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HomeMy WebLinkAbout2006Douglas Anderson
County Administration
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, November 17, 2006
7:30 a.m., Conference Room #3 (3rd floor)
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Salaries and Benefits Update - Carl Holeva, St. Lucie County
Human Resource Director
2. Staffing Changes/ Reorganization - Carl Holeva, Faye Outlaw,
and Ray Wazny &-, C /
Adjournment G SI-44 -
7
Next CBC meeting: December 15, 2006
--- S/Lo `?
Draft
MEMBERS PRESENT:
MEMBERS ABSENT:
OTHERS PRESENT
CITIZENS' BUDGET COMMITTEE
Meeting Date: October 20, 2006
Conference Room # 3
Meeting convened at 7:34 a.m.
Carl Hensley
Nathaniel "Nate" Wells
Debbie Hawley
Edward Lounds
Randy Ezell
Steven Messer
Linda Bartz
Ron Parrish
William "Bill" Casey
Patricia "Pat" Ferrick
Jeremiah Johnson
Jay L. Mc Bee
William "Bill" Blazak
Troy Ingersoll
Carl Holeva
Ray Wazny
Jennifer Hill
Marie Gouin
Doug Anderson
Larry Pelton
Shane DeWitt
Kathryn Hensley
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA
Mr. Carl Hensley announced to the members the Space Needs Final Presentation will be
held on January 23, 2007 at 2:00 p.m. in the County Commission Chambers.
MINUTES
Mr. Hensley announced the minutes for the September 15, 2006 are for informational
purposes only there was no quorum.
Ms. Debbie Hawley made a motion to approve the minutes from August18, 2006. Mr. Ron
Parrish second the motion.
�A
Citizens' Budget Committee
October 20, 2006
Page 2
ITEM 1 — LARRY PELTON, PRESIDENT OF THE ST. LUCIE ECONOMIC
DEVELOPMENT COMMITTEE
Mr. Larry Pelton introduced himself to the members. He then began his presentation
discussing an overview of the Economic Development discussing the key areas for the
Research Coast to concentrate on including housing, education, the environment,
recreation, access to technologies, capital resources, human resources, and infrastructure.
(Please see the attached) He discussed the Research Coast and why it is important to
cluster the research institutions and the impacts on South Florida. Mr. Pelton also gave an
overview of the Torrey Pines area Bio Cluster in La Jolla, California.
Mr. Bill Casey asked if the companies from California are relocating to Florida.
Mr. Pelton said that the companies are expanding to Florida not relocating. Mr. Pelton
stressed the importance of world -class education that is needed in St. Lucie County in
order to keep employees and give the children every opportunity for careers. He also said
it will take many years for Torrey Pines to be fully operational.
Mr. Ed Lounds asked about the distance of the research facilities that are clustered
together in California.
Mr. Pelton said the cluster is roughly the size of Port St. Lucie. There is a 30-minute drive
from Tradition, where Torrey Pines will be located, and the site of the Scripps facility.
Mr. Lounds asked if the distance between Torrey Pines and Burnham Institution is an
issue.
Mr. Pelton said it was an issue when it comes to the institutions sharing information. He
then said Scripps helped in the recruitment of Torrey Pines to Port St. Lucie along with
many other businesses and government entities.
Mr. Doug Anderson discussed Referendum #9 to .create a Research and Education
Authority. (Please see the attached) This Authority, if approved on November 7th, will
establish a funding source that will be an assessment on real property that is sold. The
Authority will be comprised of seven members; two elected officials from Port St. Lucie,
Fort Pierce, and St. Lucie County, as well as one appointed by the Governor.
Mr. Hensley asked if this Authority will be independent and decide where funding is to go.
Mr. Anderson said yes this Authority would be independent.
Ms. Kathryn Hensley said the School Board would have input even though there is not a
member of the School Board on this Authority.
Mr. Hensley asked the member if there is a motion to support Referendum #9 to create a
Research and Education Authority.
Citizens' Budget Committee
October 20, 2006
Page 3
Mr. Bill Casey made a motion to approve supporting Referendum #9.
Ms. Linda Bartz seconds the motion to approve.
The vote carried unanimously by the members.
ITEM 2 - CARL HOLEVA, ST. LUCIE COUNTY HUMAN RESOURCE DIRECTOR
Mr. Carl Holeva discussed the informational package that was included in the member's
agenda package. He discussed some of the requirements for the director's positions and
the basis for hiring people for St. Lucie County. Mr. Holeva then discussed some of the
various reasons why employees have left. The County is looking at ways to keep good
employees working for the County. There is an adjustment that will begin in April that will
allow for a 3% raise if an employee is below the mid range for their position, and a 2%
raise if the employee is above the mid range. There will be another salary survey
conducted within the next few years.
Ms. Debbie Hawley asked if the members could have a legend forthe termination reasons.
Mr. Holeva said he would provide that information as well as more information regarding
the benefit package, training package, and information about support staff at the next
meeting so there can be further discussion on variety of salaries and benefits.
ADJOURN
The meeting was adjourned at 8:55 a.m.
The next CBC regular meeting will be held on Friday, November 17, 2006 at 7:30 a.m.,
in Conference Room #3, at the St. Lucie County Roger Poitras Administration Annex.
Respectfully submitted by: Reviewed by:
Dina Prestridge, Secretary Carl Hensley, Chairman
Scripps/TPIMS From Research
Coast Perspective
■ Most Important ED Opportunity Ever In Region
■ Optimizing the Opportunity is the Challenge
■ Key Areas for Research Coast to Concentrate
On:
■ Quality of Life Issues: Housing, Education,
Environment, Recreation
■ Regulatory Environment
■ Access to Technologies
■ Vendor/Supplier Network
■ Capital Resources
■ Human Resources
■ Infrastructure
Research Coast Comparison
Bureau of Economic Analysis-2002
■ Per Capita Income
■ St. Lucie-$23,458
■ Indian River-$39,830
■ Martin-$44,370
■ RESEARCH COAST-$33,846
■ Florida-$29,758
■ Durham, N.C.-$31,435
■ Orange, Calif-$38,367
■ San Diego-$34,872
1
Research Coast
Comparison
Bureau Of Economic
Analysis-2002
a0
70
so
so
❑ Research
40
❑ Durham
30
❑ Orange Cal
20
❑ San Diego
10
0
Earnings Passive Y Transfer
Payments
Why Cluster Effort Is So Important
■ Much larger than
research institutes
■ World Class research
& scientists
■ Shift to knowledge -
based economy
■ Enduring economics
■ Educational
opportunities
■ Brain Gain
■ Attract capital
2
Original Scripps-Florida/Bio Cluster
Impacts
■ Scripps Florida-2700
employees
■ 2000 Scientists
■ 44,000 jobs statewide
■ Goal of 18,000 jobs in
PBC
■ 300-350 Employers in
PBC
■ 800+ Employers
statewide
Frontier of Next Generation of
Scientific Discovery
■ NASA explored outer
space
■ New science exploring
inner space
■ Genetic Coding
— Technologies are
merging
■ Pace of discovery will be
extraordinary
■ Competition for NIH
grants from Homeland
Security
■ More rapid
commercialization
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■ Seamless K-20
■ World Class
Research requires
World Class
Education
Most Critical Elements of Success
■ EDUCATION is the most important public
investment
■ PATIENCE is key. This is a multi -
generational, long-term project
■ PLAN for economic success
■ FACILITATE private investment
■ UNDERSTAND the Cluster industries
■ COMMON AGENDA
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Friday, Oct. 20, 2006
News Release #126-06
St. Lucie County, Media Relations
2300 Virginia Avenue
Fort Pierce, FL 34982
www.stlucieco.gov
For more information, contact:
Erick Gill, Interim Public Information Officer
(772) 462-641 l; ille@stlucieco_gov
FOR IMMEDIATE RELEASE
ST. LUCIE COUNTY CITIZENS' BUDGET COMMITTEE
ENDORSES REFERENDUM #9
FORT PIERCE — At its monthly meeting Friday, the St. Lucie County Citizens' Budget
Committee voted unanimously to support Referendum #9, which will create additional funding
to increase economic and educational opportunities in St. Lucie County.
Referendum #9 is a local initiative on the Nov. 7 General Election Ballot that asks voters
to create a county -wide Research and Education Authority and generate an estimate $5 million a
year to expand and increase research and educational facilities through an assessment fee on
property sold within the county. The Citizens' Budget Committee is a 15-member advisory group
made up of residents and business owners in St. Lucie County, who are appointed to seats by the
County Commissioners and Constitutional Officers.
"Having this group's support is tremendous," said Doug Anderson, St. Lucie County
Administrator. "We need the citizen's support on this Referendum if we want to have the funding
to continue to lure world -class research businesses like Torrey Pines."
The estimated $5 million in annual funding from Referendum #9 is generated through an
assessment fee when property is sold within the county, ranging from $125 for an existing single-
family residence to $150 per 1,000 square feet for a new commercial or industrial structure.
Termination
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10/20/2006 10:26 am
Name
St. Lucie County Board of County Commisioners Page: 1 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
LOUIS, MARIE
61934
06/15/2006
DS
ADMIN CUSTODIAL/CONST/MAINT
PAUL, MARIE
B1409
09/25/2006
VO
ADMIN CUSTODIAL/CONST/MAINT
STEAD, MARTHA
B1420
11/17/2005
VO
ADMIN CUSTODIAL/CONST/MAINT
TAYLOR, LUCILLE
B1210
03/23/2006
VO
ADMIN CUSTODIAL/CONST/MAINT
BRYAN, MARY
B1939
09/16/2006
DS
ADMIN/CONST/MAINT
KEOGH, PETER
B513
04/07/2006
VO
ADMINISTRATION LEISURE SERVICE
HUFFMAN, DEBORAH
B565
04/21/2006
VO
ADMINISTRATION -PUBLIC WORKS
BRODEUR, SUSAN
B1187
05/24/2006
VO
AGRICULTURE -CONSERVATION
CUBBEDGE, LAURA
B734
04/14/2006
VO
AGRICULTURE -CONSERVATION
HUNTER, SHONDA
B1539
03/03/2006
VO
AGRICULTURE -CONSERVATION
RAINS, ROSALYN
B1393
06/30/2006
VO
AGRICULTURE -CONSERVATION
MACARTHUR, MATTHEW
B1878
07/08/2006
DS
AIR CONDITIONING MAINTENANCE
DOURNEY, TAMARA
62049
09/22/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
FAZIO III, JOHN
61229
07/18/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
FELICIANO, TANYA
B1936
04/21/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
JOYNER, STARR
B1228
10/29/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
KANTORSKI, DEBORAH
B1881
02/09/2006
VO
CENTRAL COMMUNICATION -PUB SFT
LAFFERTY, DEBORAH
B1355
06/25/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
MILLER, DARRIEN
B1883
01/17/2006
VO
CENTRAL COMMUNICATION -PUB SFT
SHARPE, REBECCA
B269
01/06/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
WILLIS, SANDRA
B1862
08/09/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
WOLF, CHRISTOPHER
B1559
01/08/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
WOODS, RHONDA
B1479
03/15/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
HENGHOLD, KIMBERLY
B951
01/18/2006
VO
CIVIC CENTER -LEISURE SERVICE
MOORE, COLETTA
B214
11/17/2005
RT
CIVIC CENTER -LEISURE SERVICE
HAMILL JR, FRANCIS
B603
01/07/2006
RT
CLUBHOUSE/PRO SHOP GOLF COUR:
NEWMAN, PAMELA
B106
03/03/2006
RT
CLUBHOUSE/PRO SHOP GOLF COUR:
SANTANA, ALFREDO
61809
09/18/2006
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
BROWN, PETER
B1055
02/03/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
BRUHN, ANDREW
B986
12/02/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
CAIN, LATARSHA
B1665
01/06/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
CUNDIFF, KARI
B1546
12/30/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
HATCHER JR, WILLIAM
B591
10/06/2005
RT
CODE COMPLIANCE -COMMUNITY DVL
IRWIN, RANDOLPH
B1370
10/05/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
JONES, DAWN
61353
03/15/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
LOPEZ, ROLANDO
B1866
02/13/2006
DS
CODE COMPLIANCE -COMMUNITY DVL
ROBINSON, ROBERT
B1689
10/17/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
10/20/2006 10:26 am
Name
St. Lucie County Board of County Commisioners Page: 2 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
SNYDER, ALYSIA
B571
01/24/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
STORY, ESTER
B1631
12/12/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
WENZEL, CHARLES
B382
12/30/2005
RT
CODE COMPLIANCE -COMMUNITY DVL
PAOLETTI, SANTINA
81859
03/05/2006
VO
COMMUNITY SERVICES
EARL, ASHLEY
B1762
06/21/2006
VO
COUNTY ADMINISTRATOR
WILLIAMS, AMANDA
B2010
08/18/2006
VO
COUNTY ADMINISTRATOR
ANNILUS, ISLANDE
B2035
08/23/2006
VO
COURTHOUSE FACILITIES
BENJAMIN, LORRAINE
B1458
06/21/2006
JA
COURTHOUSE FACILITIES
JONES, TYLESIA
B1240
03/23/2006
VO
COURTHOUSE FACILITIES
LONG, CAMESHA
B1800
08/12/2006
VO
COURTHOUSE FACILITIES
MERCER, VALERIE
B1379
02/03/2006
VO
COURTHOUSE FACILITIES
REEVES, SHANIKA
B1741
02/13/2006
VO
COURTHOUSE FACILITIES
SMITH, CHERYL
B1384
02/22/2006
VO
COURTHOUSE FACILITIES
WALKER, TACITA
B1264
10/31/2005
VO
COURTHOUSE FACILITIES
STRAEFFER, VICKIE
B1599
06/21/2006
VO
CULTURAL ACTIVITIES
DICKENSON, CHRISTINE
B2037
09/30/2006
SL
EDUCATION & OUTREACH(OXBOW)
TATE, KATHRYN
B1987
07/09/2006
DS
EDUCATION & OUTREACH(OXBOW)
DANIELS, DONALD
B726
06/16/2006
RT
EMERGENCY MANAGEMENT -PUB SFT
GOLDSMITH, DAVID
B1828
05/19/2006
VO
ENGINEERING -PUBLIC WORKS
LOONEY, GERALD
B481
02/03/2006
RT
ENGINEERING -PUBLIC WORKS
NEESE, JOHN
B110
07/19/2006
VO
ENGINEERING -PUBLIC WORKS
RYPMA, JOANNE
B308
08/17/2006
RT
ENGINEERING -PUBLIC WORKS
WROCK, MICHAEL
B436
12/02/2005
VO
ENGINEERING -PUBLIC WORKS
HEIDECKER, MARK
B1739
08/04/2006
VO
ENVIRONMENTAL LANDS
MITCHELL, SHERWOOD
B1243
10/05/2005
DS
ENVIRONMENTAL LANDS
PRESTRIDGE, DANIEL
B1574
05/29/2006
VO
ENVIRONMENTAL LANDS
REHYANSKY, THOMAS
B1445
11/29/2005
VO
ENVIRONMENTAL LANDS
STOKES, JEB
B1441
08/11/2006
VO
ENVIRONMENTAL LANDS
DELARA, RODOLFO
B1858
03/23/2006
DS
GOLF OPERATIONS/ MAINTENANCE
FUNSTON, ROBERT
B1249
01/13/2006
VO
GOLF OPERATIONS/ MAINTENANCE
STALLS, SHANNON
B285
10/07/2005
VO
GROWTH MGMT-COMMUNITY DEVLPP
BURKE, PENNIE
B1404
05/19/2006
VO
HUMAN RESOURCES
CORZO-LOPEZ, ANNIE
B1993
07/03/2006
DS
HUMAN RESOURCES
PAWLUS, MARY
B331
06/30/2006
RT
HUMAN RESOURCES
ALLEY, PATRICK
6922
06/16/2006
VO
INFORMATION TECHNOLOGY
ARASE, ADAM
B2011
08/28/2006
VO
INFORMATION TECHNOLOGY
CONEMAC, CHRIS
B1826
05/28/2006
VO
INFORMATION TECHNOLOGY
10/20/2006 10:26 am St. Lucie County Board of County Commisioners Page: 3 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Name Employee ID Termination Date Reason Department
COPE, CHRISTOPHER
B1766
07/07/2006
VO
INFORMATION TECHNOLOGY
DAUNNO, ROBERT
B1751
06/30/2006
VO
INFORMATION TECHNOLOGY
ELMS, KEVIN
B1821
02/10/2006
VO
INFORMATION TECHNOLOGY
GEORGE, GERALD
B1208
03/31/2006
VO
INFORMATION TECHNOLOGY
JAMES, DENNIS
B1804
12/22/2005
VO
INFORMATION TECHNOLOGY
MCCANTS, REGINA
B191
10/04/2005
VO
INFORMATION TECHNOLOGY
MYSZKOWSKI, BRIAN
B910
02/27/2006
VO
INFORMATION TECHNOLOGY
SHIELDS, PATRICK
B1151
04/21/2006
VO
INFORMATION TECHNOLOGY
AMBROSE, KENNETH
B1922
05/10/2006
VO
JAIL MAINTENANCE/CONST/MAINT
COINS, DAVID
B1071
10/21/2005
VO
JAIL MAINTENANCE/CONST/MAINT
BECKLUND, CYNTHIA
B1329
06/02/2006
DS
MARINE ECO-SYSTEMS
GREATHOUSE, BRAD
B624
08/05/2006
VO
MARINE SAFETY
HAINES, VERONICA
B1734
02/23/2006
VO
MARINE SAFETY
BLANDFORD, LAURIE
B1729
08/14/2006
VO
MEDIA
DEVLIN, STEVE
B1410
10/07/2005
VO
MEDIA
TAYLOR, JAMES
B1999
09/30/2006
VO
MEDIA
TRABULSY, LINETTE
B1220
09/20/2006
VO
MEDIA
ANDREWS,, STEVEN
B884
04/06/2006
D
MOSQUITO CONTROL
DEVAULT, HAROLD
B1503
08/31/2006
VO
MOSQUITO CONTROL
GRIM, DAVID
B948
01/03/2006
VO
MOSQUITO CONTROL
KEESEE, MITCHELL
6525
09/12/2006
VO
MOSQUITO CONTROL
PIXLEY, GERALD
B364
10/19/2005
DS
MOSQUITO CONTROL
SCHMITZ, JOSHUA
B1675
12/16/2005
VO
MOSQUITO CONTROL
THOMAS, JUDITH
61638
04/30/2006
RT
MOSQUITO CONTROL
THOMAS, MICHAEL
B1591
05/10/2006
VO
MOSQUITO CONTROL
LILLY, KRISTY
B1400
06/23/2006
VO
OFFICE MANAGEMENT & BUDGET
SCHMID, JACQUELYN
B2017
09/29/2006
VO
OTHER CIRCUIT COURT-JUV
VANILLA, JOHN
B405
06/30/2006
RT
OTHER CIRCUIT COURT-JUV
COLUCCO, TEDDI
C3019666
04/08/2006
VO
OTHER GEN GOVT SERVICES
DAVIS, CHERYL
C3020205
02/11/2006
VO
OTHER GEN GOVT SERVICES
GARCIA, ROSIO
C0302024
06/01/2006
VO
OTHER GEN GOVT SERVICES
LEVEROCK, TARA
3039921
02/14/2006
VO
OTHER GEN GOVT SERVICES
ORR, KATRINA
3020105
10/01/2005
DI
OTHER GEN GOUT SERVICES
WASILCHAK, COLLEEN
C3020174
06/01/2006
VO
OTHER GEN GOVT SERVICES
CARON, ALFRED
B1602
02/24/2006
VO
PARK -LEISURE SERVICES
DAVIS, TERRY
B725
09/22/2006
VO
PARK -LEISURE SERVICES
JENKINS, MYLES
61909
03/23/2006
VO
PARK -LEISURE SERVICES
10/2012006 10:26 am
Name
St. Lucie County Board of County Commisioners Page: 4 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
JULIN, PAUL
B685
05/30/2006
VO
PARK -LEISURE SERVICES
KNOWLES, LON
B1251
07/18/2006
VO
PARK -LEISURE SERVICES
LAYCOCK, MICHAEL
61822
09/16/2006
VO
PARK -LEISURE SERVICES
OWENS, DEMETRIUS
B340
08/20/2006
VO
PARK -LEISURE SERVICES
ROBERTS, JOSHUA
B1456
07/10/2006
VO
PARK -LEISURE SERVICES
BUTCHER, KAREN
6934
12/27/2005
VO
PLANNING -COMMUNITY DEVELOPMEI
ODOM, MARSHA
B1824
02/27/2006
DS
PLANNING -COMMUNITY DEVELOPMEI
VIRGIN, TALEA
B1796
12/30/2005
VO
PLANNING -COMMUNITY DEVELOPMEI
AUSTIN, DOUGLAS
B1797
04/07/2006
VO
PURCHASING DEPARTMENT
PARKER, EDWARD
61179
06/23/2006
VO
PURCHASING DEPARTMENT
ASHER, KELLY
B1942
08/07/2006
VO
RECREATION PROGRAMS
BARNES, ERIN
B1714
07/11/2006
VO
RECREATION PROGRAMS
BENTON, JACOB
B1978
08/06/2006
VO
RECREATION PROGRAMS
BERRY, LILLIAN
B1928
08/10/2006
VO
RECREATION PROGRAMS
BRYANT, STEPHANIE
B1977
08/10/2006
VO
RECREATION PROGRAMS
CARTER, JESSICA
B1735
08/17/2006
VO
RECREATION PROGRAMS
CHANDLER, RENAE
B1927
08/04/2006
VO
RECREATION PROGRAMS
CLARK, BERNICE
B1320
09/30/2006
SL
RECREATION PROGRAMS
CLARK, JAMISON
B1954
07/11/2006
VO
RECREATION PROGRAMS
COOPER, TRINESHA
B450
05/15/2006
DS
RECREATION PROGRAMS
DARRISAW, DAN
B719
06/26/2006
VO
RECREATION PROGRAMS
DAVIS, KLEANDRA
61957
08/18/2006
VO
RECREATION PROGRAMS
FREEMAN, WILLIE
61334
08/18/2006
VO
RECREATION PROGRAMS
FULLER, EMILY
B1960
08/18/2006
VO
RECREATION PROGRAMS
GOODMAN, BRIAN
B1961
07/18/2006
VO
RECREATION PROGRAMS
GRANT, REGINALD
B1962
06/26/2006
VO
RECREATION PROGRAMS
HALL, TRAVIS
B1652
11/03/2005
VO
RECREATION PROGRAMS
HANNA, CHARITY
B1943
08/20/2006
VO
RECREATION PROGRAMS
HAYES, SHASTA
B1965
08/18/2006
VO
RECREATION PROGRAMS
HOUSING, DEMETRIA
B1959
08/18/2006
VO
RECREATION PROGRAMS
JEAN-HILAIRE, SOPHIA
B1906
08/24/2006
VO
RECREATION PROGRAMS
JENKINS, ALEXANDRIA
B1974
08/12/2006
VO
RECREATION PROGRAMS
JOHNSON, RODERICK
B1297
07/21/2006
VO
RECREATION PROGRAMS
KIGER, JR., RUSSELL
61973
08/-16/2006
SL
RECREATION PROGRAMS
LATRIMORE, TARA
B1952
08/06/2006
VO
RECREATION PROGRAMS
LEAHONG, RICHARD
B1742
08/18/2006
VO
RECREATION PROGRAMS
LITTLE, VENETIA
B471
08/18/2006
VO
RECREATION PROGRAMS
10/2012006 10:26 am St. Lucie County Board of County Commisioners Page: 5 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Name Employee ID Termination Date Reason Department
LYNE, KARLEE
B1516
08/17/2006
VO
RECREATION PROGRAMS
MAIOLO, NICK
B1996
09/11/2006
SL
RECREATION PROGRAMS
MAJOR, GLENISE
B1311
08/18/2006
VO
RECREATION PROGRAMS
MCGRIFF, TERENCE
B1522
08/07/2006
VO
RECREATION PROGRAMS
MCNEALY, LYDIA
B1956
08/07/2006
VO
RECREATION PROGRAMS
MEHAFFEY, VIRGINIA
B208
03/19/2006
VO
RECREATION PROGRAMS
MOON, GEORGE
B1971
08/12/2006
VO
RECREATION PROGRAMS
MOURING, KARIS
B1268
08/04/2006
VO
RECREATION PROGRAMS
NOBLE, JOYCE
B1319
08/06/2006
VO
RECREATION PROGRAMS
NOBLE-ADAMS, JANICE
B1307
07/21/2006
VO
RECREATION PROGRAMS
OOLEY, CHRISTIE
B504
07/11/2006
VO
RECREATION PROGRAMS
PAULO, TERRY
B1743
08/18/2006
VO
RECREATION PROGRAMS
PLOWDEN, ROBERT
B1963
08/18/2006
VO
RECREATION PROGRAMS
REDDEN, AURELIE
B1853
02/03/2006
VO
RECREATION PROGRAMS
ROUNDTREE III, WILLIAM
61083
09/30/2006
SL
RECREATION PROGRAMS
SLEDGE, CHRISTOPHER
B1945
08/07/2006
VO
RECREATION PROGRAMS
SMITH, BRANDON
B1513
09/22/2006
VO
RECREATION PROGRAMS
TAYLOR, VENDA
B379
08/18/2006
VO
RECREATION PROGRAMS
THIBODEAU, ASHTON
B1703
08/18/2006
SL
RECREATION PROGRAMS
VERNETTE, BERNARD
B1966
07/21/2006
VO
RECREATION PROGRAMS
WILLIAMS, BIANCA
B1946
08/18/2006
VO
RECREATION PROGRAMS
PETERSEN, JARED
B333
07/31/2006
RT
ROAD & BRIDGE DRAINAGE -PUB WKS
BANNON, TIMOTHY
B1544
02/14/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
HERRING, J.
B588
04/21/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
HUDMAN, DEWEY
B563
06/27/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
LEARY, LAWRENCE
B501
07/05/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
RAMOS, BENNY
B1818
02/24/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
PRESUTTI, VICTOR
B1990
09/19/2006
VO
ROAD & BRIDGE TRAFFIC -PUB WKS
FINSTER, ALFRED
B668
12/09/2005
VO
S.L.0 INTERNATIONAL AIRPORT
HORTON, JARIN
B1949
06/30/2006
VO
S.L.0 INTERNATIONAL AIRPORT
ROBBINS, JEFFREY
B1629
06/29/2006
VO
S.L.0 INTERNATIONAL AIRPORT
WORLEY, MELISSA
6435
11/17/2005
D
SERVICE GARAGE
HAVEN, WILLIAM
B583
07/28/2006
RT
SERVICE GARAGE -HEAVY EQUIP MTI\
SPADES, JOHNNIE
B247
02/17/2006
VO
SOIL & WATER CONSERVATION
BLAKE, KENNETH
B1213
10/07/2005
VO
SOLID WASTE -DISPOSAL
CAMPBELL, STEVEN
B1989
05/31/2006
VO
SOLID WASTE -DISPOSAL
FERGUSON, JAMES
B1947
08/09/2006
US
SOLID WASTE -DISPOSAL
10/20/2006 10:26 am
Name
St. Lucie County Board of County Commisioners Page: 6 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
GIORDANO, ANTHONY
B1068
05/01/2006
VO
SOLID WASTE -DISPOSAL
LANE, DOUGLAS
61125
03/27/2006
VO
SOLID WASTE -DISPOSAL
LANE, JAMES
B1258
03/27/2006
VO
SOLID WASTE -DISPOSAL
MILLER, LAWRENCE
B1609
07/10/2006
VO
SOLID WASTE -DISPOSAL
PEREZ, VICTOR
B1740
02/17/2006
VO
SOLID WASTE -DISPOSAL
SCHMITT, JAMES
B1914
05/30/2006
DS
SOLID WASTE -DISPOSAL
SMITH, WILLIAM
81494
11/18/2005
VO
SOLID WASTE -DISPOSAL
THOMAS, KENRICK
B1781
10/22/2005
VO
SOLID WASTE -DISPOSAL
VALENZUELA, REYNOLD
B395
02/10/2006
VO
SOLID WASTE -DISPOSAL
WEATHERS, ROBERT
B1039
04/27/2006
DS
SOLID WASTE -DISPOSAL
WESTWOOD, FRANK
B1656
09/23/2006
VO
SOLID WASTE -DISPOSAL
INCIARDI, CHARLES
B547
02/24/2006
RT
SPECIAL FACILITIES SAVANNAS
THOMAS, PHAEDRA
B1269
08/25/2006
VO
SPORTS COMPLEX-ST LUCIE COUNT)
ANDERSON, TERRELL
B1831
04/27/2006
VO
ST. LUCIE COUNTY LIBRARIES
BOORAS, LYNN
B1361
02/23/2006
VO
ST. LUCIE COUNTY LIBRARIES
DARA, LINDA
B727
10/06/2005
VO
ST. LUCIE COUNTY LIBRARIES
GILBERT, LAUREN
B1894
04/15/2006
VO
ST. LUCIE COUNTY LIBRARIES
LIAN, CATHERINE
B1403
11/12/2005
VO
ST. LUCIE COUNTY LIBRARIES
McSWAIN, SUSAN
B1398
09/01/2006
VO
ST. LUCIE COUNTY LIBRARIES
MINED, CARISSA
61841
02/24/2006
VO
ST. LUCIE COUNTY LIBRARIES
NORRIS, ALLISON
B1912
03/24/2006
VO
ST. LUCIE COUNTY LIBRARIES
SIMPLICIO, JOAN
B1863
07/25/2006
VO
ST. LUCIE COUNTY LIBRARIES
WRIGHT, ELISSA
B1698
04/20/2006
VO
ST. LUCIE COUNTY LIBRARIES
ZIMMERMAN, AMY
B1844
05/18/2006
DS
ST. LUCIE COUNTY LIBRARIES
MINNIS, ROSCOE
B1690
02/15/2006
DS
TOURIST DEVELOPMENT
BOWERS, PHILLIP
B817
03/31/2006
RT
UTILITY ADMINSTRATION
COOPER, MARGARET
B1274
08/18/2006
VO
UTILITY ADMINSTRATION
HUNTER, RANDY
B1610
08/04/2006
VO
VETERAN SERVICE
JONES, ISAAC
B1401
07/31/2006
VO
VETERAN SERVICE
SALVATORE, ROBERT
B1176
08/10/2006
VO
VETERAN SERVICE
SEELEY, ROBERT
B1242
07/21/2006
VO
VETERAN SERVICE
Total employees terminated between 10/01/2005
and 09/30/2006 = ( 216 )
ST. LUCIE COUNTY
PAYGRADE FY05
PAY GRADE SCALE
MINIMUM
FY06-07
MIDPOINT
MAXIMUM
1
DOES NOT EXIST
2
$13,882.75
$17,717.65
$21,595.39
$6.67
$8.52
$10.38
3
$14,632.59
$18;703.15
$22,752.29
$7.03
$8.99
$10.94
4
$15,768.06
$19,774.35
$23,759.22
$7.58
$9.51
$11.42
5
$16,817.84
$20,845.55
$24,851.84
$8.09
$10.02
$11.95
6
$17, 739.07
$22,623.74
$27,444.14
$8.53
$10.88
$13.19
7
$18,831.70
$23,930.61
$28,965.25
$9.05
$11.51
$13.93
8
$20,159,98
$25,708.80
$31,214.77
$9.69
$12.36
$15.01
9
$20,888A0
$26,222.98
$31,536.13
$10.04
$12.61
$15.16
10
$22,088.14
$27,636.96
$33,207.20
$10.62
$13.29
$15.97
11
$23,052.22
$29,586.54
$36,120.86
$1 1.08
$14.22
$17.37
12
$24,230.54
$30,572.05
$36,892.13
$11.65
$14.70
$17.74
13
$25,237.47
$31,857.49
$38,456.08
$12.13
$15.32
$18.49
14
$26,437.22
$33, 378.59
$40, 341.39
$12.71
$16.05
$19.39
15
$27,829.78
$35,328.18
$42,826.58
$13.38
$16.98
$20.59
16
$29,865.06
$37,920.48
$45,911.63
$14.36
$18.23
$22.07
17
$31,900.34
$41,391.17
$50,882.00
$15.34
$19.90
$24.46
PAYGRADE 03
18
$33,828.50
$44,047.74
$54,309.84
$16.26
$21.18
$26.11
19
$36,720.74
$47,282.77
$57,844.80
$17.65
$22.73
$27.81
20
$39,184.50
$50,003.62
$60,822.74
$18.84
$24.04
$29.24
21
$40,577,06
$52,317.41
$64,079.18
$19.51
$25.15
$30.81
22
$43,576.42
$55,166.80
$66,757.18
$20.95
$26.52
$32.09
23
$46,232.99
$59,837.23
$73,462.90
$22.23
$28.77
$35.32
24
$49,403.74
$64,079,18
$78,754.62
$23.75
$30.81
$37.86
25
$51,546.14
$65,878.80
$80,211.46
$24.78
$31.67
$38.56
26
$53,517.15
$69,542.30
$85,588.88
$25.73
$33.43
$41.15
27
$55,081.10
$71, 599.01
$88,138.34
$26.48
$34.42
$42.37
28
$60,844.16
$79,097.41
$97,329.23
$29.25
$38.03
$46.79
EXECUTIVE RANGES
EX1
$52,917.28
$69,220.94
$85,546.03
EX2
$57,416.32
$74,855.46
$92,273.17
EX3
$63,565.01
$82,460.98
$101,314.10
EX4
$68,663.92
$89,188.11
$109,755.15
EX5
$73,162.96
$94,544.11
$115,946.69
EX6
$79,381.81
$103,196.36
$127,010.90
EX7
$86,129.26
$111,968.04
$137,806.82
EX8
$93,450.25
$121,485.33
$149,520.40
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EDWIN M. FRY, JR., CPA
Clerk of Circuit Court
ST. LUCIE COUNTY P. O. DRAWER 700
October 20, 2006
.Edwin M. Fry, Jr.
Clerk of Circuit Court
2300 Virginia Avenue Annex
Fort Pierce, Florida 34982
Re: Investment Report
September, 2006
Dear Ed,
• FORT PIERCE, FLORIDA 34954
Attached you will find the quarterly investment report for St. Lucie County for the fourth
quarter of fiscal year 2006.
All investment activity was in compliance with the bid process as outlined in the
investment policy. All of the investment categories and portfolio composition
percentages are in accordance with the investment policy as shown on the third
schedule attached.
Included in this report is a detailed listing of the County's investments. The information
is being provided to the Board of County Commissioners and Investment Committee as
required in the investment policy.
If you have any questions, please feel free to contact me.
Sincerely,
Christann K. Hartley
Finance Director
Enclosures
Orange Blossom Business Center
4118 Okeechobee Road
Fort Pierce, Florida 34947
(772) 462-6900
Probate Department
415 South 2nd Street
Fort Pierce, Florida 34950
(772)462-6920
County Courthouse
218 South 2nd Street
Fort Pierce, Florida 34950
(772)462-6900
P
Finance Department
2300 Virginia Avenue Annex
Fort Pierce, Florida 34982
(772) 462-1476
St, Lucie West Annex
250 N.W. Country Club Drive
Port St -Lucie, Florida 34986
(772)871-5375
4
Juvenile Department
435 North 7th Street
Fort Pierce, Florida 34950
17101 ARn --
Copies:
Chairman Doug Coward
Com. Joe Smith
Com. Chris Craft
Com. Paula Lewis
Com. Frannie Hutchinson
Dan McIntyre, County Attorney
Doug Anderson, County Administrator
Marie Gouin, Director of Management and Budget
Investment Committee Members
Budget Committee Members
ST. LUCIE COUNTY
BOARD OF COUNTY COMMISSIONERS
INVESTMENT SCHEDULE
September 30, 2006
INSTITUTION
DOLLARS
INVESTED
INTEREST
EARNED
INTEREST
RATE
MARKET
VALUE
BCC OPERATING CASH
HARBOR FEDERAL
$ 7,619,765.96$
62,975.03
3.37%
$ 7,619,765.96
STATE BOARD OF ADMINISTRATION
152,524,510.532,230,596.47
7N/AN/A
5.39%
152,524,510.53
FL LOCAL GOV'T INV TRUST ****
37,996,986.38
590,923.09 ***
4.39%
37,996,986.38
INVESTMENTS -TREASURY NOTES
30,049,700.00
426,600.00
var
30,049,700.00
TOTAL INVESTMENTS
$ 228,190,962.87
$ 3,311,094.59
$ 228,190,962.87
Interest Earnings represent earnings for the quarter ended 9/30/06.
*** Total value of asset on monthly stment, reflected in market value column. Rate is the Market Yield for Sept, 2006. SEC Yield, 4.5439.
12 month return is 3.758%.
Interest represents increase (decrease) in net asset value at quarter end.
Treasury Note issue dates, maturity dates and interest rates are on the fourth page - Investment Detail Report.
Page 1 INVSCH02.xls
ST. LUCIE COUNTY
BOARD OF COUNTY COMMISSIONERS
INVESTMENT SCHEDULE
September 30, 2006
INSTITUTION
DOLLARS
INVESTED
SUM OF
INVESTMENTS
BY INSTITUTION
PORTFOLIO
PERCENTAGE
BCC OPERATING CASH
HARBOR FEDERAL
$ 7,619,765.96
$ 7,619,765.96
3%
STATE BOARD OF ADMINISTRATION
152,524,510.53
152,524,510.53
67%
FL LOCAL GOV'T INV TRUST
37,996,986.38
37,996,986.38
17%
INVESTMENTS - TREASURY NOTES
30,049,700.00
30,049,700.00
13%
TOTAL INVESTMENTS
$ 228,190,962.87 1
$ 228,190,962.87
100%
Page 2 INVSCH02.xls
ST. LUCIE COUNTY
BOARD OF COUNTY COMMISSIONERS
PORTFOLIO COMPOSITION
INVESTMENT SCHEDULE
September 30, 2006
PORTFOLIO
COMPOSITION
DOLLARS
INVESTED
PERCENTAGE
PORTFOLIO
MAXIMUM
ALLOWABLE
PERCENTAGE
OPERATING CASH
$ 7,619,765.96
3%
25%
STATE BOARD OF ADMINISTRATION
152,524,510.53
67%
80%
FL LOCAL GOV'T INV TRUST
37,996,986.38
17%
35%
INVESTMENTS -TREASURY NOTES
30,049,700.00
13%
75%
TOTAL INVESTMENTS
$ 228,190,962.87
100%
Page 3
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St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, February 17, 2006
7:30 a.m., Conference Room # 3
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Space Needs update
Adjournment
PO J
Next CBC meeting: March 17, 2006
4,
I�
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: January 20, 2006
Conference Room # 3
Meeting convened at 7:31 a.m.
MEMBERS PRESENT: Ron Parrish, Toby Philpart, Jay L. Mc Bee, William "Bill"Casey, Debbie
Hawley, William "Bill" Blazak, Troy Ingersoll, Patricia "Pat" Ferrick, Randy Ezell, Carl Hensley,
Steven Messer, Linda Bartz.
MEMBERS ABSENT: Lillie Miller and Edward Lounds.
OTHERS PRESENT: Roger Shinn, Mark Godwin, Jennifer Hill, Marie Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
Bill Casey informed committee members he accepted a position at First Bank of Indiantown as
Senior Lender and is based out of Okeechobee.
Pat Ferrick encouraged committee members to attend a Conservation Alliance event at the State
Inlet Park Saturday Jan. 21, 2006.
MINUTES
Debbie pointed out errors in the dates stated in the minutes to be approved: minutes where for the
December 16, 2005 meeting and the paragraph referring to minutes to be approved during such
meeting should read minutes for the November 18, 2005 meeting.
There being no further corrections to the minutes for the December 16, 2005 meeting,
Randy moved for approval and Bill Casey seconded the motion. All members present voted
in favor and the motion passed.
REORGANIZATION
Carl opened nominations for Chairman and Vice -chair for the Citizens' Budget Committee. Pat
Ferrick commended Carl and Debbie for their job as Chair and Vice -chair this year, and proposed
to retain for another year. Randy seconded the nominations. Nominations where closed.
Ron moved to approve the nominations, Pat seconded the motion. All members voted in favor.
Ad Valorem Taxes
Doug passed out copies of memo from Marie Gouin, Management and Budget Director, to
Commissioner Lewis (copied to the County Commissioners and County Administrator) explaining
the Ad Valorem taxes distribution. Staff and CBC members commented on the information, as
Doug elaborated further on this memo.
Impact Fees
Doug recapped the situation with the collection of impact fees in the City of Port St. Lucie area
(City not collecting impact fees for "Parks", "Public Buildings" and "Roads" on behalf of the County
since September 30, 2005) and distributed copies of memo from Dr. Nicholas to the County
Administrator that details impact fees collected within this county (broken down by jurisdictions)
and counties that are adjacent to us or similar in demographics.
Doug related what efforts staff has been making, by talking with City of Port St. Lucie staff to
resolve the issue, as well as the alternative measures that have been taken (collecting them
ourselves) in the interim. He also explained what projects are affected by the impact fees collection
(such as Midway Road).
There are some impact fees that the City of Port St. Lucie is still collecting (School, Library,
Fire/EMS and Law Enforcement) and Doug stated staff had met with City of Port St. Lucie
Manager, Don Cooper and were on conversations to try to reach some agreement as to which
impact fees they would agree to collect and accept to pass on in order to utilize those funds in
projects that would benefit both sides, specifically the projects (buildings) related to corrections.
There is still problems with roads impact fees and Doug stated staff is trying to negotiate each
aspect of the matter and workout one issue at a time, in the hope they can resolve this dispute
satisfactorily.
Members commented that at least it is the first time in years they hear of the City trying to
compromise and find a solution that would satisfy both sides.
Downtown Capital Projects
Roger Shinn, Central Services Director, reviewed for CBC members the status of the projects
downtown Fort Pierce: 1. Construction of the new Court building is about to begin; some
preliminary work has been completed, but it is still pending on permitting, relocation of utilities
and closing down traffic access to the area. 2. In regards to the Clerk of Court building, it has
been approved to proceed with the demolition of the interior of the old Courthouse. 3. Remodeling
of the existing Courthouse includes the monumental staircase, which is the architectural term for
a structure that interconnects the different areas of the building, allowing for better flow of the
traffic of people within it, as well as proper security measures, such as one central entrance to the
building. 4. For the parking garage, staff is waiting for the bid documents (expected by the 20")
and will work towards to having it completed within the next 4 to 5 months. 6. The Cooling system
will be included simultaneously to these projects, although its implementation is contingent to
construction of the central chilling plant.
Doug related several issues regarding Fort Piece CRA that staff has been proposing. Some funds
from the CRA are going towards the downtown projects ($2.8 MM for the parking garage) and staff
has met with CRA staff to negotiate a request for funds ($1 MM) for the construction of the Clerk
of the Court building in exchange for lots owned buy the County that would be donated to the CRA
to go towards an "attainable housing" project that would be carried out by the Fort Pierce CRA.
CBC members and staff discussed some of the logistics planned to carry out these projects as
smoothly as possible, such as establishing a shuttle service that will run every 10 minutes, from
a parking area close to the construction site, to transport those that will need access to these
buildings while the projects are in progress.
Strategic Planning Session
Doug explained staff has been working on this Strategic Planning Session for months with the help
of consultant Herb Marlowe, who will be the facilitator. No action will be taken at the time of the
workshop; the issues will just be presented to the BOCC to inquire what direction should staff
take, and each of the items will be brought back to the BOCC in subsequent months with answers
to their request to pursue these matters, in order to take a definite action on each of them.
He also stated that all of the issues that will be discussed tie-in, in one way or another with the
Research & Education Park and the major effect that this project will have in the community, and
the necessary funding sources.
Citizen Budget Committee Meeting
January 20, 2006
page 2
Committee members and staff briefly reviewed some of the issues that will be discussed at the
Strategic Planning Session and staff reminded CBC members to R.S.V.P. if they plan to attend.
Bill Blazak inquired if there will be information on the projections for the Ad Valorem taxes and
how they will affect these plans and requested the information to be provided to the CBC members.
Doug answered in the affirmative.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, February 17, 2006 at 7:30 a.m.,
in Conference Room # 3 of the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:40 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary Carl Hensley, Chairman
Citizen Budget Committee Meeting
January 20, 2006
H:\0 Secretary\0 OMB\CBC\Min\01'20.wpd page 3
ST. LUCIE COUNTY FACT SHEET
Incorporated -July 1, 1905
Jr -
Square Miles — a 'r S
q approximately 600
* Population (2005 projection — 245,000):
1980
2004
2016
City of Port St. Lucie
14,690
115,155
185,000
City of Fort Pierce
33,802
39,044
45,000
St. Lucie Village
593
628
700
Unincorporated Areas
38,097
71,389
119,300
TOTAL
87,182
226,216
350,000
+ County -owned Facilities:
18-hole Golf Course — Fairwinds Golf Course
4,000-acre International Airport with full customs and control tower
1,600-acre State -certified Research and Education Park
N.Y. Mets Spring Training Facility, Single A Baseball Facility and Player Rehab
Complex —Tradition Field
250-acre Fairgrounds with a covered equestrian arena
State-of-the-art Balefill and Recycling Facility — St. Lucie County Landfill
7,384-acres of Environmentally Significant Lands
550-acres Savanna Campgrounds
dtOOkS
l T E R P R I S E$ Lic. # CGCO50899
DAVID BROOKS
General Contractors/Construction Management PHONEFAX: 561.626.9980
PY
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Anne Bowers - [Fwd: schedule] "' Page 1
From: Alan Kalmanoff <akalmanoff@ilpp.org>
To: "Douglas Anderson" <DOUGA@stlucieco.gov>
Date: 2/2/2006 11:30:45 AM
Subject: [Fwd: schedule] />fV
doug: it's not certain, as were set back very far, but i think the n7,
attached schedule is reasonable; when does the committee meet in Feb.? K
CC: Anne Bowers <ANNEM@stlucieco.gov>
St. Lucie Space Needs Study
Tues. Feb. 7 All interview notes written up;
Draft departmental profiles complete
Report outline
Staffing projections complete
Fri. Feb. 10 Floor plans scanned
Current Sq. Ft. for departments determined
Tues. Feb. 14 Progress Memo to Budget Committee
Methodology for space projections determined
Fri, Feb. 17 Draft of space projections com plet --'`--.`.--,
Departmental profiles complete
Mon. Feb. 27 Draft report complete, submit to County
COUNTY
F L
O R I D A
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, January 20, 2006
7:30 a.m., Conference Room # 3
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Reorganization 8
2. Impact Fees
3. Space Needs update to Review Committee
4. Downtown Capital Projects
5. Strategic Planning Session
Adjournment
Next CBC meeting: February 17, 2006
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: November 18, 2005
Conference Room # 3
Meeting convened at 7:35 a.m.
MEMBERS PRESENT: Ron Parrish, Toby Philpart, Jay L. Mc Bee, Debbie Hawley, William "Bill" Blazak,
Edward Lounds, Troy Ingersoll, Patricia "Pat" Ferrick, Randy Ezell, Carl Hensley and Linda Bartz.
MEMBERS ABSENT: Lillie Miller, William "Bill"Casey and Steven Messer.
OTHERS PRESENT: Mark Godwin, Toby Long, Faye Outlaw, Ray Wazny, Jennifer Hill, Marie Gouin and Doug
Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
Carl Hensley welcomed Bill Blazak. He has been appointed to this committee by commissioner Hutchinson.
Members were informed that the January meeting is when the committee reorganizes (New Chairman and
Vice-chairman are appointed by committee members) .
MINUTES
There being no corrections to the minutes for the November 16, 2005 meeting, Ed moved for approval
and Ron seconded the motion. All members present voted in favor and the motion passed.
Criminal Justice System
The County contracted Dr. Kalmanoff from the Institute of Law and Policy Planning (ILPP) and UCLA Beckley
to perform a Criminal Justice Study and, as a result of his recommendations, the county hired Mark Godwin
in a new position (Criminal Justice Coordinator) created to implement as many of the recommended
improvements to the system as money and resources would allow. Mark has been employed for about four
months and has now come before this committee to report on the status of the implementation process. He
handed out copy of memo addressed to the County Administrator, explaining the programs that have been
put in place initially (please refer to memo for details). Currently there are 9 projects undergoing and there
will be more programs implemented in the future. He added to the information with the following comments
(please note that some of the programs are already sufficiently explained in the memo):
G.P.S. Electronic Pretrial: This program is to be used on individuals who are awaiting trial (considered no
threat to the community - guidelines based on Florida Statutes ), and they will need to be screened and
qualified for the program.
Pretrial Release Program - BOCC Resolution No. 05-338: The most important feature of this program is that
this is to be used to provide the judge with information on individuals that will be making their first
appearance (right after arrest), so that it can be determined if the offender is eligible for any of the pretrial
release alternatives.
Data Exchange: At the time individuals are booked, with the press of a button, the offender will be given a
case number and the information will be transmitted automatically to the State Attorney's office and the
clerk (for faster review) in order to analyze the speed on which they can be prosecuted (if so) depending on
how complicated the case may be.
Mental Health Court: Experts believe that, frequently, offenders with mental problems that are put on
medications and are stabilized begin to fell good and decide on their own to quit taking their medication. As
a result, they end -up having psychotic episodes. This program would prevent this type of situation , and
therefore prevent them from incurring in committing other crimes.
VOP Rocket Docket: The VOP inmates constitute about 1/3 of the jail population, resulting in a cost of approx.
$7MM/year. This program is designed to reduce this cost.
Case management programs: They are intended to also put cases on fast -track to reduce the jail population.
Staff is working with all parties involved on this matter and will request for an administrative order to be
issued so that all cases on each individual are consolidated and heard by one judge. There are inmates who
have been sentenced to State prison for one offence, but continue to sit in jail awaiting to be tried for other
misdemeanors they have been charged with. Consolidating the cases will allow sentencing them (and/or
clear them) on each count on the same date and send them off to prison immediately.
The rest of the memo explains some jail population growth projections and staff and committee members
discussed some of the consequences the growth in the jail population could have in the community. They
also discussed possible additional actions that can be taken to continue to reduce the jail population and
expedite the process of constructing a new jail, to avoid a similar crisis in the future.
Hurricane Recovery
Faye Outlaw updated committee members on the County's Financial status after Hurricane Wilma (The last
hurricane recovery update given to this committee was before Hurricane Wilma struck). For details, please
refer to exhibit attached.
Committee members and staff discussed the possible time frames for financial recovery (current scenario is
4.4 years, granted there are not other disasters during that time).
Clerk of Circuit Court building
Doug went over the funding sources for this project (please refer to December's agenda packet for details).
CBC members and staff also discussed the situation with the collection of Impact Fees. There has been
another continuance to the case and other parties (CORE Communities, Florida Builders Association) are
stepping into the argument.
Special Needs Shelter
The BOCC has agreed to build a gymnasium at the Lawnwood Complex that would double as a Special Needs
Center (the Civic Center will be demolished), and Doug referred to the information sent out in the meeting
package, which details the estimated cost of the project ($8.5MM), although he clarified that he has been
informed by contractors that costs may increase somewhere between 10-15% in January 2006.
Strategic Planning Session
Doug updated committee members on what staff and the BOCC have been preparing to discuss at the 2006
Strategic Planing Session (For details on the subjects that will be discussed, please refer to the December
Agenda packet).
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, January 20, 2006 at 7:30 a.m., in
Conference Room # 3 of the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 9:00 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary Carl Hensley, Chairman
Citizen Budget Committee Meeting
November 18, 2005
HAOSecretary\OOMB\CBC\Min\12'16.wpd page 2
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L
O R
I D
St. Lucie County Board of County Commissioners
Strategic Planning Session Agenda
January 30 and January 31, 2006
Panther Woods Country Club
First Day
8:00 AM — 8:30 AM
Breakfast
8:30 AM — 8:40 AM
Introduction & Acknowledgements
Douglas Anderson
8:40 AM — 9:00 AM
Overview by Facilitator
Herbert A. Marlowe, Jr.
9:00 AM — 10:15 AM
Section One: New or Improved Services and Systems
Overview by Douglas Anderson
Overview on CRA's by Heather Young
(Facilitated by Herbert A. Marlowe, Jr.)
10:15 AM — 10:30 AM
Break
10:30 AM — 12:00 PM
Continuation of Section One: New or Improved Services and Systems
(Facilitated by Herbert A. Marlowe, Jr.)
12:00 PM — 12:30 PM
Lunch
12:30 PM — 2:30 PM
Continuation of Section One: New or Improved Services and Systems
(Facilitated by Herbert A. Marlowe, Jr.)
2:30 PM — 2:45 PM
Break
2:45 PM — 3:00 PM
Sales Tax Presentation
Larry Daum
3:00 PM — 3:15 PM
Local Government Infrastructure Surtax
David Miller from PFM (Financial Advisor)
3:15 PM — 5:00 PM
Section Two: Funding the Strategic Plan
Overview by Douglas Anderson
(Facilitated by Herbert A. Marlowe, Jr.)
COUNTY
F
4
0 R
I D A
St. Lucie County Board of County Commissioners
Strategic Planning Session Agenda
January 30 and January 31, 2006
Panther Woods Country Club
Second Day
8:00 AM — 8:30 AM
Breakfast
8:30 AM — 10:00 AM
Continuation of Section Two: Funding the Strategic Plan
(Facilitated by Herbert A. Marlowe, Jr.)
10:00 AM — 10:15 AM
Break
10:15 AM — 10:45 AM
Section Three: Implementing the plan
Overview by Douglas Anderson
(Facilitated by Herbert A. Marlowe, Jr.)
10:45 AM — 11:30 AM
Closing_ Remarks
(Facilitated by Herbert A. Marlowe, Jr.)
'S" -
MEMORANDUM 06-32
OFFICE OF MANAGEMENT & BUDGET
TO: Commissioner Paula A. Lewis
FROM: Marie Gouin, Management and Budget Director
SUBJECT: Distribution of Ad Valorem Tax Revenues FY06 v�
� 1
DATE: January 10, 2006
1
Per your request, please find attached St. Lucie County's Distribution of Ad Valorem Tax Revenues
for Fiscal Year 2005-2006.
If there are questions, please contact me.
c: Commissioner Doug Coward
Commissioner Frannie Hutchinson
Commissioner Chris Craft
Commissioner Joseph Smith
Douglas Anderson, County Administrator
Attachments
--- r, r,, � r7
JAN 19 2006
CO. ADMIN- OFFICE
DISTRIBUTION OF AD VALOREM TAX REVENUES
FISCAL YEAR 2005 - 2006
1 TOTAL AD VALOREM TAX REVENUE
2 ALLOCATIONSIFEES TO CONSTITUTIONAL OFFICERS
3 COURTS AND LEGAL SYSTEM
4 CRAS $1,225,000
CITY OF PORT ST. LUCIE $2,050,000
CITY OF FORT PIERCE
TOTAL CRAS
5 COMMUNITY SERVICES -MANDATES $150.000
HEALTH CARE RESP. ACT
MEDICAID HOSPITAL $1,880,000
MEDICAID NURSING HOMES $500,000
PAUPER BURIALS $25,000
TOTALCS-MANDATE
6 HEALTH DEPARTMENT
7 NEW HORIZONS -MENTAL HEALTH
8 STREET LIGHTING DISTRICTS
9 VOTED DEBT SERVICE
10 MOSQUITO DISTRICT
I I EROSION DISTRICT
12 STORMWATER MSTU
13 UNINCORPORATED SERVICES MSTU
14 LAW ENFORCEMENT MSTU
15 PARKS MSTU
16 TRANSPORTATION MSTU
17 SUB -TOTAL
18 NET AVAILABLE FOR BOARD ALLOCATIONS
Total anticipated Ad Valorem revenue less statutorily mandated 5%. —
Community Service -Mandates Distribution of Ad Valorem Revenue
1.8 % _ New Horizons -Mental Health
Health Dept. 0.5 %
Parks MSTU
_
2.9% Transit MSTU
1.0 %
Law Enforcement MSTU
1.7%
Unincorporated MSTU
2.5 %
Stormwater MSTU
2.0%
Erosion District
1.2%
Mosquito Control District
3.1 %
Debt
1.6 %
Street Lighting
courts/Legal Syst.
0.1 %
4.9%
$64,495,925
$6,972,790
$3,275,000
$2,555,000
$1,026,500
$680,411
$137,764
$2,257,286
$4,447,011
$1,637,807
$2,785,466
$3,563,877
$2,403,040
$4,094,515
$1,474,026
$101,806,416
CRRS
2.3% B.O.C.C.
26.1%
$141,444,198
$39,637,781
-`_ Constitutional Off.
45.6%
COURTS AND LEGAL SYSTEM
TOTAL
AGENCY
BUDGET
1
COURT ADMINISTRATOR
$1,213,140
2
GUARDIAN AD LITEM
$243,550
3
JUVENILE DETENTION
$1,883,280
4
JUVENILE ASSESSMENT PROGRAM
$500,000
5
STATE ATTORNEY
$1,093,156
6
PUBLIC DEFENDER
$322,633
7
MEDICAL EXAMINER
$400,367
8
OTHER COURT COSTS
$2,514,073
9 LESS ADJUSTMENTS FOR NON -AD VALOREM
CONTRIBUTIONS (FEES, OTHER COUNTIES, ETC.) ($1,197,409)
TOTAL $6,972,790
The County is mandated by State Statue to provide support with local tax resources for
various aspects of the Court and other agencies related to the legal system. While the
majority of the resources for these agencies come from other sources, there is
a significant direct cost to the County.
costs of the Court Administrators, Guardian Ad Litem, and Medical Examiners office are
by the counties in the 19th Judicial District (St Lucie, Martin, Indian River and Okeechobee).
d
COUNTY
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, September 15, 2006
7:30 a.m., Conference Room #3 (3`d floor)
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Salaries Dept. Heads Review
2. FY06 / 07 Budget update.
3. Disaster Financial Recovery.
Adjournment
Next CBC meeting: October 20, 2006
Note
For the October meeting, Mr. Larry Pelton has been invited to discuss:
- Economic Development Overview.
- Research & Education Authority/Real Estate Transfer Fee Referendum.
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Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: August 18, 2006
Conference Room # 3
Meeting convened at 7:40 a.m.
MEMBERS PRESENT: Nathaniel "Nate" Wells, Jay L. Mc Bee, William "Bill"Casey, Debbie Hawley,
William "Bill" Blazak, Edward Lounds, Troy Ingersoll, Randy Ezell, Carl Hensley and Steven
Messer.
MEMBERS ABSENT: Jeremiah Johnson, Ron Parrish, Patricia "Pat" Ferrick and Linda Bartz.
OTHERS PRESENT: Garry Wilson, Mark Godwin, Faye Outlaw, Marie Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
Carl introduced new CBC member Nathaniel Wells. Nate has been appointed by Comm. Doug
Coward to represent District 2.
MINUTES
Ed moved to approve the minutes for the April and May 2006 meetings. Bill Casey Seconded
the motion. All members voted in favor and motion passed.
Space Needs Study Final Report
Faye Outlaw referred to the memo sent in the agenda packet regarding this issue and pointed out
there was a correction to be made. The memo indicates that the letter sent to ILPP was sent in
May 19th; the correct date was June 9"
She then referred to attachment A, which lists with staff and CBC members' recommendations
comments and changes to the report's draft.
Ed inquired if there was any chance that there would be any corrections to the last revision the
consultant submitted.
Faye stated she does not believe the consultant would be submitting another update. This report
is their final and they will make their presentation to the BOCC based on it.
She stated that among the requested changes, the one staff considered critical, because it would
constitute a most valuable planning/working tool, was the prioritization of the square footage on
an annual basis.
The consultant indicated they could not provide such a list, because the would need the Board to
make policy decisions in regards to this matter. In lieu of providing a priority list, they made a
layout by grouping (e.g. what they considered as centralized and de -centralized county
departments), but they did not brake -down the information by departments.
Faye continued describing the way the consultant addressed staffs comments. Among them, the
consultant just deleted information instead of correcting it (e.g. ratios and percentages that were
unexplainable) .
Committee members and staff continued to express their dissatisfaction with the consultants' end
result and the lack of confidence they have developed in their work. They stated staff has
accomplished much more in shorter time and with less resources in similar projects and they hope
that this consultant is not contracted for any more projects in the future.
Dr. Kalmanoff will present their final report on September 18' 2006,
Budget Highlights
Doug gave a presentation to committee members on this subject, as he prepares for the Budget
Hearings in September (for details please refer to attachment).
Other Issues
Economic Development
Doug stated the coming weeks are very exiting in terms of this subject, because they have been
in conversations with companies that are considering St. Lucie County to establish their offices
and very exiting things are expected to happen in the near future in terms to new jobs and
economic development in the community. Staff will bring more information on this matter very
soon.
