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Res 75-96 RESOLUTION NO. 75-96 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF DELRAY BEACH, FLORIDA, AMENDING RESOLUTION NO. 72-96 WHICH MADE APPROPRIATIONS OF SUMS OF MONEY FOR ALL NECESSARY EXPENDITURES OF THE CITY OF DELRAY BEACH, FLORIDA, FOR THE FISCAL YEAR 1996/97, BY SETTING FORTH THE ANTICIPATED REVENUES AND EXPENDITURES FOR THE OPERATING FUNDS OF THE CITY FOR THE FISCAL YEAR 1996/97; TO REPEAL ALL RESOLUTIONS INCONSISTENT HEREWITH. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF DELRAY BEACH, FLORIDA, AS FOLLOWS: Section 1. That Section 1. of Resolution No. 72-96 is hereby repealed, and a new Section 1. is enacted and amended to read as follows: That the following sums of money, attached hereto and marked Exhibit "A", are hereby appropriated upon the terms and conditions herein set forth. Section 2. That, subject to the qualifications contained in this resolution, all appropriations made out of the General Fund are declared to be maximum, conditional, and proportionate appropriations, the purpose being to make the appropriations payable in full in the amounts herein named if necessary and then only in the event the aggregate revenues collected and other resources available during the period commencing the 1st day of October, 1996, and ending the 30th day of September, 1997, for which the appropriations are made, are sufficient to pay all the appropriations in full. Otherwise, said appropriations shall be deemed to be payable in such proportion as the total sum of realized revenue of the General Fund is to the total amount of revenues estimated by the City Commission to be available in the period commencing the 1st day of October, 1996, and ending the 30th day of September, 1997. Section 3. That all balances of the appropriations payable out of the General Fund of the City Treasury unencumbered at the close of business on the 30th day of September, 1996, except as otherwise provided for, are hereby declared to be lapsed into the City Treasury and may be used for the payment of the appropriations which may be made in any appropriation for the fiscal year commencing the 1st day of October, 1996. Provided, however, nothing in this section shall be construed to be applicable to unencumbered balances remaining to the credit of the Water and Sewer Fund, Sanitation Fund or any Fund created by the setting up of special revenue, but such balances shall be used in financing the proposed expenditures of these Funds for the fiscal year commencing the 1st day of October, 1996. Section 4. That no department, bureau, agency or individual receiving appropriations under the provisions of this resolution shall exceed the amount of its appropriation, except with the consent and approval of the City Commission first obtained. If such department, bureau, agency or individual shall exceed the amount of its appropriation without such consent and approval of the City Commission, the administrative officer or individual, in the discretion of the City Commission, may be deemed guilty of neglect of official duty and may be subject to removal therefor. Section 5. That nothing in this resolution shall be construed as authorizing any reduction to be made in the amounts appropriated in this resolution for the payment of interest on, or retirement of, the debt of the City of Delray Beach, Florida. Section 6. That none of the monies enumerated in this resolution in connection with the General Fund, Water and Sewer Fund, Sanitation Fund or any other Fund of the City shall be expended for any purposes other than those for which they are appropriated, and it shall be the duty of the Budget Administrator and/or Finance Director to report known violations of this section to the City Manager. Section 7. That all monies collected by any department, bureau, agency or individual of the City government shall be paid promptly into the City Treasury. Section 8. That the foregoing budget is hereby adopted as the official budget of the City of Delray Beach, Florida, for the aforesaid period. However, the restrictions with respect to the expenditures/expenses of the funds appropriated shall apply only to the lump sum amounts for classes of expenditures/expenses which have been included in this resolution. Section 9. That public hearings were held on the tax levy and the budget on September 3, 1996, and September 17, 1996. Section 10. That this resolution shall become effective immediately upon passage. PASSED AND ADOPTED in special session on this the 8th day of October, 1996. TT sT: ~ city ~erk -! - 2 - Res. No. 75-96 AMENDED EXHIBIT A BUDGET SUMMARY CITY OF DELRAY BEACH, FLORIDA - FISCAL YEAR 1997 DOWNTOWN SPECIAL GENERAL DEVELOPMENT ENTERPRISE REVENUE FUND FUND FUNDS FUNDS TOTAL CASH BALANCES BROUGHT FORWARD 60,830 40,000 2,323,000 93,770 2,517,600 ESTIMATED REVENUES: TAXES M]~la§e Per $1,000 AD VALOREM TAXES 6.95 17,395,220 17,395,220 AD VALOREM TAXES 0.90 2,252,620 2,252,620 AD VALOREM-DELINQUENT 111,340 111,340 AD VALOREM - DDA 1.00 94,070 94,070 Sales & Use Taxes 1,525,600 1,525,600 Franchise Taxes 2,927,000 2,927,000 Utility Taxes 5,010,000 5,010,000 Licenses & Permits 1,804,020 1,804,020 Intergovernmental 4,869,510 49,390 1,633,030 6,551,930 Charges for Services 3,414,950 25,104,880 28,519,830 Fines & Forfeitures 475,700 475,700 Miscellaneous Revenues 2,885,750 4,330 3,673,450 23,000 6,586,530 Other Financing Sources 2,219,280 412,560 775,990 3,407,830 TOTAL REVENUES AND OTHER FINANCING SOURCES 44,890,990 98,400 29,240,280 2,432,020 76,661,690 TOTAL ESTIMATED REVENUES AND BALANCES 44,951,820 138,400 31,563,280 2,525,790 79,179,290 EXPENDITURES/EXPENSES: General Government Services 5,119,870 5,119,870 Public Safety 24,935,040 24,935,040 Physical Environment 293,360 19,787,240 20,080,600 Transportation 1,272,230 1,272,230 Economic Environment 698,510 90,200 1,778,710 2,567,420 Human Services 170,030 170,030 Culture & Recreation 6,118,950 2,714,350 370,380 9,203,680 Debt Service 2,878,450 4,932,350 298,040 8,108,840 Other Financing Uses 3,388,610 3,497,900 6,886,510 TOTAL EXPENDITURES/EXPENSES 44,875,050 90,200 30,931,840 2,447,130 78,344,220 Reserves 76,770 48,200 631,440 78,660 835,070 TOTAL EXPENDITURES AND RESERVES 44,951,820 138,400 31,563,280 2,525,790 79,179,290 MEMORANDUM TO: MAYOR AND CITY ~SSIONERS FROM: CITY MANAGER ~.~ ~ SUBJECT: AGENDA ITEM # ~'P./.- SPECIAL MEETING OF OCTOBER 8, 1996 HAY GROUP STUDY DATE: OCTOBER 4, 1996 At the October 1st regular meeting, it was noted that Section IV. of the Hay Group Study, the Human Resources Organizational Assessment, was not included in the report copies which had been provided to the Commission. This section was provided to the City under separate cover from the balance of the study. It is attached for your review. At this time I am not requesting that the Commission approve the entire Hay Group Study. I am sorry that the October 1st agenda did not clearly state what the Commission was being asked to approve. Included in the backup materials are charts which show the existing salary plan compared to Hay Group's reeommeDxted salary structure. I request, and recommend, that the Commission approve the Recommended Salary Structure for Directors, for Exempt General (Civil Service) Employees and for Non-Exempt General (Civil Service) Employees, recognizing that there will be a few changes resulting from the appeals process. Furthermore, I recommend that the Commission adopt Resolution No. 75-96 amending our Fiscal 1997 budget in order to accommodate implementation of the revised salary structure. The balance of the Hay Group Study should simply be received and referred to staff for further study and recommendations at a later date. ref: agmemo4 MEMORANDUM DATE: September 27, 1996 TO: David T. Harden, City Manager /,~ FROM: Linda Turnage, Budget Administrator'L,~,~ RE: Amendment to the Fiscal Year 1997 Budget The revised Exhibit A has been amended to include the Hay Group's Recommendations. Adjustments in the General Fund include $26,550 to bring a total of 17 employees to the minimum pay of the recommended grade and $38,320 for the pays at the maximum of the current ranges. These additional funds were derived from various reductions in the departmental accounts, a $30,000 reduction in the transfer to the General Construction Fund and a reduction of $15,080 in the contingency funds. CC: City Clerk z ~ ~o~ --~-'- '- ' '- ®' l- - - , i ! , ~ z III z z z ~ ', I ~ I ~ ~ I 0 i ~ ~ ' ' ~' ¢ i ~ ' ' ~"~ ,,-, .- s ,,-, ,... ; ~ ,.., o ,.., o ,.., .- o; ,,.,.- o ,,. s ~' '~ , I~o I ' ~ ! , ,i, il,,:,:, [ , i ~ . i ! I ~ I i i i--~~ I , .~) F- :'~i m ii' ~ ', , i '~ ~: a ~i , I ~ i <'' ''i-' I, ~ I O~ a. i ' o' 0 ~ I '~' ' I o I ~ ~[ ~ ~ I m ' i ~ ] , ~ I ~ ~ m~ ~ ~[ m i ~~ ~ , ~ ~ ', , ~ ~ I ' '" ! ~ ~ I .I , ~ i ~ HUMAN RESOURCES ORGANIZATIONAL ASSESSMENT September 18, 1996 The Human Resources Department within the City of Delray Beach is headed by a Director and staffed with, including the Director, five full-time employees. The Human Resources Department administers programs and policies and advises and counsels City managers and employees on personnel related matters. Specifically, the staff is charged with general personnel administration; staff and program development, inclusive of grant research and applications; employee relations and collective bargaining with employee unions; and the administration of the Civil Service System. In addition to information gained from one-on-one interviews with directors, managers and employees and confidential responses to a Hay-developed Human Resources Services Questionnaire, the Hay Group used the results of a widely recognized survey to perform an analysis of the Human Resources Department's structure and services of the City of Delray Beach. The survey, which was compiled by the Bureau of National Affairs, Inc. (BNA) of Washington, D.C. and published during the fall of 1994, includes the responses of 628 organizations. Of the survey respondents 36 percent are manufacturing businesses, 36 percent are non-manufacturing companies, and 27 percent are