07/28/1993id ra A; Tnct, _M7
Enclosure (1)
BOP-Rn OF COUNTY COMMISSIONERS
AGENDA ITEM SUMMARY
Meeting Date: 7/2$/93 Division: County Administration
Bulk Item: Yes _ No X Department: Administration
AGENDA ITEM WORDING: Presentation of Cody & Associates, Inc.
recommended Classification, Pay Plan and Organizational/Staffing
Analysis for MCBOCC employees - Nick E. Pellegrino.
ITEM! BACKGROUND: The overall employee classification and pay plan
structure and administrative organization and staffing levels should be
the subject of a professional comprehensive and comparative analysis
every three to fix re years. The resultant report should be used to
accordingly adjust the pay plan, staffing levels and organization to
reflect the impact of inflation, changes in the job market, and
revisions to the overall mission of Monroe County government.
PREVIOUS RELEVANT BOCC ACTION: The MCBOCC commissioned the firm of Cody
& Associates, Inc. to complete a employee classification, pay plan and
organization/staffing study.
STAFF RECOMMENDATION: Approve the Cody & Associates recommendations.
TOTAL COST: UNK BUDGETED: Yes No X
APPROVED BY: County Atty _ OMB/Purch g _ Risk Management
DIVISION DIRECTOR APPROVAL:
(Signature)
Thomas W. Brown
Print Name
DOCUMENTATION: Included: X To Follow: — Not Required:
DISPOSITION: Aaenda Item #0?,V A 3
BOARD OF OOUNTY OOP' M I SS 1 ON
ORGANIZATIONAL ANALYSIS
JULY, 1993
Coctt�
INIANAGEMENT CONSULTANTS
Section
IL/
MONROE CX>UNTY
BQARll> OF O >Ur%My OOf"f" 1 1 SS 1 ON
OR QAN 1 ZAT I ONAL ANAL P S I S
Table of Contents
Page
FORWARD . . . . . . . . . . . . . . . . . . . .
1
STUDY OBJECTIVES . . . . . . . . . . . . . . . .
2
A.
OVERALL . . . . . . . . . . . . . . . . .
2
B.
ORGANIZATION. . . . . . . . . . . . . . .
2
C.
STAFFING . . . . . . . . . . . . . . . . .
4
WORK
ELEMENTS UTILIZED . . . . . . . . . . . .
5
A.
PHASE I - APPROACH . . . . . . . . . . .
5
B.
PHASE II - STAFF ANALYSIS . . . . . . . .
6
C.
PHASE III - REPORT PREPARATION . . . . . .
7
OVERALL ORGANIZATION AND STAFFING . . . . . . .
8
A.
DISCUSSION . . . . . . .
8
B.
OVERALL COUNTY ORGANIZATION . . . . .
8
C.
OVERALL STAFFING COMPARISONS . . . . . . .
10
D.
NUMBER OF TOP AND MID -LEVEL MANAGERS
12
E .
CONCLUSIONS . . . . . . . . . . . . .
12
F.
RECOMMENDATIONS . . . . . . . . . . . . .
13
CHART #1 - PRESENT COUNTY ORGANIZATION
CHART #2 - PROPOSED COUNTY ORGANIZATION
MANAGEMENT SERVICES DIVISION . . . . . . . . .
14
A.
DISCUSSION . . . . . . . . . . . . . . . .
14
B.
RECOMMENDATIONS - ORGANIZATION . . . . . .
14
C.
RECOMMENDATIONS - STAFFING . . . . . . . .
15
1. Risk Management Section . . . . .
15
2. Safety Section . . . . . . . .
15
3. Information Systems Department
16
D.
RECOMMENDATIONS - STAFFING . . . . . .
17
E.
RECOMMENDATIONS - ORGANIZATION . . . . . .
18
CHART #3 - PRESENT MANAGEMENT SUPPORT SERVICE
DIVISION
CHART
#4 - PROPOSED MANAGEMENT SUPPORT SERVICE
DIVISION
Section
V
VI
VI
om
IX
ENVIRONMENTAL MANAGEMENT DIVISION
A. DISCUSSION
B. RECOMMENDATIONS - ORGANIZATION AND STAFFING
PUBLIC SAFETY DIVISION . . . . . . . . . . . .
A. DISCUSSION . . . . . . .
B. RECOMMENDATIONS - ORGANIZATION . . . . . .
CHART #5 - PRESENT PUBLIC SAFETY DIVISION
CHART #6 - PROPOSED PUBLIC SAFETY DIVISION
COMMUNITY SERVICES DIVISION . . . . . . . . . .
A. DISCUSSION . . . . . . . .
B. RECOMMENDATIONS - ORGANIZATION . . . . . .
C. RECOMMENDATIONS - STAFFING . . . . . . . .
CHART #7 - PRESENT COMMUNITY SERVICES DIVISION
CHART #8 - PROPOSED COMMUNITY SERVICES DIVISION
GROWTH MANAGEMENT DIVISION . . . . . . . . . .
A. DISCUSSION . . . . . . . . . .
B. RECOMMENDATIONS - ORGANIZATION . . . . . .
C. RECOMMENDATIONS - STAFFING . . . . . . . .
PUBLIC WORKS DIVISION . . . . . . . . . . . . .