County Employees Salaries
Ed stated he is proud of the job staff has been doing and the leadership they have shown and
inquired if the salaries have remained competitive since the salary survey, because he is of the
opinion that if the County does not remain competitive, we may lose valuable personnel.
Staff took note and will bring a salaries comparison of the Department Heads with other counties
for committee members at the next meeting.
Doug also mentioned that one of the actions staff has taken to keep up with the competition is to
establish another raise for county employees every April. Employees get 3% increase every October
1st for cost of living, and from now on, every April 1, they will get another 2% or 3% increase,
depending on their salary range, in relation with their position's middle range.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, Septemberl5, 2006 at 7:30
a.m., in Conference Room #3, at the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:45 a.m.
Respectfully submitted by:
Suzanne Antonetti, Secretary
Citizen Budget Committee Meeting
August 18, 2006
HAO Secretary\OOMB\CBC\Min\0818.wpd
Reviewed by:
Carl Hensley, Chairman
page 2
COUNTY I``
, L O R t D A
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, April 21, 2006
7:30 a.m., Commission Chambers (3`a floor)
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Space Needs Draft Report update
Adjournment
Next CBC meeting: May 19, 2006
L AN 19 21NS
CO. ADMIN. OFFICE
d4, _J ) 6 L
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: February 17, 2006
Conference Room # 3
Meeting convened at 7:30 a.m.
MEMBERS PRESENT: Jeremiah Johnson, William "Bill"Casey, Debbie Hawley, William "Bill"
Blazak, Troy Ingersoll, Patricia "Pat" Ferrick, Carl Hensley and Linda Bartz.
MEMBERS ABSENT: Ron Parrish, Toby Philpart, Jay, L. Mc Bee, Edward Lounds, Randy Ezell and
Steven Messer.
OTHERS PRESENT: Jim Walker, Toby Long, Mark Godwin, John Griffin, Jennifer Hill, Marie
Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA
Due to technical problems this meeting did not get recorded (taping devices malfunctioned).
Carl thanked Jeremiah Johnson for joining the Citizen's Budget Committee. He has been
appointed by Commissioner Smith.
MINUTES
Bill Blazak stated that at the meeting he had inquired about the Road Impact Fees that are being
collected "Lump Sum" in advance for construction, at a new and higher rate, voluntarily from
developer's and inquired that his questions be included verbatim as follows: 1. What is the
current amount of funds available from the pre -payments (actual or projected from developer
commitments). 2. What specific road projects will this money be allocated to this budget year?
At the previous meeting, when these questions where posted, Doug explained further that the
developments were being asked to pre -pay the Road Impact Fees in lump sum, upon the first final
plat approval. The amount requested to be paid is based on cost calculations made by consultant
Dr. James Nicholas and by the time of this meeting three developers had willingly agreed to honor
them. Thanks to this, the fund is building up to improve roads now (to be "ahead of the curve")
and not wait until there are traffic congestion problems in those areas that will benefit with this
policy.
Doug clarified they have been doing this specifically for the Midway Road and staff is looking into
the possibility of doing it in other critical roadways.
There being no further corrections to the minutes for the January 20, 2006 meeting, Bill
Blazak moved for approval and Linda seconded the motion. All members present voted in
favor and the motion passed.
Space Needs Study Update
Pat Bradley heads the Institute for Law and Policy Planning team that is conducting the Space
Needs Study for the County. She stated they had underestimated the time it would take to compile
all the necessary information to complete the study. Although the interviews with the departments
have been performed, the compilation of other essential data has proven to be not so easy to get
from some agencies (As an example, she stated that personnel history for the BOCC was easy to
obtain, as it is included in the Budget Book edited every year by the Board; not so with other
agencies involved in the study). She went on to explain the different steps involved in prepanng
the report.
Doug expanded in regards of how this study will affect the different entities in the County and the
decision to determine what and when to build for more space.
Other Issues
Other subjects CBC members and staff also discussed were the opening of the Jail Pods,
downtown Fort Pierce projects and the Fort Pierce CRA.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, March 17, 2006 at 7:30 a.m., in
Commission Chambers, 3rd floor of the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:50 a.m.
Respectfully submitted by:
Suzanne Antonetti, Secretary
Citizen Budget Committee Meeting
February 17, 2006
H:\0 secretary\0 OMB\CBC\Min\02'17.wpd
Reviewed by:
Carl Hensley, Chairman
page 2
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: March 17, 2006
Commission Chambers
Meeting convened at 7:30 a.m.
MEMBERS PRESENT: Ron Parrish, "William "Bill"Casey, Debbie Hawley, William "Bill" Blazak,
Edward Lounds, Troy Ingersoll, Patricia "Pat" Ferrick, Randy Ezell, Carl Hensley and Steven
Messer.
MEMBERS ABSENT: Jeremiah Johnson, Toby Philpart, Jay L. Mc Bee, and Linda Bartz.
OTHERS PRESENT: Sheriff Ken Mascara, Toby Long, Diamond Litty, Bruce Colton, Ed Fry, Phil
Brodeur, Mark Godwin, James Walker, Pat Bradley, Beth Ryder, Marie Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
None.
MINUTES
Minutes were tabled. Carl requested members to contact recording secretary with feedback
regarding the minutes, as they were not recorded properly, if there was any subject they wanted
included in the minutes.
SRace Needs Draft Reuort
Pat Bradley, representing the Institute for Law & Policy Planning (ILPP) made a presentation on
the draft report they have prepared on this matter (please refer to exhibit A).
Her comments on this presentation were as follows:
The project goals are to identify the current needs based on the current buildings and staffing and
establish the issues to make the projections on future staffing and spaces demands and to provide
a discussion for meeting those needs.
The methodology used was to interview departments and other agencies' heads and staff (in some
cases the consultant interview several representatives of the different entities). Collected and
analyzed data from budgets, performed walk-through of all buildings, reviewed calculations made
of floor plans and reviewed the existing studies on this matter.
Pat Bradley pointed out that in some instances the data collection was more difficult. She gave
the example of number of employees (she stated the Board of County Commissioners does not
oversee the staffing needs of the other agencies and, therefore, did not have their numbers
available. The consultant had to request the numbers directly from the other elected officials), their
location (after the hurricanes, staff was displaced, due to the damages to some buildings) and the
numerous changes that have occurred in terms of modifications to the offices within the last 10
years made it difficult to track their recent growth (it was difficult to track in the floor plans the
whereabouts of all personnel).
She then referred to the data presented in the report and how they broke down the facilities (please
refer to Exhibit A - the presentation- for more details).
She added that, with no exception, the existing buildings are at capacity. In order to cope with any
projected staff increase, all departments will have to resource by sharing private offices and
squeezing people together.
She also pointed out there is a lack of conference rooms and space for storage for equipment, files
and supplies, mostly because they have been converted overtime into more offices to accommodate
the additions of employees and there is a disparity in terms of the net square feet for staff within
the different departments, as some need more private offices, because of the nature of their work.
Other departments have already remodeled several times to accommodate the increase in the
number of employees.
The primary factor driving the future space needs will be staffing growth and St. Lucie County's
overall population growth will be the main factor to determine the county's staffing growth. She
pointed out that the population growth numbers used in the study are already considered low.
She explained the progression calculated on those numbers to illustrate possible scenarios.
She stated that based on her interviews with department heads, the recent increase in number of
employees reflected on the charts may be misleading, because there had been cuts in the number
of positions some years back and a lot of the additions made in recent years had been to "catch
up" with the workload.
Pat Bradley went on to explain briefly how some of the projections are calculated and how the
consulting firm comes up with the results and recommendations. She pointed out the chart that
lays out the sq. ft. needed for the next 20 years and stated the reason why it jumps dramatically
is to reflect the needs that are not being currently met and include the needed increase in staff that
would deal with the problems previously mentioned.
She pointed out the study has not included numbers for health or child care, but those are
services the BOCC may want to consider.
She added that almost every entity has expressed there are parking and transportation
problems and it is her opinion that staff may want to modify the way they have been going
about their parking projections until now. She also stated that staff will need to consider in
which manner they will meet the future needs and proposed possible solutions (e.g. deciding if
they will either remodel spaces such as the Civic Center or expand into adjacent lands).
She stated that the Court and court related services may require a more detailed study, but
proposed that staff should analyze if expanding services should be in a manner of spreading
out such facilities into different sectors of the County (e.g. within the cities) instead of having
them all centralized. There will be a need for more courthouses within the next 10 years and
consequently, for those agencies that are closely related to them, such as the Public Defender,
the State Attorney and others.
The study identifies the deficiencies found in the courthouse, such as the need to consolidate
some of the criminal functions into a new facility at some point in the near future.
CBC members and staff went on to discuss the presentation and the draft report.
Pat Ferrick, who is the Supervisor of Elections (SOE) appointee, went on to read portions of a
letter signed by Gertrude Walker , SOE in which she expresses her dissatisfaction with the
portion of the draft report that refers to her office (e.g. does not address the needs for voting
sites).
Representatives of the other agencies also addressed the committee members with their
concerns regarding what they consider numerous errors and discrepancies in this first draft of
the Space Needs Study Report. Several of them mentioned the prior study performed by the
Citizen Budget Committee Meeting
March 17, 2006
page 2
consultant, which addressed the Court System's efficiency problems and they stated their
dissatisfaction with the results of that study and what seems to be a repetition of the same
situation for this report. They stated that at the last study they had to spend extra time in
providing data and correcting the consultant's inaccuracies and that the end result of the study
was still incorrect and that the agencies should not have to spend so much extra time finding
the data for the consultant, when they should be the ones collecting it, for which the are being
paid handsomely.
Sheriff Mascara mentioned as a matter of example that there was a statement that there have
525 patrol cars (they only have 347) and making such a statement attracted the interest of the
media.
Diamond Litty, Public Defender and Bruce Colton, State Attorney also complained that not only
the data reflected in their portions of the report does not coincide with the information they
provided, but that it seemed as if they had "mixed up" those two agencies in the report. They
complained they were being "accused" of not providing information, which they categorically
denied and stated they had tried very hard to respond to the consultants requests as precisely
as possible.
Pat Bradley reiterated that the consultants expect all agencies involved to forward their
comments, feedback and suggestions to the first draft. They will review the data once again
and make the necessary adjustments. She stated she was taking note of the observations
being made and that she would review their data and make the necessary corrections.
Ed Lounds stated his concern in regards with accommodating for the public that has to go to
the buildings to deal with county business. He did not find any comments on what will be
done in regards to customer service or waiting areas, which is a current problem.
Pat Ferrick expressed her concern as to those projects it is stated in the study they have not
addressed (undergoing projects).
Ed Fry agreed that it was difficult for the consultant to track down his personnel, as they are
displaced because of the hurricanes. He stated though, that he expected the BOCC to provide
for better accommodations for the Finance Department and the auditors when the study is
completed (they are also at capacity).
Bill Casey stated he is of the opinion that in view of the circumstances presented, this study
could have been maybe performed better by county staff and proposed it may be wiser to pay
the consultant for the work done to this point and dismiss them.
Pat Bradley stated they did take note of the areas concerning the public (mainly Planing and
Zoning and Code Enforcement) and that other entities, such as the Property Appraiser and the
Tax collector had stated they do not foresee they will be needing extra space in the near future.
Bill Blazak requested the County Administrator to extend about the projects that are ongoing.
Doug stated staff understands this is a draft report and numbered the projects that are ongoing
in the different areas of the County (Fort Pierce, Walton Road, St. Lucie West) to accommodate
the growth. He stated staff has been working with the Clerk of the Court as to accommodate
the staff that was displaced as a result of the damages to their building.
He also pointed out staff is of the opinion that for a project of the magnitude of this space
needs study, it is necessary the point of view of an outside consultant with the right expertise.
He stated a specialized firm is necessary to give the proper input, because the way the County
Citizen Budget Committee Meeting
March 17, 2006
page 3
is growing it is very easy to be short in their calculations.
As CBC members and staff continued to discuss the results of the Study's first draft, members
reiterated they will need an Executive Summary, since the initial draft was very long and the
information was not presented in a way that was easy to follow.
Bill Casey stated the next draft should be shorter and to the point. He requested information
as to what are the different departments requesting in terms of their space needs, what existing
projects are already undergoing to meet those needs (that has been already approved) and
maybe some anticipated difficulties in meeting those needs, so that committee members could
discuss and provide feedback on the matter. He also requested a priority summary to
determine which departments and agencies are in more urgent need for the extra space.
Pat Bradley stated they would prepare the summary for the next draft.
Bill Blazak inquired in regards to the study not addressing the health and child care services,
since as a former member of staff, he is aware they had meet several times in the course of a
year to discuss this possibility and he knows there are many county employees interested on
this matter, which addresses productivity, and he would like to see that the issue is addressed.
Pat Bradley inquired if there was any information on how great is the need.
Doug stated Bill's comments were accurate and that the consultant can get the information by
contacting Human Resources.
Diamond Litty inquired clarification as to what projects are undergoing.
Doug listed projects such as the Special Needs Shelter, which includes and auditorium, the
Clerk of the Courts building, offices at the Walton Road building, rebuilding of the old
Courthouse.
Ron Parrish requested for committee members to be copied on the agencies written responses
to the consultants .
Doug asked CBC members to continue having the meetings at Commission Chambers while
the space needs are being discussed to have it in tape, as it is such an important issue. The
chairman agreed.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, April 21, 2006 at 7:30 a.m., in
Commission Chambers, 3rd floor, at the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:40 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary Carl Hensley, Chairman
Citizen Budget Committee Meeting
March 17, 2006
H10Secretary\OOMB\CBC\Min\0T17.wpd page 4
Exhibit A
ST. LUCIE COUNTY SPACE
NEEDS STUDY
DRAFTREPORT
Prepared for the
Citizens' Budget Committee
and the
Board of County Commissioners
Project Goals
*Analyze Current Space Use
Inventory Existing Buildings
Determine Current Staffing
Identify Current Issues
a Project Future Demand
- Projection of Future Staffing
- Projection of Future Space Needs
• Discuss Alternative Ways of
Meeting Projected Needs
II. EXISTING FACILITIES
52 Buildings
Approximately 786,000 BGSF
St Lucie SNS
I. INTRODUCTION AND
OVERVIEW
* Project Goals
*All Agencies and Departments
e Methodology
Methodology
Interviews with Department and
Agency Directors and Staff
*Collection and analysis of data from
budgets and questionnaires
*Building "walk-throughs"
*Calculations and review of floorplans
Review of prior studies
Existing Facilities, Summary
Offices, Courts, Clinics
353,817'
Libraries
54,908
Museums
19,300
Records and Equipment Storage
4,400 `
Airport
10,500
Jail total
260,860
Corporation/ Maintance
81,374
Existing Sq. Ft.
Existing BGSP
81.374
a
P
353.817
260.1160
10.5 ;. .% 54,908
5.4 19,300
Offices, Courts, Cincs ■ LA.—
Mreeums ❑Records end Epupmm
tarpon o.w lotel
CorperatorV h6rdence
III. PROJECTED STAFF AND
SPACE NEEDS
Staffing growth is the primary
factor driving future space needs.
Overall county population growth
is the main factor driving future
staffing growth.
Projected Staffing— Gr9Ph
Projected Stalling Growth
41 ._........._ .... _.._.
4,
3,
2.
2,
11111
Existing Space Use
o
At capacity, though coping.
• Most departments do not have
workspace for additional staff.
• Lack of conference rooms.
*Shortage of storage space for files,
equipment and supplies.
� Disparities of net sq. ft. per staff.
County Population Growth
SLC Projected Population
450,000 2•�
0.000 5,100
40
350,000 8,700
300 000 4,400
250.000 ! 2,700
200,000 e192,695
150,000
100,000
50,000
0
2000 2005 2010 2015 2020 2025 2030
Judicial Positions
St Lucie SNS 2
Projected Space Needs (DGSF)
Departrtlantal Gross Sq. Ft.
mo_,�,
SI
0
0
C—. DGSF 2010 DGSF 2015 DGSF 2020 DGSF 2025
a G. .nd Community S.nlc.. IN
0 Court. and C.un R.I.1.d
Additional Space Needed
Additional DGSF needed for each 5-
year time period x 35% building
gross (Government and Community
Services, Dispersed Services, and
Courts and Court -related Services)
BGSF (Specialized Activities, Jail,
Parking Garage)
IV. STRATEGIES FOR MEETING
FUTURE NEED
*Policy Issues
e Concurrent Projects
Projected Space Needs (BGSF)
Building Gross Sq. Ft.
1600000 ...—.. ...._._ ..... _ .. ....
400000
1200oa0
000000
e00000
600000
400000
200000
0
Curtent DGSF 2010 DGSF 2015 DGSF 2020 DGSF 2025
DGSF
Additional Space Needed
Add BGSF Add.BGSF. Add. BGSF Add SGSF
2010
2015
2020
2025.
Gov. and
CoRVlaality
Services
42,217'.
25,137
37.460
20,439.
Dispersed
Services
25,051
10.715
11.536
10.735.
Courts and Court
Related
95.585
40,338'
32,562
24,462
Specialized
Activities
19,830
16,835
42,810
10,630
Jail
270,053 116,559 142,148 173,357
452,736 2091594 266,516 239,623
Policy Issues
e County Growth Policy
e Location and Consolidation
® Space Standards
e Support Spaces
*Parking and Transportation
*Sheriffs Calls/Jail Growth
St Lucie SNS 3
Strategies for Meeting Future
Facility Needs - Selected
Courts and Court -related functions
Detailed Study Needed
J, Is a multiple courthouse system appropriate for St.
Lucie County?
r2 How many courthouses should there be, and
where should they be located?
1' Should courthouses be dedicated to specific
categories (civil, criminal, juvenile, traffic, etc.), or
multi -purpose?
What ancillary functions should be located at each
courthouse (Court Administration, Court Clerks,
jury assembly, self help, etc.)?
Administrative Offices Alternatives
Civic Center
St. Lucie West
Dispersed offices
Expand onto adjoining land
St Lucie SNS 4
Dear Committee Member:
Attached is a memo presenting a summary and recommendations of the St. Lucie County
Space Needs Study.
The previous report, a draft, provided population, staff and space projections, along with
brief profiles of departmental needs. Recent clarifications from the Sheriff and State
Attorney, excellent cooperation from the Bench and Courts, and comments and
corrections from other agencies and County departments are being incorporated into the
final report. Information has been modified since the draft report and is still undergoing
changes and clarifications for several of the County's more complex agencies and
departments.
Decisions on funding for staffing are made by the Board of County Commissioners for
BOCC agencies, by the State of Florida for state agencies, and, in concert with the
BOCC, by Constitutional officers. Decisions on capital improvement and expenditures
are made by the Board of County Commissioners, based on stated needs, priorities, and
available funding.
Obviously, because of the complexity of this decision making and many other
uncertainties in policies, politics, and growth patterns, the staffing and space projections
presented in this study are planning estimates, larger or smaller than the actual future
numbers, and the time frame for needed space and facilities is likely to be accelerated or
slowed.
What is absolutely clear is that St. Lucie County has space needs, and will therefore have
significant capital expenditure and facility planning projects in its near future. It is
essential that the County continues to move forward with more specific plans to address
these facility needs.
The information provided in this draft report relies on the extensive work that has been
done with data provided by county and agency staff, to do the planning analyses and
develop priorities.
ILPP looks forward to a lively discussion and follow-on written feedback by the
members of the Citizens Budget Committee, input from Constitutional Officers and all
interested agencies, and especially by the Board of County Commissioners, as well as
further corrections to the data and comments on the priorities presented, by 5/1/06.
The final report will provide the findings and recommendations of an independent
planning study, incorporating corrected technical data and information along with likely
revisions to the priority recommendations presented in this memo. A final report and plan
will be prepared for the Committee for 5/19/06, and for the Commission, for their May
meetings.
Sincerely,
Pat Bradley.
Project Director
St. Lucie County Space Needs Study
Summary of Staffing Projections
Year
Department
2005-06
2010
2015
2020
2025
BOCC: Administration
Commissioners and staff
10
10
10
10
10
County Administrator
10
13
15
16
17
Grants Coord. (Research & Ed Park)
2
6
6
6
6
Strategy & Special Projects
1
1
1
1
1
Media Relations
5
6
7
7
8
County Attorney
12
14
15
16
17
Criminal Justice Coordinator
4
5
5
6
Information Technology
52
65
81
100
118
Information Tech nology:computer room
10
14
17
20
25
Management and Budget
9
10
11
11
12
Human Resources/Risk Mgt
11
12
13
14
15
Purchasing
9
10
11
11
12
Public Works: Ad, En. Eros,Code Storm
107
145
194
249
310
Growth Management
32
36
38
41
43
Central Services
101
142
172
207
245
Agriculture Ext. Office
22
28
32
37
42
Community Services
15
15
16
18
20
Cultural Affairs
13
14
15
15
16
Library Total
77
83
88
93
95
Mosquito Control Total
29
34
40
47
53
Parks and Recreation Administ.
17
19
22
23
24
Airport (BGSF)
9
10
11
12
13
Public Safety
88
94
99
103
105
Public Works Road & Bridge
80
85
90
95
100
Environmental Resources
18
23
28
36
44
Utilities Operations
9
12
15
18
22
Veterans
10
12
15
18
22
Total BOCC
756
915
1067
1229
1401
Insitute for Law and Policy Planning Page 12
St. Lucie County Space Needs Study
Other Agencies
Sheriffs Office Jail Information not available
Sheriffs Office Law Enforcement staff
Supervisor of Elections
Tax Collector
Property Appraiser
Clerk of the Court
COC & Finance Dept.
Court Functions - Juvenile Court
Court Functions - Court functions
Public Defender
State Attorney
Health Department
Guardian Ad Litem
Courts
Judicial Positions: County Courts
Judicial Positions: Circuit Courts
Court Administration
Total Non-BOCC
note: does not include jail staff
2005-06 2010 2015 2020 2025
357
415
478
546
617
15
22
26
30
33
80
106
122
140
158
71
79
91
104
118
29
32
40
42
45
7
11
16
20
24
176
208
250
310
384
46
55
60
66
73
92
100
110
120
130
158
184
212
242
273
22
72
122
150
160
10
10
11
13
15
18
20
22
25
27
76
97
109
122
139
1157 1411 1669 1930 2196
Insitute for Law and Policy Planning Page 13
General Recommendations
for Space
and Facilities Planning
St. Lucie County Space Needs Study
Introduction
The immediate priorities in St. Lucie County are to address the serious problems caused
by rapid growth and storm damage, and also to address many years of unplanned growth.
While addressing these issues of growth and storm damage will potentially relieve the
immediate and pressing needs for space, the County must still address additional growth
and other upcoming needs; importantly, it must also prevent the "issue of buildings" from
becoming a distraction from other major organizational and policy questions.
For most departments and agencies, projected space needs are driven by projected
staffing needs. Projected growth for many departments is incremental and can be
addressed through planned new facilities, which in itself will present St. Lucie taxpayers
with financing and planning challenges.
However, at the same time, the County faces skyrocketing justice system demands.
Policy and political questions of how to manage this growth must be decided and
resolved before the County moves forward with major investments in criminal justice
buildings. This has been the pattern, whether early or after crisis, in other fast growth
Florida Counties, such as Orange, Hillsborough and Palm Beach. First, the justice system
is managed, then facilities follow. In St. Lucie County, this strategy would include a more
complete response to the clear recommendations in the previous criminal justice system
assessment, approved by the Commission. In the meanwhile, the County should move
forward to meet facility needs that are not the subject of major or polarizing debate, and
are instead more generally agreed upon.
These straightforward but important and generally agreed upon capital improvement
projects are chiefly aimed at providing space for crowded agencies and departments, to
provide for future growth in the most effective way. Decisions on how to meet the other,
longer -term needs of the County will depend on how the County Commission has dealt
with the unresolved growth side of the equation.
Historical data and standard projection methodology have been used in this project, as is
the best practice, as the basis to project future needs, which is a reasonable approach for
agencies that are small, predictable and increasing at a measured pace in relationship to
population growth. For larger agencies — especially those that have increased their
staffing and space needs at a much more rapid pace in the past ten years, far beyond
population growth or underlying demand such as crime rate or workload, - there must be
continuing adjustments and tests to the numbers.
Projections are planning estimates; they grow obsolete with speed, and are sometimes
"right" and sometimes "wrong" — depending on who you ask and when. The projections
developed for St. Lucie County represent standard best practices in space and facility
master planning, nationally and also in Florida. But careful assessment of growth needs
must be made before making strategic building investments, especially in the current
situation of rapidly expanding needs and justice system crowding.
Institute for Law and Policy Planning 1
St. Lucie County Space Needs Study
The current projections are based on extrapolations of recent growth as well as agency
and departmental comments regarding perceived needs. However, the resulting
projections show the danger of extrapolating only from the current performance,
especially of the justice system, and projecting the resulting crowding and demand into
the future, without changes in policy or practice.
For example, recent growth trends have been used as the basis for projecting St. Lucie
County jail growth along with justice system growth. These numbers, even in rough and
debated terms, still gives the Sheriff's Office, alone, over 900,000 square feet of the
ultimate 1,300,000 square feet "projected" for total St. Lucie County space. This is an
impossible situation even to imagine, and also to finance in any event, given that jails
require a 24/7 operation.
Summary
Thus, the "big picture" includes:
a. buildings damaged
b. buildings belatedly planned
c. severe crowding
d. very rapid growth in county population as well as in agency and department
expectations, and
e. some growth that cannot continue in the way it has.
The big picture also includes the fact that key growth questions are at the moment
unanswered, as to their politics or policies. What, in that context, are the immediate, short
term, mid-term, and long-term space and facilities priorities, priorities that can
realistically be acted upon?
These priorities are outlined for the Committee's review and general discussion, below.
Immediate Needs
The following departments and agencies have pressing facility needs.
• Clerk of Court
• Guardian ad Litem
• Public Works — Code Enforcement
• Agriculture
• Public Defender
• Courts and Court Administration
• Mosquito Control
• Health Department
Institute for Law and Policy Planning
St. Lucie County Space Needs Study
The following is an outlined response to these priority needs:
Short Term Needs/Action Plan — 2-5 years (2006-2010)
1. Complete the Clerk of Court building and relocate Clerk of Court staff from Orange
Blossom Business Mall leased space, the Courthouse Annex and other dispersed
offices. This will address the immediate needs of the Clerk of Court and provide
some additional space for the needs of the Courts.
2. Utilize the current space at Walton Road, now being remodeled. Relocate, for the
short-term, staff from the Agriculture Extension to address crowding at their facility.
Provide offices for Public Defender staff. Relocate Veteran Services from St. Lucie
West, then utilize the vacated space for court -related functions at St. Lucie West.
3. Continue with plans for a new and larger Emergency Operations Center (EOC). On
completion of a new facility and relocation of EOC staff, utilize the existing facility
to house the County's Information Technology (IT) computer and the IT staff needed
to run the system to the existing facility. Coordinate with other agencies and
Constitutional Officers to provide space in the existing EOC building.
4. Start construction of a new Administration Building on the site of the current Civic
Center building. Maximize the facility to allow for growth of BOCC agencies now
located in Administration Building and Administration Annex. Plan for maximum
site use, either as a phased project or consider long-range needs in site planning, with
the potential for future expansion and future parking needs addressed in any site plan.
Plan the facility to alleviate existing crowded conditions and address public access
issues.
The footprint of the previous Civic Center is 38,000 sq. ft. Specific architectural and
site studies should be developed to determine capacity. As a general estimate, if a
three-story facility was constructed on this site to provide office and public assembly
space, the site could provide approximately 70,000 departmental net sq. ft., perhaps
more if the footprint was expanded and perhaps less, depending on building and site
constraints.
The new facility should include:
• Ground floor — Commission Chambers and meeting rooms, with access to
other levels by secure entry only.
• Second floor — BOCC offices.
• Third floor — County Commission offices, Administrative Offices
(Administration, OMB, Media Relations, County Attorney, Clerk of the
Court Finance Division).
Utilize the space vacated to alleviate crowding.
Institute for Law and Policy Planning 3
St. Lucie County Space Needs Study
5. Complete renovation of the Old Courthouse. Relocate the Law. Library and some
Sheriff's Office functions now located in the Courthouse Annex, to provide room for
new courtrooms in the Courthouse Annex. Provide interim growth space for Court
Administration and other court -related agencies including the State Attorney, Public
Defender, and Clerk of the Court. Utilize additional space for support agencies.
6. Courts: Improve Courthouse security by developing courtrooms that do not require
movement of inmates through public spaces. Provide for additional courtrooms,
depending on Court organization and funding, schedules for multiple courtroom
users, etc. Utilize the Court's own best estimate of need, but provide for further
assessment and planning.
Initiate planning for medium and long-range needs of Courts that will provide for
additional courtrooms and court -related functions. A new facility should focus on the
courts that require inmate movement in and out of the facility. Address design issues,
with regard to security as the primary concern with a separate and specialized
planning process, and tackle the needs of court -related functions, including Court
Administration, Clerk of Court, Law Library, Sheriff's holding cells, and security. If
possible, include office space for Public Defender and State Attorney.
7. Develop a more detailed site study of the Corporate Yard. Provide additional acreage
for County functions, either through acquisition of adjacent lands or relocation of
facilities. If plans to co -locate the Fort Pierce Public Works department are adopted,
site needs for additional acreage will be accelerated. Develop a plan to provide for
new office facilities for agencies now located on site: These include Mosquito
Control, Public Works Road and Bridge Division, Parks and Recreation, and Central
Services.
Additional space for Mosquito Control office and lab functions is a priority and must
be addressed either though a new facility or via an addition to existing building.
Include a secure warehouse space on -site for Purchasing supplies, Central Services
storage of excess materials, Museum construction and storage, Community Services
storage, and Records storage. Records storage is a separate policy initiative involving
all agencies and is currently haphazardly arranged.
Work with the Health Department to acquire a new site and construct new clinic
space. Relocate the clinic area from the current Health Department Administration
building and remodel the space for administration and support functions.
9. Develop a unique planning process identifying the Sheriff's short- and long-term
facilities needs, based on the criminal justice assessment, and the resulting
implementation or lack thereof. Incorporate the separate staffing study based on
policy directions chosen from study of jail demand and classification, patrol work
load from calls for service versus self -initiated activity, and decisions about
overlapping coverage by the Sheriff s Office and City Police Departments.
Institute for Law and Policy Planning 4
St. Lucie County Space Needs Study
10. Following a complete analysis of the County's ability to implement the controls over
the growth of the inmate/offender populations, including the development of a full
range of pre-trial and post -sentence alternatives to incarceration, the County should
develop a long-term plan to expand the jail's capacity through provision of some new
facility capacity for low security housing and/or alternative programs for these
minimum and low -minimum security offenders.
11. Continue with other decentralized projects. The Library, Parks, and Museum all have
independent planning processes.
12. Address the needs of the Supervisor of Elections. New space is needed if current
issues at OBBM are not addressed. Work with agencies in buildings to address needs
for early voting areas. These spaces are required during elections but could be shared
spaces at other times.
13. The County has so far been successful in very limited use of leased space. However,
growth pressures have increased substantially and are placing a severe burden on
operations for Guardian ad Litem, the Public Works permitting division, and Clerk of
Court agencies. Although there are disadvantages in terms of associated costs and
disruptions to agencies due to relocating, interim leased space should be considered.
14. Continue with plans to construct a special needs shelter. Design this facility to
provide office space to accommodate agencies that could be co -located at such a
facility. Allow for future expansion.
Intermediate needs (2010-2015)
Provide for needs of the Courts and Court Related Activities. Construct new
facility to meet needs for additional courtrooms, Court Administration, and court
related functions. If possible, include Public Defender, State Attorney, and
related Clerk of Court functions. If possible, locate adjacent to detention facility.
Alternately, plan for holding cells.
2. Regarding the Clerk of Court building, expand into reserved space. Participate in
the process to develop plans and initiate the planning process.
Complete the new Administration Building on the site of the current Civic Center
building. Start planning for a new facility to contend with expansion.
4. Provide for the needs of Sheriff s Administration
5. Provide for needs of the County Jail.
Continue implementing redevelopment at the Corporate Yard.
Institute for Law and Policy Planning 5
St. Lucie County Space Needs Study
7. Continue with other projects, such as the Library, Museum, and other functions.
8. Establish decentralized facilities, particularly for the Treasurer, Tax Collector,
and Supervisor of Elections
Lone Ranee (2015-2020)
Acquire new sites and build, based on a strategic plan..
Conclusion
The material presented above, supported by summary data and various projections, and
other technical materials that follow, serves as the core of the space and facilities master
plan. ILPP will accept, digest, and process all comments and corrections, and provide a
general framework and plan in a final report to the Committee and the Commission, for
the next meetings in May.
Institute for Law and Policy Planning 6
St. Lucie County Space Needs Study
Table 1: BOCC Staffing, linear extrapolation
(errors due to rounding)
1996- 1997- 2000- 2002- 2005-
97 98 1998-99 1999-00 01 2001-02 03 2003-04 2004-05 06 2010 2015 2020 2025
Government
Commission
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
County Administrator
6.0
6.0
6.0
6.0
7.0
10.0
10.0
9.0
9.0
10.0
10.0
10.0
10.0
10.0
Media Relations
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
4.0
5.0
6.0
5.0
5.0
6.0
County Attorney
11.0
11.0
11.0
11.0
11.0
11.0
11.0
11.0
12.0
12.0
13.0
13.0
13.0
14.0
Information Technology
41.0
43.5
43.5
44.5
47.5
52.5
54.5
54.5
60.5
61.5
75.9
93.9
111.9
127.9
Resarch & Education Park
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
Total General Government
63.0
65.5
65.5
66.5
70.5
78.5
80.5
82.5
90.5
94.5
109.9
127.9
145.9
163.9
Administrative Services
Management and Budget
7.0
7.0
7.0
7.0
8.0
11.0
11.0
11.0
9.0
9.0
9.0
10.0
10.0
10.0
Human Resources/Risk Mgt
6.2
6.3
7.3
9.3
9.3
9.3
9.3
10.3
10.3
10.9
11.0
12.0
13.0
14.0
Purchasing
8.0
9.0
9.0
8.5
8.5
8.5
8.5
8.5
8.5
8.5
9.0
9.0
9.0
9.0
Central Services
51.0
48.0
50.0
49.0
74.0
81.5
81.5
83.8
84.4
87.4
124.1
152.6
182.1
211.6
Total Administrative Services
72.2
70.3
73.3
73.8
99.8
110.3
110.3
113.6
112.1
115.8
153.1
183.6
214.1
244.6
County Extension Office
Agriculture
12.1
11.6
11.6
14.4
14.9
18.8
20.0
21.0
21.7
21.7
25.3
29.3
33.4
37.4
Total County Ext. Office
12.1
11.6
11.6
14.4
14.9
18.8
20.0
21.0
21.7
21.7
25.3
29.3
33.4
37.4
Community Services
5.2
5.2
5.2
6.2
6.2
7.2
7.2
9.2
9.2
10.2
9.8
10.3
10.8
11.4
Cultural Affairs
Director
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
2.0
Historical Museum
5.6
3.6
4.1
3.9
3.9
4.4
4.4
5.1
5.1
5.1
6.0
7.0
8.1
9.2
Marine Center
0.0
0.0
0.0
0.0
1.0
2.5
2.5
2.5
2.5
2.5
3.0
3.5
4.1
4.6
Post Office Museum
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
3.0
3.0
3.0
3.0
Total Cultural Affairs
5.6
3.6
4.1
3.9
4.9
6.9
7.9
8.6
9.6
12.6
14.0
15.6
17.2
18.7
Growth Management
Administration
3.0
3.0
3.0
4.0
4.0
4.0
4.0
4.0
8.0
10.0
10.0
10.0
10.0
10.0
Growth Management
15.0
15.0
0.0
0.0
0.0
0.0
0.0
0.6
0.0
0.0
0.0
0.0
0.0
0.0
Planning
14.0
14.0
18.0
9.0
11.0
13.0
13.0
13.0
15.0
17.0
15.5
17.3
19.1
20.8
Economic Development
0.0
0.0
4.0
4.0
4.0
4.0
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
GIS/Technicai Services
0.0
0.0
0.0
5.0
3.0
5.0
5.0
6.0
0.0
0.0
0.0
0.0
0.0
0.0
Resource Protection
0.0
0.0
0.0
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Tourism
2.1
2.1
2.1
2.5
2.5
4.0
4.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Tourism and Economic
0.0
0.0
0.0
0.0
0.0
0.0
0.0
7.0
6.0
6.0
6.0
6.0
6.0
6.0
Development
Total Community Development
34.1
34.1
27.1
27.5
24.5
30.0
29.0
30.0
29.0
33.0
31.5
33.3
35.1
36.8
Library
66.4
67.8
67.8
67.8
67.8
71.2
73.6
77.4
77.1
77.1
85.6
95.3
105.0
114.7
Mosquito Control
22.6
24.5
23.5
23.5
22.5
23.4
23.4
25.6
26.9
29.2
34.0
39.4
44.8
50.2
Institute for Law and Policy Planning
St. Lucie County Space Needs Study
1996-
1997-
2000-
2002-
2005-
97
98
1998.99
1999-00
01
2001-02
03
2003-04
2004-05
06
2010
2015
2020
2025
Parks and Recreation
Administration
5.0
5.0
5.0
5.0
5.0
5.0
6.0
6.0
6.0
6.0
6.0
6.0
6.0
7.0
Civic Center
15.3
15.3
13.3
13.3
11.8
11.3
11.3
11.3
11.3
11.3
11.3
11.3
11.3
11.3
Fairgrounds
0.0
0.0
0.0
0.0
0.0
0.0
4.0
6.0
8.0
8.0
8.0
8.0
8.0
8.0
'Parks
61.0
61.0
60.0
60.0
60.0
65.0
67.8
67.8
68.8
74.8
77.9
91.7
105.5
118.4
Recreation
22.9
24.8
24.8
25.8
25.8
27.8
28.8
30.3
30.8
39.3
43.3
47.3
51.3
55.3
Savannas
3.2
3.2
3.2
3.2
3.9
3.9
3.9
5.9
5.9
6.9
7.9
8.9
9.9
10.9
Golf Course
23.5
24.0
24.0
25.0
25.0
25.0
25.0
25.0
25.0
25.0
26.0
27.0
28.0
29.0
'Sports Complex
12.0
12.0
12.0
12.0
12.0
13.9
13.9
13.9
13.9
14.9
17.4
19.9
22.4
24.9
Total Parks and Recreation
142.8
145.3
142.3
144.3
143.5
151.9
160.6
166.1
169.6
186.1
197.7
220.0
242.4
264.7
Port and Airport
Airport
6.0
7.0
5.0
5.0
5.0
7.5
7.5
7.5
7.5
8.5
11.4
14.0
16.5
19.1
Port"
1.0
1.6
1.6
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Total Port and Airport
7.0
8.6
6.6
5.0
5.0
7.5
7.5
8.5
8.5
9.5
12.4
15.0
17.5
20.1
Public Safety
Central Communications
49.0
49.0
49.0
49.0
50.0
50.0
54.0
59.0
62.5
65.5
70.5
78.9
86.9
93.9
Emergency Management
4.0
4.0
4.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
4.0
4.0
Animal Control
3.6
3.6
3.6
3.6
3.6
3.6
4.0
4.0
4.0
4.5
4.5
5.0
5.0
6.0
RAO
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Marine Safety
13.0
13.0
14.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
14.0
Total Public Safety
71.6
71.6
72.6
70.6
71.6
71.6
76.0
81.0
84.5
88.0
93.0
101.9
110.9
119.9
Public Works
Administration
2.0
2.0
2.0
2.0
2.0
3.0
3.0
3.0
4.0
4.0
4.0
4.0
4.0
5.0
Engineering
22.3
22.3
23.3
23.0
23.0
23.3
24.3
25.3
27.0
28.0
30.0
32.0
34.0
36.0
Erosion District
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
2.0
Code Compliance
17.0
17.0
25.0
33.0
35.6
36.6
44.6
47.6
66.0
70.0
96.9
137.5
176.6
212.0
Solid Waste
31.0
29.0
29.0
29.0
32.0
33.0
32.0
39.0
49.0
53.0
58.3
64.1
70.5
77.6
Recycling
4.0
2.0
2.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Road & Bridge
83.0
79.0
76.0
75.0
74.0
74.0
74.0
79.0
80.0
80.0
84.0
88.0
92.0
96.0
Storrnwater MSTU
0.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
4.0
Environmental Resources
0.0
0.0
0.0
0.0
7.0
12.0
14.0
15.0
16.0
18.2
21.8
26.2
31.4
37.7
Total Public Works
160.3
155.3
161.3
168.0
177.6
185.8
195.8
212.8
247.0
258.2
300.0
356.8
413.5
470.3
*Soil and Water
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Strategy & Special Projects
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Utilities
'Utilities Operations
4.0
4.0
5.0
5.0
6.0
7.3
8.3
8.3
9.3
9.3
11.4
14.0
16.5
19.1
Veterans
6.0
6.0
6.0
6.8
6.8
7.6
7.6
8.9
9.7
9.7
11.4
14.0
16.5
19.1
TOTAL POSITIONS
APPROVED:
673.9
674.3
672.8
684.2
722.5
778.9
808.7
855.5
906.8
956.8
1091.1
1258.3
1425.5
1592.7
Institute for Law and Policy Planning
Insitute for Law and Policy Planning
Table 2: Staffing Projections
errors due to rounding)
County population (BEER)
192,695
198,211
205,340
214,031
226,816
235,000
272,700
314,400
358,700
405,100
BOCC Departments
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02 2002-03
2003-04
2004-05
2005-06
2010
2015
2020
2025
Government
Commission
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
County Administrator
6.0
6.0
6.0
6.0
7.0
10.0
10.0
9.0
9.0
10.0
10.0
10.0
10.0
10.0
Media Relations
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
4.0
5.0
5.0
6.0
6.0
7.0
County Attorney
11.0
11.0
11.0
11.0
11.0
11.0
11.0
11.0
12.0
12.0
13.0
13.0
14.0
14.0
Information
Technology
41.0
43.5
43.5
44.5
47.5
52.5
54.5
54.5
60.5
61.5
78.6
98.2
119.8
143.3
Resarch & Education
Park
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
Total General
Government
63.0
65.5
65.5
66.5
70.5
78.5
80.5
82.5
90.5
94.5
112.6
133.2
155.8
180.3
Administrative Services
Management and
Budget
7.0
7.0
7.0
7.0
8.0
11.0
11.0
11.0
9.0
9.0
10.0
10.0
11.0
11.0
Human Resources/Risk
Mgt
6.2
6.3
7.3
9.3
9.3
9.3
9.3
10.3
10.3
10.9
12.0
13.0
14.0
15.0
Purchasing
8.0
9.0
9.0
8.5
8.5
8.5
8.5
8.5
8.5
8.5
9.0
9.0
9.0
9.0
Central Services
51.0
48.0
50.0
49.0
74.0
81.5
81.5
83.8
84.4
87.4
111.0
140.6
173.0
210.2
Total Administrative
Services
72.2
70.3
73.3
73.8
99.8
110.3
110.3
113.6
112.1
115.8
142.0
172.6
207.0
245.2
County Extension Office
Agriculture
12.1
11.6
11.6
14.4
14.9
18.8
20.0
21.0
21.7
21.7
25.6
30.0
34.7
39.8
Total County Ext. Office
12.1
11.6
11.6
14.4
14.9
18.8
20.0
21.0
21.7
21.7
25.6
30.0
34.7
39.8
Community Services
5.2
5.2
5.2
6.2
6.2
7.2
7.2
9.2
9.2
10.2
10.2
10.2
10.2
10.2
Cultural Affairs
Director
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
2.0
2.0
2.0
2.0
3.0
3.0
Historical Museum
5.6
3.6
4A
3.9
3.9
4.4
4.4
5.1
5.1
5.1
5.7
6.3
6.1
6.4
Marine Center
0.0
0.0
0.0
0.0
1.0
2.5
2.5
2.5
2.5
2.5
2.9
3.2
3.1
3.2
Post Office Museum
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
3.0
3.0
3.0
3.0
Total Cultural Affairs
5.6
3.6
4.1
3.9
4.9
6.9
7.9
8.6
9.6
12.6
13.6
14.5
15.2
15.7
Institute for Law and Policy Planning
Insitute for Law and Policy Planning
1996-97
1997-98
1998-99
1999-00
2000.01
2001-02 2002-03 2003-04
2004-05
2005-06
2010
2015
2020
2025
Growth Management
Administration
3.0
3.0
3.0
4.0
4.0
4.0
4.0
4.0
8.0
10.0
10.0
10.0
10.0
10.0
Growth Management
15.0
15.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Planning
14.0
14.0
18.0
9.0
11.0
13.0
13.0
13.0
15.0
17.0
16.6
17.5
19.5
22.0
Economic
Development
0.0
0.0
4.0
4.0
4.0
4.0
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
GISfrechnical Services
0.0
0.0
0.0
5.0
3.0
5.0
5.0
6.0
0.0
0.0
0.0
0.0
0.0
0.0
Resource Protection
0.0
0.0
0.0
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Tourism
2.1
2.1
2.1
2.5
2.5
4.0
4.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Tourism and Economic
Develop.
0.0
0.0
0.0
0.0
0.0
0.0
0.0
7.0
6.0
6.0
6.0
6.0
6.0
6.0
Total Growth
Management
34.1
34.1
27.1
27.5
24.5
30.0
29.0
30.0
29.0
33.0
32.6
33.5
35.5
38.0
Library
66.4
67.8
67.8
67.8
67.8
71.2
73.6
77.4
77.1
77.1
83.2
88.8
93.1
95.9
Mosquito Control
22.6
24.5
23.5
23.5
22.5
23.4
23.4
25.6
26.9
29.2
34.4
40.2
46.6
53.4
Parks and Recreation
Administration
5.0
5.0
5.0
5.0
5.0
5.0
6.0
6.0
6.0
6.0
6.0
6.0
7.0
7.0
Civic Center
15.3
15.3
13.3
13.3
11.8
11.3
11.3
11.3
11.3
11.3
11.3
11.3
11.3
11.3
Fairgrounds
0.0
0.0
0.0
0.0
0.0
0.0
4.0
6.0
8.0
8.0
8.0
8.0
8.0
8.0
Parks
61.0
61.0
60.0
60.0
60.0
65.0
67.8
67.8
68.8
74.8
85.0
95.4
103.6
111.1
Recreation
22.9
24.8
24.8
25.8
25.8
27.8
28.8
30.3
30.8
39.3
44.3
49.3
54.3
59.3
Savannas
3.2
3.2
3.2
3.2
3.9
3.9
3.9
5.9
5.9
6.9
7.9
8.9
9.9
10.9
Golf Course
23.5
24.0
24.0
25.0
25.0
25.0
25.0
25.0
25.0
25.0
26.0
27.0
28.0
29.0
•e. 4. r- 1
12 0
120
120
12.0
12.0
13.9
13.9
13.9
13.9
14.9
17.9
20.9
23.9
26.9
Total Parks and
Recreation
Port and Airport
Airport
Port"
Total Port and Airport
Public Safety
Central
Communications
Emergency
Management
Animal Control
RAD
Marine Safety
Total Public Safety
142.8 145.3 142.3 144.3 143.5 151.9 160.6 166.1 169.6 1 186.1 1 206.3 226.7 246.0 263.4
6.0
7.0
5.0
5.0
5.0
7.5
7.5
7.5
7.5
8.5 1
11.7
14.8
18.3
22.2
1.0
1.6
1.6
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
7.0
8.6
6.6
5.0
5.0
7.5
7.5
8.5
8.5
9.5
12.7
15.8
19.3
23.2
49.0
49.0
49.0
49.0
50.0
50.0
54.0
59.0
62.5
65.5
69.7
72.9
73.5
73.1
4.0
4.0
4.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
4.0
5.0
6.0
7.0
3.6
3.6
3.6
3.6
3.6
3.6
4.0
4.0
4.0
4.5
5.5
6.5
7.5
8.5
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
13.0
13.0
14.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
13.0
14.0
14.0
71.6
71.6
72.6
70.6
71.6
71.6
76.0
81.0
84.5
88.0
94.2
99.4
103.0
104.6
Institute for Law and Policy Planning
Insitute for Law and Policy Planning
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02 2002.03
2003-04
2004-05
2005-06
2010
2015
2020
2025
Public Works
Administration 2.0
2.0
2.0
2.0
2.0
3.0
3.0
3.0
4.0
4.0
4.0
4.0
6.0
6.0
Engineering 22.3
22.3
23.3
23.0
23.0
23.3
24.3
25.3
27.0
28.0
30.0
32.0
34.0
36.0
Erosion District 1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
2.0
Code Compliance 17.0
17.0
25.0
33.0
35.6
36.6
44.6
47.6
66.0
70.0
109.1
156.1
206.8
266.9
Solid Waste 31.0
29.0
29.0
29.0
32.0
33.0
32.0
39.0
49.0
53.0
61.5
70.9
80.9
91.4
Recycling 4.0
2.0
2.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Road & Bridge 83.0
79.0
76.0
75.0
74.0
74.0
74.0
79.0
80.0
80.0
85.0
90.0
95.0
100.0
Stoanwater MSTU 0.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
4.0
4.0
Environmental
Resources 0.0
0.0
0.0
0.0
7.0
12.0
14.0
15.0
16.0
18.2 1
22.7
28.4
35.5
44.4
Total Public Works 160.3
155.3
161.3
168.0
177.6
185.8
195.8
212.8
247.0
258.2
317.4
386.4
464.2
550.6
`Soil and Water 1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Strategy & Special
Projects 0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Utilities
'Utilities Operations 4.0
4.0
5.0
5.0
6.0
7.3
8.3
8.3
9.3
9.3
11.7
14.8
18.3
22.2
Veterans 6.0
6.0
6.0
6.8
6.8
7.6
7.6
8.9
9.7
9.7
11.7
14.8
18.3
22.2
TOTAL POSITIONS
APPROVED: 673.9
674.3
672.8
684.2
722.5
778.9
808.7
855.5
906.8
9W.8
1110.3
1282.9
1469.1
1666.6
Non•BOCC departments
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2010
2015
2020
2025
Health 105.7
104.0
115.0
116.9
122.9
128.3
137.2
150.9
153.1
158.E
184.0
212.1
242.0
273.4
Elections, less temp. poll 12.0
16.0
15.0
18.0
17.0
19.0
17.0
17.0
19.0
15.0
22.4
25.9
29.5
33.3
Property Appraiser 51.0
54.0
54.0
56.0
56.0
57.0
59.0
62.0
65.0
71.0
79.3
91.4
104.3
117.7
Tax collector 72.0
77.0
79.0
85.0
86.0
84.0
82.0
81.0
79.0
80.0
106.2
122.4
139.7
157.8
Clerk of Court 139.0
143.0
153.0
158.0
168.0
176.0
184.0
197.0
210.0
215.0
246.2
283.9
323.8
365.7
Sheriff
Law Enforcement, etc.
344.5
357.0
414.7
478.4
546.1
617.1
Jail
215.0
287.1
287.1
287.1
287.1
394.1
Serving the entire circuit
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2010
2015
2020
2025
Public Defender 21.0
27.0
27.0
34.0
34.0
35.0
35.0
38.0
39.0
39.0
43.9
49.0
54.3
59.8
Court administration 67.0
68.0
73.0
81.0
87.0
88.0
88.0
98.0
111.0
115.0
122.0
164.9
191.6
218.3
State Attorney
70.0
88.1
101.1
113.9
127.1
140.8
154.9
Judges 13.0
13.0
13.0
15.0
15.0
15.0
15.0
15.0
15.0
18.0
20.2
22.6
25.0
27.5
St. Lucie %of circuit population
43.4%
44.8%
46.3%
47.7%
49.0%
Assume assigned to St Lucie County
based on oercentaae
of % 00000ulation
Court administration
67.0
73.0
80.0
91.4
106.9
State Attorney
- --
43.9
51.1
58.9
67.2
75.9
Judges
7.8
9.1
10.4
11.9
13.5
Adjusted projection based on current
%and agency estimates
Court administration
State Attorney (based on proportion of poulation)
79.0
88.9
99.2
109.8
120.8
(State Attorney - % of pop.)
0.8
0.8
0.8
0.8
0.8
based on 2 new positions for each new judge
Judges (based on what Judges think
will occur)
11.0
16.0
22.0
24.0
25.0
0.6
0.8
1.0
1.0
0.9
Institute for Law and Policy Planning
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, March 17, 2006
7:30 a.m., Commission Chambers (3rd floor)
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Space Needs Draft Report
Adjournment
Next CBC meeting: April 21, 2006
X�5 a
g',e-6 J��
YIV
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: February 17, 2006
Conference Room # 3
Meeting convened at 7:30 a.m.
MEMBERS PRESENT: Jeremiah Johnson, William "Bill"Casey, Debbie Hawley, William "Bill"
Blazak, Troy Ingersoll, Patricia "Pat" Ferrick, Carl Hensley and Linda Bartz.
MEMBERS ABSENT: Ron Parrish, Toby Philpart, Jay L. Mc Bee, Edward Lounds, Randy Ezell and
Steven Messer.
OTHERS PRESENT: Jim Walker, Toby Long, Mark Godwin, John Griffin, Jennifer Hill, Marie
Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA
Due to technical problems this meeting did not get recorded (taping devices malfunctioned).
Carl thanked Jeremiah Johnson for joining the Citizen's Budget Committee. He has been
appointed by Commissioner Smith.
MINUTES
Bill Blazak stated that at the meeting he had inquired about the Road Impact Fees that are being
collected "Lump Sum" in advance for construction, at a new and higher rate, voluntarily from
developer's and inquired that his questions be included verbatim as follows: 1. What is the
current amount of funds available from the pre -payments (actual or projected from developer
commitments). 2. What specific road projects will this money be allocated to this budget year?
At the previous meeting, when these questions where posted, Doug explained further that the
developments were being asked to pre -pay the Road Impact Fees in lump sum, upon the first final
plat approval. The amount requested to be paid is based on cost calculations made by consultant
Dr. James Nicholas and by the time of this meeting three developers had willingly agreed to honor
them. Thanks to this, the fund is building up to improve roads now (to be "ahead of the curve")
and not wait until there are traffic congestion problems in those areas that will benefit with this
policy.
Doug clarified they have been doing this specifically for the Midway Road and staff is looking into
the possibility of doing it in other critical roadways.
There being no further corrections to the minutes for the January 20, 2006 meeting, Bill
Blazak moved for approval and Linda seconded the motion. All members present voted in
favor and the motion passed.
Space Needs Study Update
Pat Bradley heads the Institute for Law and Policy Planning team that is conducting the Space
Needs Study for the County. She stated they had underestimated the time it would take to compile
all the necessary information to complete the study. Although the interviews with the departments
have been performed, the compilation of other essential data has proven to be not so easy to get
from some agencies (As an example, she stated that personnel history for the BOCC was easy to
obtain, as it is included in the Budget Book edited every year by the Board; not so with other
agencies involved in the study). She went on to explain the different steps involved in preparing
the report.
Doug expanded in regards of how this study will affect the different entities in the County and the
decision to determine what and when to build for more space.
Other Issues
Other subjects CBC members and staff also discussed were the opening of the Jail Pods,
downtown Fort Pierce projects and the Fort Pierce CRA.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, March 17, 2006 at 7:30 a.m., in
Commission Chambers, 3`d floor of the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:50 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary Carl Hensley, Chairman
Citizen Budget Committee Meeting
January 20, 2006
H:\0 Secretary\0 0MB\CBC\Min\02'17.wN page 2
DATE: March 8, 2006
RE: Draft Space Needs Study / Citizens' Budget Development Committee
Meeting
Enclosed is the Draft Space Needs Study prepared by Pat Bradley of the Institute for Law
and Policy Planning (ILPP). Ms. Bradley will be present at the March 17th Citizens' Budget
Development Committee Meeting to give a PowerPoint presentation discussing this study.
By copy of this memorandum, an invitation is extended to attend this informative meeting,
which will be held in the County Commission Chambers, beginning at 7:30 a.m. on the 17 .
DMA/ab 06-34
c: Ray Wazny, Assistant County Administrator
Faye Outlaw, Assistant County Administrator
Dan McIntyre, County Attorney
Department Directors
William L. Roby, Chief Judge
Judge Burton Conner
James T. Walker, Esquire
Diamond Litty, P.A., Public Defender
Bruce H. Colton, P.A., State Attorney
Constitutional Officers
Enclosure
SPACE NEEDS STUDY
DRAFT REPORT
Prepared for the
CITIZEN'S BUDGET COMMITTEE &
BOARD OF COUNTY COMMISSIONERS
March 17, 2006
INsrrnrnt POK1Av�'ANU�'U►,I('1'�'lANN1NG
2613 Hillegass Avenue
Berkeley, CA 94704
(510)486-8352
www.ilpp.com
A nonprofit planning agency since 1979
ST. LUCIE COUNTY SPACE NEEDS STUDY
TABLE OF CONTENTS
I. INTRODUCTION.............................................................................. 1
II. EXISTING FACILITIES............................................................... 3
III. PROJECTED STAFF AND SPACE NEEDS ........................... 11
IV. FUTURE OPTIONS...................................................................... 26
APPENDICES
Appendix 1: Departmental Profiles
Appendix 2: Workplace Standards
Appendix 3: Floor Plans (To be inserted in Final Report)
Institute for Law and Policy Planning
St. Lucie County Space Needs
1. INTRODUCTION
The Institute for Law and Policy Planning was retained by the County of St. Lucie to
assess its current space use and provide projections of long-range needs for county
departments, constitutional officers, and state agencies for which the County provides
buildings.
St. Lucie County is facing crucial issues in terms of its facility needs. The population of
the County has been increasing rapidly for many years; this growth is expected to
continue. Growing demands for adequate space to house all county services and staff are
having major impacts on the county budget. In addition, major hurricanes inflicted heavy
damage to county buildings, causing the temporary relocation of employees and the need
for repairs and new facilities.
As a result, the County's ability to meet its facility needs has been severely strained.
Although the County has effectively coped with these demands, most departments are
currently suffering some degree of crowding; most do not have adequate space to house
additional staff. Some, most notably the Clerk of Court, are still in temporary locations.
Inadequate space impairs government operations and compromise public service.
There are a number of projects currently underway, being completed, and in the planning
stages that address some of the most immediate issues.
Purpose
This goals of this study are to analyze current space use, identify issues, project future
demand, and discuss alternative ways to meet that demand. This will allow the County to
anticipate and plan for county government growth needs and for the adequate provision
of services to the public.
Institute for Law and Policy Planning
page
St. Lucie County Space Needs Study
Scope
This study addresses the space needs of four different groups that are housed in County
Facilities:
Board of Countv Commission Departments
Board of County Commission
County Administrator
Media Relations
County Attorney
Information Technology
Management and Budget
Human Resources/Risk Mgt
Purchasing
Central Services
County Extension Office
Community Services
Constitutional Officers
Elections (less temp. poll workers)
Property Appraiser
Tax collector
Clerk of Court
Sheriff
Law Enforcement
Jail
Cultural Affairs
Growth Management
Library
Mosquito Control
Parks and Recreation
Airport
Public Safety
Public Works
Strategy & Special Projects
Utilities
Veterans
State Agencies for which the Countv provides facilities
Public Defender
Court administration
State Attorney
Organizations for which the Countyprovides facilities
Healthy Kids
Children's Services
US Congress Office
Round Table
Law Library
Sources:
Sources of information for this report included reports, annual county budgets, interviews
with representatives from all departments and agencies discussed, and building tours and
visual inspection. A questionnaire was sent to each department. The information gained
from this background information, discussions, and tours of the spaces occupied by the
departments form the basis of the staffing and space projections presented in this report.
Institute for Law and Policy Planning page 2
St. Lucie County Space Needs Study
11. Existing Facilities
This section presents a summary of listing of the existing facilities used by St. Lucie
County. A profile of the occupants of these buildings is included in Appendix I.
Using data provided by St. Lucie County, the existing space occupied by each department
was calculated.
Summary:
The existing office facilities (including offices, courts, and clinics) in St. Lucie County
addressed by this study total of 513,889 Building Gross Square Feet, or 353,817
Departmental Gross Square Feet (See following discussion of Terms).
Additionally, the County occupies 54,908 BGSF of Library space, 299,434 BGSF of
other specialized spaces like the Jail, airport, community centers, warehouse storage, and
equipment yards, and the parking garage adds 52,812. The vacant Civic Center has a
footprint of 38,000 BGSF. and vacant Courthouse has almost 44,000.
The occupancy, efficiency, and utilization of these buildings is presented in more detail
in the departmental profiles in Appendix I. A brief review of selected buildings is
provided in Appendix II, and scans of floor plans are presented in Appendix III.
Terms
Building area requirements are developed from considering space needs at three levels.
