HomeMy WebLinkAbout1987-11-23 Minutes•, r:+
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MINUTES OF A BOARD BUDGET RETREAT MEETING
A budget retreat meeting of the City Board of Directors was held on Monday,
November 23, 1987 at 1:30 p.m. in Room 326 of City Hall, 113 West Mountain
Street, Fayetteville, Arkansas.
PRESENT: Assistant Mayor
Kelley, Marinoni
Clerk MCWethy,
ABSENT:
Ron Bumpass, Directors Lancaster, Martin,
and Hess; City Manager Pennington, City
Department Directors Burch. Coates and
Linebaugh; members of the press and audience
Mayor Johnson
The meeting began with five Directors present, Director Hess arriving in the
early part of the meeting.
FIVE-YEAR PLAN PUBLIC FORUMS
391.1 It was announced that tentative dates have been set for public forums to
discuss the City's Five -Year Plan, to be held at 6:30 p.m. on December 3, 8,
9, and 10.
ORGANIZATIONAL CHANGES
391.2 City Manager Pennington told the Board the majority of the organizational
recommendations represent long-term, rather than short-term, expenditures.
391.3 Director Lancaster asked how the long-term changes to the organization would
be funded in the future. Pennington said the staff wasn't going to try to
talk about funding at this point. He said there were a number of
recommendations that would result in cost savings in the long term. He said
economic development would be very expensive in the immediate term but there
would be a significant payout in the long term. Director Lancaster
commented that it bothered him to talk about new programs or new people when
the budget will have to be cut by about $700,000.
391.4 Pennington said he would like to finalize the reorganization, commenting
that he has a little bit different perception than did Arthur Young, about
how the reorganization should be finalized. He said he felt the Arthur
Young study missed one area - that of Planning and Development. He said it
has been one of his biggest concerns that Public Works has been overloaded
and broad -term planning and development has not been emphasized.
391.5 Pennington proposed the City have four main program areas - Administrative
Services, Public Works, Public Safety, and Planning and Development. He
suggested, because the City makes significant expenditures on contracts for
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Board Budget Retreat , November 23, 1987
outside services, this may be a way to pay for a Planning and Management 392.1
Director.
Pennington said the Arthur Young study recommended the Administrative _392.2
Services Director position as a "senior department head", functioning as it
does now, in a position entitled "Assistant City Manager for Administrative
Services." He said he concurred with this.
Director Hess asked if the Planning Department would help the City to .392.3
project needs rather than react to needs as they exist. Pennington said
there should be a harmonious relationship between Planning, Engineering,
Inspection, and Project Management. He said Project Management ' is an
element which should be closely aligned with engineering, planning and the
City Manager, to monitor ongoing projects. Director Hess asked if project
management would be responsible for securing information the Board needs and
continually updating the Board. Pennington said that was the idea, as well
as to keep the City Manager advised of problems. Hess asked if the Planning
Management Director would channel communications between the 'Planning
Commission and the City Board. Pennington said that would be one of the
duties.
Director Martin asked if the City Manager had an estimation as to how large
the organization would grow, if all therecommendations were to be included.
Martin said there was another way of financing the changes, by shifting
employees already in the organization. Pennington said, in the final
analysis, there would be a "plus" expense. He said changes would be made in
responsibilities and certain responsibilities would be phased out in the
organization. Martin said that, philosophically, it would be difficult for
him to swallow the City organization growing by leaps and bounds at this
time. Pennington said there was no way he could present a budget with these
kinds of increases without commensurate decreases. Pennington said the City
has a solid staff but may have some people in positions who are either not
doing exactly what they need to be doing, or have talents which could be
used elsewhere.
392.4
Director Marinoni asked if the Planning Director's salary would be 392.5
commensurate with the other three department heads. Pennington said the
salary would probably be in the $30,000 range.
