $213,328 $496,885 FY2007 $251,385 $248,140 $499,525 FY2()l)8 $338,520 $29(,503 $635,023 Note: FY 2007 (Fire) includes an adjustment for FY 2006 Observations• The City agreement to offer a 3.3% contribution in exchange fora 2.0% wade reduction with the difference beinc Citv savings on fringe benefits does not annear to be accurate. In actuality the City only saves 7.65% FICA whereas the employee savings would be FICA, pension contributions and income taxes which could total approximately 20%. In addition, the IRS allows for tax-free withdrawals from the trust so the 2% funds are tax- free (as opposed to tax deferred). The City pension contribution would not be impacted 61 since this contribution is fixed by the actuarial report of the previous year and is paid in a lump sum. The City cost is increasing each year since the agreement is tied to a percentage of base salary. The Fire Department is increasing on average 10% per year and the Police Department is increasing on average 19% per year. Part of these increases are positions now filled that were previously open and part is due to the level of wage increases being given to these employees. In actuality, the average wage increase for both Police and Fire since 1977 has been 7.9% which is 1.9% above their actuarial assumption which means that the pension plan has been incurring an actuarial loss each year which translates to increased pension costs for the City. To state that the Fire Department gave up a 2.0% across the board raise does not take into account that they also received a performance increase of 0-5%. We did receive confirmation that the Police Department did not ig ve up a 2% raise when their 3.3% City contribution to the Retiree Health Trust started in FY 2006. We also did not find any documentation to verify if Police and Fire non-union management employees gave up a 2% raise when they were allowed to join in the 3.3% City contribution to the Retiree Health Trust. Police and Fire wage and salary survey comparisons with other municipalities and counties do not include the fact that the City is contributing 3.3% of payroll to the Retiree Health Trust. Recommendation: The City should consider changing the union agreements regarding the 3.3% City contribution to the Retiree Health Trust to a fixed amount of 2.0% of the Police and Fire base salary as of the year each started since the City savings on fringe benefits was not realized and not allow an annual increase to this amount. This would mean that Fire would receive $128,600 ($212,186/3.3% x 2) and Police would receive $129,290 ($213,328/3.3% x 2) for a total of $257,890. Estimated Potential Savings Current City contribution of $635,023 less recommended $257,890 = 377 133 Follow-up The City Manager responded to this recommendation in a memorandum to the City Commission dated September 8, 2008. In this memorandum the City Manager commented that the City is currently researching how our Police and Fire benefit package compares to other entities. He wants the benefit package to be reviewed and revised as a package and not as individual items. The unions would have to participate in this review. This survey will be presented to the City Commission on February 10, 2009. No further action is required at this time. 62 POLICE/FIRE PENSION COSTS Reference• Police/Fire Pension Plan Actuarial Report (Submitted July 17, 2007) for Plan Year Ended September 30, 2006 Financial Trends Monitoring Report (November, 2007) Background• The City presently spends 37.03°Io of payroll ($5,608,475) for the Police/Fire pension plan. The amount of cost for the City has been continually increasing over the past ten (10) years as evidenced by the following: City of Delray Beach Pension Plans Employer Pension Cost as a Percentage of Payroll 0.40 0.35 0.30 m m y 0.25 d n . ~ w 0.20 c d m 0.15 d a 0.10 0.05 0.00 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 tGEPP % 0.00 0.00% 0.00% 0.72% 2.70% 5.25% 9.74% 12.69% 12.39% 14.24% 13.90% f PFPP % 11.59 % 8.97 % 12.84 % 15.29 % 18.96 % 21.93 % 28.57 % 30.87 % 34.48 % 37.03 63 The Police/Fire pension plan presently has an unfunded liability of $40,738,290 which must be paid for over the next 30 years by the City. The plan has a funded ratio of 69.6% whereas just 10 years ago this plan was 100% funded. This can be shown as follows: (Note: Brackets signify overfunded condition) Observations• The chart shows a dramatic difference in unfunded liabilities between 2002 ($9.6 million) and 2003 ($23.9 million). This is primarily due to the City approving the funding of a 3.5% multiplier from date of hire (all past service paid for by City) with the maximum 64 pension increased from 75% of average monthly earnings to 87.5% of average monthly earnings. The previous multiplier was 3.0% for each year of service. The Police and Fire Pension Board has taken a position that Fire certification pay should be in the calculation of pension benefits although the City Commission and City Attorney have stated several times that certification pay is considered a bonus and is not to be considered in pension benefits. The Pension Board authorized a third party administrator to include certification pay in pension calculations without City permission for retirees prior to 2004. This has led to litigation which is unresolved at this time. In 1999, the State of Florida passed legislation that added up to 300 hours of Police overtime to the minimum benefits that the City is required to provide. The funding of this benefit is supposed to come from premium taxes but this benefit conflicts with our 1993 Agreement which states that the premium taxes will be used solely for cost of living adjustments to employees after 25 years from date of hire. This conflict has led to litigation between the State and the City and is unresolved at this time. The fact that Police overtime is to come from the pool of funds from premium taxes is not going to be acceptable to the Fire employees who would see part of their COLA funds going to Police benefits. Therefore, you could see the State take future actions to include Fire overtime in pension calculations or substitute recommendations could be made by the Pension Board or the Fire union. It should be noted that Police and Fire employees can retire at any age with 20 years of service. Employees hired in their 20's could retire in their 40's, as an example. Most of the individuals in their 40's and 50's would be expected to be reemployed in other jobs following their retirement from the City. It also should be noted that the City also funds social security benefits for these employees that they would not be able to draw until their social security eligibility date. The State of Florida Retirement System also provides a retirement plan for police and fire employees. It presently has a 3.0% multiplier with a 21% required City funding formula. If the City were to join this fund, the City would lose its funding from the premium taxes (approximately $1.5 million which would have to also be funded by the City. The City cannot change the benefits for prior (past) service but can change the benefits of future service. This change would have to be agreed upon by the unions. Recommendations: The City cannot afford to maintain a 60% of payroll fringe benefit factor for police and fire. The City is presently losing significant property tax revenues, reduced State shared revenues (gasoline taxes, revenue sharing, utility taxes, franchise fees), is approaching buildout which means lower growth revenues from the new construction industry, the downturn in the housing and real estate market, and the condition of the general economy 65 The single largest part of this fringe benefit percentage is the pension contribution of 37.03%. Investment performance in this Plan for their year ended 9/30/07 is expected to increase the City contribution in the upcoming budget by $1.5 to $2.5 million. This could mean that the City contribution to fund this Plan could exceed $7.5 million which is 7.5% of the entire General Fund budget. This is not sustainable. The Budget Task Force feels that it would be in the best interests of the City and the police and fire employees not to recommend conversion to the State of Florida Retirement System but instead to face the fact that, at a minimum, we have to reduce the future service multiplier from 3.5% to 3.0%. It would be recommended that all parties involved address this pension plan issue and change the design of the benefit package to ensure the plan can afford to fund both current and future retirees. These discussions should include minimum age at retirement, employee contributions, service multiplier, administrative costs, as well as other plan performance and costs. Estimated Potential Cost Savings The changing of the multiplier from 3.5% to 3.0% for future service is expected to save between 2-4% of payroll each year. The latest actuarial report shows that payroll is $15,143,925. Therefore, the estimated potential cost savings this year based on a 3% of payroll average would be 454 318. Follow-up The City Manager responded to this recommendation in a memo to the City Commission dated September 8, 2008. He recognized that this item would require concurrence with the bargaining units and the State of Florida Division of Retirement and could possibly impact our current litigation with the State. The City is currently in litigation with the State of Florida over the issue of Fire certification pay being included in pension earnings calculations and the issue of Police overtime being taken from premium taxes that were, by contract, previously assigned to cost of living increases to retirees. The City Attorney has recommended that this new recommendation not be discussed until these litigation issues are resolved which should be within the next few months (early 2009). The City prevailed in the lawsuit with the State of Florida over the issue of Police overtime being part of the pension plan retirement calculations and being paid for with premium taxes. This essentially means, if court opinion is so documented, that the 1993 Agreement would override the 1999 changes made by the State. Therefore, all premium taxes in excess of $504,000 would go toward retirement benefit enhancements (COLA). No further action is required at this time. 66 OTHER PROFESSIONAL SERVICES The Budget Task Force evaluated all departmental costs under the classification of "Other Professional Services" (31.90 accounts). Since this account title is indicative of a miscellaneous category, detailed research had to be conducted in order to determine what services made up the total cost of $1,063,251. In addition, it is recognized that some of these services have revenues associated with them. A breakdown of major costs for Other Professional Services for FY2007 can be summarized as follows: Professional Service Provider Service Provided Amount Clty CO1i11111SS101] Lyle Sumcck Goal scttin~ facilitator ~ l 5.646 ECIVIS. Inc. Grant access network 29.000 Lct Us Votc Political COnlnllttCC PAC eontrihution- PBC Charter arncndmcnt rc: Municipal powers 31.000 Human Resources Harry Hamilton Misc. personnel scrviccs 4.288 Public Information Office BOCiI Raton EC{ll~atlOnal TCICVISIOn TOWn (~~t~l n1C(~la C'OVCr~I<~C - Anderson Tclccom Cable relocation scrviccs - Avenne Creatwe GI'OUp C0117putC]' C~CSL~~11- ECC~ CUp. G101'y A«~ards - DB Charnhcr of COnlnlercC Conceptual dcsi~~n of new wchpa<~c 2.810 Citv Clerk Buckingham. Doolittle PERC legal scrviccs Sequoia voting Systems Official hallots Global TranslatlonS TranslatlOn sCI'VICCS 980 Finance SUnGUard