A. DISCUSSION . . . . . . . . .
B. RECOMMENDATIONS - ORGANIZATION . . . . . .
C. RECOMMENDATIONS - STAFFING . . . . . . . .
1. Central Garage . . . . . . . . . . .
2. Facilities Maintenance . . . . . . .
CHART #9 - PRESENT AND PROPOSED PUBLIC WORKS
DIVISION
Page
20
20
20
21
21
22
24
24
24
26
28
28
28
29
31
31
31
32
32
32
FOR WAkRO
Since our organizational and staffing analysis study of the County
in 1990 there have been some program and service changes, re-
organizations, expansions, and deletions. This analysis will
review these changes and the overall organizational structure in
relationship to its ability to meet both the present and future
needs of Monroe County.
Since the County is in the process of changing the Chief Executive
Officer (County Administrator), implementation of any organization-
al changes should be held in abeyance until the new C.E.O. has time
to review and comment on them. Every C.E.O. has his or her own
management style. This particular style not only dictates how they
manage but also impacts the overall organizational structure and
design they manage in, how key managerial people are utilized; and,
what organizational goals and operational priorities will be
emphasized.
We analyzed the staffing needs of the County using acceptable
recognized methods and approaches while considering and weighing
national, State, regional, and County forecasts, trends and
economic conditions. Our analysis focused upon what staffing level
is needed to provide the essential services to the taxpayers and to
continue other services and programs already in existence.
1
sTUMV O1.AE4=-r 1yEs
A . OVERALL
1. Recommend changes in the organization and/or staffing
levels in an effort to improve the overall efficiency and
effectiveness of the operation
2. Establish an organizational structure and staffing level
tailored to the needs of thA Countv and in accordance
with well established standards and oractices.
6 . ORGANIZATION
1. Recommend an organizational structure and process
tailored to the needs of the County which is capable of
delivering the essential services to the taxpayers of
Monroe County.
2. Establish the structure so that the decision making
process within the department will be clearly defined.
3. Recommend a structure which will achieve better communi-
cation and coordination between and within the depart-
ments.
2
4. Recommend a structure which assures that every necessary
function required for the efficient operation of each
department will be assigned to a specific unit of the
department.
5. Recommend a structure where the number of management
personnel reporting to the unit heads will be limited to
those that can be effectively coordinated, evaluated and
directed. (Span of Control)
6. Establish lines of communication within the management
structure to clarify line and staff channels.
7. Assign management authority and responsibility as near as
practical to the "point of action".
8. Recommend procedures whereby each member of the unit
knows to whom they report and what the lines of authority
are.
9. Insure that the manager who delegates responsibilities
and authority still retains the overall accountability
for the functions delegated.
3
C. STAFFING
N
q
4.
Determine whether the County is staffed properly
(over/under).
Eliminate over -lapping management functions, procedures
and authorities.
Reduce or consolidate unnecessary functions and opera-
tions.
Insure the proper staffing levels are present to deliver
services to the public.
4
WC>R G aL-a am-ra VT ! L i ZaD
A. PHASE I - APPROACH
1. Our staff conducted an assembled meeting of division
heads, department heads, supervisors, and key personnel
to explain the objectives, goals and approach to the
study. Cooperation was requested and questions answered
at this meeting.
2. Division heads and supervisors were requested to submit
an outline of their position duties, program responsibil-
ities services and functions of their unit, new services
provided, growth over the past three (3) Years, and new
positions added.
3. Our staff reviewed the existing programs and services of
the County.
4. Our staff also reviewed County growth projections,
proposed programs and services for the next fiscal year.
5. we studied existing administrative procedures, policies,
organizational structures, and functions.
5
• a � � Yes Were
vm. ,
7ng this
diYlsion head%se of the study y we talked
PygsE other key organization d with every
SrAF/� a l People.
ANq4 Ys( S
Management and su
peryisory Aersonnel Wer
6 e contacted and
6. An on-the-job analysis was conducted in each of the
divisions and departments.
7. Our staff studied functions, operations and procedures of
each of the units. Organizational lines of authority and
communications of each unit in the County structure was
analyzed. Spans of authority were also analyzed.
8. We studied statistical data that encompasses regional and
statewide norms for agencies providing similar services,
when appropriate.
9. Consultant identified initial organizational areas which
could be improved through consolidation, homogenized
groupings, clear reporting lines, centralization (or
decentralization), etc.
10. Recommendations and/or organizational alternatives were
discussed with management.
11. During this phase of the study we talked with every
division head and other key organizational people.
B. PHASE I I - STAFF ANALYSIS
1. Management and supervisory personnel were contacted and
6
their operational responsibilities discussed along with
their staffing and manpower situations.
2. All employees completed job questionnaires, which
detailed their duties, responsibilities and tasks
performed. (Enclosure 1)
3. Consultant analyzed the staffing patterns which presently
exist and evaluated their adequacy for the short and long
term. Some of the factors which were studied were:
relation of supervisors and managers to job responsibiIi
ties; work load; and subordinates supervised
4. Consultant analyzed management and supervisor manpower
needs for the present and future period.
5. We studied statistical data that included Counties of
similar organization size and service levels throughout
Florida.
C. PHASE 111 - REPORT PREPARATION
A final report covering all our recommendations, conclusions
and observations has been prepared.
7
OVERALL ORGAN 1 ZAT 1 ON ANp STAFF 1 NO
A. DISCUSSION
Monroe Countys' population has increased approximately ten
percent (10%) since our last study in 1990. This figure only
reflects the census Population figure and does not include the
large number of daily visitors and seasonal residents who
impact the service levels that the County actually has to
provide. This combined with the physical area (length) the
County has to serve and its' unique environmental concerns,
bestows Monroe County with many different situations and
problems most other Counties in the State do not experience.
6 . OVERALL COUNTY ORGANIZATION
The present organizational structure of the County is shown on
CHART #1. This structure is typical to mid and large size
County organizations.