The first, most basic level is Net Assignable Square Feet (NSF). This is the floor area
allocated to a specific function. For example, an open work station might have an NSF of
80 sq. feet, or a private office might have an NSF of 150 sq. ft. The NSF area is the space
between the faces of the walls of an office, or the area taken up by a work station. NSF
excludes wall thicknesses, structural columns, and other such building elements, as well
as circulation space outside of its boundaries.
The second level is Departmental Gross Square Feet (DGSF). This is the area of a
department or grouping of individual functions. It includes the wall areas and internal
circulation areas within the department or grouping. DGSF is calculated by adding all of
the NSF areas in the component, and multiplying by a grossing factor, which typically is
around 31 % - 32%.
The third level is Building Goss Square Feet (BGSF). This is the total area of building
that will be constructed, and it includes the total DGSF plus general building circulation
corridors, stairs, elevators, exterior wall thickness, structural columns, mechanical duct
chases, and other building elements that take up space are not included in the NSF and
DGSF areas. BGSF is calculated by multiplying the total building DGSF by a grossing
factor that can range from about 18% to 33%, depending on the building type. For
Institute for Law and Policy Planning page 3
St. Lucie County Space Needs Study
example, a courthouse with separate circulation (both vertical and horizontal) for public,
staff and security zones will have a higher BGSF grossing factor than a normal office
building with only a single general circulation path.
Most of the BGSF cited in the following list were derived from the Valuation Resource
Management, Inc., a report provided by Valuation Resource Management, Inc. for county
assessment and information purposes in 1999. To calculate the DGSF in buildings with
multiple occupants, where possible, floor plans were obtained from the County and the
areas were measured. In particular cases, departments provided specific information
about their square footage. For many buildings, full scale plans were not available. In
these cases, the BGSF for buildings with only one occupant generally was generally
calculated by a applying a 30% BGSF grossing factor to the building's total area.
Institute for Law and Policy Planning page 4
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St. Lucie County Space Needs
111. Projected Staff and Space Needs
This section presents overall projected staff and space needs, for the County. These
projections are at the heart of the space planning projects. The summary tables for these
projections are presented here and are supplemented by a Departmental Profile for each
department or agency set forth in Appendix I. These profiles provide a more complete
discussion of location, current and projected staffing, and factors that affect current and
projected space needs.
A. County Population Growth
One of the most significant factors in the long range projections for County facilities is
County population growth. ILPP has formulated estimates of future county staffing needs
which are based on the County's staffing history from FY 1996-97 to FY 2005-2006',
and also on population figures from Census 2000 and BEBR (Bureau of Economic &
Business Research, University of Florida).
Year
Po ulation
Source
2000
192,695
U.S. Census
2005
235,000
BEBR
2010
272,700
BEBR
2015
314,400
BEBR
2020
358,700
BEBR
2025
405,100
BEBR
2030
452,900
BEBR
B. Impact of Hurricanes on St. Lucie County
St. Lucie County was devastated by three hurricanes within the last two years. These
hurricanes, Hurricane Frances, Jeanne, and Wilma caused power outages resulting from
the loss of lines at the St. Lucie Nuclear Power Plant and massive damage county -wide to
physical structures.
St. Lucie County International Airport and school buildings sustained particularly heavy
damage, and partial closures of these facilities was required. The Civic Center was
deemed irreparable and the Court Building was evacuated until renovations could be
completed.
County facilities continue to be impacted by the loss of building space.
' Board of County Commissioners (BOCC) departments only, excluding elected and state officials, and
separately, for the Health Department
institute for Law and Policy Planning
page 11
St. Lucie County Space Needs Study
B. Projected Staff
The county departments and programs vary considerably in size, from a single person
(Strategy & Special Projects) to 87 (Central Services). Table IIA shows the overall
staffing data as received from the county; because projections based on small numbers
are subject to wide fluctuations, the departments are aggregated as shown. There are six
large groups (General Government, Administrative Services, Library (to which is added
Cultural Affairs), Parks & Recreation, Public Safety, and Public Works). Community
Services and Community Development are combined, as are the County Extension Office
and Mosquito Control, and all the rest are aggregated as "Other."
Several staffing projection methods were used, and are explained below. The first three
were used for the total county staffing.
1. Linear Regression
In FY 1996-1997 (henceforth, FY96), there were 674 FTE employees. By FY05, that had
grown by 42%, to 957 FTEs. A simple extrapolation (linear regression with time as an
independent variable) predicts 1,426 employees in 2020 and 1,760 in 2030.
2. Ratio of County Employees to Total County Population
County staffing is assumed herein to be driven by County population growth. If the ratio
of county employees to total county population were to remain what it is today, there
would be 1,461 FTE in 2020 and 1,844 in 2030. The latter figure shows an increase of
93% in 25 years. Those figures are very close to the ones obtained by simple
extrapolation over time, (item 1 above).
3. Increasing Ratio of County Employees to Total County Population
In fact, the ratio of County employees to County population has been increasing, a
surprising finding since usually, there are economies of scale in larger jurisdictions.
Extrapolating the ratio to 2030 and multiplying it by the-txpected population gives 1,850
employees in 2020 and 2,696 in 2030.
The three staffing projection results are relatively close, and for clarity and consistency,
only the medium procedure (per capita staffing) was used in the detailed projections, as
presented in Table IIA.
4. Modified Projection Based on Departmental Feedback
An additional model is essential. This model analyses the diverse departments and
agencies addressed in this study, based on information provided form interviews,
walkthroughs, plans, and other studies. Analysis of demand, anticipation of future
growth, and changing mandates, policies, or regulations, can all affect staffing
projections.
Institute for Law and Policy Planning page 12
St. Lucie County Space Needs Study
The staffing projections used in used in Table IIB (Space Projections) are generally based
on the per capital projections methodology, but in instances have been modified based on
departmental feedback.
Table IIA (Staffing Projections) is organized by department and function, and are
presented in the following pages.
Institute for Law and Policy Planning page 13
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St. Lucie County Space Needs Study
C. Projections of Space Needs
The number of personnel is the major factor that drives space needs. The next major factor is
the amount of space already allocated to each staff position.
Given the uncertain number of long range projections, in a long-range space study, the total
allocation of space for each staff position is perhaps more important than the size of
individual offices/work stations. For example, while an individual office may be 100 square
feet, the total space to support that office requires corridors, conference rooms, public
counters, etc.
Projections of future space needs were based on present conditions and other factors; these
included:
• Projected personnel growth derived from the alternative projection models;
• Planned or anticipated functional or operational changes; and
• Adjustments for current deficiencies in the space.
Space projections are presented in the following page.
Institute for Law and Policy Planning page 18
LL
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Table II • C: Summary of Space Projections, DGSF
Current
Department Grouoina
DGSF
DGSF
QGSF
DGSF
DG F
General Government Total
37,433
51,879
56,199
61,217
65,197
Growth Management (Ad., Planning, EDT)
5,580
7,920
8,360
9,020
9,460
Public Works: Ad, En. Eros,Code Storm
19,234
30,450
40,740
52,290
65,100
Parks and Recreation Administ.
2,116
4,180
4,840
5,060
5,280
Utilities
3,392
3,392
3,392
3,392
3,392
Veterans
3,046
2,880
3,600
4,320
5,280
Cultural Affairs Director
600
800
800
1,200
1,200
Community Services
3,600
3,600
3,840
4,320
4,800
Elections Total Staffing
11,877
12,077
12,777
14,277
12,977
Tax Collector Total
30,353
30,403
30,453
33,453
33,453
Property Appraiser Total
14,526
14,526
14,526
17,526
17,526
Associated Services - all
8,627
9,550
10,750
11,950
9,500
Subtotal Gov. & Comm, Svs.
140,385
171,657
190,277
216,025
233,165
Central Services Total
23,370
25,030
27,190
29,430
30,590
County Ag. Extension Total
6,021
9,144
10,200
11,328
12,552
Environmental Resources
2,400
3,405
4,260
5,325
6,660
Health Department Total
34,128
46,896
50,762
54,874
59,107
Subtotal Dispersed Services
65,919
84,475
92,412
100,957
108,909
Sheriff Court Support
10,699
21,370
11,370
11,370
11,370
Clerk of the Court • all locations
26,289
46,400
53,800
61,000
68,600
Public Defender
12,585
13,785
14,985
16185
17,625
State Attorney Total
25,722
28,122
31,002
31,962
32,442
Guardian Ad Litem
2,000
15,840
26,840
33,000
35,200
Courts Total
35,168
57,750
75,150
83,750
90,150
Subtotal Courts and Court Related
112,463
183,267
213,147
237,267
255,387
Total
318,766
439,399
495,836
556,248
597,461
Table II • D: Summary Table, BGSF
Current
2010
2015
2020
2025
Department
BGSF
BGSF
BGSF
BGSF
BGSF
Cultural Affairs
18,700
18,700
18,700
18,700
18,700
Library Total
54,427
54,427
61,032
89,432
89,832
Mosquito Control Total
5,874
7,122
8,402
9,862
11,142
Public Works R&B Total
18,740
20,000
22,500
25,000
27,500
Parks and Rec Total
5,110
5,500
5,950
6,400
6,850
Airport (BGSF)
10,500
10,500
10,500
10,500
10,500
Public Safety BGSF
7,568
18,000
18,000
18,000
18,000
Sheriffs Admin
48,557
54,557
60,557
70,557
76,557
Record Storage Total
12,870
13,370
13,370
13,370
13,370
Subtotal Specialized Activites
182,346
202,176
219,011
261,821
272,451
Jail (BGSF)
260,860
530,913
647,472
789,620
962,977
Parking Garage
52,812
105,624
105,624
105,624
105,624
Total BGSF
496,018
838,713
972,107
1,157,065
1,341,052
Institute for Law and Policy Planning Page 25
St. Lucie County Space Needs Study
IV. Strategies for Meeting Future Need
This section presents a brief discussion on policy issues that impact the County's short
and long term needs, concurrent projects that are either underway or in the planning
process, and strategies for meeting long-term needs.
A. Policy Issues
Space Standards
Estimating building space needs from projected growth of staff requires space standards
for various categories of staff. The selection of space standards that are appropriate for
various users and groups is a basic policy issue that should be done at the beginning of
space planning. Space standards need to include considerations of the activities that
individuals will be doing, kinds of equipment used, personal storage, interactions with
others, visual and acoustical privacy, ergonomics, security and other factors. For
governmental agencies, developing and applying a uniform set of space standards for all
similar staff functions helps to equitably manage how much space should be allocated to
various user categories and departments. However, variations of standards for similar
positions may be warranted; for example, some may need offices that can accommodate
small meetings with extremely confidential acoustical privacy requirements. Having
space standards can facilitate efficient use of existing buildings helps avoid unnecessary
overbuilding of new buildings, but at the same time, allows intelligent overbuilding to
accommodate anticipated future growth.
See Appendix 2 for representative space standards.
Parking and Transportation
Throughout this study, most departmental representatives commented on parking issues.
The County currently uses local ordinances to project the required number of parking
spaces for new projects. The City of Ft. Pierce requires 1 space/300 sq. ft. of general
office space. The County may want to consider pursuing more detailed analyses when
projecting future parking spaces for buildings that receive high numbers of public visitors
or high numbers of staff.
Public transportation and carpooling is only sporadically used by both employees and
public visitors.
Location and Consolidation issues:
The St. Lucie County Government now has government facilities in many locations
throughout the county. Functions are sometimes located at dispersed sites or in branch
offices for the convenience of the public or because of historical uses, but there many
Institute for Law and Policy Planning page26
St. Lucie County Space Needs Study
functions that are apparently located as a result of availability of land for a specific
project.
The policies of consolidation are not identical, but they overlap and interact substantially.
For this reason, they are often combined. "Location" is simply where facilities are put.
"Consolidation" is the process of bringing together departments into a single
geographical planning area. (Dispersion and branch offices is the opposite, defined as
scattered locations of departments.) The effects of office location decisions can be
categorized into environmental impacts, traffic and transportation impacts, economic
impacts, and social impacts.
• Generally, the County has consolidated administrative functions at the
administrative complex and courts and court -related functions in downtown St.
Lucie, although branch courts operate at the Juvenile Courtroom and at St. Lucie
West.
• Branch offices provide locations for constitutional officers at St. Lucie West and
Walton Road.
• Maintenance yard functions (Public Works, Mosquito Abatement, Central
Services) are at a consolidated site on Oleander.
• Dispersed functions include Agriculture, Sheriff's Administration, Jail, Airport,
and Fairgrounds.
• County parks and museums are and will continue to be dispersed because of client
service and facility availability.
The benefits of consolidation include increased efficiency because interaction becomes
easier. Consolidation allows sharing of facilities such as eating and break areas,
conference rooms, lobbies, and reproduction facilities. Energy conservation can be
achieved through heating and cooling plant efficiencies.
One concern of consolidation is that the southern portion of the county has been growing
more rapidly than the northern portion, perhaps resulting in more difficult access to
county services. Lack of access poses a real cost to the public. Another is the site capacity
for new buildings at heavily used areas.
County Growth Policy
The staffing and space projections are based on a high rate of increase for St. Lucie
County's overall population. A well -developed response to growth is essential in the
facility planning process.
Once the connection between county growth and facility planning is made, two policy
issues arise. The first is how fast will the county grow and the second is how far within or
beyond the projected growth of the county's population should the county plan to build
new facilities. Historically, the County seems to be building as quickly as possible.
Obviously, the issue of what to build and when comes down to a financial question of
ability to finance construction or provide facilities through other means, such as leasing.
Institute for Law and Policy Planning page27
St. Lucie County Space Needs Study
Underlying financial ability however, are also questions of the cost of crowded offices,
frequent moves and remodeling, temporary accommodations and related expenses for
moving, and inefficiency.
Support Spaces
The County currently does not provide an employee health center or employee child care
space. Projections for these functions rely on decisions regarding how the services would
be provided and for how many clients.
Records Management
Throughout most County departments, record storage and areas for filing have been
problematic. While the records warehouse has by all accounts relieved specific issues
within departments, file storage continues to be a problem. All agencies have major
mandates and regulations regarding storage and retention of files. While the movement
toward electronic imaging has, and will continue to have, an impact on storage of hard
copies, it is not likely that hard copies will be replaced in the immediate future.
Sheriffs Calls for Service
There are several problems with the Sheriffs Office approach to future growth in the
patrol/policing area. One is the large number of vehicles already used, and projected; the
other is the high numbers of patrol and related staffing used and projected.
The numbers of vehicles are significantly above the norm in other police and sheriff
agencies as to suggest either an error or a significant mismatch with need. Typically,
there is one car for each 3-4 officers, given the underlying 24/7 shift work pattern. Some
departments use "assigned car plan" (everyone takes a car home), but the case is not clear
that this is more efficient. Even if there is an assigned car plan, however, with about 200
law enforcement and about 200 corrections officers, there are still more cars (525) than
total staff.
More significantly, it appears that the Sheriffs Office projects growth in the police/patrol
function based on total county growth rates, whereas the Sheriff is really only in charge
primarily of patrol in the unincorporated areas of the county. These areas typically have a
slower growth rate and which traditionally put forth a very low calls -for -service demand,
relatively, compared to the urban areas. So, with lower calls, and a slower rate of
population growth than the unincorporated areas, the Sheriffs Office projections do not
seem to be properly based on the real source of workload demand.
' The Sheriff's Office provided limited data and information regarding historical, current, and projected
staffing. In an interview to assess building needs, Chief Deputy Garry Wilson stated that the Office
anticipates that projected staffing needs will add 60 support, 200 law enforcement/patrol, and 50 jail
positions in five years.
Institute for Law and Policy Planning page 28
St. Lucie County Space Needs Study
True, the Sheriff, as Chief Law Enforcement Officer in the County, has the /right/ and
some responsibility to police in the cities, although City taxpayers, and County taxpayers,
would no doubt be unhappy with any major departure from the norms of Florida sheriffs,
which is to patrol primarily in the unincorporated areas. Even with task forces and other
urban duties of covering priority calls for officer safety in outlying urban areas, no one,
outside the Sheriffs Office, has suggested that the need and projections for a Sheriffs
patrol force should be based on overall county growth rates, or overall urban calls for
service loads.
This is a major policy issue that requires some direction from the Citizens' Budget
Committee.
Past growth has been two-thirds in the cities, and one third in the county's unincorporated
areas, and is expected to continue in that vein. No data was provided by the Sheriff to
distinguish between urban and unincorporated demand for calls for police service. The
Sheriffs Office did not provide data regarding where their services are now being
delivered.
The staffing and space projections presented for the Sheriff's Administration and for the
jail are based on the Sheriff Office's projections for future need.
B. Concurrent Projects
St. Lucie County has a number of capital projects "in the pipeline." These include
projects that are currently under construction, projects that are in the design stage, and
projects that are in the exploration stage. Each of these has complex planning details
regarding occupancy, political and interagency interactions, cost, and funding sources.
(Additional projects are also underway that are outside the scope of this study). These
will all have considerable impacts.
Walton Road:
This building, now occupied by the Property Appraiser, Elections and Tax Collector, has
previously unfinished space now being completed. Anticipated occupants are offices for
the Public Defender, two offices for the BOCC, offices for Agricultural Extension, and
the Veteran Services. This was originally planned as a potential location for the Guardian
ad Litem agency, but their growth projections predict that the space will be outgrown
almost as soon as the agency moves in. Insufficient parking is an issue at this location.
Clerk of Court:
The new Clerk of Court building is being constructed adjacent to Courthouse and
Courthouse Annex. Contract issues delayed the start date, but ground breaking is
anticipated for March 2006, with anticipated completion in 18 months (June 07). The
estimated cost is approximately $11.5 million; funding has been secured.
The total BGSF for this building is 57,000 sq ft. In addition to space that will be occupied
by the Clerk of the Court, it is anticipated that space will be available on the first and
institute for Law and Policy Planning page29
St. Lucie County Space Needs Study
second floors for other functions. Discussions indicate that possible uses will include:
1232 sq. ft., available as office space for rent; 1780 sq ft leased for restaurant/kitchen
space, and 5000 sq ft. for Children's Services Council.
Courthouse Renovation:
The old Courthouse is now vacant due to hurricane damage. Renovations to address
window damage and issues such as asbestos abatement is currently being planned.
Preliminary studies of effective utilization of the renovated building are underway.
Conceptually, it would provide spaces for new judges and courtrooms in phases, and also
provide some space for the Clerk of Court offices now located in other locations. There
is a discussion regarding relocating the Law Library to the ground floor to provide
additional space in the Courthouse Annex for Court Administration and security. HVAC
will be removed from basement when the chiller plant comes online.
Chiller Plant:
A new chiller plant that will serve the Courthouse, Courthouse Annex, Clerk of Court,
and Public Defender buildings.
Grand Staircase:
There are preliminary discussions about joining the Courthouse and Courthouse Annex
with a "grand staircase" that would address circulation issues for these buildings.
Libraries
Library expansion planning is now underway for one new branch, and an addition to the
Huston Library Addition will be based on future growth and funding.
Special Needs Shelter/Gym
This facility would provide a special needs shelter during hurricanes or other natural
disasters. Costs are estimated at approximately $11 million. Funding will come from the
state, mitigation funds, Parks and Recreation, Insurance and Capital Needs. May 2008 is
the deadline for occupancy.
Parking Garage
Two floors are being added to the parking garage. Funding is secured. The project will
add 130 additional spaces.
Community Transit — Bus Stop.
The Transit program is run by the Community Services Department. Adjacent lot is
currently being used for parking purposes; the Juvenile Court lot was used previously.
NEW EOC — Public Safety Building
The agencies that jointly use the Emergency Operations Center are in the planning stage
for a new facility. The current building is well -designed but is undersized as a result of
growth in all agencies and necessity for future hurricane planning. A location at the
Fairgrounds is currently being considered.
Institute for Law and Policy Planning page 30
St. Lucie County Space Needs Study
C. Potential Ways of Meeting Future Needs
The list below provides some possible approaches that the County could take to meet its
long range needs. An expansion of the scope of such options will be presented in the final
report after feedback is received from the County on the staffing and space projections
presented in this draft.
Strategies for meeting the needs of Libraries and Museums is addressed directly by those
departments. Agricultural Extension needs will be met through space vacated by state and
federal agencies.
Airport expansion will depend primarily on the possibility of attracting commercial
airline services and will require specialized planning and funding.
Strategies for Meeting Administrative Needs
The County has experienced significant growth in administrative space needs and growth
is anticipated to continue. Potential ways for meeting this growth include:
• Constructing a mirror image of the St. Lucie West facilities on the existing site.
• Constructing or acquiring space near the Port St. Lucie City Center and having
dispersed administrative offices.
• Utilizing the now vacant Civic Center site to construct a new facility.
• Expanding at the Administrative Center onto adjoining land.
• Purchasing or building a new facility at a new location.
Strategies for Meeting Maintenance Yard Needs
Heathcote Project:
The County is exploring grant funding that would create new park areas near
Heathcoat Gardens. Some lands would be donated, with a match by the City of
Ft. Pierce. This project would create 600 acres for wetlands.
The project would require re -locating all Ft. Pierce Public Works facilities. The
County and City are considering relocating and consolidating them with the
functions now at the Central Services/Public Works site on Oleander. Moving
them to this site would require extensive changes in the way that site is used,
including replacing most buildings and facilitating more effective use of parking
areas. An alternative would be to relocate all the facilities to a new site and to sell
the existing acreage. Acquiring a larger site carries the advantages of the
capability to accommodate future growth and potentially other functions, and
would result in easier "staging" of tearing down old buildings and constructing
new ones. The current site is approximately 21-23 acres, arising from the school
board purchase of a site adjacent to the existing Central Services Department. One
potential new site identified is approximately 37 acres in size. Potential for grant
funding will be known by mid -April, 2006.
Institute for Law and Policy Planning page 31
St. Lucie County Space Needs Study
• Relocating Mosquito Control staff to a new location to accommodate growth and
provide more functional and modern buildings. The possibility of co -locating
functions with its working "plants" present funding and environmental restriction
difficulties at these sites. However, an additional site could be found. Relocating
would require significant expenditure of Mosquito Control funds.
Relocate some office functions now located at the Maintenance Yard into new
administrative space constructed elsewhere.
Strategies for Meeting Courts Needs
St. Lucie County currently operates a primary plus satellite courthouse system. The
Courthouse Annex in Fort Pierce exists as the primary court; there are two satellite court
facilities — the three -courtroom South County Annex in Port St. Lucie, and the one -
courtroom Juvenile Court in Fort Pierce. Only the primary Courthouse Annex in Fort
Pierce has provisions to accommodate in -custody criminal trials. However, because only
four courtrooms have separate secure access and holding, it cannot handle the current
volume of in -custody criminal trials in a reasonably safe manner.
Fundamental issues that should be addressed in court system facility planning include the
following:
• Is a multiple courthouse system appropriate for St. Lucie County?
• How many courthouses should there be, and where should they be located?
• Should courthouses be dedicated to specific categories (civil, criminal, juvenile,
traffic, etc.), or multi -purpose?
• What ancillary functions should be located at each courthouse (Court
Administration, Court Clerks, jury assembly, self help, etc.)?
• What other justice agencies should be located at each courthouse (State Attorney,
Public Defender, Probation, Sheriff, etc.)? Should there be a justice center
complex located close to the jail?
• How will new court technologies impact court facility needs and location issues?
• How do court services relate to projected county growth patterns? What kind of
balance is appropriate between operational efficiencies, public / staff
convenience, private attorneys, local businesses, etc.?
• What environmental issues need to be assessed, such as traffic, pollution, zoning
and land use, natural resources, etc.?
• How should existing court facilities be used in the future? How can the
achievement of court facility needs be integrated into meeting overall County
facility needs successfully and economically?
Developing answers to these and related questions goes beyond the scope of this study.
However, one proposal for courts has been put on the table which deserves some
discussion here. This is the concept of the new criminal justice center that will be built at
the Jail site. This complex will house criminal courts, State Attorney, Public Defender,
Institute for Law and Policy Planning page32
St. Lucie County Space Needs Study
and related functions. Co -locating a criminal courthouse and a jail facility offers the
potential of reduced costs of prisoner transportation. It also offers the opportunity for
more rapid involvement of the Public Defender and State Attorney, which could result in
more rapid disposition of in -custody defendants and a reduction in the jail population.
Additionally, removing criminal cases from the Courthouse Annex could resolve a
substantial amount of the security and functional problems in the existing building, and
make it a more functional and safe courthouse.
There are approximately 37 acres of County -owned land between the jail and the
Emergency Operations Center, of which about 16.5 acres are wetlands (16.54 acres per
Mitigation/Maintenance and Monitoring Plan, St. Lucie County Jail, dated August 5,
2004). This site is large enough to accommodate expansion of the jail as well as a new
criminal justice center.This would, however, require mitigation of the use of the wetlands
areas. The wetlands mitigation would add to the project cost. At $60,000 per acre
(approximate current price), the added cost would be about $1 million, which would be a
relatively small portion of the cost of building a new justice center and future jail
expansions, and would at least be partially, if not substantially, paid back from
operational cost savings of more efficient prisoner transportation to and from court.
• The Courthouse Annex is seriously deficient in prisoner facilities and somewhat
deficient in courtroom size and design. It also is somewhat deficient injury assembly
and office space.
• Correction of the prisoner holding and circulation problems at the Courthouse Annex
would require converting support and courtroom spaces to holding and secure
circulation spaces (including new elevators and stairs); this would be very disruptive
and expensive, and decrease the number of courtrooms in the building.
• Correcting undersized courtrooms would also result in a net reduction of the number
of courtrooms.
• The Courthouse Annex building could be suitable for civil and family / juvenile court
use; some upgrades to the courtrooms and holding / secure circulation system would
still be needed.
• The construction of a new criminal justice center at the jail site with the conversion of
the Courthouse Annex to primarily a civil and family court courthouse would reduce
the improvement work needed on the Courthouse Annex building.
• The inclusion of new courtrooms in the planned rehabilitation of the original
Courthouse might be considered an interim step in meeting long-term courts needs,
particularly if a new criminal justice center at the jail site is implemented.
• The juvenile court should be moved into the Courthouse Annex.
• The long-term use of the St. Lucie West court facility needs to be assessed in
conjunction with the Fort Pierce court facilities, the potential of criminal justice court
at the jail, and other courts that might be constructed in newly developing parts of the
County.
Institute for Law and Policy Planning page33
St. Lucie County Space Needs Study
Sheriff's Administration
Building spaces are fully utilized. New needs have necessitated crowding up, converting
support areas to office use, etc. Evidence storage is particularly crowded. There is some
consideration of constructing a 2-story 10,000 sq. ft. office building in northeast corner of
the site for administrative support functions to provide more space in the main building
for law enforcement functions.
• Limited site area at the west end of the building could allow some direct additions to
the building.
• Archival records storage and fleet maintenance could be relocated off site to enable
additional building space to be constructed.
• Keeping vehicle evidence storage on site is desirable for security of evidence and
investigative convenience, but could be relocated to a secure off -site location with
some potential operational cost increases; this would free up additional site area for
potential building growth.
• The Sheriff's fleet consists of 525 vehicles, maintained by three mechanics. Some
consideration should go into maintaining two shifts, to keep up with fleet
maintenance demands.
One long-range alternative for facility needs is through setting up an additional office and
substation at a distant location. It may be possible to have land donated or designated as
part of a development agreement. If this occurred, perhaps half of the patrol and
duplication or segmented support services could be moved to that new building. The new
building could double the Sheriff's space and accommodate their needs for quite some
time.
A private group may be willing to pledge land (ten acres) on the North side of the county
for Sheriff Department expansion to a new building. The time horizon for this would be
2009-2010. Half of the patrol and some duplication of support services would be moved
to that new building. The Sheriff's Office projects that such a building would double the
sheriff's space and meet 20-year growth needs.
Institute for Law and Policy Planning page34
APPENDIX
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
Appendix 1: Departmental Profiles
County Administrative Office
Administrative Annex, 3rd Floor
Summary Current offices are adequate but allow no room for additional staff.
Additional room is needed for small conference areas, files and supplies.
Staffing:
Full time Staff: 10
Projected Staffing
Potential to change staff position of Grants Manager to new Disaster Recover/ Grants
Department that would address FEMA, Project Managers for Heathcote gardens and
Public Works/Central Services location, and other grants.
Department has interns and PT staff.
Staff projection model adjusted to provide for new staff due to increasing workload.
Space Needs
Current Space: 3404
Configuration of space and waiting area leads to high ratio of net to gross
departmental area.
5 private offices
2 shared offices
1 open office workspace
Need break area.
Conference rooms are shared by other offices in bldg.
Copier and supply areas are crowded.
Projected Space Needs
Space for additional staff and additional small conference rooms needed.
Adjacencies
Board of Supervisors, Constitutional Officer, Management and Budget, Finance.
Easy public access
Visitors
High volume of visitors from public, other departments and agencies.
Parking
Building layout
Security
Notes
Institute for Law and Policy Planning Appendix 1- page 1
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
Agriculture
Summary The Agriculture Department shares the Main Extension offices with other agencies.
The Treasure Coast Research Center/ joint project now being planned with FAU will
impact space.
Some state and federal agriculture agencies that now occupy space at the Main
Extension office will occupy space in this new facility, lease space back. When
completed, Ag will have room to expand at existing location. In meantime, office and
storage space is crowded.
The department also runs Hurricane House — demonstration house.
Staffing: Current Staff
22 staff total.
2 at Ag Farm/Ag Sciences. Ft. Pierce — will stay there (may relocate at that site).
Projected Staffing
Although agriculture in county is decreasing, the agency provides many other
functions for more the urban/suburban population, including 4-H, Master Gardener,
education, mosquito education, and Little Farm program for children.
2 year growth — 5
Space Needs Current Space
Training room needed. Also volunteers with Botanical Gardens and other sites.
Volunteer office space is very crowded. Retains 55 volunteers (not all at one time).
Library and Classroom too small.
Projected Space Needs
N/A
Adjacencies
Visitors Parking problems daily. Relining and expanding will allow 20 more spaces. Has 5-6
Parking major events per year, visitors park on roadway.
Security
Anticipated
changes
Notes
Institute for Law and Policy Planning
Appendix 1- page 2
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
FAIrporlt
FAement is currently located in what was previously a terminal building at
County Airport. Space is generous for current functions. If the County is
successuat attracting a commercial airline to service the County, this facility would
not be adequate to address passenger, baggage,
or security issues and a new facility
would have to be constructed. Additional space for Customs would also be required.
Current Staff 8 full time, 1 part time
Staffing:
Projected Staffing
Modest growth predicted, unless a commercial airline begins operating here.
Anticipate 10 year staffing to be 15 — approximately %2 office, % maintenance.
Space Needs
Current Space
Current space is adequate and houses the Airport Director, the Business Manager
and support staff. Lobby serves as meeting room that includes up to 50 airport
tenants. Storage area for files and supplies is adequate. One additional office could
be utilized if equipment and file storage was relocated. Two small conference rooms
are available for use by airport tenants. A maintenance facility is located on the west
side of the airport; maintenance staff work out of this building.
Projected Space Needs
Planning for the potential of a passenger airline and resulting need for a terminal is a
difficult process, as it is hard to attract a carrier without the facilities and difficult to pay
for facilities without a carrier.
As a touch point, Naples FI has a small passenger terminal that serves a similar sized
community. The Commercial Terminal was built in 1981 at 14,000 square feet and an
addition in 1993 brought it up to 21,413 square feet.
Space projections do not include a passenger terminal because of the uncertainty of
timing and requirements.
Adjacencies
U.S. Customs office.
Parking
Parking is adequate.
Security
Security for current operations was increased recently through fencing of a majority of
the airfield.
Notes
Airport site has 3600 acres, allowing for future expansion. Two flight schools operate
out of the airport. A County Parks and Recreation golf course is located on the site.
There are environmental restrictions due to gopher turtles and a bald eagle nest on
the site.
Institute for Law and Policy Planning Appendix 1-page 3
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Central Services
Summary Central Services has three primary functions:
• Maintain and provide housekeeping to approximately 28 buildings on a
daily basis; manage approximately 50
• Supervise contracts on large projects and complete building renovations
and interior changes on small projects.
• Maintain County BOCC fleet.
All of these operate out of three buildings located at the county site on
Oleander.
Potential for major renovation of the site or relocation of functions, as a result
of the Heathcote Gardens project.
Staffing: Current Staff
Central Services has 65 full time staff and 35 part time staff.
There are currently 10 open positions.
Administration: 15 staff
Maintenance at Administration Annex: 4 staff
Fuel Station: 2 staff
Fleet Maintenance: 2 staff
SLC Jail Maintenance: 9 staff
St. Lucie West Annex: 2 staff
Courthouse: 3 staff
Projected Staffing
Additional growth throughout the county will result in need for additional staff
space, in tem driving need for new staff in all departments.
Space Needs Current Space
Central Services Administration Building suffered hurricane damage and was
vacant until January 2006, while it was undergoing renovation; CS
Administrative staff worked out of a temporary modular office on the CS site.
Administration: 5200 sq. ft.
Maintenance at Administration Annex:
Fuel Station:
Fleet Maintenance:
SLC Jail Maintenance:
St. Lucie West Annex:
Courthouse: 3
Projected Space Needs
ADDITIONAL INFORMATION IS REQUIRED FOR SPACE PROJECTIONS
Institute for Law and Policy Planning Appenalx -t- pxuw
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix I: Departmental Profiles
Children's Services
St. Lucie West
Summary Children's Services is an Independent Taxing — Board
The agency has a $7 million budget, administering 52 programs that saves county
dollars as a result. Currently pays rent to county: $400/mo.
Prior to agreement, county was spending $600K for children's health insurance.
Staffing:
Current Staff 8 ft, 1 leave, 1 PT
These staff are not tracked in County budget process.
Projected Staffing
Agency anticipates adding an additional staff every year or two.
Space Needs
Current Space
The agency is currently located on the second floor St. Lucie West. This building is
impacted by growth of the courts and court -related departments.
Agency would like to add a conference room and additional storage space.
Shared offices do not allow for privacy and confidentiality needs. Offsite record
storage space will help address file crowding, but additional active file storage space
is needed.
Meeting room was changed to Courtroom for Judge Roby who wants court space.
Cost of new building too expensive for purchase or lease.
Department is feeling pressure to move — potential idea is to move into Clerk of Cts.
bldg., either through a purchase or rental agreement.
Also provides space for "Round Table" CSC (fiscal agent for County)
Department provides some funding for Healthy Kids/ Healthy families.
Meeting room — monthly council meeting. Weekly training. Maximum of 60- usually
around 25.
Now meet at school board office in Ft. Pierce. Difficulties w transportation.
Projected Space Needs
Space needs are projected to grow moderately.
Adjacencies
N/A
Visitors
Varies from a few people to 30 or more for meetings.
Parking
Security
Institute for Law and Policy Planning Appendix 1-page 5
S T. L U C 1 E COUNTY SPACE NEEDS STUDY Appendix h Departmental Profiles
Criminal Justice Coordinating Council
Summary The Criminal Justice Coordinator is now staff in the County Attorney's office.
Depending on implementation decisions, the office may become a separate
department, with additional staff. The County Attorney's office does not have
adequate office space to house any additional staff.
New position established 2005.
Staffing: Full time Staff : 1 (now included in County Attorney Staffing)
Depending on implementation decisions and privatization vs. county run programs,
this division could either could modestly or dramatically. Staff projections have
assumed programs will be run by private contractors and County staff will be needed
for administrative and planning positions only.
r
ds Current Space (Now included in County Attorney sq. ft.)
Projected Space Needs
Space needs are projected for staff, small conference room, and reception area.
Shared facilities could reduce space needs.
Adjacencies County Attorney; Justice agencies.
Visitors Visitors limited.
Parking
Security
Notes
Institute for Law and Policy Planning Appendix 1- page
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix I: Departmental Profiles
Clerk of the Court
Finance Division
Summary Clerk of the Court has three responsibilities:
• Finance Department handles records and finance for most BOCC agencies.
• Clerk to Board of County Commissioners
• Court Clerk (addressed in separate profile)
Staffing: Current Staff 28 FT, 2 PT
Three accounting clerks are temporarily at OBBM (previously located to be with
Courts and Recording). Will be returning to new Clerk Building.
1 PT roving person — needs workstation. 1 PT accounting clerk
Projected Staffing
Staffing growth is projected as moderate, correlates to population; technology and
improved efficiency will keep growth rate stable.
Space Needs Current Space
Centralized files — current space not adequate.
Additional area needed for public research.
Copy area in back.
1 small reference room — also used to process checks.
Reception area also used for storage.
Payroll and Human Resources —1 private office, 6 cubicle work stations. May need
increased staff as county staffing overall increases.
Uses offsite record storage area on 7"' St. Record retention schedule used.
Currently keep current files + 1 year's prior in office. Number of files is increasing by
approximately 20%, due to increased volume, plus additional grants and contracts.
Using laser and microfilm as much as possible. Must keep some records
permanently.
Supply storage limited.
Mail stations adequate.
Personnel space is adequate if additional storage space is provided. No room to add
additional staff.
Currently no conference area. (Use engineering conference room, IT conference
room, Board meeting room, and Conference room C.) Medium conference room that
will double as work space for auditors (4 months per year) is needed.
Projected Space Needs
Additional room for projected staff growth and record storage.
Adjacencies Administration, BOCC, Purchasing, HR, Budget
Visitors Small number of visitors for Finance Division; payroll higher.
Parking Parking for staff a problem
Security Security issues are addressed
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ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
Clerk of the Courts: Court Functions
Summary The space and staffing of the Clerk of the Courts is complex both organizationally and in
terms of space needs. The office provides services to all the courts in the county.
Because of this and because of hurricane damage to County Courthouse, office
locations are currently dispersed in eight locations, including three floor of the
Courthouse Annex.
When the new Clerk of the Court building is complete, a number of relocations will occur.
Staffing: Full time Staff, current location, and planned eventual relocation
FiES County Cths Cths Cths 117 St. At. St. Juv 71h St.
Departments 06 iAdmin. Annex lAnnex iAnnex AilanBc IBldg. 2 (Lucie !OBBM ICts. Record
Finance 26..12�6.._J RR „tA
18
Recording 15 _
7
Recording -Scounty 7
,Marriage Licenses 1{ 1
i
Microfilm 9 _ >
5[ 7t
Court Related Admin 6
Finance -Fee 77
Indigency 2
Appeals #a _ -
JuryBWitriess 2 2
CC Crim 1111 ;CC Crim -Ct Clerks 15 _.
Civil 12 6
12
Family Relations 12 -
Family Support 8
r5
Injunctions 5
Juvenile
7 7
Probate 6 k 6
_ !2
Mental Health 2
8
Information Tech 8
Co. Court Cnm 21s, _
Small Claims
9 ED
Trafic So Cty 18
Traffic Courthouse 5
215 26 20 24 19 7 6 33 72 7 1
Locations of divisions when new Clerk of the Court building is complete:
Y ��Othe11 r locations
CoudhouseaAnne p ,''New Clerk of Ct. bldg. _.,
367 215
8 110 _
Projected Staffing
Finance, Record Storage, and Juvenile are projected separately.
Appendix 1-page 8
institute for Law and Policy Planning
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix I: Departmental Profiles
Space Needs Current Space
Because of hurricane damage to the County Courthouse, staff has been temporarily
relocated to multiple different offices, resulting in insufficient and in some cases barely
adequate space for the Clerk staff. This temporary relocation has also resulted in
significant crowding and limitations on growth for the agencies that have accommodated
the Clerk of the Courts temporary need for space.
The dispersed, crowded multiple locations makes assessing and projecting the space
needs of the Court Clerk challenging.
DGSF subtotal
County Admin. Finance 4543 4543
Cths Annex 1
Ct. Clks
400
Cths Annex
Jury Assembly
4701
Cths Annex 2
CL Clks
882
Cths Annex 3
Ct. Clks
732
200 S. Second
Ct. Clks
600
St. Aft. Bldg. 2
Ct. Clks
1478
St. Lucie West
Ct. Clks
780
OBBM
Ct. Clks
10100
19673
Juv Ct Clks. Juv. Ct. Clks 2073 2073
26289
7th St. Records Record Stor. 8870 8870
35159
The new Clerk of the Courts building will address the most significant of these issues by
providing new office space for staff.
Growth indicators:
Increases in Technology allows high volume per employee.
Projections: Ratio of 2 court clerks for each judge. Best if at same location.
1 ct. clerk for family court
1 or 2 for each criminal court
Divisions now located in Orange Blossom Business Mall
Information Technology
Clerk has own computer servers; staff of 5 + server room (approx. 300 sq. ft.) Now at
OBBM. Will relocate to new Clerk of Court building.
Microfilm
Switching from microfilm to document scanning. Overall population growth, multiple
county departments. New equipment will require additional space.
Staff at OBBM are crowded —1 bay/ 6 staff.
Family Support
OBBM
Currently in leased space. No private offices, open workstations. Adequately meets
needs. 10-12 visitors per day. No public restrooms. Use 7t' St storage for
closed/inactive files. Freestanding file cabinets. Ok for 1-2 vears.
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Appendix 1-page 9
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Family Relations/ Mental Health/ Mail Room
OBBM 4122 Okeechobee Rd.
Switchboard and mail room. Self help area
Very crowded, lack of confidential space for mental health clients.
40-50 visitors per day, peak at lunch, after 3
No waiting area; no public restrooms. File storage space inadequate. Additional space
for self-help area needed.
Divisions now located in Cou
Courthouse Annex
i rarric
Located in small crowded space next to Jury Assembly room (15 floor). Will move to
new Clerk of Courts Building
Domestic Violence.
Now in cubicles in Law Library at Courthouse. Statue changes and growth in population
will increase staffing needs. Also have Victim Assistant from Sheriffs office.
Are relocating to leased space in early 2006.
Jury Department
Jury Assembly room (Room 105) also serves as a meeting room. Jury Assembly calls
up to 180 people, usually around 125. At times, numbers can be as high as 300.
On days with 2 or more judges that have jurors reporting, get assistance from Circuit
Civil. Need workstations for these.
Workload could increase if court starts to enforce "failure to appear" for jury duty.
Additional space needs includes additional workstations for staff that are separate from
jury pool area, and additional area for the jury pool, including additional seating. Jury
pool amenities could include a kitchenette with microwave and refrigerator space and
table seating for games or work areas. Need improved access for deliveries for vending
machines.
Now have 190 chairs. Would like to increase significantly. Better restrooms.
More file space needed on site; files retained for 3 years.
Jury Assembly needs to be co -located with jury courtrooms.
Misdemeanor Div.
Workload changes due to increase in population and changes in law. Staff was added to
address backlog in paperwork.
Traffic fines and window — high public use. Good security.
Use electronic imaging.
Adjacency to St. Attorney and PD.
7 staff located in 2nd fl hallway. 14 are located in the 2nd floor "lobby" area adapted to
accommodate them post hurricane. Also houses indigent Ct. Clerk (2 staff
Felony Div.
Located on 3`d floor of Courthouse. Use small closet space and "lobby" area.
2 offices. Felony court filings are in separate building for files.
Juvenile Court Building
Juvenile Court
435 N 7" St., Ft. Pierce
Unified Family Court mandate will increase workload. Division will need additional room
for equipment.
Space generally adequate for staff. File room is hallway. As agency converts to
imaging, file storage space may decrease. High density file storage may help.
Additional public counter space and public restrooms are needed.
Juvenile Filing
Anticipate a sc
to store files. File
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
storage is fragmented — several areas being uses. Need supply storage area. Need
public facilities.
South County: St. Lucie West
The South County office provides Clerk of the Court space for the divisions of Small
Claims, Traffic, and Records.
Office space is severely crowded, as is support space. Additional space is needed for
copy area, supplies storage, reception, area for public search of records, and file
storage.
Break room was converted to shared offices space.
On hearing days, often have around 40 public visitors. Waiting areas are not adequate
for peak times. File areas are adequate, but will need additional space in future.
Small Claims
Division has two window areas.
Seven staff + 1 vacancy. Shared open offices. File storage space meets current need. If
County Court raises jurisdictional limits to $25,00 would increase caseloads. Adjacency
to judges, mediators and property appraiser.
South County Recording/ Marriace Licenses Public Search
250 Country Club Dr., PSL
Department grows with population increase and low interest rates.
Current space is crowded. One staff uses the table in the public search area. Two
cashier stations are available for four cashiers.
Public visitors — approx 40-50 average daily. Peak Nov -Dec 75-100.
At times, public overflows into hallway.
Storage of files under desks and in boxes in vault and in public areas. No supply
storage.
Traffic — St. Lucie West
Very crowded — employee desks pushed together. Limited circulation. No file storage
space. Decentralized file storage.
Up to 200 visitors per day at peak times (traffic court). Waiting area backs up into
hallway.
2"d floor, State Attorney bldg 2
Probate and Guardianship
Six staff members have been located in this building. Includes record storage, a small
break area, a waiting area. They will be relocated in early 2006 temporarily to a leased
building and the space will revert to use by the State Attorney. They will occupy Clerk of
Courts building when complete.
Adjacencies
Clerk of the Court requires dispersed offices that are co -located with relevant functions.
Finance: co -located with county administrative offices.
Record Storage: decentralized location.
Court Clerk functions: co -located with appropriate courts.
Traffic and Records need to be co -located with small claims.
Visitors
Many functions have high volume of traffic from public.
Parking
Security
Anticipated
New Clerk of the Court Building will add a five -story building with approximately 55,000
changes
s . ft. Some of this space will be allocated to other agencies or rented out.
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ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
_7
Community Services Provides Social Services
transit program. Funded through MPO, State Department of
Community Services
Summary
Office also administers
Transportation. (Council on Aging).
+ "demand system." Currently need parking for 45
There are 5 fixed bus routes a
buses. Have used Juvenile Court parking lot; currently using adjacent lot.
Current Staff
Office space provides space for 2 Social Services Staff, 2 Veterans Services Staff, 4
Staffing:
Housing (SHP), 3 temporary positions. There are also 3 funded vacant positions.
Projected Staffing
Modified staffing projection uses departmental estimate for growth.
Department is aggressively pursing grants to expand residents of the county.
Current Space
Front desk/receptionist area now provides seating for 9. Front entry is not ADA
Space Needs
compliant. Department used to located at Parks and Recreation, relocated due to
hurricane damage.
Storage of equipment and emergency hurricane supplies.
for used to be stored at Civic Center. Provide seasonal
Toys children's programs
distribution of toys and food.
Need conference room and ability to talk to clients about confidential issues.
Building layout is very inefficient.
Projected Space Needs
Projected space is based on additional staffing and room for additional storage.
Adjacencies
Current location is good for adjacency to clients. A south -county location would also
be desirable.
Visitors 40 visitors per day, often peak. Mostly walk-in clients, some appointments. Because
to bus stop, often get requests for public restrooms and drinking water.
Parking of adjacency
Security
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wppenmx-i-pxutl 1-
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
County. Attorney
Administrative Annex
Summary
Department provides the County with legal advice and handles property acquisitions.
Current facilities meet the needs of the office but do not allow for additional staff
growth. There is insufficient filing area and lack of space to work with large
documents such as plats and plans.
Staffing:
Current Staff: 12 FT (1 vacant Legal Sect.) at Admin. Annex
1 staff is located at Correctional Facility
Projected Staffing
Projected staffing adjusted to address additional needs of department.
Dept. anticipates increasing to 16 in 07, 17 in 2010, and 20 in 2015.
Office currently contracts with outside firms for specialized litigations. Some of these
functions may become in-house as county continues to increase in population and
complexity.
Department includes acquisitions.
Staffing increases correlate to overall population growth in county, growth in other
depts. (Code Enforcement, Growth Management, Env. Management.)
Criminal Justice Coordinator is now County Attorney staff person. This position might
evolve into an independent department. Current space is not adequate to house any
additional positions for the CJCC. Future needs will depend on whether services are
provided by vendors (similar to current GPS trial) or by in-house staff. If through
vendors, CJCC will require a staff of 3-5 in next 5 years.
Space Needs
Current Space
Insufficient filing areas, especially for large plans and plats, results in crowding in
office space and lack of adequate work area (large plans are often studied on the
floor). The small conference room has an awkward configuration due to building
design features.
Most staff have private offices (9).
Equipment storage also awkward layout.
Department has been able to maintain Law Library as a meeting; used often by many
departments. Hallway has bookshelves to provide additional shelving for library.
Office is working on scanning documents to reduce long-term paper records, but
additional file storage room is needed now and will continue to increase. Additional
scanners would facilitate record management, but require additional desktop
workspace
Projected Space Needs
Projections include space for projected staff growth + additional file storage for plats
and plans. While eventual electronic file storage will reduce space, active files are
kept in hard copy and will transition slowly to electronic.
Adjacencies
Administration, BOCC, Planning, Growth Management, Public Works
Visitors
Acquisitions division has frequent meetings with public and representatives from other
Parking
departments. 10 visitors day minimum.
Security
Notes
Criminal Justice Coordinator is projected as an independent department
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Board of County Commissioners
Administrative Annex, 3`d Floor
Summary Offices for Board members and staff are adequate.
Commission Chambers are adequate for most meetings, but occasional large
meetings result in inadequate seating.
Staffing: 5 full time staff + 5 Commissioners.
Staffing is not projected to increase.
Space Needs
Current Space
Current space adequately meets needs of Commissioners and staff.
If additional staffing is required to meet change in workload or new responsibilities,
additional space will be required.
Current DGSF
Commissioners and staff: 3920
Board Chambers: 4500
Conference Room C: 800
Projected Space Needs
Increase Size of Board Chambers by 60% to allow larger public seating.
Additional large conference room for use by all BOCC departments.
Easy access to public. First floor location for Commission Chamber would be
Adjacencies
preferable.
Adjacency to County Administrator, County Attorney, Clerk of the Board,
Management and Budget.
On BOCC meeting dates, large number of visitors.
Access to Board Chambers in early morning or evening should not allow access to
Visitors
Parking
Security
other parts of building.
A shared office is being planned for the Walton Rd. Annex.
Notes
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Appendix 1- page
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Courts
Summary St. Lucie County currently provides court facilities in three locations for the 19"'
Circuit Court and for the County Court.
• The largest is the Courthouse Annex in Fort Pierce, with 10 courtrooms
and one hearing room.
• Also in Fort Pierce is the Juvenile Court, with 1 courtroom and a hearing
room.
• The South County Annex in Port St. Lucie (St. Lucie West) has 3
courtrooms. The original Courthouse in Fort Pierce is currently abandoned
due to hurricane damage, although plans are currently being developed to
renovate it.
Staffing: Current Staffing
Judicial Positions
There are currently 11 Judges, 2 full time and 1 % time magistrates, and 1
Hearing officer St. Lucie County.
3 Circuit Felony judges located at the Courthouse Annex
2 Family Court judge located at the Courthouse Annex
1 Circuit Civil judge located at the Courthouse Annex
1 Juvenile Court judge located at the Juvenile Court
3 County judges located at the Courthouse Annex
1 County judge located at the South County Annex
1 Magistrate located at the Courthouse Annex
1 Traffic Magistrate located at the South County Annex
1 half-time Magistrate located at the Juvenile Court
1 hearing officer/child support located at the Courthouse Annex.
Each judge and magistrate has one Judicial Assistant, with a shared Judicial
Assistant for each hearing officer.
There are also 7 staff attorneys and Court Administration, a total of 76 people,
located in the Courthouse Annex and also located temporarily in the old police
department office building at 200 Atlantic.
Projected Number of Judicial Positions
There is a current need for additional judges, but new positions have yet to be
funded by the Legislature even though approved by the State Supreme Court.
Two to three retired seniorjudges could be used now to handle caseload
backlogs and longer trials, except there are no courtrooms available for them
to use. The Court is attempting to maximize the utilization of courtrooms by
such means as rotating judges to courtrooms when the normal judge is away;
other means such as night court could be considered. However, these are just
stop -gap measures that do not solve the basic courtroom shortage problem. In
the future, as the County continues to grow, additional judges and court
facilities will be needed. A strategy for meeting current and future court
demands is needed.
Overall, the number of judicial positions for the circuit has increased at a rate
that correlates with the population growth. Projecting this number yields the
following total for the circuit:
2005-06 2010 2015 2020 2025
18 20 23 25 27
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Space Needs
Growth anticipated by the Chief Judge next year for St. Lucie County
is one-half judge position (one judge split between St. Lucie and
Okeechobee counties). This judge will need an office in St. Lucie County.
1 additional civil judge (2 total),
1 additional juvenile judge (2 total — delinquency and family), and
• 3 hearings officers (magistrates), plus 1 staff attorney.
Expected, however, is one judge or 2 magistrates — equivalent to 1 judge
in salary.
• Facility needs are one courtroom for each judge or magistrate.
Evaluation of Current Facilities:
In addition to the shortage of courtrooms, the current courthouses have facility
design deficiencies that result in operational difficulties.
Courthouse Annex, Fort Pierce
The Courthouse Annex is a 3-story concrete building, constructed in 1990, with
a building gross area of 82,508 BGSF. It contains circuit and county courts,
court administration, court clerks, jury assembly, law library, prisoner holding,
court security staff areas, and Sheriffs Civil Division. Building security is
achieved by security checkpoint at the single public entrance. There is a
judges' entrance on the west end of the building, and a security entrance with
a small vehicle sallyport on the south side.
Improvements to provide for new court technology are currently underway.
Provisions for video first appearances now being set up, digital court reporting
is being mandated by the state, and remote presentation and conferencing
capabilities are being established.
The Courthouse Annex has 10 courtrooms and one hearing room on 3 floors.
There is a staff corridor behind courtrooms on each floor that provide access to
the office suites for Judge and Judicial Assistant for each courtroom, to the jury
rooms (1 on 1s` floor, 4 on 2nd floor, 3 on 3rd floor), conference rooms (1 on 1"
fl., 4 on 2nd fl, 5 on 3`d fl), and administrative office and support spaces. Most
conference rooms and some jury rooms are now used as offices, with one jury
room now used as a staff break room.
Courtrooms types and their locations in the building are as follows:
Ct Rm
Floor
Large
Courtroom
Small
Courtroom
Prisoner
Holdino
Other
A
1 Floor
B
2 Floor
Non-ju
C
2 Floor
D
2 Floor
Hearing
2 Floor
Between Courtrooms D
&E
E
2 Floor
F
V Floor
G
•
H
•
I
LT'Floor
Judges rotate between courtrooms depending on trial needs, which allows
efficient use of the courtrooms, although some judges would prefer dedicated
courtrooms.
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Three of the courtrooms are large, the remaining 7 are smaller. All but one has
a jury box. There are several different arrangements of bench, well and
spectator areas, with both center and corner bench arrangements being used.
Problems with the courthouse include the following
• No courtroom bench areas are handicapped -accessible, as required by
current codes.
■ Small courtrooms have inadequate spectator seating to bring in an
adequate size jury pool for selection. At least 50 seats are needed. The
shortage of larger courtrooms constrains flexibility in case assignment.
■ All jury boxes should seat 14 (12 plus 2 alternates); most only seat 10 or
fewer, which makes them unusable for some trials.
■ The clerk work area at the bench is too small — it should seat 2 persons
and have space for computers and other equipment, and also be
handicapped -accessible.
■ Witness box location differs in various courtrooms. When close to the
bench, in some courtrooms it is difficult for the judge to see the witness.
Locating the witness box away from the bench is preferred by some
judges.
• There are inadequate attorney -client conference facilities. Attorneys must
meet with in -custody clients in holding room toilet. This exposes them to
other inmates, places them in a difficult to monitor confined space, and
does not provide adequate privacy.
■ There are no provisions for witness waiting separated from the general
public. This could expose witness to undesired confrontations with others.
• Public waiting is in the corridors in front of the courtrooms, and is limited in
capacity and amenities. Larger former waiting areas near the elevators
have been converted to offices as a result of the closure of the original
Courthouse due to hurricane damage. The ends of the corridors have also
been converted to office space, which constitutes a life safety
compromise. The use of exit corridors for other functions is usually not
allowed by building codes, but may have been accepted as an emergency
necessity.
■ The Jury Assembly: Room capacity on the first floor is 187 seats. It has
cramped seating with an uncomfortable feel, and its capacity is too small
for largest jury pool demands.
• Prisoner holding is provided at only 4 courtrooms. Prisoners being tried in
other courtrooms must be escorted in restraints through public corridors —
this is a serious security problem. Holding cells accessed by a separate
security circulation system are needed for each courtroom for maximum
flexibility of courtroom utilization. Only courtrooms that will be used only for
civil trials do not need holding facilities — all criminal and family courtrooms
do. Although 4 courtrooms in the Courthouse Annex do have separately
accessed in -custody holding adjacent to the courtrooms, criminal trials are
held in other courtrooms as well, requiring that shackled prisoners be
escorted through public spaces to reach the courtrooms. This can lead to
unwanted confrontations between prisoners, witnesses, attorneys, etc.,
potential passing of contraband, as well as potential danger to the public
and Sheriffs staff.
• The 2 courtroom holding rooms that do exist are poorly designed. Each
consists of one open room with 2 long benches, plus a separate non -
secure toilet room. There is no way to separate prisoners who should not
have contact with one -another or to separate men from women. Managing
the group in the cell while one person is in the toilet room is problematical
and can be dangerous, and there is only a single door separation to each
courtroom, which is both a security and acoustical problem. The holding
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
area should have at least 2 separate holding cells with toilets, fronted by a
vestibule space connecting to the secure circulation way and to each
courtroom.
The prisoner entrance and holding area is very deficient. The vehicle
sallyport is too small; only small vehicles can use it, which results in
multiple delivery trips by Sheriffs transportation unit with resulting higher
operational costs. A plan is currently being developed to enlarge it. In 2005
there were 7,217 prisoners transported to/from the jail to the courthouse,
plus 536 new arrests at the courthouse. The Courthouse Annex holding
area has only 3 dry cages plus the entrance sallyport cage is also used for
holding. Each of the 3 cages holds up to 30 prisoners - they are
significantly undersized for this capacity. It is impossible to provide needed
separations of prisoners with the limited holding cells, such as for co-
defendants in same trial who should be separated, women, protective
custody and administrative segregation prisoners, and juveniles - all need
separate holding, some with sight/sound separation There is a single
separate non -observable toilet room for all prisoners. The lack of toilets in
the cells requires staff to move prisoners to / from the toilet room, which
complicates and compromises management and security. The Sheriffs
office transports about 7200 inmates from the jail to the courts, per year.
■ The existing sally port is too small too accommodate a bus, so inmates
must be transported from jail in vans.
The most significant problem in the Courthouse Annex is the lack of dedicated
in -custody prisoner circulation from the main holding area to multiple
courtrooms that is separate from staff and public areas. It would be
prohibitively expensive and disruptive to remodel the Courthouse Annex to
provide separate dedicated secure prisoner circulation and holding to
additional courtrooms, and the space taken up would also result in a reduction
in the number of courtrooms in the building.
Courthouse. Ft. Pierce
The original Courthouse is a 3-story concrete frame building, constructed in
1961, with a total area of 43,983 BGSF. It suffered significant damage in
hurricanes in 2005. As a result, all functions have been moved out, and the
building is currently not in use. Due to exposed asbestos conditions, building
was not visited. Plans are being developed to rehabilitate it. As described by
the project architect, preliminary thoughts are that the first floor would have 2
courtrooms; the second floor would have support and clerks and link to
Courthouse Annex; and the third floor would have 2 courtrooms plus a hearing
room. Prisoner access to the building and security issues are still being
developed.
Juvenile Court
Juvenile Court and Court Clerk are located in a separate building at 435 N. 7"'
Street, Fort Pierce. This single story older building contains one large
courtroom with 5 rows of bench spectator seating that handles dependency
and delinquency proceedings. The building has crowded office spaces, a lack
of public waiting space, poor secure holding facilities, and in general a
somewhat run-down appearance. Having it separated from the main
courthouse makes it hard to manage and increases operational costs.
The State is going to mandate that one judge handle dependency, family and
delinquency matters of the same family. This will be difficult to do in existing
Juvenile Court facility, particularly due to lack of in -custody parent holding
facilities that are separated from juvenile holding areas. The Juvenile Court
should be relocated to a building with other courts with adequate support and
secure holding facilities.
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ST. LUCIE COUNTY SPACE NEEDS STUDY Appendix1: DepartmentalProfies
South County Annex, Port St. Lucie (St. Lucie West)
The South County Annex is a 2-story building, 14 —15 years old. The building
seems in good condition.
It is a mixed -use building, housing Property Assessor, Elections, Children's
Services, Veterans Services, Guardian ad Litem, and Courts. The court
functions include 3 courtrooms (including one recently remodeled to
accommodate space), Sheriff / court security, and limited prisoner holding.
Parking is on -grade overlooking small lake. It appears that there is adequate
site area to allow some limited parking increase.