Tt~E SoftW~ll'C serVICCS 3.275 Bank of America Banking scrvicc char~cs 7.563 Ampac Securih~ Products Coin safe 267 City Attorney Clerk of Court Arbitration fccs - Clcrl: of Court Court filin~~ fccs - Williams Process 5crviee Process scrvicc fees - Anderson ~ Carr Appraisal fccs - Dcposits Contracts for sale and purchase 9,765 Information Technology Midran~~e Support Upgrade to operating system - Homnick Services Sharepoint training - Dr. Wolff Prc-employment physical - ~Cf~ SOftwal-C Pension datC CXtraC'tlOn program 3.017 Police- Support Bureau Psycholo<~ical Resources hlc. Psvcholo~ical scrviccs - Clcrk of Court Escrow account fccs - 67 University of Central Florida Data sharin<~ consortium - Dcccption Control Prc-cmploymcnt poly~~raphs - Equifax Credit research sciviccs - Laneuage Linc Scrviccs Proficiency tests - lturan Monitorine of Tclctralc and Lifctrak 33.864 Police Support Services Laneuage Linc Scrviccs Proficiency tests 70 Police Operations ~hoICCPOInt Back<~rOUnd~AUt0 trackln<~ SCrVIC'C - COlomal Bank TraelUn<~ - COUntryWldC TraC1Un<~ - Wachovia Bank Trackin<~ - BMW Financial Scrviccs Tracking - ~~ ~lh Oo T rack I n <~ - Accurint Trackin<~ 6.443 Police- District 1 Louis Vallalha Rcfercc fees- soccer tournament 210 Fire Administration ChoiccPoint Back<~round chccla - Thc JT Association Employment tcstin<~ - Billion c~ Associates Prc-employment psychological test - EMS Consultants Annual maintenance contracts - Deccption Control Prc-cmploymcnt polygraphs 34 556 Fire Operations Dr. Wolff Medical Director eontract 24.750 A..1. Gallaehcr Insurance on fire medical clinic l4.Ol l Planning & Zoning Qll~dlty Tr~ll1SpOI"t ShuttlC hU5 SerVIC'C ~-~c5',3~~ Delray Beach Downtown Markctin~~ Tram si~~ns 5.851 Charnhcr of Cornmcrcc Si~~ns. marl:crs 2.185 Urhan Dcsi<~n Beach overlay rcvicw fccs 3.000 Covclli Dcsien Plat rcvicw and development cons. 3.803 Executive Mannin~~ Corporation Coachin~~ fccs 8.400 Treasure COaSt RC<~lonal Plamlln~~ ArChITCCtUral C1CSI~~n I'CVICW 1 ~.~~~ McMahon Traffic plamling services 6?20 Community Improvement 1\9EP Electrical inspections Scrviccs 1.755 Engineering REP Mold rcmcdiation Scrviccs 23.086 Ocean Rescue Dr. Woolf Employment physicals 2.000 David Miller & Associates Lifc<~uard tower replacement 3.447 f~Vlronl LIfC<~llard tower I'CplacenlCnt 3.000 Parks Maintenance 68 South Florida Watcr M<~rnt. District Pcrmit application ficc 450 Tennis Stadium JCD Sports- Payroll Tcnnis pro 5).)43 Tennis Centers JCD Sports- Payroll Tennis employees 350.96 Miscellaneous l.an<~tOn ~'z ASSOC'IatCS Grants ad17lllllStratl011 -~~.~)~~ Totals $1,OOt;,72t; 69 MEDICAL PROFESSIONAL SERVICES Reference• IAFF Union Agreement, Article 39 Physicals NCF&O Union Agreement, Article 27 Physical Fitness Ocean Rescue Union Agreement, Article 38 Annual Physicals PBA Union Agreement, Article 26 Physical Fitness The City of Delray Beach currently spends approximately $300,000 per year for the current services provided by Dr. Wolff, M.D. at Fire Station No. 1. This would not include the cost for the office space provided by the City and related costs of this space. Dr. Wolff also charges certain employees with office co-pays that are his revenues and are not recorded on the City's financial statements. The services provided by Dr. Wolff include serving as the Medical Director, mandatory employee physicals, new hire physicals, random drug testing, tetanus and flu shots and other general medical services provided to employees and, in some cases, their dependents. Prescription costs are borne by the individual employees. Dr. Wolff is not part of the City's health insurance plan with Cigna since he does not have a private office that serves the general public. Therefore, any costs for services, outside lab work, or prescribed medications are not controlled through our normal health insurance networks. Contract No. 1 Medical Director Dr. Wolff is the Medical Director and the City operates its paramedic services under his medical license. The City must have a Medical Director to provide these services. The City pays $2,229 per month or $26,750 per year for this contract. Contract No. 2 Medical Clinic The City currently spends approximately $200,000 annually on mandatory and non- mandatory physicals, random drug tests, tetanus and flu shots, and other services. The City also covers the professional services of the clinic with an insurance policy costing $14,100. The current individual costs for specific procedures are as follows: Procedure Cost PhySl~al Fxam ~ I 15.00 Nc~t Hirc Physical I x-}.00 Ncw Hirc 1\9R0 Fcc ~. l7 Lah Tests ?30.00 Hepatitis C Test 02.61 HAZlllat Lahr 172.50 PSA Test 57.50 Drug Tcst l 15.00 Heavy Metals 172.50 Lead 30.00 70 PPD 8.62 TCttlIlL1S ~ 7.25 HC~YltltlS B VaCClI1C 39.~)~ Stress Tcst 3-~~.00 Chcst X-ray 149.50 MRO Fcc 10.3 Flu Shot 20.00 Observations• The City pays 100% of the employee health insurance premiums for all City employees. This amount is charged to departments and the resultant revenue is transferred from that particular fund and deposited into the Insurance Fund each year. In the Insurance Fund, health claims and administrative costs are deducted from these revenues and the fund retains any profits or losses on an annual basis. The City is also paying 100% of the costs of union employee physicals, laboratory fees, blood tests, and vaccinations being conducted in the Fire clinic amounting to approximately $200,000 each year. If these procedures were conducted by eligible primary care physicians and not the clinic, the costs would be charged to the Insurance Fund and the employee would pay office visit costs and co-pays. By having the clinic do the procedures, the costs are borne 100% by the City. Departments are being charged for both the cost of the employee health insurance premiums and the services performed by the clinic. Police Department Medical services budgeted for clinic = $82,250 Employee health insurance premiums charged to department = $1,661,110 Fire Department Medical services budgeted for clinic = $134,780 Health insurance premiums charged to department = $1,090,010 Recommendations The City should not be paying for 100% of the employee health insurance premium and then allowing the health procedures to be conducted in the clinic which is also paid for by the City. This is a duplication of charges to the City. If the clinic is to be maintained, the costs incurred by employees should be charged to the Insurance Fund and applied against the premium revenues paid for by the City. Since the health insurance experience in the Insurance Fund has accumulated profit balances since FY 2003 when the City first became self-insured, there should be no impact on premium costs. The health insurance profits for the current plan year were $627,000. Estimated Potential Cost Reduction Transfer costs of employee procedures performed by the clinic to the Insurance Fund (excluding the cost of new employee physicals) and pay for these costs from accumulated profits in the Insurance Fund = 200 000 71 Follow-up The City Manager responded to this recommendation in a memorandum to the City Commission dated September 8, 2008. In this memorandum, the City Manager concluded that by transferring these costs to the Insurance Fund health claims account, the ultimate costs for health premiums would increase and the departments would be charged more. Therefore, he feels that we would be exchanging one cost for another. In addition, since the Police and Fire physicals are more extensive that other employees, he wants the costs to continue to be reflected in their respective departments. No further action is required. 72 SHUTTLE BUS SERVICE Reference• Purchase Order No. 647518 Quality Transport Services, Inc. Background• The City of Delray Beach runs a downtown roundabout shuttle bus service at no charge to the public. The contract is with Quality Transport Services (P.O. 647518). These services currently include three (3) buses. Their schedules are as follows: • Route 1A- Weekdays from 6:30 am to 7 pm (60 hours per week). This route starts at the Tri-Rail Station, north on Congress to Atlantic, and east on Atlantic to the Beach and then returns by the same route. This pickup is every 30 minutes. • Route 1B- Weekdays from 7:00 am to 9 pm, Saturday from 10 am to 8 pm, and Sunday from noon to 8 pm (85.5 hours per week). This route starts at the Beach (Marriott Hotel), west on Atlantic to Congress, and south on Congress to the Tri- Rail Station. On weekends, this route assumes Route 1A. This pickup is every 30 minutes. • Route 2- Weekdays from noon to 10:30 pm, Saturday from 10 am to 8 pm, and Sunday from noon to 8 pm (68.0 hours per week). This route starts at the Public Library and goes east to the Beach and returns. This pickup is every 20 minutes. This service costs $8,219.75 per week for the 3 buses or an annual cost of $429,071 ($8,219.75 x 52.2 weeks). The City pays a cost of $38.50 per hour for each bus. Observations• The actual riders for the most current past four (4) weeks (W/E 4/20, 4/27, 5/4, 5/11) and the computation of average riders/hour, average riders/pickup, and the average per rider cost per hour is as follows: Observations The total contract for this service for three (3) buses could exceed $430,000 per year. This amount could equal the cost of ten (10) full-time employees The City presently 73 receives $175,000 (50°Io of the cost of 2 buses), $60,000 from FDOT per year for Bus #3, $30,000 from Palm Beach County for Bus #3, and $30,000 from the CRA for Bus #3 totaling $295,000 to offset some of the costs of the $430,000 shuttle bus service costs. This would leave a net cost of $135,000 as the net cost to the City. The present contract with Quality Transport Services expires January, 2010. Therefore, the question is what value (benefit) is the City getting for this cost (cost benefit analysis)? Several factors need to be addressed as follows: • If the determination of the number of riders is solely dependent upon the reports of the service providers, can the data be relied upon since they would have a vested interest in seeing that the service continues • If the primary pick-up point is Tri-Rail, how many of these riders are City residents vs. non-residents • If the riders are primarily non-residents, the present budget constraints would assume to require that the City attempt to maintain as many employees and basic services as possible for City residents • Does the City find that four (4) riders per pickup is an acceptable rate for the cost of the service • Does the City find the cost of approximately $4.00 per rider per hour an acceptable cost of the service given the distance from the Tri-Rail Station to the Beach or from the Library to the Beach • If we are averaging four (4) riders per pickup for 3 buses, can the number of buses be reduced to increase the number of riders per pickup and reduce the cost per rider per hour without losing the funding from other sources • Is the overall cost of this service vs. the results more valuable than the cost of ten (10) full-time employees ($43,000 per employee) that provide basic services to our City (2-3 full-time employees after considering external contributions) • Are there any other funding alternatives available that could reduce the net City cost • If one of the primary purposes of the shuttle is to eliminate the need for parking in the downtown area, have the new parking garages in the downtown area (OSS parking garage, Federspiel parking garage, County parking garage) eliminated the need for the shuttle • Could the net City cost increase with the current escalation of gasoline costs • Could the proposed County complex redevelopment project impact a decision on the shuttle service Recommendations: The Budget Task Force should defer a decision on the shuttle bus service at this time due to the following reasons: 1. The present contract does not expire until January 2010 2. The utilization of the 3 buses needs to run through the winter season to fully measure an annual calculation of performance 3. The City is presently in discussions with Palm Beach County over a major redevelopment project on Congress Avenue that impacts our goals for the development of the Congress Avenue corridor, the development of the Delray Tri- 74 Rail site, additional parking and other areas which may have an impact on the decisions of the Budget Task Force. 