LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT
description
Transcript of LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT
LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT
Organizational Review
Project Report
Project Goals• Conduct a comprehensive management
review of the entire government organization, including:
Structure Selected policies and processes Staffing levels Operational practices Strategic work and financial planning
• Make the City work faster, better and cheaper…
Today’s Presentation• Methodology• Government-wide review of key
recommendations: Finance and Administration General Services Law Public Works and Development Environmental Quality Public Safety Social Services Mayor and Advisors
• Wrap-up/Next Steps
Methodology
• Interview Mayor, City Council Members, commissioners, directors and staff
• Gather employee input (surveys/focus groups) • Document review and data analysis• Peer comparisons with benchmark communities• Identify best practices – nationally • Review findings with commissioners and Mayor• Prepare/present project report
Project Summary
• 424 Recommendations for improvement that will result in organizational efficiencies and cost savings across the government
Section RecommendationsCorporate 11Finance and Admin 43General Services 72Law 40Public Works and Dev 70Environmental Quality 52Public Safety 66Social Services 32Mayor and Advisors 38Total 424
Project Summary
• Structure changes will clarify responsibilities, eliminate redundancies, and streamline management
• Recommendations are specific and action-oriented, will work to improve efficiency and effectiveness of government operations
Corporate RecommendationsRecommendations promote large-scale positive
improvement and efficiency, including:• Implement strategic planning
City-wide, the use of strategic management and strategic planning is limited; few departments have strategic plans or conduct work planning
• Develop comprehensive system of performance management to ensure routine communication between managers on operational performance and project management
Corporate Recommendations (Cont.)
• Prepare a City-wide enterprise Information Technology (IT) Plan
• Change the culture of having quality control at the “end” of the process – by eliminating the citizens advocate position
• Redefine the Lexington “brand” End the use of LFUCG acronym
Department of Finance and Administration
Accounting
Central Purchasing
Revenue
Community Development
Human Resources
Finance and Administration (Cont.)
Increase revenues• Initiate discussions with the School Board to
resume collecting the OLT on its own behalf $200,000 in additional revenue to the City at no additional
costs, unknown reduction in costs to the school district
• Develop a plan to eliminate or reduce the General Fund parking subsidy
Eliminate $780,000 of General Fund expense
Finance and Administration (Cont.)
Human Resources• Modify statutory authority for the City’s civil service system
to provide a modern civil service system based on merit and fitness
• Create an Executive Service System designated by ordinance, separate from the classified civil service system
• Repeal requirement for legislative approval of routine personnel actions
• Eliminate the requirement for the Council to approve all new hires
Saves a minimum of two weeks in the hiring process cycle time
Department of General Services
Building Maintenance & Construction
Fleet Services
Parks and Recreation
General Services
Organizational Structure• Create a new Facilities and Fleet Management
Division that consolidates decentralized facilities management functions
New unit will be responsible for the planning, management, asset management, and maintenance for all Lexington property, buildings, vehicles and equipment
• Reduce, eliminate, and/or pool the 107 fleet vehicle units specified in the fleet utilization analysis Generate $651,000 from the sale of 97 excess units Estimated 2.7 million savings in forgone replacement costs
General Services (Cont.)
Parks and Recreation• Increase recreation fees immediately to be consistent
with the current policy • Revise the recreation fee policy to establish an annual
not-to-exceed amount for the General Fund support of recreation programs and encourage recreation managers to provide innovative programs that generate additional revenue
• Revise the recreation fee policy to provide for approval of Parks and Recreation fees administratively by the Commissioner of General Services
General Services (Cont.)
• Parks and Recreation (cont.) Close underutilized facilities
Department of Law
Risk Management
Corporate Counsel and Litigation
Law
• Separate Risk Management functions into two separate components Separate according to legal functions for claims and
litigation, and non-legal functions
• Separate attorneys and support staff for divisions of litigation and corporate counsel
Department of Public Works and Development
Engineering
Streets, Roads and Forestry
Traffic Engineering
Historic Preservation
Planning
Building Inspection
Public Works and Development (Cont.)
New Division - Capital Projects and Management
• Centralize project management for CIP projects requiring plans, specifications and bid documents in a new Capital Projects Management division
Public Works and Development (Cont.)
Division of Engineering• Amend engineering consultant selection process
to ensure compliance with qualifications-based selection practices and price negotiation with the most qualified firm Selection should be evaluated by technical staff
Public Works and Development (Cont.)
Development Plan Review• Require engineering review of development
plans for key areas such as drainage and stormwater management City review must be in-depth and verify that
engineering calculations are correct
Public Works and Development (Cont.)