Director Martin said he did not recall Arthur Young recommending an 392.6
Assistant City Manager, but instead recommending that the function of the
former Assistant City Manager would be assumed in the office of the
Administrative Services Director. Pennington said the audit said "the
Administrative Services Department will be headed by the Assistant City
Manager.'.' He said he envisioned the prime function of an Assistant City
Manager as someone who is there when the City Manager is out of town, and
who can step in; someone who works closely with the Manager and understands
his thinking. He said before he made an appointment like that, he would
have to be sure the individual shared the same philosophy as that of the
Manager.
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Board Budget Retreat November 23, 1987
393.1 In answer to a question from Director Bumpass, Pennington clarified that, on
the proposed organizational chart, the position of Assistant City Manager
shown in the Office of the City Manager, and the position of Assistant City
Manager for Administrative Services would be one and the same person.
393.2 In answer to a question from Bumpass, Pennington said he would be looking
for a Planning Director with a Bachelor's degree with a Master's degree in
Planning. He said he would be looking for a minimum of a Bachelor's degree
in a related subject, or a Bachelor's degree from a school such as the
University of Cincinnati which has a five-year planning program He said he
would prefer a Master's in Public Administration, and would be looking for
someone with three to five years experience minimum experience either as an
Assistant in a larger community or as a Director, and comfortable with the
multi -functions of the position. Pennington added that he wanted to be sure
the City does not "overkill" with planning and development rules and
regulations, but at the same time protect the community with appropriate
rules and regulations.
393.3 Director Hess asked Pennington if Linebaugh has not been able to do the
duties of the Assistant City Manager and the Administrative Services
Director. Pennington said this was true to a certain degree. He added that
it was irrelevant whether the title of the position was changed. He said he
was not talking about the addition of another Assistant City Manager.
393.4 Pennington said a lot of changes would be coming, a lot of which will
revolve closely with the Finance Department. He said his emphasis will be
on Finance and Planning.
393.5 In answer to a question from Director Hess, Pennington said money would be
found for these new priorities from the existing budget. Pennington said,
with certain exceptions, his organizational recommendations follow the
Arthur Young report.
393.6 Director Lancaster said, if the Board saw fit to create an Assistant City
Manager position, would the City Manager anticipate advertising the
position. The City Manager said he did not intend to advertise for the
position. He said this type of position has always been by appointment of
the City Manager, and has not been recruited by the Board.
393.7 Director Kelley asked if the Board would make recommendations at this
meeting or if it simply gives input to the City Manager. Director Bumpass
said, although the staff is making recommendations, he did not anticipate
the Board voting on any matters.
393.8 Pennington said he thought it appropriate to present his priorities now, as
this is essentially how the budget will be couched. He said he felt
strongly about the four -program area concept, about emphasizing Planning and
Finance, and about involvement in economic development.
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November 23, 1987
Director Bumpass said he thought it would be easier for the Board to adopt
Pennington's philosophy and management style when he present's them with a
balanced budget. Pennington said the organization has the number of people,
but it's a question of whether it' has the people in the right places.
ECONOMIC DEVELOPMENT
City Manager Pennington referred the Board to his proposal in the agenda for
an Economic and Industrial Development Program He said the City needs to
bolster its financial base and provide for long term financial and economic
stability. He said the City currently has an Industrial Park which has been
moderately successful but needs an aggressive push; that, in addition, other
areas of the City are available for long term development, such as the new
71 corridor, but need guidance to assure viable and quality economic
development. He said this development will undoubtedly take place, but
asked if it will be in a fashion that would be in the best interest of the
City. Pennington said three things he is concerned about are the financial
condition of the City, planning of the City, and economic development of the
City. He said he was aware of efforts which could be undertaken using
existing resources, and the possibility of developing a research institute
in conjunction with the University of Arkansas. He said this could mean
dollars for the City in the long term. He recommended the creation of an
Economic Development Coordinator position, and an Advisory Group.
Pennington said he understood there would be some people who will not want
growth at all. He said the City and most governmental' institutions in
Arkansas right now have a fiscal problem, and the City needs to push hard
for economic development to help that fiscal problem.