4. The present cost of gasoline may have an impact on shuttle utilization over the next several months Estimated Potential Cost Reduction $-0- estimated savings at this time. Follow-up The City Manager responded to this recommendation in a memo to the City Commission dated September 8, 2008. In this memo, he concurred with the recommendation to defer any position on this cost at this time. No further action required. 75 VEHICLE WASHING/DETAILING The Fire Department currently spends approximately $500 per month to have their trucks detailed (exterior only) by Spotless Image Auto Detailing. This includes fire trucks, rescue trucks, utility trucks, ladder trucks and Ford Expedition (Assistant Fire Chief's vehicle). This represents $6,000 annually. In addition, $3,030 budgeted for truck soap, chamois, pails, brushes presumably for truck washing. The Garage currently spends approximately $18,600 per year to have City fleet vehicles detailed by Barrett's Mobile Detailing. The Garage Superintendent states that each vehicle is detailed 2 times per year. This detailing also includes putting insignias and decals on cars and removing the same insignias and decals when the car is either turned in (leased cars) or sent to auction. Departments spend approximately $6,000 per year to have their departmental vehicles washed and waxed. Total cost of detailing and washing of vehicles = $30,600 Recommendation No. l Fire Department employees should detail their trucks as part of their routine maintenance responsibilities and save the costs of external contractors detailing their vehicles Recommendation No. 2 City employees should detail their own take home vehicles as part of their maintenance responsibilities and save the costs of external contractors washing and detailing their vehicles Estimated Potential Cost Reduction $1,000 per month x 12 months = 12 000 Follow-up The City Manager responded to these recommendations in a memo to the City Commission dated September 8, 2008. He stated that the Police and Fire departments have reduced the number of times that their vehicles are washed and detailed by outside contractors. He recommended no further change to internal policies. No further action is required. 76 INSURANCE BROKER COMMISSIONS Reference• City prepared spreadsheet on current year property/casualty premiums and commissions A.J. Gallagher Proposal of Insurance dated June 10, 2008 Background• The City of Delray Beach presently insures its property and casualty coverage through A.J. Gallagher (Broker) for a term from June 1, 2008-June 1, 2009. The excess property policies are from 6/20/08 to 6/01/09. The City has $192.7M in insurable values and has policies covering $SOM of that total value. Therefore, the City is covered for the lit $SOM in damage from a single event. This coverage is broken down into $25M for the Water Plant and $25M for all other City property. This coverage, premium cost, and commission costs can be summarized as follows: Coverage Carrier Net Premium Commissions Package Policy Property `~ I rn Prinecton (PESLIC) X283,100 X70,775 Casualty Princeton (PESLIC) 238.950 59.738 'Total Packa e Policv $522,050 $130,513 Excess Property Cc-verage X911] L'l'C'L'ss Ot ~ I nl Lcxln`,*ton ~5-}9,~-}() ~~?.-}7~j 511] Cl'CL'ss Ol ~ I})Ill ~~a~ ~pL'Clalt}' ~2.~1]1 9=},~})U 1-}.~2n )_,~IIICIIIIaI'k ~2'S111 9-}.BOO 16.9O 1 OIll C~CCss Ot `~ 15111 VV~I stL}1CStCI' X5111 9-},BOO 1 -}.22O EnC}UCaI]CC 511] 9=}.x'00 }.590 'Total Excess Property $929,0411 $144,096 Other Property Coverage Water Plant `~i2~}Vl ACC AI]]CI~ICan ~23=},~~~~ ~2 1 .~n}~ Boiler and Machinery Hv~tford 13.405 3,352 Excess Crime H~u~tford -},089 818 Accidental Death, cte. Hv~tford 18.693 2.804 'Total Other Pro ~erh'/Casualh' $270,S15 $28,=474 Total Property/Casualty $1,721,905 $303,083 These policies have certain coverage with certain self-insured retentions (SIR) or deductibles: Crime - $500,000 coverage, $50,000 SIR per occurrence Worker's Compensation, statutory limits with $500,000 SIR per occurrence Employer's Liability, $1,000,000 coverage, $500,000 SIR per occurrence General Liability. Auto Liability. Public Officials. Police Professional $1,000,000 per occurrence with $3,000,000 aggregate and $500,000 SIR per occurrence 77 $5,000,000 excess of underlying or $1,000,000 SIR whichever is greater Water Plant- $25,000,000 property coverage with $25,000 SIR for Contractor equipment or $50,000 SIR per occurrence, 5% SIR for named windstorm Other PropertX- $25,000,000 property coverage with a $75,000 SIR per occurrence or $500,000 for a named windstorm Observations• A.J. Gallagher is the retail broker for the City of Delray Beach renewal and will receive a total commission of $201,663. Risk Placement Services is the wholesale broker for the City of Delray Beach renewal and will receive a total commission of $101,420. Risk Placement Services is owned by or affiliated with A.J. Gallagher. The total commission ($303,083) is approximately 18% of the net premium payment. The Risk Management Division recently sent out Request for Proposals for insurance brokerage firms. These proposals are presently being evaluated. Recommendation: 1. The City should evaluate the possibility of a fee-based broker as opposed to a commission-based broker. Consideration must be given to the ability of the broker to secure appropriate coverages in a "tight" market. 2. The City should evaluate the possibility of a broker that also handles the Third Party Administrator function for claims administration. Consideration must be given to the fact that the current TPA, Gallagher Bassett Services, has all the historical files, medical records, and relationships with current claim recipients. Consideration must also be given to legal representation and coordination with our City Attorney on sensitive claims such as Police-related claims. Potential Cost Savings The City should be able to reduce commission costs by 175 000 based upon recent bids received from multiple brokers. Follow-up The Risk Management Division bid out brokerage services for the City's property and casualty policies. The City Commission awarded the brokerage services to Plastridge Agency at a fixed 6% commission rate and saved approximately $175,000. This will take place upon our upcoming renewal deadlines. No further action is required. 78 OTHER CONTRACTUAL SERVICES The Budget Task Force evaluated all departmental costs under the classification of "Other Contractual Services" (34.90 accounts). Since this account title is indicative of a miscellaneous category, detailed research had to be conducted in order to determine what services made up the total cost of $1,524,441. In addition, it is recognized that some of these services have revenues associated with them. A breakdown of major costs for Other Contractual Services for FY2007 can be summarized as follows: Contractual Service Provider Service Provided Amount Citv Commission Alexander Group Legislative representation X60.000 National Research Ccntcr National citizen's survey 9.500 Artemis Stratc<~ics LLC: Federal lohhyin~~ scrviccs 30.6-15 Coletta & Co. Creative City collahorativc exp. l3?68 Alcaldc and Fav LTD Lohhyin<~ services 30.035 Kathleen Daly Lohhyin<~ scrviccs 3.527 Pollacl: Communications Speeches for Mavor (~) 700 Toward a Morc Pcrfcct Union Study circle ? 1.750 Can We Talk, lnc. Translation scrviccs (Creole) 1.205 City Manager Phantom ShoppCi'S E171ployCC serVICCS SLII'VCy c~'.700 Hwnan Resources Florida Motor Vehicles Motor vehicle re<~istration check b59 Public Information Office Various Translation scrviccs for radio 2.130 POll~lck Commumcatlons Hometown C<)nnCCTIOn newsletter ~ c5'.262 HBL Media Limited Sponsorship of ICMA TV 19,500 Finance SunGuard HTE Fixed asset adjustment on iSerics =127 City Attorney CUlll~~an WatCi' serVlcC and cOO1Ci' I'Gltal X90 AIaI'nl Pill-tners LLC FII'C alal'nl 171on1t01'In~~ ~lnd SCrVICC 1.033 Administrative Services Cintas Firc Protection Firc exti^<~uishcr selvices 4~7 Fo<~cl dha EnviroFresh Air fi~cshencrs in ladies rooms I I5 Professional Golf Car Corporation Equipment rental 290 Re<~cncy Party Rental Sta~~c rental for Haitian Fla~~ Day 4b8 BMI Music license a~recmcnt 567 Sesac ML1sIC 1lcL'nse a~~l'een]L'nt 791 Clean and Safe Program GK PI'CSSLII'C Cleanln~~ Pressrlre clCanln~~ downtown c~'. 100 Puhlic Works Mctcr installation fcc- irrigation 5.375 Hartzell Construction Graffiti abatement- Veterans Park 6.120 79 Information Technolo v Qscnd Tcchnolo<~ics Fixed asset adjustment on iscrics 7.535 An,erictn, SCCUCIty AlaCn1 SystCnls Alarm 11,OmtOCll,<~ sCCV1CC 300 Police- Su ~ port Bureau Harry Maxime Landsclping scrviccs 6.900 RCC ConSLlltantS FrCCIUCnc}~ 1'Chandln~~ consultant l .2 l0 Soundcom of S. Florida Sound system in P.D. (music) 2.856 Standard & Associates NSLST items- Captain's exams 1.250 Maximum Sccurih~ & Alarm Cat =~ cahles 1.600 Do«-n Under Tank Testin~~ Hydrostatic leak detection tests 480 Florida Police Chiet°s Publications NFLST test and study ~~uides 2.010 Police- Su ~ ort Services E17lCCgC]1CV COIl,nllllllcatlolls Addlt1011a1 1lllnlltCS t0]' COdC RCd 4.975 Police O aerations Actlon Lab01' Of F101'Ida SC'hool crOSSln<~ ~~Uitrd program 2l 1,785 Whcclhrator of North Broward Evidence destruction 389 Police- District 2 Maximum Security & Alarm Alarm n,onitorine- Auburn Trace 18 Fire Administration Dcvcon Security Alarm rnonitorin~~ for Firc stations 3.95 I First Advanta<~c Backeround chccla- Lifc<~uards 245 Fire-Highland Beach Devco^ Security Alarm monitori^<~ for Firc station 655 Advanced Data Proccssine EMS hilli^<~ and collection agency 54.493 Gateway EDI Electronic claims scrviccs 1,634 ETS Environment Prc-demolition asbestos surveys 1.125 Planning & Zonin SunGuard HTE Correct applications on iscrics 2.013 G&K scrviccs Office cleaning scrviccs 384 Suildin Ins ection ~i~~K ~CI'VICCS OthCC clC~lnln<~ sCI'VICCS -~ l Code Enforcement Simo^ & Schmidt Service as Codc Enforce. Officers 1?75 Seitcl'est TItIC TItIC SCarchCS- UnSafC hOUSIn~~ l .625 Streets Maintenance Florida East Coast Railway Strcct maintcnancc and repair 6.292 Traffic O aerations CSX Railway Traffic signal maintcnancc 4.375 Florida East Coast Railway Pv'kin~~. beautification. traffic 13.563 Bob's Barricades Traffic maintcnancc 650 Street Li~htin Municipal Lighting Systems Upgrade lighting 6.250 Parkin ~ Facilities Acculitte PAI'kIn<~ ParlUn~~ and Valet SCI'VICCS lU.215 QllalltV Tr~lllspOl"t Mitlnten~lllcC p~ll'lUng <~itra~~CS 57.535 g0 f~dVanced F11'e c~ SCC'Lli'ITy Inc. A~iII"Ill -1lalntCn~ll1CC 408 BOAI'd Of COUnty COnlnlISSIOnC1'S PaI'~Un~~ ~~~1ra~~C SCd1i'ITy ~ ~.~ ~ Pal'klll`~ I" 1'0~ CoLll'ThoL1SC {~al'a~~e pLll'~lllf? 8.73-~ Flol'lda FIST CotlSt Rallw'a}' Pal'klll`~ and h'attlc SCI'~'l~L'ti -G,~)~)~) Buildin ~ Maintenance Alai"Ill C~Uh.C'Onl Momtol' ~lnd 1'Cpalr anal"nl SySTCnIS ~.)