The public entrance has a security checkpoint, with magnetometer and
package x-ray, which is staffed by a contract security service. The courtrooms
seem adequate in size and arrangement, and are equipped for jury trials
(although there is no jury assembly space). There is a security entrance with a
small drive -through vehicle sallyport, sized for one small van. In -custody
holding is small, intended only for persons arrested in court; three is no
capacity for holding jail prisoners brought in for trial.
Projected Space
The analysis needed to accurately predict the size, configuration, and location
of future courtrooms in St. Lucie County is beyond the scope of this study
because of the complexity of the issues involved.
The projections presented for courts should be viewed as "place holders" to
give a conceptual idea of the amount of space that will be required to meet
future need.
The factor used in projections (3100 sq. ft. per new judicial position) is based
on the space standards set out in Appendix IV and includes a courtroom of
2000 sq. ft., jury room and judicial chambers and support space. This figure is
in line with existing courtroom figures but those numbers cover administrative
staff and the projections for additional courtrooms project admin staff
separately. Many of the current deficiencies are not caused by the lack of
courtroom space itself, but in building layout, and deficiencies in related
functions in the courthouse, such as holding cells, secure movement, and
space for administrative staff. The factor used does not include jury assembly
areas, in -custody areas, court administration staff space, or court security
space, which are estimated separately.
These draft projections also assume that current courts will stay in there
current locations with a small increase in total square footage available for
support space. However, each of these locations have related space issues
and deficiencies, as listed above.
Notes
See "Chapter V: Long Term Strategy for Meeting Needs for more complete
discussion of issues associated with planning for future Courts.
Institute for Law and Policy Planning Appendix 1- page 19
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Cultural Affairs
Summary Department has main office Ft. Pierce Community Center, storage area on 7t' St. and
three museums:
Historical Museum
Marine Center County agreement with Smithsonian. County pays for gift
shop and admission staff, Smithsonian provides curator staff. Proposed 2500 sq ft
addition for 06-07.
Old Post Office — city owns. Split construction renovation costs. City owns,
County will staff. Historical building.
Historical museum — office not adequate but in building. New entry proposed.
ADA restroom renovation proposed. County owns land. Little Barn is used for events
and fundraising. Building itself is not historical, but the exhibits are.
Storage facility on 7`h St (same bldg as county record storage. Own important
negatives. Specialists into review. Lack exhibit construction space.
Admin. bldg. leased till 20202. City may ask to have space back first. Work with
exhibits and exhibit storage on a daily basis. Option of co -locating at Heathcoat
Botanical gardens.
Staffing: Current Staff
10 fulltime staff, 2.6 part time staff.
Administrative: 2 staff
Marine Center 4 staff
Historical Museum 4 staff + volunteers
Department has extensive volunteer involvement. There is no space for volunteer
break or storage areas in any of the facilities.
Dept. established about 3 years ago — previously a non profit. Staff positions now
part of general fund.
Projected Staffing
Growth is dependent
Space Needs Current Space and Projected Space Needs
Administrative space is leased from City of FP until 2020, but there is a possibility that
city might ask to have space back before then. Agency
Marine Center: 5000 sq. ft.
Additional staff is needed for storage, office and meeting and classroom space.
20 visitors per day. Public has to use outside restrooms.
Smithsonian staff has requested security cameras for parking lot.
Some water intrusion during hurricane.
There is a proposed classroom and storage addition to the facility.
Historical Museum: 7500 sq. ft.
Individual officers are very small; storage areas are strained. Construction workroom
needed. Entrance to museum needs to be enclosed.
10-12 visitors/day. Season fluctuations.
Addition of a multi -purpose meeting room for staff and volunteers, and programs.
Offsite storage is used to house exhibit materials, but additional area for artifacts and
exhibit construction is needed.
The building needs air temperature and humidity control, interior lighting control,
Institute for Law and Policy Planning Appendix 1- page 20
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
updated security. The Museum would like to enclose the "sheds" with permanent
fixed glass walls.
Potential to relocate Museum to expansion plans at Savannahs.
Old Post Office 6200 sq. ft.
Building is owned by the City of Ft. Pierce, SLC, to operate under interlocal
agreement. Storage for exhibits is a problem. All storage will have to be offsite and
exhibit construction will require buildings to be closed to public. Some exhibits might
require a forklift.
Institute for Law and Policy Planning Appendix 1- page 21
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Supervisor of Elections
3 locations:
Summary
Agency has 3 locations
Orange Blossom Business Mall main — 20 people
Walton Road —1 now
St. Lucie West — 2 now
Main office now in leased space at OBBM. Problems with space because of mold in
building (water in building, hurricane damage to roof and air conditioner). Health
issues being researched by County and resolution of how to solve it being explored.
(County's responsibility or landlords?)
Was previously on 16` floor of County Administration building.
Staffing:
Current staff: 20 + temporary, contract help
1 IT — connectivity with 2 branch offices. State voter reg. info
1 GIS mapping
1 Supv.
1 Asst.
1 Finance Dept. (1 open position)
1 Elections Services Coordinator
6 Contracted — County Services through Manpower (all FT)
positions will be maintained.
Projected Staffing
Staffing increases are based on county wide increases in population
Space Needs
Current Space
Spaces are generally adequate at all locations. However, there is a major issue with
mold as a result of water damage in the main office at the Orange Blossom Business
Mall.
Sq. ft. now: approx 8,400 sq. feet, including storage (2,500 sq ft —1-1/2 bays)
Moved in July 2004, before hurricanes.
Current space includes room for the following functions:
Training Room — for poll workers, laptops, training and equipment
File area — rolling storage; now just used for equipment because of mold problems.
Canvassing Board — Tabulation. Needs to be visible to public.
Ballot storage areas -'/Z Bay — stored in boxes.
Early voting services must be provided. A city hall, supervisor of elections or libraries.
Walton Road — 200 in hall last year.
SL West Annex. Now converting. Only small space.
Will need additional polling place.
Projected Space Needs
May need additional location in future for convenience of voters. "Traditions area"
potential for future growth.
Appendix 1-page 22
Institute for Law and Policy Planning
S.T. L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Environmental Resources
Solid Waste Site, 6120 Glades Cutoff Rd.
Summary
Environmental Lands are located at the Solid Waste site.
It additional facilities at the Oxbow Eco-Center, 5400 NE St. James Blvd., PSL and a
field office and storage barn at Platt's Creek, 3915 Sunrise, FP. (These facilities were
not addressed by this study.)
Staffing:
Current Staff 19, including 3 unfilled positions
Projected Staffing
Recently became a separate department. Staffing needs will increase with increasing
responsibilities and new lands.
Anticipates that department will grow by 6 in next two years, and then one new staff a
year after that.
Space Needs
Current Space
In addition to needs for staffing, department requires storage for tractors and field
equipment. Future expansion or move to Platt's Creek operations.
Current space is somewhat crowded with staff sharing office space.
File storage space is inadequate.
Projected Space Needs
A floor plan was not available for this building.
Additional staff will require additional sq. ft.
Adjacencies
Growth management; Public Works are convenient but not essential.
Visitors
Visitors minimal — 3-5 per day.
Parking
Some security issues with vehicles parked on site overnight.
Security
Institute for Law and Policy Planning Appendix 1- page 23
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Grants
Administrative Annex, 2300 Virginia Ave., FP
Summary
Grants are currently a division of the County Administrator's Office. The office
anticipates becoming a separate department. Current lack of space constricts
potential growth. May have contract position working out of home or separate office
as a way to address this issue.
Grants impact staffing in other agencies (Environmental Lands, Public Works, Central
Services, etc.)
Staffing:
Current Staffing
2 staff now
Projected Staffing
1 additional clerical and 2 grant managers over next 2 years.
3 administrative staff.
Space Needs
Current Space
Office space for 2 staff members
File storage space is currently not sufficient.
Projected Space Needs
Office space for projected staff + a small conference area and support space.
Adjacencies
Need for adjacency with Administration, Finance, and County Attorney. Also work
with Parks, OMB, Public Works, Mosquito Control and Central Services on current
grant project.
Visitors
Visitor level low at most times; 4-5 month.
Parking
Security
Notes
Institute for Law and Policy Planning Appendix 1- page 24
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Growth Management
Administration Building
Summary
Growth Management includes four divisions: Administration, MPO, Planning, and
Economic Development.
The agency has gone through a number of reorganizations, shown in the historical
staffing figures.
Staffing:
Current Staffing
Administration
4 staff + 1 unfilled (5 total)
Planning
There are 15 staff in planning and there are 2 unfilled positions.
MPO
5 positions + 1 new one budgeted. (down hall) may be moved.
MPO — federal funding generally independent. 2 cities put in funding, County
provides space. Will be short of space is vacant positions filled. Use County
Commission Chambers for major meetings.
3 file area, 1 admin, 2 project areas — enough for expansion.
Archives — previously at Village Green, now at 7"' St.
Work area — Project application area — works ok.
Reception area — very limited. Sometimes crowded — Tuesday for DRI meets.
Tourism and Economic Development
4 positions
Projected Staffing
If new developments approved, would need additional new staff (3-4) over time to
implement.
Otherwise, projections correlate with population growth in county.
Space Needs
Current Space
Administration Space is generally adequate (wall space for reception).
Planning Economic Development and Tourism is temporarily occupying "Planning"
space due to hurricane damage. This is causing current crowding, but if those staff
are relocated into new offices, current space is adequate for Planning.
File areas are adequate; offsite storage is utilized. May move to more electronic
storage of documents in the future.
MPO Crowding in MPO is accommodated by unfilled positions. However, vacant
positions creating backlogs in work load. Division needs additional office and
storage/equipment space.
Projected Space Needs
Projected space needs are based on Economic Development gaining its own space
and on projections based on staffing growth.
Adjacencies
Administration, Public Works
Visitors
15-20 visitors per for planning customer service; an additional 20-30 on Tuesday and
Parking
Wed. for DRC meetings.
Security
Institute for Law and PolicyPlanning 9 Appendix 1-page 25
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Guardian Ad Litem
Summary
The Guardian ad Litem provides child advocate services for four counties (1 of 20
circuits). All staff is housed in St. Lucie County, travels to other counties
(approximately 45 minutes travel time.) Department addresses abandoned,
neglected and abused children as directed by courts. Statewide program —
anticipating meeting state ratio of 20-30 kids per working case coordinator.
Department does not track caseloads or work load indicators. Suggested Contacting
Office of the State Court Administrator 850-922-5081
Staffing:
Current Staff
Staff was 7 two years ago, now is 22.
Historical information is not readily available on Department staffing because it was
recently split off from the Courts.
For 2006, asking for full funding from Legislature — are requesting 48 new positions.
Legislature wants every child represented by 2006. Anticipate funding for 5 this year,
but increases in future. end of Sept: 705 cases; end of October 780 cases. Cases
assigned by Circuit Court statute.
Department has 131 volunteers now, anticipates significant growth. Volunteers meet
and go. Need training rooms. Office space not required, but training and meeting
space is. Also will increase support staff. Caseload growth in proportion to county
population growth.
Projected Staffing
Because of changing mandate, the Department anticipates growing an
unprecedented rate. The Department's projections have been used as the basis for
staffing projections.
Space Needs
Current Space
Current space is totally inadequate.
Estimate 2000 sq ft + hallway common area.
Chief Judge is taking over corner office — will be an issue to reallocate space.
Temporary way to address -
Leased — deemed too expensive at $22/sq. ft.
Use Vets Admin — approx 2600 sq. ft for expansion (Judge Roby now wants
this space in January)
Use Children's Services Council
Projected Space Needs
Projected space needs are based on Department's space projections x a fixed DNSF
ratio per employee.
Adjacencies
NA. Currently travel to all four counties in 19t' Circuit to visit clients.
Visitors
Parking
Limited visitors.
Parking needs primarily to accommodate staff.
Security
No unusual security needs, but current situation in hallway leaves files and equipment
vulnerable.
Institute for Law and Policy Planning Appendix I. page 26
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Health Department
Summary I The Health Department occupies 4 buildings, one Port St. Lucie and three near
downtown Ft. Pierce.
The Department is funded by the State, but buildings are provided by the County
through a contract between the State and the County.
Department coordinates with local hospitals for services.
Anticipate need within 5-6 months for additional space (provided through
lease?) for WIC staff. Currently have 9 WIC staff, includes receptionist.
NOTE: DRAFT PROJECTIONS NEED REVIEW WITH DEPARTMENT.
Staffing: Current Staffing
The Department has 100 staff in the three buildings in Fort Pierce and 65 at Milton
Road.
Projected Staffing
Staffing has increase from 105 ten years ago to 165 in 2005-06.
Staffing requests are initiated by the Department and are submitted to the state for
funding approval.
Recent changes include 2 new positions for Bioterrorism and 2 positions under the
Ryan White grant.
Department uses benchmark ratio for staffing of 1 staff person per 1000 county
population.
Staffing will increase for programmatic, administrative, and clinical staff.
Space Needs Current Space
Administration building opened year 2000. Space could be used more efficiently.
Now have some staff members telecommuting from home.
The buildings will not accommodate additional staff members or additional clinic
space.
Accessibility for clients across the county an issue. Potential solution is to relocate
clinic space now at Administration Building to a new clinic site and allow expansion of
Administrative functions into what is now clinic space.
Limited space for storage of information for educational materials and information
used at health fairs.
Department will have some involvement with Special Needs Shelter and with potential
for Employee Health Center.
1) Administration Building
• Building houses Clinic, Women's & Infants services, & Health Administration,
Vital Statistics, Health Education
• Location is center of County population
• 1-story building, on -grade site parking
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
• Clinic: 8 exam rooms (including dental operatory, ophthalmology)
Clinic services are provided 3 days per week, ophthalmology 2 days per
month, and Dental 1 day per week.
• Professional Staff includes 3 MDs, 3 NPs, plus nurses, admin, support
• Clinical space overextended, want to find new building for clinical services to
serve South County.
Total BGSF is 18,000.
Storage space inadequate; trailers for storage space due to main building
space shortage. Lack of storage for records and for materials, such as school
programs, printed materials, and WIC supplies.
1 large meeting area (est. 30x38)
IT — small room for servers Have back up generator for special services
Storage area/loading dock — dock @ ground level.
There is no room to house additional or projected staff.
2) City of Fort Pierce
Building C: Clinic, TB, Resp., WIC
HIV AID outreach/ Epidemiology
Environmental Health
Projected Space Needs
Existing buildings in downtown Ft. Pierce are adequate, although basic.
The Health Departments sees addition of a new clinic at a separate, south -county
location as solving the problem of increasing clinical space and providing services to
clients in an area of the county that has seen tremendous expansion. If a new clinic
was opened, the clinic now located with Administration would relocate, providing
additional room for administrative and programmatic staff growth in the existing
building.
Projections are based on expansion of clinic space and providing space for projected
staff.
Adjacencies Administration ok to be centralized. Services should be provided at dispersed sites in
county for clients.
Visitors
Parking
Securit
Notes Issue of State funding for staff and operations but County funding for capital
improvements. County must provide site.
Site issues may include resistance by neighboring property owners because of
potential clientele.
Institute for Law and Policy Planning Appenaix -i- pave -
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Healthy Kids
117 Atlantic
Summary
Healthy Kids is private non-profit corporation. It started with a $115,000 budget —
now is approximately $3 million. The county provides a local match for state and
local funding. (including $1 million from Dept. of Health, $400,000 from Dept. Child
and Family, $500,000 Federal funds). Provides services for prenatal and uninsured
residents, HIV prevention grants, CDC, saves money. The match can be provided
either through dollar funding or through providing space. Children's Services Council
provides funding.
Started in 192. Successful program in terms of reducing birth rate for teens and
reducing HIV infection rates.
Staffing:
Current Staffing
Agency now has 53 working staff. 30 are located on Atlantic, 17, are offsite housed
at in a leased facility and in hospitals and clinics.
Executive Plaza on 25"' St. 16 staff (field workers) + 1 data coordinator that works
from home. 3 for Healthy Families, there most of time. These staff were previously
housed in a local church that suffered hurricane damage. Funding for rent is taken
out of grant.
11 are located at Ft. Pierce Health Dept.
2 at FI. Community Health Center (overhead through Fed. grant funds)
1 private physician who provides own office space
2 Target Outreach (TOPLI)
Balance in Longwood Hospital, Ft. Pierce — visiting nurse at both hospitals.
6 positions.
Agency would like to continue at current location as a good outreach area.
Projected Staffing
Anticipate continued growth. Consolidated location would be easier to supervise and
more responsive staff.
Immediate additional staffing would include 1 for Alcohol and Drug, 1 nutritionist for
department of Justice.
Space Needs
Current Space
Agency is located on two floors of the building. Current space is adequate for staff,
but somewhat awkward in terms of layout and configuration of building with large
stairway and hall is inefficient. Floor plan was not available and square footage is
estimated. There is no elevator access to 2nd floor; programmatic ADA access is
provided on ground floor as needed.
1 small supply area
1 small record storage area.
Projected Space Needs
Additional space is projected based on moderate growth level. Growth is dependent
of funding and grant sources.
Adjacencies
Institute for Law and Policy Planning Appendix 1- page 29
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Human Resources
Administrative Annex, 2"d Floor
Provides services for all BOCC and administers benefits for all constitution officers
for State Attorney, Public Defender, Courts.
Summary
except Sheriff. Does not provide services
County currently has about 954 FTE — 2 years ago 750. Fiscal year 05-06 — county
will add 54 new BOCC positions.
Offices adequate for current staff but there is no room to house additiona7space)
Staffing:
Current Staff 9 full time staff (3 risk management, 6 HR)
3 time (1 works in file room, w share front office
part
Ratio of 1 HR to 100 employees, now a little low. Specialized positions.
Office also provides one workspace for insurance representative
Projected Staffing
Space Needs
Current Space
Space needs have been accommodated by remodeling to make smaller offices.
Need for additional space for equipment (2 copiers, fax machine, mail machine).
Human Resources handles mail for building. Problems with lack of space for large
deliveries (computers, supplies), now delivered to small public windows and
receptionist area.
Department needs both a small conference room and a training room for new
employees. Use Growth Management conference rooms — every week 1-1/2 days
(M/T). No large applicant pools.
Reception area and lobby area is crowded and would be more efficient if there were
separate areas for applicants to complete paperwork and staff.
Personnel files are stored in high density rolling files. No personnel files are stored
offsite — after 6 months moved to inactive. File storage will be adequate for 5 years —
increased need after that. Hard files and electronic files are kept for every employee.
Break room could be converted — awkward layout.
Copier in hallway.
Current DGSF: 2947
Projected Space Needs
Additional space for projected staff increases + addition of a small conference room
and a dedicated mailroom.
Projections for materials center are projected to grow in next five years, then remain
technology will have major impact on demand and space needs.
stable. Impact of
location that provides easy access to applicants and employees
Have 20-30 visitors per day normally. 3-9 orientations per week.
EAddjaceniesCentral
Wellness Center: would it be a separate department or under Risk Management or
Notes
Health? Clinic on site for employee health care + exams a+ workman's comp.
Perhaps current clinic — or existing physician's office = maybe Civic Center.
Institute for Law and Policy Planning Appendix 1- page 30
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Proflies
Information Technology (IT)
Summary IT currently has staff in four locations:
• Administrative Annex, 2300 Virginia Ave.
• EOC Public Safety Bldg. 101 N Rock Road
• Public Defender Bldg., 216 S.E. 2"d St.
• Momingside Library, 2410 E. Morningside Blvd.
Space at Administrative Annex is crowded for techs, storage space, and support
personnel. Mid -range plans to construct new EOC building could provide new
location for com ut %r servers and limited number of staff (approximately 10 .
Staffing: Full time Staff 61.5 FTE
Administrative Annex 56; Pt: 3; 2 interns
Public Defender's Office 1
EOC 4
Projected Staffing
Projections based on historical staffing growth and ratio to population show a
continued increase in proportion (143 staff in year 2025, almost double).
Long-range growth projections could be affected by changing technologies and
increased efficiency.
Space Needs Current Space
Administrative Annex
Administrative Annex 12,591 sq. ft
Main offices for IT.
Computer Room, Server.
Back up generator, with generator room.
Because this is not hardened building, there is a conceptual plan to relocate the
servers and a small group of staff (9-10 staff) to the EOC building. This plan is
contingent on successful construction of a new EOC building and relocation of those
services. This would address issues of potential of flooding and security issues.
Communications, servers, racks, and local servers would be relocated. This would
result in vacating 2678 sq. ft. in the Admin Annex building.
The existing computer room also houses a server for the Tax Collector, the building
security system, the PBX telephone system and network communications equipment.
These functions have not yet been addressed in the planned relocation.
GIS
The GIS area needs additional space for production room, missing equipment.
Cubes in halls — too small, plotters; 1 manager's office, 3 cubicles. Also needs
customer space, layout room.
Network Technicians
Division requires a staging area. For maximum efficiency, Dept. would like to be able
to stage 50-75 computers at 1 time. Currently able to set up 10, difficulty with setting
up in cubicle area.
Additional storage for surplus equipment would allow more efficient use of resources
(Morningside Library now used.)
Continuous process, replace every 3-4 years.
Office need for supervisor. Hardware area — additional area needed.
Institute for Law and Policy Planning Appendix 1- page 31
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Network Team
Telecom needs an improved storage area and a secure/temperature controlled
environment.
Supervisors do not have private offices and no small conference rooms are available
for meetings.
Customer Services
Control power room, vans vehicles, and library.
Deliveries. No loading dock, no secure receiving area. Creates hazards, potential for
theft, security issues.
File Storage
Used to have storage area. all closets full, cyclical. Surplus. Space for long term
storage was lost when Clerk of Ct. and other agencies were assigned microfilm and
storage 7"' St. Bldg.
Conference rooms:
While staff can work in open office workstations, cooperation between supervisors
and staff requires small meeting rooms.
The department uses Conference Room C and schedules with other departments for
available space as needed.
Parkin
Staff often travel to other county buildings; easy parking for vans would increase
efficiency. There is no secure parking for vans. Staff working after hours have
security issues.
Break room
A break room for after hours and weekend would improve their working conditions.
Software Library
Current library is dispersed in hallways and individual workstations.
Public Safety/EOC
Four FTE staff work at the EOC building
Morningside Library
IT provides computer training for county employees at this location. Training room
has 20 computers; space is crowded and scheduling is difficult. Most classes are 3
hours.
Facility limitations include distance from County offices and size of facility. Trainees
have difficulty scheduling a full day away for training.
No permanent staff is housed here — come for scheduled trainings.
If an alternate location for training was available in Administrative Center, could also
serve for Human Services.
Public Defender
IT has 1 staff at Public Defender's office (who also has workstation at Virginia St.).
Projected Space Needs:
Projected space needs for the department include an adjustment for current unmet
space requirements, including additional space for GIS.
Adjacencies IT does not need ground floor access; limited visits from public. However,
department does receive numerous deliveries.
Visitors Security issues and potential for flooding damage at current location would be
Parking addressed by move of servers to EOC building.
Security
Notes Computer room also houses Tax Collector server, separate system.
The existing Computer Room might be a good location for the Purchasing
Department Materials Center (ground floor access for visitors and deliveries).
Institute for Law and Policy Planning Appendix 7- page 32
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Law Library
Courthouse Annex
Summary
Law Library is an independent special district.
The Law Library has main office in Courthouse; a small electronic -only law library is
located in two rooms at St. Lucie West.
Approximately 51 % of users are public; rest are attorneys, judges, clerks, and court
staff. Also serves other counties in the Circuit.
Staffing:
Full time Staff
Staff is 1.2 FTE, but actually 3 different staff members have different responsibilities.
Five member Board of Trustees and Secretary to the Board do not need office space
but do need meeting area.
Projected Staffing
Staffing may increase slightly over time to accommodate growth in number of visitors.
Space Needs
Current Space
Current space was designed to 2000 linear feet of books; 3000 was already required
when moved in. Two sets of space saver shelving (on rolling tracks) provide
approximately 1800 linear feet of shelving. Trustees have opted to maintain printed
copies. While requiring more space, the hard -copy volumes are deeply discounted by
publishers and also easier for public to access that learning how to use legal
software. Law books are not purged.
The Clerk of the Court has been temporarily using the carrels for workstations for
displaced staff.
Current staff room also doubles as computer access for public search.
Projected Space Needs
The Law Library has a ten year plan for expansion that includes the following points:
The library should remain in or attached to the courthouse.
Build an additional 5500 LF of shelves and plan for 2000 LF more.
Add one public terminal and plan for two more.
Public seating for 10 and a small conference room.
Medium size conference room.
En suite restrooms.
Reading room.
Staff work room same as current.
Larger reference desk with shelving behind it.
If Courts are established at additional locations, a branch law library space should
serve those courts.
Total DGSF Space Projection
Space projections are based on need as identified by library staff and Library Board.
St. Lucie West
The Law Library has a 2-room branch library at St. Lucie West on the 2nd Floor,
approximately 400 sq. ft. Basic Florida statues are provided in print version and a
Large electronic collection is available.
Future expansion of this branch would depend on growth of courts at this location and
on population growth and demand.
Adjacencies
Courts. If a new location for courts is established, room for a branch Law Library
should be included in planning.
Security
Law Library needs a secure entrance/key card access for after hours use.
Anticipated
The County is discussing the potential to relocate the Law Library to the 1 floor of
changes
the Courthouse after it is renovated.
Notes
Law Library previously had funding through the Courts/traffic tickets. Changes in
income stream means that reserve is decreasing. Reserve contributes to operations
and acquisitions but is not sufficient to fund major capital improvements.
Institute for Law and Policy Planning Appendix 1- page 33
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Libraries
ucie County Library system currently provides library services to the
7
FFY
ity through the main library and five branch locations, cooperates on libraries
and FAU in St. Lucie West. It also provides bookmobile services and
mail. Potential for additional branches to be added.
Staffce Library and Library Administration
Library Administration 6
Technology/Networks 6
Public Services 6
Reference Dept. 7
Zola Neale Hurston Branch Library
Library Staff 6
Lakewood Park Branch
Library Staff 12
Morningside Branch
Meeting room/lab 1
Library functions 19
Reference 10
Children's area 1
Port St. Lucie Branch 11
Windmill Branch Library
Anticipated on opening 5
Projected Staffing
Space Needs Current Space
In general, most branches need additional space for storage of supplies, materials,
work areas, and break rooms for staff.
Ft Pierce Library and St. Lucie County Library System Administration
101 Melody Lane, downtown Ft. Pierce
18,256 BGSF
This building is adequate for current services. Constructed in 1999, it provides offices
for the County Librarian and administrative functions. Library plan came out of 1995
planning charrette with City of Ft. Pierce.
Administrative and Main Library functions:
Shipping and receiving are very limited for cargo and cart space.
Administrative functions store financial records primarily in a central filing area.
Parking is affected by other functions in the downtown Ft. Pierce area.
Administrative and receiving space may be relocated to a new Main Library at some
point in the future. Additional need for administrative space for larger desk area,
perhaps an additional office and double the receiving space. Library master plan
anticipates eventually moving headquarters to a new location an expanding
references and locating on 2"d floor.
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Technology/Networking
Storage space for are not adequate for processing materials and books/AV in
process. Addition of a new branch will increase the need for storage space.
Public Services
Part-time staff share a workstation at the circulation desk area.
Additional shelving is needed for circulating materials and for office supplies.
Library receives about 425 visitors per day; peak times mid -morning and mid
afternoon, Saturdays.
Security system includes one door with alarm.
Storage for items awaiting pickups (reserves) is barely adequate.
Additional bookshelves are required.
Reference Dept,
Reference Computers attract people all day long; average number of visitors is 200-
250. Additional electrical outlets are needed under the reference desk.
Zola Neale Hurston Branch Library
3008 Ave. D., Ft. Pierce
Constructed in 1991. Building designed for addition of 500 sq. ft. (Could be 2-story).
Originally designed as a children's library, the branch has expanded its scope.
A private office would be desirable for Branch supervisor.
A storage shed is budgeted for this year, which will help with storage issues. Other
issues can be addressed when library expands.
Library receives 50-100 visitors/day.
Bathrooms are inadequate for current number of visitors (one toilet each for men and
women).
File storage is inadequate, resulting in materials being stored in ways that could be
more logically organized (catalogs, pamphlets for the public, program records, etc.).
Parking is adequate on most days, but not when programs occur.
Other issues include meeting space, shelving needs, better areas for children and
youth services.
Port St. Lucie Branch
This is a busy branch, constructed with a donation in 1971.
4600 BGSF
The branch has no meeting room (converted to children's library). Good location.
Might have potential to expand with city.
Library clerks do not have assigned workstations.
Area surrounding branch has experienced very level of growth, resulting in large
number of new patrons. Volume of materials is high but smallest space of branches.
Standard library services such as meeting rooms and adult programs not possible
due to space constraints.
Need additional study area, additional public restrooms, more tables and room for
public computers. Maintenance closets and hallways are used for storage of
materials and carts.
Only 20 regular and 2 handicapped spaces available for 11 staff members, county
vehicle, and public.
Morningside Branch
Constructed with funding from Community Education Grant, this is the second busies
site. Some problems with vandalism and client conflict due to adjacency to school.
Building also houses Media Production Studio (est. at 800 so and 1 larger classroom,
used by 35 orgs, approx. 20,000. sf.
Originally designed for joint use with Public schools.
Institute for Law and Policy Planning Appendix 1- page 35
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
Anticipate 5 year expansion of additional 15,000 BGSF (10,500 NSF).
Public meeting room/ computer lab/ storage
Heavy use on weekdays and winter months. Public counter is too high for patrons
using wheelchairs. Additional security measures are needed for computer lab and
television studio. Additional storage for equipment and overflow donated books.
Lighting in building makes it difficult to for one person to close building.
Library Functions
Work areas are crowded; patron use of front desk is crowded.
Average of 457 visitors per day. Peaks occur during school breaks and during winter.
Requests for baby -changing counters in bathroom.
Public counters are inadequate.
Large gates make it difficult for maintenance crews to access court yard.
Reference
Materials storage is not adequate.
Reference desk can be entered by patrons when desk is unattended and is too high
for wheelchair accessibility.
Additional file storage will be required in future. Use of DVD storage for computer
files and programs.
Children's Area
Additional floor space needed for public library catalogs and public computers; more
shelf space needed for young adult.
Receives 500 individual per day; school days increase visits after 3:00 pm.
Lakewood Park Branch
9215 BGSF;
Branch does not have adequate storage; a shed was purchased. The meeting room
is shared by community groups and children's program and an additional room would
be desirable.
Receives about 250 visitors daily, less in summer.
Additional storage is needed for materials for children's' programs, office supplies,
work areas, and bookmobile items.
This department uses special service access for the Bookmobile.
This area of the county is growing rapidly. Future population growth may require
additional services and library space.
Indian River Community C011e4e
In 2000, Library and IRCC cooperated on construction, books and staffing. County
provides staff + materials and supplies.
Projected Space Needs
The Library system is less dependent on staffing driven growth than on collection and
service to the public. Expansion of services is dependent on county population
growth, decisions by library staff and board of trustees for expansion, and funding
availability. Friends of the Library at each branch raise funds for materials and
equipment.
Library planning uses standard of one library every three miles for developed
communities. 6 sq. ft. per resident.
Experience has shown that in the general planning, there is not enough storage or
shelving included in needs.
There is a growing need for computers and requests for wireless. Library works with
County IT. Each branch teaches classes.
Institute for Law and Policy Planning Appendix 1- page 36
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix 1: Departmental Profiles
The County Librarian anticipates the following projected space needs:
Ft. Pierce Library: Additional room for reference and public use.
Library Administration: Relocate from Ft. Pierce Library to new Library Headquarters
and expand.
New Libraries Under Construction
Windmill Point Branch
Adjacent to Windmill elementary school. Impact fees plus $500,000 grant from state
were used to fund this 15,000 BGSF. Anticipated to be completed by Jan 2007. This
is first library to be built with impact fees.
New Libraries Anticipated
Midway Road. Headquarters potential for Headquarters building and library of 40,000
BGSF (28,000 BNSF) on 3 acres. (Potential parking issues at this site.)
Potential for Future Growth
Potential for beach side storefront facility. Take over existing storefront.
Cooperation potential with Martin County.
Adjacencies
Visitors
Parking
Security
Anticipated
changes
Notes
Institute for Law and Policy Planning Appendix 1- page 37
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Media Relations
Administration Annex
Media Relations has offices on the third floor of the Administration Annex, a small
Summary media equipment room as part of the Commission chambers, and a media studio
located at Morningside Library.
Current Staff 5 FT, 1 PT
Staffing:
Projected Staffing
Department anticipates 2 new staff within a five year period, small increases after
that.
Current Space
The office space is adequate but allows no room for additional staff. Room
Space Needs
configuration leads to inefficient use of space. Room for equipment and desktop
space for editing is crowded.
Space for equipment adjacent to Chambers is very crowded; cooling and ventilation
does not meet needs of equipment in use; and there have been roof leaks in the
room.
Media studio at Morningside Library meets needs, but somewhat inconvenient in
being offsite.
Current DGSF
Media Studio: estimated at 4900 sq. ft. Additional space for a green room would
improve operations.
Projected Space Needs
Projections provide for workstations for projected staff increases, a small conference
room, and additional storage area.
County Administrator, Board of County Commissioners
Ad'acencies
Visitors
Visitors mostly to Council meetings.
Parking
Security
Angular building configuration makes office space less efficient.
Notes
Institute for Law and Policy Planning Appendix 1• page 38
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Mosquito Control
Summary
Mosquito Control is special district — special district funding pays for capital
improvement costs. Now at 100% compliant response.
Department occupies 6 buildings at the Will Feed Road site adjacent to Central
Services.
Office Building Administration
Inspection Lab Inspection Division
Storage Building Field Div. Parts
Vehicle Storage shed Vehicle storage
Mixing Building Field Div. Maintenance
Maint. Shop/Parts Field/Inspect./Chem Storage
Staffing:
Current Staffing
25.78 FTE, 14 part time
Projected Staffing
Field crews — not growth area
Standards: 1 spray truck for 10,000 people
more efficient now -.75 per 10,000. 1 would need 18
Staff: 1 per 10,000
Salt Marsh — impact — no spray. 2 crews. Also — increasing inspections dept.
Increasing efficiency — blackberry technology. Work with IT and outside consultant.
Grant funding for multiple projects, marsh and hurricane funding
Space Needs
Current Space
About 1.5 acres at this site.
Projected Space Needs
NOTE: NEED,ADDITIONAL INFORMATION FOR SPACE PROJECTIONS
Standards: 1 spray truck for 10,000 people
more efficient now -.75 per 10,000. 1 would need 18
Staff: 1 per 10,000
Inspection Area
workbay too small by 1/3
outdoor storage space for 55 pumps
Chemical storage — (those dispersed by airplane are stored offsite, dispersed
on schedule)
Vehicle fog trucks — now 16 total; add 1 for every year or other year. will need
additional.
Need new storage building.
Inspection office — 7 workstation — includes 2 shared offices — need double this
amount of space. Ground
Rental of equipment — same on storage — upkeep and capital improvement cots.
Inspection building — needs additional space for new staff— 70% to 100% increase
Main office is adequate but in need of renovation.
Notes
City of Ft. Pierce maintenance division — possibility of moving here. Would require
most of site. Would include City of Ft. Pierce, Parks Maintenance, Mosquito Control.
Institute for Law and Policy Planning Appendix 1- page 39
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
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Institute for Law and Policy Planning Appendix 1- page 40
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Parks and Recreation
Summary
Parks and Rec now in Admin. Bldg., displaces from Building Dept and PW. Co
Plans currently underway to house in second story of Special Needs building/ gym to
be constructed at Longwood Park sports center. Board has approved in concept.
Initial estimate at $8 million. If approved and funded, would take 18 months to
construct. Designed to provide emergency shelter for 400, including showers
and
kitchen. Board of Health would administer. Would include Marine Safety care and
nursing staff.
Parks and Rec space would provide 6 private office, 12 open office workstations,
conference rooms, storage, and waiting area. Estimated cost is $7 million now —
does not include component parts, discussion about materials.
Done under continuing contract with architect. Maybe some issues with DEP over
stormwater drainage plan.
Staffing:
Current Staffing:
Staff — 9 FT +9 pt; some existing staff and some new would come from Longwood
Park.
Staff at Admin: 1 total, now all open offices.
Projected Staffing
Projected staffing is based on correlation to general population growth of county.
Space Needs
Current Space
Because of hurricane relocations, all staff at Headquarters are located in what was
previously a high-ceilinged hearing room. All staff are now located in one open office.
Medium conference is available for meetings.
Projected Space Needs
NOTE: ADDITIONAL INFORMATON NEEDED FOR PROJECTED SPACE NEEDS.
Notes
The Parks Department is in charge of parks and facilities throughout the county.
There is a significant amount of deferred maintenance in parks and park facilities.
These include the Fairgrounds which provides equestrian and 20 acres of lake
Total 186 FT employees, $14 million
3 FTE staff there.
By contract, provide St. Lucie County Fair Association with office space. Need to
house by March.
Parks is in storage facility — designed as a maintenance barn.
Violation of the fire standards because of co -locating with engine/gas.
Would use exhibition building to provide office space.
Recreation Areas
County was given facilities At Pool. Old — remodeled pools. Staff facilities and
showers/office mixed with public — need separation.
Port St. Lucie pool — impact/general funds
Funding sources of FEMA and Insurance helped with general improvements.
Institute for Law and Policy Planning Appendix 1- page 41
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Property Appraiser
Property Appraiser has offices in three locations:
Summary
Administration Building
St. Lucie West
Walton Road Annex
Current space adequately meets current needs and with efficiencies from new
technology be adequate for future growth.
Current Staffing
Staffing:
71 staff total at all three locations.
23 Staff at S. County Annex
Parking is an issue at that location
Projected Staffing
Staffing projections are based on correlation to County population growth. Continued
improvements in technology could reduce the anticipated number of staff.
Space Needs
Current Space and Projected Space Needs
Current space is adequate to meet future needs of department for next ten years. An
additional branch office could conceivably be added for convenience of residents and
tax payers as the County population and Departmental Staff increase. Such a branch
would house approximately 10 staff.
Adjacencies
Parking is noted as especially difficult at the South County Annex.
Parking
A written response to the Space Needs Questionnaire was not provided by the
Notes
Property Appraiser. Projections are based on a verbal conversation and written
historical staffing figures provided by Agency.
Institute for Law and Policy Planning Appendix 1- page 42
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Public Defender
216 S. Second St.
Summary
The Public Defender is located in downtown Ft. Pierce, adjacent to Courts and State
Attorney. It receives funding from the state and the county provides facilities to house
that staff.
Staffing:
Current Staff 39
Projected Staffing
Funding for staff positions comes from the State. Staffing correlates with judgeships.
The Public Defender asks for 3 new criminal attorneys for each new judge, but
funding is usually one new attorney per new judicial position.
The Department has delayed hiring of new attorneys and support staff due to lack of
room to house them in.
Space Needs
Current Space
Current building meets current needs of department but will not accommodate
additional attorneys in private offices. A small conference rooms was converted to
office space. The large conference room seats 95. Law library is dispersed.
Record storage — offsite record storage is used. Current record storage in office
Projected Space Needs
Public Defender is scheduled to occupy the new space being provided at the Walton
Road building. Four positions (client services) will relocate, allowing new positions for
secretaries and attorneys at the main office.
Additional workspace needed for volunteers.
Adjacencies
Courts
Visitors
Parking at current time is adequate for staff and visitors, and is anticipated to become
Parking
more difficult with construction of new Clerk of Courts building.
Security
Notes
The two-story Public Defender building was designed to have two additional floors
added when needed. The building cost approximately 1.2 million to build; "ball -park"
estimate for $ 3.7 to add additional floors (current dollars).
Department works closely with staff person at jail (County Attorney employee) to
expedite cases.
Attorneys need room in Courthouse to meet with in -custody clients.
Institute for Law and Policy Planning Appendix 1- page 43
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Public Safety/ EOC
Rock Rd. & Orange
Summary Current Facility, located adjacent to jail, is adequate in design but too small to meet
future needs of county emergency operations.
The EOC is developing a proposal to construct new a new EOC on the Fairgrounds
that would house all essential services.
Main building would be relocated, other buildings and transmission towers would stay
at Rock Road Site. Some radio equipment would remain at this location.
Staffing: Full time Staff 88
Animal Control houses 1 with EOC, rest offsite; 1 Marine Safety house with EOC, rest
offsite. 911 staff works 4 shifts, covers 24/7.
Historical
1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06
Communications
49.00
49.00
49.00
49.00
50.00
50.00
54.00
59.00
62.50
65.50
Emergency
Management
4.00
4.00
4,00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
00
Animal Control
3.60
3.60
3.60
3.60
3.60
3.60
4.00
4.00
4.00
4.50
130%
RAD
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
00
Marine Saftey
13.00
13.00
14.00
13.00
13.00
13.00
13.00
13.00
13.00
13.00
00
Total Public Safety
71.60
71.60
72.60
70.60
71.60
71.60
76.00
81.00
84.50
88.00
40�
Projected Staffing
County's portion of Public Safety is anticipated to grow in relationship to population.
94.2 99.4 103.0 104.6
Space Needs Space needs projections are specialized and are based on the department's internal
planning for a new facility. Very preliminary planning. State EOC is model. New facility
would include 911 Center (3-4 times current size), IT offices, Marine Safety
Coordinator, Animal Control Administration (shelter services provided by Humane
Society at different site), Fire Agencies Dispatch. New building would be funded by
County, Florida Power and Light, and State aid. Anticipated time frame for new
building is three years, depending on funding.
Estimated cost is approximately $6 million.
Current BGSF 8,200
Ratio DGSF/FTE NA
Projected Space Needs
Year 2006 2010 2015 2=1 ZU40
Total Public Safety BGSF 7,568 18,000 18,000 18,000 18,000
Adjacencies Does not need adjacencies to other agencies.
Visitors Limited visitors
Parking Parking for staff at regular times and for agency representatives during emergencies.
Security Security entrance required.
Institute for Law and Policy Planning Appendix 1• page 44
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Purchasing
Administrative Annex, 2nd floor (offices and materials center)
Records Warehouse, 437 N 7 h St., Ft. Pierce
Summary
• The Purchasing Department offices are adequate for current functions, but there
is a shortage of space for file storage and no space to house any additional staff.
• The Materials Center is crowded, has problems with ventilation and heat levels
generated by reproduction and printing equipment.
• Purchasing supervises the Records Storage Center on 7"' St.
Staffing,
Current Staff Purchasing: 6
Materials Center 2
Records Warehouse 1
Projected Staffing
Historical staffing has remained constant for past five years. Projections have been
adjusted to recognize increased complexity and number of contracts for special
projects, capital improvements, and for additional record management. (Projects
include Special Needs Center/Parks and Rec facilities, EOC building, Civic Center
demolition/reconstruction, Libraries, etc.
Space Needs
Office Space
Purchasing office has 2 private offices, 1 office shared by 2 senior buyers, and a
receptionist workstation. A small conference room is used for opening bids
(maximum of 10-15). Other conference rooms in Admin. Complexes are scheduled
as needed and available. Conference room is also used to store file space for plans
and bids.
Materials Center
Division provides printing services for all BOCC departments and for other agencies,
including Fire Departments, Appraiser, etc., at cost. Awkward configuration of room
leads to inefficient layouts.
Additional space is needed for efficient purchase and storage of supplies.
There are noise and ventilation issues.
Records Warehouse
The Records Warehouse was previously used by the Supervisor of Elections for
storage until October 2004. The County observes GS1 standards for retention date.
Provides record storage for all county BOCC departments, including Admin, County
Council, Growth Management, and Planning. Do not provide storage for state
agencies. Will probably fill available room in 1 year.
Additional space will be required for increasing number of files. Specialized storage
capacity, such as flat storage for plans, is needed. Access is limited. If adjacent
Community Services and Veterans' Services were relocated, expansion into that
space would provide significant amount of growth space. Age and configuration of
building limit, as well as back -log from departments, limits efficiency.
Projected Space Needs
Additional space projected for future staff and for records storage.
Adjacencies
The Purchasing Department and the Materials Center would be better located on the
first floor for deliveries, safety issues, and convenience to clients.
Adjacency to majority of BOCC departments.
Visitors
Visitors are other county agencies, occasional vendors, and deliveries.
Parking
Parking for staff, deliveries and bid openings.
Security
A secures ace to store deliveries would beneficial to all departments.
Notes
Use of the Records Warehouse appears to have had a significant positive impact in
departments that utilize it.
The County does not have a centralized supply warehouse. Agencies purchase and
store their own supplies.
Institute for Law and Policy Planning Appendix 1- page 45
ST. LUCIE COUNTY
SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Public Works has staff located in the County Administration Building and has its Road
Public Works
Summary
and Bridge Division at the County's maintenance yard on Oleander.
The functions provided in the Administration Building are
Administration
Code Compliance
Engineering Division
At the Corporation yard, the Road and Bridge Division has three facilities:
R & B main office
R&Bbarn
R & B Traffic
Current Staff 187 total
Administration 6 (includes 1 unfilled position)
Staffing:
Code Compliance 74
Engineering Division 28
Road and Bridge 80
Projected Staffing
Staffing is projected to increase in proportion to population. The department has
experienced a very high rate of growth, with the Code Compliance division growing
from 16 employees in 1988 to 75 in 2005.
New storm water division will be developed in next 5 years. MSBU may be developed
based upon future growth. Growth and Erosion District may be expanded.
Growth in St. Lucie County will result in adding additional positions. Changes in
could add to workload and resulting
building code and land development code
increases in staffing.
Department anticipates following growth in administrative
2007 2010 2015
Admin. 8 10 15
Engineering 30 35 40
Code Compliance 85 100+
Current Space
All divisions located in Administration Building are in crowded conditions with no room
ds
r
to add existing staff. File storage is inadequate and being stored in offices and
corridors.
Code compliance in particular has limited desk space, very small work areas,
is and flows into hallways. All other
crowded hallways. Permitting waiting crowded
departments have no waiting area. Personnel that handle money and finances
should have private offices and a higher level of security. The continued renovation
(the Dept. has been remodeled every year or two) and high level of staff and public
use leads to air flow and temperature problems.
The Engineering Division is less crowded but does not have space to add any
additional staff. Major deficiency is in file storage; space could triple. Space is
needed for boxes, files, maps and plans.
Rece tion is inade uate. The de artment has remodeled its s ace eve ear.
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
There is a need for additional private offices and conference rooms (1 large, 1 small),
2 small copier areas, areas for printers and plotters, and a break area for 8 people.
Projected Space Needs
Space needs for office functions are based on projected staff * a DNSF factor.
NOTE: ADDITIONAL INFORMATION IS NEEDED FOR ROAD AND BRIDGE
DIVISION SPACE PROJECTIONS.
Adjacencies Planning. 1"floor access would be desirable. Contact between all divisions. Growth
Management, Administration, BOCC, County Attorney.
Visitors Code permitting has 100s of people in and out all day.
Parking
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Sheriffs Administration Building
Summary The Sheriffs Administration building houses the Sheriffs Office and administrative
spaces, operations and patrol, and support functions such as evidence storage, labs,
and technical support
The jail is discussed separately.
Staffing: Full time Staff 200 ft staff
Full time staff includes primarily patrol, operating on a 24/7 schedule, investigation,
and support.
Projected Staffing
The Sheriffs Department expects significant and rapid future department growth. The
Sheriff expects the current 200 staff will need supplement of an additional 250
deputies and 60 support staff for the next 5 year growth. The sheriff requested 25 law
enforcement this year with approval of 12 for the road patrol, 8 for civil/courts, and 5
for criminal investigations.
The department maintains a fleet of over 500 vehicles.
Space Needs Current Space
The Sheriff s building is about 10 years old, occupied in 1996 on an estimated ten
acre site. The building was constructed to be fully occupied. The original drawings do
not reflect expansion space.
A vehicle service garage is located on the backside of the property including space
for vehicle evidence processing.
A storage building has been added to the site. The most significant need for storage
appeared to be for the storage of evidence materials and paper records. Staff
reported a very aggressive model for disposal and elimination of evidence yet the
growth is overwhelming the space. The department is pursuing electronic records
storage with the goal of nearly paperless records keeping to help control records
storage requirements.
The department does not use a substation model at this time. There are locations
where law enforcement staff work that is remote to the Sheriffs building but a
manned location is not used.
The department is trying to maximize their existing space and continue to move
services and functions as the agency evolves. Background investigation staff moved
from their offices to make way for new attorney services. The facility coordinator is
moving to make more space for the IT function. The evolving trend of improved
criminal scene investigation seems to impact the space for CSI staff. The space
provided is good considering the age of the building but they are outgrowing the
space.
The evidence storage, records processing, finance function, and human resources
are crowded. There are spaces throughout the building that could accept serious
crowding for some time period. There are areas, for instance, in the IT spaces, where
fire water sprinkler systems should be replaced by dry chemicals to avoid significant
damage to stationary equipment. They reported privacy issues in the payroll section
due to the design and their inability to maintain privacy. Patrol services, while not
ideal, could move out of the main building to create space for expanding support
services.
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Projected Space Needs
While the Sheriffs projections for increased staffing are much higher than correlates
to population growth in county, the projections based on staff needs have been
modified in the staffing projections used for space projections.
A private roadway circles the main building and considerable parking is provided for
the Sheriffs fleet. The site is nearly fully utilized; however, the department considers
the possibility of constructing a two story structure on the back side and North-East
comer of the property. The building could contain 5,000 on each level for 10,000sf.
They consider that the Sheriffs Finance, IT and Purchasing functions could occupy
this building.
The Sheriffs fleet is projected by staff to grow in the coming years due to population
growth trends. The department could consider an alternative site for vehicle repairs
making land available for new construction of sheriffs space at this site. The vehicle
storage yard (impounded and seized vehicles) is located on the North-West corner of
the property which could be moved to a different location, freeing more space for new
construction.
Adjacencies None.
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S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix l: Departmental Profiles
Sheriff's Department: Jail
Summary The jail is currently overcrowded and a subject of controversy. Projections of future
space needs are dependent more on projections of type and number of inmates;
staffinq needs are derived from the inmate population.
Staffing: Staffing:
The jail's staff level of about 200 is a staff ratio of 7 inmates per staff. National trends
are 3 to 4 inmates (with 3.45 being the norm) to staff positions. A similar ratio at this
jail would be a range of 344 to 458 staff. Comparison with other jails is useful but the
actual needs depend primarily on the real (i.e., objective) classification of the inmates,
and then on design, security controls, inmate management styles and programs and
services delivered to the inmate population. Examples reach ratio of 5 and 6 but
those facilities tend to be understaffed and problem plagued. ILPP did not receive a
distribution of the existing staff deployment so an analysis of the particular problems
of this facility is not known. The number may not include all positions for support
services. The jail reports a lack of shift relief factor and high use of overtime
consistent with the staff ratio. An analysis of the staffing is now being prepared for the
Sheriff by a consultant to the Sheriff.
Space Needs Current Space
The jail opened with 277 beds and grew immediately to 320 and now houses 1,375
ADP (varies by the day). There have two major additions to the jail site with the most
recent completed in 2005. At that time, the County constructed two new buildings to
provide a total of approximately 1,430 beds. The Department has sought and been
approved by State Authorities to double bunk rooms and add capacity throughout
available spaces over the years thereby increasing bed capacity without adding
building size.
There has been an associated cost of this pattern since support spaces have not kept
current with the growth in capacity and the necessary increases in staff. The current
facilities grew over time with essential spaces deferred in preference to jail beds.
Many functions now suffer crowding and are not sufficient to properly deliver services
and programs. One of the two new buildings is not yet opened. The jail could
accommodate existing capacity if all beds were funded and open. The existing space
can not be expected to accommodate the rate of growth
The County Jail serves all law enforcement agencies in the county holding felony,
misdemeanor, and civil cases, pretrial and sentenced inmates. The jail uses little of
the preferred Direct Supervision model due to design and staffing. The buildings and
the high security features cover an expansive land area. Exterior covered walkways
used for circulation reduce the need for larger building gross square footage. The
buildings now contain 260,860sf. The buildings lack sufficient support spaces.
Additional acreage allows for expansion. County owned vacant land is adjacent with
wet land problems.
Projected Inmate Population
The sheriff has made several forecasts of inmate population. The data was
presented in various times and in various formats. In some cases, ILPP has had to
estimate numbers from charts, but the uncertainty of measurement should not
introduce significant errors into the calculations. In addition, the dates of the
forecasts had to be inferred from some of the documents.
The sheriffs jail population report that was prepared about the end of 2003 showed
average annual population increasing from 571 in 1993 to 1071 as of October 2003,
the latest data point. Linear extrapolation of those numbers by the Sheriff gives
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S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
populations of 1,276 in 2010 and 1,886 in 2025. A 5-year budget plan, undated but
beginning in fiscal year 2003-04, anticipated even higher figures: about 1,450 in 2010.
ILPP extended the line to 2025 and found a figure of 2,342 inmates. .
The budget plan also compared the growth of jail population and county population.
ILPP's restatement of those figures found that the two were growing at almost
identical rates (32% from 2002 to 2010).1
In a letter to the Board of County Commissioners dated March 19, 2004, the sheriff
reported that the population stood at 1,188.
However, it appears that jail population then began to grow at an unanticipated rate.
The sheriff presented a revised budget request to the Board of County
Commissioners on July 8, 2004, in which he projected much more rapid jail growth.
The jail population in May of that year was 1,179, not significantly different from the
March figure. The Sheriff at the time projected a population of 1,634 in June, 2005,
and expected to house 1,733 in September of that year. There was no indication as
to whether that was simply a one-time jump or a new long-term trend. However, as it
is the most recent estimate, it deserves careful consideration.
ILPP investigated the consequences of a long-term trend with growth at that rate.
Forecasting on the basis of such a short time period with only three data points is
very risky, and should be viewed with a great deal of caution. Nevertheless, the
results are remarkable. The population grows to 3,920 in 2010 and 8,082 in 2020. It
would be 10,162 in 2025, or about the present-day population of the Cook County
(Illinois) jail, serving the 5 million inhabitants of Chicago and its suburbs. It is quite
obvious that the figures for later years are not realistic. ILPP does not have access to
the reasoning underlying the sheriffs predictions of the 2005 population.
The sheriff presented a revised budget request to the Board of County
Commissioners on July 8, 2004, in which he projected a much more rapid rate of jail
growth. The jail population in May of that year was 1,179. The sheriff projected a
population of 1,634 in June, 2005, and 1,733 in September of that year.
A very rough estimate of total size and estimated cost
Year 2010 2015 2020 2025 2030
Prisoners 1,634 1,992 2,430 2,963 3,614
Total SF Needed 530,913 647,472 789,620 962,977 1,174,392
Dlflerence 270,053 386,612 528,760 702,117 913,532
Est. Coat $63,192,441 $108,560,616 $178,171,085 $283,902,261 $443,266,290
These estimates are based on $195/SF which may be slightly low due to the
construction cost escalation in a tight contracting market due to hurricane repair work.
Adding in total project cost (1.4 x construction cost) and a factor for elevated
construction cost and inflation, construction costs could range to about $211/SF
Notes Building Deficiencies
The following observations lists current issues and deficiencies in the existing facility
Reception: undersized and crowded
Administration: The original space is too small for current staff functions.
Visiting: Undersized and unable to approach the needs, outdated and poor
equipment. Visiting is a real problem. There are only 13 CCTV
' For clarity, the county population is not shown in the figure.
Institute for Law and Policy Planning Appendix 1- page 51
S T. L U C 1 E COUNTY SPACE NEEDS STUDY Appendix h Departmental Profiles
stations at the lobby for the entire population. Remote locations at
the living units are insufficient for the population. inmates in some
living units are required to move substantial distances to reach
CCTV locations. This requires additional staff positions and
decreases the amount of visiting offered at the jail. Each living unit
should have CCTV visiting locations and the main lobby function
needs to be expanded. Technology is much less expensive that the
staff now required meeting a comparable level of service. Visitation
technology is under utilized.
Storage: Throughout the building storage is inadequate. The jail is also
working on reducing paper records and attempts to go paperless.
Technology: The Jail recently implemented new and improved computer
software and equipment for inmate management and tracking. The
system can provided greatly improved reports for the inmate
population. The County is developing a "data library" where various
computer systems from differing agencies dump described
information bits to be retrieved by other systems for purposes of
reducing redundant data entry and speeding processing times
Programs:
While there are some program spaces, they appear inadequate
Office:
Several different spaces, formerly security, food service, dining
space is converted to offices for staff
Food Service:
The expansions are built on the original kitchen. Future expansion
will require additional kitchen and food prep/storage areas.
Inmate Property:
The property storage area is grossly undersized for the current
volume.
Intake/Booking:
The intake and release spaces have not sufficiently expanded with
the growth of inmate population and the increased number of
bookings.
Roll Call:
The muster room is undersized for the number of staff reporting for
duty.
Maintenance:
Support spaces for maintenance staff are undersized for the current
workforce and responsibilities.
Laundry:
The space did not increase with the expanded jail population. The
department now operates three shifts daily to maintain supplies.
The space should be improved.
Warehouse:
The jail could benefit from the development of external warehouse
space.
Juvenile:
Detention of juveniles in the adult jail causes separation problems.
is now high requiring moving adult
The number of juveniles
prisoners out to accommodate them.
Interview Spaces:
The jail suffers from inadequate spaces for inmate interviews of a
variety of needs. The Public Defender placed a staff attorney at the
jail to expedite cases. This position is an example of growth where
no office space is available. A classification interview room is used
by the PD.
Institute for Law and Policy Planning Appenaix -e- pave —
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Special Needs: Shelter and Gym
Summary
As a result of health and safety issues from hurricane damage, the County of St.
Lucie is working to establish a special needs shelter. This facility would be equipped
to handle populations with special needs during emergencies. Facilities would
include storage of emergency supplies, spaces for agencies providing emergency
services, kitchen and bathroom areas.
The major space needs of the agency would be designed as a gym that could be
used by the community during most of the year.
Staffing:Staffing
would be provided by Parks and Recreation, and related emergency
response agencies as needed.
Space Needs
Adjacencies
Visitors
Parking
Security
Notes
A potential location at Lawnwood center has been identified.
Institute for Law and Policy Planning Appendix 1- page 53
ST. LUCIE COUNTY SPACE NEEDS STUDY
Appendix I: Departmental Profiles
State Attorney's Office
411 S. Second St., FP
415 S. Second St., FP
Summary The State Attorney provides services to all four counties in the 19' Judicial Circuit.
Facility is currently adequate for staff, but file storage is cited as a problem and
building layout (four floors in one building, 2 in the other) result in some inefficiencies
in space.
Staffing: Current Staff
There are 101 staff circuit -wide.
The State Attorney was unable to provide figures indicating how many of these staff
were located in St. Lucie County.
Building walkthroughs indicated that there are 63 staff in the four story building and
19 staff in the 2 story building (79 total).
Projected Staffing
Staffing in the State Attorney's office is driven by caseload which has a strong
correlation to county population. The lack of information of number of positions in St.
Lucie vs. rest county makes projections more difficult.
One projection methodology projects the total circuit population and uses the
percentage of population in St. Lucie to project future need. However, this projection
methodology indicates a much lower percentage of current staff in St. Lucie than is
indicated through building walkthroughs. There is not enough information to resolve
this discrepancy, but may be due to administrative and support functions for whole
circuit being located in St. Lucie.
2005 2010 2015 2020 2025
44 51 59 67 76
A second methodology maintains the current proportion of those in St. Lucie for future
projections.
2005 2010 2015 2020 2025
79 89 99 110 121
The third methodology uses a correlation between the number of projected new
judicial positions to number of staff (estimated at 2 per judge). Generally, there is a
strong correlation between the number of judicial positions and the number of staff
needed, but this projection methodology also is problematic because the projected
number of judicial positions includes Felony, Misdemeanor, Family, and Juvenile,
which do not all require new State Attorney positions.
For each new judicial positions added, the State Attorney requests additional staffing
from the state, generally at a proportion of
1 new Misdemeanor Judge —1 secretary, 1 attorney.
1 new Felony judge —1 secretary, 2 attorneys.
Circuit courts —1 position per judge.
2005 2010 2015 2020 2025
79 89 101 105 107
Space Needs Current Space
Current space is adequate for current staff, but there is limited room to for additional
staff with current configuration. Attorneys and senior staff have private offices,
Institute for Law and Policy Planning Appendix 1- page 54
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
ranging in size from approximately 100 sq. to 240 sq. ft. While the majority of staff
work in private offices, support staff work in open office modules. Several private
offices are currently used to store inactive files. Three offsite locations are used to
store closed and inactive records.
Agency has a generous training/meeting facility (approximately 800 sq. ft.) but states
it is too small to house all staff and training needs at one time. There is also a large
law library (approximately 360 sq. ft), a large break room, a smaller break room and
smaller coffee areas on other floors.