There are presently five (5) Division Heads plus the Public
Information, Veterans Services, Safety, and Upper Keys Health
Care Taxing District units reporting directly to the County
Administrator. In addition to these, since the Management
Service Division Directors position is no longer filled, all
8
departments in this Division - HUMAN RESOURCES (including RISK
MANAGEMENT), PURCHASING, OFFICE OF MANAGEMENT AND BUDGET,
INFORMATION SYSTEMS and GRANT MANAGEMENT - are also reporting
directly to the County Administrator. This makes a total of
fourteen (14) managers reporting directly to the C.E.O. By
all standards this is far too many. To compound this situa-
tion, the County Administrator has no direct management
assistance and only receives administrative support from his
secretarial staff. With this many managers reporting directly
to the C.E.O. on a daily basis we find it difficult to
understand how he has the time to do all the things that this
demanding position calls for.
RECOMMENDATIONS
1. Re-establish the MANAGEMENT SERVICES DIVISION DIRECTOR's
Position; OR,
2. Create an ADMINISTRATIVE ASSISTANT TO THE COUNTY ADM I N I S-
TRATOR's position. This would be a Bachelor degreed
Position (Business or Public Administration) and would
handle: various special projects; coordinate efforts
between and with the various divisions; represent the
County Administrator at various meetings and events (as
directed); and, generally relieve the Administrator from
dealing with many of the routine and re -occurring
9
problems and matters which tend to occupy a great deal of
his time. This position could also serve a duel capacity
and direct the MANAGEMENT SERVICES DIVISION departments
and activities.
3. We are recommending the VETERANS AFFAIRS DEPARTMENT
report directly to the COMMUNITY SERVICES DIVISION
DIRECTOR. As we indicated previously it now reports
directly to the County Administrator.
4. Realign the SAFETY DEPARTMENT reporting from the County
Administrator to the MANAGEMENT SERVICES DIVISION.
5. Have the UPPER KEYS HEALTH CARE TAXING DISTRICT report to
the PUBLIC SAFETY DIVISION DIRECTOR. This is a natural
"fit" organizationally and complements the Public Safety
Divisions' mission and goals.
C. OVERALL STAFFING COMPARISONS
When conducting an overall analysis of the entire organiza-
tion, the results produce general parameters in which to make
comparisons and draw informed conclusions. In making compari-
sons with other Counties in the State we considered the many
variables and conditions that differed from County to County.
As we stated earlier, Monroe County has many unique problems
10
and needs that other Counties do not have. On the other hand
other Counties may have specific needs and priorities which do
not match those found in Monroe County.
With this in mind, we used standard common denominators (pop-
ulation and total general revenue) in making our comparisons,
similar to what we did in our previous study.
1. POPULATION
Counties with a population of 65,000 to 95,000. Average
number of full time equivalent em to ees FTE is 500.
2. TOTAL REVENUE
Counties with revenues of 65,000,000 to 100,000,000.
Average number of full time equivalent employees of 510+.
Monroe County's full time equivalent employees equals
4951.
Because of fiscal constraints that most counties in the
State have experienced over the past two to three years
we found the actual number of full time employees in
these Counties has decreased slightly. According to the
1 Grant funded positions excluded.
11
information and forecasts we have reviewed we feel this
downsizing trend is beginning to stabilize. However,
there are no immediate indications that the employment
figures are returning to their previous levels. Most
governmental agencies are still playing it very conserva-
tively and are continuing to re-evaluate the services
they are providing to determine whether they will be
affordable in the future.
D . NUMBER OF TOP AND MID -LEVEL MANAGERS
Monroe County has a ratio of one (1) manager (top - mid -level)
for every nineteen (19) employees (includes all positions).
This has not changed since our 1990 report. Statewide
averages in other Counties have decreases slightly to one (1)
manager to every eighteen (18) employees (1:17 in 1990).
E. CONCLUSIONS
Based upon this general comparison, Monroe County's staffing
levels fall within the norm for total number of full time
employees, and ratio of key managers to employees. In the
upcoming sections we analyzed each division separately. This
analysis was based upon the work load (man hours) available
and man hours needed to complete their stated missions.
12
F. RECOMMENDATIONS
1. Modify the overall organizational structure as indicated
i n CHART #2.
A recap of the changes recommended are:
a. SAFETY - transfer to MANAGEMENT SERVICES DIVISION.
b. VETERANS AFFAIRS - transfer to COMMUNITY SERVICES
DIVISION.
C. UPPER KEY HEALTH CARE TAXING DISTRICT - transfer to
PUBLIC SAFETY DIVISION.
d. MANAGEMENT SERVICES DIVISION DIRECTOR or ADMINIS-
TRATIVE ASSISTANT TO THE COUNTY ADMINISTRATOR
Position be added.
13
IMONROE COUNTY
BOARD OF' COUNTY COMMISSIONERS
1_
COUNTY
ATTORNEY
PUBLIC VETERANS
INFORMATION AFFAIRS
ENVIRON-
MENTAL
MGT. DIV.
RECYCLING
MANAGEMENT
SERVICES
DIVISION
[HUMAN
ESOURCES
GRANTS
MANAGEMENT
INFORMATION
SYSTEMS
OFFICE OF
MANAGEMENT
ND BUDGET
PURCHASING
COUNTY
ADMINISTRATOR
PUBLIC
SAFETY
DIVISION
EMERGENCY
MEDICAL
SERVICES
EMERGENCY
MANAGEMENT
OFFICE OF
FIRE
MARSHAL
COMMUNICA-
TIONS
TRANSLATOR
SAFETY
I
COMMUNITY
SERVICES
DIVISION
CODE
ENFORCE-
MENT
AIRPORT
SERVICES
SOCIAL
SERVICES
LIBRARY
SERVICES
EXTENSION
SERVICES
J.T.P.A.