~~~~ Oracle Elcvator Scrvicc Elcvator service 952 Arrow Extcrminatin~ Extcrnlination scrviccs 353 DCVcoll Security Firc inspections 565 Parla/Recreation P.~R.-Out of School Program Misccllvlcous Movies, homcworl: assistance. field trips. food. variety shows. eel'a11lleS, ~lOw'llll`,?. «-aTe1' p~ll'ks, sk<ltin~~. trips to Miarlli SCAC~UarlLlm. L,IOn Countl'v Safal'I 42.67 ~ P.&R. -Administration FCOIOt~lc~d AssoclaTes ~~1SCe~~al1L'ol1S L'CO~ot~lca~ SL'1'V1CeS ~.68n P.&R. -Teen Center Dcvcon SeCUI']t}~ A~~li"Ill -llomtOi'In~~ ~.~)~)~ P.&R.- Athletic and S ~ecial Events Jcrmac Pcst Control Pcst control scrviccs 234 P.&R.-Ocean Rescue Universal Bcach Services Bcach clcanin~~ scrviccs 79.080 First Advanta<~c Back<~round chccla- life<~uards 642 Alarm Partners. LLC Alarm monitoring 763 P.&R.- Community Center Dcvcon Sccw~it}~. Alarm Cluh Security and alarm monitorin<~ ?.017 P.&R.- Veteran's Park Barry Jaffe Musical cntcrtainrncnt 200 Carol Birtwcll Children's entertainment l00 Dcvcon Security Security and alarm monitoring 782 P.&R.- Pom rev Park Dcvcon Secul']t}~ SecLn']t}~ and ~d~lrnl nlomtOl'In<~ x.380 Dean Simmons Cornputcr lah instructor fccs 20.440 Tia Dohard. Krystal Hill Coaching fccs 8.373 P.&R.- Parks Maintenance Bucl:y Dcnt Baschall School Field landscape rnaintcnancc 75.104 SporTS TLlrf ~nC TUI"f 1'Cp~aCCment 86.37 M~1npOWCI' En1p~0ymenT SCrVICCS 949 Macs Garden of Eden Nursery Plants and landscapi^<~ 4.482 Simplex Grimlel Timc clock maintenance 229 ADT and Dcvcon Security Security and alarm scrviccs 2.887 Homrich Nurscrv Repair of fiber optic cahlc 2.141 First Advanta<~e Employee hacl:~round checks 798 81 MCSOZOIC' Landseapc COC'O plum trees 293 Fn'sT C~Canln~~ Sel'vlces RL1sT rC171oVa~ sCi'VICCS =~~)~ P.&R.- Catherine Stron ~ Park Alarm Partners Security and alarm services 304 P.&R.- Cultural and Fac. Maint. Mesozoic Landscape Coco plum trees 160 Tennis Stadium Global Sports and Tennis Design Consulting aareemcnt 20.742 JCD Sports Group Consulting agreement fior special C~'CnTs 34.088 Tennis Center Lesson Commissions Lessons provided by pros 260.023 ~U~lln c~ As$oclaTes M~lllaf?CmCnT sCl'~'ICes ~~).~)~)(~ JCD Sports Group Annual hones 3.184 Lal:c Worth Monument Plaque fior Brahrn Dubin 1.474 BamhCl'~~ H~ll1d~C}~ CusTomel' Sel'vlce Snl've}~ 7.580 A~aI'nl C~Uh A~~li'm IllonlTOi'In~~ 2.380 SecllrlT}~ Al~ll'ITl f~~al'n1 IllomTOl']n<~ 307 Thysscnkrupp Elevator Co. Elevator maintenance and repairs 1.742 COnIpUPa}~ Pa}~r0~~ serVICCS ~.~~~ NMS Mann<~cmcnt Prc-Ernploymcnt dru<~ tcstin<~ 794 Comcast Cahlc installation 1.495 Cintas Fire Extinguisher Services Maintain fiire e~tin<~uishcrs 952 Palm Beach Countv Health Dept. Food hvuienc 160 MISCC~~anCOllS PaymCnT ad~L1STmCnTs 5.98 Total Contractual Services 1,522,261 82 HOMETOWN CONNECTION PUBLICATION The City publishes two (2) on-going newsletters to the general public. The first is the News for Neighborhoods which is issued monthly to utility customers (approximately 21,000) at an annual cost of approximately $12,900. This publication provides information to the customers in an economical manner since it is inserted with the monthly utility bills. Additional copies are available to the general public at various distributions sites in the City. The second publication is the Hometown Connection which is issued on a bi-monthly basis (approximately 7,000 copies mailed, extra copies at distribution points in City) at an annual cost of approximately $43,850. This publication provides important information to the public that may or may not be duplicated on the New for Neighborhoods or the general media. It also includes the Annual Report. Recommendation: With the exception of the Annual Report, the Budget Task Force feels that the Hometown Connection is duplicative of the News for Neighborhoods publication and the general media. In light of the fact that the budget may require cutbacks either in employees or services, the Budget Task Force would recommend that the City Commission consider not publishing the Hometown Connection with the exception of the Annual Report. Estimated Potential Cost Reduction 75% of the total cost of $43,850 = 31572 Follow-up The City Manager responded to this recommendation in a memo to the City Commission dated September 8, 2008. The City Manager recommended that we change the present publication from six times per year to quarterly. No further action is required. 83 TENNIS STADIUM OPERATIONS FY 2007 Description Amount REVENUES Sponsor's}IIpS X22.8OO Special Events 7.518 Rents 5.72 Total Revenues $36,043 EXPENSES Other Professional Services Tennis Director Salary 520.000 Tennis employees payroll 39.9=}3 Ut11CI' Contl'~lctll~d Services Dubin & Associates 15.000 JCD Sports- Consultant fees for special events 20.000 JCD Sports- Annual bonus 2.000 G10(7id Sp01'tS ~'z Tem)is Desi<~n 17.831 Electricity 13,000 Water/Sewer 4.500 General Liability Insurance 21.1 l0 Building Maintenance 14.763 Advcrtisin~~ 170 Office Equipment < 5750 18.376 GCnCral Operatln<~ SLlppl ICS I .~~ I Equlpment < 5750 18.036 ATP TC1u71S Tournament 1.06 E937 ChrIS Evert TOUrnament 5 1.480 Player's Inter7)ational Tournaments 139,871 Other Events (USTA Fed Cup. Other) 170.5 l5 Other Improvements (Seatin<~. Office Furniture. Other) 174.866 Total Expenses 1,806,079 Net Profit or (Loss) ($1,770,036) Observations• The City Commission executed a 25-year contract with Match Point, Inc. (Mark Baron) dated October 1, 2005 which obligates the City for approximately $1,016,140 annually with CPI increases of 3-5% each year until 2030. This fee is basically a sponsorship fee to Match Point which also gives them an exclusive license to manage and operate their ATP event at the Tennis Stadium and gives them office space throughout the year. This is approximately a 10-day event each year. 84 In addition to the sponsorship fee, the City is obligated to provide other items such as: • Use of the tennis stadium and tennis center • City shall provide seat covers for up to 4,000 seats • City shall prepare and maintain tennis courts, buildings and grounds to ATP standards for 7 days prior to event and during event • City shall provide a quality public address system and lighting • City shall provide a T.V. tower and platform and electricity • City shall design, construct and install adraw/sponsor board • City shall provide 2 show hard courts with public address system and temporary seating for 100 and 500 persons respectively • City shall provide 4 practice hard courts with ATP standards with cold water supply, electrical outlets, tables, chairs, and access • City shall provide 2 extra nets, posts, 10 pairs of single sticks and 6 umpire chairs with umbrellas, line person chairs, 12 windscreens, 5 scoreboards, court barriers • City shall provide clearly numbered seating and dividers for box seats and room dividers for gymnasium • City shall install and maintain 75 international flags • City shall provide short-term parking and long-term parking along with transport from parking areas • City shall provide electrical power, water supply and space for at least 2 T.V. trucks and related personnel tents, area lighting and parking for television trucks, tents for hospitality and concession operations • City shall provide construction of 2 program sales stands and provide space for tents, food, and concessions, merchandise sales, and other vendors • City shall provide restroom facilities for general public and VIPs with supplies • City shall provide use of professionally maintained courts for practice, clinics, an pro-am event, junior event, and sponsors during the ATP event • City shall provide use of the air conditioned Community Center, locker rooms, and players lounge along with an area for volunteers, officials and ball persons • City shall provide necessary traffic signage to direct public to parking and Tennis Center • City shall provide a ticket sales office with year-round exclusive use by Match Point • City shall provide suitable flooring for exhibit booths • City shall provide reasonable access to golf tee times and cart for players and sponsors along with exclusive use of 3 golf carts during ATP event • City shall pay Match Point up to $9,785 for Match Point operations personnel during the ATP event • City shall supply 1 licensed electrician and 1 licensed plumber • City shall supply teaching tennis professionals to assist with clinics, Kid's Day and Pro Am during the ATP event • City shall pay for and supply all permits • City shall supply 50 telephone lines 1 week prior to the event and pay phones for general public • City shall supply flooring for tents and covering for 2 courts 85 • City shall supply 2 vacuums and 6 fire extinguishers and a 800 sq.ft. storage space • City shall ensure entire facility is ADA compliant at no expense to Match Point • City shall collect and dispose of all refuse and garbage including water and grease in holding tanks on a daily basis • City shall covenant and warrant that the facility is and shall remain in as good a condition as it was upon execution of the Agreement • City shall, at no cost to Match Point, assist in the promotion of the event • City shall be responsible for security and crowd control This table information supports the result that the marketing impact is more regional than local specific to Delray Beach. It would appear that the City is committed to this contractual agreement unti12030 unless Match Point, with our permission, chooses to move this event to another site which is highly unlikely. Recommendations: If there is any opportunity to renegotiate this agreement, the City should consider shortening the term of this agreement. In the future, the City should prepare acost-benefit analysis of any and all long-term commitments prior to their approval. This agreement represents approximately 2°Io of our General Fund budget with no direct revenue source to offset the costs. Follow-up The City Manager responded to this recommendation in getting the Community Redevelopment Agency to contribute $500,000 in the upcoming FY2009 budget towards the cost of the Tennis Stadium operations and activities. The Assistant City Manager is presently negotiating to get a naming rights contract on the Tennis Stadium which would also offset the costs of this operation. No further action is required. 86 TENNIS CENTER OPERATIONS Description Amount REVENUES TCmlls 1\~elllbel'S}llps ~1-~~,~)7O Temps LCSSOns 3-~7.)~U EgUlpnlent RCIlti115 =},}~~~ League/Tournament Fccs 36J75 General Admissions 71.718 ~il1C of 1\'~CI'Ch~ll1C11sC ~ 1 .353 1\~~1sCC11anCOLls -3,803 Ut}lel' Co1111111ss1onS 1 .709 Miscellaneous Taxable l 1945 Total Revenues $637,610 EXPENSES Employee Payroll 350.969 Pest Control 258 Other Contractual Services )_;Csson Co1111111sSlons 26O,O23 Duhin & Associates- Mann<~emcnt Fcc 30.996 JCD Sports Group- Annual Bonus 3.184 Lake Worth Monument- Plaque for Brahm Duhin 1.47=~ BanlbCr<~ H~Lndley- CllStOn1CI' SCI'VICC SUrVCy 7,580 f~larnl Club- l~lal'nl Monlt0l'In~~ x.380 SecLn'It}~ l~lal'nl- f~larnl Momtorln<~ 307 Thysscnkrupp Elevator Co.- Elevator Maintenance and Repairs 1.742 CompuPay- Payroll Service 1.877 NMS mana~~crllcnt- Prc-Ernploymcnt Dru~~ Tcstin<~ 794 Comcast- Cahlc Installation 1.495 Cintas Firc Extin~~uishcr Scrviecs- Maintain Firc Extin<~uishcrs 952 Palm Beach County Health Dept.- Food Hygiene l60 Misccllancous- Payment Adjustments 5.980 Travel & Trauun<~ 141 Telephone 3,007 Posta~~c 258 Electricity 72.1 l7 WratL'r~SC~VeI' 21).405 }I'I'I~~atlOn Water 12.174 Waste Collection ~~ Disposal 5.328 Stormwater Assessment Fcc 4.267 Equipment Rental/Lease 3.053 GCnCI'ill ).lablllty }nSLll'ilnCC 36,000 (~Calthcal'C PrCnlIL1n1S 31.312 Other Insurance 56.132 87 Buildin~~ Maintcnvlec 17.695 Eglllpment Millntenance 6~5 Vehicle Maintcnancc- Garage 5.457 Other Repair &Maintcnancc 135.062 Printing & Binding ?? 