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Director Kelley asked the City Manager what he had done with the Chamber of
Commerce in developing this plan. Pennington said he had discussed the idea
with a group of leaders from the Chamber and, as far as he knew, the Chamber
Board does not have a problem with this area. He said he discussed this
with a number of Fayetteville banks and there were informal commitments from
them to put up money to cover expenses of an Economic Development
Coordinator. Kelley said he understood there was an Economic Development
Coordinator in the Chamber's 1988 budget, and said he didn't think the City
should duplicate this, but make sure it is a coordinated effort. Pennington
said the question is "who wants to do it, how we want to do it, and where is
the money going to come from." Kelley suggested the University of Arkansas
Business School should be involved and Pennington concurred.
Director Hess said he thought this proposal came out of a suggestion in an
Advertising and Promotion Commission meeting that Linebaugh look at the
creation of an economic and industrial development agency within the City.
He said the feeling of the Commission was that the Chamber was not pursuing
this aggressively enough to suit the City's needs.
394.1
394.2
394.3
394.4
394.5
395.1
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Board Budget Retreat November 23, 1987
Director Marinoni asked if the Chamber would be agreeable to this proposal.
Pennington said it didn't worry him whether or not the City is directing
this. He said the City would be involved financially one way or the other.
He said there would be advantages to the Chamber doing the program, but he
thought there would be advantages to having an advisory board which would be
broader than just the Chamber.
395.2 Director Bumpass said it would be almost self-defeating to have a program
that's too broad to succeed. Referring to the Industrial Park as a "rather
dormant project", Bumpass said the Board had the responsibility to assure
the citizens that their money has been well spent, and the property needs to
be marketed and sold. He said the Airport has enjoyed some increases in
passengers, but has seen some missed opportunities for advertising and
economic development. Bumpass said the City's tax base is sales tax
oriented. He said there needs to be a public system set up to continue
redevelopment around the Square and Dickson Street, to bring in more retail
shops for the area. Bumpass said an economic development plan should stick
to things that really pertain to City business, versus trying to solve all
the problems of private industry.
395.3 Director Hess said he would prefer to have the program within the City
organization. He said he didn't think the Chamber could come up with the
kind of money that would be needed, and could pursue "an aggressive
posture". Hess said he thought the Chamber could jointly cooperate with the
City.
395.4 Director Lancaster said he didn't think the City could ever expect the
Chamber to match the amount of money the City would put into the program
He said the City Board has always had a tendency to "want to see the full
grown chicken without buying the egg." He said "you gotta get the egg first
on faith and then grow that chicken...if he dies, then quit." Director
Bumpass said hopefully there would be some substantiation as to how
effective the program has been in showing an increase in tax revenue.
Pennington said there would not be any result in a year.
395.5 Director Bumpass asked the Board if there were any objections to the staff
showing such a program to the Board in the 1988 budget. Director Kelley
said he wouldn't object, after the staff had discussed the program with the
Chamber of Commerce.
recess at 2:45 p.m.
AUDIT MANAGEMENT LETTER
395.6 Administrative Services Director Scott Linebaugh told the Board there was
material in the agenda which was an offset of a memo originally sent to the
Board by the City Manager on November 3, which covered every point of the
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Board Budget Retreat
November 23, 1987
performance audit and the staff's activities on each point. He said the
City Manager has decided several things need to be done:
(1) To centralize Accounting for the entire City in one area;
(2) To centralize Grant Accounting for the entire City in one area;
and
(3) To get the work force in Accounting up to the level that it should
be.
Linebaugh proposed the creation of an "Internal Auditor/Grants Accountant"
to do internal audit procedures, coordination of procedures with independent
auditors, city-wide grants administration, staff training and development,
and assistance in external reporting. He said the position would take over
the responsibilities of Airport, Wastewater Treatment, and Community
Development grant accounting. He said the position would report directly to
the Administrative Services Director. Linebaugh said the position has been
needed for a long time, commenting that there have been thefts which have
occurred and continue to keep occurring (e.g., at the Animal Shelter, parks,
and swimming pool).