PRESENT
ORGAN 1 ZA T ! ON
TOURIST
DEVELOPMENT
COUNCIL
LAND
AUTHORITY
UPPER KEYS
HEALTH CARE
TAXING DIST.
GROWTH
PUBLIC
MANAGEMENT
WORKS
DIVISION
DIVISION
ENVIRON-
PUBLIC
MENTAL
FACILITIES
RESOURCES
MAINTENANCE
MARINE
CENTRAL
RESOURCES
SERVICES
BUILDING
ROADS AND
BRIDGES
PLANNING
AND DE-
ENGINEERING
VELOPMENT
REVIEW
CHART # 1
PROPOSED
ORGANIZATION N
MONROE COUNTY
BOARD OF COUNTY COMMISSIONERS
-I-
COUNTY COUNTY TOURIST LAND
ATTORNEY ADMINISTRATOR DEVELOPMENT1 [AUTHORITY
COUNCIL
ADMINISTRATIVE ASSISTANT PUBLIC INFORMATION
TO THE COUNTY ADMINISTRATOR
ENVIRON-
MENTAL
MGT. DIV.
RECYCLING
MANAGEMENT
SERVICES
DIVISION
AN
RESOURCES
GRANTS
MANAGEMENT
INFORMATION
SYSTEMS
OFFICE OF
MANAGEMENT
AND BUDGET
PURCHASING
SAFETY
PUBLIC
SAFETY
DIVISION
EMERGENCY
MEDICAL
SERVICES
EMERGENCY
MANAGEMENT
OFFICE OF
FIRE
MARSHAL
COMMUNICA-
TIONS
TRANSLATOR
UPPER KEYS
HEALTH
CARE TAX-
ING DIST.
I
COMMUNITY
SERVICES
DIVISION
CODE
ENFORCE-
MENT
E
ORT
ICES
SOCIAL
SERVICES
LIBRARY
SERVICES
EXTENSION
SERVICES
J.T.P.A.
VETERANS
AFFAIRS
GROWTH
MANAGEMENT
DIVISION
E
IRON-
NTALOURCES
MARINE
RESOURCES
BUILDING
PLANNING
AND DE-
VELOPMENT
REVIEW
PUBLIC
WORKS
DIVISION
PUBLIC
FACILITIES
MAINTENANCE
CENTRAL
SERVICES
ROADS AND
BRIDGES
ENGINEERING
CHART #2
IV
P'1ANAiOEME1VT SERV 1 CES p I V 1 S 1 OM
A. DISCUSSION
This Division is made up of support units which serve the
other Divisions and Departments. The present grouping
includes: HUMAN RESOURCES AND RISK MANAGEMENT; PURCHASING;
OFFICE OF MANAGEMENT AND BUDGET; INFORMATION SYSTEMS; and,
GRANTS MANAGEMENT. (CHART #3)
B. RECOMMENDATIONS (ORGANIZATION)
1. Transfer SAFETY from reporting directly to the County
Administrator to MANAGEMENT SERVICES DIVISION. ( CHART #4)
2. The County should consider, in the future, as this
section expands and employee needs increase, to estab-
lishing a RISK MANAGEMENT DEPARTMENT separate from Human
Resources. This department would include all insurance:
Worker's Compensation, Liability, Health/Accident
Insurance. The SAFETY section could function as an
integral part of a RISK MANAGEMENT DEPARTMENT since risk
management encompasses both administration and prevention
activities. It is quite common to find SAFETY included
as a part of Risk Management.
14
C. RECOMMENDATIONS (STAFFING)
1. RISK MANAGEMENT SECTION
The work load in this area has increased steadily over
the last few years. Health insurance claims number
approximately 300 per month which is up significantly
since 1990. Based upon our analysis the number of man
hours available to perform the current work load is
approximately 1700 - 1930 hours short. This amounts to
a additional person needed to support this work effort.
We are recommending this.
2. SAFETY SECTION
This section is presently composed of two (2) employees -
the Safety Director and an Office Assistant. The
additional duty of Hurricane Shelter Coordinator and the
normal evolution of this relatively new department makes
the addition of a new position of Loss Control Specialist
feasible and we are recommending this.
15
3. INFORMATION SYSTEMS DEPARTMENT
At the present time this department is made up of a
conglomerate of sections, some related and others not.
This unit includes: Data Processing; Multi Media;
Telecommunications; GIS; Training; Mail/Copy Room;
Courier Service; and, County Switchboard activities. We
feel strongly that information systems is a key element
to the success of any organization, large or small, and
should be well organized, defined, focused, and operating
according to well thought out plans, goals and objec-
tives.
Since we last analyzed this department there has been
substantial progress and advancements. This department
has been successful in taking the County into the infor-
mation system age. The current technical staff is made
up of talented people and all efforts should be made to
retain them for the future.
We are recommending that a detailed and comprehensive
long range plan (goals and objectives) be developed to
chart the course of this department, based upon the
Present and future needs of the County government. We
can not emphasis enough that planning is the key ingredi-
16
ent to the success of a cost efficient and effective
information system operation.
D. RECOMMENDATIONS - STAFFING
1• We are recommending two (2) additional clerical support
Positions be added to the INFORMATION SYSTEMS DEPARTMENT.