10 Rcfi-cshmcnts/Food 143 Advcrtisin<~ 10.677 Other Current Char~cs 400 Stationary/Paper/Forms 237 Office Equipment <~750 287 Fuel ~~ Oil 558 Othel' Opcratln<~ SL1pplICS 1 1.083 Uniforms/Linen 1 ?8 l Janitorial Services 2.261 Equipment <~750 738 Tennis Merchandise 15.085 1\~Cm}1C1's}llps 859 Traininu/Education 250 Tennis Tournament Supplies 17.885 Other Maehinery/Equipment 4.395 Total Expenses 1,1 ~ 1,533 Net Profit or (Loss) ($503,923) Observations• It would appear that some of these costs incurred by the Tennis Center are for the ATP tournament and should therefore be placed in the Tennis Stadium accounts. The Match Point agreement requires that we keep the facilities and courts up to ATP standards and some of these costs are in the Tennis Center. The Tennis Center is being charged an allocated portion of the General Fund general liability insurance in addition to the general liability insurance purchase by JCD Sports which appears to be duplicated except that the City covers the building structures that are not covered by the JCD Sports policy. Recommendations: Since several costs incurred by the Tennis Center are caused by the contractual terms of the Tennis Stadium contract, we would not make any recommendations for the Tennis Center. Follow-up Refer to "Follow-up" for the Tennis Stadium. 88 CREDIT/DEBIT CARD FEES References Credit/debit card fee sheets State Statute 215.322(5) Background• The City of Delray Beach allows for credit/debit card payments to pay for certain costs in the following areas: • Golf courses • Tennis courts (Tennis stadium facility, swim and tennis facility) • Police Department fees • Utility bill payments • Parks & Recreation fees • Community Improvement fees • IVR (Interactive Voice Response) payments • Website payments There are numerous fees that are charged to the City for this customer use of credit/debit cards. The credit card companies and banking institutions are charging on average 2.1°Io to 3.1°Io of the transaction amount as a fee. State statute 215.322(5) specifically allows for municipalities to charge a convenience fee (surcharge) for the use of credit cards without exception (IVR, website, and over the counter transactions). However, VISA does not allow for a specific charge for using their credit cards. Therefore, the State does not accept VISA payments by credit card but does accept MasterCard, Discover Card, and American Express. Findings• The City of Delray Beach currently incurs $175,000 in credit card transaction fees on an annual basis. Many of these fees are over-the-counter and telephone credit card charges, Per State statutes a municipality can charge a separate fee specifically for the use of a credit or debit card. Another option is to consider this a cost of doing business and recover the costs in rates (golf course rates, water/sewer/garbage rates, permit fees, parking fees, etc.). The use of a credit card through the IVR or website is different in that you may charge a convenience fee. The City of Delray Beach currently incurs about $30,613 in IVR or website transaction fees. There are 7,839 transactions per year. This is about to increase since Parks & Recreation is going to implement their on-line payment systems and Community Improvement is about to begin their IVR service for occupational license business taxes. Original Recommendation: The City of Delray Beach should institute a charge of $1.50 as a convenience fee per transaction for the use of the IVR and website services involving credit and debit cards. This recommendation would have resulted in the need to modify our existing software and there was a possibility that we would have to charge a customer account and this 89 would mean that a manual adjustment would have to be made to take it off a customer bill or the customer would have had a negative balance on their account. In addition, there were several conflicting statements made between credit card companies, State officials, and the written documents on this subject. Estimated Potential Revenue Increase: 7,839 transactions x $1.50 convenience fee = 11 759 Revised Recommendation: The City should consider "piggy-backing" the State contract or negotiating with the credit/debit card companies to reduce the costs per transaction that we are presently paying. We currently are paying 2.1%-3.1% dependent upon location. If we can reduce all of the transaction fees to 2.1%, this change would probably exceed the value of the original recommendation to charge a customer fee. The revised fee would then be recovered in our rate structures as a cost of doing business. Follow-up Actions The City Manager responded to the original recommendation in a memo to the City Commission dated September 8, 2008. He recommended that we institute the $1.50 convenience fee for website and IVR transactions. The revised recommendation was sent to the City Manager in a memorandum dated October 8, 2008. Treasurer piggy-backed the State contract rates and had this approved by the City Commission in April, 2009. This new rate structure should be implemented in June, 2009. This should result in savings (reduced expenses) of $132,000. No further action is required. 90 TRAVEL & TRAINING COMPETITION EVENTS A few departments are budgeted with funds for competition events in their travel & training funds. In light of restricted budgets, it would seem appropriate to review these costs, their total impact on operating costs, and the question as to whether they should be continued in light of the fact that the City may have to cut positions or services to citizens. Fire Department Regional Combat Challenge 15 employees, 4 days = $10,333 (overtime and FICA /1.5) or 60 days @ $172.22 or $21.53/hr. Overtime coverage required- $14,400 FICA on overtime coverage- $1,100 Registration- $1,800 Per Diem Cost- $2,280 Lodging- $1,200 FueUTolls- $450 $2,500 for maintenance/repair of combat challenge equipment $600 combat challenge T-shirts $10,000 for 10 new sets of combat challenge gear Total Cost = $44,663 Advanced Life Support (ALS) Competition 6 Paramedics, 5 days = 30 days @ $172.22 = $5,167 Per Diem Cost- $1,140 Lodging- $1,440 FueUTolls- $80 Total Cost = $7,827 Public Safety Dive Championship 10 employees, 6 days = 60 days @ $172.22 = $10,333 Per Diem Cost- $2,280 Lodging- $2,500 FueUTolls- $250 Total Cost = $15,363 World Combat Challenge 10 employees, 6 days = 60 days @$172.22 = $10,333 Overtime coverage required- $19,200 FICA on overtime coverage- $1,463 Registration- $1,200 Per Diem Cost- $2,280 91 Lodging- $3,130 Airfare- $4,500 Vehicle Rental- $1,000 Total Cost = $43,106 New York Fire Department (FDNY) Tunnel to Tower 5K Run 3 employees, 3 days = 9 days @$172.22 = $1,550 Registration- $90 Per Diem Cost- $340 Lodging- $800 Airfare- $800 Total Cost = $3,580 Beach Operations (Lifeguards) Lifeguard Competition Events Only send 1-2 staff to competitions. They are paid only if they are regularly scheduled to work that day. They leave at 3 p.m. and competition lasts until ? p.m. with minimal cost (approximately 1 hour of salary). If they are not scheduled to work, they are not paid. Personal car use is not reimbursed. Regional and National events require some payment to full-time staff if they are regularly scheduled to work but they cannot earn overtime going to a competition. Part-time staff is called in to cover when travel time is required. May 2, 2008 Hollywood Row event- 1 person after 4 p.m. at no cost May 7, 2008 Delray Beach Lifeguard Competition- 8.75 hours overtime May 30, 2008 Delray Beach Basic Life Support- 5 hours comp time June 11, 2008 Palm Beach County Lifeguard Competition- will send 3 staff after 3 p.m. June 22, 2008 Key West 12 Mile Paddle, Ski, Row Competition- off duty employees with only cost being mileage June 27, 2008 Boca Raton Lifeguard Competition- will send 3 staff after 3 p.m. USLA Competition- Regionals (Sarasota) July 14-15 and Nationals (California) August 7-9 will be paid for from Rotary Accounts donation fund. International Clincon Basic Life Support Competition- July 9-10 (Orlando) $920 Estimated total cost of Lifeguard competitions- 2 000 Police Department National Dive Team Forum & Competition 5 Officers, 5 days ($50,000 / 2080 hrs, x 40 x 5) _ $4,800 Lodging- 3 rooms @ $100 x 5= $1,500 Meals- $38/day x 5 x 5= $950 Gas- $150 92 Registration- $2,000 Total Cost = 9 400 Annual Sniper Competition 2 Officers, 5 days = ($50,000/2080 hrs. x 40 x 2) _ $1,920 Lodging- $75 x 5= $375 Meals- $38 x 5 x 2 = $380 Gas- $80 Registration - $400 Total Cost = 3 155 SWAT Roundup Competition 10 Officers, 5 days = ($50,000/2080 hrs. x 40 x 10) _ $9,600 Lodging- $75 x 5 x 5 days= $1,875 Meals- $38 x5 x 10 EE _ $1,900 Gas- $200 Ammunition- 14,000 rounds (practice) @$.25/round = $3,500 Registration- $3,000 Total Cost- 20 075 Total Cost- All Competitions = $149,169 Recommendation: The City Commission should consider eliminating all competition events since these costs are not part of the required services provided to our citizens. These costs should be considered before any employee positions are eliminated or important services to our citizens are reduced. Estimated Potential Cost Reduction Total cost of all competitions (including improvements to productivity) = 149 169 It should be noted that these savings are based on the original departmental request and not the actual expenses incurred during the fiscal year. Follow-up These costs for competition events were derived from the original budget requests from the departments. The City Manager reduced some of these budget requests but the detail was not sufficient to tell what items were cut. The Fire Department actually only spent some $8,000 to date on competition events. The FY2009 budget for travel and training was cut by the City Manager due to financial limitations in the overall budget. The City Manager responded to these recommendations in a memo to the City Commission dated September 8, 2008. He stated that the travel and training budgets were reduced and he would defer to the Department Heads to prioritize the spending of the remaining budgets. No further action is required. 93 SPECIAL EVENTS SPIRIT Program Costs The City of Delray Beach currently spends almost $50,000 on the "SPIRIT" program. This cost does not consider the loss of productivity costs for the 350 employees participating in the annual BBQ event where some departments take off ahalf-day. In light of the fact that the budget shortfalls may require employee cutbacks or basic service reductions to our citizens, employees would expect to see all unnecessary costs reduced before employee positions are lost. Since this is a relatively new program, the Budget Task Force feels that it would not be considered to be a required or necessary program at this time. The costs of this nrocram can be shown as follows: Description Cost Newsletter printin<~ 1,160 Am1Ual BBQ Building rental 250 Catered food 7.000 Desserts 300 DecoiiltiOns 400 Entertillnment 4O0 Rafit7e prizes 1.700 Quarterly awards 3.000 Annual awards 2.000 SPIRIT si<~htin<~s awards 5.000 Trophies 600 Promotional items 1.200 Annual awards hanyuct Food I b.000 Entert~llm7lent x.500 Invitations and prOmOTlOna~ ItCnIS ~.