non-business establishments, such as hospitals, educational institutions and government agencies. Twenty-five percent of the BNA survey respondents are organizations that employ fewer than 250 workers, 24 percent have workforces of 250 to 499 employees, 17 percent employ 500 to 999 workers and 34 percent employ 1,000 or more workers. We concentrated our analyses and comparison, where possible, on the responses received from the organizations that employ 500 to 999 workers. Thirty five percent of the surveyed employers are located in the southern United States. The below assessment is presented on an activity-by-activity bases and is structured to show descriptive comparisons between the City's human resources activities and BNA survey results for those same activities. We have also added responses from Hay's Human Resources Organizational Assessment where appropriate. Human Resources Staff Levels The BNA survey median ratio of human resources staff to total company/organization headcount is 1.0 staff members for every 100 employees. Human resources staff levels relative to the workforce size have been virtually the same for nearly twenty years. The City's human resources staff ratio to the number of employees is .7 (5 --: 728 employees). This more closely aligns with the Education and Government ratio of .8. In this analysis, all things being equal, the City's human resources staff is below the average headcount as evidenced by the survey by 2 employees. It is important to note that the proper staff size for the City is the compliment of individuals with the correct skills, abilities and talent to meet the operating needs of Delray Beach within given budget constraints. Employers are more likely to add clerical or professional positions than managerial slots to the Human Resources Department staff. Of the establishments that increased the size of their Human Resources Departments in recent years, about half added secretarial/clerical or professional/technical employees, while just 28 percent increased management staff levels. Median Per Capita Expenditure The BNA survey median per capita expenditure for human resources activities and staff for 1995 (projected) is $683. The median per capita expenditure for 1996 for the City is approximately $412 ($300,000 HR Budget + 728 City employees). The City's Human Resource Department spends about $271 less per employee as compared to the survey, for operations and related services in its managing and administering of human resources activities. The Education and Government expenditure is $396 (projected). Human Resources Expenses As A Percent of Operatine Costs The BNA survey indicates that Human Resources Department budgets represents a median of .9 percent of projected total operating costs. The City's Human Resources Deartment budget represents .7 percent ($300,000 + $43,000,000) of' projected total operating costs for 1996. In other words, the City's Human Resources Deartment budget is about .2 percent (.9 percent - .7 percent) less than the BNA survey median. However, for Education and Government, the median is .5 percent. Activities Normally Performed by HR Staff Exclusively These major activities are most often those that involve compensation, benefits and recruiting. Human Resources often shares responsibility for employee communications, training and a portion of the employment interview process with other departments. The BNA survey addresses the major activities that are performed by ninety-nine percent of responding Human Resources Departments. The BNA survey indicates that these activities are handled exclusively by the Human Resources Deartment as opposed to being handled jointly by Human Resources and other departments. The right hand column below is Hay's assessment of Delray Beach's performance of these major human reesources activities. Activity Performed Performed by 99% of Survey Organizations by Delray Beach Employment interviews No Disciplinary procedures Yes Personnel recordkeeping Yes Promotion, transfer & separation procedures Yes New employee orientation Yes Wage and salary administration Yes Personnel and Administrative Policies and Procedures A thorough review of the City's Personnel and Administrative Policies and Procedures indicates that these documents are well written and appear to be appropriate as source documents from which to obtain necessary guidance as to how programs are administered and from whom approvals for action are required. However, it may be appropriate to verify and ensure that each department possess up-to-date copies of Personnel and Administrative Policy and Procedures for reference purposes. Changes in }IR Responsibilities For the city of Delray Beach, it appears that the role of the Human Resources Department is unclear in the minds of managers and employees. It is important to define Human Resources rather than allow it to mean all things to all people. According to management guru and writer Peter Drucker, all business/service enterprises depend on, human resources, capital resources and