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396.1
396.2
Director Kelley asked about the position of "Assistant Administrative 396.3
Services Director" appearing on the organizational chart in the agenda being
out of the line of the chain of command. Linebaugh said that position would
handle day-to-day functions, but is still the responsibility of the
Assistant City Manager of the divisions. In answer to a question from
Director Martin, Linebaugh said the position did not presently exist, but
would be a new position. He said the Assistant City Manager would have the
duty of coordinating projects between the three departments, while the
Assistant Administrative Services Director would be in charge of day-to-day
operations of the Administrative Services divisions. Linebaugh said the
Administrative Services Director would be responsible for his position and
filling in for the City Manager when he is out of town.
Director Martin asked who would supervise the Finance Division. Linebaugh 396.4
said the Assistant Administrative Services Director would supervise the day-
to-day operations. He said the division heads would still go to the
Administrative Services Director on day-to-day operations. Linebaugh said
that what has happened since the City Manager was hired is that special
projects have kept him (Linebaugh) away from the day-to-day operations of
the Administrative Services Department.
Director Hess said he didn't see any reason for the title of Assistant City
Manager other then to elevate the position of Administrative Service's
Director a little bit above the other department heads. Linebaugh agreed:
Hess suggested the job description of the Administrative Services Director
simply be revised.
396.5
Director Martin said, from his standpoint, the more levels of bureaucracy 396.6
there is, the less responsive an organization is. He said he saw
Board Budget Retreat November 23, 1987
397.1 bureaucrats being layered in which will make the organization less
responsive. Linebaugh said the question was whether the City Manager has
time to spend running day-to-day operations or should he be out in public.
Lancaster commented that the performance audit recommended hiring three
department heads for the purpose of running the day-to-day operations.
Linebaugh said the study showed the organization should be set up just as
Pennington is proposing.
397.2 Marinoni asked if an existing employee could be reclassified to be the
Assistant Administrative Services Director, or if it had to be a new
position. Linebaugh said that question was still under debate.
397.3 Linebaugh spoke in response to the financial audit finding that there was
too much turnover in the Accounting Division. He said a survey was
conducted of cities known to have good Accounting Departments, and research
was done into the reasons former employees have left in the last two years.
He recommended adding new positions:
397.4 (1) Account Clerk III to work under the Accounting Supervisor in day-
to-day operations. He said the City Manager is demanding the City
achieve a CAFR (a certificate on financial statements) and a
budget award within three years. He said in order to accomplish
this the financial statements and the department will have to be
excellent. He said other responsibilities would include cash flow
and investments. He recommended a Grade 12/$16,253.
(2) To reclassify a half-time Account Clerk II to a full-time
position, to work on the audit and assist in obtaining the CAFR,
and work on grants accounting. He recommended a Grade 10/$14,453.
(3) Account Clerk I be added because of centralizing the accounting
and resulting increased workload. He recommended a Grade
8/$13,372.
397,5 In answer to a question from Director Martin, Linebaugh explained, in order
to earn a CAFR, financial statements must have a lot of statistical
information and other information. Linebaugh said earning a CAFR would help
in obtaining bond ratings.
397.6 Director Bumpass asked if any positions would be traded in the centralizing
of accounting functions. Linebaugh said some positions would be traded in
Community Development, and this will allow the Airport to do some extra
things they haven't been able to get to yet.
397.7 Lancaster asked about the results of the survey on the turnover. Linebaugh
said past employees were contacted and it was found that their reasons for
leaving was that the work load and long hours were too much. Lancaster said
the employees shouldn't have been working more than eight hours a day.
Linebaugh said that would only be true with a proper amount of staff. He
said 795 hours of overtime were worked by eight people since September.