The present clerical staff cannot support the current
work load. This forces the high level technical and
professional personnel to perform routine clerical work.
This is not cost effective and wast a valuable time. We
estimate, based upon our analysis, that an additional
2,500-2,800 clerical support man hours are needed.
2. The County should consider developing a position (GIS
Project Coordinator) to coordinate all GIS projects,
plans and equipment involved in the development of a
comprehensive County -wide GIS program. This person would
coordinate all GIS activities with other agencies
involved (City; Aqueduct Authority; City Electric;
Property Appraiser; Sheriff; etc.) and have the authority
to make appropriate decisions. This individual and
support staff could organizationally be structured as a
separate reporting unit to the County Administrator or
his designee, or remain a part of the INFORMATION SYSTEMS
DEPARTMENT.
17
E . RECOMMENDA T ONS - ORGANIZATION
1. Have the COURIER SERVICE, COUNTY SWITCHBOARD, and
MAIL/COPY ROOM activities report directly to the PURCHAS-
ING DEPARTMENT. The primary reason for including the
COURIER SERVICE and MAIL/COPY ROOM activities under the
Purchasing Department is the location of the facilities
in reference to each other.
We feel the Purchasing Director should be able to absorb
the additional supervisory requirements and may even be
able to gain some support time for purchasing through
coordinating and restructuring the new added units.
Transferring the SWITCHBOARD activities to Purchasing is
a "stretch", but we feel it is the lesser of two evils.
Again, this should not involve a great deal of additional
time and/or effort on Purchasing since this unit is
small, runs efficiently, and is independent.
2. Transfer the EMPLOYEE ORIENTATION/TRAINING efforts from
the INFORMATION SYSTEM DIRECTORS position to the HUMAN
RESOURCES DEPARTMENT. New employee orientation is a
normal function of Human Resources and should be in this
Department. This would free up valuable time of the
Information Systems Director.
18
These actions would focus the INFORMATION SYSTEMS DEPART-
MENT'S remaining activities and functions directly toward the
data processing and information systems area.
19
HUMAN
RESOURCES
DEPARTMENT
Personnel
Services
Risk Man-
agement
Employees
Benefits
Training
and
Develop-
ment
MANAGEMENT SUPPORT SERVICES DIVISION
PURCHASING OFFICE OF
DEPARTMENT MANAGEMENT
AND BUDGET
—il
MONROE COUNTY
PRESENT
ORGANIZATION
INFORMATION
SERVICES
(DATA
PROCESSING)
Switch-
board
Section
Mail/Copy
Room
Courier
Service
4=W-L ►RT 4oi3
MONROE COUNTY
PROPOSED
ORGANIZATION
MANAGEMENT SUPPORT SERVICES DIVISION
HUMAN PURCHASING SAFETY
RESOURCES DEPARTMENT DEPART -
DEPARTMENT MENT
Personnel) j� Switchboard
Services section
Risk Man -I N Mail/Copy
agement Room
Employeesl {Courier
Benefits (Service
Training
and
Develop-
ment
OFFICE OF
MANAGEMENT
AND BUDGET
INFORMATION
SERVICES
(DATA
PROCESSING)
CHART 4"
V
ENV 1 RONI" IENTAL r-t^. ENT r> I V 1 S! ON
A. DISCUSSION
This is a developing Division with three (3) primary func-
tions: Waste Disposal, Collection and Recycling. Changes in
the man power needs will have to be addressed from time -to -
time to accommodate the new programs underway (Controlled Drop
Off Sites; Composing Location; Waste Transfer/Disposal, etc.)
B. RECOMMENDATIONS - ORGANIZATION AND STAFFING
No changes recommended at this time.
20
U
PVBL I C a^v= ETY r> I V i S l ON
A. DISCUSSION
This Division provides Fire Suppression, Inspection, Preven-
tion, and Emergency Medical Services for the citizens of
Monroe County. Fire Suppression activities and man power
relies heavily on the ten (10) individual Volunteer Depart-
ments throughout the Middle and Upper Keys. Emergency Medical
Services and Fire Inspection is provided for by full time
County employees.
The present organizational structure (CHART #5) depicts the
Fire Suppression and Inspection activities under the direct
supervision of the Fire Marshal. The Emergency Medical
Services Director's position is presently being filled by the
PUBLIC SAFETY DIVISION DIRECTOR. The FIRE RESCUE DIRECTOR and
21
S.
three (3) Technician positions were abolished in the past few
years. One position of COMMUNICATIONS DIRECTOR has been
added.
RECOMMENDATIONS - ORGANIZATION
1. Establish a FIRE SERVICE ADMINISTRATOR's position which
would coordinate the overall Fire Suppression (volunteer)
pro -grams with the ten (10) Volunteer Fire Department
Chiefs, and oversee the fire inspection and prevention
program through the Fire Marshal. This would afford the
ten (10) Volunteer Fire Departments more individualized
direct support from an administrator and provide for more
effective coordination of the suppression, inspection and
training functions. it would also allow the Fire Mar-
sha i's office more time to devote to their primary
mission.
22
2
3.
Transfer the Upper Keys Health Care Taxing District
reporting to the Public Safety Division Director. This
would provide for more direction and assistance to this
unit and would group together "like" County services.
Paramedics which were interviewed by the consultant
expressed what they felt was a problem concerning the
rotation of Paramedics every three (3) months between
different stations. They indicated this has caused
increased travel and other problems.
The County might want to consider modifying this rotation
system. An alternative would be to have the rotation
based upon individual seniority. This would give longer
term employees more chance in getting the station they
desire. This is a common practice found in most depart-
ments.