Detailed floor plans were not available so efficiency factor of building is estimated.
Projected Space Needs
Projected space needs are based on factor for additional staff.
Adjacencies
Criminal Courts, Court Administration, Clerk of the Court
Visitors
Parking
Security
Notes
The State Attorney building 2 is designed for a 2-story addition (four story total).
Institute for Law and Policy Planning Appendix 1- page 55
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Tax Collector
Tax Collector has offices in three locations:
Summary
Administration Building
St. Lucie West
Walton Road Annex
Current space adequately meets current needs and along with efficiencies from new
technology, be adequate for future growth.
An additional branch office could conceivably be added for convenience of residents
and tax payers
Staffing:
Current Staffing
23 Staff at S. County Annex
Parking is an issue at that location
Peak time Nov -Feb.
Staffing growth has reduced a bit in past, encouraged to do business by mail
Projected Staffing
Projections are based on correlation to population. Increases in technology could
reduce rate of future staffing growth.
Space Needs
Current Space
Current space is adequate to generous in all three locations.
Projected Space Needs
Increases in staff and workload for short -medium term can be accommodated within
existing space. Long range space needs may include an additional branch office for
convenience of residents.
Main office should be located near County Administration, Property Appraiser.
Adjacencies
Visitors
Parking
Security
Tax Collector did not submit written response to Space Needs Survey. Space needs
Notes
assessment is based on verbal conversation and staffing history provided by Tax
Collector.
Institute for Law and Policy Planning Appendix 1- page 56
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 1: Departmental Profiles
Utilities
Administration Building, 1st Floor
Summary
The Utilities Department relocated to this space in the summer of 2004 from the third
floor of the Administration Annex.
Staffing:
Full time Staff 10 staff are located at the Administration bldg.
(includes one new hire)
Projected Staffing
Staffing projection is correlated to population growth.
Space Needs
Current Space
The current space adequately meets the needs of the department. Additional staff
could be housed at either agencies north county or south island sites.
Projected Space Needs
Office space needs will remain constant
Adjacencies
Easy access to public; adjacency to other administrative offices and elected officials.
Visitors
No special needs. Department might eventually add a "drive -through" window for
Parking
customer convenience.
Security
Notes
There is potential to merge County and City of Ft. Pierce utilities. If this occurred,
space and facility needs would be addressed at that time.
Institute for Law and Policy Planning Appendix 1- page 57
S T . L U C 1 E COUNTY SPACE NEEDS STUDY Appendix I: Departmental Profiles
Veteran Services
South County Annex
Veterans' Services provides services to Veterans at two locations:
Summary
South County Annex, 250 NW Country Club Dr. PSL
Community Services, 437 N 7" St., FP
Full time Staff South County Annex 5 FT, 2 PT
Staffing:
Community Services 2 FT
Also use four Veteran Administration work study employees that are paid by VA.
Projected Staffing
Two counselors were recently added. Increasing population of retired community
(approximately 37,000 veterans in community now). While number of WWII veterans
is decreasing, Korean veterans are now 55+ in age and Gulf War and
Iraq/Afghanistan conflict is increasing caseload. Process about 15,000 claims per
year, work with 32 veteran organizations for outreach and service.
Department anticipates total staffing will grow to 9 in two years (no pt), 11 by 2010,
and 13 by 2015.
Space Needs
Current Space
South County Annex (2646 DGSF)
Current space at South County Annex is adequate for current staff. Department
would like a storage area large enough to store memorabilia donated by Veterans.
Additional conference area would provide area to work with clients and families.
Current lobby is oversized for need of clients and visitors.
Community Services Building (300 DGSF)
Conference room is not enclosed.
Waiting area is too small and restrooms are not available to the general public.
Entrance to the building does not meet ADA requirements.
Visitor parking is not adequate.
Projected Space Needs
Projected space is based on increase in staffing.
Two offices should continue to be staffed to meet needs of clients in different parts of
the county.
Easy access; Veterans organizations.
Adjacencies
Visitors Veterans have a high demand for handicapped parking spaces.
Parking No special security issues.
Securit
Main Veterans' Services Offices is scheduled to relocate from St. Lucie West to the
Notes Walton Road Annex when remodeling of the second floor space in that building is
completed. One office would be provided for BOCC use. Anticipate moving by July
2006. That office space is 2743 DGSF.
Parking need estimated in new building is 10-12 spaces.
Large conference would be shared with Tax Collector.
New space would generously meet need for growth.
Institute for Law and Policy Planning Appendix 1- page 58
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix II: Workplace Standards
Appendix 2: WORKSPACE STANDARDS
Kinds of Space
Building area requirements are developed from considering space needs at 3 levels.
The first, most basic level is Net Assignable Square Feet (NSF). This is the floor area allocated to a specific
function. For example, an open work station might have an NSF of 80 NSF, or a private office might have an
NSF of 150 sq. ft. The NSF area is the space between the faces of the walls of an office, or the area taken
up by a work station. NSF excludes wall thicknesses, structural columns, and other such building elements,
as well as circulation space outside of its boundaries.
The second level is Component Gross Square Feet (CGSF). This is the area of a department or grouping
of individual functions. It includes the wall areas and internal circulation areas within the department or
grouping. CGSF is calculated by adding all of the NSF areas in the component, and multiplying by a grossing
factor, which typically is around 31 % - 32%.
The third level is Building Goss Square Feet (BGSF). This is the total area of building that will be
constructed, and it includes the total CGSF plus general building circulation corridors, stairs, elevators,
exterior wall thickness, structural columns, mechanical duct chases, and other building elements that take up
space are not included in the NSF and CGSF areas. BGSF is calculated by multiplying the total building
CGSF by a grossing factor that can range from about 18% to 33%, depending on the building type. For
example, a courthouse with separate circulation (both vertical and horizontal) for public, staff and security
zones will have a higher BGSF grossing factor than a normal office building with only a single general
circulation path.
REPRESENTATIVE SPACE STANDARDS
Private Office
Executive Director 240-300
Large 225
Medium 150-175
Small 100-120
Work Station
Large 100
Medium 64-84
Small
48
Counter Workstation
40
Conference Room
Large (16 people)
360
Medium (10 people)
240
Small (6 people)
120
Training Room
360
Multipurpose Rooms
150
Support Spaces
Copy / Workroom / Supply 100
Institute for Law and Policy Planning Appendix 2- page
S T . L U C I E COUNTY SPACE NEEDS STUDY Appendix 11: Workplace Standards
Staff / Reception / Wait — 1 person 100-140
Staff / Reception / Wait — 2 person
140-200
Reception / Waiting
50-80
Coffee / Snack Area
115
Mail Center
150-300
Call Center
60
IS Workroom / Storage
150-300
Records Storage
As needed
Storage Rooms
40-100
Janitor Closet
40
Trash / Recycling Area
80
Staff Toilet Room
60
Staff Toilet w/ Shower
80
Telecommunications Room
90 per
100,000 sf
served
Courthouse Specific Spaces
Standard Courtroom
1600-1750
Multipurpose Courtroom
2100-2400
Arraignment Courtroom
2100-2400
Mediation Room
200-400
Chambers (incl. private toilet)
400
Mediator Office
150
Court Reporter Work Station
64
Research Attorney Work Area
80-150
Jury Deliberation Room
350
Jury Toilet Room
60
Attorney Interview Room
100
Entry Vestibule
64
Law Enforcement / Witness Waiting
100
Courtroom Exhibit/Evidence Storage
50
Jury Assembly Facilities
Entry Queuing Area
14/juror
(25% of
jury call)
Reception/Registration
100-300
Institute for Law and Policy Planning Appendix 2- page2
ST. LUCIE COUNTY SPACE NEEDS STUDY Appendix11: Workplace Standards
Jury Assembly Room
12-20/juror
Forms Counter
5/juror
(10% of
jury call)
Coffee/Snack Area
115
Mail Center
60
Call Center
60
Court Administration
Public Counter Queuing
14/person
Records Viewing
24/person
Attorney Convenience Center
150-300
Volunteer Coordinator
100-120
Public Areas
Public Queuing Area
14/person
Weapons Screening Station
250
Information Counter / Kiosk
64
Courtroom Public Waiting
220 EA
In -Custody Areas
Vehicle Sallyport
1500-2000
Security Vehicle Parking
350
Pedestrian Sallyport
50-100
Holding Cells
40
Control Center
100-250
Central Holding Cells
10/inmate
Attorney Interview Booth
60-80
Courtroom Holding Cells
40
(1/courtroom)
Bail/Fine Payment Center
48
Storage Rooms
40-100
Institute for Law and Policy Planning Appendix 2- page3
ST. LUCIE COUNTY SPACE NEEDS STUDY Appendix III: Floor Plans
Appendix 3: Floor Plans
Floor plans of buildings included in the St. Lucie Space Needs Study will be included in Appendix 3 of the
Final Report.
Institute for Law and Policy Planning Appendix 3- Pagel
s
/-O,� 0.�Joz� 4s
From: "Annie Clark" <Annie@slcelections.com>
Date: 3/16/2006 5:16 PM
Subject: FW: County Space Needs Study
CC: <Joe Smith@stlucieco.gov>, <Cowarddd@stlucieco.gov>, <Lewisp@stlucieco.gov>, <HutchinF@stlucieco.gov>,
<Craft Chirs@stlucieco.gov>
Dear Pat Ferrick,
I am very disappointed with the results of the Space Needs Study and I am very pleased that you are going to
bring this to the attention of the Citizens' Budget Development Committee.
This information wasn't provided to Alice in the attached email but was provided to her during the on -site interview
with my staff and me.
During the 2004 General Election cycle the following space was required for Early Voting:
Main office — approximately 3000 sq. ft. was utilized. This space was provided at no cost by mail management
and this space is no longer available.
Village Green Office — approximately 2500 sq. ft. outside of the building was utilized due to hurricane damage to
the inside of the building.
At St. Lucie West we used our office which was severely inadequate for the approximately 125 to 150 people
congregated in the hall ways daily from 8:00 am until 6: 30 pm. causing problems for other departments in the
building.
Additionally we need approximately 1200 sq. ft. of space for storage and election preparation for the new Touch
Screen voting equipment purchased in 2005.
,�7ertrude- 7'l aAfer
Gertrude Walker
Supervisor of Elections
4132 Okeechobee Road
Fort Pierce, FL 34947
gertrude(c)slcelections.com
Telephone: 772-462-1501
Fax: 772-462-1439
Email: elections@slcelections.com
From: Annie Clark
Sent: Wednesday, February 08, 2006 6:02 PM
To: 'Alice Lin'
Subject: RE: County Space Needs Study
Dear Alice,
I apologize for the delay in getting this information to you. I received this request while I was out of the town on
county business. As you requested, I am providing you with the budget for the Supervisor of Elections Office and
full time regular employees. In order to give you a true picture of the space needs for this office I have included
temporary, part-time and full time employees that are hired during each year through a number of local staffing
services. Since many of these individuals work in the office for three (3) to four (4) months of the year they
require the same work space as regular employees. These additional employees also require adequate space for
training.
Another aspect of our office which is required by State Law for every County -wide Election is to provide In -office
file://C:\Documents%20and%20Settings\Administrator\Local%20Settings\Temp\GW} 000... 3/17/2006
Page 2 of 3
Early Voting at each of our three (3) locations. At present there is no space allocated for Early Voting at our main
office and the space available at both branch offices is severely inadequate.
Prior to the 2004 General Election more than ten thousand (10,000) voters cast ballots in the office during the 15
day Early Voting period.
If you require further information, please don't hesitate to contact me.
Supervisor of Elections
From: Alice Lin [mailto:alin@ilpp.org]
sent: Thursday, January 26, 2006 3:52 PM
To: Annie Clark
Subject: Re: County Space Needs Study
Hi Annie,
Thanks for your help! -Alice
---- Original Message -----
From: Annie Clark
ro: Alice Lin
Sent: Thursday, January 26, 2006 12:47 PM
Subject: RE: County Space Needs Study
Hi Alice,
I've received your message and will make sure that Mrs. Walker sees it as well and we will get this information
to you.
.Annie H. Clark
Administrative Assistant for Gertrude Walker
Supervisor of Elections
4132 Okeechobee Rd.
Fort Pierce, FL 34947
Telephone: 772-462-1501
Fax: 772-462-1439
Email: elections@slcelections.com
From: Alice Lin [mailto:alin@ilpp.org]
Sent: Monday, January 23, 2006 1:38 PM
To: Gertrude Walker
Subject: County Space Needs Study
Dear Ms. Walker,
As you know, the Board of County Commissioners and County Manager has contracted with the non-
profit Institute for Law and Policy Planning (ILPP) to perform a Space Needs Study that will help
file://C:\Documents%20and%20Settings\Administrator\Local%20Settings\Temp\GW } 000... 3/17/2006
Page 3 of 3
the County develop a list of future capital projects, including those for your agency, the Office of
Elections. We appreciate your assistance in collecting information for this study, through interviews and
written information.
The County does not collect historical budget and staffing information for either the Constitutional or
State offices. However, this information is required for to accurately project of your agency's growth
trends and ensure its long term needs are readily and thoughtfully provided for. Can you please collect and
send me historical staffing and budget information for fiscal years 1996-97 to 2005-06, so we can be
sure your future needs are not underestimated? We would appreciate receiving this information by January
30. You can provide this information via e-mail or by fax.
Please call me if you have any questions regarding this request.
Alice
Alice Lin
Project Coordinator
Institute for Law and Policy Planning
Phone: 510.486.8352
Fax: 510.841.3710
file://C:\Documents%20and%20Settings\Administrator\Local%20Settings\Temp\GW} 000... 3/17/2006
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COUNTY '
F L O R I D A -
St. Lucie County, Florida
Citizens' Budget Committee
Agenda
Friday, October 20, 2006
7:30 a.m., Conference Room #3 (3rd floor)
St. Lucie County Roger E. Poitras Administration Annex
Convene meeting
Roll Call, announcements
Minutes
1. Mr. Larry Pelton, President of St. Lucie County Economic
Development Committee, has been invited to discuss:
- Economic Development Overview.
- Research 8s Education Authority/ Real Estate Transfer Fee
Referendum.
2. Salaries and Benefits Update - Carl Holeva, St. Lucie County
Human Resource Director
Adjournment
Next CBC meeting: November 17, 2006
E
Scripps/TPIMS From Research
Coast Perspective
Most Important ED Opportunity Ever In Region
Optimizing the Opportunity is the Challenge
Key Areas for Research Coast to Concentrate
On:
■ Quality of Life Issues: Housing, Education,
Environment, Recreation
■ Regulatory Environment
■ Access to Technologies
■ Vendor/Supplier Network
■ Capital Resources
■ Human Resources
■ Infrastructure
Research Coast Comparison
Bureau of Economic Analysis-2002
■ Per Capita Income
■ St. Lucie-$23,458
■ Indian River-$39,830
■ Martin-$44,370
■ RESEARCH COAST-$33,846
■ Florida-$29,758
■ Durham, N.C.-$31,435
■ Orange, Calif-$38,367
■ San Diego-$34,872
1
Research Coast
Comparison
Bureau Of Economic
Analysis-2002
so
70
so
s0
❑ Research
40
❑ Durham
30
❑ Orange Cal
20
❑ San Diego
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1L
Earnings Passive Y Transfer
Payments
Why Cluster Effort Is So Important
■ Much larger than
research institutes
■ World Class research
& scientists
■ Shift to knowledge -
based economy
■ Enduring economics
■ Educational
opportunities
■ Brain Gain
■ Attract capital
2
Original Scripps-Florida/Bio Cluster
Impacts
■ Scripps Florida-2700
employees
■ 2000 Scientists
■ 44,000 jobs statewide
■ Goal of 18,000 jobs in
PBC
■ 300-350 Employers in
PBC
■ 800+ Employers
statewide
Frontier of Next Generation of
Scientific Discovery
■ NASA explored outer
space
■ New science exploring
inner space
■ Genetic Coding
■ Technologies are
merging
■ Pace of discovery will be
extraordinary
■ Competition for NIH
grants from Homeland
Security
■ More rapid
commercialization
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Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: August 18, 2006
Conference Room # 3
Meeting convened at 7:40 a.m.
MEMBERS PRESENT: Nathaniel "Nate" Wells, Jay L. Mc Bee, William "Bill"Casey, Debbie Hawley,
William `Bill" Blazak, Edward Lounds, Troy Ingersoll, Randy Ezell, Carl Hensley and Steven
Messer.
MEMBERS ABSENT: Jeremiah Johnson, Ron Parrish, Patricia "Pat" Ferrick and Linda Bartz.
OTHERS PRESENT: Garry Wilson, Mark Godwin, Faye Outlaw, Marie Gouin and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
Carl introduced new CBC member Nathaniel Wells. Nate has been appointed by Comm. Doug
Coward to represent District 2.
MINUTES
Ed moved to approve the minutes for the April and May 2006 meetings. Bill Casey Seconded
the motion. All members voted in favor and motion passed.
Space Needs Study Final Report
Faye Outlaw referred to the memo sent in the agenda packet regarding this issue and pointed out
there was a correction to be made. The memo indicates that the letter sent to ILPP was sent in
May 19th; the correct date was June 91h
She then referred to attachment A, which lists with staff and CBC members' recommendations
comments and changes to the report's draft.
Ed inquired if there was any chance that there would be any corrections to the last revision the
consultant submitted.
Faye stated she does not believe the consultant would be submitting another update. This report
is their final and they will make their presentation to the BOCC based on it.
She stated that among the requested changes, the one staff considered critical, because it would
constitute a most valuable planning/working tool, was the prioritization of the square footage on
an annual basis.
The consultant indicated they could not provide such a list, because the would need the Board to
make policy decisions in regards to this matter. In lieu of providing a priority list, they made a
layout by grouping (e.g. what they considered as centralized and de -centralized county
departments), but they did not brake -down the information by departments.
Faye continued describing the way the consultant addressed staffs comments. Among them, the
consultant just deleted information instead of correcting it (e.g. ratios and percentages that were
unexplainable) .
Committee members and staff continued to express their dissatisfaction with the consultants' end
result and the lack of confidence they have developed in their work. They stated staff has
accomplished much more in shorter time and with less resources in similar projects and they hope
that this consultant is not contracted for any more projects in the future.
Dr. Kalmanoff will present their final report on September 18th 2006,
Budget Highlights
Doug gave a presentation to committee members on this subject, as he prepares for the Budget
Hearings in September (for details please refer to attachment).
Other Issues
Economic Development
Doug stated the coming weeks are very exiting in terms of this subject, because they have been
in conversations with companies that are considering St. Lucie County to establish their offices
and very exiting things are expected to happen in the near future in terms to new jobs and
economic development in the community. Staff will bring more information on this matter very
soon.
County Employees Salaries
Ed stated he is proud of the job staff has been doing and the leadership they have shown and
inquired if the salaries have remained competitive since the salary survey, because he is of the
opinion that if the County does not remain competitive, we may lose valuable personnel.
Staff took note and will bring a salaries comparison of the Department Heads with other counties
for committee members at the next meeting.
Doug also mentioned that one of the actions staff has taken to keep up with the competition is to
establish another raise for county employees every April. Employees get 3% increase every October
1st for cost of living, and from now on, every April 1, they will get another 2% or 3% increase,
depending on their salary range, in relation with their position's middle range.
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, September15, 2006 at 7:30
a.m., in Conference Room #3, at the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 8:45 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary
Citizen Budget Committee Meeting
August 18, 2006
H.\Management & Budget\Citizens Budget\081 B.wpd
Carl Hensley, Chairman
page 2
Draft
CITIZENS' BUDGET COMMITTEE
Meeting Date: September 15, 2006
Conference Room # 3
Meeting convened at 7:35 a.m.
MEMBERS PRESENT: Jeremiah Johnson, Nathaniel "Nate" Wells, Jay L. Mc Bee, Edward Lounds, Randy
Ezell, Carl Hensley and Linda Bartz.
MEMBERS ABSENT: Ron Parrish, William "Bill"Casey, Debbie Hawley, William "Bill" Blazak, Troy Ingersoll,
Patricia "Pat" Ferrick and Steven Messer
OTHERS PRESENT: Mike Monahan (SLC Sheriffs 0.), Carl Holeva, Faye Outlaw, Jennifer Hill, Marie Gouin
and Doug Anderson.
RECORDING SECRETARY: Suzanne Antonetti
ANNOUNCEMENTS AND ADDITIONS TO THE AGENDA;
There was no Quorum for this meeting. Minutes are for information purpose only.
Doug announced that Dr. Kalmanoffs presentation on the Space Needs Study, which was scheduled for
September 18, 2006, had been postponed until further notice, due to Dr. Kalmanoffs health problems.
MINUTES
Approval of August Minutes were tabled for lack of quorum.
Review Department Heads Salaries
Doug referred to the list included in the agenda packet that compares the County's Department Heads'
salaries to neighboring counties/entities (or similar; the comparison includes Manatee County, because they
are similar to ours in size). As he went over each of the lines he stated that, although there are similar
jurisdictions, the responsibilities of each job or the other benefits may vary, therefore, they were not really
comparing "apples to apples" when looking just at the salaries.
Doug pointed out the County's salaries are low in 90% of the cases. There was a salary survey last year and
the salaries where upgraded. Another policy the Board has approved starting Fiscal Year 2007, is to have in
addition to the already established 3% cost of living increase every October 1 st, an additional increase in April
(3% for those employees whose salaries are under the middle range and 2% to the ones that earn a salary
above the position's middle range), but these other entities are doing the same thing (Karl explained thatthose
entities have been having 5-6% annual increases for several years), which means that we will still be behind in
regards with having competitive benefits.
There was discussion on this issue and how it affects losing employees to other entities/private companies.
Committee members inquired about the whole benefits package (notjustforthe Department Heads, but for all
employees) and if it is competitive.
Carl Holeva explained that comparing St. Lucie County's benefits package to other entities, it is excellent; it's
just hard to explain to, for example, a Heavy Equipment Operator candidate that although their pay grade
seems lower, the whole packet is a better benefit, because this individual will frequently see that "what he
needs is the cash to put food on the table".
Those present continued to discuss this matter and how the County has improved a lot in recent years when it
Citizen's Budget Committee Meeting
September 15, 2006
page 'I
comes to offering better benefits to all employees. There were other inquiries about the differences with the
other entities and staff agreed to review carefully each of these and come back an report on what they find.
Budget Highlights
Doug gave an update off the presentation made to the BOCC and Public at the Budget Public Hearings for
Fiscal Year 2006-2007(for details please refer to exhibit 1).
He related to CBC members what had been discussed at the Public Comments portion of the Budget Public
Hearings: many new homeowners (expressing their frustration over the amounts they have to pay for Ad
valorem taxes. Doug stated he sent copies of the broadcasted meeting to the Governor, the legislative
delegation, the Florida Association of Counties as well as other entities, in an effort to get people moving to get
the taxing system revised (would have to be made via referendum) to benefit all residents.
Those present also discussed the property values and how the recent increases affect the taxing system and
the way the Property Appraiser has to set those values.
CBC members also reviewed some of the information that is provided in the Budget book (copies of the
Budget -in -Brief book were provided at the meeting).
Financial Recovery After the Storms
Faye outlaw briefly explained the report included in the agenda packet (please referto memo for details). She
stated the amounts listed in the report are pretty much definitive and there won't be significant changes to it.
There was discussion on how time consuming it is (as well as full of "red tape") to apply to FEMA for
reimbursements, to the point that staff had to create a Department for Financial Recovery, shifting the
County's Grant Writers to be part of it, so that they can be the ones in charge of submitting all the necessary
paperwork, when any of these disasters occur.
Other Issues
Doug advanced that because of all the exciting things that will be happening in the County in terms of
businesses considering to establish in this area, for the October meeting, Mr. Larry Pelton from the Economic
Development Council, has been invited to discuss: 1.- Economic Development Overview. 2.- Research &
Education Authority/Real Estate Transfer Fee Referendum
NEXT MEETING
The next CBC regular meeting is scheduled to be held on Friday, October 20, 2006 at 7:30 a.m., in
Conference Room #3, at the St. Lucie County Roger Poitras Administration Annex.
ADJOURN
Meeting was adjourned at 9:00 a.m.
Respectfully submitted by: Reviewed by:
Suzanne Antonetti, Secretary Carl Hensley, Chairman
Citizen's Budget Committee Meeting
September 15, 2006
page 2
EXHIBIT 1
2007 BUDGET HIGHLIGHTS/
WHERE THE MONEY GOES
ST. LUCIE COUNTY
MILLAGE RATES HISTORY
FISCAL YEARS 1990-2007
Fiscal Year
1990 2004 200E 2006 2007 3 Year
Proposed Declinc
Total Counywide Mirage
7.6551 7.6794 7.5426 73426 6.7512 (0.9282)
Total School Distnct Mllage
8.3360 B.5630 8. 3130 7.9220 7. 7370 (0. 9460,
Childrens Service Cour ii
NIA 0.391E 0. 3915 0.3915 0. 3915 00000
Fire Distnct
2. 000 2.7806 2.7806 2.7562 2.4562 (0.3244)
SFWMC
0.2840 02840 0.2840 0.2840 0.2840 0.0000
Fort Pierce
4.5550 7. 8305 7. 8305 6.9823 5.9B23 (1.8482)
Port St. w-
3. 1534 4.9399 4.6899 4.6899 4.4399 (0.5000;
St. Lucie Village
0.0000 1.0000 1.0000 1.0000 1.5000 0. 5000
FLA mend Nay. Dstnct
0.0550 0.0385 0.0385 0.038E 0.0385 0.0000
w The Property Appraiser sets the property
values and is an independent Constitutional
Officer.
cs The Board of County Commissioners set the
millage rates.
ST. LUCIE COUNTY
MILLAGE RATES FOR
FISCAL YEARS 2006 & 2007
Fiscal Year
2006 2007 1 Year 1 Year 1 Year 1 Year
Proposed Declinc Dec/In, Declinc Declinc
County PSL FP SLV
Total Countywide Mllage
7 3426 6. 7512 (0.5914) (0.5914) (0.5914) (0.5914)
Total School DiI MII
7.9220 7 7370 (0. 1650) (0. 1050) (0. 18501 (0.1850)
Children'a Semce Council
0.3915 0.3915 0. 13000 0.0000 0.0000 0. 000C
Fire District
2.7562 2.4562 (0.3000) (0.3000) (0. 30001 (0.3000'
SFWMD
0.2840 0.2B40 0.0000 0. 0000 0. 000C 0.000C
Fort Pierce
6.9823 5. 9823 - - (1.0000) -
PortSLLucie
4. BB99 4.4399 - (0.2500) - -
St, Lucia Vitiage
1.0000 1.5000 - - - 0.5000
FLA inland Nay. Dstnct
0.0385 0.038E 0. 0000 0.000E 0. 000C 0.000-
Total Reduction
(10764i (1.3264) (20764; (0. 5764;
TAX RATE HISTORY
St. Lucie County Property Tax Rate
Tax year 1996 - 20116
COUNTY'S PORTION
OF TAX BILL (MILLAGE)
County's portion of the tax bill if you live in
Unincorporated Area 43.5%
City of Port St. Lucie 32.0%
City of Fort Pierce 30.0%
St. Lucie Village 36.6%
Some areas pay for a Special Improvement Service District. The millage varies
depending on which area of the county you reside, which the maximum is
1.9418
I
HOMESTEAD
PROPERTIES
$25K Age 65,
Residential
Homestead Home % Parcels
year Parcels
Parcels Parcels w/Homestead
2006 145,186
65,860 6,343 45%
2005 140,799 62.525 6,010 44%'
- based upon $25K parcels only
HURRICANE DAMAGE EFFECT
ON ASSESSMENT
Tax
year
Assessed
Value
Homestead
Exemptions
Taxable
Value
Taxes
2004
$67,701
$25,000
$42,701
$1,211
2005
$53,692
$25,000
$28,692
$771
2006
$71,824
$25,000
$46,824
$1,157
2
ST. LUCIE COUNTY
CONSTITUTIONAL OFFICERS
FISCAL YEAR 2006 &. 2007
2.
Budget
2.7
Requested
2007
Approved
2-7
Percent
Charge
Clerk of Circuit court
$1935.226
$2,079,178
$2,079,178
744%
Supervisor of Euclid ns
$2 585,863
$2,882,753
$2,882.753
11.48%
Sheriff
$50,930,242
E64,531,047
$59,233.566
16.3D%
Tax Collector
$5.567,362
$7,675,288
14.98%
Property Appraiser
$3,839,474
$4.565,954
E4443,275
15.73%
'Tax Colector's Budget issubmnted to the State apr the equested phase cortplete.
s = 2006-2007 BUDGET
®' ADJUSTMENTS
41
arking Lol
00
—Manna Safety70
nOutsideAgenciesies
ool Nurses
00
dise Park
00
rams
$
1-$271,052
Total Adjustments $29,515,119
05
County Extension Office
000
Media Relations
000
Human Resources —Staff Development
$000
State Attorney
000
Property Appraiser
,679
Cultural Affairs
.973
Central Services
,052
Atljustments to Tax Collector 8 Less 5 T. as a result ofMillage
2006-2007 BUDGET
ADJUSTMENTS
Amount Available Above 12 % $29,515,119
(General/Fine & Forfeiture Funds)
0.5914 Mill Reduction (adjusted for less 5 % 8 tax collector fees)
514,290,733
Set aside 0.2373 mills for Roads
55,200,000
Sheriff
$2,191,695
Monumental Staircase
$1,600,000
OW Courthouse Renovations —Phase 1
$1.498,019
Reserves
$1,195,379
Criminal Justice
$1,143,560
Financial Recovery
E992,181
Emergency Operations Center (EOC)
$900,000
Lakewood Perk Drainage
$750,000
Perking lot (Downtown Fort Pierce)
$530,000
Courthouse Facility Reserve Fund
$250,000
Pepper Park Restrooms
E249,543
ST. LUCIE COUNTY
JOB CODE 500
PAY GRADE: UNGRADED
SALARY: $110,000 - $166,000
COUNTY ADMINISTRATOR
MAJOR FUNCTION: Highly responsible administrative and management work directing
and coordinating all phases of county government functions and activities under the
jurisdiction of the Board of County Commissioners.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL
JOB FUNCTIONS OF THE POSITION: Knowledge — Knowledge of administrative and
management concepts and practices, financial and budget matters, and business
methods and procedures as applied to county government. Knowledge of budgetary
development, administration and control. Knowledge of personnel rules and regulations.
Knowledge of statutes, ordinances and regulations under which the county operates.
Knowledge of project management and financing techniques. Knowledge of principles
and practices of modern county management. Abilities — Ability to delegate authority
and responsibility. Ability to work efficiently and effectively with elected officials, citizens
groups, and staff to achieve goals and objectives. Ability to formulate plans, budgets,
and related policy. Ability to formulate programs and assess financial feasibility of such
programs. Ability to read reports and material originating from other sources. Ability to
effectively communicate with groups of people. Skills — Skill in oral and written
presentations. Skill in developing and maintaining interpersonal relationships among
diverse interests. Skill in negotiation and consensus building.
ESSENTIAL JOB FUNCTION: Administers and carries out the directives and policies of
the Board of County Commissioners and enforces all orders, resolutions, ordinances
and regulations of the board to ensure that they are faithfully executed. Reports to the
Board on actions taken pursuant to directives or policies within the time frame set by the
Board. Proves an annual report to the Board on the state of the county, the work of the
previous year, and any recommendations for actions or programs the Administrator
deems necessary for the improvement of the County and the welfare of its residents.
Provides the Board, or individual members, upon request, with data or information
concerning county government. Provides advice and recommendations on county
government operations to the Board.
ESSENTIAL PHYSICAL SKILLS: General mobility. Good vision and hearing with or
without correction.
ENVIRONMENTAL CONDITION REQUIREMENTS: Indoor work in a sedentary
posture. Occasional outdoor work at remote offices and outdoor work sites.
WORK HAZARDS: None.
EDUCATION: Graduation from an accredited four (4) year college or university with a
degree in Public Administration, Business Administration or related field, supplemented
by courses in management techniques. A comparable amount of training or experience
may be substituted for the minimum qualifications.
EXPERIENCE: A minimum of five (5) years of progressively responsible experience in
local governmental operations, administration or finance, including at least three years of
direct supervisory experience.
LICENSE, CERTIFICATION, OR REGISTRATION: A valid Florida driver's license and
a good driving are required.
Union Non -Union `' Exempt '' Non -Exempt —
Revised 08/2005
JOB CODE 501
PAY GRADE UNGRADED
SALARY: $85,000 - $135,000
ASSISTANT COUNTY ADMINISTRATOR
MAJOR FUNCTION: Highly responsible administrative position operating under the direction of the County
Administrator. Responsible for professionally supervising the operations and administration of the county's
management staff. Oversees major projects and programs of the County. Responsible for on -going analysis
of county operational and financial status. Provides research and supervisory support to the County
Administrator in diverse functional areas. Responsible for upholding county policies and procedures, and
providing advice and direction to staff. Serves as liaison between County Administration and elected officials,
citizens, advisory boards and committees, civic groups and other governmental agencies. Serves as acting
Administrator in his/her absence.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB FUNCTIONS:
Knowledge: Knowledge of budgetary development, administration and control. Knowledge of personnel
rules and regulations. Knowledge of statutes, ordinances and regulations under which the county operates.
Knowledge of project management and financing techniques. Knowledge of principles and practices of
modern County management.
Abilities: Ability to formulate plans, budgets, and related policy papers, synthesizing information from variety
of sources. Ability to formulate programs and assess financial feasibility of such programs. Ability to work
efficiently and effectively with elected officials, citizens groups, and staff to achieve goals and objectives.
Skills: Skill at oral and written presentations. Skill at developing and maintaining interpersonal relationships
among diverse interests.
ESSENTIAL JOB FUNCTION: Confers with department Administrators and Directors to plan, develop and
present programs, budgets, analyses, reports and other proposals to the County Administrator and Board of
County Commissioners. Makes presentations and recommendations to the County Commission. Conducts
fact-finding studies on specific situations which occur in the normal operations of the County. Confers with
citizens on specific problems, compiles data and statistics and formulates recommendations to resolve such
problems. Delegates work to and ensures follow-up by departmental staff in resolving problems or obtaining
information. Coordinates directives from the County Administratorto accomplish specific tasks requested by
the Administrator, County Commission or citizen boards. Represents the County at various meetings
throughout the county and state. Responds to correspondence or coordinates such response by the
appropriate department. Acts as a liaison between the County Administrator and the various department
administrators and department heads. Monitors the progress of departments in general, and the progress of
specific projects with regards to financial and management concerns. Performs related work as requested or
assigned.
ESSENTIAL PHYSICAL SKILLS: General mobility. Good vision and hearing. Ability to read reports and
material originating from other sources. Ability to effectively communicate with groups of people.
ENVIRONMENTAL CONDITION REQUIREMENTS: Indoors work in a sedentary posture. Occasional
outdoor work at remote offices and outdoor work sites.
WORK HAZARDS: None.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from an accredited four (4) year college or university with a degree in Public
Administration, Business Administration or related field, supplemented by courses in management
techniques.
EXPERIENCE: A minimum of five (5) years of progressively responsible experience in local governmental
operations, administration or finance, including at least three years of direct supervisory experience. A
comparable amount of training and experience may be substituted for the minimum requirements.
LICENSE, CERTIFICATION, OR REGISTRATION: A valid Florida driver's license and a good driving record
are required.
Union Non -Union '' Exempt `' Non -Exempt
Revised 0812005
JOB CODE 517
PAY GRADE: UNGRADED
SALARY: $85,000 - $135,000
ASSISTANT COUNTY ADMINISTRATOR
MAJOR FUNCTION: Highly responsible administrative position operating under the
direction of the County Administrator. Responsible for professionally supervising the
operations and administration of the county's management staff including the Growth
Management Department, Community Services Department, Veteran Services, and the
Strategy and Special Projects Department. Oversees major projects and programs of the
County. Responsible for on -going analysis of county operational and financial status.
Provides research and supervisory support to the County Administrator in diverse
functional areas. Responsible for upholding county policies and procedures, and
providing advice and direction to staff. Serves as liaison between County Administration
and elected officials, citizens, advisory boards and committees, civic groups and other
governmental agencies. Attends various meetings related to County and City
governmental agencies along with property owners and developers. Serves as acting
Administrator in his/her absence.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL
JOB FUNCTIONS:
Knowledge: Knowledge of budgetary development, administration and control.
Knowledge of personnel rules and regulations. Knowledge of statutes, ordinances and
regulations under which the county operates. Knowledge of project management and
financing techniques. Knowledge of principles and practices of modern County
management. Knowledge of Growth Management principles and practices.
Abilities: Ability to formulate plans, budgets, and related policy papers, synthesizing
information from variety of sources. Ability to formulate programs and assess financial
feasibility of such programs. Ability to work efficiently and effectively with elected
officials, citizens groups, and staff to achieve goals and objectives.
Skills: Skill at oral and written presentations. Skill at developing and maintaining
interpersonal relationships among diverse interests.
ESSENTIAL JOB FUNCTION: Confers with department Managers and Directors to
plan, develop and present programs, budgets, analyses, reports and other proposals to
the County Administrator and Board of County Commissioners. Attend County
Commission meetings and make presentations and recommendations to the County
Commission. Conducts fact-finding studies on specific situations which occur in the
normal operations of the County. Confers with citizens on specific problems, compiles
data and statistics and formulates recommendations to resolve such problems.
Delegates work to and ensures follow-up by departmental staff in resolving problems or
obtaining information. Coordinates directives from the County Administrator to
accomplish specific tasks requested by the Administrator, County Commission or citizen
boards. Represents the County at various meetings throughout the county and state.
Responds to correspondence or coordinates such response by the appropriate
department. Acts as a liaison between the County Administrator and the various
department administrators and department heads. Monitors the progress of
departments in general, and the progress of specific projects with regards to financial
and management concerns. Attends City Council/Commission meetings (Agenda will
determine attendance), Attends the Metropolitan Planning Organization meetings,
Attends Community Redevelopment Agency meetings, Attends Economic Development
Council meetings, Attends initial meetings and follow-up meetings with developers, Set
up and attend joint meetings with developers and affected property owners of proposed
JOB CODE 689
PAY GRADE 26
SALARY: $53,517.15 - $85,688.88
ASSISTANT UTILITY SERVICES DIRECTOR
MAJOR FUNCTION: This is a management and technical position assisting in the planning, organizing,
directing, budgeting and coordinating the water and wastewater activities in providing adequate, safe and
efficient water supply and wastewater service. Duties include the assisting the director in the coordination
of water and wastewater projects and activities with other utilities functions and the public. Work requires
independent judgment and the exercise of considerable discretion. Duties are performed under the
direction of the Utility Services Director and are reviewed through personal observation for results
obtained.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB FUNCTIONS
OF THE POSITION: Knowledge: Knowledge of the rules, regulations, policies and procedures involved
in the administration of utilities. Knowledge of the practices, methods, techniques and equipment used in
the operation and maintenance in water and wastewater plants and systems. Knowledge of the principles
of office management and clerical, statistical and fiscal processing. Knowledge of modern record keeping,
recording methods and to include computerized billing systems, etc. Abilities: Ability to plan and direct
the work of County staff or private contractor engaged in the maintenance and construction of water and
wastewater systems. Ability to plan and implement programs relating to the water and wastewater system.
Ability to establish and maintain effective working relationships between officials, employees and the
general public. Ability to express oneself clearly, orally and.in writing. Ability to maintain complex records
and to prepare clear and concise reports. Skills: Skill in oral and written communications and computer
equipment.
ESSENTIAL JOB FUNCTION: Assists in the overall day-to-day management and operations of
department. Helps formulate long-range plans and cost estimates pertaining to future expansion of water
and sewer systems. Assists in the preparation and administration of department budget. Helps prepare
long-range capital budget. Conducts research and studies covering the operation of the utility as may be
directed by the Utility Services Director. Coordinates systems operation with the consulting engineers.
Reviews specifications for equipment and material used. Prepares requisitions and may recommend bid
awards for material and equipment. Helps develop and implement schedules and procedures for the
operation and maintenance of the water and wastewater systems. Prepares and installs training
programs. Inspects and evaluates the work of employees engaged in the operation and maintenance of
facilities and equipment. Performs related work as requested and other such duties as may be assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision and hearing
with or without correction.
ENVIRONMENTAL CONDITION REQUIREMENTS: Work requires both inside the office and outside at
various water and/or wastewater facilities and construction projects.
WORK HAZARDS: Occasional exposure to chemical and bacteriological treatment processes and various
construction projects for the purpose of directing, supervising, observing and/or inspection.
SAFETY EQUIPMENT USED OR NEEDED: Utilization of appropriate protective equipment while on
construction site or treatment facility site.
EDUCATION: Graduation from an accredited college or university with a Bachelor's degree in Civil or
Sanitary Engineering or Business Administration or related field with a proven administrative background.
Certification in water and/or wastewater operations preferred. An equivalent amount of training may be
substituted for the minimum qualifications.
EXPERIENCE: Three years of progressive administrative experience, at least three of which is
supervisory experience, including progressive responsibility with a comparable part of it in the water and
wastewater treatment facility field.
LICENSE, CERTIFICATION OR REGISTRATION: Must have a valid Florida driver's license and maintain
a good driving record. Must be a Certified Professional Engineer in the State of Florida.
Union Non -Union Exempt "' Non -Exempt
Created 01/2006
new developments early on in the process and continue to meet throughout the process.
Meet with property owners on issues of concern regarding growth and any other
meetings as directed or becomes necessary. Performs related work as requested or
assigned.
ESSENTIAL PHYSICAL SKILLS: General mobility. Good vision and hearing. Ability to
read reports and material originating from other sources. Ability to effectively
communicate with groups of people.
ENVIRONMENTAL CONDITION -REQUIREMENTS: Indoors work in a sedentary
posture. Occasional outdoor work at remote offices and outdoor work sites.
WORK HAZARDS: None.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from an accredited four (4) year college or university with a
degree in Public Administration, Business Administration or related field, supplemented
by courses in management techniques.
EXPERIENCE: A minimum of five (5) years of progressively responsible experience in
local governmental operations, administration or finance, including at least three years of
direct supervisory experience. A comparable amount of training and experience may be
substituted for the minimum requirements.
LICENSE, CERTIFICATION, OR REGISTRATION: A valid Florida driver's license and
a good driving record are required.
Union Non -Union I ,empt Non -Exempt
Revised 08/2005
JOB CODE 536
PAY GRADE EX4
SALARY : $68,663.92 - $109,755.15
UTILITY SERVICES DIRECTOR
MAJOR FUNCTION: This is a management and technical position responsible for planning, organizing,
directing, budgeting and coordinating water and wastewater activities to provide adequate, safe and efficient
water supply and wastewater service. Duties include the coordination of water and wastewater projects and
activities with other utilities functions and the public. Work requires independent judgment and the exercise of
considerable discretion. Duties are performed under the general direction of the County Administrator and are
reviewed through oral and written reports and personal observation for results obtained.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB FUNCTIONS OF
THE POSITION: Knowledge: Knowledge of the rules, regulations, policies and procedures involved in the
administration of utilities. Knowledge of the practices, methods, techniques and equipment used in the
operation and maintenance in water and wastewater plants and systems. Knowledge of the principles of office
management and clerical, statistical and fiscal processing. Knowledge of modern record keeping, recording
methods and to include computerized billing systems, etc. Abilities: Ability to plan and direct the work of
County staff or private contractor engaged in the maintenance and construction of water and wastewater
systems. Ability to plan and implement programs relating to the water and wastewater system. Ability to
establish and maintain effective working relationships between officials, employees and the general public.
Ability to express oneself clearly, orally and in writing. Ability to maintain complex records and to prepare clear
and concise reports. Skills: Skill in oral and written communications and computer equipment. ESSENTIAL
JOB FUNCTION: Administers overall day-to-day management and operations of department. Formulates
long-range plans and cost estimates pertaining to future expansion of water and sewer systems. Presents
findings and makes recommendations for discussion and action. Prepares and administers budget. Prepares
long-range capital budget. Conducts research and studies covering the operation of the utility as may be
directed by the County Administrator. Coordinates systems operation with the consulting engineers. Reviews
and modifies, when necessary, specifications for equipment and material used. Prepares requisitions and
recommends bid awards for material and equipment. Develops and implements schedules and procedures for
the operation and maintenance of the water and wastewater systems. Prepares and installs training programs.
Inspects and evaluates the work of employees engaged in the operation and maintenance of facilities and
equipment. Coordinates public presentations and information concerning the operation of the utility as may be
directed by the County Administrator. Performs related work as requested and other such duties as may be
assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision and hearing with
or without correction.
ENVIRONMENTAL CONDITION REQUIREMENTS: Work requires both inside the office and outside at
various water and/or wastewater facilities and construction projects.
WORK HAZARDS: Occasional exposure to chemical and bacteriological treatment processes and various
construction projects for the purpose of directing, supervising, observing and/or inspection.
SAFETY EQUIPMENT USED OR NEEDED: Utilization of appropriate protective equipment while on
construction site or treatment facility site.
EDUCATION: Graduation from an accredited college or university with a Bachelor's degree in Civil or Sanitary
Engineering or Business Administration or related field with a proven administrative background. Certification in
water and/or wastewater operations preferred. An equivalent amount of training may be substituted for the
minimum qualifications.
EXPERIENCE: Five years of progressive administrative experience, at least three of which is supervisory
experience, including progressive responsibility with a comparable part of it in the water and wastewater
treatment facility field.
LICENSE, CERTIFICATION OR REGISTRATION: Must have a valid Florida driver's license and maintain a
good driving record.
Union Non -Union '' I Exempt ' Non -Exempt
Revised 08/2005
JOB CODE 508
PAY GRADE EX4
SALARY :$68,663.92-$109,755.15
MANAGEMENT AND BUDGET DIRECTOR
MAJOR FUNCTION: The position of Director reports directly to the County Administrator and is
a highly responsible position providing policy information and implementation for all budgeting
activities of St. Lucie County. Provides oversight, direction, and coordination for budget
development and maintenance.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Knowledge of governmental principles and procedures.
ESSENTIAL JOB FUNCTION: Develop, plan, coordinate and implement all budget related
matters with the various departments of the County. Works closely with constitutional officers,
committees and authorities in the development of the annual budget of St. Lucie County.
Provides budget projections, analysis and recommends budget adjustments throughout the
budget year. Presents policy on budget matters to the departments. Interacts with State and
Federal agencies to secure funding or provide necessary reporting. Administers the policy
provision adopted by the Board of County Commissioners. Performs related work as requested
or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision
and hearing with or without correction. Occasional walking and frequent standing. Ability to lift
occasionally 30 pounds.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture.
WORK HAZARDS: Possible vision dysfunction due to heavy computer work
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from a college with major course work in Accounting, Finance, Public
Administration or related field.
EXPERIENCE: Four years of experience in governmental finance with two of those years in
supervision. Prefer a minimum of two years experience in the field of budget preparation and
management analysis with a Florida government. A comparable amount of training and
experience may be substituted for the minimum requirements.
LICENSE, CERTIFICATION, OR REGISTRATION: Must have a valid Florida driver's license
and maintain a good driving record.
Union Non -Union Exempt Non -Exempt
Revised 08/2005
JOB CODE 585
PAY GRADE EX2
SALARY : $57,416.32 - $92,273.17
PURCHASING DIRECTOR
MAJOR FUNCTION: Responsible technical and administrative work in purchasing a wide
variety of supplies, materials, and equipment for County departments.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED IN ORDER TO PERFORM THE
ESSENTIAL JOB FUNCTIONS:
Knowledge: Knowledge of purchasing practices, principles, methods, and procedures.
Knowledge of laws, rules, and regulations governing purchasing operations. Knowledge of the
grades and qualities of commodities, market practices, price trends, pricing methods, and
sources of supply. Knowledge of accounting principles as they relate to procurement and
maintenance of purchasing records.
Abilities: Ability to prepare written and oral reports concerning purchasing practices. Ability to
establish and maintain pleasant relations with vendors, associates, departmental officials, and
the general public. Ability to supervise a staff of clerical and warehouse employees engaged in
the purchasing operations.
Skills: Familiarity with Word Perfect, Quattro Pro and on-line query systems an added plus.
ESSENTIAL JOB FUNCTION: Plans, directs, and coordinates the maintenance of records
pertaining to specifications and costs to determine price trends. Assures that departments
receive top quality merchandise for the most favorable prices. Insures that all purchases made
by the department are in accordance with purchasing laws and policies adopted by the Board of
County Commissioners. Develops new procedures and make assignments to subordinates.
Interviews vendors, salespeople, and department heads concerning the purchase of supplies
and equipment. Drafts specifications for major commodities purchases. Recaps bids and make
recommendations as to the lowest and/or best bid. Recommends new materials, methods,
products, procedures, and services to departments. Maintains a system of accounting to insure
prices on invoices are in accordance with purchase contracts and agreements. Maintains
equipment specification files and catalogues. Prepares reports concerning cost, quality,
quantity, standardization and price trends. Prepares legal advertisements, formal bid invitations,
and correspondence. Conducts surveys and compiles statistical reports on various phases of
the County's purchasing program. Develops, submits, and administers departmental budget.
Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision
and hearing with or without correction. Occasional walking and frequent standing.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture.
WORK HAZARDS: Possible vision dysfunction due to heavy computer work, carpal tunnel
syndrome.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from an accredited college or university with a degree in Business
Administration, Public Administration or related field. MBA preferred.
EXPERIENCE: Five years of responsible experience in purchasing, three of which shall be of a
supervisory nature. A comparable amount of training or experience may be substituted for the
minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATIONS: Valid Florida driver's license may be
required - good driving record. Certified Public Purchasing Officer (CPPO) or Certified
Purchasing Manger (CPM) certification is preferred but may be waived based on experience and
education.
Union Non -Union `' Exempt '' Non -Exempt
Revised 08/2005
JOB CODE: 509
PAY GRADE: EX4
SALARY: $68,663.92 - $109,755.15
HUMAN RESOURCES DIRECTOR
MAJOR FUNCTION: This is responsible management position reporting directly to the County
Administrator and charged with overall administration, direction and development of the
Personnel/ Training Department which includes, but is not limited to labor relations, wage, salary
and benefit administration, EEO [Equal Employment Opportunity], affirmative action policy and
procedures, employment, training, and risk management.
KNOWLEDGE: ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Thorough knowledge of the personnel/ training administration, state and federal
laws and regulations relevant to personnel and workers compensation. Knowledge of
terminology and procedures of the personnel industry. Ability to communicate effectively with
employees and the public. Ability to plan, supervise and manage effectively.
ESSENTIAL JOB FUNCTIONS: Administers personnel relations, resolution of grievances,
interpreting labor contracts and advising department heads on personnel matters. Administers
employee benefit program including job classification, job descriptions and wage and salary
surveys. Reviews workers compensation claims and make recommendations within the context
of personal function. Provides training to prepare and improve the quality of the work force in the
County. Writes and recommends County policies and procedures relating to personnel
management and training programs. Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision and
hearing with or without correction. Ability to speak clearly and concisely.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture. Exposed to outside elements when visiting County departments.
WORK HAZARDS: Possible vision dysfunction due to heavy computer work.
SAFETY EQUIPMENT USED OR NEEDED: Possible safety equipment i.e.: hard hat etc. when
visiting County facilities.
EDUCATION: Graduation from an accredited four-year college or an equivalent combination of
experience and training with a degree in Business, Personnel or Public Administration, or related
field.
EXPERIENCE: Requires a minimum of ten (10) years experience in a responsible position in
Personnel Management and Training. A comparable amount of training or experience may be
substituted to fit the minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATION: Valid Florida driver's license is required.
Maintain a good driving record.
Union Non -Union `' Exem t '' Non -Exempt
Revised 08/2005
JOB CODE 535
PAY GRADE EX8
SALARY: $93,450.25 - $149,520.40
COUNTY ATTORNEY
MAJOR FUNCTION: Responsible administrative and professional legal work in providing legal
counsel to the Board of County Commissioners.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS OF THE POSITION:
Knowledge: Extensive knowledge of the statutory and constitutional law of the State of Florida,
especially as these apply to County Government. Thorough knowledge of judicial procedure
and the method and practices of pleading and of effective techniques in presentation of cases.
Considerable knowledge of County operations and administration with particular emphasis
relating to their legal significance and inter -related functions. Considerable knowledge of the
principles, methods, and practices of legal research.
Abilities: Ability to draft legal instruments, propose legislation and related ordinances,
resolutions and policies. Ability to analyze, appraise and organize legal facts, evidence and
precedents concerned in cases. Ability to present such material orally and in writing in clear
logical form. Ability to establish and maintain effective working relationships with officials, the
Court, employees and the general public.
ESSENTIAL JOB FUNCTION: Attends Board of County Commissioners meetings and renders
legal assistance, opinions and advice as requested; represents the County Commission in all
legal matters, including the bringing and defending of suits; confers with County Commissioners,
departments, officers and employees in reference to legal questions; provides written and oral
legal opinions, advice and guidance. Reviews all documents of legal significance before
submission to the Board of County Commissioners for Board action, including each agreement,
contract, deed, bond, ordinance, resolution, regulation, rule of policy; drafts contracts and
resolutions; receives all requests from County officers and employees for legal opinions;
prepares and reviews legal documents; assigns work to the legal staff. Participates in and
supervises the conduct of the legal affairs of the Board of County Commissioners including
contract negotiations, administrative review, legislation, and litigation; as requested, drafts
special legislative acts or legal documents; may be required to make field inspections of matters
requiring legal opinions, advice or guidance. Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision
and hearing with or without correction. Occasional walking and standing.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture.
WORK HAZARDS: Possible vision dysfunction due to heavy computer work.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Possession of a Juris Doctorate Degree from an accredited law school.
EXPERIENCE: Five years experience as a practicing attorney in legal research and trial work
preferably in a governmental agency.
LICENSE, CERTIFICATION OR REGISTRATION: Member of the Florida Bar qualified to
practice in Federal member and appeals court is required; and a valid Florida driver's license
and a good driving record may be required.
Union Non -Union I Exempt Non -Exempt
Revised 08/2005
JOB CODE: 512
PAY GRADE: EX4
SALARY : $68,663.92 - $109,755.15
GROWTH MANAGEMENT DIRECTOR
MAJOR FUNCTION: Responsible managerial, technical, and administrative work in supervising
and coordinating the activities and functions of the Growth Management Department, including
planning, growth management and code compliance.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Urban planning, community and economic development practices and other
related urban, Growth Management matters, have a good basic foundation in the principals of
public administration and management.
Abilities: Ability including personnel motivation, results in service -oriented performance, and
capable of effective decision -making. Superior analytical skills, good oral and written
communication skills. Ability to establish and maintain effective working relationships with the
public and fellow employees. Supervise professional, paraprofessional and clerical staff,
including direction of work programs. Be effective and diplomatic in written and oral
communications.
ESSENTIAL JOB FUNCTIONS: Reports directly to the Assistant County Administrator and
frequently presents Growth Management matters to the Board of County Commissioners,
advisory boards and special interest groups. Coordinates implementation of the Comprehensive
Plan and supervises special community development projects. Administers and recommends
revisions to the Comprehensive Plan, Land Development Code, and other growth management
policies. Coordinates review process of all proposed development projects and reviews staff
recommendations presented to various boards and commissions. Responsible for the
formulation and submission of grant applications to various state and federal programs.
Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of hands and fingers with dexterity. Good vision and
hearing with or without correction. Periodic walking and standing. Ability to lift occasionally 30
pounds. Ability to operate County automobile continuously for a period of one hour.
ENVIRONMENTAL CONDITION REQUIREMENTS: Nearly constant work inside the office in a
sedentary posture. Periodic meetings with Department staff. Periodic attendance at meetings
inside and outside the County office buildings. Occasional field trips to unimproved and
improved development sites, agricultural areas and wilderness areas.
WORK HAZARDS: Possible vision disfunction due to heavy computer work. Occasional field
visits to undeveloped areas, agricultural areas and areas under development, with attendant
hazards.
SAFETY EQUIPMENT USED OR NEEDED: Occasional need for hard hat.
EDUCATION: Master's degree in urban and regional planning, public administration or related
field with considerable experience in a management capacity.
EXPERIENCE: Progressively responsible experience in directing and administering planning
and Growth Management programs essential. Must have a significant background in
supervising other professionals. A comparable amount of training or experience may be
substituted for the minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATION: Valid Florida Driver's License, or ability to
obtain within one month of employment. Membership in American Institute of Certified Planners.
Good driving record.
Union Non -Union Exempt Non -Exempt
Revised 08/2005
JOB CODE: 593
PAY GRADE: EX3
SALARY: $63,565.01 - $101,314.10
STRATEGY AND SPECIAL PROJECTS DIRECTOR
MAJOR FUNCTION: This position reports to the Assistant County Administrator.
The Strategy and Special Projects Director will develop strategy to implement the
policies of the Board of county Commissioners and complete special projects as
assigned. The Strategy and Special Project Director will draft ordinance changes
to reflect Board policies. The Strategy and Special Project Director will
coordinate multi -jurisdictional projects as assigned by Administration.
KNOWLEDGE: KnowledgeCommun
ity nDevelopment Community
matte sDevelopment
d
practices and other related Urban
basic foundation in the principles of public administration and management.
Abilities — Good oral and written communication skills.
ESSENTIAL JOB FUNCTIONS: Reports directly to the Assistant county
Administrator and frequently presents special projects to the Board of County
Commissioners, advisory boards and special interest groups as directed
Provides courteous, timely and accurate responses to all public and professional
inquiries. Recommends revisions to the comprehensive Plan, Land
Development Code and other Growth Management policies. Coordinates all
proposed development projects and makes recommendations to various boards
and commissions. Works o submission of grnt re related work asa requested o� assigned. ns to various state
and federal programs. Performs
ESSENTIAL PHYSICAL SKILLS: Use of hands and fingers with dexterity.
Good vision and hearing with or without correction. Periodic walking and
standing. Ability to lift occasionally 30 pounds. Ability to operate County
automobile continuously for a period of one hour.
ENVIRONMENTAL CONDITION REQUIREMENTS: Nearly constant work
inside the office in a sedentary posture. Periodic attendance at meetings inside
and outside the County office buildings. Occasional field trips to unimproved and
improved development sites, agricultural areas and wilderness areas.
WORK HAZARDS: Possible
vision
dysfunction
agri due agricultural areas and areas under
Occasional field visits to undeveloped areas,
development, with attendant hazards.
SAFETY EQUIIPMENT USED OR NEEDED: Occasional need for a hard hat.
EDUCATION: Four-year degree from an accredited college or university in
urban and regional planning or Public Administration.
EXPERIENCE: Five years of relevant professional experience in a technical or
administrative capacity. A comparable amount of training or experience may be
substituted for minimum requirements.
STRATION: Must have a valid Florida
LICENSE, CERTIFICATION, OR REGI
driver's license and maintain a good driving record.
Union
Non Union V Exempt "' Non -Exempt
Revised 81200-
JOB CODE: 507
PAY GRADE: EX3
SALARY: $63,565.01 - $101,314.10
CENTRAL SERVICES DIRECTOR
MAJOR FUNCTION: Highly responsible administrative work in directing a program of
maintenance, repair and construction of all County buildings, facilities, heavy equipment and
other vehicles.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Considerable knowledge of the principles of public administration; the tools
equipment, materials, supplies and work practices and processes used in building construction
and maintenance work.
Abilities: The ability to plan, organize, direct and coordinate a varied and comprehensive
maintenance and repair program for public buildings, facilities and vehicles. Establish policies
and work procedures. Prepare and interpret construction plans and specifications. Prepare
contracts, correspondence and reports and prepare budget estimates. Deal tactfully and
effectively with employees and the public.
ESSENTIAL JOB FUNCTION: Plans, directs and supervises the work of maintenance
personnel engaged in maintenance and repair of plumbing, painting, carpentry, air conditioning
systems, electrical systems and fixtures, and in remodeling and renovation of various County -
owned buildings and facilities. Provides technical assistance to all levels of County government
concerning expansion and growth of government services. Plans and designs renovations and
modifications of buildings and structures, estimates time, materials and costs. Procures and
controls the use of supplies and equipment. Maintains records and makes reports as required.
Consults and advises architects and engineers of County needs on new projects, assisting in
establishing building design programs. Coordinates and supervises construction being
accomplished by outside companies and contractors. Confers with department heads regarding
their maintenance needs and problems. Makes recommendations as to the design of
renovation and building maintenance projects.
Negotiates, procures, maintains and renovates additional leased property as required for County
use. Oversees the operation of the heavy equipment repair facility, Service Garage, fuel
stations and repair garage. Directs and coordinates the preparation of the operating budget.
Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: The ability to inspect construction sites and various areas of
existing buildings including roofs, mechanical rooms and chases. Climb ladders and scaffolding.
Lift occasionally 30 pounds. Good vision and hearing with or without correction.
ENVIRONMENTAL CONDITION REQUIREMENTS: Work inside an office for long periods and
in the field with dust, heat, and in physically dangerous areas during construction operations.
WORK HAZARDS: Working in areas while construction operations are occurring.
SAFETY EQUIPMENT USED OR NEEDED: Safety glasses, ear plugs, hard hat.
EDUCATION: Bachelors Degree from an accredited college or university with major course
work in building construction, architecture, engineering, business management/public
administration.
EXPERIENCE: Ten (10) years experience in building and grounds maintenance. A comparable
amount of training or experience may be substituted for the minimum qualifications.
LICENSE CERTIFICATION OR REGISTRATION: Valid Florida Driver's License is required.
Good driving record. Department of Professional Regulation License may be required.
Union Non -Union Exempt `' Non -Exempt
i
Revised 0812005, Updated 05/2006
JOB CODE 560
PAY GRADE EX4
SALARY: $68,663.92 - $109,755.15
INFORMATION TECHNOLOGY DIRECTOR
MAJOR FUNCTION: Professional technical and administrative work in planning, managing and
evaluating of all phases of programs and services coming under the jurisdiction of Information
Technology .
KNOWLEDGE, ABILITIES AND SKILLS NEEDED IN ORDER TO PERFORM THE
ESSENTIAL JOB FUNCTIONS:
Knowledge: Knowledge of computer related equipment such as mainframe, mini and micro
computers and it's operational functions and limitation acquired through appropriate educational
and/or technical experience in the field. Knowledge of the principles of organization and
management. Knowledge of agency and departmental policies, procedures and regulations
related to departmental activities and personnel. Knowledge of State, Federal and local laws as
they pertain to affected areas of systems.
Abilities: Ability to organize and direct departmental programs. Ability to provide leadership
and to establish and maintain effective working relationships with subordinates, county officials,
other departments and agencies and the public. Ability to communicate and express facts and
ideas clearly and concisely, both orally and in writing. Ability to take on responsibility and make
competent decisions on matters affecting the entire department.
ESSENTIAL JOB FUNCTIONS: Develops short and long range plans for the conduct, growth
and improvement of department programs and services. Provides forecasts and develops
budgets for all computer related activities. Recommends to the Board of Governors new uses
for agency computer equipment or abandonment of unprofitable present uses. May develop,
update and revise a manual of computer related methods and performance standards. Assists
subordinates in resolving problems and achieving goals. Provides leadership in perceiving
community -wide service needs and assuring community -wide cooperation in meeting these
needs. Assists other agencies and departments in developing plans to meet the needs of the
County. Reviews computer project schedules. Evaluates applicability of new technical
developments. Reviews and evaluates performance of personnel and equipment. Coordinates
departmental recruiting and personnel acquisition, and may release any individual who has
proven to be a liability to the department. Directs professional development and training of staff.
Reports to the Board on the performance and development planning of the department,
including recommendation on financial, operating and capital plans. Performs related work as
requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Occasional
walking and standing. Vision must be good enough to read instruction manuals. Must have
good command of English language and be able to hear normal telephone conversations.
WORK HAZARDS: Use of computer terminal which may have effect on vision.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from an accredited four year college or university with a degree in
computer science, business administration, accounting, data processing or a related field. A
comparable amount of training or experience may be substituted for minimum qualifications.
EXPERIENCE: Four years systems and programming experience or a combination of 12 years
of education, systems and programming and other pertinent computer related experience, with
supervisory experience in five of the 12 years.
LICENSE, CERTIFICATION OR REGISTRATION: A valid Florida driver's license is required,
and a good driving record.
Union Non -Union `' Exempt Non -Exempt
Revised 08/2005
JOB CODE 510
PAY GRADE EX3
SALARY $63,565.01 - $101,314.10
PUBLIC SAFETY DIRECTOR
MAJOR FUNCTION: Highly responsible administrative work in planning, directing, and
coordinating the 911 Communications, Marine Safety, Emergency Management Programs
and Animal Control for the County.
KILLS NEEDED TO PERFORM THE ESSENTIAL JOB
KNOWLEDGE, ABILITIES, AND S
FUNCTIONS:
Knowledge: Be knowledgeable of the principles of management their application to public
administration. Have the knowledge of local, federal, and state laws and regulations relative
to organizing and maintaining the Emergency Management, Marine Safety, 911
Communications Center and Animal Control Statutes.
Abilities and Skills: The ability to plan, assign, and supervise the work of groups of
employees engaged in the operation of the Emergency Management, Marine Safety, 911
Communications Center, and Animal Control. The ability to exercise considerable judgment
and discretion in establishing, applying, and interpreting departmental policies and
procedures. The ability to establish and maintain effective working relationships with
associates, subordinates, public officials, other governmental agencies, and the general
public. The ability to express ideas clearly and concisely, orally and in writing to groups and
individuals.
ESSENTIAL JOB FUNCTION: Perform departmental program planning. Prepares, directs,
and coordinates the operating budget. Represents his/her departments to the Board of
County Commissioners at commission meetings. Participates in various committee and staff
meetings. Prepares and represents agenda items in areas relating to his/her departments.
Establishes policies and procedures for his/her department and personnel. Selects
employees for the staff of his/her departments. Investigates federal and state sources of
financial assistance and grants, and prepares necessary applications. Develops and
oversees all operational resources available in the county to respond to, and recover from,
the effects of disaster. In the event of a nuclear attack, or natural or man-made disaster,
acts as the executive officer and carries out policies established. Develops and maintains
management control of the radiological budget as mandated by Chapter 252.60, Florida
Statutes. Provides for the overall management control of the Emergency Operations Center.
Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good
vision and hearing with or without correction. Occasionally walking and frequent standing.
Ability to lift 30 Ibs occasionally. Ability to handle a high volume of stress.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture.
WORK HAZARDS: None
SAFETY EQUIPMENT USED OR NEEDED: None
EDUCATION: Graduation from a four year college with major course work in Business or
Public Administration, and progressively responsible experience in a business concern,
military organization, 911 communications center, or emergency management agency.
EXPERIENCE: A comparable amount of training and experience may be substituted for the
minimum requirements.
LICENSE CERTIFICATION OR REGISTRATION: Valid Florida driver's license with a good
driving record required.
*Required to establish, maintain, and participate in a 24 hour, 7 days per week, emergency
response capability through the 911 system.
Revised 8/2005
JOB CODE 572
PAY GRADE EX4
SALARY: $68,663.92 - $109,755.15
SOLID WASTE DIRECTOR
MAJOR FUNCTION: Responsible technical administration and supervisory work involving the
disposal of solid waste and operation of the various countywide special collection programs in
accordance with all federal, state and local regulations. Reports directly to the County Administrator.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED IN ORDER TO PERFORM THE ESSENTIAL
JOB FUNCTIONS:
Knowledge: Knowledge of modern principals, practices and techniques as it relates to solid waste
disposal operations, recycling and hazardous waste handling. This includes knowledge of daily
landfill procedures, scale house operations, heavy equipment capabilities, county policies and
regulations that control the various operations.
Abilities: Able to communicate effectively with subordinates, the general public, superiors, and
elected officials, both verbally and in writing. Involves talking to, making presentations in front of,
and educating large groups of people as well as the Board of County Commissioners in public
hearings. Must be able to read comprehend and implement various technical manuals, laws and
regulations in order to maintain the Solid Waste Division in compliance with all regulatory agencies.
Ability to develop schedules, budgets, manpower projections and anticipate needs is critical to the
position. Also must be able to perform all activities without daily supervision. Must be able to work
extended hours and weekends as required.
ESSENTIAL JOB FUNCTIONS: Assures compliance with all regulatory agencies and keeps Public
Works Administrator informed of all potential conflicts and recommends solutions in a timely
manner. Is responsible to develop, maintain, and insure a recycling program sufficient to meet the
state imposed goals for solid waste reduction. Also must provide adequate services to handle
various household hazardous wastes generated within the county that cannot be landfilled. Must
maintain accurate inventory and fiscal control over all equipment assigned to the Solid Waste
Division and account for substantial sums of money generated at the scale house including monthly
billings of accounts, reporting to various county governmental departments and deposits in the
accounts set-up for such purposes. Provides overall control of the planning, consultant selection and
control, budgeting, construction, operation and closure of the lined and unlined cells within the
Landfill. Must be able to handle inquires, complaints and problems from the general public in a
professional, polite and courteous manner. Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Must be able to sit, walk, and stand for extended periods. Must
be able to climb on to heavy equipment to inspect and operate. Operation of four-wheel truck and
various heavy equipment is preferred. Some lifting of 30 lbs. is required.
ENVIRONMENTAL CONDITIONS REQUIREMENTS: Must be able to function in air-conditioned
offices, vehicles and outside around the landfill site in all weather conditions. Must also be able to
move from one environmental condition to another frequently.
WORK HAZARDS: General stress and occupational/hazard of meeting deadlines and being around
heavy equipment, landfill, dredge, and hazardous waste operations.
EDUCATION: Requires a Bachelor of Science Degree in Engineering or a technical Environmental
Science program, with course work in Public Health, Engineering, Chemistry, Public Works
Administration, and related fields, from an accredited college or university.
EXPERIENCE: Must have three years supervisory experience in public administration, preferably in
the solid waste field. A comparable amount of training and experience may be substituted for the
minimum qualifications.
LICENSE, CERTIFICATES OR REGISTRATION: Must also posses a valid Florida Driver License, a
registration as a Florida Professional Engineer and Florida Landfill Operator License or be able to
get the Professional Engineer and Landfill Operator License within six months of employment. Must
have a good driving record.
Union Non -Union ' I Exempt Non -Exempt i
Revised 08/2005, 04/2006
JOB CODE: 541
PAY GRADE: EX1
SALARY: $52,917.28 - $85,546.03
ENVIRONMENTAL RESOURCES DIRECTOR
MAJOR FUNCTION: Advanced professional and administrative work coordinating and supervising
environmental programs or projects. Work involves assisting senior level management with program and
policy development. Work requires responsibility for the execution, development and implementation of
environmental programs, projects and studies.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB FUNCTIONS OF
THE POSITION: Knowledge: Thorough knowledge of environmental and conservation principles and
objectives. Knowledge of applicable land use planning techniques. Thorough knowledge of Florida
ecosystems. Abilities: Ability to manage the operation of a division to include oversight of budget, staff and
volunteers. Ability to design and implement prescribed fire management plans, scientific studies, recreational
land use programs, environmental education programs and other related land management activities. Ability
to establish and maintain effective working relationships with supervisors. County officials, employees, land
managers, volunteers and general public. Ability to exercise sound judgment in decision making. Ability to
communicate effectively, both orally and in writing. Knowledge of computer hardware and software programs
utilized in the performance of job related tasks. Ability to take initiative, work independently and advance
multiple projects simultaneously.
Essential Job Function: Work is performed with considerable independence and initiative under the direction
of the County Administrator or his designee. Work is reviewed through conferences, reports and program
achievements. Develops and recommends programs to improve and enhance the environmental quality of
lands including native habitat restoration, hydrological and wildlife enhancements. Serves as the County's
principle professional and technical resource person for activities and operations involving county
environmental lands, performs advanced professional environmental planning; managing and supervising the
environmental resources division of the department; and analyzes policy and technical issues. Provides clear
and accurate environmental information and resource management assistance to state and county agencies,
interest groups, developers and general public; consults, coordinates and makes presentations at public
meetings. Manages and supervises assigned staff in a manner conducive to full performance and high
morale; supervises the preparation of resource management plans and master plans for environmentally
sensitive lands. Conducts inspections of environmentally sensitive lands; classifies property as to ecological
systems and need, and facilitates management as necessary. Assists the department director in the
development of policies and procedures related to environmental issues; participates in the research and
preparation of annual work programs and budgets. Develops and recommends environmental education and
recreation programs appropriate for sensitive lands. Performs related work as required.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision and hearing with
or without correction. Frequent walking, standing. Frequent outdoor programming. Ability to lift 30 lbs. Ability
to drive a passenger motor vehicle.
ENVIRONMENTAL CONDITION REQUIREMENTS: Indoor and outdoor working conditions. Frequent work
inside office in a sedentary posture. Frequent public contact outside of office, in schools, offices, public and
private meeting facilities.
WORK HAZARDS: Possible contraction of communicable diseases (cold, flu, etc.) due to heavy public
contact. Possible injury due to auto travel.
SAFETY EQUIPMENT USED OR NEEDED: Automobile safety belt
EDUCATION: Graduation from an accredited four (4) year college or university with a B.S. degree in Natural
Science, Environmental Science, Planning, Biology/Botany, Forestry or closely related field.
EXPERIENCE: A minimum of five (5) years experience in the management of environmentally sensitive lands.
LICENSE, CERTIFICATION OR REGISTRATION: Valid Florida driver's license required and a good driving
record.
Union Non -Union `' I Exempt Non -Exempt
Revised 08/2005
JOB CODE: 503
PAY GRADE: EX5
SALARY: $73,162.96 - $115,946.69
PUBLIC WORKS DIRECTOR
MAJOR FUNCTION: Highly responsible administrative work in planning, directing, and
coordinating the Divisions of Road and Bridge, Engineering, and Solid Waste programs for
St. Lucie County.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Use of his/her professional expertise and knowledge of engineering and
transportation to manage, and delegate the activities of the department. Performs
departmental program planning. Allocates responsibility to resource components; monitors,
and coordinates activities to ensure successful and efficient performance and achievement
of overall objectives. Directs and coordinates the preparation of the operating budget.
Prepares and represents agenda items in areas related to transportation and all public works
activities. Represents his/her assigned departments to the Board of County Commissioners
at Commission meetings.
Abilities: Thorough knowledge of the materials, methods and techniques relative to public
works issues. Ability to plan, assign, supervise and prioritize the work of public works
construction, and maintenance operations. Ability to establish and maintain effective working
relationships with consultants, the general public, employees and officials.
ESSENTIAL JOB FUNCTION: Manage, coordinate, and delegate varied projects and
programs for all Public Works Divisions, to include oversight of the technical application.
Direct the coordination and implementation of operating budgets. Participates in various
committee and staff meetings. Attends and participates, as a representative of the County,
in various conferences, meetings, seminars, and public hearings. Formulates and
implements practices, rules, techniques, and procedures to improve organizational
efficiency. Establishes policies and procedures for assigned areas, divisions, and personnel.
Regularly inspects projects and ongoing work being performed in assigned areas to ensure
proper maintenance, and compliance with departmental procedures, laws and codes.
Furnishes professional and technical advice in regard to proposals made, specifications and
standards set forth, soundness of design, theory and construction practices. Responsible for
the safe and efficient operation of equipment and vehicles by assigned personnel. Ensures
that meetings and training in safety procedures are on -going in each department. Performs
other job related duties or assignments as required by the County Administrator.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good
vision and hearing with or without correction. Frequent walking and standing required.
ENVIRONMENTAL CONDITION REQUIREMENTS: Majority of workday conducted inside
the office with frequent onsite inspections at projects.
WORK HAZARDS: On site inspections can become somewhat dangerous due to exposure
to elements, and heavy equipment.
SAFETY EQUIPMENT USED OR NEEDED: A hard hat would be advisable under certain
inspection conditions, as well as safety shoes and/or boots.
EDUCATION: Graduation from an accredited four year college or university with a degree in
Civil Engineering, Business, Public Administration or related field, and ten years experience
in Civil Engineering and/or public works of which seven years must have been in an
administrative capacity. A comparable amount of training or experience may be substituted
for the minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATION: Florida drivers license and a good
driving record.
Revised 8/2005
JOB CODE 505
PAY GRADE EX2
SALARY: $57,416.32 - $92,273.17
AIRPORT DIRECTOR
MAJOR FUNCTION: Highly responsible administrative and supervisory work directing the
operations, maintenance and security of the airport and related planning for future development
under the direct supervision of the County Administrator.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Knowledge of air terminal maintenance procedures, techniques and problems.
Knowledge of property management techniques and tenant relationships. Knowledge of laws, rules
and regulations applying to the use of airport facilities and control of air traffic. Knowledge of
standard record keeping practices relating to airport activities, general and cost accounting
practices and budgeting. Knowledge of rules and procedures required for securing federal and
state funding assistance for airport improvements, expansion projects and land acquisition projects.
Knowledge of permitting procedures and requirements for construction projects.
Abilities: Ability to plan, assign, review and supervise the work of employees performing diversified
maintenance and operational functions in a manner conducive to full performance and high morale.
Ability to express one's self clearly and concisely orally and in writing. Ability to establish and
maintain effective working relationships with persons using the airport, officials, and the general
public.
ESSENTIAL JOB FUNCTION: Plans, directs and inspects the overall operations and maintenance
of an international airport. Enforces federal, state and local rules and regulations governing airport
use. Carries into effect the decisions, determinations and policies of the Board. Responsible for
the coordination of operational, planning and construction activities with federal, state and local
funding and regulatory agencies and for insuring compliance with all of the regulations and
procedures required by those agencies. Confers with air carriers, fixed base operators and
members of federal, state and local agencies in reference to airport safety precautions, runway
lights and signals, and of motor equipment operating on the field. Ensures that the condition of
landing strips, navigational aids, adjacent grounds and fields is satisfactory. Make
recommendations regarding new construction and contract repairs. Writes specifications for
purchase of new and additional equipment. Initiates requisitions for commodities and equipment
and approves all purchases for use at airports. Negotiates leases for property. Performs related
work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Frequently presents
visual aids at meetings. Good vision and hearing. Frequent light lifting (30 lbs. or less), frequent
light carrying, reaching above shoulders, kneeling, bending and squatting. Does a large amount of
driving, so must have good arm and leg movement.
ENVIRONMENTAL CONDITION REQUIREMENTS: Does inspections in extreme weather
conditions, such as rain, heat, cold, and high winds. Majority of work in office setting.
WORK HAZARDS: Inspections on public areas such as runways/taxiways, construction sites, etc.
SAFETY EQUIPMENT: None.
EDUCATION: Graduation from an accredited college or university with a degree in aviation science,
airport management, business management, or closely related field.
EXPERIENCE: Considerable experience in airterminal management, operations and maintenance
including business management experience. A comparable amount of training or experience may
be substituted for the minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATION: Requires a valid Florida driver's license and
good driving record.
Union Non -Union `' Exempt Non -Exempt
Revised 08/2005
JOB CODE 545
PAY GRADE EX1
SALARY: $52,917.28 - $85,546.03
VETERAN'S SERVICE DIRECTOR
MAJOR FUNCTION: Specialized administrative work advising, counseling, and assisting Veterans in
matters pertaining to their rights and benefits under various Federal and State statutes.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB FUNCTIONS
OF THE POSITION:
Knowledge: Knowledge of the laws, rules, and regulations governing veterans' benefits under federal
and state statutes. Knowledge necessary to maintain budget and related records. Knowledge of
principles and practices of supervisor management.
Abilities: Ability to exercise good judgment in counseling and in assisting in the solution of veteran's
problems. Ability to enlist and retain the respect, confidence, and cooperation of veterans and veteran's
agencies. Ability to supervise and direct the work of employees. Ability to interpret and enforce various
federal and state statutes dealing with veteran's affairs. Ability to establish and maintain effective
working relationships with employees, veterans, their dependents, civic groups, and the general public.
Ability to express oneself clearly and concisely, orally and in writing. Basic typing skills required.
ESSENTIAL JOB FUNCTION: Manages and supervises the personnel of the Veteran's Service Office
to assure effective and efficient service to Veterans and their dependents. Maintains communications
with the veterans and all veteran organizations, as well as the civic and business communities.
Participates in and attends conferences and conventions relating to the field of veterans affairs so as to
be current and knowledgeable on all matters affecting veterans' benefits. Must attend the Florida
Department of Veteran Affairs "Annual Re -certification Training Program". Advises and assists veterans
or their dependents in presenting claims for disability compensations, pension, medical care, insurance,
burial, vocational rehabilitation, loans, job counseling, and other claims for benefits which they may be
entitled to under federal and state statutes. Prepares claim forms and briefs and assembles necessary
information to establish the validity of the claim. Reviews claim information, briefs available records and
evidence, and prepares resumes as needed. Contacts doctors and other individuals relative to furnishing
official affidavits and evidence for individual claimants. Certifies documents as needed. Represents
veterans before various officials as necessary to establish veteran's affairs. Contacts employers relative
to employment opportunities for disabled veterans. Prepares submits, and maintains operating budget
and related records. Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision and
hearing with or without correction. Occasional walking and frequent standing.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a sedentary
posture.
WORK HAZARDS: None.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Bachelor's degree from an accredited university or college.
EXPERIENCE: Three (3) years of responsible administration experience in veteran's affairs. Must be
honorably discharged veteran and served during wartime. A comparable amount of training or
experience may be substituted for the minimum education qualifications.
LICENSE, CERTIFICATION, OR REGISTRATION: Must complete the State Veteran's Officer Course
and must be designated a CVSO by the Florida Department of Veteran's Affairs. Valid Florida driver's
license and a good driving record.
r 292 11 Florida Statutes: A veteran who served as a member of the Armed Forces of the United States
Chapte
period of war, as defined m Title 38, U.S.C: who served at least 18 months active duty in the Armed
during a
and who was separated from such service under Honorable Conditions, or the surviving spouse of any
Forces:
eteran. Any Honorably Discharged wartime veteran who was so discharged for service -connected or
such V
ated medical reasons before service 18 months of active duty; who completed a tour or duty other than
aggrav
active duty for training, regardless of the length of the tour; or who satisfied his military obligation in a manner other
than active duty for training or reserve duty. A two year degree from an accredited university, college, or
community college or a high school degree or equivalency diploma and four years of administrative experience
Every county (or) city Veteran Service Officer shall attend the training program established by the division F,.
successfully complete a test administered by the Department of Veterans' Affairs prior to assuming an
responsibilities as a County Veterans' Service Officer.
Union
Non Union `' Exempt Non -Exempt
Revised 8/2005
JOB CODE 580
PAY GRADE EX3
SALARY: $63,565.01 - $101,314.10
MOSQUITO CONTROL DIRECTOR
MAJOR FUNCTION: Responsible, professional and administrative work in planning and managing a
Dependent Mosquito Control District for the County.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED IN ORDER TO PERFORM THE ESSENTIAL JOB
FUNCTIONS: Knowledge: Sufficient knowledge of arthropod control principles and practices to maintain a
Public Health pest Control License as a Certified Pesticide Applicator and must pass the State Director's
Exam. Knowledge of administrative functions and their relationship to overall County rules, ordinances,
management and operational procedures. Knowledge of State and Federal rules, regulations and guidelines
applicable to Mosquito Control Dependent Taxing Districts. Knowledge of operational safety requirements.
Abilities: Ability to plan and manage a mosquito control program which includes office operation, field
inspection, field equipment operations, impoundment management and ground and aerial treatment
programs (adulticiding and larviciding). Ability to make sound professional judgments based on control needs
and cost effectiveness. Ability to develop innovative solutions to difficult mosquito control problems. Ability to
prepare meaningful reports to concisely convey messages in both oral and written form. Ability to understand
the requirements of the public, and use appropriate measures in providing for their needs. Ability to manage
personnel and work cooperatively within the County organizational framework.
ESSENTIAL JOB FUNCTION: Manage arthropod control activities such as impoundment management,
biological control, adulticiding and larviciding. Coordinate County mosquito control research programs with
related state, federal, and international programs. Oversee the establishment of mosquito population
abundance evaluations (monitoring programs). Attend and make presentations at conferences and
professional meetings to keep current with the latest developments in arthropod control. Establish the
performance criteria for field observations and inspections where there is the occurrence or potential for
mosquitoes and other nuisance arthropods to breed. Establish methods, materials and time schedules for
treatment of nuisance arthropods. Manage the division in accordance with standard policies prescribed by the
Board of County Commissioners, Florida Statutes and Administrative Codes, the State Department of
Agriculture and Consumer Services, and applicable Federal regulations. Develop budget requirements and
constraints to meet interdepartmental need of the County, and oversee management of the budget for the
District. Responsible for all District expenditures. Develop record -keeping procedures and make reports of
division activities as required. Performs related work as required.
ESSENTIAL PHYSICAL SKILLS: Walking, standing, sitting, kneeling, bending, squatting, use of both hands,
fingers and feet. Possess good vision, hearing and the ability to speak clearly and concisely.
ENVIRONMENTAL CONDITION REQUIREMENTS: Work inside office frequently. Work outside under
adverse weather conditions occasionally.
WORK HAZARDS: Outside work is often in harsh environments such as swamps, ditch banks, orange groves
where temperatures can be high (over 115 degrees F), and where mosquitoes, sandflies and other nuisance
arthropods are abundant. Handling of pesticides is required and involves potential physical reactions per label
and MSDS statements. Other hazards encountered may include snakes (some poisonous), spiders, wasps,
ants, bees and toxic plants (poison ivy, etc.), which occur in natural environments.
SAFETY EQUIPMENT USED OR NEEDED: MSDS, Chemical Hygiene Plan, Chemical Spill Procedures
Manual, helmet, gloves, goggles, respirators, earplugs, boots and other appropriate clothing protection.
EDUCATION: Graduation from a college or university of recognized standing with 4-year degree in biological
sciences (entomology or related science preferred), is required. Possession of a Master's or Doctoral Degree
in entomology or related science is desirable.
EXPERIENCE: A comparable amount of training or experience, 5-years or more in a management or
supervisory position with a recognized mosquito control program or as a scientist (preferably in entomology or
a related field) with a recognized research institution, may be substituted for the minimum qualifications.
LICENSE, CERTIFICATION OR REGISTRATION: Must be State -approved per Florida Statute Chapter 388,
must possess Public Health Pest Control License as Certified Pesticide Applicator and have passed Director's
Exam. Must possess a valid Florida driver's license (CDL A, B, C, D or chauffeur) and maintain a good driving
record.
Union Non -Union Exempt Non -Exempt
Revised 08/2005
JOB CODE 504
PAY GRADE EX3
SALARY: $63,565.01 - 101,314.10
COMMUNITY SERVICES DIRECTOR
MAJOR FUNCTION: This is responsible administrative social work in planning, assigning and
directing the county human service programs.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Knowledge of the principle and practices of social welfare work and recognized
case work methodologies and procedures. Knowledge of the applicable statutes relating to the
administration of public assistance programs. Knowledge of grant application preparation and
the administration of federal and state grant funds.
Abilities and Skills: Ability for appropriate decision making to facilitate the effective and
efficient operation of the department. Ability to establish and maintain a harmonious working
relationship with staff members, the public and other local, state and federal entities.
ESSENTIAL JOB FUNCTION: Plans and supervises the county programs providing public
welfare assistance to the indigent residents in the community. Assesses the unmet needs of the
area and develops a methodology to provide appropriate solutions in regard to specific
problems. Provide a continuing assessment of categorical programs in relationship to the costs
and the benefits derived by the community. Evaluates legislation and its impact on county
human services programs in conjunction with budgetary constraints. Provides ongoing training
of the departmental staff on the requirements of federal and state legislation as they pertain to
the services provided. Responsible for preparation of the department's annual budget and other
such reports as may be required by state statute, administrative personnel and the Board of
County Commissioners. Acts as a liaison with state agencies in the review of current and
proposed programs. Assists local non-profit agencies in the development of policies for the
expenditure of their funds. Maintains an accurate resource directory of all services available in
the county to avoid service duplication and to affect an appropriate referral system. Ongoing
program analysis of current and proposed programs and their fiscal impact on county finances.
Performs related work as requested or assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity for the operation
of business machines. Good vision and hearing. Ability to operate a standard or automatic
transmission vehicle for both in county and out of county travel.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the office in a
sedentary posture.
WORK HAZARDS: None. Threat of physical abuse from the impaired and/or substance
abusing individual.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduation from an accredited college with relevant degree in social services. A
comparable amount of training or experience may be substituted for a portion of the minimum
requirements.
EXPERIENCE: A minimum of five years experience in senior management in progressively
responsible position in the human services field.
LICENSE CERTIFICATION OR REGISTRATION: Valid Florida driver's license with good
driving record is required. Ability to operate a standard and automatic vehicle.
Revised: April 1, 2005, April 2006
Union Non -Union Exempt '-' Non -Exempt
JOB CODE 575
PAY GRADE EX3
SALARY : $63,566.01 - $101,314.10
LIBRARY DIRECTOR
MAJOR FUNCTION: Highly responsible administrative in planning, organizing and directing the
County Library system.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS OF THE POSITION:
sional library principles, methods; materials, practices and
Knowledge: Knowledge of profes
techniques. Knowledge of current literature, trends, and developments in the field of library and
information science and administration. General knowledge of automated library systems,
microcomputers, CD-ROM technology and their application in the library. Knowledge of general
community needs and interests in relation to library services. Knowledge of principles of
supervision, organization, and administration. Knowledge of community organization and public
affairs.
Abilities: Ability to analyze administrative library problems and to implement their solution.
Ability to plan, organize and direct the work of professional, sub -professional, and clerical
subordinates. Ability to interpret library policies and objectives to community groups, public
officials and the general public. Ability to plan, organize and direct library programs, activities
and services. Ability to maintain fiscal and administrative records and to prepare reports. Ability
to express ideas effectively orally and in writing. Ability to establish and maintain effective
working relationships. Ability to input data into a computer terminal. Ability to analyze facts and
exercise judgment in decision making.
ESSENTIAL JOB FUNCTION: Organizes and administers the County Library program.
Coordinates cooperative practices among participating libraries. Serves as advisor to the
Library Advisory Board and County officials. Serves as ex-officio member of the Friends of the
St. Lucie County Library board of directors. Plans Library development program and initiates it
in accordance with accepted policy. Directs preparation of budgets and approves all major
expenditures in the acquisition of library collections and equipment. Administers personnel
policy. Consults with citizens, department heads and other officials of local, state and federal
governments in order to coordinate county -wide development programs. Addresses community
groups to present Library needs, services and projects. Prepares reports and informational
articles concerning library programs. Prepares grant proposals for the enhancement of Library
facilities, resources and services. Attends professional conferences and institutes. Performs
related work as required.
ESSENTIAL PHYSICAL SKILLS: Good vision and hearing with or without correction.
Occasional walking and standing.
ENVIRONMENTAL CONDITION REQUIREMENTS: Constant work inside the library facility in a
sedentary position. Some areas of the library facilities have high dust levels, which may cause
allergic reactions. Occasional stressful interactions with irate patrons.
WORK HAZARDS: Possible vision dysfunction due to moderate computer work.
EDUCATION: Master's degree in Library/Information Science from a college or university
accredited by the American Library Association.
EXPERIENCE: Six (6) years' experience in a multi -service library system. Thorough
supervisory and administrative experience, public library experience preferred. A comparable
amount of training and experience may be substituted for the minimum requirements.
LICENSE, CERTIFICATION OR REGISTRATION: A Florida driver's license may be required
with a good driving record.
Union Non -Union Exem t Non-Exem
Revised 0812005
JOB CODE: 502
PAY GRADE: EX4
SALARY: $68,663.92 - $109,755.15
PARKS AND RECREATION DIRECTOR
MAJOR FUNCTION: Highly responsible administrative work in planning, directing and
coordinating the Divisions of Recreation, Parks, Fairgrounds, Special Facilities and the Golf
Course.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS:
Knowledge: Knowledge of modern principles and practices of public administration. Provides
for planning, implementing and maintaining a diversified recreation and leisure time programs
and activities. Recent trends, developments, current resources of information related to leisure
services program administration and implementation. Principles and practices of organization,
administration and personnel management. Standard program evaluation methods.
Abilities and Skills: Ability to assess community needs and design, develop and implement
community service programs to meet the needs of the community. Ability to plan, organize and
coordinate the divisions of leisure services. Ability to interpret the policies of the Board of
County Commissioners. Select, supervise, train and evaluate professional and clerical staff.
Interpret and apply applicable laws, rules and regulations. Prepare and analyze leisure services
program administration, reports, statement and correspondence. Develop and administer the
Leisure Services budget. Communicate effectively orally and in writing. Establish and maintain
effective working relationships with those contacted in the course of work.
ESSENTIAL JOB FUNCTION: Manage, direct, organize and coordinate the Divisions of
Recreation, Parks, Special Facilities and the Golf Course. Directs Division Directors in training
and planning. Directs and coordinates the preparation of the budget. Directs, oversees and
participates in the development of the Department work plan; assigns work activities, projects
and programs; maintains work flow; implements policies and procedures; reviews and
evaluates work products, methods and procedures. Coordinates, develops and prepares short
and long range growth plans for new leisure services facilities. Attends and participates in
various conferences, meetings, seminars and public hearings representing the County.
Provides professional and technical advice to divisions in regard to proposals, specifications and
standards. Promotes the Parks and Recreation Department to user groups and community
organizations. Evaluates departmental funding sources including grants, fees and charges;
administers and implements outside contracts. Performs related work as requested or
assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good vision
and hearing with or without correction. Frequent walking and standing required.
WORK HAZARDS: Possible visual dysfunction due to computer work.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Graduate from an accredited college or university with major course work in
Leisure Services, Parks and Recreation, Public Administration or a related field. A comparable
amount of training or experience may be substituted for the minimum qualifications.
EXPERIENCE: Five years of progressively responsible experience in a supervisory capacity
including either years as an administrator or department manager.
LICENSE CERTIFICATION OR REGISTRATION: Certified as a Leisure Services Professional
(CLP) by the National Recreation and Parks Association. Must have valid Florida driver's
license and good driving record.
Union Non -Union Exempt Non -
Revised 08/2005
JOB CODE: 919
PAY GRADE: EX1
SALARY: $62,917.28 - $85,646.03
DIRECTOR OF CULTURAL AFFAIRS
MAJOR FUNCTION: This is a responsible administrative position requiring planning, organizing,
directing, coordinating and promoting a comprehensive cultural program for St. Lucie County.
This position reports directly to the County Administrator.
KNOWLEDGE, ABILITIES AND SKILLS NEEDED IN ORDER TO PERFORM THE
ESSENTIAL JOB FUNCTIONS OF THE POSITION: Coordinates with the Finance Committee
in preparation of the annual budget for submission to the Board of Directors. Represents the
organization in all dealings with individuals, the general public and national, state and local
organizations. Administers the Culture Affairs Council of St. Lucie County in accordance with
policies bylaws and personnel procedures and regulations by the Board of Directors.
Coordinates daily business operations including supervising or implementing bookkeeping
accounts payable and receivable, check writing, purchasing and financial budget management.
Maintains personnel and volunteer records. Maintains the council's membership roster and
members' dues status. Researches and writes grant applications, reports and contracts.
Administers projects in a manner consistent with Cultural Council's policies and directives.
Documents in -kind contributions. Provides art consultant services to cultural organizations,
community group and individual artists who wish to become involved in art projects, festivals
exhibits displays or productions. Prepares and disseminates all communications with the
members and the community. Records and transcribes board minutes as approved after
approval by the secretary of the cultural council. Prepares and presents monthly written progress
reports and annual reports to the Board of Directors. Participates in community arts and cultural
programs as requested. Must have the ability to establish and maintain effective working
relationships with the public and fellow employees. Performs related work as requested or
assigned.
ESSENTIAL PHYSICAL SKILLS: Use of both hands and fingers with dexterity. Good hand/eye
coordination and good hearing. Occasional walking and frequent sitting/standing. Ability to
travel within and outside the state.
ENVIRONMENTAL CONDITION REQUIREMENTS: Road conditions related to travel.
WORK HAZARDS: Constantly work with computer.
SAFETY EQUIPMENT USED OR NEEDED: None.
EDUCATION: Bachelor's Degree from an accredited college or university with major course
work in Arts Management, Liberal Arts and/or Business Administration. A comparable amount
of training or experience may be substituted for the minimum qualifications.
EXPERIENCE: Experience in Arts Administration Management and government funding are
preferred. Experience in Public Affairs, Marketing and Public Relations preferred. Ability to
communicate clearly with others in a wide range of government, business and social situations.
LICENSE, CERTIFICATION OR REGISTRATION: A valid Florida driver's license and a good
driving record are required.
April 1, 2005
Union Non -Union I Exempt " Non-
JOB CODE: 907
PAY GRADE: EX2
SALARY: $67,416.32 - $92,273.17
GRANT RESOURCE DIRECTOR
MAJOR FUNCTION: Responsible administrative position, researching, preparing and
coordinating various grants programs, in order to obtain new revenue sources for the County
and obtain specific funding for the County capital projects. Acts as a liaison between the County
agencies to coordinate the submission of grant applications and to determine appropriate
funding sources for projects.
KNOWLEDGE, ABILITIES, AND SKILLS NEEDED TO PERFORM THE ESSENTIAL JOB
FUNCTIONS OF THE POSITION:
Knowledge: Knowledge of good English grammar, spelling and punctuation, in order to prepare
and compose letters, publications, and press releases. Knowledge of County office policies and
procedures. Knowledge of the principles of grant writing and what grants are available.
Knowledge of and experience in making presentations to obtain grants:
Abilities: Ability to use such systems as computers and communication networks: Ability to
communicate using speaking, hearing, and visual skills. Ability to learn and apply professional
problem solving techniques. Ability to be creative in the preparation of grant documents. Ability
to maintain records and distribute information in an orderly manner. Ability to establish and
maintain effective working relationships with the public and fellow employees.
ESSENTIAL JOB FUNCTION:
1. Facilitates County grant proposals by searching out needed grants and applying for them.
2. Fosters, designs, and produces various grant proposals to achieve the completion of needed
County capital projects.
3. Promotes County grant activities through: Working closely with other local, State, and
Federal agencies, creative presentations highlighting County grant needs and coordinating grant
and in -kind funding sources.
4. Represents the County on various committees and groups as directed by the County
Administrator.
5. Coordinates and defines information on the County's departmental grant participation.
6. Reviews County correspondence and memorandums as it relates to grant funding and capital
projects.
7. Writes and distributes grants.
8. Performs related work as requested or assigned.
EDUCATION: Graduation from an accredited four-year college or university with a degree in
public relations, political science, business, or related field.
EXPERIENCE: Three years of experience in public relations, business, marketing, or
government, preferably with an emphasis on administration and management. A comparable
amount of training or experience may be substituted for the minimum qualifications.
LICENSES, CERTIFICATIONS, OR REGISTRATIONS: Valid Florida Driver's License.
Union Non -Union `' Exempt `' Non -Exempt
Revised 09/2006
BENEFIT SUMMARY
St. Lucie County Board of County Commissioners
2300 Virginia Avenue
Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
Phis is a summary of the earnings and benefits provided to you bythe Board of County Commissioners and any additional benefits
/ou elected to.participate in. All the figures .shown are based upon payroll:records for Cale ndar!year 2005. If you have any
luestions regarding any of these benefits, please contact your Human Resource.'Department at {772} 462-1546.
Earnings / Deductions
Employer Your
Description
Contribution Contribution Pretax
------------ ------------ ------
-------------------------
REGULAR PAY
21,127.95
OVERTIME PAY
619.27
VACATION PAY
777.12
SICK PAY
777.12
FLOATING HOLIDAY
129.52
FAMILY SICK LEAVE
388.56
HOLIDAY OVERTIME PAY
48.57
DISASTER REGULAR
194.28
OVERTIME -DISASTER
24.29
Total Earnings 24,086.68
UNION SINGLE EMPLOYEE PAY
.00
170.00 PRETAX
UNION SINGLE HEALTH
5,444.19
.00
HEALTH INSURANCE ADM FEE
136.17
.00
FICA
1,482.83
1,462.83
FICA -MANDATORY MEDICARE
346.79
346.79
LIFE INSURANCE ( 34,000)
104.04
.00
RETIREMENT STATE FL -REGU
2,022.18
.00
FEDERAL WITHOLDING TAX
.00
3,217.58
UNEMPLOYMENT COMPENSATION
79.44
.00
UNION DUES
.00
213.00
WORKERS COMPENSATION-UNIO
2,517.08
.00
Total Benefits 12,132.72
Total Earnings L Benefits 36,219.40
(NOTE: The amount of your contribution is not subject to FICA or income tax
on items marked with the word ;PRETAX in the right hand column, except
Deferred Comp, which is exempt from income tax ,only.
In addition to the benefits above, the Board of County Commissioners
provides you with 12'Hclidays, 15 Vacation Days and 12 Sick Days of
pair leave each year as part of your regular salar-;-.
St. Lucie County Board of County Commissioners
j, 2300 Virginia Avenue
Fort Pierce, FL 34982
........................................................................................
Phone: (772) 462-1546 Fax: (772) 452-2361
YEAR END PAYROLL SUMMARY
2005
this is a <summary of the earnings and benefits.provided to you by the Board of County Gommissioners and any additional benefits
ou elected to part icipatte in. All the figures shown are based upon ,payroll records for calendar year 2005. Af you have any
luestions regarding any of these benefits, please contact your Human Resource Department at (772) 462-1546.
Earnings / Deductions
Employer Your
Description
Contribution Contribution Pretax
------------ ------------ ------
-------------------------
REGULAR PAY
49,626.23
VACATION PAY
1,655.46
SICK PAY
1,392.09
SICK INCENTIVE
902.98
FLOATING HOLIDAY
601.98
Total Earnings 54,176.74
DENTAL
.00
499.12
PRETAX
VISION
.00
.00
PRETAX
ACCDNTAL DEATH & DISMBRMN
.00
112.50
PRETAX
FAMILY +2 HEALTH INSURANC
.00
807.50
PRETAX
HEALTH INSURANCE + 2 DEP
11,717.64
.00
HEALTH INSURANCE ADM FEE
292.95
.00
CREDIT UNION
.00
4,950.00
DEFERRED COMPENSATION
.00
4,950.00
PRETAX
FICA
3,273.52
3,273.52
FICA -MANDATORY MEDICARE
765.58
765.58
LIFE INSURANCE S( 76,000)
.00
.00
LIFE SUPPLEMENTA(100,000)
.00
261.00
LIFE SUPPLEMENTA( 30,000)
.00
72.90
LIFE INSURANCE ( 79,000)
241.74
.00
LIFE SUPPLEMENTA( 10,000)
.00
16.00
RETIREMENT STATE FL -REGU
4,546.24
.00
FEDERAL WITHOLDING TAX
.00
4,802.77
UNITED WAY FUND
.00
.00
UNEMPLOYMENT COMPENSATION
178.74
.00
WORKERS COMPENSATION -NON
319.68
.00
Total Benefits 21,336.09
Total Earnings & Benefits 75,514.83
NOTE: The amount of your contribution is not subject to FICA or income tax
on items marked with the word PRETAX in''the -right hand column, except
Deferred Comp, 'which is exempt from income tax only.
In addition to the 'benefits above, the ;Board of County Commissioners
provides you with 12 Holidays, 15 Vacation Days and 12 Sich Days of
pair leave eac_: vear as part cf your regular salary.
St. Lucie County Board of County Commissioners
2360 Virginia Avenue
Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
This is a summaryof the earnings and benefits provided to you by the Board of County Commissioners and any additional benefits
you elected to participate in. All the figures shown are based upon payroll records for icalendar year 2065. If you have any
questions regarding any. of these benefits, please contact your Human Resource department at (772) 462-1546
Earnings / Deductions
Employer Your
Description
Contribution Contribution
REGULAR PAY
14,059.44
OVERTIME PAY
20.70
VACATION PAY
971.52
SICK PAY
712.08
FLOATING HOLIDAY
176.64
DOLLARS OTHER THAN HOURS
166.87
Total Earnings 16,107.25
DENTAL
.00
233.75
VISION
.00
30.48
ACCDNTAL DEATH & DISMBRMN
.00
45.90
UNION SINGLE EMPLOYEE PAY
.00
297.50
UNION SINGLE HEALTH
5,539.50
.00
HEALTH INSURANCE ADM FEE
138.51
.00
FICA
960.98
960.98
FICA -MANDATORY MEDICARE
224.74
224.74
LIFE INSURANCE ( 23,000)
70.38
.00
RETIREMENT STATE FL -REGU
1,350.38
.00
FEDERAL WITHOLDING TAX
.00
1,795.32
UNEMPLOYMENT COMPENSATION
53.09
.00
UNION DUES
.00
212.50
WORKERS COMPENSATION-UNIO
1,517.35
.00
Total Benefits 9,854.93
Total Earnings & Benefits 25,962.18
Pretax
PRETAX
PRETAX
PRETAX
PRETAX
NOTE: The amount of your contribution is not subject to FICA or .income tax
on items marked with the word PRETAX in; the right hand column, except
Deferred Comp, which is exempt from income tax only.
In addition to the benefits above, the Board of County Commissioners
provides you with !2 Holidays, _15"Vacation Days and'I2 Sick Days of
oai_ leave each near as part of your regular salary.
St. Lucie County Board of County Commissioners
:<< 2300 Virginia Avenue
ei Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
rhis is a'summary of the earnings and benefits provided to you by the Board of County. Commissioners and any additional benefits
flu elected to participate in. Ail the figures shown are based upon payroll :records for calendar year 2005. If you have any
luestions regarding any of these benefits, please contact your Human Resource Department at (772) 4.62-1546.
Earnings / Deductions
Employer Your
Description
-------------------------
Contribution Contribution Pretax
------------ ------------ ------
REGULAR PAY
53,604.11
VACATION PAY
11,995.34
SICK PAY
749.71
FLOATING HOLIDAY
1,124.56
TRAVEL SUPPLEMENT
2,400.00
DISASTER REGULAR
562.28
Total Earnings 70,436.00
DENTAL
.00
499.12
PRETAX
PRESCRIPTION CARD
.00
.00
PRETAX
FAMILY +2 HEALTH INSURANC
.00
807.50
PRETAX
HEALTH INSURANCE + 2 DEP
11,717.64
.00
HEALTH INSURANCE ADM FEE
292.95
.00
DEFERRED COMPENSATION
.00
1,800.00
PRETAX
FICA
4,292.18
4,292.18
FICA -MANDATORY MEDICARE
1,003.82
1,003.82
LIFE SUPPLEMENTA( 50,000)
.00
107.50
LIFE INSURANCE ( 98,000)
299.88
.00
RETIREMENT STATE FL -REGU
5,717.17
.00
FEDERAL WITHOLDING TAX
.00
8,515.62
UNITED WAY FUND
.00
.00
UNEMPLOYMENT COMPENSATION
224.52
.00
WORKERS COMPENSATION -NON
1,374.32
.00
Total Benefits 24,922.48
Total Earnings & Benefits 95,358.46
NOTE: The amount of your contribution is not subject to FICA or income tax
on items marked with the word PRETAX intheright hand column, except
Deferred Comp, which is ;exempt from income 'tax ;only.
In .addition ,to the benefits above, the Board of County Commissioners
provides you with 12 Holidays, 20 Vacation Days and 12 Sick Days of
paid leave each year as par: of your regular salar-.-.
St. Lucie County Board of County Commissioners
2300 Virginia Avenue
Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
This is a summary of the earnings and benefits provided to you by the Board of County Commissioners and any additional benefits
iou elected to participate in. All the figures shown are based upon payroll records for calendar year 200a. If you have any
luestions regarding any: of these benefits, please contact your Human Resource Department at (772) 462-1546.
Earnings / Deductions
Employer Your
Description
Contribution Contribution Pretax
------------ ------------ ------
-------------------------
REGULAR PAY
18,745.76
OVERTIME PAY
60.72
VACATION PAY
1,176.00
SICK PAY
877.13
FLOATING HOLIDAY
342.08
FAMILY SICK LEAVE
117.76
Total Earnings 21,319.45
DENTAL
.00
499.12
PRETAX
VISION
.00
44.40
PRETAX
ACCDNTAL DEATH & DISMBRMN
.00
22.50
PRETAX
UNION PRESCRIPTION CARD
.00
.00
PRETAX
FAMILY + 2 UNION HEALTH I
.00
807.50
PRETAX
UNION FAMILY HEALTH + 2 D
11,717.64
.00
HEALTH INSURANCE ADM FEE
292.95
.00
FICA
1,236.65
1,236.65
FICA -MANDATORY MEDICARE
289.22
289.22
LIFE INSURANCE S( 29,000)
.00
.00
LIFE SUPPLEMENTA( 50,000)
.00
76.50
LIFE INSURANCE ( 33,000)
95.88
.00
RETIREMENT STATE FL -REGU
1,791.86
.00
FEDERAL WITHOLDING TAX
.00
2,462.29
UNEMPLOYMENT COMPENSATION
70.39
.00
UNION DUES
.00
274.50
WORKERS COMPENSATION-UNIO
2,174.62
.00
Total Benefits 17,669.21
Total Earnings & Benefits 38,986.66
NOTE The amount of your 'contribution is not subject to FICA or income tax
i
on items marked with the word PRETAX in the right hand column, except
Deferred Comp, which is exempt from income tax only.
I �
In addition to the benefits above, the Board of Count. -Commissioners
provides you with 12 Holidays, 15 Vacation Days and 1' Sick Days of
paid leave each vear as part o your regular salar-,- .
G ' ►C.� NTr�►' � : �
yy
St. Lucie County Board of County Commissioners
2300 Virginia Avenue
Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
rhis is a :summary of the earnings and benefits provided to you by the Board of Gounty Commissioners and any:additional benefits
you elected to participate in. All the figures shown are based upon payroll records for calendar year 2005. If you have any
4uestiflns regarding any of these benefits, please contact your Human Resource department at (772) 462-1546.
Earnings / Deductions Employer Your
Description Contribution Contribution Pretax
------------------------- ------------ ------------ ------
REGULAR PAY 52,327.49
VACATION PAY 2,367.29
DISASTER REGULAR 467.08
Total Earnings 55,181.86
DENTAL
.00
359.04
PRETAX
VISION
.00
30.48
PRETAX
PRESCRIPTION CARD
.00
.00
PRETAX
ACCDNTAL DEATH & DISMBRMN
.00
112.50
PRETAX
HEALTH INS FAMILY EMPLEE
.00
722.50
PRETAX
FLEXIBLE SPENDING PLAN
.00
510.00
PRETAX
HEALTH INSURANCE FAMILY+
10,847.70
.00
HEALTH INSURANCE ADM FEE
271.26
.00
CREDIT UNION
.00
.00
CANCER PLAN
.00
.00
DEFERRED COMPENSATION
.00
13,607.52
PRETAX
FICA
3,317.50
3,317.50
FICA -MANDATORY MEDICARE
775.87
775.67
LIFE INSURANCE S( 75,000)
.00
.00
LIFE SUPPLEMENTA(150,000)
.00
559.50
LIFE SUPPLEMENTA( 30,000)
.00
106.50
LIFE INSURANCE ( 81,000)
242.76
.00
RETIREMENT STATE FL -REGU
4,644.60
.00
FEDERAL WITHOLDING TAX
,.00
7,663.51
UNITED WAY FUND
.00
.00
UNEMPLOYMENT COMPENSATION
182.17
.00
WORKERS COMPENSATION -NON
1,114.63
.00
Total Benefits 21,396.49
Total Earnings & Benefits 76,578.35
NOTE;: Theamountof your contribution is not 'subject to FICA or income tax
on itemsmarkedwith the word PRETAX in the right hand column, except
Deferred Comp, which is exempt from income tax only.
In addition to the benefits above, the Board of County Commissioners
provides you with 12 Holidays,_!_ Vacation 'Days and 12 Sick 'Days of
naic_ leave each vear as par of your reaular salarv. .
St. Lucie County Board of County Commissioners
2300 Virginia Avenue
Fort Pierce, FL 34982
Phone: (772) 462-1546 Fax: (772) 462-2361
YEAR END PAYROLL SUMMARY
2005
this is a :summary of the earnings and: benefits provided to you by the Board of County Commissioners and any additional benefits
you elected to participate in. All the figures shown are based upon payroll recordsfor calendar ,year 2005. If you have any
questions regarding any of these benefits, please contact your Human Resource Department at (772) 462-1546.
Earnings / Deductions Employer Your
Description Contribution Contribution Pretax
------------------------- ------------ ------------ ------
REGULAR PAY 30,937.08
VACATION PAY 3,704.44
SICK PAY 1,001.20
FLOATING HOLIDAY 400.48
Total Earnings 36,043.20
FAMILY +2 HEALTH INSURANC
.00
.00 PRETAX
HEALTH INS FAMILY EMPLEE
.00
722.50 PRETAX
HEALTH INSURANCE + 2 DEP
.00
.00
HEALTH INSURANCE FAMILY+
10,847.70
.00
HEALTH INSURANCE ADM FEE
.00
.00
HEALTH INSURANCE ADM FEE
271.26
.00
CREDIT UNION
.00
2,700.00
FICA
2,190.27
2,190.27
FICA -MANDATORY MEDICARE
512.24
512.24
LIFE INSURANCE S( 51,000)
.00
.00
LIFE SUPPLEMENTA( 50,000)
.00
193.50
LIFE SUPPLEMENTA( 10,000)
.00
24.30
LIFE INSURANCE ( 53,000)
162.16
.00
RETIREMENT STATE FL -DROP
3,520.96
.00
FEDERAL WITHOLDING TAX
.00
3,505.94
UNEMPLOYMENT COMPENSATION
118.98
.00
WORKERS COMPENSATION -NON
3,395.34
.00
CAR ALLOWANCE
.00
.00
Total Benefits 21,018.93
Total Earnings & Benefits 57,062.13
NOTE: The 'amount of'your <contribution is not subject to FICA or income tax
on items marked with the word PRETAX in the right hand column, except
Deferred Comp, which is exempt from income tax only.
In addition to the benefits above, the Board of County Commissioners
provides you with 12 Holidays, 25 Vacation Days and 12 Sick Days of
pair leave each year as part. of vour regular salar-,-.
YEAR END PAYROLL SUMMARY
2005
This is a`:summa,ry of the earnings and benefits provided to you by the Board of County Commissioners and any additional benefits
you elected.to participate in. All the figures shown are based upon:payroll records for calendar year 2005. If you have any
questions regarding any of these benefits, please contact your Human Resource;Departrr ent at (772) 4624546.
Earnings / Deductions Employer Your
Description Contribution Contribution Pretax
------------------------- ------------ ------------ ------
REGULAR PAY 56,696.07
VACATION PAY 5,721.63
CAR ALLOWANCE 423.00
Total Earnings 62,840.70
DENTAL
.00
359.04
PRETAX
PRESCRIPTION CARD
.00
.00
PRETAX
ACCDNTAL DEATH & DISMBRMN
.00
67.50
PRETAX
HEALTH INS SINGLE EMPLEE
.00
297.50
PRETAX
FLEXIBLE SPENDING PLAN
.00
1,062.50
PRETAX
HEALTH INSURANCE SINGLE
5,539.50
.00
HEALTH INSURANCE ADM FEE
138.51
.00
DEFERRED COMPENSATION
.00
3,150.00
PRETAX
FICA
3,795.20
3,795.20
FICA -MANDATORY MEDICARE
887.59
887.59
LIFE INSURANCE S( 88,000)
.00
.00
LIFE SUPPLEMENTA( 80,000)
.00
331.20
LIFE SUPPLEMENTA( 20,000)
.00
138.60
LIFE INSURANCE ( 91,000)
276.46
.00
RETIREMENT STATE FL -REGU
5,237.56
.00
FEDERAL WITHOLDING TAX
.00
9,178.73
UNITED WAY FUND
.00
85.00
UNEMPLOYMENT COMPENSATION
205.92
.00
WORKERS COMPENSATION -NON
368.28
.00
Total Benefits 16,451.02
Total Earnings & Benefits 79,291.72
NOTE': The amount ofyourcontribution is not subject to 'FICA or income tax
on items marked with the`word'PRETAX in'the 'right hand column, except
Deferred ;Comp,>which is exempt from income tax only.
In addition to the benefits above, the Board of County Commissioners
provides you with 72 Holida,,,s, 24 Vacation Days and 12 Sick Days cf
paid leave each year as part o= vour reaula- salar_•.-.
MANATEE COUNTY
EXEMPT
POSITION DESCRIPTION
Position: DIRECTOR - UTILITY OPERATIONS
Incumbent: D. Gray
Reports To: County Administrator
Department: Utility Operations
CHARACTERISTICS OF THE CLASS:
Job Code: 451-001
Pay Grade: 30
Date: 05/19/2004
Analyst: I. Shepard
Reviewed By: E. Padgett
Approved By: E. Padgett
This position is accountable for professional, administrative, creative and supervisory direction of the Utility
Operations Department. This position, along with other department heads, reports directly to the County
Administrator. Reporting directly to this position are the Water, Wastewater, and Landfill Divisions. Work
assignments are received orally and in writing, and are perfom-ied with considerable latitude and independence in
judgment and decision making within established policies, procedures, rules, regulations, laws, and guidelines.
Work is reviewed through observation, conferences, reports, periodic inspection and for results obtained. Performs
other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. Duties that are not normally performed by the classification
may be occasionally or temporarily assigned based on departmental needs. The essential j ob functions for positions
are identified and included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
l . Reviews and supervises activities of division managers.
2. Plans, organizes, develops and conducts county -wide programs and services in the Utility Operations
Department.
3. Develops program ideas, goals and procedures, and effects coordinated action.
4. Directs preparation of budgets for divisions in the department and makes procedural and operational
recommendations to the County Administrator and Board of County Commissioners.
5. Attends and participates in conferences and meetings of department heads, County Administrator,
Board of County Commissioners, etc., as approved by the County Administrator.
6. Plans for future needs of the organization relative to expansion modification and growth of the
facilities and personnel; performs other related duties as required.
DIRECTOR - UTILITY OPERATIONS - Continued
REQUIREMENTS:
A. Training and Experience
Bachelor=s degree in business or public administration, with a minimum of eight (8) years water,
wastewater, utilities and/or drainage experience. Minimum of five (5) years managerial experience with a
substantial number of employees. Valid Florida driver=s license. Equivalent combinations of education and
experience maybe considered.
B. Knowledge, Abilities and Skills
Knowledge of modern management methods and practices.
Knowledge of the laws, codes, ordinances and policies applicable to the Utility Operations function.
Knowledge of the organization, functions, policies, laws and administrative procedures of County
government.
Knowledge of budget preparation, analysis and administration.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to establish and maintain effective working relationships with others and to organize and effectively
present oral and written reports, findings and recommendations.
Jab Code:
051-001
EXEMPT
Pay Grade:
82
POSITION DESCRIPTION
Position:
DEPUTY COUNTY ADMINISTRATOR
Date:
12/24/05
I. Shepard
Reports To:
County Administrator
Analyst:
Reviewed By:
D. Rothfuss
Department:
County Administrator
Approved By:
E. Padgett
Division:
CHARACTERISTICS OF THE CLASS:
Serves at the will and pleasure of the County Administrator. Performs highly responsible professional work of
considerable difficulty in planning, developing and directing major programs and projects for the County.
Collaborates with government officials, department directors, contractors, and others engaged in a wide range
of activities necessary for the proper operation of County government. Position requires the application of
considerable initiative, excellent public relations skills and a high degree of confidentiality. Duties are
performed with a high level of independence and reviewed for results achieved. Incumbent regularly works
flexible and/or extended hours, which often includes evenings, and is available as needed on a 24/7 (24 hours
per day/7 days per week) basis.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties
related, or a logical assignment to e p
are similar, thosition. Duties that are not normally performed by the
classification may be occasionally or temporarily assigned based on departmental needs.
EXAMPLES OF DUTIES:
1. Assists the County Administrator in carrying out directives, policies, orders, resolutions, ordinances,
and regulations of the Board of County Commissioners to ensure that such are properly and timely
performed.
2. Performs duties in strict adherence to all applicable laws, regulations, codes, resolutions, ordinances,
policies, rules, procedures, etc.
;, Performs the duties, and acts on behalf, of the County Administrator in his/her absence.
4. Prepares reports for the County Administrator on action taken pursuant to any directive or policy as
ion of an annual operating budget, a capital budget, and a capital
requested; may assist in the preparat
program.
5. May monitor and evaluate the activities of designated department directors.
6. Assists in the negotiation and monitoring of leases, contracts and other agreements.
7. Assists in formulation of recommendations concerning the nature and location of County
improvements.
S. Attends and participates in conferences, meetings, and work sessions on behalf of the County
Administrator. as directed, prepares correspondence and/or supporting data as maybe needed by the
County Administrator or the Board of County Commissioners; prepares related reports as requested.
ner. as necessary.
9. Makes public presentations in a proactive and professional man
DEPUTY COUNTY ADMINISTRATOR- Continued
10. Establishes and maintains cooperative relationships with the Board of County Commissioners, other
local, State and federal government agencies, various community groups, news media, etc.
11. Directs and conducts studies and research related to program and project objectives; prepares and
monitors related budgets for funding and implementation.