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Board Budget Retreat November 23, 1987
Director Martin noted that the organization chart for the Accounting Program
has created additional layers of bureaucracy. Linebaugh said he and the
Accounting Supervisor have to be involved in so many special projects that
there isn't time to run the day-to-day operations properly. He said the
Account Clerk III is being added to help run the day-to-day operations.
Bumpass said the recommendations would have to be justified in the budget,
and said he hoped there would be opportunities to discontinue some
positions. He remarked that at some point there has got to be a cutback.
Linebaugh commented that the amount of time spent on special projects,
compared to a few years ago, is incredible. He said each one of them
involves a grant and/or a bond issue. He said the City can't operate the
way it is now, with the staff that it has. Bumpass asked if money should be
allocated out of the bond issues for that purpose. Kelley suggested perhaps
more clerks, and less supervisors, might be needed to get the work done.
Director Hess asked, if the majority of the additional personnel is
necessary because of special projects, if some of the positions could be
done away within the future when the projects are completed. He added that
there was proposed to be created a Project Manager as well, and asked if
some of the new positions shouldn't be under the Project Manager instead.
Linebaugh said that would not be in line with the theory of centralizing the
accounting functions. He agreed that, if the City moved away from all the
projects, there would not be the need for all the staff. Pennington
explained that Project Management would be field -oriented.
Hess asked how the staff reconciled adding new people and, at the same time
causing lower level employees on the organizational chart to be further
removed from being heard by management. Linebaugh said the only position in
that category would be the Accounting Clerk III, and he said that is the
area where the most help is needed, because the Accounting Supervisor
doesn't have time for day-to-day operations.
PERFORMANCE MEASUREMENT
398.1
398.2
398.3
Linebaugh said Kelvin Crosson, Special Projects Officer, was in charge of 398.4
the performance measurement project, and working with Burke & Associates.
Crosson reported the firm began work in November 18, holding three 1 1/2 398.5
hour sessions to orient Public Works supervisors, and beginning field data
collection activities. He said they worked with Cameo (software firm) on
interfacing with the work order system purchased from them. Crosson said
that Burke is expecting the following from the project: (1) improved
maintenance planning; (2) better maintenance strategies; (3) increased
productivity; (4) better management information; and (5) improved work
control. He said the City should expect a superior maintenance management
project. He said through the end of the year the firm will complete data
collection and begin training and crew scheduling. Crosson said he was
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Board Budget Retreat November 23, 1987
399.1 advertising for the new Research/Analyst position and this should be filled
within the next two weeks.
399.2 Crosson said Linebaugh appointed a supervisory training committee consisting
of employees from all three departments, to study management's training
needs. He said the committee has developed a plan to have a series of
training sessions and testing to begin next year. Crosson said areas to be
covered would be time management, motivation, delegation, interpersonal
skills, problem solving, leadership and management.
PUBLIC WORKS
INFRASTRUCTURE PROBLEMS & CAPITAL IMPROVEMENTS
399.3 Public Works Director Deryl Burch spoke on the City's infrastructure needs,
as reported in detail in the agenda (graphs were included showing funds
which have been spent in this area in the years from 1982 through 1987).
399.4
399.5
City Manager Pennington said there will have to be a full-blown major
package for infrastructure improvements which will have to be presented to
the public for a vote. He said the staff will be recommending, to go along
with this, a good, solid physical inventory system put in place and a
physical plan for the future.
Director Martin asked if it would be better to have had a more balanced
program Burch agreed, but recommended having utility construction two
years ahead of street construction.
399.6 Pennington said it could take more than six months to develop a good capital
improvements program He said he expected to present one to the public in
the Fall or Spring of 1989.
COMPUTER MAPPING
399.7 A film was shown, presenting a computer mapping system.
"recess at 3:45 p.m.
399.8 Bob Kelly, Assistant Public Works Maintenance Superintendent, went over a
report which had been distributed on the computer assisted mapping system
He said that equipment for the system is in the 1987 budget, with the data
base to be purchased over a three-year period, and the automated mapping
system to be an line in 1991.