23
FIRE
MARSHAL
OFFICE
FIRE
INSPECTIONS
VOLUNTEER
FIRE
RESCUE
MONROE COUNTY
PRESENT
ORGANIZATION
PUBLIC SAFETY DIVISION
EMERGENCY
EMERGENCY
EMERGENCY
MANAGE-
COMMUNICA-
MEDICAL
JTRANS-
LATOR
MENT
TIONS
SERVICES
BOARD
MAINTEN- OPERATIONS
ANCE
REPAIR
BILLING AND
COLLECTION
EQUIPMENT &
SUPPLIES
C'A�T 4W5
n
MONROE COUNTY
PROPOSED
ORGANIZATION
PUBLIC SAFETY DIVISION
FIRE EMERGENCY EMERGENCY EMERGENCY TRANS- UPPER
SERVICES MANAGE- COMMUNICA- MEDICAL LATOR KEYS
AND ADM. MENT TIONS SERVICES BOARD HEALTH
CARE
FIRE NG
MAINTEN- OPERATIONS TAXTAXI
MARSHALS ANCE
OFFICE REPAIR
BILLING AND
VOLUNTEER COLLECTION
FIRE/
RESCUE
EQUIPMENT &
SUPPLIES
Caf 7- A6
VI
gnt!91UNITY SERVICES IDIVISION
A. DISCUSSION
The present organization is made up of six (6) departments:
AIRPORT, LIBRARY, SOCIAL SERVICES, CODE ENFORCEMENT, J.T.P.A.,
and EXTENSION SERVICES. Each department reports to the
Division Director. (CHART #6)
B. RECOMMENDATIONS - ORGANIZATION
1. As we had recommended in our study in 1990 we are again
recommending that VETERANS SERVICES (aresently resorting
to the County Administrator) be transferred into this
Division. We feel there is no organizational reason for
this department to report directly to the Administrator
and it definitely fits well with the Community Services
24
concept and definition.
2. The present location of the CODE ENFORCEMENT DEPARTMENT
is not typical to most Counties or other governmental
operations we know of. This department is usually
grouped with other code inspection units in order to
afford greater cross utilization of manpower and facili-
ties.
As we mentioned in our last report the expertise of the
Community Services Division Director in the code enforce-
ment field makes it a good argument to retain it in this
Division. If this situation should change in the future
the County should consider relocating the Code Enforce-
ment Department to the GROWTH MANAGEMENT DIVISION.
3. We are recommending consolidating functions of AIRPORT
SECURITY and FIRE RESCUE under the Airport Security
25
Supervisor and retitle this position to AIRPORT OPERA-
TIONS MANAGER. This would provide greater supervisory
control of security and fire rescue activities without
adding any new supervisors or personnel.
C. RECOMMENDATIONS - STAFFING
1. Add one (1) more CODE ENFORCEMENT INSPECTOR to the Code
Enforcement Department. At the present time there are
six (6) Inspectors who have to cover an average of 100+
square miles each. The Code Enforcement laws are
becoming tougher and the public expects faster response
time in answering code complaints. This added position
will pay for itself within a short period of time through
the revenues collected from new code violations.
2. Presently there is one (1) position in EXTENSION SERVICES
(Marine Projects Coordinator/Staff Assistant II) that has
26
two (2) distinctly different levels of responsibilities.
One responsibility is the Marine projects area which
coordinates marine debris clean-ups between various
agencies and community organizations; promotes commercial
fishing vessel safety; and, assists in other sea grant
marine activities (excluding educational functions). The
second function is performing secretarial duties for the
Extension Director and department.
We are recommending that this position be separated into
(1) MARINE PROJECTS COORDINATOR, and (2) a STAFF ASSIS-
TANT II. They both have full time responsibilities and
are very essential to the Extension Services Operations.
3. No other changes are recommended at this time.
27
MONROE COUNTY
PRESENT
ORGANIZATION
COMMUNITY SERVICES DIVISION
AIRPORTS I ILIBRRY So,L CODE —
SERVIAI j
CES SERVACES I (ENFORCEMENT J.T.P.A.
FIRE
RESCUE
EXTENSION
COORDINATOR
!ELFA L EXTENSION
SERVICES
Upper
TRANS -
SECURITY
Keys
PORTA-
TION
Middle
MARATHON
Keys
AIRPORT
IN -HOME
SERVICE
LOWER KEYS
SCSEP
BAYSHORE
MANOR
NUTRITION
C-Z 4 T W 7
N
MONROE COUNTY
LPROPOSED
RGANIZATION
COMMUNITY SERVICES DIVISION
AIRPORTS I
LIBRISERVICESARY I ISOCIAL
SERVICES I ( CODE
ENFORCEMENT
FIRE � IONSI
OPERATIONSI COORDSINATORI WELFARE HSERVICESON
EXTE
Fire
Upper
TRANS -
Keys
PORTA- AFFAIRS
TION
[Security:it
Middle
Keys
IN -HOME
MARATHON
SERVICE J.T.P.A.
AIRPORT
LOWER KEY7S
SCSEP
BAYSHORE
MANOR
NUTRITION
CAI 7- #8
VIII
aROM/T'H r-Uk C#Ef`7EHT' p 1 Y I S I ON
A. DISCUSSION
The Growth Management Division is made up of four (4) major
units: BUILDING INSPECTION; PLANNING AND DEVELOPMENT REVIEW;
ENVIRONMENTAL RESOURCES; and, MARINE RESOURCES. The staffing
level for this Division has decreased by fourteen (14) people
in the last three (3) years (81 in 1990 to 67 in 1993).