~~~ DCCOratlOllS. C~ltt~C pr1ZCS 3.470 Total Projected Cost 47,180 Recommendation: Considering the present budget shortfall, the City should consider eliminating the program costs associated with the SPIRIT program as this is a relatively new program that is not critical to the continuation of essential services to the citizens. In addition, in the current budget environment with the loss of the 1% match program, the freezing of wages and positions, and the possible loss of positions in the upcoming budget, a SPIRIT program is not exactly high on the essential cost list of employees at this time. Estimated Potential Savings: 94 The total projected savings from this program would be 47 180. Follow-up The City Manager responded to this recommendation in a memo to the City Commission dated September 8, 2008. In this memo the City Manager recommended we keep the budget at approximately $30,000 by possibly eliminating the Annual Banquet but keeping the Employee BBQ. No further action is required. 95 PARKS & RECREATION COLLEGE TOUR PROGRAM COSTS The Parks & Recreation Department has a College Tour program whereby they bus up to 50 students and 8 chaperones around to different colleges. This year the tour went from Florida to Georgia, Tennessee, Kentucky, Illinois (Chicago) and back. The trip is 8 days long and has included stops in the past at different colleges, historical sites, other famous sites, theatres and various theme parks. The budgeted costs for this program exceed $35,000 (not including employee salaries, benefits and overtime). These costs include the bus rental and driver for 200 hours @ $72.59 per hour (24 hours per day), 25 hotel rooms for 6 days @ $120 per night, meals for the chaperones. In addition, students are charges $350 each for costs not listed. This receipt of funds does not offset the General Fund costs. They cover additional costs of the students. Three of the current chaperones are City employees. Therefore, in addition to the budgeted costs there would be salary and fringe benefit costs of these employees. This program would not reasonably be recognized an essential City service in light of the current budget conditions with potential for salary freezes, position freezes, lost jobs, and other cutbacks. In addition, this event would appear to have significant liability exposure to the City. Recommendation: This program should be eliminated as anon-essential City service for an estimated savings of approximately $40,000. Follow-up Status: This program is included in the Department request for FY2009-2010. 96 OTHER ASSIGNMENTS Review of Match Point Amendment No. 2 (ATP Champions Tour Tennis Event) In June, 2009, the Budget Task Force was assigned the responsibility to review the Match Point Amendment No. 2 for the ATP Champions Tour tennis event. Following the review, the Budget Task Force was to present their observations and recommendations to the City Commission. The following represents a comparison of the original amendment and the revised amendment as negotiated between the Budget Task Force and Match Point: • Original 20-year agreement was for $375,000 per year and a 3% CPI for a total cost to Year 2030 to the City of $10,885,000. The Budget Task Force negotiated a 5-year agreement with renewals. The initial 5-year contract could be terminated after 2 years or after 4 years if the sponsorship funds received did not equal or exceed the tournament costs to the City • Original amendment included a $75,000 fee to Match Point to administer the CRA funding of $500,000. The City staff negotiated no cost for Match Point to administer the CRA funding • Original amendment included a $20,000 fee to Match Point in exchange for allowing the City to pay for the first event over a 4-year timeframe. The City staff negotiated no cost to Match Point to allow for the 4-year time phasing of the first tournament. • Original agreement included a 10% fee to Match Point on all sponsorship fees received by the City in order to administer these sponsorships. The Budget Task Force negotiated a 5% fee to Match Point on all sponsorships received by the City. • Original amendment included a $30,000 reimbursement to the City from Match Point if the tournament was not televised. The Budget Task Force negotiated a $100,000 reimbursement from Match Point if the event was not televised. • Original amendment stipulated that Match Point would spend a minimum of $200,000 on player appearance fees. Budget Task Force negotiated the minimum of $250,000 for player appearance fees. The City is required to make the first payment to Match Point for this tournament on October 1, 2010 which allows the City 16 months to raise sponsorship fees for the first event and make this a fully funded event. The ultimate goal of the City should be to raise 97 sufficient funds to cover the ATP Champions Tour event and contribute and excess to cover costs incurred in the ATP World Tour event. The revised amendment was passed by the City Commission June 16, 2009. 98 Q N H Z H Q Z W O W W 0 L` H H H ,Wn V m c c c c c c 0 ~N C ~ 00 N C~ 0~ ~N ~ ~ oo N C~ ~ mo y C~ ~ mo y C~ m N p S ~ N p N N_ ~ S ~ N p N S ~ N p N S ~ N p N S ~ V .~ ~ V ~ ~ Q .~ ~ V ~ .~ ~ V ~ .~ ~ V ~ .~ o Q o a~ o a o o a~ o~ a~ o~ a~ o z a z zV zV z M U U U U I ~ r O~ 0 y ~ ~ ~_ ~ II ~/ O 0 ~ ~ ~ .~ ~ ~ ~ ~ ~ ~ 0 ~ = ~ Q ~ ~ Q ~ 0 W 0 ~ O ~ ~ ~ ~ ~ Q N U ~ ~ > ~ ~ ~ ~, ~~ N Q ~ ~ •~ _ ~ ~ N ~ O ~ O O N ~ ~ U ~ . ~ ~ U II~ ~ . O m ~ ~ ~ L E N O •> O ~ O N ~ ~ ~ ~ ~~ U N O ~ ~ ~~ L ~ _ Q H L ~ O ~ j II N N N 0 ~ ~ p ~ ~ ~ ~ O O O ~ N ~ = N Q ~ ~ O O U~ N ~ D O ~ Q Q C ~~ O N ~ ~ N L 3 3~ 0 N ~ ~ ° o ~ II ~ ~ ~ 'v U ~o 0 U ~ ~ `~ ~ N_ ~ ~ ~ N N a1 ~ II , ~_ N O L ~ ~ i ~ ~ ~ O) O O a ~ ~ 0 ~ Q Q~ •U N~ N~~ N m U O ~ ~ NQ O ~ N 1 ~ Z O m Q Q O OU ~ ~ ~~ N OU ~ L~ • O ~ 0 ~ ~ • ~ 0 m L O \./ N O~ W ~ N ~ W 0 ~ Q N~~ /~ ~ ~ ~~ O O N~ \ /~ O O U O L ~ N~ ? 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Q ~ ~°~ oo a ~ ~ o a ~~~~ ~~ O ~~° ° N o C ~~~ N~ II C ~ oC ~~~~ C ~ O U N N O ~~a~ ~ U ~ N Q N N U° 3 U ~ W Y V Q ~ ~ ~ a M Q ~ ~ O ~ o ~ co o; ~ N ~ v} ~ v} v} W ~ U _ ° N ~ II N ~ O O O ~~ U- ~ ~ ~ O II Q O ~~ O ~•< ~ N II II ~~ O U O _ _ ~~ n ~ U O O°~ N N ~ ~ ~ _ O N ~ ~ L N ~ O ~ ~ O II N~ ~ O ~ ~ O • O ~ O ~ ~ N~ N ~ ~ QL ~ •~ O ,~ ~ O ~ ~ O ~ o~~~~U • • ~ ~~~ . ~~~ o~~~a~ ~ a°°~~~ v °~ N ~o ~ oo~ a~o~~ N°° ~~~~~ ~•~~°Q O U ~~ W ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ N Q O ~ ~ N ~ 0 L ~ N II ~ ~ N ~ ~ ~ ~ ~ 0 N ~ ~ ~ ~ 0 ~ ~ 0 ~ ~ ° O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Z ~ ~ O ~ ~ O ~ ~ ~ N ~ 3 ~ p ~ O ~ U N ~ Q U U ~ ~ °~ ~' O~ II N~ N II .~ ~~ U~ ~ •~ p~ N II a U N U f a O~ • o ~~~•o~~N ° y~•L~ ~ ~L~~ aj~°°~ ~ a~o.L3~ a ~ ~~ W ~ ~ m~ ~~- ~ > ° o ° o a ~ ~ N ~ .~ ~ a~ ~ Q a~ Q~~ ~ ~ Q ~ ° ~ x ~ Q ~ 0 ~ O ~ c ~ ° .~ N ~ ~ ° O O N ~ ° c ° ° ~ N ~ ~ c ° ° ~ ~ N L O ~ c ~ ° Q N 0 ~ ~ ~ ~ N . o ~a~ ~ ~. o ~ ~ a o a~ °a~ N U ~ ~ ~~ L• _j~ N ~ ~ ~ aj ° ~ Q j~~ V ~ Q V •- U ~ U Q (~ ~ L ~ ~~~ > N ~.~~ a~~ II L U~~ N ~ W~~ N~ N Ww~v> N N W ~~~ ~ 'Wn ~ O ~ ~ ~ ~° c ~ o ~ ~ 'n o ~ U ~ 0 o a ~ zV 0 ~ o ~~ a~ ~ ~ ~ ~ a~ > ~ 0 0 ~ U ~ ~ L 0 N '~ N U ~ ~ ~ N ~ N ~ ~ N 0 ~ .O ~ ~ p i O ~ ~U ~ O ~ ~ _ ~ ~U O ~ Q N L_ ^ ` W ^1` N Q ~ r N ~ ~ ~ ~ ~ O ~ II Y •W W ~ L U ~ N ~ N ~ 0 N N ~ ~ N N ~ p N O N ~ ~ O Q ~ ~ ~ N N ~ ~ ~ Q ~ C~ C O Q ~ ~ I ~ ~ ~ ~ 0 0 ~ ~ N LL ~ ~ ~ ~ ~ ~ ~ ~ ~ •1 . .o ~ ~ ~ ~ a ~~ _ c c c c c o . ~ ~ o t • ~ ~ o t • ~ ~ o t • ~ ~ o t • ~ y O N N ~._ O~ N N_ ~ O~ N N_ ~ O~ N N_ ~ O~ o o o o ~ a o~ a c o~ a c o~ a c o~ a c U z V z V z V z V CQC ~ Q ~ ~ N O O N ~~ O N O U ._ ~ N ~ II N~ II~ >~ p •~ ~ ~ O O ~ ~ ~ ~ ~ ~ ~ ~ ~ N ~ Q ~ Q ~ ~ ~ 0 ~ ~ ~ 0 ~ 0 ~ ~ y HO 0 ~~ O O ON ~ ~ O II. • ~ ~Q ~' U O~ O ~ O O 'p L N L O O U ~ N L ~~ O Q - O - Q ~ O O~ 0 U D II~ Q ~~ ~ U~ 3~ O ^ 3` ^~^` A ~ O '~` W ~ ~ ~ U ~ ~ L L 0 L ~ ^` L ~ ~ /W'1 ~ ~ ~ O ~ •~ ~ ~ ~ O ~ . 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U ~ Cw C ~~~ N O O ~ ~~ ~ O N N ~ ~ ~ ~~ ~ O II m J N~ O N~ OU ~ ~ O >.~ ~ 3~ .0 N ~ ~ ~ w N Off ~~ ~ ~ ~ ~` ~ ~ ~ ~ ~ ~ 0 > N N = C ~ - ~ ~ II II , U C~ ^ ` ` N ~ ` ` ~ U p) U ~ O / ~ ~ ^ ` ' ` ~ ~ U ~ ~ ~ II •- ~ ~ O ~ U II ~ 0 i ~ N ~ O t <" ~ N ~ O y ~ w ~' O N O a ~ ~ ~ ~ ~ ~ N~ N C c U Q ~ ' N ~ ~ N N t N> N ~ ~[ Q Q U ~ N O 3 N~ > O ~ ii j O ~ w Q U O 2 ~ Q~ ~ ~ ~ ~ O ~ `~ ('7 "' ~ ~ ° ~ ~ ^L` W .~ U II N U ~ ~ O O ._ II ~ U ~ ~ N_ Q c c c c o .y ~ ~ o t .y ~ ~ ~ o t .y ~ ~ ~ o t .y ~ O ~ ._ O ~ o ~ ._ O ~ o ~ ._ O ~ o ~a o~a o~a o~a U zU ~ zU ~ zU ~ ~ ~ O ~ N ~ 0 U ~ ~ ~ N ~N ~ L ~ ~ ~ ~ ~ N ^` ~ A L ~ ~ ^` L ~ A L ~ ~ ~ U ~ O ~ ~ ~ N ~ ~ ~ N ~ ~ N ~ > i O U ~ O U~ ~ N ~ o~ N Q ~.~ ~ ~ i o~,o ~ . ~ ~ ~ Q~ ~ ~ O ~ N ~ o ~ ~ N ~ N ~ ~ ~ Q O O ~ ~ N Q ~ ~ O ~ ~ .~ ~ ~ ~ ~ ~ O i .~ O ~ > p II N O p Q U N ~ ~ N~ U O ~ ~ L c'7 ~ <n N~ O U O O v 0 II ~~ D ~ O x~ 0 0~ U ~L •~~.0 i ~~ 00 ~ N O O II Q~Q <n ~ 0 p~~ O ~ N ~•- ~ E N O ~ Q O N O. ~ ~ U S 0-~ O ~ ~ ~~ O ~ Q N ~ ~ ~ O ~ 3 ~ O~~ >• II ~ ~ N 0 ~ N ~ ~ O ~ U ~ o U ~ ~ ~ ~ N H U ~ ~ ~ ~ •N ~ ~ > i O N U ~ Q ~ ~ ~ ~ ~ ~ 0 ~ ~ ~ O~ II ~ > ~ ~ U ~ LJJ N ~ ' /L~ ~ O /'1 ~ O rnrn ~ ~ V/ Q O II , ~~~ L /'1 O ~ L 31 ~ L O ~ . / ~` O ~ W ~ ~ U ~ ~ ~ O~ m~ <n II ~ N ~~N ~ II p ~ 0~~~ ~ L m O II 0 II ~ ~ O 0 3 0 .0 ~ II .~ ~ ~ ~ ~ ~ ~ N p ~ N C ~ ~ O ~ ~ U ~ ~ ~ ~ ~ N 'j O •N Z ~ ~ .- ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Q.~ II O <n \ N ~ ~ a ~~~ o~~ oho ~ ~~oa~ °~~~~~° ~ ~~o~ ~ L L t% U ~ 3 Q ~ ~ U ~ N U ~ 3 ~ ~ ~ N N N Q ~ Q ~ ~ "' Q U °o c '°° ~ a°o 00 a ~ o ~N w ~ t/} ~ t/} ~ ~ ~ = N ~ ~L ~ ~ 0 ~ i >~ ~ II~ N >~ ~ O O i N~ U ~ `~ II ~ ~ . U .~ N Q ~ > H ~ Q~ O ~ O L ~ O ~ ~ ~ ~ <n ~ ~ ~ a N ~ ° °' ~ ~ O ~ ~ ~ ~ O W~°' ~ O Q3~ L ~ ~ ° ~ ~ m ~ ~ N ~~ ~ ~ a~ N ~~~ °~' ~ o ~ ~ UQ oQ ~~~ ~~~ v ~~ m ~ J y o ~ ~ ~ ~ O O y C ~ ~ ~ y~ O ~ O ~ N O U O `" ~ ~ `~ ~ O ~ - O O ~ >. U ~=~ O O "' n N U L ~ ~ ~~ O~ ~ U Z oL~~~ ~ °~° ~ U~~~ ~ °~~~ U _ ~o~~ a~ ~~~~ O pQ~~~ ~ ~ ~ ~~v~ ~ ~ N~~ ~ N ~ U H~L~ ~ .- a~~ Q Q ~>, O~ v~-~ ~ooo~ o~~ ~ o ~ ~ ~ Y ~ L ^` v ~ /N`` ~ /~~~ W N N G. //~~~/~` ~ H ~ O ~ , <n ~ ~ ~ N ~ U U N ~ ~ O ~ ~ 3 ~ o2J ~ ~ > L ~ O ~ ~ V II a Q ~ 0 N •~ N ~ N ~~ ~ C L ~ ~ N ' ~ ~ U ~ Q ' ~ N . N N o ~ ~C W ~ ~ ? ~ ~~ ~ ~C~~ II II ~ ~ o o FZ~L ~ ~ o U~ ~~ a.~ ~.~ ~ ~w'~, Om . a~ ~ ~ NW~~ U a ~ a~ N ~ w oar ~o 00 00 00 O O~ ('') O~ ~ O~ ~~ ~ ~ ~ c c o 'tn C ~ o t N C '~' O ~~~ ~ y O ~~~~ oa ooa z U U ~ ~ ~ ~O .~ ~ U ~ ~ ~ U N O ~ ~L / A N 3 ~ II ~ .