399.9 City Manager Pennington said the inclusion of the City's growth area has
been discussed as a part of this project, but that its maps might be done on
a different scale.
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Board Budget Retreat November 23, 1987
SEWER MAINTENANCE AND REHABILITATION PROGRAM
Al Rukgaber, Maintenance Superintendent/Assistant Public Works Director,
reported on a sewer maintenance and rehabilitation program (included in the
agenda). It was reported that the proposal to purchase a pipeline T.V.
camera and monitoring system for sewer rehabilitation work would cost
$30,000. In order to provide all weather protection and transportation of
the equipment to off-road locations, a 4 -wheel drive enclosed van is
proposed to be purchased for $19,000.
PARKS AND RECREATION PROGRAM
Dale Clark presented the Parks and Recreation Priority List for 1988, which
was included in the agenda. Public Works Director Burch noted the two most
important items to be the acquisition of Gulley Park and the rehabilitation
of the Youth Center Pool'Building.
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Clark reported on the'top eleven projects (in order of priority):
(1) Youth Center pool renovation
(2) Gulley Park land purchase
(3) Parks maintenance additional employee for Green Thumb Program
(4) Parks maintenance additional employees for weekend work
(5) Van purchase (1/2 with Youth Center)
(6) 2 mobile two-way radios
(7) 2 four -yard sanitation trash dumpsters
(8) hot dog machine
(9) Youth Center addition
(10) Lake Fayetteville RV campsite
(11) Wilson Park resurface tennis/basketball courts
‘4UU
400.1
400.2
400.3
Clark said the estimate of $125,000 for Youth Center pool renovation has 400.4
been used for the last year, but he added that he had received a recent
estimate of $240,000.
Clark noted the Parks and Recreation Advisory Board meets twice a month and 400.5
is to be commended for their work in assisting the staff.
Clark reported an appraisal has been obtained on the proposed Gulley Park 400.6
land purchase, but said a survey and legal description are still needed.
Clark said the owner is still asking $125,000 for the property, but added it
would be to the owner's advantage if she could receive some kind of tax
credit. The Board was told the owner wishes for her home site to remain on
the property.
In answer to a question
objection to the City
executed after the next
Clark told the Board
approximately what they
from the Assistant Mayor, the Directors expressed
Manager presenting the Board with an option to
Board meeting.
no 400.7
be
that operational expenses for 1988 will be 400.8
were in 1987.
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Board Budget Retreat November 23, 1987
PUBLIC SAFETY
BOMB DISPOSAL UNIT
401.1 Public Safety Director Marty Coates presented a proposal for the purchase
a bomb disposal unit (contained in the agenda).
of
401.2 Police Chief Richard Watson said the only other bomb disposal unit in
Northwest Arkansas is in Fort Smith. He said in order to train an officer
in this field the City would have to commit to the purchase of a certain
amount of equipment.
401.3 Watson said it would be to the City's benefit to purchase a bomb disposal
unit, train an officer, and perhaps purchase another dog strictly for
explosives. Watson said the maximum cost would be $27,000 for initial
equipment purchases, but an officer would have to keep his training
continually upgraded.
401.4 Director Lancaster asked if such a program would be cost-effective.
Pennington said such a program would probably have to be regionalized if it
is to exist. Pennington said he thought the City needed to start working
with other agencies in the area to see if a cooperative effort can be made.
SPECIAL OPERATIONS TEAM (SOT)
401.5 Public Safety Director Coates told the Board one of the suburbs to the north
of Fayetteville is currently facing a lawsuit because they didn't have a
special operations team and a person was injured during an operation.
401.6 Watson said there have been a number of instances which prove the need for
the SOT. He asked the Board how they would want to be extracted from their
captors if any one of them were taken hostage. He said the department has
employees trained in hostage negotiation but not in hostage extraction.