However, the work load has increased in most departments.
B. RECOMMENDATIONS - ORGANIZATION
We are not recommending any organizational changes at this
time.
28
C. RECOMMENDATIONS - STAFFING
2
We are recommending one ( 1 ) additional BUILDING INSPECTOR
Position for the Building Department. The number of
inspections has increased from 14,000 in 1989-90 to
30,785 in 1991-92. During this same period one inspec-
tors' position had been abolished. Presently each in-
spector is performing an average of approximately thir-
teen (13) inspections per day. The industry standard is
approximately nine (9) inspections per day per inspector.
With the addition of new code requirements, the inspec-
tion requirements will continue to increase, enough -
though building may still be slow.
Two (2) additional positions are recommended for the
PLANNING AND DEVELOPMENT REVIEW DEPARTMENT. These are
one (1) Transportation Planner and one (1) Senior
Comprehensive Planner. The sole purpose of these
29
3.
Positions would be to help implement the comprehensive
plan, when approved. The largest volume of work occurs
after (implementation phase) the comprehensive plan is
approved. In the County's case the implementation work
load will far exceeds what it took to development the
comprehensive plan.
The MARINE RESOURCES DEPARTMENT needs part-time clerical
support since no clerical support exists now in this
section. The Director of Marine Resources is doing his
own clerical work which is not cost effective. A new
clerical position doesn't necessarily have to be added if
Part-time clerical support can be "borrowed" from another
GROWTH MANAGEMENT DIVISION department. This should be
considered.
01]
Ix
PUBL I C WORKS M 1 N/ I S I ON
A. DISCUSSION
The present organizational structure (CHART #9) is made up of
four (4) major departments: ROAD & BRIDGES, PUBLIC FACILITIES
MAINTENANCE, CENTRAL GARAGE SERVICES, and ENGINEERING. This
division's mission has not changed much over the years and
its' organizationally structure is sound. The County has
added new facilities throughout the Keys. There is a new
jail to maintain, and the number of vehicles the Central
Garage has to maintain and repair has steadily increased.
B. RECOMMENDATIONS - ORGANIZATION
1. We are recommending the consolidation of all heavy
construction equipment in the ROAD AND BRIDGE DEPARTMENT
in Marathon. This would enable better utilization and
maintenance of this equipment.
2. ROAD & BRIDGES is presently going through the process of
abolishing four (4) positions: one (1) Heavy Equipment
Operator, one (1) Equipment Operator, one (1) Maintenance
Worker, and one (1) Office Assistant. These positions
are all vacant and the Road & Bridges Department through
31
re -organization will be deleting them. We concur with
this action.
C. RECOMMENDATION - STAFFING
1. CENTRAL GARAGE
Add one ( 1 ) MECHANIC, one ( 1 ) SERVICE TECHNICIAN, and one
(1) MAINTENANCE MECHANIC in Marathon Garage (new facili-
ty) and one (1) SERVICE TECHNICIAN and one (1) MAINTE-
NANCE MECHANIC for Plantation Key.
With the on -going program of the Garage having to main-
tain a greater number of vehicles and equipment each year
the number of mechanics and support people will also have
to increase proportionately.
2. FACILITIES MAINTENANCE
Add two (2) CARPENTERS and two (2) ELECTRICIAN MAINTE-
NANCE TECHNICIANS. These positions are needed due to the
increased facilities added in the Marathon and Plantation
Key areas. The present man hours now available for
maintenance and repair activities in both areas are short
of what is needed to accomplish the work. What is and
will continue to occur in these areas is a backlog of
32
work with the higher priority items attended to f i rst and
others accomplished as they can get to them.
3. The County should consider re -instating the policy of
having specific employees take home their work vehicles.
These employees should, however, be restricted to those
who might be ca 1 1 ed out after work hours to attend to
emergency repair situation for the County. The employees
who are ca 1 1 ed out now have to dr i ve to the Road & Br i dge
compound, pick up their vehicle, and then respond to the
emergency. This sequence is repeated when the job iiss J
completed. If the employee could respond from pl "
residence, a reduction in overtime would occur and the
response time would improve significantly.
33
PUBLIC WORKS DIVISION
ROADS PUBLIC
AND FACILITIES
BRIDGES MAINTENANCE
UPPER I HOPERATIONS
KEYS SUPERINTENDENT
MIDDLE I UPPER KEYS
KEYS Ij-
LOWER
KEYS
MIDDLE KEYS
LOWER KEYS
CARD
SOUND
KEYS PARK/BEACH
MAINTENANCE
ANIMAL CONTROL
CENTRAL
GARAGE
SERVICES
MONROE COUNTY
PRESENT AND
PROPOSED
ORGANIZATION
ENGINEERING
G'-Ii 7- W9
E
N
C
L
0
S
u
R
E
S
Cody C:7gJ1oc'atF-s
MANAGEMENT CONSULTANTS
POSITION DESCRIPTION OU E S T I ON N A I R E
This form will provide you with the opportunity to describe the kind of work you presently perform. The information will be
suppleuuted by discussions with supervisors ud in some cases by interviews with employees at work locations.
PART I: TO BE COMPLETED BY THE EMPLOYEE
1.NAME:
(Last) (first) (Middle Initial)
2. OFFICIAL JOB TITLE: 3. PAY GRADE
4. DEPT: 5. DIV:
6. IMMEDIATE SUPERVISOR:
(Name)
(Title)
7. GENERAL DESCRIPTION: (Summarize The Major Duties Of Your Job)
8. ESSENTIAL JOB FUNCTIONS: (List only those fundamental job duties and not those that are marginal or
secondary. The time spent on each function should be expressed in percentage or fractions of the week, month or year.)
