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LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT
 

LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT

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    LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT Presentation Transcript

    • 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
    • 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 Recommendations
      • Recommendations 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 Safety
      • Code 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
      • [email_address]
      • www.managementpartners.com