~ ~ ~ N `/ N ~ O ^, W m ~ Z ~ ~ ~ w ~ - O -~ 0 ON O ~ U ~ N ~ ~ a ~~, N ~ ~ ^' W i O w UQ Y l v i ~ N ao~ ~ w H ^~ W m a N ~ N O z `~ w ~ I ~ ~ z ~ Z O ~ m W a ~ ~ o a Z W c C~ a ~ N O Q a ~ ~ W ~ ~ w 0 Q ~ ~ O W ~ '~ N N N c N ~ ~ ~ ~ L 0 ~ N N N 0 Q CQ N C ~ ~ U ~ ~ ~ o ~~o Q ~ N ~ ~ ~D O ~ ~ ~ ~ N ~ ~ N_ 0 ~ ~ z ~ .O L (n C~ ~ CN C ~ C 0 ~ ~ U ~ ~ ~ Q ~ U MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 27, 2009 SUBJECT: AGENDA ITEM WS.3 - SPECIAL/WORKSHOP MEETING OF SEPTEMBER 1, 2009 OTHER FY 2010 BUDGET ISSUES ITEM BEFORE COMMISSION The item before Commission is any remaining issues regarding the FY 2010 Budget. Smith, Douglas From: Harden, David Sent: Sunday, August 30, 2009 3:16 PM To: Smith, Douglas Cc: Wynn, Kimberly Subject: FW: Special event electrical function Please add this a backup for the Other Budget Issues item on Tuesday's agenda. From: Schmitz, James Sent: Thursday, August 27, 2009 1:34 PM To: Schmitz, James Subject: RE: Special event electrical function Rough estimates: Chris Evert $1200 ITC $3000 Delray Affair $2500 Garlic $800 1St night $1800 Asian fest $500 July 4 $2000 Plus many Art & Jazz and summer nights that repeat 2-3 times per month. From: Barcinski, Robert Sent: Thursday, August 27, 2009 11:08 AM To: Hasko, Richard Cc: Smith, Douglas Subject: RE: Special event electrical function Estimate how much of this is for the two Tennis Tournaments and how much for other events and try to est. amount for at least the larger events ie. Delray Affair, Garlic Fest, First Night and Asian Fest. From: Gilbert, Clayton Sent: Thursday, August 27, 2009 8:59 AM To: Schmitz, James Subject: RE: Special event electrical function PW Building Maintenance -Special Events Function Description of services rendered given funding of $27,550 This function enables expansion of special event venues through provision of electrical and plumbing facility extensions to accommodate event site layouts. Reliability of electrical service for events is supported through staging of City staff for response to electrical and power problems that may occur during an event. On the budget the function spreadsheet there is $17,500 for OT, $1,380 for OT FICA, $670 for the special event phone, and $8,000 requested for a generator. I would estimate over 90% of our OT budget is for special events; we provide electrical and plumbing services. For example, for the Spady Heritage Event we supplied the generator and set it up in the morning, supplied power to all vendors, made repairs on site and assisted electrically as needed, and then clean up at the end -we were there for 16 hours. We also provide coverage for Summer Nights, Jazz on the Ave, and all other events in the City. The bigger events include the Tennis Tournaments and setting up the Christmas Tree. From: Hasko, Richard Sent: Wednesday, August 26, 2009 2:35 PM To: Schmitz, lames Subject: Special event electrical function Jim: At the meeting last night, there were some questions as to exactly what was included in the Building Maintenance Special Events function. Please review the description (see attachment) and give me some more detail on it. Thanks Richard C. Hasko, P.E. Environmental Services Director voice: (561) 243-7336 FAX: (561) 243-7060 email: hasko o,ci.delray-beach.fl.us Smith, Douglas From: Harden, David Sent: Sunday, August 30, 2009 4:17 PM To: Smith, Douglas Cc: Wynn, Kimberly Subject: FW: re: Rationale for Laptop request Attachments: Laptop Memo-PD IT.pdf; Panasonic Quote-updated.pdf; RE: re: laptop replacements Please add this e-mail and its attachments as backup for Other Budget Issues on Tuesday's agenda. From: L'Herrou, Sharon Sent: Friday, August 28, 2009 3:19 PM To: Harden, David Cc: Strianese, Anthony; Milenkovic, Joseph; Phillips, Ralph; Buzzelli, Guy Subject: re: Rationale for Laptop request Mr. Harden, at Tuesday's workshop, I was asked to do additional research into the cost of the laptops requested by the P.D. in the CIP. This is an issue our Department has been working on for some time. Attached is the memo, submitted previously, which outlines why Panasonics have been recommended and reasons for the cost increase that appears on the quote (attached). Also provided is a rational from the P.D.'s IT manager. The Police Department is concerned about the up-front cost, but also wishes to obtain the most beneficial long-term solution. Toward that end, the Department will be testing the latest version of Dell's rugged laptop. We also revisited the price quote on the Panasonics with the vendor who indicated that our base price is already $600 under the going price. However, the following cost-savings options have been identified and are presented here for your review: Removal of 100 of the DVD burners (installing them only in supervisory vehicles). Savings would be approximately: $29,500 No fault warranty- reducing to 3 years would save around $21,000 (this would mean we would not have a warranty for the last year). Eliminating the warranty entirely could also be considered (this item is worth $55,860). In that scenario, we would pay for repairs/ replacement as they occur, which appears to be infrequent. These changes could bring about the following reduction: $625,835-50,500= $575,338 brings the average cost down to $4,326 from $4,706 ea. Please let me know if you have any additional questions. Sh.cwaw L'~ P,vro-w ,4 d.vvi,ivi,i.~tratwe~ O f ffcev~ c'~e~cvy 3eac~v~o-~%ce~ dept. ~}E: (561) 243 -7852 haw.' (561) 243 -7816 l~~i~RAY I~EAGFi PC~IaI~E QEPA~TM~NT IVI E~rIC~F~AI~I ~ ~ ~ TC~: Sharon L"l-lerr~ttt Administrative taffi~er FRQIvI; ~larlo i=}ahl ~ ~ ` ` Te~hni~al Systems f>~lanaer C3AT A~gt~st 3, 2~~9 S~JE~dT; ~A~'~"C}P ~IJF~NA~~ It is that tune again u-hen we are faced with the replac.et~ient of our laptops utilized in the field. C7ur current laptaps tivill be five years old in `lay of '?{ll~~. l1~'e have Keen using Panasonic Taughhaaks far aver 10 gears novv. ~~c have chasun Tauglibaaks due to their reliability iat harsh. environments. These laptaps need to be able to survive drops, spills, extreme heat, vibration anti inclement weather. Over the last ltd years I Dave seem these laptops t~rltie tumbles down flights of concrete stairs, fall off roofs of moving vehicles, survive coffee spills, srrr~~ive severe ear ac;eidents where the vehicle vas totaled, to units that have beers rained on, In all of these scenar°ias important data could have: bc~n last but the laptop continued to work ti~°ithoErt ht~sitrrti~rii or cirrrTlae, This in tur~r has alleviated unnecessary da~vtttirttc far airr° a#7icers in the: fic,ld. Panasonic is act industry leader in liardvncd laptops; tl~rerefore, they are alalc to boast a failure rate of only 1.~4 percent. These laptaps h~a~=e proven thou tivorth Dues: and over- agair-~, ~vlliclt is ~vhy eve; have; been tayal rustarners for so many years. A~ached you ~~'ill find an updated ciliate far the prrrcltase of 1.33 .Panasonic T'aughboc~k laptaps. The attached quote is actually higher titan last year's quota. due to the Fallowing added. Fe:ate~res; Gobi techrtalogy -This technolc~Ry allows for wireless access regardless of carrier. This inte:rnrl earnpanent would eliminate the wxttmal air°card deti~ices that officers currently utilize, ft~rtherirlg Iaptop protectic}n as the need to have a scaled canaponei~t (doer} span ~vauld raa langer~ lie necessary. It also allows far changing the wireless carrier at axiytrne ~~,~ithout having to purchase any ne~v hardtivarc. CUCDVI~ drive svitli copy capability -This is a much needed tool as the need to copy video srirvcillan~e data far investigative purposes is more prevalent new. >3ion~etrics a Fulgerprirrt render brtilt in to file laptop far berttcr scctrrit}~. As of September 3f}, ?t~1Cl, the. state. will be reyuirinv tht~t sill laptaps arui hartdlteld devices hrzveP some farm of Ar'~ (ac~lvanced authentication}. l~iontctrics is one of the devices approved by the state and would rnalce us cor~rpliant ~,vtl~ this nw~v policy. ~ =1 veer ivkrrranty - Addezl an extra. Wear to the ~varrarrfy eaverage Nast year's quote vas far 3 years aFtivarrar~t~r coverage, ~~:t°r~irr~ rt=irfr f'.X.1.'~.E Iso attached, for irrt~rrrrational purposes, is a I~:ase proposal from Panasonic in the event that lerina would be a better option t~'~an purchasing. If three quotes are necessary at this tune, please let r~~e l~row~ and. I tivill be happy to pro~-ide hero mare. Currently eve are testing a Dell F~:h. DC~~Cf laptop as this is I.T."s recommendation f©r purchase. The FXR Dti30 is Dell's "rugged" laptop solution and per I.T., their cost point is lower than Partasonics. l~o~vever; these are some of the issues,'concertts w~e have already found within the first fe~v hours of testing; Laptop did not Sur~'ive a drop test on carpet from only 2 feet. The laptop case popped open in t~~,~o places, eracl~Gd in one pl:~re and the system wrill not boot (potential for Ions of d..ata~. • I-lard drive is not shock mounted in anyway tivhich is pr-oba6ly wrhy the: afore~nentione;d happened. The sic (footprir~t~ of tl~e laptop is si~nifrcat~tly larger r~vlxich could be a potential hazard far the oflrer in rear°ds to itrrpedin~ airbag deployment in the event of a traffic crash. ~ The ~,~ehicie mounts, rou~,,Itl~y° 12CJ lrr~its, G~~c~ulri all nt:ed to bt rt7otlificd or replaced and rtewv laptcap power adapters wroul~l also teed to be installed. The cost for this transition could be appro~irrlately 7fl,Ct()t).hft. This does not inc;ludr: auy loss of vehiclo usage. caused by installation. ~~'e are continui~lg to research this issue. • The Ic~;yboard is not backlit for night use; there are only two infrared lights that bcaixl down on the keyboard ~~~hich do not illuminate the l~eyboard as well as a backlit keyboard. • The bionrcrtrics feat~.rre is not user friendiy° as the rover does not allow for larger lingers to be so~fipod easily. `I'I~is t}~ae of user autlrentiGation will lit. a mandatory requirement per FL7L as pre~~`iously rt~entioned in the rr~erno. • Some door hinges on the laptop appear to he plastic which ~vil1 break easily and cause ports to he e~postd to the. elements, i.e. rain. ~ The lid (screen) hinging is already loose on the demo. It is only a manor of time before the screen will not stay in n upri~~;lzt position, ® The poxver pert is located on thy: rear of the laptop wlzieh will impact tl~e eiistar~ce fror~~ me laptop mount and the officer in the vehicle. It will also be ver~y~ hard to plug in or unplug the laptop w-hen taking it in or out of the vehicle. ® Tl~e laptop is si~nifac~rr~tly heap°ier th,~rt a Tou<,~hbook. Attacl~ratents cr: Captain ~ltche,Il .~.ssistant Chief Phillips ,istant C'Irief ~filerrko~{ic Chief ~trianese SE't~~°ift~ ~stie~t f'.I~.1.I?.E.' ~`_'~ ,, 4 ~ y,`_ -' ~'',=--, `~ ° ¢T~J~ ~'rp~lrt T~clrr~#r~ QU~t]1s(3~^''dLJ3 l'+iAF,.L~ DART, 1QQ .rtl~ ~S~ ~.~'` ~ NGT IAr Q CYST; MS ~ CITY OF DEL,RAY HEAD DELRAY BEACH, FD 334442612 O ~ts~rn~rPharte# 5612 37865 . r ~?r fie- ac 7' ~ i0f i, a ?b6 3' ~ ~ ~ r;~°aurid t - - ~ ate" F~ ~~ .~t$ r y4"~,~,AtF~ ~~ st 1k~ i~ i~~ iii ~~ a ~ 4' y~{ .o-rk~ s .; ~ .I._ I~rl~(1 ;,i-~. •~i~ ~~?CITI,3 f (=L"v~-GhrLi%~~ y33 1756222 LSO F~II TB 3L SI,93f}0 160GD 2GH ~F l33 48II79& 133 1054263 133 1#60586 r'ig#: FA7B-CF-34KCF7Q2I+t Contract. CD'W-4 QUOTE FA~i TOUGHHOOI{ ARTY FRO P,T,US 4YR M~grr: FAW~C~'-S~TCI,TNk"4Y Co2~tract; C?S+i-C"x QUITE EDGE 2GB FC25304 NONECC 200-FP3d DDR2 t+i~g#~: PPE-PE209233 C@ntract: CDW-G QUOTE FAx~ASa~r=c DAD-rT~ DR~~~ ~oR c~-3o m~~#: Frra-~~-v~az~342u C~zlitract; CDC~~G QUOI"E StTBTOTAL FAEIOFiT SALES T CDW Governkk~es~~., ~nc> 234 ri7~rta Milwau~eee .Ave. Varner: IIi3.ls, IL 60061 ivneral Ptsoz~e; 847-371-5004 Fay; 847419=6204 Aee©unt IYfanac~er' ~ Direct Aax: 312-705-82].9 3963..55 526886,15 420.00 55860.00 29 = 04 385'7.00 295,001 39235.00 625838.15 _00 .00 US Currency T~Tl4l.. 625.838.15 P(e~se r~mid` p~,ymnf try: C£?tMGav~rnment, lrac. Ta f~T~rrrr~an (?rtv Svit~ 1~5 ~fr;ea~v, /~. ~~75-tS~S ~e ~f 13~1r~y ~e~.c ~ulv ?3~ 209 LESSEE: city of 17elray seam LES~UF:: Panasonic Finance Solutiotrs. '4'l•<1~Uk'A~"TITRER: Panasonic Computer Solutions i:°on~pany°. T-~:~SACTIL1P~+r T~`FES: Fair ~larl~°t ~'a1~tc {"F':+~"') E{~LJIP'.4IEiV"I° I)ESCR~'"TICI?~?: 13 3 f°F-30 F'ana.9onio 'Toii~hsooks and accessnries as describzd further in R.eseller's C?uotauon. T{~'i'AL:~~'(~L~1SI'~"I(}lV E",~ST': ~fi25,~~i~,I~ 1)EI_IVEE`r' ~~::~CC'EPT~'iCE DATE: Cn or before August 30. 2r~0~ {estimate j. LEASE CGl'L~P~ICE+FIEi~tT I),~TE: ~n or before Au~rrst 3C1„ 2tlt?~ (estimate}, `I'Elt~i: -t year terra LE.~~SE PA~i'i~'lEv'TS: t;tgZ:;,~;3~.15 Aruntal Lease Payment - ~ 17~,~it?9 tEuaftcrly Lease l'ayrrreut - `.S~5,166 SALE ~»'~ SF:/I'l2OPEIZ`T`~' T:~'~E: Applicable tax will be added to the Lease Payments unless Lessee ' qualities fc3r iax cyem~t status. 1~1~ Ole TERM {~1~TI(~i~1S: Fi`;fi~' Lease A}Purchase the eduignrent at its then fau- market value or l3} Rene.~v fire lease at its dren fair market rental value or C:) Concirrue to lease ou a month-to~nrouth basis or T~) llettrrn t3ie equipment to Lessor and up~~rade to new teellnoto~}>, L) l,.eturrt fire equipment to Lessor C;:~'CitAllk; C)1-'"~'1C?