TIME SPLIT
MC
9. ESSENTIAL PHYSICAL SKILLS
CHECK THE BLOCKS TO SHOW THE TYPES OF PHYSICAL SKILLS REQUIRED TO PERFORM THE ESSENTIAL
JOB FUNCTIONS AND HOW FREQUENTLY THEY OCCUR DURING THE WORK WEEK.
CODE: CONSTANT: More than 80% (6 1/2 hours or more per 8 hour day.)
VERY FREQUENT: 51%-79% (41/2 - 6 hours per 8 hour day.)
FREQUENT: 21%-50% (2 1/2 - 4 hours per 8 hour day.)
OCCASIONAL: 6%-20% (1 - 2 hours per 8 hour day.)
RARELY: 0%-5% (Less than 1 hour per 8 hour day.)
TYPE OF PHYSICAL SKILLS
CONSTANT
VERY
FREQUENT
FREQUENT
OCCASIONAL
RARELY
Heavy lifting 45 pounds and over
Moderate lifting 15 to 44pounds)
Light lifting under 15pounds)
Heavy carrying 45 pounds and over
Moderate carrying 15 to 44pounds)
Light carrying under 15pounds)
Reaching above shoulder
Use of fin ers
Both hands required
Climbin use of and arms
-legs
Climbing (legs only)
Good near vision
Good distant vision
Both eyes required
Depth perception
Distinguishing basic colors
Distinguishing shades of colors
Good hearing with hearing aid
Good hearing without hearing aid
Straight Pulling
Pulling hand over hand
Pushing
Walking
Standing
Crawlin
Kneeling
Bending
Balancing
Smellin
Tasting
Stooping
Jumping
Running
Throwin
Driving cars small vans ick-u s etc
Driving and operating (heavy a ui -
ment trucks etc.
OTHER List below
-------------
MOZ
10. ENVIRONMENTAL CONDITIONS
CHECK THE BLOCKS THAT SHOW THE ENVIRONMENTAL CONDITIONS UNDER WHICH YOU PERFORM YOUR
ESSENTIAL JOB FUNCTIONS AND HOW FREQUENTLY THEY OCCUR DURING THE WORK WEEK.
CODE: CONSTANT: More than 80% (6 1/2 hours or more per 8 hour day.)
VERY FREQUENT: 51%-79% (41/2 - 6 hours per 8 hour day.)
FREQUENT: 21%-50% (2 1/2 - 4 hours per 8 hour day.)
OCCASIONAL: 6%-20% (1 - 2 hours per 8 hour day.)
RARELY: 0%-5% (Less than 1 hour per 8 hour day.)
TYPE OF ENVIRONMENTAL CONDITIONS
CONSTANT
VERY
FREQUENT
FREQUENT
OCCASIONAL
RARELY
Work Inside
Work Outside
In Heat
In Cold
In High Humidity
In Dampness or Chilliness
In Dry Conditions
In or with Noisy Conditions
In Darkness - Where?
In or with Dusty Conditions
With Silica Asbestos etc.
With Fumes or Gases
With Smoke or Flames
With Chemicals - What types?
With Solvents - What types?
With Grease or Oils
With Radiant Energy
With Electrical Energy
On Slippery Surfaces
On Uneven Surfaces
In or With Moving Objects
_
In or With Moving Vehicles
On or With Ladders/Scaffolding
At Heights above Ground Level u
to feet
Below Ground Level Ditches
tunnels etc. Where?
With feet leas or
hands in water
With Explosives
With Vibrations
Workina Closely with Others
Working Alone
With Poor Lighting - Where?
With Poor Ventilation-- Where?
With Odors - Where?
OTHER: Describe any other conditions not
covered above in this bloc
WORK HAZARDS:
SAFETY EQUIPMENT USED OR NEEDED:
29C
11 . OTHER JOB FUNCTIONS: (List all other job tasks which are not included in the Essential Job Puaction List.
Shov the amonst of time spent on each function.)
T1NR SPENT
12. Number of people you supervise? List names and titles. (If over 1, list titles
only.)
13. Scheduled hours worked per week? (Hours)
14. Machines/equipment used regularly in your work and average times daily.
Equipment I Time I Equipment I Time I Equipment I Time
The foregoing statements on this form are complete and accurate to the best of q knovledge.
DATE: EMPLOYEE SIGNATURE:
-4-
PART II: TO BE COMPLETED BY THE SUPERVISOR
I. Indicate if you agree or disagree with the list of Essential Job Functions as stated by the employee. If you disagree,
explain why.
2. List any Essential Job Functions which may have been omitted by the employee. Indicate time spent on each function.
3. Denote additions or modifications to the employee's statements relating to Essential Physical Skills and Environmental
Conditions and any other section completed by the employee.
!. List the Knowledge, Abilities and Skills needed to perform the Essential Job functions of this position.
Knowledge:
Abilities:
Skills:
m6z
S. State tie minimum palificaticas needed to perform the Essential Job Puactions of this position:
Education:
Etyerience: Renoth in years and type oft
Licenses, Certification, or Eeyistratioa:
DATE: SUPERVISOR:
Name
PART III
STATEMENT OF DEPARTMENT HEAD OR OTHER ADMINISTRATOR.
DATE: SIGNATURE:
JOB ANALYST NOTES AND COMMENTS:
—6—
Title