LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT

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LEXINGTON-FAYETTE URBAN COUNTY GOVERNMENT

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