Watson said he has sent a six -man team for basic training in special
operations. He said intermediate and advanced training is needed, but more
equipment has to be bought. He said training would be ongoing. Watson said
he'd like to increase the team to eight or ten men.
401.7 Coates said a highly trained unit is a necessity because statistics show
that 83% of hostages are injured by police officers during assault. Watson
said there were liability problems when officers are not trained.
401.8 Watson said basic training cost $150 per person, excluding lodging costs for
one week. He estimated $40,000 would cover the needed equipment and
additional training. Watson distributed a list showing the equipment
proposed to be purchased.
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Board'. Budget Retreat - November 23, 1987
CITY NURSE
Administrative Services Director Linebaugh proposed a plan for reducing the
amount of money paid out every year for workers' compensation insurance,
which is predicted to be $124,000 for this year. Linebaugh said a lot of
cities have had success in reducing premiums by hiring a staff nurse who
reviews injuries, cutting down on the number of claims. Linebaugh referred
the Directors to the duties of the nurse outlined in the agenda. He said
the position would not be full-time as a nurse, but would have other
personnel duties. He said Fort Smith has a nurse and only had a $60,000
annual premium over the last three years, due to treatment of at least 60%
of injuries by the nurse (requiring no physician bills). Linebaugh said the
nurse could administer physical examinations which will be required by law.
He said currently these cost the City $300 each time.
In answer to a question from Director Marinoni, Coates said that a nurse may
perform a physical under a doctor's direction who would not need to be
present. Director Martin asked if the staff had investigated the
possibility that the medical community might help out without the City
having to hire a full-time nurse. Martin said he thought there could be
resentment on the part of some of the physicians in the community. He asked
about the City's liability if the nurse missed something in administering a -
physical. Linebaugh said the City would be covered under tort immunity.
402.1
402.2
Coates said the city of Tulsa has such a program, with a larger staff; and 402.3
Fort Smith has been able to cut costs by using a program like this.
CITIZEN COMMITTEES
Linebaugh referred to the information in the agenda showing vacant positions
on various citizen committees, current membership on those committees, along
with background material.
402.4
Director Marinoni asked about the response from applicants. The City Clerk 402.5
told the Board that response was lighter than in the past. She added that
advertisements had been spread out over a three week period.
Director Bumpass said he hoped the Five Year Plan committees• would generate 402.6
more applications. Bumpass suggested the application deadline should be
extended beyond November 30. -
Pennington said he thought the Board might want to discuss policy questions 402.7
on this subject after the first of the year.
Director Martin suggested some consideration might be given to skills,
personality traits, and line of work of the individuals applying for
positions. He said he thought the Board should have criteria to evaluate
applicants. Bumpass suggested some thought should be given to the question
402.8
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Board Budget Retreat November 23, 1987
403.1 of longevity of service. Director Lancaster suggested the Board wait until
after the budget is approved to make the appointments.
OFFICE SPACE STORAGE
403.2 City Manager Pennington said a preliminary analysis shows the City
facilities have a space problem. He said a physical facility plan will need
to be considered.
403.3 Director Bumpass asked if any economies could be gained from the Municipal
Court being separate from the Administration Building.
AUTOMATED DEVICES
403.4 Kevin Crosson referred to the list of automated equipment in the agenda
which represents advances in many fields, including the CADD system
discussed earlier, an electronic water leak detector, a hand held electronic
meter reading device, a two card computer control system for charging out
fuel, and a Centra Com II Slave Console for the Dispatch Center.
PRIVATIZATION
403.5 The City Manager said, with the exception of Police services, there is
probably no municipal service that cannot be contracted for in the private
sector. He said the question was whether the service would be provided in
accordance with the wishes of the public. He said right now the City is
experimenting in that area by having OMI operate the sewage treatment plant.
Pennington said a good example is street paving, because the City is not in
a good position to buy new equipment for that purpose.
403.6 Pennington said serious consideration should be given to the pros and cons
of this question.
meeting adjourned at 5:35 p.m.
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