Traffic Engineering• Establish a partnership and contractual arrangement
with Jessamine County for traffic engineering services
Planning and Historic Preservation• Streamline Division staffing by eliminating a vacant
planning manager position and a staff assistant position• Align historic and planning functions by placing Historic
Preservation within the Planning Division• Develop a comprehensive integrated system for plans
review and tracking linked to the process currently underway by the Division of Building Inspection to purchase plan tracking software
Public Works and Development (Cont.)
Building Inspection• Streamline the organizational structure by reducing the
number of existing residential inspectors by 3 positions• Use contract inspectors, as needed, to handle peak
residential inspections in excess of 2006 workload volumes.
Department of
Environmental Quality
Office of Compliance
Water and Air Quality
Waste Management (formerly
known as the Division of Solid Waste)
Environmental Quality
Office of Compliance
• Transfer environmental management duties of Division of Environmental and Emergency Management to the Department of Environmental Quality
Environmental Quality (Cont.)
Water and Air Quality
• Implement a stormwater utility including funding for stormwater management activities and support functions
• Develop a comprehensive plan for capital improvements
Environmental Quality (Cont.)
Waste Management• Develop an action plan to implement
recommendations contained within the solid waste management study
• Make participation in recycling and yard waste collection programs mandatory, including areas outside the Urban Services Districts.
Environmental Quality (Cont.)
• Create a solid waste special revenue fund with customer charges based more closely on cost of services
Consider a phased conversion from ad valorem levy to annual special assessment approximating the cost of service delivery based on customer class; develop long-term strategy for converting to a user-fee based utility
Department of Public Safety
Code Enforcement
Community Corrections
Enhanced 911
Environmental and Emergency Management
Fire and Emergency Services
Police
Public SafetyCode Enforcement• Develop an annual rental inspection and point of
sale program• Develop a fee rate structure that will make
annual and point of sale inspections self-supporting
• Develop procedure and policy based on expedited lien placement and aggressive enforcement to recover abatement costs and civil penalties
Public Safety (Cont.)
Enhanced 911• Consolidate emergency management and E-911
operations organizationally and physically into a single new division reporting to the Public Safety Commissioner
Public Safety (Cont.)
Fire and Emergency Services• Do not change engine company staffing
No indicated improvement in functioning or public safety by increasing the minimum staffing level and doing so has significant ongoing costs to the City
• Staff ambulances with two persons instead of the current three Savings of $1.4 million for a reduction of 27
employees
Public Safety (Cont.)
Police• Adopt the International Association of Chiefs of
Police (IACP) workload patrol staffing standard as minimum standard Assign a minimum of 14 additional officers to the
patrol function to meet IACP minimum patrol staffing
• Reclassify division positions filled by sworn staff not requiring the use of police powers to civilian classification
Department of Social Services
Adult Services
Family Services
Youth Services
Social Services
Office of the Commissioner• Relocate the Partners for Youth Program from
the Mayor’s Office to the Department of Social Services
• Eliminate Multi-Cultural Affairs Coordinator position
• Add a Deputy Social Services Commissioner
Social Services (Cont.)
Family Services• Examine the feasibility of partnering with the
Fayette County Health Department to manage health clinic operations
Youth Services• Explore the feasibility of transferring operational
responsibility for the Day Treatment Center to the Fayette County Public School District
Transfer of operations could significantly reduce current expenditures of an estimated $400,000 to $600,000 per year to operate the facility and debt service of $5.3 million
Mayor and Advisors
Mayor and Advisors
Chief Information Officer• Incorporate a property-based customer
relationship management module into the specifications of the development review system being evaluated for implementation in the Building Inspection Division
Mayor and Advisors (Cont.)
Chief Information Officer• Redesign the website with a focus on the
consumer’s interests and perspectives, providing clear navigation tools and effective help
• Investigate use of Citizen Resource Management (CRM) module provided by the major permit system makers for 311 and other citizen request functions
Mayor and Advisors (Cont.)
Office of Policy and Budget• Implement a biennial budget process• Implement a detailed capital planning process
for development of a multi-year capital budget
Conclusion
• Using this report as a roadmap, the City can begin to reformulate and modernize the way it does business, improve operations, services and financial position by:
Adopting a City-wide and department level strategic plans
Implement performance measures Investing in information technology
Conclusion (Cont.)
• Adopting market-rate fees and having a policy of full cost recovery
• Moving to a biennial program budget• Reducing the time to hire new staff• Streamlining the organization structure, clarify
mission and purpose, consolidate like functions, eliminate unnecessary management layers
• Staffing public safety operations appropriately• Eliminating under-utilized fleet
Questions
It has been a pleasure to work with
Lexington staff on this project.
Jerry Newfarmer and Julia Novak
www.managementpartners.com