~1; fiiLN Lease Lessee maw upgrade fire cgraiprrrent at any 4rrze provided brat the rip~rade eq_uipneut consists of Patrasonie; 'Tou~hbooks and the lease covering the ulr~r-ad~d i:quiprrr~:rrt is with Panas~sm~ Finar:c~ itiQIY-~~E'i?l~{~PII~`T'I{3~tc: [t• Lessee; (} is not allotted f=oods for this Lease A~rremeut in any fiscal year fcrlloivin~ the iv~eal vicar in which this Lease Agreerrrent teas coniruen4ed, (ii} hay°e no ttrnds f'or reptacemeut equipment; and (iiil have no funs from ntit~r scsttrces ({"i) thr~u~h,iii) 5haI1 ~~ lrcreirrafter collectively refcr-red to as "?Vora-.4oproPriat?on" j, [ essee may terrt~_~r ate this Lease A~reenleut at the eud of the then current fascal year. In such event, Lessee shall return the Equipment to C essor, at Lessee's sole Gxpcaase. Lessee shall uot, ~~~thiu a pentad of ;~t~ta-.4pprcapriatic~a~, acq~rire b}~ any means eynipxnent Simi}ar to tlae Equu=parent, tanless same shall be leased from Lessor. Dt~CUtIIE~T>~TI[}'~ IEI±. A c~aae dine ~docwnentatinn #ee of'~3~t? This proptasa} ca~nstitaates aaa}w a het#it~a}F ~a~~-bitrdir~ e.ressia~ar of }aaterest gar the part +~!' I'araasaaaic Finaatct< Solutions. THIS }'RC3FflSAI. I3 SI18,IECT TC~ PACvASf}14I(' H`IY~,NC S~LLITI(3rTS' CREDIT, LEts~,L ~.ND I.~i~'`ESTI'IEi4'F APPR~'AL I'RQ~ESS r'i'~'7~ I5 1tiDT I~"I"E~'I)EI? Tad, At~tD DDES 1Y£~T, C`REA`}'E A L~C,~L~` BlitiD}~iG [=UnlitllTi~'IEi'~t'I' Ul2 UBLIt~A`l`IU~ t~a~i TIIE I'.T {~' I'Al'~'.t~t`~'IC` I=Ir~1Ai`~l~`E S(}I.UTI#~VS, The creatien caf styeh a le~a(t~= bindiatg ~oattrta}tanent or rahl'tattat# is saabjecf to, at#tau~ gather tEaiaa~s, the craple}-inn b}r Panasonic Fiaa:anie So}cations arI an aaa-dept}~ in~'e~ti~a#ion of the proposed investa~3eeat, than resaalts a7f sr~ta}cia are c}een~ecl saatisfaetnry by I~aanason}e F`€#aaa#ee So}ut}etas at#rl t5e #ae~at}atica#z, eaeeut}on aatd dQl}~Ter~ caf tleliaa}five da3cnaaacaats v~hicta shaall ba3 aa~tat#aally agreed tzp8n by a1} partaes, i`I' IS Ili~fl}R'I'fJC}I3 TI~~T NO FARTY IIERETC) SIIiI,L }3E. I.EG:~L.I,~~ I3f)L,''D T4 TIIE ~'I'I~R I3~` RE.t~(IN ~~' 'I'IIIS LETTIaR, ~'r'C}R SHALL }tiGHTS, l.I:ILI`I'IIaS C7R (~fl~aI~ATIC~I~S ARISE AS A ItESCiLT t3I* 'lI`IIS LE"T`I`ED, P~aaa<twualC Fiaaatace Sc}itatia~ns believes that this proposal is a prcaprietary fananeiaa~ patapusal. Accordingly, cnnf"identiality is o}" great inapr~i =ranee. Lesser a>=rees ts~ try at all of the ittforrr~~rtioaa ccaneerrainati tite stna~taare docaamentata~nn and economies cif the m,~.-. _~...n a.~,-u..u.x.~ _._. pr~pn ~,~ 1~~.:~;® as ~~~^ti~~l~ntt~tl 1 look fua-t~•ard u~ y~ : ar Gar}y- rrti~ie~r• and reapanse. }f them are any +~uest;ous. 1 ~~~oul{~ appreciate the cappcartt~ty to discuss this proposal in afore detail at your earliest c:tan~~enience. 171easc do not hesitate tt~ contac;t me directly at 2ta7-96q-~l~Ub. This proposal e;3pires oaa August 3B1, ?0~3. Veay~ tnaly yoaars„ ~}ichael (3sscalinsl: I'era~tory Manager Iaanasonic Eanance Solaatinns 2Gd-~6fl-40t~6 (Ctfli~:e) 2a7-9ti0-?t}tl6 (Facsirrule} runs=~u1 inski(;~ca}easerv.cvtn A~REEI) TI? ~12•iD ACCEPTED FC3}2 C}`}'St' C"bF DivLILA~ }3E.AC}-I, ~~S LESSEE, L3Y Y°€~nr si~naa.ture la}ease paint yotar name here Title C3ate -2 Smith, ®ouglas From: Dahl, Marlo Sent: Monday, August 03, 2009 11:18 AM To: L'Herrou, Sharon Subject: RE: re: laptop replacements Sharon, Our current laptops will be 5 years old in May 2010. They were originally put in the budget to be replaced a couple years ago but have been pushed out. They are no longer under warranty in the event they need repair (the original warranty was 3 years), we will be required to have a second layer of security (i.e. biometrics, smart card) per FDLE by September 30, 2010 and our current laptops do not meet these requirements, they are running low on memory due to additional applications that are currently being used by our officers and there is a potential that they may not meet the minimum specs for our new Public Safety Software. Hope this helps, please let me know if you have any other questions. Marlo From: L'Herrou, Sharon Sent: Monday, August 03, 2009 10:56 AM To: Dahl, Marlo Subject: re: laptop replacements Importance: High Hi Marlo, the C.M. wants clarification on why we are asking to replace the laptops now (i.e., are they failing or is it just "time" to replace them). I know we've discussed this before, but I didn't want to omit something important. Can you outline the reasons ASAP? Thanks. Sluwo-w L'~er-~o-w ~l d~vL%ri,i~~ratwe~ O f ficP,-~' ~e.~a y 3 ecu.X~. ~a~,~,cpi c'~ eft. ~}f: (567) 243-7852 ~a~' (561) 243-78,16 MEMORANDUM TO: James Schmitz, Deputy Director Public Works FROM: Harold Bellinger, Superintendent Streets & Traffic DATE: August 28, 2009 SUBJECT: Flay & Banner Installation Revised Event Month of Event Welcome to Delray Beach Banners Delray Beach Permanent Historic Society Pineapple Crrove Permanent Historic St" Ave Permanent Frog Alley Historic St" Ave Permanent West Settlers FotoFusion January Art & Jazz January Historic Society Febmary Garlic Festival February International Feb/Mar Tennis Championship Savior the March Avenue Festival Installation Number of Banners Installation Location Date Installed Changed out for event 130 banners 70 22 15 7 17 6 39 10 Swinton Avenue to AlA, (every pole) Swinton Avenue to SW 6t" Avenue (every pole) N Swinton Avenue (every pole) S Swinton Avenue (every pole) SW 2°d Avenue (lit block) (every pole) NE 4t" Avenue (every pole) Cason Cottage (every pole) NE 2°d Avenue (every pole) SW St" Avenue (lyt block) 36 NW St" Avenue (lyt & 2°d block) 2 weeks prior 40 Swinton Ave to Palm Square (four corners and mid block) 1 week prior 64 SW 6t" Avenue to SE 7t" Avenue (four comers) 1 week prior 40 SW / NW 6t" Avenue to Palm Square (four corners & mid block) 2 weeks prior 50 SW / NW 6t" Avenue to Palm Square (four corners & mid block) 2 weeks prior 60 Swinton Avenue to SE 6t" Avenue & Swinton Avenue to SW 6t" Avenue (four corners and mid block) 1 week prior 20 Swinton Avenue to SE St" Avenue (four corners) Palm Beach April Film Festival Delray Affair May Art & Jazz May Delray Film May Festival Art & Jazz June Independence Day July Day Art & Jazz August Art & Jazz October Tree Lighting November Ceremony Art & Jazz December Holiday Dece mber Banners 1 week prior 2 weeks prior 1 week prior 1 week prior 1 week prior 1 week prior 1 week prior 1 week prior 2 weeks prior 1 week prior 2 weeks prior 130 First Night December 2 weeks prior Entertainment /Shopping /Dinning Permanent Entertainment /Shopping /Dinning Permanent 47 Swinton Ave to SE 7t" Avenue (four corners and mid block) 130 Swinton Avenue to AlA (every pole) 64 SW 6t" Avenue to SE 7t" Avenue (four comers) 42 Swinton Ave to SE 7t" Avenue (Four comers and mid block) 64 SW 6t" Avenue to SE 7t" Avenue (four comers) 84 SW 6t" Avenue to AlA, (every pole) 22 North Swinton Avenue (every pole) 15 South Swinton Avenue (every pole) 7 SW 2°d Avenue (lit block every pole) 17 NE 4t" Avenue (every pole) 64 SW 6t" Avenue to SE 7t" Avenue (four comers) 64 SW 6t" Avenue to SE 7t" Avenue (four comers) 84 SW 6t" Avenue to AlA, (four corners) (Holiday & Sponsor Banners) 64 SW 6t" Avenue to SE 7t" Avenue (four comers) SW & NW 6t" Avenue to AlA (every pole) 22 North Swinton Avenue (every pole) 15 South Swinton Avenue (every pole) 7 SW 2°d Avenue (lit block every pole) 17 NE 4t" Avenue (every pole) 78 SW / NW 6t"Avenue to AlA, (four comers) 16 NE / SE St" Avenue (every other FPL pole) 4 in first block south of E Atlantic Avenue 4 in second block south of E Atlantic Ave 4 in first block north of E Atlantic Avenue 4 in second block north of E Atlantic Ave 16 NE / SE 6t" Avenue (every other FPL pole) 4 in first block south of E Atlantic Avenue 4 in second block south of E Atlantic Ave 4 in first block north of E Atlantic Avenue 4 in second block north of E Atlantic Ave After West Atlantic Avenue construction project is complete we will have an additiona156 Welcome to Delray Beach banners to maintain, from SW 7t" Avenue to SW 12t" Avenue. ,~~ 0 ~+ G ~--~ .,~ Rt a 0 ~c o LL N 2 0 U ~- o N m ~ } a Q W ~ } © a ~ N ~ ~ ~_ U d A v ~ 0 ~+ ~ ~ V ~ W. 0 y ~ W w W W ~" q A ;~ ~ ~ ~` '~ ~.t © ~ ~ ~ ~ '~ +ur i 4 a a b N ~ ~ ~ ~ ~ ~ ~ m ~ W `~" Q G ~ ~ i ~ ~ C~ ~ .~ A "K ~ ~ v ~ ~ ~ '~ ~~ ~ w '~ ~ ~ °' " c " a ~ v ~ W ~ ,~ q ;~ ~ ~ o ~ ~ ~ G U ~-", ~ 0 G 7 W W y y ~w i~w d .~ a 8 R u c m i m L C C 3 } T :O T,s v n a __ ...__ .~.......,~....... ~ ~ ,. d _ - - -- U U U cti, rn A ~~~ #~-7 !~ .~ nom. ~ ~ 0 ~ L ~-.~ ~ o ~o v a~ o a~i a ~~ o ~; ~ '~0 '~ ~ ~. ~ o "~ ~ o on i a ~~-b ~ ~ ~ ~ ~~ o~~' ~ ~ ~ ~ ©~ ~ ~ o ~ ~ ~ ~ ~, b ~ ~ ,~ my~U ~ o~ ~ ~ ~ ~ ; ao c~ ~ ~ ~ ~ ~ ~ U ~~ ~ a~i ~ ' ~ ~ "'' ~ ~ ~ O ~ '~ by ..~ a ~ ~.., ~" ~ ~ U ~. ~C5 c~-~ ~. 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LI. ~ p ~- ctf sue.. ~ ~ E t drv'in~w ... as ~ ti ! ~ ~ . ~ n.: N r ~rsr ~ ° ° ~°oooo ~ ~ ~ ~ ~rr~' LL ~ ~ ~ to C1 '~ .+ (fj ~ ~ ~ U ~ iV ~y C11 r-~ ~ ~1 ~ i3 ~ t'h ~ O N U3 V1 ~ +-' ~ L {~ r Y a,: ~ r ___ C] RS ALL R¢ L ~ ~ ~ ~` ~ a ~ _.. . ..y .. '~ ~ ~ o ~ ~~ ,,... t3NC 13 ~ ~c ~ ~ y... o r. o~~ ~~~EE su c°v c°~ ~ U p, ~ ° ~ ~ ~ '~ ~ ~ a tai,. LL V LPL ~ ~ Q > ; ~ s i ~ ~ O G7 ~ Q OQ CQQQ -~ e1 ~1~ to ~ d r Ctt fl °o r ca v .a ~c ~~M~v co c c? o o a c~ °~Q~~~ ~°~ ~ c~ o ~ o c? a cla c~ cn m w ~ "~ ~ ,- .-T ~ ~ ~ ~ - i ~ ~ vs a r s -~ ~ ~ ~ ~ 3 ~ c s ~ s ~ ~ ° U t~s ~ ~ ~ ~ ~ c ~ ~ ~' ~ ai ~ ~ ~ c ca -- ~ ~ p ~ N LL Q ~ ~ s~ ~ ~ U ~ 1t1 "` [!~ ~ ~ j ~ ~ ~ ? ~ ,,,,, Q C ~ 3 ~ r Q ~ ~ ~ ~ ~ ~ f} 1 t C Ll,l ~ N ~ f f~4 t!) ~ (,~ ~ '~ ? ~ ~ 3 ~ C,3 lt1 ~ 1~ Q 'C7 ~ V '~ 3 ~ Q) Cy L ~ F- 7 C ~ - ~ .g + + icG, C 3 ~ ~ ~ ~ ~ .~ Q ~ lCC '~ ~~ ~ ~y 7i3 tt3 ~ ~ ~ tL ~ V ~~ a ~ o Q U is - ~ ~ ~ C U C C .-. ~ ~ ~- ~ ~ d ,~ - ~ ~ ~Y avi ~ ~ ~ ~ _ ~ ~ ~ ~ ~ .b~ ~•~ C I C U ~~' € M D W . O (l,M Ci. ~ tai W }.. ~ c? [h r p t~ C] O O N C ~3 Q lC ~ O Q ~ CV +S v-~ t R'~ CV [tS ~ O ~ {Z. .. .- twJ {tl ty l L .. t.? ~ fi x .. ~~ f f ~. ~y ~ RY' (~ ~_ T ~. y'~" T [~ ~. ~ :: T Q Q Q ~ ~ ~yrr sr, ~ ~ a" N "~ Ll.. ~' Q ( ~ G {~ Q "~ ~e ~ £~/ •G ~ Q '~ C ~ ~ Q ~ C1 ~ [~ ~• ~ ~- i7 ~ © tjJ ass u1 ~- U ~ CC d ~ ~ a C 3 i a = # 3. O pC © ,~ 2 s A„ ~ ~ .~ ~-. ~ ~ C ~ Q i! L .1 as ~ ~ U ~ V cn ~ ~ ~ C3 ~ ~ ~ ~ ~ a ~ ~ ~ WvR ~ 3 ~' ~ o ~ ~ ar r rn c7 N O O O O C O O w N Ca O C~ O O C7 O O N C7 ~ ~ 6f3 O CIS d; .,~., ~ ~ ~ ~ ~ ~ ~ ~ ~ OD ' I^ C7 ~ d © ~ ~ ~~ ~ ~ ~ t~C ~ aS ~ O O C? © C1' O ~ C V3 CV f~3 f~A LI t~3. O ~ O O Q ~ r O CO ~ ' CS tl1 . '^' G ~ O CA '~ p C~ ~ ~ D O i93 ~ G ~E ~' ~ ~ ~ ~ ~ ~- j. ~ ~ Q O Q. CV d Ll. ""' ~{ iL it3 C.4 tG kJ. N d ~ , c7 ~ C'~ U ~ ~ O (U ~ N r Lk. C11 T Q ~ , ~ 47 ,r• R CV ~ ~ CV U .~ Crf ~' ~ ~ ~yr -i- r mow, ~- T -.- ~. T m .~ ~ ~ ~^ ~ +~ ~ LL Q ~ ~ ~ .~~ ~ ~ a„ .~ .~ ~ LL A 4I ... ~.' t!~ ~ iJ.. 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G V 0 a C") Cll O .n ~~ ~ ~ 0 0 °o ~ °r~ o ~ c~ q F r ~ M C+1 ~ ~ ~ LL ~ ~ O ~ G ,~ } ~ ~ o Q ~ ~y O ~ 41 r r ~ r ~ ~ r- ~ ~ r r i r O N Q r r C~ C7 A N Et C1S C ~ ~ ~ ~ ~ ~ ~ 1SS ~ Q ~ cn c z a ~ ~ ~ ~ a v ~ ~ ~ ~ ~ ~ W ~ ~, ~ ~- ~ ~ °° W o o ~ o ~ ~r a a ~ f- O A H '~ rn 0 c~ cu 0 a~ 0 cYi to 0 i G C ~ ~ ~ G ~ ~ ~ ~ ~ ~ ~ ~ »~, sus ~ t) C. as .« ~- ~ ~ ~ U ~ L%i ~ ~? ~ p - ~ ~ :,~ ~ ~ ~ s ~ .~ ~ ~ ~ as ~ ~ ~ ~ ~ ~ ~ C1 ~ ~ •~ .... ~' a n, t ~ c c ~ ~' w ~ cL a m ~ ~ u, o. r ~ ^ ~F+ Q~ ~ ~ ~ ~ ~ ~ ~ lSf y ~ '- ... ~ C LL LL D '~ ~ '~'" !tS = .... V 4Y ~ C3 l6 QY ~ G to ~ ~ Q ~ = O O uJ ci (~ a 4 ~ "`r- ~ o O o ci a m o ~ o ~ }, ~ '' ~ ~. o ~ O _ r O _ r Lh O p O CV ~ O ~ C7 O O PL N t- O O ~ = C11 } L L ~ r O O ~" r ~ o a ° ~ t}i o ~ .- O r O O' Q r O O o CV r O ~ r Q' O O O p O N ~ 2 ~ 1.f , 1 v `a r ~.. _ ~~j 6 /, ++ V Q Y ~ _ M ~ ~ _L L r a w ~ ~ ~ ~ o g U ~ N m O :~ ~ W Z O U '~ U ~ p ~ 4 ~ D ~ O a. 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