12. Prepares comprehensive reports and maintains appropriate records of activities, projects and programs.
13. Assigns, directs and evaluates work of assigned staff.
14. On behalf of, and at the direction of, the County Administrator, may coordinate and direct activities of
the Administrator's office support staff.
15. Works all emergency situations.
16. Performs other duties as requested.
REQUIREMENTS:
A. Training and Experience
Bachelor's degree in public administration, business administration, accounting, or closely related field.
Master's degree in a related field desired. Minimum of six (6) years professional public sector
experience in project management, finance, governmental budgeting, or related field. Minimum of
three (3) years supervisory experience. Valid Florida driver's license. Equivalent combinations of
training and experience may be considered.
B. Knowledge Abilities and Skills
Skill in planning, coordinating and directing complex administrative activities, projects and programs.
Skill in formulating plans, budgets and related policy papers, synthesizing information from a variety
ID
of sources.
Skill in written and oral communications, including preparing and making public presentations to
elected officials, citizen groups, local/state/federal agencies, and the general public, which may include
instances with little or no advance notification.
Skill in working diplomatically with government officials, citizen groups, contractors, and others to
achieve overall goals and objectives.
Shill in efficiently handling multiple projects at the same time.
Skill in effectively performing duties under demanding high -stress conditions.
EXEMPT
POSITION DESCRIPTION
Job Code: 121-000
Pav Grade: 30
Position:
DIRECTOR - COMMUNITY SERVICES
Date:
10/08/94
D. F. Austin
Incumbent:
F. Loveland
Analyst:
Reviewed By:
F. Loveland
Reports To:
County Administrator
Approved By:
W. J. Estabrook
Department:
Community Services
Division:
Section:
CHARACTERISTICS OF THE CLASS:
Under the administrative direction of the County Administrator or designee, this highly responsible administrative
unity Services department of the County. Upon assignment by the
position plans, develops and manages the Comm
County Administrator, this position acts as liaison to Federal and State governmental agencies or representatives on
behalf of the County Administrator and the Board of County Commissioners. Work is performed with considerable
independence in judgment and decision -making within established policies, procedures, rules, regulations and
guidelines. Work is reviewed through observation, conferences, reports and for results obtained. Performs other
work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
1. Responsible for the administration of community service programs, as directed by the County
Administrator.
2. Supervises and coordinates the development, application and administration of financial and technical
assistance received from private and intergovernmental sources, in response to community services needs.
3. Exercises mature judgment and applies knowledge of private, State and Federal resources, as it relates to
the Community Services Department.
4. Coordinates the planning of the CCE, Medical Benefits, Children's Services, Fee Assistance and other
human services programs in coordination with such advisory councils as may be established by the Board
of County Commissioners.
5. Serves as the authorized contact point for the department for news media.
6. Plans, organizes, supervises and directs a professional and clerical staff engaged in performing the
functional duties and responsibilities of the department.
7. Establishes and maintains liaison with representatives of private, State and Federal agencies offering
technical or financial assistance for which the County may become eligible.
DIRECTOR - COMMUNITY SERVICES - Continued
8. Coordinates and assists representatives of departments of the Board of County Commissioners and
Constitutional Officers in the preparation of applications for technical and financial assistance, in response
to the needs and goals of such agencies.
9. Develops and implements such departmental administrative procedures, in accordance with the approved
County personnel policies, rules and procedures, as are necessary to effectively meet the goals and
objectives of the grants development program.
10. Supervises the preparation of all budget requests.
11. Attends and participates in conferences and meetings with the County Administrator, department heads,
advisory councils and the Board of County Commissioners,
REQUIREMENTS:
A. Training and Experience
Master's degree from an accredited college or university in human services administration or a related field
with six (6) years of managerial experience in a related position and familiarity with federal/state agencies.
Equivalent combinations of education and experience may be considered.
B. Knowledge, Abilities and Skills
Knowledge of principles, practices and techniques of public administration.
Knowledge of the economic, social and cultural factors affecting individual, community and organizational
needs.
Ability to evaluate, analyze and comprehend the complexities of a large governmental department and the
inter -workings of governmental departments and agencies.
Ability to analyze complex and diverse factors and recommend and direct appropriate courses of action.
Ability to direct the work of others.
Skill in the management of people and organizations.
EXEMPT
Job Code: 123-000
Pav Grade: 30
POSITION DESCRIPTION
Position:
DIRECTOR - ENVIRONMENTAL
MANAGEMENT
Date:
03/18/96
Incumbent:
K. Collins
Analyst:
D. F. Austin
Reports To:
County Administrator
Reviewed By:
K. Collins
Department:
Environmental Management
Approved By:
E. Padgett
Division:
Section:
CHARACTERISTICS OF THE CLASS:
Under the supervision of the County Administrator or designee, performs highly responsible managerial and
professional work in directing the functions of the Environmental Management Department. Work involves leading
and motivating the division administrators and supervisors, planning, organizing, directing, coordinating and
evaluating the work of subordinate personnel. Work includes responsibility for the drafting presentation for
adoption, implementation and enforcement of local environmental ordinances. The director is also responsible for
ensuring the departments compliance with conditions of contracted programs and grants. The director also
establishes and maintains effective working relationships with Federal, State and regional agencies with jurisdiction
d policies. Work is performed with considerable professional and
over environmental rules, programs, plans an
managerial independence under the general budgetary guidelines established by the County Administrator. Work is
evaluated for the successful accomplishment of short and long range program objectives and for the effective and
efficient operation of the department. Performs other work as required.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
mission of specific duties does not exclude them from a position if the duties are
assigned to the classification. O
similar, related, or a logical assignment to the position. Duties that are not normally performed by the classification
maybe occasionally or temporarily assigned based on departmental needs. The essential job functions for positions
are identified and included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
1. Serves as the chief officer of the Environmental Management Department, supervising, directing, planning,
coordinating and instructing all divisions and personnel.
2. Implements board policy and direction relative to environmental protection with Manatee County.
3. Directs the preparation of budgets for the department; makes procedural operational recommendations as
part of the budget process.
4. Meets regularly with the Board of County Commissioners, Planning Commission and other state, regional
and local governing, advisory, or professional boards/committees.
5. Administers programs and activities aimed at maintaining or improving the county's air and water quality,
and natural habitats.
Director - Environmental Management - Continued
6. Confers with business, industry, and special interest and citizen groups or individuals regarding
environmental regulations, pollution prevention and waste reduction procedures, environmental education
and other specialized information to advise and promote good community relations for the department and
to foster an environmental ethic in all segments of the community; attends state, regional and local
meetings when necessary.
7. Develops and maintains necessary department rules and regulations in accordance with the approved
Manatee County Personnel Policy, Rules and Procedures.
8. Establishes suitable training programs for all personnel with the department and frequently reviews the
progress, efficiency and accuracy of work performed within the department.
9. Serves on boards, commissions, committees and working groups within functional areas of responsibility.
REQUIREMENTS:
A. Training and Experience
Bachelor's degree, with major course work in environmental science, environmental engineering,
environmental planning, natural sciences, ecology or related discipline with a minimum of ten (10) years
experience in environmental regulation, environmental planning, environmental impactor policy analysis,
including at least five (5) years high-level managerial experience preferably in public agency
administration. Masters degree desired. Equivalent combinations of education and experience may be
considered.
B. Knowledge. Abilities and Skills
Knowledge of Federal, State, regional and local environmental regulations.
Knowledge of environmental and human health impacts of the most pervasive air, surface and groundwater
pollutants.
Knowledge of principals, practices and trends of urban, suburban and rural planning and development and
the positive and negative environmental impact of each type of development.
Ability to establish and maintain effective working relationships with County officials and employees,
business and industry, special interest groups and citizens.
Ability to exercise considerable judgment and discretion in establishing, interpreting and applying county
and department policy.
Ability to present to the Board and the public, in easily understandable "layman's" terms, complex technical
material.
Ability to understand and interpret environmental plans and pen -nits.
EXEMPT
POSITION DESCRIPTION
Job Code: 1.26-000
Pav Grade: 30
Position: DIRECTOR - HUMAN RESOURCES Date: 11/18/94
Incumbent: G. Dye Analyst: D. F. Austin
Reports To: County Administrator Reviewed By:
Department: Human Resources Approved By: E. Padgett
Division:
Section:
CHARACTERISTICS OF THE CLASS:
This position is accountable for a wide range of specialized tasks related to personnel hiring and administration
and is responsible for planning, organizing, and directing the County's human resources program. This position
along with other department heads reports directly to the County Administrator. Reporting directly to this
position is an Administrative Assistant, EEO Specialist, Employment Manager and a Compensation Manager.
Work assignments are received orally and in writing and are performed with considerable latitude and
independence in judgment and decision -making within established policies, procedures, rules and regulations,
laws, and guidelines. Work is reviewed through observation, conferences, reports, periodic inspection and for
results obtained. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
The Human Resources Department provides a full range of personnel services to applicants, employees and County
offices and departments. Some of these services are: recruitment, applicant screening, testing and career
advancement, promotions, transfers, demotions and separations, employee performance evaluations, training and
education for employees, personnel file maintenance, position descriptions, classifications and pay rates, employee
communications, employee benefit and awards administration, retirement planning and counseling and Equal
Employment Opportunity/Affirmative Action Plan.
The Human Resources Department is responsible for an equal and fair promotional and recruitment program that
gives all employees an opportunity to advance in their field of occupation. It also assists all departments in selecting
the best qualified applicants. Manatee County is an Equal Opportunity/Affirmative Action Employer committed to
the practice of non-discrimination in all employment and personnel matters. This position plans, assigns, directs, and
evaluates the work of subordinates; formulates and recommends policies and procedures for execution of the
County's human resources program. Incumbent administers the human resources department budget, County's pay,
classification, performance evaluation, affirmative action plan and related personnel programs.
Responsible for supervising and interpreting personnel administrative policies and procedures to the County
Administrator, department managers and employees. Negotiates and administers labor agreements, directs and
administers Countv training, communications, employee motivation, morale programs and reviews all grievances,
disciplinary action and terminations.
DIRECTOR - HUMAN RESOURCES - Continued
Confers with department and division heads on County recruitment and employment needs; and develops present
and long term plans to meet those needs; administers and authorizes personnel actions, i.e. promotions, demotions,
hiring, transfers, terminations, pay changes, etc. Manages the audit and control of personnel actions to ensure
compliance with County policies.
Assists the County Administrator as needed, in performing investigations into personnel related charges and other
issues. Confers with Department managers and supervisors regarding employee problems including those involving
discipline and discharge. Prepares the budget and controls department expenditures. Incumbent is expected to
exercise independent judgment in decision making following the County's policies and administrative directives.
REQUIREMENTS:
A. Training and Experience
Bachelor's degree in public, business administration or personnel management, or a related field and at
least five (5) years professional work experience in apublic or private agency human resources office; prior
high level supervisory experience in one or more of the functional areas of personnel management.
Equivalent combinations of education and experience may be considered.
B. Knowledge Abilities and Skills
Knowledge of modern principles and practices of human resources administration.
Knowledge of Federal, State laws, rules and regulations pertaining to the personnel function/equal
employment opportunity and affirmative action.
Knowledge of statistical concepts and methods.
Knowledge of the importance of the personnel function in local government.
Knowledge of the County's personnel policies and procedures.
Knowledge of labor negotiations and Union relations as well as State and Federal agencies governing same.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to communicate clearly, orally and in writing.
Ability to make presentations before County agencies, organizations and to the general public.
Ability to establish and maintain effective working relationships with others.
EXEMPT
POSITION DESCRIPTION
Position: DIRECTOR - PLANNING
Incumbent: C. Clarke
Reports To: County Administrator
Department: Planning
Division:
Section:
CHARACTERISTICS OF THE CLASS:
JobCode: 129-000
Pav Grade: 30
Date:
01/16/97
Analyst:
D. F. Austin
Reviewed By:
C. Clarke
Approved By:
E.Padgett
Under administrative direction of the County Administrator or designee, performs highly responsible managerial
and professional work in directing the functions of the Planning Department. Work involves leading and
motivating the division managers and supervisors, planning, organizing, directing, coordinating and evaluating
the work of subordinate personnel. Work includes responsibility for the direction, implementation and review
of all phases of the Comprehensive Plan, Manatee County Land Development Code and other relevant codes
and ordinances. Work is performed with considerable professional and managerial independence under the
general budgetary guidelines established by the County Administrator. Work is evaluated for the successful
accomplishment of short and long range program objectives and for the effective and efficient operation of the
department.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties
are similar. related, or a logical assignment to the position. The essential job functions for positions are
identified and included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
Serves as the chief officer of the Plamling Department, supervising, directing, planning, coordinating
and instructing all divisions and personnel.
2, Directs the preparation of the budgets for the department; makes procedural and operational
recommendations as a part of the budget process.
Directs the preparation of a yearly review and modification of the Comprehensive Plan; meets regularly
with the Board of County Commissioners, Planning Commission and other local and regional
governing or professional boards/committees.
Administers programs and activities in the preparation of revised land use and development regulation;
assures consistent application of legal requirements.
Confers with contractors, developers, citizen groups and others regarding code interpretation,
administrative procedures and other specialized information to advise and promote good community
relations for the department; attends County area and regional meetings when necessary.
Maintains and develops necessary departmental rules and regulations in accordance with the approved
Manatee County Personnel Policy, Ruies and Procedures.
DIRECTOR - PLANNING -Continued
7. Establishes suitable training programs for all personnel with the department and frequently reviews the
progress, efficiency and accuracy of work performed within the department.
8. Serves on boards, commissions, committees and working groups within functional areas of
responsibility.
9. Performs other duties as requested.
REQUIREMENTS:
A. Training and Experience
Bachelor's degree, Master's degree preferred, with major course study in urban planning, architecture,
engineering or related discipline with a minimum often (10) years experience in planning, construction,
zoning and public administration. Equivalent combinations of education and experience may be
considered.
B. Knowledge Abilities and Skills
Knowledge of modem methods, procedures, principles, practices of current and long-range planning, and
local, State and Federal legal requirements applicable to planning and development.
Knowledge of modern practices in public and business administration.
Knowledge of governmental budgeting and fiscal management.
Knowledge of principles, practices and trends of urban, suburban and rural planning and development.
Ability to establish and maintain effective working relationships with County officials and employees,
contractors and the general public.
Ability to plan, direct and evaluate the work of others.
Ability to successfully combine professional judgments and political realities.
Ability to understand and interpret plans.
Ability to communicate effectively, both orally and in writing, and to prepare concise, accurate records,
reports and written recommendations relative to the functions and duties of the department.
Ability to coordinate the work of the department with that of outside agencies and the public.
Ability to exercise considerable judgment and discretion in establishing, interpreting and applying
department policy.
EXEMPT
Job Code: 131-000
Pav Grade: 30
POSITION DESCRIPTION
Position: DIRECTOR - PUBLIC SAFETY Date: 10/08/94
Incumbent: Analyst: D. F. Austin
Reports To: County Administrator Reviewed By:
Department: Public Safety Approved By: W. J. Estabrook
Division:
Section:
CHARACTERISTICS OF THE CLASS:
Under the administrative direction of the County Administrator or designee, performs responsible managerial and
administrative work in directing the activities and programs of the Public Safety Department. Work includes the
overall responsibility for the County's Animal Control, Emergency Services, Emergency Communications,
Emergency Management, Code Enforcement and Marine Rescue divisions. Work assignments are received orally
and in writing and are performed with considerable independence in judgement and decision making within
established policies, procedures, rules, regulations and guidelines. Work is reviewed through observation,
conferences, reports and for results obtained. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
Plans, assigns, directs and evaluates the work of subordinates.
2. Prepares, presents and administers the department's annual budget.
Provides policy level assistance and guidelines in disaster preparedness functions and activities, including
planning, public information and training programs; serves as coordinator and liaison between the Board of
County Commissioners and State and Federal agencies in times of disaster.
4. Responsible for formulating, recommending and initiating policy statements.
Responsible for developing, establishing and implementing departmental training programs.
DIRECTOR - PUBLIC SAFETY - Continued
REQUIREMENTS:
A. Training and Experience
Bachelor's degree in business or public administration supplemented with five (5) years progressively
responsible work related experience. Five (5) years prior public agency managerial and supervisory
experience. Equivalent combinations of education and experience may be considered.
B. Knowledge. Abilities and Skills
Knowledge of the organization, functions, policies, laws and administrative procedures of County
government.
Knowledge of budget preparation, analysis and administration.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to communicate clearly, orally and writing.
Ability to establish and maintain effective working relationships with others.
Ability to organize and effectively present oral and written reports, findings and recommendations.
EXEMPT
POSITION DESCRIPTION
Job Code: 131-000
Pav Grade: 30
Position: DIRECTOR - PUBLIC SAFETY Date: 10/08/94
Incumbent: Analyst: D. F. Austin
Reports To: County Administrator Reviewed By:
Department: Public Safety Approved By: W. J. Estabrook
Division:
Section: -
CHARACTERISTICS OF THE CLASS:
Under the administrative direction of the County Administrator or designee, performs responsible managerial and
administrative work in directing the activities and programs of the Public Safety Department. Work includes the
overall responsibility for the County's Animal Control, Emergency Services, Emergency Communications,
Emergency Management, Code Enforcement and Marine Rescue divisions. Work assignments are received orally
and in writing and are performed with considerable independence in judgement and decision making within
established policies, procedures, rules, regulations and guidelines. Work is reviewed through observation,
conferences, reports and for results obtained. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
Plans, assigns, directs and evaluates the work of subordinates.
2. Prepares, presents and administers the department's annual budget.
Provides policy level assistance and guidelines in disaster preparedness functions and activities, including
planning, public information and training programs; serves as coordinator and liaison between the Board of
County Commissioners and State and Federal agencies in times of disaster.
4. Responsible for formulating, recommending and initiating policy statements.
Responsible for developing, establishing and implementing departmental training programs.
DIRECTOR - PUBLIC SAFETY - Continued
REQUIREMENTS:
A. Training and Experience
Bachelor's degree in business or public administration supplemented with five (5) years progressively
responsible work related experience. Five (5) years prior public agency managerial and supervisory
experience. Equivalent combinations of education and experience may be considered.
B. Knowledge Abilities and Skills
Knowledge of the organization, functions, policies, laws and administrative procedures of County
government.
Knowledge of budget preparation, analysis and administration.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to communicate clearly, orally and writing.
Ability to establish and maintain effective working relationships with others.
Ability to organize and effectively present oral and written reports, findings and recommendations.
NON-EXEMPT
POSITION DESCRIPTION
Job Code: 391-002
Pav Grade: 24
Position:
SOLID WASTE DIVISION MANAGER
Date:
06/15/2002
Incumbent:
G. DiFonzo
Analyst:
I. Shepard
Reports To:
Director -Utility Operations
Reviewed By:
D. Gray
Department:
Utility Operations
Approved By:
D. Gray
Division:
Solid Waste
Section:
Landfill
CHARACTERISTICS OF THE CLASS:
Under general direction of the Director -Utility Operations, or designee, is responsible for planning, designing, and
operating solid waste facilities for the County. Provides technical assistance and input related to garbage collection
franchise(s); plans and implements a comprehensive waste diversion/recycling program for the Landfill; operates the
Landfill as an enterprise fund. This is a highly technical and specialized position involving environmental,
engineering, administrative, management, legal, business and accounting principles. Position requires continued
interaction with regulatory and professional organizations for the purpose ofparticipating in policy formulation and
rule adoption procedures. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. Duties that are not normally performed by the classification
maybe occasionally or temporarily assigned based on departmental needs. Some essential job functions for positions
may be identified and included with personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
l . Oversees the daily operation of the Landfill; consults with engineers on designs for improvements at the
Landfill and other Solid Waste facilities; formulates and administers contracts with consultants.
2. Supervises the preparation of operating budgets; recommends and monitors capital improvement budgets
and projects.
3. Assists in resolving disputes between citizens and Landfill patrons and/or other County staff.
4. Ensures administration of current ordinances and governmental regulations.
5. Supervises preparation of all local, State and Federal permits; supervises monitoring and compliance
reports required by permits; directs staff and consultants in collection and preparation of data used in
monitoring reports.
6. Supervises preparation of operation and maintenance procedures manuals to comply with permit
requirements; initiates plans and designs for additional facilities as appropriate.
7. Makes reports to the Board of County Commissioners regarding activities of the Division and staff.
SOLID WASTE DIVISION MANAGER - Continued
Actively participates in professional organizations to obtain additional ideas and concepts; assists other
officials in implementing solid waste programs; works with County officials in formulating strategies to
improve the quality of life in the County.
9. Meets with citizens= committees on solid waste planning; develops new ordinances and regulations.
10. Provides technical assistance and support to Financial Management/Scalehouse operations and Customer
Service.
11. Implements and monitors process of phased closures of used sites/locations.
12. Directs the over-all technical aspects and operations of the Landfill.
REQUIREMENTS:
A. Training and Experience
Bachelor=s degree in engineering, environmental sciences, business or public administration, or closely
related field. Minimum of five (5) years work experience in managing solid waste disposal facilities.
Manager of Landfill Operations (MoLO) certification, or ability to obtain within twelve (12) months of
employment. Minimum of three (3) years supervisory experience. Valid Florida driver=s license, or ability
to obtain within six (6) months of employment. Equivalent combinations of education and experience may
be considered.
B. Knowledge Abilities and Skills
Knowledge of local, State and Federal laws pertaining to solid waste collection, storage and disposal.
Knowledge of landfill operations and design, garbage collection practices/procedures, and waste reduction
methods and programs.
Knowledge of modern management methods and practices.
Knowledge of engineering as it relates to solid waste disposal operations.
Ability to plan, assign, direct and evaluate work of subordinates.
Ability to communicate clearly and effectively, orally and in writing.
Ability to establish and maintain effective working relationships with others.
Ability to organize, prepare and present oral and written reports, findings and recommendations.
Ability to operate division activities in a cost effective manner, in compliance with regulatory agency
reauirements.
NON-EXEMPT
Job Code: 455-002
Pav Grade: 18
POSITION DESCRIPTION
Position: COUNTY VETERAN SERVICES OFFICER
Reports To: Community Services Director
Department: Community Services
Division: Veteran Services
CHARACTERISTICS OF THE CLASS:
Date:
07/22/06
Analyst:
I. Shepard
Reviewed By:
D. Keen
Approved By:
F. Loveland
Serving in a Division Manager capacity, directs the functions and services of the Veteran Services Division.
This is a responsible administrative and direct service position. Duties are performed with a high level of
independence, confidentiality and professionalism, in accordance with established Statutes, rules, regulations,
policies and procedures.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties
are similar, related, or a logical assignment to the position. Duties that are not normally performed by the
classification may be occasionally or temporarily assigned based on departmental needs.
EXAMPLES OF DUTIES:
l . Applies considerable knowledge of laws, regulations, procedures, practices, etc., that affect veterans and
their families and remains current with pertinent changes; reviews and remains current with existing
human services programs and benefits (including Medicare, Tricare, Tricare for Life, and Senior
Pharmacy payment programs) and how they interrelate with veteran services.
2. Remains current with the U. S. Department of Veterans Affairs Organization and pertinent contacts
within the various sections, i. e., Veterans Health Administration, Veterans Benefits Administration,
National Cemetery System, Inspector General's Office, General Counsel Office, etc.
3. Supervises work of assigned staff, including performing various personnel -related functions, i. e.,
hiring/firing actions, disciplinary actions, completing Employee Performance Evaluations, etc.; monitors
work and ensures laws, regulations, policies and procedures are strictly followed and enforced.
4. Reviews and interprets Court of Veterans' Appeals decisions and applies court decisions to assist in
filing veteran claims.
5. Supervises the preparation of briefs, files and miscellaneous reports for the Veterans Administration
Regional Office and local officials, as necessary or requested.
6. Remains current, and ensures staff remains current, with changes to pertinent laws, rules and
regulations; ensures client files are reviewed for possible new claims resulting from these changes.
7. Maintains a constant liaison with local civic and veteran organizations; conducts meetings with staff
members of other departments, the Board of County Commissioners, local organizations, and the
general public; prepares and presents related public presentations in a professional articulate manner.
S. Accesses veteran records through automated systems currently in use by the V.A.
9. Plans. directs and supervises projects and programs for veterans in the area.
COUNTY VETERAN SERVICES OFFICER - Continued
10. Conducts interviews; counsels and assists veterans and their dependents and the dependents of deceased
veterans; advises clients of other benefits or services for which they may be eligible; facilitates delivery
of those benefits/services; reviews and investigates applications for claims; ensures HIPAA guidelines,
as relate to veteran files, are followed.
11. Prepares budget requests and supervises purchases and expenditures of the Division.
12. Communicates clearly, effectively and tactfully, orally and in writing.
13. Establishes and maintains effective working relationships with co-workers, pertinent State, Federal and
local agencies and representatives. Veterans' Organizations, veterans and their families, and the general
public.
14. Remains current with required training and certifications (i. e., County Service Officer Certification.)
15. Works emergency situations (including weather or other extreme conditions) as required.
16. Performs other duties as requested.
REQUIREMENTS:
A. Training and Experience
Associate's degree from an accredited college in Business Administration, Human Services, or related
field. Minimum of three (3) administrative work experience in a position involving veteran services.
Minimum of two (2) years lead or supervisory experience. Certified State of Florida Veteran Services
Officer. Must be a Veteran who served as a member of the armed forces of the United States during a
period of war, as defined by Title 38 C.F.R., and who completed the required time in service, and was
separated from such service under honorable conditions, or the surviving spouse of any such veteran.
Valid Florida driver's license. Equivalent combinations of education and experience may be considered.
B. Knowledge Abilities and Skills
Skill in the operation of personal computers and pertinent software applications, i. e., MS Office, etc.
EXEMPT
Position:
Incumbent:
Reports To:
Department:
Division:
Section:
Job Code: 124-000
Pav Grade: 30
POSITION DESCRIPTION
DIRECTOR - FACILITIES MANAGEMENT Date: 10/08/94
S. Love Analyst: D. F. Austin
County Administrator Reviewed By: S. Love
Facilities Management Approved By: W. J. Estabrook
CHARACTERISTICS OF THE CLASS:
Under the administrative direction of the County Administrator or designee, performs responsible managerial work
in directing the activities and programs of the Facilities Management Department. Incumbent has overall
responsibility for the management and coordination of facilities management, improvements and maintenance
activities. Services include energy, design, safety, construction, property acquisition and disposal, property
utilization and facilities maintenance. Work is performed with considerable independence in judgement and
decision -making within established policies, rules, regulations and guidelines. Work is reviewed through
observation, conferences, reports and for results obtained. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
1. Plans, assigns, directs and evaluates the work of subordinates.
2. Performs studies of operations, determines feasibility/cost effectiveness; prepares reports; attends meetings;
makes presentations.
3. Develops, maintains and implements policy manuals and procedures related to services provided.
4. Prepares, presents and monitors the department's approved operating and capital budget.
5. Supervises and interprets departmental policies, rules, regulations and procedures to the County
Administrator, department directors, division managers, supervisors and employees.
DIRECTOR - FACILITIES MANAGEMENT - Continued
REQUIREMENTS:
A. Training and Experience
Bachelor's degree in business, public administration, construction or engineering, supplemented with a
minimum of five (5) years related work experience, including three (3) years local government and
supervisory experience. Equivalent combinations of education and experience may be considered.
B. Knowledge. Abilities and Skills
Knowledge of modern management methods and practices.
Knowledge of the laws, codes, ordinances and policies applicable to the Facilities Management function.
Knowledge of the organization, functions, policies, laws and administrative procedures of local
government.
Knowledge of budget preparation, analysis and administration.
Ability to make organizational and service improvements through innovation.
Abilitv to communicate clearly, orally and in writing.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to establish and maintain effective working relationships with others.
Ability to organize and effectively present oral and written reports, findings and recommendations.
EXEMPT
Position:
Incumbent:
Reports To:
Dept/Office:
Division:
Section:
POSITION DESCRIPTION
DIRECTOR - TRANSPORTATION
L. Mau
County Administrator
Transportation
CHARACTERISTICS OF THE CLASS:
Job Code: 133-000
Pav Grade: 30
Date:
Analyst:
Reviewed By
Approved By
10/07/95
D.F. Austin
L. Mau
E. Padgett
This position is accountable for professional, administrative, creative and supervisory direction of the Transportation
Department. This position along with other department heads reports directly to the County Administrator.
Reporting directly to this position is an Administrative Coordinator, Transportation Systems Division Manager and
Transportation Operations Division Manager. Work assignments are received orally and in writing and are
performed with considerable latitude and independence in judgment and decision -making within established
policies, procedures, rules and regulations, laws, and guidelines. Work is reviewed through observation,
conferences, reports, periodic inspection and for results obtained. Performs other work as requested.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. The essential job functions for positions are identified and
included with the personnel requisitions submitted by the departments/offices.
EXAMPLES OF DUTIES:
l . Plans, directs and manages the activities of the Transportation Department which includes engineering
standards for all public highway facilities and other related facilities providing services to the public.
2. Develops work programs, practices, procedures and policies for improving the effectiveness of
transportation engineering, highway field operations, land acquisition, traffic, transportation capital
program development and fleet services operations.
3. Oversees work schedules for in-house Engineering and Field Operations.
4. Assures the acquisition of right-of-ways, easements and other lands needed for public purposes.
5. Maintains liaison with Federal, State and local governmental agencies, engineering consultants and
contractors.
DIRECTOR - TRANSPORTATION - Continued
REQUIREMENTS:
A. Trainina and Experience
Bachelor's degree in civil engineering or related discipline and ten (10) years of related engineering and
transportation management experience in a state, county or local government setting. A Master's degree
and eight (8) years of experience in the above areas may be considered. Must possess a current Florida
Professional Engineer Certificate or Professional Engineer Certification from another state with ability to
obtain Florida Professional Engineering Certification within six (6) months of employment.
B. Knowledge, Abilities and Skills
Knowledge of modern management methods and practices.
Knowledge of Land Development code, Comprehensive Plan and FEMA regulations applicable to
transportation, transportation engineering, and the urban transportation planning process.
Knowledge of capital improvement programming and comprehensive planning in the area of transportation.
Knowledge of the organization, functions, policies, laws and administrative procedures of County
government.
Knowledge of budget preparation, analysis and administration.
Ability to plan, assign, direct and evaluate the work of subordinates.
Ability to establish and maintain effective working relationships with others and to organize and effectively
present oral and written reports, findings and recommendations.
Ability to plan and direct the work of a large staff of employees, consultants, contractors, and maintain
effective working relationships with staff, other departments and the public.
EXEMPT
POSITION DESCRIPTION
Job Code: 188-002
Pav Grade: 24
Position:
FLEET SERVICES DIVISION MANAGER
Date:
05/02/03
Incumbent:
R. Schulhofer
Analyst:
I. Shepard
Reports To:
Transportation Director
Reviewed By:
R. Shulhofer
Department:
Transportation
Approved By:
L. Mau
Division:
Fleet Services
CHARACTERISTICS OF THE CLASS:
Under direction of the Transportation Director, or designee, performs various duties as manager of the county -wide
Fleet Maintenance Division which functions at three (3) locations throughout the County. Duties include fleet
maintenance management of transit buses, EMS ambulances, heavy equipment, light road vehicles and related
vehicular equipment. Responsibilities include developing and maintaining comprehensive, cost effective programs
for related maintenance and fleet replacement, including cost effective options and bid specifications. Work is
performed independently and is reviewed for quality, responsiveness, and results obtained.
Note: The job duties illustrated are intended only as examples of the type of work performed by incumbent(s)
assigned to the classification. Omission of specific duties does not exclude them from a position if the duties are
similar, related, or a logical assignment to the position. Duties that are not normally performed by the classification
may be occasionally or temporarily assigned based on departmental needs. The essential j ob functions for positions
are identified and included with the personnel requisitions submitted by the departments.
EXAMPLES OF DUTIES:
Maintains authorization/assignment file for all County vehicles, buses, ambulances and vehicular
equipment. Coordinates with Asset Management and departments.
2. Prepares and manages budget for Fleet Services.
Recommends order of priority and selection of replacement equipment, buses and ambulances; oversees
preparation and processing of requisitions for replacement or purchase of light vehicle fleet.
4. Manages the County vehicle replacement fund and contract maintenance program by determining charge
rates for seventy plus classes of vehicles/equipment; supervises the billing process; recommends vehicle
maintenance and replacement budgets for assigned vehicles.
Responsible for preparation of specifications for County vehicles and equipment, assures new vehicles
meet specifications; recommends vehicles/equipment for disposal based on usage, age and condition.
Supervises vehicle/equipment maintenance scheduling program and associated documentation: authorizes
commercial work requirements for County vehicles/equipment.
Responsible for registration and licensing of County vehicles.
Supervises Fleet administration activities: responsible for securing property assigned to Fleet Services.
FLEET SERVICES DIVISION MANAGER - Continued
9. Gathers and analyzes statistical and financial data regarding all facets of Fleet operations; maintains the
Fleet Maintenance Management System.
10. Performs other duties as requested.
A. Training and Experience
Bachelor's degree in Business Administration, management, or related field. Minimum of ten (10) years
fleet work experience. Fleet -type work experience in a diverse equipment setting desired. Minimum of
three (3) years management experience, including budget preparation and finance. Minimum of three (3)
years supervisory experience. Equivalent combinations of education and experience maybe considered.
B. Knowledge Abilities and Skills
Knowledge of automotive mechanical and electronic principles.
Knowledge of the principles and practices of supervision.
Knowledge of budgetary development, administration, cost accounting and controls, and
revenue/expenditure projections and controls.
Knowledge of environmental requirements regarding disposal and handling of oils, lubricants, coolants,
refrigerants, and parts exposed to such materials.
Knowledge of OSHA safety requirements and application to sites.
Knowledge of, and ability to understand and manage, an automated Fleet Maintenance Management
System.
Knowledge of, and ability to manage, an internal service fund, including fleet pool management, financial
management and capital replacement programs.
Ability to plan, assign, direct, prioritize, and evaluate the work of subordinates.
Ability to establish and maintain effective working relationship with co-workers, County officials and the
general public.
Ability to communicate clearly and effectively, orally and in writing.
MARTIN COUNTY
Linda Cam.plin - county_ administrator.rtfz_ �
COUNTY ADMINISTRATOR
MAJOR FUNCTION
Highly responsible administrative and management work directing and coordinating all phases of
County government functions and activities under the direction of the Board of County
Commissioners.
ILLUSTRATIVE DUTIES
County Administrator is responsible for the administration of all departments responsible to the
Board of County Commissioners and for the proper administration of all affairs under the
jurisdiction of the Board.
Administers and carries out the directives and policies of the Board of County Commissioners and
enforces all Orders, Resolutions.. Ordinances.. and Regulations of the Board to insure that they are
faithfully executed. Reports to the Board on action taken pursuant to any directive or policy within
the time set by the Board. Provides an Annual Report to the Board on the state of the County. the
work of the previous year. and any recommendations for actions or programs.the Administrator
deems necessary for the improvement of the County and the welfare of its residents.
Provides the Board, or individual members upon request.. with data or information concerning
Countv Government. Provides advice and recommendations on County Government operations to
the Board.
Prepares and submits to the Board for its consideration and adoption an Annual Operating Budget. 4
Capital Budget, and a Capital Program. Establishes the schedules and procedures to be followed b�
all county departments. offices. and agencies in connection with the budget. and supervises and
administers all phases of the budgetary process.
Supervises the care and custody of all County propem .
Recommends to the Board a current position classification and Pay Plan for all positions in the
County service.
Develops. installs and maintains centralized budgeting, personnel, legal and purchasing procedures.
Organizes the work of County departments, subject to an administrative code developed by the
administrator and adopted by the Board, and reviews the departments. administration and operation
of the County and makes recommendations pertaining thereto for reorganization by the Board.
COUNTY ADMINISTRATORIPG. 2
Selects. employs and supervises all personnel and filis all vacancies. positions or emplovmeni under
/tmpiax15129y.aw
Lin da Camplin - countyadmmistrator.rtf --�-
the jurisdiction of the Board. However, the emplovment of all department heads shall require
confirmation by the Board of Countv Commissioners.
Suspends, discharges or removes anv employee under the jurisdiction of the Board pursuant to
procedures adopted by the Board.
Prepares Agenda for all Board meetings.
Directs the negotiation of leases, contracts and other agreements, including consultant services for
the County.. subject to the approval of the Board. Makes recommendations concerning the nature
and location of County improvements. Assures that all terms and conditions in all leases, contracts
and agreements are performed and notifies the Board of any noted violations.
Orders, upon advising the Board. any agency under the administrator's jurisdiction as specified in the
administrative code to undertake any task for any other agency on a temporary basis if he or she
deems it necessary for the proper and efficient administration of the County government to do so.
Attends meetings of the Board and is authorized to participate in the discussion in any manner.
Performs such other duties as may be required of the Administrator by the Board of County
Commissioners. Includes such additional duties as may be delegated to the Administrator from time
to time. or as may be spelled out in an emplovement contract. Incorporates by reference those duties
defined in Article III, Section 1-31. of the Martin County Code.
KNOWLEDGE. ABILITIES AND SKILLS
Knowledge of administrative and management concepts and practices. Knowledge of financial and
budget matters. Knowledge of modern business methods and procedures as applied to County
government. Knowledge of growth management matters. Knowledge of employee development and
organizational efficiency.
Ability to delegate authority and responsibility. Ability to maintain an efficient organization and to
tr establish and maintain satisfactory work relationships with department heads. County employees and
the public. Ability to communicate effectively with the public. business and civic groups. Ability to
present ideas and programs orally and in writing.
COUNTY ADMINISTRATOR/PG
MINIMUM OUALIFICATIONS
Master's Degree in Business or Public Administration preferred and five years of chiefisenio;
administrative experience. including progressively responsible local government management and
administrative experenc:.
/tmplax15129v.aw
1'
Linda Campfin - assistant_county_administrator.rtf --
ASSISTANT COUNTY ADMINISTRATOR
MAJOR FUNCTION
l administration o
he CountNI
Senior management work in the generaresults County assigned `t
in a functional work groupestablished
Administrator. Responsible for the facilitation of program
by the County Administrator. Member of Executive Leadership Team to shape and realize the vision.
mission and goals of the County. Work involves responsibility for providing consultative leadership to
departments, offering assistance and ideas on implementing strategic objectives. Work is performed
under the broad direction of the County Administrator.
ILLUSTRATIVE DUTIES
Serves as Acting County Administrator as assigned by the County Administrator.
Serves as team leader in facilitating the planning. direction and coordination of functional group
d discusses impacts which cross departmental lines:. provides
programs; identifies major initiatives an
proactive strategies for delivering quality customer service: facilitates interdepartmental communication
and team based problem resolution.
Serves as administrative liaison to department directors; meets with directors to provide assistance and
ideas on implementation of strategic objectives: provides a resource to Directors for handling difficult
personnel issues.
Reviews programs in progress of assigned groups, and recommends new programs: conducts studies and
surveys as an aide in assuming maximum utilization of existing and proposed facilities: prepares and
submits detailed and narrative reports to the maintenance and progress of group programs.
Serves as team leader in implementing strategic objectives which involve multiple departments. Serves
on community task forces and interfaces with community leaders and citizens in collaborative efforts in
support of community and organizational issues.
May directly supervise department directors as assigned.
Performs work related to this job description as required.
KNOWLEDGE. ABILITIES AND SKILLS
Thorough knowledge of the principles and practices of public administration. and managemenl.
ynamics including intergovernmental relations.. civic organizations
Thorough knowledge of community d
and special interest groups. Thorough knowledge of the organizational structures. functions. operations.
objectives and goals of county government.
Abilin to manage staff in the implementation of varied programs. Ability to identify. analyze and
resolve administrative issues and render advice and assistance. Ability to express oneself clearly and
concisely. orally and in writing. Ability to facilitate teams and work groups in the resolution of issues
and realization of goals and objectives. Abilin to exercise leadership in a team -based management
environment. Abilin to encourage and foster customer service focus. employee development and
evelopment. integrin.
empowerment. commitment to environmental preservation and sustainable d
2
Linda Camplin - assistant_county_administrator.rtf -
professionalism and responsibility at all organizational levels Ability to develop and maintain effective
working relationships at all levels of the organization and with community leaders and the public in
general.
Skill in the use of media presentation equipment, computers and related software packages.
Strong leadership, management. communication, teambuilding and decision making skills, standards of
ethics and personal integrity.
PHYSICAL DEMANDS
While performing the duties of this job, the employee is frequently required to sit; use hands to
finger, handle, or feel; and talk or hear. The employee is occasionally required to stand; walk;
and reach with hands and arms. The employee may lift objects weighing upto 25 lbs. May sit in
one position at computer for long periods of time using a computer keyboard..
WORK ENVIRONMENT
Works in a normal office environment.. occasionally works offsite at various meetings.. events indoors
and outdoors.
ASSISTANT COUNTY ADMINISTRATORIPG. 2
MINIMUM QUALIFICATIONS
Graduation from an accredited four (4) year college or university with a degree in Public Administration.
Business Administration or a related field and minimum of five (5) years public administrative
experience with a minimum of three (3) years senior management experience. Masters degree in Public
or Business Administration or related field is preferred..
March. 2000
Updated July 2006
Non -Bargaining Unit
Exempt
At Will
Essential Personnel
Linda Camplin - purchasing_ administrator.rt
PURCHASING ADMINISTRATOR
(Reclassified March, 2004 - see Purchasing Agent)
MAJOR FUNCTION
Responsible technical and supervisory work administering the Martin County purchasing program.
Responsible for administering and coordinating the procurement of supplies. materials, services. and
equipment for the County.
ILLUSTRATIVE DUTIES
Plans, organizes and manages the procurement, storage. distribution.. inventory, and disposition or
materials, supplies, and equipment: supervises professional, technical and clerical staff engaged in such
activities: and reviews purchase requisitions and determines method of purchase. Coordinates the
inventory, management and utilization of County real property.
Prepares and supervises the preparation,. solicitation and opening of requests for proposals and bid
documents for the procurement of professional services, equipment.. and major material and supply
orders. Participates in the negotiation of prices and services.. where appropriate. Supervises contract
administration.
Develops policies and procedures to ensure cost effective results from qualified vendors:. coordinates
requirements of multiple departments to assure uniform and consistent procedures and best price based
upon total County volume requirements: monitors open purchase orders and contracts for performance
and completeness: administers County and state purchasing requirements and ensures compliance by
County staff.
Performs work related to this job description as required.
Serves as essential staff as defined in the Administrative Directed Policy cwd03o.009.
KNOWLEDGE. ABILITIES AND SKILLS
Thorouah knowledge of business methods. markets and purchasing practices and procedures. Thorough
knowledge of laws and regulations relating to public purchasing programs. Knowledge of the variety of
materials. supplies and equipment used in the public sector. Knowledge of accounting principles as they
relate to procurement. storage. inventory and disposition of materials. supplies and equipment.
Knowledge of standard office procedures.
Ability to communicate clearly and concisely. both orally and in writing,. Ability to establish and
hips with vendors. County employees and officials. associates. and
maintain effective working relations
the public. Ability to effectively supervise subordinate staff.
rtf
Linda Camplin - purchasing_administrator-
PURCHASING ADMINISTRATOR/PG. 2
MINIMUM QUALIFICATIONS
Graduation from an accredited college or university, with a degree in Business or Public Administration.
Six years of related experience. including two years of supervisory experience. Possession of a valid
Florida Driver's license as required for the position.
A comparable amount of training and experience may be substituted for the minimum qualifications.
Updated July 2003 (`'essential staff')
March 1999
n - HRAdministrator.
HUMAN RESOURCES ADMINISTRATOR
�i
MAJOR FUNCTION
t of the Human Resources Division.
Highly responsible professional administrative work in the managemen
Responsible for planning, organizing, and directing the activities of Human Resources and Risk
I
Management functions to include negotiation and dispute resolution responsibility with the International
Public Employees United {PEU}; performance appraisal and
Association of Fire Fighters {IAFF} and the
corrective discipline; compensation and classification
diberseytplalnnlingnrec uitment &select on9 human
Equal Employment Opportunity (EEO) & workforce
resource information systems (HRIS); policy & procedure management; organization training &
romote an
development. Serves as senior human resource advisr fII ofaselry ices for employees andp
rtn County departments topthe c tize sd
implement Human Resource solutions that improve thequality
of Martin County. Exercises a high degree of discretion, initiative. and independent judgment.
ILLUSTRATIVE DUTIES
Oversees the County's comprehensive human resources program. including all aspects of human resources
management and risk management administration.
Exercises leadership and provides advice in the development and implementation of human resources policies.
procedures. and programs.
Develops. manages, and carries out programs and tasks to improve employee and organizational effectiveness and to
meet goals. inciudin<_ recruitment and selection, performance management. training and development.
emploveeilabor relations. classification and compensation. benefits administration. safety. and wellness.
Administers liability. workers' compensation, loss control. and risk management functions.
Prepares and manages division budget.
Leads and directs HR Division staff and operations
Conducts and/or oversees investigations and research projects.
Responds to public and employee inquiries.
Represents the department, division. and County at meetings. conferences. and negotiations.
Performs wort: related to this job description as required.
KNOWLEDGE. SKILLS, AND ABILITIES
Knowledge of the principles and practices of management as applied to Human Resources programs in the public
sector. hnowledge of current principles and practices of human resources management. including recruitment and
selection. performance management. training and development. employee/labor relations. classification and
compensation. benefits administration, safety. workers' compensation, risk management. collective bargaining. equal
employment. and unemployment compensation. hnowledge of federal. state. and local legislative. regulatory. and
judicial requirements applicable to the area of human resources management.
Excellent interpersonal and creative problem solving shills. Good written and oral communication skills. including
experience in public speaking.
Ability to plan. direct. and supervise the work of subordinate employees: ability to establish and maintain effective
working relationships: ability to communicate effectively orally and in writing.
m ......�. �.
Linda 69mPlin - HRAdmmistrator.rtf _
HUMAN RESOURCES ADMINISTRATOR
MINIMUM Ll0 ALIFICATIONS
Bachelor's degree from an accredited four year college or university in Human Resources Management. Public
Administration, Business Administration, or related field. Six vears professional human resources experience with
at least five years in a leadership role. PHR or SPHR certification. Local government human resources experience
preferred. Master's degree in above fields preferred
Non -Bargaining
FLSA Exempt
At Will
Essential Staff
August, 2000
Revised June, 2006
2
Linda Carnplin - county_attorney.rtt
COUNTY ATTORNEY
MAJOR FUNCTION
Responsible for administrative and professional legal work in providing legal counsel to the Board of
County Commissioners.
ILLUSTRATIVE DUTIES
d renders legal assistance. opinions and advice as
Attends Board of County Commissioners meetings an
requested: represents the County Commission in all legal matters. including the bringing and defending
of suits: confers with County Commissioners, departments. officers of
in reference to legal
questions, provides oral and written legal opinions, advice and guidance.
Reviews all documents of legal significance before submission to the Board of County Commissioners
for Board action, including each agreement. contract, deed, bo from County Officers and employees foes
of police: drafts contracts and resolutions; receives allrequests
legal opinions: prepares and reviews legal documents: assigns wort: to the legal staff.
Participates in and supervises the conduct of the legal affairs of the Board of County Commissioners
including contract negotiations. administrative review, legislation and litigation; as requested, drafts
special legislative acts or legal documents: may be required to make field inspections of matters
requiring legal opinions. advice or guidance.
Performs wort: related to Job description as requested.
KNOWLEDGE. ABILITIES AND SKILLS
Extensive knowledge of the statutory and constitutional law of the State of Florida. especially as these
apply to County Government. Thorough knowledge of judicial procedures and the method and practices
of pleading and the effective techniques and presentation of cases. Considerable knowledg of County
operations and administration with particular emphasis relati ', to their legaland psignticesancof legal
e, and
interrelated functions. Considerable knowledge of the principles.
research. Ability to draft legal instruments, propose legislation and related ordinances. resolutions. and
policies. Ability to analyze, appraise and organize legal facts. evidence and precedents concerned in
cases. Ability to present such material orally and in writing in clear logical form. Ability to establish
and maintain effective working relationships with officials. the court. employees and the general public.
COUNTY ATTORNEY/PG. 2
Linda Camplm - county_attorney.rtf
MINIMUM QUALIFICATIONS
Possession of a Juris Doctorate from an accredited law school. Member of the Florida Bar. Experience
as a practicing attorney with specific experience in Florida local government law.
March 1999
2
i
Linda Camplin -Solid Waste Administrator.doc
SOLID WASTE ADMINISTRATOR
MAJOR FUNCTION
Responsible managerial and administrative position in planning, organizing, budgeting.
directing and coordinating countvwide solid waste programs. Position requires
independent judgment and is performed under the general direction of the Utilities &
Solid Waste Director.
ILLUSTRATIVE DUTIES
Develop policies, plans, standards. operations and exercises general supervision through
subordinate supervisory personnel. Oversee the operational aspects of solid waste
handling/disposal/transfer station facilities and household hazardous waste program to
ensure sound fiscal management. Oversee efficient utilization of facilities, personnel and
equipment and ensure compliance with all federal.. state and local requirements.
Administers solid waste/recyclable material franchise agreements to include negotiations
of service levels and fees. Prepares and administers Division's budget. Prepares annual
solid waste non -ad valorem assessments.
Writes and administers grant applications. Prepare agenda items and resolutions.
Provide written educational materials to public regarding Division programs.
Make presentations to BCC. homeowner associations. civic and educational groups and
other agencies are required. Participate in inter -departmental teams and committees.
Participate in inter -departmental teams and committees. Support Comprehensive Plan
goals and objectives.
Performs related duties as required.
KNOWLEDGE. SKILLS AND ABILITIES
Knowledge of the principles and practices of management as applied specifically to solid
waste programs, operations. Ability to prepare technical reports. Knowledge of modern
methods. materials and techniques related to landfill and/or transfer station operation and
reuse programs. Knowledge of federal. state. local laws and regulations.
Ability to establish. supervise and maintain effective working relationships with
subordinates, other governmental agencies.. County officials and the general public.
Ability to communicate effectively. orally and written. Ability to develop contracts.
agreements. amendments and special assessments. Ability to develop contracts,
agreements. amendments and special assessments. Ability to organize, plan and direct
resources in a manner consistent with departmental goals and objectives. Ability to
exercise independent iudgment in arriving at conclusions.
2',
Linda Campiin - Solid Waste Administrator.doc
Solid Waste Administrator
Paae 2
MINIMUM )UALIFICATIONS
Graduation from an accredited college °rrelat d fiteldstand m nimumth major sof eighte in iyears ronmental
management, business administration o
progressively responsible experience in solid waste operations including at least five
years in a management or supervisory capacM'. Possession of a valid State of Florida
drivers license as required for the position.
An equivalent combination of training and experience may be substituted for the
minimum qualifications.
March 1999
Revised August 2000
Updated Mai 2003
Linda Campiin -mosquito contrU administrator.rtf —
MOS UITO CONTROL ADMINISTRATOR
MAJOR FUNCTION
Responsible, professional and administrative work in planning and managing a Mosquito Control
Division.
ILLUSTRATIVE DUTIES
Supervises. directs, plans and coordinates activities and personnel in the Mosquito Control Division.
Conducts entomological and ecological investigations as may be indicated for program needs and takes
corrective action as necessary within budgetary limitations. Investigates mosquito nuisance complaints.
Manages the Division in accordance with the standard policies prescribed by the Board of County
Administrative codes. the State Department of Agriculture and
Commissioners, Florida Statutes and
Consumer Services. and applicable Federal Regulations. Manages arthropods control activities such as
impoundment management. biological control. adulticiding and larviciding. Manages aquatic weed and
riEht of way activities.
Develops budget requirements for the Division and prepares an annual detailed wort: plan budget.
Prepares proposals and reports for mosquito control projects. Establishes performance criteria for field
observations. inspections and control. Develops record keeping procedures and prepares reports of
division activities as required. Develops innovative solutions to mosquito and aquatic weed control.
Establishes and maintains effective working relationships with the public. supervisors.. and employees.
Handles personnel problems that may arise and recommends solutions.
Attend and make presentations a conferences and professional meetings . Address civic organizations
and other public or private groups on subjects relative to mosquito control. its projects and/or programs.
Performs work related to this job description as required.
KNOWLEDGE, ABILITIES AND SKILLS
Knowledge of modern techniques. methods.. procedures, principles and practices of all phases of
mosquito control and personnel. finances, general office and business administration and the ability to
apply them. Knowledge of the use and care of all types of mosquito control tools. equipment.
instruments and supplies.
Ability to make decisions based upon professional judgement. need and cost effectiveness. Ability to
develop. prepare. and present long range mosquito control plans and programs.
Ability to prepare written technical reports. cost estimates and account records.
2
Linda Camplin - mosquito_ control admrrnstrator.rtf = —
. street
Ability to follow federal and state pesticide labels. o bof se�erallize emplo eespAbilitylto follow maps.
rittend
aerials. Ability to plan. assign and supervise th
and oral instructions. Considerable tact with the public. Good physical condition. Supervisory ability.
MINIMUM QUALIFICATIONS
asic sciences ento moi0g)'. Or
Graduation from a four year collega aruat c weed principles.
iples� Six (6) gee in bears of experience in mosquito
biology. Knowledge of arthropod an9 License
control. Completion of Florida State
Cert
within six (6) months of hire, and the State oficat�Florida Mosquito on in Aquatic eCoed norolrol dDirectors examinatiPublic lon within
eighteen months of hire. Must have a valid Florida Driver's License and a good driving record.
Revised 2001
Revised 6/2002
Non - Bargaining
Exempt
1
da Camolin - librarydirector.
LIBRARY DIRECTOR
MAJOR FUNCTION
Highly responsible administrative work in planning, organizing. and directing the County Library
Svstem.
ILLUSTRATIVE DUTIES
Organizes and administers the County Library Program. Coordinates cooperative practices among
participating libraries. Serves as Technical Library Advisor to the Library Advisory Board and County
officials. Plans Library Development Program and initiates it in accordance with accepted policy.
Directs preparation of budgets and approves all major expenditures in the acquisition of library
collections and equipment: administers personnel policy. Consults with citizens. department heads and
other officials of municipal. county. state and federal governments in order to coordinate county wide
development program. Addresses groups and prepares reports and informational articles concerning the
library program. Attends professional conferences and institutes.
Performs work related to this job description as required.
KNOWLEDGE, ABILITIES AND SKILLS
Knowledge of the principles, practices and methods of library science. development and administration.
Knowledge of library materials and methods. Knowledge of community organization and public affairs
Ability to plan. organize and direct library programs and activities. Ability to interpret community
interests and needs and plan for library services. Ability to establish and maintain effective work
relationships with other employees and public community groups. Ability to analyze facts and exercise
judgment in decision making.
MINIMUM UQ ALIFICATIONS
Master's Degree in Libran Science from a college or university accredited by the American Library
Association. Six (6) years experience in multi -service library system: thorough administrative and
supervisory experience.
A comparable amount of training or experience may be substituted for the minimum qualifications.
March 1991)
hmpiax15129w.ay.
Linda Camplin -
anti recreation director At Will J6.rtf
PARKS AND RECREATION DIRECTOR
MAJOR FUNCTION
lanning, development, and administration of the County's parks and recreation
Directs the management, p
programs including construction of facilitiesdLands Prog am grounds maintenance..
is conducted underthe direction
administration of the Environmentally Sensitive
of the County Administrator.
ILLUSTRATIVE DUTIES
Directs and coordinates planning. construction and development activities within County -wide parks
including construction. repair and modification of park equipment and facilities.
Directs and coordinates the work of contractors and subcontractors and funds disbursement for capital
improvement projects within the County's parks system.
e planning. development and administration of County -wide recreation
Directs and coordinates th
programs and activites.
in the maintenance of grounds. beaches and facilities in County -
Directs the Parks Maintenance Division
wide parks.
Directs the Park Planners in Park Design and grants applications for proposed parks improvement
projects.
Directs and coordinates the planning. development and
administration of .the Environmentally Sensitive
Lands Programs including land management and public
Directs and coordinates the preparation of the operating budgets for parks.
Upon request, provides assistance and advice on district park design and construction.
Performs wort: related to this job description as required.
KNOWLEDGE. ABILITIES AND SKILLS
Knowledge of the principles and methods of construction and maintenance of public parks facilities.
Knowledge of materials, methods. and practices in the construction. repair and maintenance of parks,
equipment and facilities. Knowledge of landscape principles and plant materials. Knowledge of the
principles and practices of Recreation programming and administration.
Knowledge of the principles of public and business administration.
Iimwax15129Q.av:
Linda Camplin - par�Ks_and _recreatio1. n_director At Will Go.rtf
PARKS AND RECREATION DIRECTORIPG. 2
Knowledge of and ability to work within applicable Federal and State legislation. local statutes and
ordinances and rules and regulations of regulatory agencies.
Ability to research funding availability and requirements. write applications for, and administer grants
within area of responsibility.
Ability to establish and maintain effective relationships with employees, public officials. other public
agencies and the general public. Ability to plan, lay out and administer the work of professional
technical and maintenance personnel. Ability to express oneself effectively orally and in writing.
Skill in the use of computers and job related software packages and public presentation equipment.
WORK ENVIRONMENT
Works in a normal office environment, occasionally works outside the office attending
meetings or functions inside and outside or in the County -wide parks systems reviewing
operations and facilities
PHYSICAL REQUIREMENTS
Must be able to sit, walk, and stand for long periods of time. Must be able to operate
computer and keyboard for long periods of time. Must be able to bend, stoop, reach. turn and
lift/carry objects weighing up to 20 lbs. Must have vision capable of color and depth
perception.
MINIMUM QUALIFICATIONS
Graduation from a four year college or university with a degree in Parks and Recreation, Public
Administration or closely related field. Five (5) years progressively responsible or expansive experience
in related parks management or administrative work, A Masters degree in a closely related field is
preferred.
March 1999
August 10.. 2006
FLSA Exempt
At Will
ltmpiax15129a.av
Linda Camplin - airport_director.rtf���
AIRPORT DIRECTOR
MAJOR FUNCTION
Responsible professional management work in the administration and coordination of all
planning and development of the Martin County Airport
activities related to the operation,
facility under the direction of the County Administrator.
ILLUSTRATIVE DUTIES
Develops, submits for action, implements and administers plans and policies. Recommends
priorities for both short and long term development. Directs and monitors compliance with all
a
P and capital
tin_ a
s annual operating P
applicable federal state. and local laws and regulations. Prepare p
project budgets and monitors compliance.
lic. press., aviation community, advisory committees, public
Represents the Airport to the pub
oruanizations and appropriate government entities. Negotiates and administers leases and
Fixed Based Operators. Negotiates leases and monitors all
provides effective liaison with the
other rental properties and users of the facility. Initiates and inspects all maintenance, preventive
maintenance and safety and security measure programs.
Initiates FAA grant projects and monitors the major construction resulting from those grant
projects. Coordinates directly with the FAA all non-standard activities, airport closures. airport
certification. traffic patterns and operations: maintains records of airport operations and prepares
reports. Performs work related to this job description as required.
KNOWLEDGE. SKILLS AND ABILITIES
Knowledge of the principles and practices of modern airport management acquired through
verifiable work experience and education.
Skill in the application of leadership. organizational and business management
principles.
Ability_ to communicate effectively and in writing. Ability to analyze and interpret applicable
laws. regulations and policies and make effective. logical decisions Ability to supervise
personnel and delegate responsibility; ability to organize and plan work. Ability to exercise tact.
discretion. initiative and good judgement: ability to negotiate and monitor contracts and leases
involving a variety of different types of services and facilities.
MINIMUM QUALIFICATIONS
Bachelors degree in Aviation Management. Business or Public Administration or closely related
field: four years experience in airport management or six years of progressiveh responsible
experience in the supervision and operation of an airport facility: possession of a valid Florida
vehicle operator's license of a class appropriate to the position. Completion of Accredited
Airnort Executive (AAE) program is desirable.
A combination of traininL and experience ma.% 00 substituted for the minimum qualification
Linda Cam lin - o-)mmunity services_director.rtf —=
P _—..
COMMUNITY SERVICES DIRECTOR
MAJOR FUNCTION
i
Responsible professional and managerial work, planning and directing the activities and functions of
Community Services including. Cooperative Extension Service, Social Services.. Veterans Service.
ogram, and Administration. The major emphasis of work is
Substance Abuse Treatment Assistance Pr
on the analvsis and planning of diverse issues of community interest. The work requires the exercise of
discretion in achi
eving established goals and objectives in a manner which
mdependentjudgem
ent and builds community consensus. Work is conducted under the general direction of the County
Administrator.
ILLUSTRATIVE DUTIES
Coordinates with divisions in the general operations and delivery of community services to the citizens
of Martin County. Ensures established procedures are followed.
Attends Board of County Commissioners meetings. Makes presentations on a varieny of subjects.