physical resources. All such resources must be employed productively for success. In consideration of any resource, it is important to take into account, supply, conservation, protection from exploitation, utilization and development. The only resource that can have an output greater than the sum of its parts is the human resource. When organizations view its employees as resources rather than purchased services it initiates human resource development. Employees may be considered investments, which yield varying results depending upon how the investment is treated. Human resources management represents a change in thinking from viewing employees as necessary expenses of doing business to critical investments in an organization's current performance and future successes. The trends of change currently existing in the general work force have necessitated an expansion of the traditional personnel role as personnel is affected by social, technical and environmental forces. Delray Beach, in assessing its human resources function, must enable the Human Resources Department to respond to these pressures. The City may want to redefine the personnel function from a control-oriented supplier of employees to an overall approach to human resource planning, development and utilization. Today's human resources department exists because it adds value to the organization. Presently, the City's Human Resources Department, based on responses received from department directors and employees, enjoys a high level of confidence for the manner in which it handles labor relations issues, and the level of service provided by the training and development function. There is a perception that the Human Resources Department should have defined responsibility for the recruiting, screening and placement activities. Most departments in City service may not be staffed or employees not properly trained to handle complex recruitment and placement issues. Special attention should be given to the initial screening and ranking of candidates for all positions. These functions may be considered primary responsibilities of the Human Resources Department, and as such, human resources staff should be trained and updated on the functions and responsibilities of other City departments. Hay Consultants observe a need to strengthen communication efforts among management, supervisors and employees. This may best be accomplished by holding periodic communication meetings to provide up-to-date information on matters of importance to City employees. Topics may range from the proper methods of interviewing candidates for vacancies, to the implementation of new laws, policies or programs. These meetings may be established on a defined schedule, perhaps 'monthly, to afford employees an opportunity to learn more about any particular area defined by department heads and/or other employees. Future Planning The field of human resources has a base in the behavioral sciences and is naturally concerned about the motivation and development of the individual employee and the performance and productivity of the organization. A major factor differentiating human resource management from the traditional personnel function is human resources management's contribution to planning and operations. Today, social development and work force scenarios may be considered equally important in planning for the future. To acknowledge mutual dependence between traditional personnel functions, technology, organization structure, job design and people, encourages the growth of the human resource management focus. The City of Delray Beach may want to examine the following areas as a means of strengthening the accountability and sharpening the focus of the Human Resources Department for the future: · Human Resources Planning and Forecasting - Identifying future human resource needs and designing strategy necessary for meeting these needs. Individual Motivation and Organizational Analysis Identifying and acting on employees motivational development needs and work redesign. Attention may also be paid to designing jobs that meet individual or organizational requirements. · Personnel Development - Planning which provides employees those opportunities needed to enhance skill levels and pursue personal and professional growth and development through training, career development, career patterning and alternative work schedules. · Personnel Utilization - Maintaining human resource system through those traditional personnel functions i.e., recruitment, selection, appraisal, compensation, and collective bargaining. The development and integration of the above functions are essential to the ultimate success of the City's Human Resources Department. They are highly interrelated~ a change in one area may significantly affect the other areas. In this manner, the goal and direction of the City's Human Resources Department would be to create a human resources management system, rather than a set of distinctive activities that operates to fully support current and future operations.