Prepares agenda items, and ensures items are carried through to completion. Reviews divisions agenda
ce with preparation and research when necessarn . Researches a
items for correctnessi provides assistan
variety of subjects and prepares detailed reports.
Researches and analyzes emerging community wide issues. Recommends and executes communit\
consensus building processes for a variety of issues. including those where previous policies do not
exist. Develops and recommends policies to guide a successful community response to new and difficult
challenges.
Reviews and edits grant applications to state and federal agencies. Meets with state and federal grant
administrators/auditors to ensure compliance with regulation. Reviews and/or prepares claims for grant
reimbursement.
Works with divisions in preparing budgets and in the maintenance of monetary controls and the
accounting of appropriations. Reviews and analyzes plans for expansion of existing programs.
Administers the Human Services Grants & Aids Program. Reviews and analyzes request for County
funding, prepares detailed reports in relation to requests and services provided. Meets with directors or
various Human Service agencies.
Acts as staff liaison for advisory boards.
Performs work related to this job description as required.
COMMUNITY SERVICES DIRECTOR/PG. 2
KNOWLEDGE, ABILITIES AND SKILLS
Knowledge of management and administrative practices, principles
of to CommunitySand fiscalKnowledge
management. Knowledge of the lays s. rules and regulationsin the community in relation to the
of contract and protect management. Knowledge of problems with
need for various services and programs.
Ability to plan, organize and direct the activities of employees performing a variety of functions. Ability
to provide leadership and to establish and maintain effective working relationships with employees..
government officials, private organizations. diverse community interest groups. and the general public.
Ability to communicate both orally and in writing.
Skilled in analytical and research techniques. Skilled in consensus building. Skilled in the use of
computers.
MINIMUM QUALIFICATIONS
Graduation from an accredited college or university with major courses in Public or Business
Administration. Social Science. or related field: and a minimum of five (> ) years of progressively
responsible experience in professional and managerial work: including at least three years of
supervisor\ experience: Master's degree and government experience preferred.
A comparable amount of training or experience may be substituted for the minimum qualifications
January. 2001
Linda Camplin -
direc.'or.rtf
GROWTH MANAGEMENT DIRECTOR
MAJOR FUNCTION
Responsible professional and managerial un tv/tnei�hborhood dn directing and a elopment comprehensive planniordinating the activities and ng.
of Growth Management. inc comet
d compliance.
development review, zoning. building, inspection, permitting, licensing, an
ILLUSTRATIVE DUTIES
Reports directly to the County Administrator and presents Growth Management
matters
It rs o t n Board of
rs
County Commissioners and other groups. Acts as the Count} s primary p
of planning and growth management.
Coordinates review process of all development projects and reviews staff recommendations presented to
various boards and commissions. Chairs the Development Review committee (DR
Responsible for the formulation and submission of grant applications to various state and federal
programs.
Supervises the activities involved in issuing of zoning decisions. code violations and building, electrical,
plumbing and mechanical permits. Plans, organizes and directs the activities of professional, technical..
field and clerical personnel engaged in the functions of Growth Management. Leads professional
planning staff in the development of comprehensive, functional and small area plans.
Prepares reports of departmental activities and other reports based on research and study of departmental
operations. Prepares public facilities reports in accordance with the Adequate Public Facilities
Ordinancc.
Performs wort: related to this job description as required.
KNOWLEDGE. ABILITIES AND SKILLS
Knowledge of the laws, rules and regulations, policies and procedures relating to planning, growth
management. development. building and zoning within the County. Knowledge of urban planning.
community and economic development practices and other related urban development matters.
Knowledge of principles and practices of management.
Necessary abilities include personnel motivation. training. and management. effective customer oriented
service. effective decision -malting. superior analytical skills:. excellent oral and written communication
skills. ability to maintain effective working relationships with civic leaders, employees and the public.
MINIMUM QUALIFICATIONS
A Masters degree in Urban or Regional Planning with significant experience in a management capacit}
Ten (l 0) vears of progressively responsible experience in planning and community development.
Member of .American Institute of Certified Planners.
A comparable amount of training or experience may be substituted for the educational requirement.
/Tmp�ax15129o.av
Linda Comphn - general services_manager.rtf �.
GENERAL SERVICES MANAGER
MAJOR FUNCTION
This is highly responsible supervisory and administrative work directing the facility and vehicle
for the County. Under the general direction of the Counn,
operations and maintenance functions
Administrator or designee, incumbent is accountable for all County facilities including Board of
County Commissioners sites, County Jail, Courthouse Complex and Indiantown sites.
ILLUSTRATIVE DUTIES
Plans and directs all County -wide building preventative maintenance.. repairs and renovations;
making adjustments to schedules and priorities as necessary.
Oversees the monitoring of the department's capital and operating budgets:. ensuring materials and
equipment are in conformance to planned facility construction and maintenance.
Directs the operations of the County's vehicle maintenance program; ensuring rate schedules and
staff performance are in keeping with planned objectives.
cility activities with appropriate Federal, state and local
Coordinates compliance of County fa
statutes. codes. ordinances and regulations.
Develops and recommends policies and procedures that are indicative to facility and vehicle
equipment and maintenance.
Directs activities of subordinate supervisory and staff employees; providing leadership. coaching
and performance feedback as necessary.
Performs work related to this job description as required.
KNOWLEDGE. SKILLS AND ABILITIES
Knowledge of the principles, methods. materials and equipment utilized for facility construction and
maintenance as well as vehicle maintenance. Knowledge of Federal. state and local statutes. codes.
ordinances and regulations regarding employee safety. occupant accessibility and occupant safety.
Knowledge of the various building and technical trades including occupational hazards and safety
precautions. Knowledge of indoor air quality issues and regulations.
Ability to manage multiple activities and projects. Ability to adapt available tools and repair pans to
specific repair problems with appropriate training of employees. Ability to develop. read and
interpret construction and maintenance plans and specifications. Ability to make detailed technical
inspections and to enforce regulations firmly. tactfully and impartially. Ability to plan. assign and
upervisors and staff. Ability to communicate effectively. both
evaluate the work of subordinate s
orally and in writing.
GENERAL SERVICES MANAGER/PG. 2
_.� 2
Linda Camplm - general services_manager.rtf —
MINIMUM QUALIFICATIONS
Completion of an Associate's Degree in Civil or Mechanical Engineering or closely related field or
completion of equivalent education from an accredited vocational or technical institution and ten
(10) years of responsible experience in facility or vehicle maintenance preferably within a
govermnental environment including three (3) years in a supervisory or administrative level.
Possession of a valid State of Florida operator's license.
An equivalent combination of training and experience may be substituted for the minimum
qualifications.
March 1999
--- -
Linda Camplin - emergency services director.rtf—
EMERGENCZ' SERVICES DIRECTOR
MAJOR FUNCTION
Highly responsible administrative and supervisory work directing a major department of County
Government which is concerned with Public Safety (Fire. EMS. Marine Safety, Communications,
Radiological Preparedness). Serves as Senior Fire Official for County.
ILLUSTRATIVE DUTIES
Formulates programs and provides resources, policies, procedures and administration to effectively
perform the administrative function of the department. Selects employees for the staff of the divisions.
Plans. coordinates and organizes the personnel and administrative staff of the divisions.
Establishes and maintains such records. statistics, reports and controls as necessary to insure compliance
within the administrative function of the department and the applicable laws, policies,. ordinances,
resolutions. directives and regulations.
Evaluates and recommends to the County Administrator, programs, policies, procedures and methods to
increase the efficiency and effectiveness of the administrative function of the department. Prepares and
reports to the County Administrator and the Board of County Commissioners an annual estimated
ntrols over the established
budget for implementation each year. Develops and maintains management co
budget for the divisions. Investigates federal and state sources of financial assistance and grants and
prepares necessary applications.
Recommends to the County Administrator, laws, policies. ordinances. resolutions, directives and
regulations needed to increase the efficiency and effectiveness of theadministrative function of this
division.
Supervises and directs all aspects of Emergence incidents to include firefighting. natural and/or
manmade disasters or any threat to public safety.
Performs work related to this job description as required.
KNOWLEDGE. ABILITIES AND SKILLS
Knowledge of the principles of management and their application to public administration. Knowledge
of the principles and practices of public and business administration.
EMERGENCY SERVICES DIRECTOR/PG. 2
Ability to acquire considerable knowledge of the laws. ordinances. rules and regulations effective in the
Linda Camplin - emergency_services_director.rtf
county. relating to Public Safety. Ability to delegate authority. and to plan, organize and review the
work of subordinate administrative. technical and supervisory personnel in a manner conducive to full
performance and high morale.
Ability to exercise considerable judgement and discretion in establishing, applying and interpreting �
. Ability to establish and maintain effective working relationships
departmental policies and procedures
cials. other governmental agencies and the general public.
with associates, subordinates, public offi
sely. orally and in writing to groups and to individuals.
Ability to express ideas clearly and conci
MINIMUM QUALIFICATIONS
i
Graduation from an approved college or university with a degree in Public or Business Administration.
Five (5) years p rogressively responsible experience in varied administrative work.
erience may be substituted for the minimum qualifications.
A comparable amount of training or exp
March 1999
Revised: October 2001
i Linda Ca
- technicial se
m instrator. rtr
MAJOR FUNCTION
TECHNICAL SERVICES ADMINISTRATOR
(Environmental Services/Utilities)
d technical position in planning.. organizing. directing. budgeting and
Responsible managerial an
coordinating water and wastewater improvements to provide adequate, safe and efficient water and
wastewater service to new and existing development. Work requires independent judgement and is
performed under the general direction of the Environmental Service's Director.
ILLUSTRATIVE DUTIES
Develops policies. standards and specifications for the operations of the Technical Services Division.
Develops policy and reviews policy applicable to growth management as it relates to water and
wastewater resources. Develops concurrency management systems and reviews levels of service to
determine the impact of the proposed development.
Administers the expansion of the water and wastewater system to include the preparation of construction
drawings. specifications, and bid amounts as required. Administers special assessment districts from
inception through final public hearings for extension of water and wastewater service to existing
ion inspection program. Negotiates agreements with developers
developments. Administers a construct
and contracts with consultants.
Prepares the five and ten year capital improvement plan. Prepares the Division's budget and assists in
preparing the Department budget.
Makes presentations before the Board of County Commissioners. homeowners groups and other
agencies as required. Participates in an inter-depanmental committee to review and develop new land
development regulations to be drafted in support of the Comprehensive Plan. Reviews developers plans
for compliance with County and State standards. Performs work related to this job description as
required.
MINIMUM QUALIFICATIONS
Graduation from an accredited college or university with major course work in civil. sanitary or
environmental engineering. Six (6) years administrative and technical experience in public utilitn
construction and maintenance work including at least two years at the supervisory level. Professional
Engineering certification is required. Possession of a valid Florida drivers license of a class appropriate
to the position.
3!99 /home/dvessev iobdescrips/techservadmin
undated 2004
1
Linda Camplin - Utilities Solid Waste Dir 06.doc ----
UTILITIES AND SOLID WASTE DIRECTOR
MAJOR FUNCTION
Highly responsible administrative and management work responsible for the
planning, directing, coordinating, and monitoring operations and activities of the
Utilities & Solid Waste Department. This position works independentiy and reports
directly to the Assistant County Administrator
ILLUSTRATIVE DUTIES:
Administers the potable water, irrigation quality water and sewer utility systems
and solid waste programs; directs through subordinates the planning, scheduling
and coordination of the divisional activities; develops policies, procedures and
priorities to meet established goals.
Guides and directs the activities of the Divisions of Water Supply, Wastewater,
Water Resources and Solid Waste Management towards environmentally sound and
economically efficient water supply treatment and distribution; wastewater
collection treatment and disposal; and solid waste collection, recycling and disposal
programs.
Develops, implements strategic short and long range planning in conjunction with
utility and solid waste master planning; establishes and updates Capital
Improvement Programs to ensure efficient utilization and cost-effective fiscal
planning of the resources of the Department budget in the design, construction,
expansion and renewal of facilities. Pursuit of grant and financial market funding
where applicable.
Provide protection of essential water/wastewater and solid waste supply services to
local residents, protection of the quality of water resources, utilities and solid waste
operations and adhere to regulatory requirements.
Consults with County Administrator, Board of County Commissioners and other
officials to review department operations/activities, review/resolve problems, to
review long range planning with other departments, outside agencies, municipalities
or others as needed.
Represents the Department and the organization with other entities; represents
Utility and Solid Waste Enterprises with regulatory agencies, the general public,
and community organizations; leads public relations efforts. works to resolve
complaints and problems. Attends meetings, serves on committees, and make
presentations as needed.
Fosters/coordinates reiationships with other County departments; plans efforts to
Linda Camplin - Utilities Solid Waste Dir 06.doc
the benefit of entire County organizations; assists with non -utility efforts whenever
possible.
Oversees the operational regulatory reports, technical reports, annual water,
wastewater, solid waste quality reports, developer agreements, consultant contracts,
budget reports, financial statements or other documents.
Maintains a comprehensive, current knowledge of applicable laws/regulations;
maintains an awareness of new procedures, practices, technologies, trends and
advances in the profession; reads professional literature; maintains professional
affiliations; attends conferences, workshops, and training sessions as appropriate.
Performs other related duties as required.
KNOWLEDGE SKILLS AND ABILITIES
Knowledge of the principles and practices of utilities systems management,
including water, wastewater and solid waste management.
Knowledge of all federal, state and local regulatory requirements applicable to
utilio, and solid waste systems management.
Knowledge of the funding process in a municipal environment as related to
budgeting, cost accounting, financial planning and management.
Ability to provide high quality professional and technical advice to the Board of
County Commissioners, County Administrator and County staff on Utilities S Solid
'Waste related issues.
Ability to exercise judgment, decision -making and creativity in the planning,
implementation and coordination of technical and administrative programs.
Knowledge of the principles, practices and procedures of supervision, organization
and administration.
Ability to establish and maintain effective working relationships with the general
public, co-workers, elected and appointed officials and local, state and federal
agencies.
TYPICAL PHYSICAL DEMANDS:
Requires sitting, walking and standing. Occasional kneeling, crouching, bending
over and light lifting.
Linda Camplin - Utilities Solid Waste Dir 06.doc
TYPICAL WORKING CONDITIONS:
Position works in an office environment with regulated temperatures and adequate
lighting.
MINIMUM QUALIFICATIONS
Minimum Bachelor's degree in Civil Engineering or other related field, Master's
degree preferred; supplemented by six (6) years previous experience and/or training
that includes progressively responsible public utility and solid waste operations,
water and wastewater utility designiconstruction, project management, contract
administration, budget administration, and management; or .any equivalent
combination of education, training, and experience which provides the requisite
knowledge, skills, and abilities for this job. Must possess and maintain a valid
Florida driver's license.
August 2006
Non -Bargaining
FLSA Exempt
Linda Camplin - veteran service_supervisor.rtf
VETERAN SERVICE SUPERVISOR
MAJOR FUNCTION
Specialized administrative work advising and assisting veterans in matters pertaining to their rights and
benefits under various federal and state statutes.
ILLUSTRATIVE DUTIES
Manages and supervises the personnel of the Veterans Service Office to assure effective and efficient
service to veterans and their dependents. Maintains communications with the veteran community and all
veteran organizations. Participates in and attends conferences and conventions relating to the field of
veterans' affairs so as to be current and knowledgable on all matters affecting veterans' benefit.
Advises and assists veterans or their dependents in presenting claims for disability compensation,
pension. medical care.. life insurance, burial. vocational rehabilitation, home loans, and other claims for
benefits to which they may be entitled to receive under federal and state statutes. Prepare claim forms
and briefs and assembles necessary documentation to establish the validity of the claim.
Reviews claim information. briefs available records and evidence, and prepares resume's as needed.
Contacts doctors and other individuals relative to furnishing official affidavits and evidence for
individual claimants.
Manages and supervises veterans transportation program. availability of drivers.. coordination with the
Council on Aging, and Martin County Veterans Council. insure safe and reliable transportation for
Veterans to and form the VA Medical Center, I'. Palm Beach.
Preparesand presents talks to civic groups on matters pertaining to veterans' affairs. Prepares. submits.
and maintains operating budget and related records. Makes periodic visits to all veterans organizations
and makes presentations pertaining to new, immediate changes to veterans benefits. Assists the Martin
Countv Veterans Council in preparing for the Memorial Day and Veterans Day programs. Submits
monthly reports as directed.
Performs work related to this job description as required.
Serves as essential staff as defined in the Administrative Directed Policy cwd03o.009.
KNOWLEDGE, ABILITIES AND SKILLS
Knowledge of the laws. rules, and regulations governing veterans' benefits under federal and state
statutes. Ability to exercise good judgment in counseling and in assisting in the solution of veteran's
problems. Ability to enlist and retain the respect. confidence. and cooperation of veterans and veterans
auencies. Ability to supervise and direct the wort: of
Linda Camplin - vetaran service_supervisor.rtf
VETERAN SERVICE SUPERVISOR/PG.
employees. Ability to interpret and enforce various federal and state statutes dealing with veterans'
affairs. Ability to establish and maintain effective working relationships with employees. veterans. their
dependents. civic groups, and the general public. Ability to express oneself clearly and concisely, orally
and in writing.
MINIMUM QUALIFICATIONS
A two year decree from an accredited university, college. or community college or a high school degree
or equivalency diploma and four years of administrative experience.
Must be a veteran who served as a member of the Armed Forces of the United States during a period of
war, who served at least 18 months' active duty in the Armed Forces. and who was separated from such
service under honorable conditions, or the surviving spouse of any such veteran. Any honorable
discharged wartime veteran who was so discharged for service -connected or aggravated medical reasons
before serving 18 months of active duty: who completed a tour of duty other than active duty for
training. regardless of the length of the tour: or who satisfied his or her military obligation in a manner
other that active duty for training or reserve duty shall be eligible.
Must be certified by the Department of Veterans' Affairs as meeting the requirements and qualifications
prescribed by the department, and must attend the State Veterans' Officer Course and be certified as a
CYSO by the Florida Division of Veterans Affairs.
A copy of DD Form 214 and proof of service -connected disability required with application.
Updated July° 2003 ("essential staff')
May. 2001
Linda Camplin - RE: Salary Request
From: "Shelley Nowlin" <snowlin@ircgov.com>
To: "Linda Camplin" <LINDAC@stlucieco.gov>
Date: 9/15/2006 2:53 pm
Subject: RE: Salary Request
The state is taking over our Human Services Dept. I am not sure what
they are calling it. The director of General Services is now over the
remaining employees in Human Services since their director retired about
6 months ago. I am attaching our old job description for the last Human
Services Director. Her hire date was 10/21/85 and her annual pay was
$65016.00, Since our General Services director is now the assuming
director for HS his salary is what was originally given to you. Hope
this makes sense.
-----Original Message -----
From: Linda Camplin [maiIto: LINDAC@stiucieco.gov]
Sent: Friday, September 15. 2006 2.35 PM
To: Shelley Nowlin
Subject: RE: Salary Request
Thank you so much for all your assistance. I have one question, I was
given a salary for a Community Services Person (not the General
Services). Can I have the hire date and the job description. I'm
attaching our job description, so you can see what ours does.
The salary I received for your Community Svcs. was $111,219.00 if that
will help.
Linda D. Camplin
Sr. H. R. Specialist
St. Lucie County Board of County Commissioners
Human Resources Department
2300 Virginia Ave.
Ft. Pierce, FL 34982
(772) 462-1547
Fax: (772) 462-2361
INDIAN RIVER COUNTY
.lob Description
DIRECTOR - HUMAN SERVICES
DEPARTMENT: HUMAN SERVICES
GENERAL DESCRIPTION:
Performs responsible administrative and management work in the planning, direction, and coordination of
the County's welfare programs and Children's Services Network. This is a professional position, working
independently under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree
in Human Services or Social Services and five years of administrative experience with a service
agency, or an equivalent combination of formal education and working experience.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of social welfare work and recognized case work
methods and procedures. Working knowledge of other agencies and their guidelines in order to
accurately refer applicants to the correct agency. Knowledge of applicable laws, rules, and
regulations relating to the public assistance program. Knowledge of lead l aspects of placemern
and related welfare activities. Ability to achieve rapport and to establish effective working
relationships with applicants, their relatives, and other interested persons. Ability to prepare
correspondence and to submit comprehensive reports. Ability to use various office equipment and
machines, including a personal computer and associated software. Knowledge of accounting
principles and ability to prepare and administer grants and budgets.
DIRE TORofHUMANSEP.VICE.IF:
INDIAN RIVER COUNTY
,Ioh Description
DIRECTOR - HUMAN SERVICES
DEPARTMENT: HUMAN SERVICES
GENERAL DESCRIPTION:
Performs responsible administrative and management work in the planning, direction, and coordination of
the County's welfare programs and Children's Services Network. This is a professional position, working
independently under the general direction of the County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Plans, coordinates, and supervises a county program providing recipients with public welfare
assistance and care.
2. Supervises departmental staff and volunteers.
3. Ensures adherence to all public welfare assistance rules and regulations.
4. Responsible for the effective administration of the welfare programs.
5. Counsels with applicants for public assistance to determine eligibility under existing laws and
regulations. Refers applicants to correct agencies for assistance.
6. Prepares communications, oral and written, for other agencies and acts as public relations officer of
the department.
7. Serves on committees, including agencies outside the County's structure.
8. Conducts research and maintains current knowledge of public welfare laws, rules, and reaulations.
9. Prepares and administers grants and budgets.
10. Conducts needs assessments of services for children in the county.
1 l . Assists the Children's Services Network advisory board in developing plans.
12. Records and serves as the official repository for the minutes and documents of meetings of the
Children's Services Network advisory board.
13. Schedules meetings and activities of the Children's Services Network advisory board.
14. Develops the Children's Services Network annual report.
15. Prepares memoranda and recommendations for the Board of County Commissioners on behalf of
the Children's Services Network.
16. Provides assistance in grant writing to nonprofit agencies with Children's Services Network approval..
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required tc
perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree
in Human Services or Social Services and five years of administrative experience with a service
agency, or an equivalent combination of formal education and working experience.
DIRECTOR - HUMAN SERVICES
Knowledge, Abilities and Skills:
F
Knowledge of the principles and practices of social welfare work and recognized case work
methods and procedures. Working knowledge of other agencies and their guidelines in order to
accurately refer applicants to the correct agency. Knowledge of applicable laws, rules, and
regulations relating to the public assistance program. Knowledge of legal aspects of placement
and related welfare activities. Ability to achieve rapport and to establish effective working
relationships with applicants, their relatives, and other interested persons. Ability to prepare
correspondence and to submit comprehensive reports. Ability to use various office equipment and
machines, including a personal computer and associated software. Knowledge of accounting
principles and ability to prepare and administer grants and budgets.
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This lob description is not intended to be and should not be construed as an ali-inclusive list of all the responsibilities, skills, or working conditions associated
with the position, While it is intended to accurately refiect the position activities and requirements, management reserves the right to modify, add, or
remove duties and assign other duties as necessary. This job aescription does not constitute a written or implied contract of employmen�
INDIAN RIVER COUNTY
.lob Description
DIRECTOR - HUMAN SERVICES
DEPARTMENT: HUMAN SERVICES
GENERAL DESCRIPTION:
Performs responsible administrative and management work in the planning, direction, and coordination of
the County's welfare programs and Children's Services Network. This is a professional position, working
independently under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree
in Human Services or Social Services and five years of administrative experience with a service
agency, or an equivalent combination of formal education and working experience.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of social welfare work and recognized case wort:
methods and procedures. Working knowledge of other agencies and their guidelines in order to
accurately refer applicants to the correct agency. Knowledge of applicable laws, rules, and
regulations relating to the public assistance program. Knowledge of legal aspects of placement
and related welfare activities. Ability to achieve rapport and to establish effective working
relationships with applicants, their relatives, and other interested persons. Ability to prepare
correspondence and to submit comprehensive reports. Ability to use various office equipment and
machines, including a personal computer and associated software. Knowledge of accounting
principles and ability to prepare and administer grants and budgets.
DIRE�:TORofHUM ANSERVI::E.IF
INDIAN RIVER COUNTY
Job Description
DIRECTOR - HUMAN SERVICES
DEPARTMENT: HUMAN SERVICES
GENERAL DESCRIPTION:
Performs responsible administrative and management work in the planning, direction, and coordination of
the County's welfare programs and Children's Services Network. This is a professional position, working
independently under the general direction of the County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Plans, coordinates, and supervises a county program providing recipients with public welfare
assistance and care.
2. Supervises departmental staff and volunteers.
3. Ensures adherence to all public welfare assistance rules and regulations.
4. Responsible for the effective administration of the welfare programs.
5. Counsels with applicants for public assistance to determine eligibility under existing laws and
regulations. Refers applicants to correct agencies for assistance.
6. Prepares communications, oral and written, for other agencies and acts as public relations officer of
the department.
7. Serves on committees, including agencies outside the County's structure.
3. Conducts research and maintains current knowledge of public welfare laws, rules, and reauiafions.
9. Prepares and administers grants and budgets.
10. Conducts needs assessments of services for children in the county.
11. Assists the Children's Services Network advisory board in developing plans.
12. Records and serves as the official repository for the minutes and documents of meetings of the
Children's Services Network advisory board.
13. Schedules meetings and activities of the Children's Services Network advisory board.
14. Develops the Children's Services Network annual report.
15. Prepares memoranda and recommendations for the Board of County Commissioners on behalf" of
the Children's Services Network.
16. Provides assistance in grant writing to nonprofit agencies with Children's Services Network approval.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to
perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate dearee
in Human Services or Social Services and five years of administrative experience with a service
agency, or an equivalent combination of formal education and working experience.
DIRECTOR - HUMAN SERVICES
Knowledge, Abilities and Skills:
------Poqe 2
Knowledge of the principles and practices of social welfare work and recognized case work
methods and procedures. Working knowledge of other agencies and their guidelines in order tc
accurately refer applicants to the correct agency. Knowledge of applicable laws, rules, and
regulations relating to the public assistance program. Knowledge of legal aspects of placement
and related welfare activities. Ability to achieve rapport and to establish effective working
relationships with applicants, their relatives, and other interested persons. Ability to prepare
correspondence and to submit comprehensive reports. Ability to use various office equipment and
machines, including a personal computer and associated software. Knowledge of accounting
principles and ability to prepare and administer grants and budgets.
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of ail the responsibilities, skills, or workina conditions associated
witn the position. While it is intended to accuroteiy reflect the position activities and requirements, management reserves the right to modify. add, or
remove duties and assign other duties as necessary. This job description does not constitute o written or impiied contract of employment.
Linda Camolin - RE: Salary Request Page 1
From: "Shelley Nowlin" <snowlin@ircgov.com>
To: "Linda Camplin" <LINDAC@stlucieco.gov>
Date: 9/15/2006 1:31 pm
Subject: RE: Salary Request
Ok, this is what I have for the date of hires and job descriptions.
Some of the job titles differ from what are listed.
County Administrator 6/7/82
Asst. Cty Administrator 2/7/05
Utility Director 8/12/01
OMB Director (Budget Mgr) 5/1/98
Purchasing Manager 10/25/91
HR Director 7/10/06
County Atty 11/16/87
General Services Director 2/22/99
Emergency Services Director 11/4/88
Solid Waste Managing Director 6/16/03
Public Works Director 1/5/81
Veterans Manager 5/6/94
Community Development Director 3/7/83
Library Director 10/1 /86
Recreation Director 10/21/02
Our County Administrator and our County Atty are contracted positions.
-----Original Message -----
From: Linda Camplin [mailto:LINDAC@stlucieco.gov]
Sent: Friday, September 15, 2006 10:05 AM
To: Shelley Nowlin
Subject: Salary Request
In need of DOH and Job Descriptions.
So sorry to have to come back to you for more info, but hope we will be
there for you someday.
Thanking you in advance!
Linda D. Camplin
Sr. H. R. Specialist
St. Lucie County Board of County Commissioners
Human Resources Department
2300 Virginia Ave.
Ft. Pierce, FL 34982
(772) 462-1547
Fax: (772) 462-2361
INDIAN RIVER COUNTY
Job Description
ASSISTANT COUNTY ADMINISTRATOR
DEPARTMENT: ADMINISTRATIVE
GENERAL DESCRIPTION:
Provides direct administrative and management support to the County Administrator. This is a professional
position, working under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Bachelor's degree (Master's
degree preferred) in Public Administration or related field with a minimum of seven years
progressively responsible local government management experience. Experience in Florida local
government preferred.
Knowledge, Abilities and Skills:
Ability to work with other employees at all levels and to adapt to established policies/procedures.
Ability to communicate effectively with County staff, Board of County Commissioners, and public,
both orally and in writing. Ability to deal effectively with everyday problems, situations, etc., and
make sound, fair decisions. Ability to set and maintain priorities. Knowledge of budget preparation
and control.
ASS ISTANTCOUNTYADMINISTRATOR.IR
INDIAN RIVER COUNTY
Job Description
ASSISTANT COUNTY ADMINISTRATOR
DEPARTMENT: ADMINISTRATIVE
GENERAL DESCRIPTION:
Provides direct administrative and management support to the County Administrator. This is a
professional position, working under the general direction of the County Administrator.
ESSENTIAL JOB FUNCTIONS:
l . Assists in the day-to-day operations of County Administration and direction.
2. Coordinates a variety of special projects as directed by the County Administrator.
3. Assists with program evaluation and project management.
4. Conducts research and analysis of County operating and management issues.
5. Assists with budget and capital plan development.
6. Interacts with public officials, County personnel, community organizations, and the public.
7. Performs duties of the County Administrator in his absence.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required
to perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Bachelor's degree
(Master's degree preferred) in Public Administration or related field with a minimum of seven
years progressively responsible local government management experience, or an equivalent
combination of formal education and working experience.
Knowledge, Abilities and Skills:
Ability to work with other employees at all levels and to adapt to established
policies/procedures. Ability to communicate effectively with County staff, Board of County
Commissioners, and public, both orally and in writing. Ability to deal effectively with everyday
problems, situations, etc., and make sound, fair decisions. Ability to set and maintain priorities.
Knowledge of budget preparation and control. Experience in Florida local government
preferred.
Licenses, Certifications or Registrations:
None.
ASSISTANT COUNTY ADMINISTRATOR Page 2
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions
associated with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to
modify, add, or remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of
employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - UTILITIES
DEPARTMENT: UTILITY SERVICES
GENERAL DESCRIPTION:
Performs highly responsible administrative and management work in the planning, direction, and coordination of the
Utility Services Department. This is a professional position, working independently under the general direction of the
County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree with
specialization in civil engineering, public administration, business administration or related subject and several
years of progressively responsible working experience or an equivalent combination of formal education and
working experience. Five years of formal training in water and wastewater treatment required.
Knowledge, Abilities and Skills:
Knowledge of fiscal accounting and records management systems. Knowledge of budget preparation.
Knowledge of county, state, and federal rules and regulations pertaining to utilities services, including but not
limited to water, wastewater, landfill, transfer stations, and registration of private franchise water, wastewater,
cable TV, and solid waste operations. Ability to interpret rules and regulations and communicate clearly and
concisely in correspondence, presentations, and/or dealings with the general public, staff, other departments,
and outside agencies. Ability to oversee the operations of the Utilities Services Department. Ability to
establish rates for county utilities. Ability to supervise staff and oversee the preparation and collection of
assessment rolls, monthly utility bills, and monthly impact fee payments.
Licenses, Certifications or Registrations:
Certificate of Completion in Rate Regulation required.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - UTILITIES
DEPARTMENT: UTILITY SERVICES
GENERAL DESCRIPTION:
Performs highly responsible administrative and management work in the planning, direction, and coordination of the
Utility Services Department. This is a professional position, working independently under the general direction of the
County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Plans, organizes, directs, and coordinates the work of a technical staff and
paraprofessional employees concerned with the construction, operation, and
maintenance of utilities services.
2. Formulates long-range plans and cost estimates pertaining to future expansion of
water, wastewater, landfill, and sewer systems.
3. Registers private franchise water, waste water, cable TV and solid waste operations.
4. Manages County citrus groves.
5. Presents discussions for financing, loan and grant applications, designs and
locations to Board of County Commissioners.
6. Negotiates for land acquisition, contributions by developers, and grant work for water
and wastewater. Creates financing methods which make such expansion practical.
7. Creates rate structures while operating under existing systems of water and waste
water rate structures.
8. Regulates private franchise utilities. Negotiates with developers for land acquisition.
9. Conducts negotiations for takeover of private utility systems.
10. Remains up to date on technical advances and new methods of treatments and
operations of water, wastewater, and solid waste systems.
11. Prepares budgets for utilities operations. Administers expenditure of funds. Installs
cost reduction procedures and methods.
12. Establishes and maintains effective public relations with other departments, the
public, and other agencies.
13. Establishes ordinances for County utilities services.
14. Responsible for developing long-range plans to meet the County's future water,
wastewater, and solid waste disposal needs. Evaluates the adequacy of facilities
and develops priorities for modification or extension.
15. Evaluates the soundness and efficiency of operations and develops and supervises
the repair, maintenance, and installation of facilities.
16. Analyzes costs in relation to revenues in order to determine appropriate rate
structures.
17. Prepares and administers the department's annual budget.
18. Establishes and implements department policies, procedures, and work performance
and safety standards.
19. Coordinates public presentations and information concerning the operation of Utility
Services.
20. Works with federal and state agencies relative to grants and applications.
21. Oversees the monitoring of franchises to ensure compliance with county and state
requirements and regulations.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other
job related duties as required.) Page 2
DIRECTOR UTILITIES
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree with
specialization in civil engineering, public administration, business administration or related subject and several
years of progressively responsible working experience or an equivalent combination of formal education and
working experience. Five years of formal training in water and wastewater treatment required.
Knowledge, Abilities and Skills:
Knowledge of fiscal accounting and records management systems. Knowledge of budget preparation.
Knowledge of county, state, and federal rules and regulations pertaining to utilities services, including but not
limited to water, wastewater, landfill, transfer stations, and registration of private franchise water, wastewater,
cable TV, and solid waste operations. Ability to interpret rules and regulations and communicate clearly and
concisely in correspondence, presentations, and/or dealings with the general public, staff, other departments,
and outside agencies. Ability to oversee the operations of the Utilities Services Department. Ability to
establish rates for county utilities. Ability to supervise staff and oversee the preparation and collection of
assessment rolls, monthly utility bills, and monthly impact fee payments.
Licenses, Certifications or Registrations:
Certificate of Completion in Rate Regulation required
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment and occasionally outside.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated with the
position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or remove duties and assign
other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
BUDGET MANAGER
DEPARTMENT: BUDGET
GENERAL DESCRIPTION:
Performs administrative and supervisory functions relating to budget administration. Working independently under the
general direction of the Assistant County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Approves and processes all purchase requisitions, payment requests, travel advances, and travel vouchers
from County departments.
2. Reviews all payment requests from non -departmental agencies and assists in developing budget policies.
3. Prepares all documentation for budget workshops and public hearings.
4. Assists departments with line transfers, general budget questions, and annual budget requests.
5. Prepares annual budget book by manipulating data from AS 400 to PC level and using word processing,
spreadsheet, and graphics software.
6. Compiles monthly and quarterly unaudited reports and statistical information.
7. Oversees the Substance Abuse Grant.
8. Compiles financial information and researches budget matters.
9. Prepares annual street lighting budget, and prepares and monitors all annual billing for single streetlights.
10. Assists the Director - Management and Budget in duties required in overall budget operations.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other
job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of an Bachelors degree in
finance/accounting and three years of government accounts, finance or budgeting or related working
experience, or an equivalent combination of formal education and working experience.
Knowledge, Abilities and Skills:
Knowledge of accounting and budgeting principles. Knowledge of organizational policies and procedures and
ability to make valid judgments and decisions. Knowledge and practice of organizational and time -
management skills. Knowledge of and ability to use a personal computer with word processing, spreadsheet,
and graphics software. Knowledge of and ability to use various office equipment. Ability to communicate
effectively, both orally and in writing. Ability to interact and coordinate activities with staff, other departments,
and outside agencies. Ability to work additional hours during budget season, including evenings and
weekends.
BUDGET MANAGER Page 2
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated with the
position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or remove duties and assign
other duties as necessary. This job description does not constitute a written or implied contract of employment.
Job Description
MANAGER, PURCHASING
DEPARTMENT: PURCHASING
GENERAL DESCRIPTION:
Performs administrative work in the procurement and disposal of all supplies and services for the Board of
County Commissioners. This is a professional position, working under the general direction of the Director of
General Services.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree
and at least five years experience as a Purchasing Agent, or an equivalent combination of related
formal education and working experience. Experience with public sector budgeting desirable.
Knowledge, Abilities and Skills:
Knowledge of procurement procedures. Ability to negotiate contracts. Ability to communicate
clearly and concisely, both orally and in writing. Ability to maintain effective working relationships
with a variety of people. Ability to read and understand contracts and monitor on -going contracts.
Ability to prepare bids with detailed specifications for capital equipment purchases.
Licenses, Certifications or Registrations:
CPM or equivalent certification.
This job gescriprion is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated
With the position, while it is intended to accurately reflect the position activities ona requirements, management reserves the right to modify, ado, or
remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of employment
INDIAN RIVER COUNTY
Job Desorption
MANAGER, PURCHASING
DEPARTMENT: PURCHASING
GENERAL DESCRIPTION:
Performs administrative work in the procurement and disposal of all supplies and services for the Board of
County Commissioners. This is a professional position, working under the general direction of the Director of
General Services.
ESSENTIAL JOB FUNCTIONS:
l . Procures, or supervises the procurement of, all supplies and service contracts of The County.
2. Transfers or sells surplus supplies or property to other governmental agencies within the County, to
the public by sealed bids or public auction, trades equipment on new purchases, or disposes of
property in any other method consistent with the laws of Florida and this Code.
3. Coordinates and maintains programs for the inspection, testing, and acceptance of supplies or
services.
4. Operates a central warehouse for the purchasing of items which may be more economically
bought and distributed than purchases on an individual basis.
5. Negotiates price, quality, delivery and discounts with Vendors of goods, services and major capital
equipment.
b. Sets up and maintains a competitive bid process for County purchases and services.
7. Develops and maintains purchasing management systems.
8. Supervises small staff and insures efficient flow of work.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to
perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of an undergraduate degree
and at least five years experience as a Purchasing Agent, or an equivalent combination of related
formal education and working experience. Experience with public sector budgeting desirable.
Knowledge, Abilities and Skills:
Knowledge of procurement procedures. Ability to negotiate contracts. Ability to communicate
clearly and concisely, both orally and in writing. Ability to maintain effective working relationships
with a variety of people. Ability to read and understand contracts and monitor on -going contracts.
Ability to prepare bids with detailed specifications for capital equipment purchases.
Licenses, Certifications or Registrations:
CPM or equivalent certification.
MANAGER PURCHASING Page 2
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated
with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, odd, or
remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - HUMAN RESOURCES
DEPARTMENT: HUMAN RESOURCES
GENERAL DESCRIPTION:
Performs a wide range of administrative tasks of considerable difficulty relating to human resources,
employee relations, and labor relations administration. This is a professional position, working independently
under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of an undergraduate degree in
human resources management or related field and several years of human resources experience,
including drafting, policy drafting, labor relations experience and preparing for and participating in
collective bargaining, grievance resolution, and administrative proceedings related to contract
negotiations, or an equivalent combination of formal education and working experience. A
graduate degree and public sector experience are preferred.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of modern human resources administration. Knowledge
of the importance of the human resources function in county government. Knowledge of statistical
concepts and methods. Knowledge of unemployment compensation, insurance programs,
employee benefit programs, and salary management practices and procedures. Knowledge of the
principles and techniques of modern office management. Ability to plan, direct, and coordinate
the work of professional, technical, and clerical subordinates. Ability to establish and maintain
effective working relationships with County employees and the general public. Ability to make
presentations before County agencies. Ability to develop and manage an accurate record
keeping system. Ability to administer records and files on a computer -based management
information system. Ability to express ideas clearly and concisely, both orally and in writing. Ability
to negotiate contracts through collective bargaining.
DIRECTORofHUMANRESOURCES.IR.wpd, 02/10
INDIAN RIVER COUNTY
Job Description
DIRECTOR - HUMAN RESOURCES
DEPARTMENT: HUMAN RESOURCES
GENERAL DESCRIPTION:
Performs a wide range of administrative tasks of considerable difficulty relating to human resources,
employee relations, and labor relations administration. This is a professional position, working independently
under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of an undergraduate degree in
human resources management or related field and several years of human resources experience,
including drafting, labor relations experience and preparing for and participating in collective
bargaining, grievance resolution, and administrative proceedings related to contract negotiations,
or an equivalent combination of formal education and working experience. A graduate degree
and public sector experience are preferred.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of modern human resources administration. Knowledge
of the importance of the human resources function in municipal management. Knowledge of
statistical concepts and methods. Knowledge of unemployment compensation, insurance
programs, employee benefit programs, and salary management practices and procedures.
Knowledge of the principles and techniques of modern office management. Ability to plan, direct,
and coordinate the work of professional, technical, and clerical subordinates. Ability to establish
and maintain effective working relationships with County employees and the general public. Ability
to make presentations before County agencies, Ability to develop and manage an accurate
record keeping system. Ability to administer records and files on a computer -based management
information system. Ability to express ideas clearly and concisely, both orally and in writing. Ability
to negotiate contracts through collective bargaining.
DIRECTORofHUMAN RESOURCES. IR.wpd
INDIAN RIVER COUNTY
Job Description
DIRECTOR - HUMAN RESOURCES
DEPARTMENT: HUMAN RESOURCES
GENERAL DESCRIPTION:
Performs a wide range of administrative tasks of considerable difficulty relating to human resources,
employee relations, and labor relations administration. This is a professional position, working independently
under the general direction of the County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Develops and implements policies on all aspects of human resources administration.
2. Processes and replies to employee grievances; counsels employees and supervisors.
3. Develops and monitors recruiting techniques; develops and administers examinations.
4. Conducts screening interviews of applicants.
5. Plans, coordinates, and supervises the activities of department personnel.
6. Plans, develops, and administers employee benefit programs. Makes policy recommendations to
address problem areas and meet County goals relative to employee benefits.
7. Plans, develops, and administers the County salary management program.
8. Administers EEO/AA programs; submits reports to management, and State and Federal agencies as
required.
rgaining process and negotiates contracts with
9. Represents the County in the collective ba
recognized employee labor organizations.
10. Maintains effective positive employee relations.
11. Coordinates or conducts employee development training programs.
12. Provides motivational programs such as Service Awards and other employee recognition activities.
13. Administratively responsible for Risk Management.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to
perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of an undergraduate degree in
human resources management or related field and several years of human resources experience,
including labor relations experience and preparing for and participating in collective bargaining,
grievance resolution, and administrative proceedings related to contract negotiations, or an
equivalent combination of formal education and working experience. A graduate degree and
public sector experience are preferred.
DIRECTOR HUMAN RESOURCES Page 2
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of modern human resources administration. Knowledge
of the importance of the human resources function in municipal management. Knowledge of
statistical concepts and methods. Knowledge of unemployment compensation, insurance
programs, employee benefit programs, and salary management practices and procedures.
Knowledge of the principles and techniques of modern office management. Ability to plan, direct,
and coordinate the work of professional, technical, and clerical subordinates. Ability to establish
and maintain effective working relationships with County employees and the general public. Ability
to make presentations before County agencies. Ability to develop and manage an accurate
record keeping system. Ability to administer records and files on a computer -based management
information system. Ability to express ideas clearly and concisely, both orally and in writing. Ability
to negotiate contracts through collective bargaining.
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated
with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or
remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - GENERAL SERVICES
DEPARTMENT: GENERAL SERVICES
GENERAL DESCRIPTION:
Shall have the responsibility for the management, operation, and control of the central services established
by the Board of County Commissioners as directed by the County Administrator. Directly responsible for
supervising various divisions within The County government: Buildings and Grounds, Purchasing, Library
Services, Veterans Services, Probation, Agriculture Extension Office, Mail Room, Soil Conservation, Housing
Authority, and Telecommunications.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of a Master's degree in
Business Administration, Management, Engineering, or a closely related field, plus six years of
progressively responsible working experience, preferably in the public sector, as a manager,
assistant manager, or facilities manager. Additional qualifying education or experience which
provides the necessary knowledge, skills, and abilities may be substituted one for the other on a
year -for -year basis.
Knowledge, Abilities and Skills:
Thorough knowledge of budget preparation and control. Strong general management skills. Good
knowledge of personnel management and record keeping. Good knowledge of the application of
higher mathematics to building design. Good knowledge of government procurement and
purchasing policies. Good knowledge of materials, methods, and equipment of building
construction. Some knowledge of telephones and controls. Ability to establish and maintain
effective working relationships with internal and external customers. Ability to communicate
effectively, both orally and in writing.
DIRECTORofGENERALSERViCES.IR
INDIAN RIVER COUNTY
Job Description
DIRECTOR - GENERAL SERVICES
DEPARTMENT: GENERAL SERVICES
GENERAL DESCRIPTION:
Shall have the responsibility for the management, operation, and control of the central services established
by the Board of County Commissioners as directed by the County Administrator. Directly responsible for
supervising various divisions
within Probation, Ago cultuunty ge Extension ion office, Ings and Mail Room, Conservation, gHoLibrary
Services, Veterans Services,
Authority, and Telecommunications.
ESSENTIAL JOB FUNCTIONS:
l . Plans and supervises construction modification, maintenance of all County buildings, assignment
and use of County -owned and leased buildings and facilities, coordination of County telephone
system and fiber optic network. Plans, organizes, directs, and manages the activities of compiling,
analyzing, and interpreting information related to facility use and maintenance. Makes
recommendations on renovation questions and building requirements. Determines space
management, interior planning, interior installations and services required for existing and planned
facilities.
2. Acts as project director for departmental capital projects; responsible for preparation an
administration of all budgets for the General Services Department, including presentation to the
Board of County Commissioners for approval.
he activities of the
ildings and Gound
3. Plans and coordinates ustodial,hrough the and elatedupersonnel rre pronsiblesfor the upkeep uperintendent tof all real property
maintenance,
owned or leased by the County.
4. Supervises and monitors the procurement/purchasing requirements of the County, responsible for
maintaining compliance of County procurement/purchasing with state regulations.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through the attainment of a Master's degree in
Business Administration, Management, Engineering, or a closely related field, plus six years of
progressively responsible working experience, preferably in the public sector, as a manager,
assistant manager, or facilities manager. Additional qualifying education or experience which
provides the necessary knowledge, skills, and abilities may be substituted one for the other on a
year -for -year basis.
Knowledge, Abilities and Skills:
Thorough knowledge of budget preparation and control. Strong general management skills. Good
knowledge of personnel management and record keeping. Good knowledge of the application of
higher mathematics to building design. Good knowledge of government procurement and
purchasing policies. Good knowledge of materials, methods, and equipment of building
e of
elephones
ls. Ability
intain
construction. Some tionshagt internal andnexternalocustomers. toAbility establish
to om uanicate
effective working relationships with
effectively, both orally and in writing.
Paae 2
DIRECTOR - GENERAL SERVICES
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment with occasional exposure to weather, heat, dust, and
heights.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as on all-inclusive list of all the responsibilities, skills, or working conditions associated
with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or
remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - EMERGENCY SERVICES
DEPARTMENT: EMERGENCY SERVICES
GENERAL DESCRIPTION:
Performs highly responsible administrative and management work in directing, coordinating, planning, and
organizing a total Emergency Services program, including, but not limited to, fire suppression and
prevention, emergency medical services, radiological preparedness, emergency management,
communications, E911 Coordinator, and animal control on a countywide basis. Serves in the role of Fire
Chief. This is a professional position, working under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Bachelor's degree in public
administration or a public safety -related field and five years of responsible administrative work
experience at the management level in a county or other governmental agency. Must possess Fire
certification with considerable command experience in firefighting and fire prevention practices,
and successful completion of supervised courses and systematic study in fire division administration,
firefighting, and fire prevention.
Knowledge, Abilities and Skills:
Knowledge of administrative and management concepts and practices as well as financial and
budget matters. Knowledge of modern business methods and procedures as applied to county
government. Knowledge of qualifications, training, protocols, and quality assurance programs.
Knowledge of fire suppression and prevention, emergency medical services, emergency
management activities, and communications. Knowledge of the principles, practices, methods,
and equipment employed in modern firefighting. Knowledge of fire hazards and fire prevention
techniques. Knowledge of the use of fire records and their application to fire prevention and fire
protection administration. Ability to delegate authority and responsibility. Ability to maintain an
efficient organization. Ability to establish and maintain effective working relationships. Ability to
react promptly in emergency situations and exercise good judgment. Ability to communicate
effectively, both orally and in writing. Ability to remain on duty for the duration of emergency
situations or operations as necessary.
DI RECTOR EMERGENCYSERVICES
INDIAN RIVER COUNTY
Job Description
MANAGING DIRECTOR - SWDD
DEPARTMENT: SOLID WASTE DISPOSAL DISTRICT
GENERAL DESCRIPTION:
Performs administrative work in the planning, directing and operations of the County's Solid Waste Disposal
District. This is a professional position, working independently under the general direction of the Director -
Utility Services.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Bachelor's degree (Master's
degree preferred) and a minimum of five years of direct solid waste management work experience,
including aspects of recycling, residential and commercial waste hauling as well as community
transfer stations, or an equivalent combination of formal education and working experience.
Knowledge, Abilities and Skills:
Knowledge of solid waste, recycling and hazardous waste state and federal landfill regulations and
rules. Knowledge of related capital projects processes, regulations, and procedures. Ability to read
and comprehend complex laws and regulations and implement them on the County level. Ability
to maintain effective working relationships with a diverse staff, county administration and
commission, state and federal officials, and the public. Ability to communicate effectively, both
orally and in writing, including public speaking and preparing written reports, grants and
memoranda. Ability to use computer software systems.
Licenses, Certifications or Registrations:
State of Florida Landfill Operator Certification is preferred.
SW DDMANAGI NGDIRECTOR
INDIAN RIVER COUNTY
Job Doscrrption
MANAGER - SOLID WASTE
DEPARTMENT: SOLID WASTE DISPOSAL DISTRICT
GENERAL DESCRIPTION:
Performs administrative work in the planning, directing and operations of the County's Solid Waste Disposal
District. This is a professional position, working independently under the general direction of the Director -
Utilities.
MINIMUM.!2UALIFICATIONS:
Edvcation and Experience:
The required skills would normally be acquired through attainment of a college degree and many
years of working experience, or an equivalent combination of formal education and working
experience.
Knowledge, Abilities and Skills:
Knowledge to solid waste, recycling and hazardous waste state and federal regulations. Ability to
read and comprehend complex laws and regulations and implement them on the County level.
Ability to maintain effective working relationships with employees, state and federal officials and the
public. Ability to communicate effectively, both orally and in writing, including public speaking
and preparing written reports, grants and memoranda. Ability to use computer software systems.
Licenses, Certifications or Registrations:
None.
INDIAN RIVER COUNTY
Job Description
MANAGER - SOLID WASTE
DEPARTMENT: SOLID WASTE DISPOSAL DISTRICT
GENERAL DESCRIPTION:
Performs administrative work in the planning, directing and operations of the County's Solid Waste Disposal
District. This is a professional position, working independently under the general direction of the Director -
Utilities.
ESSENTIAL JOB FUNCTIONS:
1. Manages the operations of the County's Solid Waste Disposal District including the landfill, transfer
stations and recycling efforts as well as tax assessments for the landfill.
2. Applies for and administers all State and Federal grants applicable to Solid Waste and Hazardous
Waste operations.
3. Oversees tax assessment fees and budget.
4. Makes sure that all applicable D.E.R., St. John's water management and federal regulations are
complied with.
5. Determines adequate staffing of operations and makes sure that adequate facilities are open to
the public.
6. Determines, prepares and administers all budgets for the Solid Waste Disposal District.
7. Reads and interprets federal and state regulations concerning solid waste, recycling and hazardous
waste.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to
perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a college degree and many
years of working experience, or an equivalent combination of formal education and working
experience.
Knowledge, Abilities and Skills:
Knowledge to solid waste, recycling and hazardous waste state and federal regulations. Ability to
read and comprehend complex laws and regulations and implement them on the County level.
Ability to maintain effective working relationships with employees, state and federal officials and the
public. Ability to communicate effectively, both orally and in writing, including public speaking
and preparing written reports, grants and memoranda. Ability to use computer software systems.
Licenses, Certifications or Registrations:
None.
MANAGER - SOLID WASTE Page 2
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment and occasionally outdoors.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated
with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or
remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
Job Dcscnption
DIRECTOR OF PUBLIC WORKS
DEPARTMENT: PUBLIC WORKS
GENERAL DESCRIPTION:
Performs a variety of tasks in the administration, planning and directing of divisions within the Public
Works Department. This is a professional position, working independently under the general direction of
the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a graduate degree and
several years of working experience, or an equivalent combination of formal education and
working experience.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of management as applied specifically to Public
Works and Engineering programs. Knowledge of the problems of the community in relation to
the needs for Public works on construction programs. Knowledge of Civil Engineering as it related
to Public Works, drainage and utilities. Ability to direct the program of the construction and
maintenance of County roads, bridges, drainage and utilities. Ability to supervise professional,
technical and other employees in carrying out Public Works programs. Ability to communicate
clearly and concisely, orally and in writing. Ability to develop departmental policies and put
these policies into practice. Knowledge of budgeting and accounting in order to prepare and
manage departmental budgets. Physical ability to perform field inspections. Knowledge of
personnel practices in order to perform managerial and supervisory functions, including resolving
personnel problems and disciplinary matters. Knowledge of the Florida Board of Professional
Engineers' regulations.
DIRECTORofPUBLICWORKS.1R
Job Description
DIRECTOR OF PUBLIC WORKS
DEPARTMENT: ENGINEERING
GENERAL DESCRIPTION:
Performs a variety of tasks in the administration, planning and directing of divisions within the Public
Works Department. This is a professional position, working independently under the general direction of
the County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Plans, directs and coordinates the operations of various Public Works divisions.
2. Organizes and directs the administrative programs within each of the operating units.
3. Performs personnel functions, including management and evaluations.
4. Works with each division in preparing budgets and in the maintenance of monetary controls in the
accounting of appropriations.
5. Manages capital projects, within the department. Manages traffic impact fee funds.
6. Processes and resolves complaints, including but not limited to, personnel, project design, traffic
control, drainage and roads.
7. Sets departmental policies, plans and executes programs.
S. Reviews Public Works programs and projects in progress and performs inspections of these programs
and projects.
9. Acts as liaison between various committees and groups within the County government and outside
agencies. Implements new revenue sources. Performs field inspections.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required
to perform other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a graduate degree and
several years of working experience, or an equivalent combination of formal education and
working experience.
Knowledge, Abilities and Skills:
Knowledge of the principles and practices of management as applied specifically to Public
Works and Engineering programs. Knowledge of the problems of the community in relation to
the needs for Public works on construction programs. Knowledge of Civil Engineering as it related
to Public Works, drainage and utilities. Ability to direct the program of the construction and
maintenance of County roads, bridges, drainage and utilities. Ability to supervise professional,
technical and other employees in carrying out Public Works programs. Ability to communicate
clearly and concisely, orally and in writing. Ability to develop departmental policies and put
these policies into practice. Knowledge of budgeting and accounting in order to prepare and
manage departmental budgets. Physical ability to perform field inspections. Knowledge of
personnel practices in order to perform managerial and supervisory functions, including resolving
personnel problems and disciplinary matters. Knowledge of the Florida Board of Professional
Engineers' regulations.
DIRECTOR OF PUBLIC WORKS Paae 2
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions
associated with the position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to
modify, add, or remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract of
employment.
INDIAN RIVER COUNTY
Job Description
VETERANS SERVICE MANAGER
DEPARTMENT: VETERANS SERVICES
GENERAL DESCRIPTION:
Performs specialized administrative work advising and assisting veterans and their dependents in matters pertaining to
their rights and benefits under various federal and state statutes. Works independently under the general direction of
the Director - General Services.
MINIMUM QUALIFICATIONS:
Education and Experience:
As required by F.S. 292.11, must have an associate degree from an accredited university, college, or
community college or a high school degree or equivalency diploma and four years of administrative
experience.
In addition, must be a veteran who served as a member of the Armed Forces of the United States during a
period of war, as defined in Title 38, U.S.C.; who served at least 18 months' active duty in the Armed Forces;
and who was separated from such service under honorable conditions, or the surviving spouse of any such
veteran. Any honorably discharged wartime veteran who was so discharged for service -connected or
aggravated medical reasons before serving 18 months of active duty; who completed a tour of duty other than
active duty for training, regardless of the length of the tour; or who satisfied his or her military obligation in a
manner other than active duty for training or reserve duty shall be eligible.
Knowledge, Abilities and Skills:
Knowledge of the laws, rules, and regulations governing veterans' benefits under federal and state statutes.
Ability to exercise good judgment in counseling and in assisting in the solution of veterans' problems. Ability to
enlist and retain the respect, confidence, and cooperation of veterans and veterans' agencies. Ability to
supervise and direct the work of employees. Knowledge of accounting principles sufficient to prepare, submit,
and maintain operating budget and related records. Ability to interpret and enforce various federal and state
statutes dealing with veterans' affairs. Ability to establish and maintain effective working relationships with
employees, veterans, their dependents, civic groups, and the general public. Ability to communicate clearly
and concisely, orally and in writing.
Licenses, Certifications or Registrations:
Certification by the State of Florida Department of Veterans' Affairs.
VETERANSSERVIC EMANAGER.wpd
INDIAN RIVER COUNTY
Job Description
VETERANS SERVICE OFFICER
DEPARTMENT: HUMAN SERVICES
GENERAL DESCRIPTION:
Performs specialized administrative work advising and assisting veterans and their dependents in matters pertaining to
their rights and benefits under various federal and state statutes. Working independently under the general direction of
the Director - General Services.
ESSENTIAL JOB FUNCTIONS:
1. Manages and supervises the personnel of the Veterans Service Office to assure effective and efficient service
to veterans and their dependents.
2. Maintains communications with the veteran community and all veteran organizations, as well as the civic and
business community.
3. Participates in and attends conferences and conventions relating to the field of veterans' affairs, maintains
current knowledge on all matters affecting veterans' benefits.
4. Advises and assists veterans and/or their dependents in presenting claims for disability compensation,
pension, medical care insurance, burial, vocational rehabilitation, loans, job counseling and other claims for
benefits which they may be entitled to under federal and state statutes.
5. Prepares claim forms and briefs and assembles necessary information to establish the validity of the claim.
6. Reviews claim information, briefs available records and evidence and prepares resumes as needed.
7. Contacts doctors and other individuals relative to furnishing official affidavits and evidence for individual
claimants.
8. Represents veterans before various officials as necessary to establish veterans' claims.
9. Prepares, submits and maintains operating budget and related records.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other
job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of an associate degree or diploma or its
equivalent and several years of working experience, an undergraduate degree with no prior experience, or an
equivalent combination of formal education and working experience.
VETERAN'S SERVICE OFFICER Page 2
Knowledge, Abilities and Skills:
Knowledge of the laws, rules and regulations governing veterans' benefits under federal and state statutes.
Ability to exercise good judgment in counseling and in assisting in the solution of veterans' problems. Ability to
enlist and retain the respect, confidence and cooperation of veterans and veterans' agencies. Ability to
supervise and direct the work of employees. Knowledge of accounting principles sufficient to prepare, submit
and maintain operating budget and related records. Ability to interpret and enforce various federal and state
statutes dealing with veterans' affairs. Ability to establish and maintain effective working relationships with
employees, veterans, their dependents, civic groups and the general public. Ability to communicate clearly
and concisely, orally and in writing. Veteran status required.
Licenses, Certifications or Registrations:
Certification by the State of Florida Department of Administration Division of Veterans Affairs.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated with the
position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or remove duties and assign
other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - COMMUNITY DEVELOPMENT
DEPARTMENT: COMMUNITY DEVELOPMENT
GENERAL DESCRIPTION:
Supervises, manages, directs and coordinates the activities, personnel and functions of community development,
including planning, zoning and code enforcement. This is a professional position, working under the general direction
of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a graduate degree and considerable
years of community development working experience, or an equivalent combination of formal education and
working experience.
Knowledge, Abilities and Skills:
Effective communication skills, both oral and written. Managerial skills necessary to supervise professional,
technical and office staff. Superior analytical skills. Ability to make effective decisions. Ability to interact
positively with public and staff. Knowledge of County, state and federal environmental regulations and code
enforcement(s).
DIRECTORofCOMMUNITYDEVELOPMENT.IR.WPD
INDIAN RIVER COUNTY
Job Description
DIRECTOR - COMMUNITY DEVELOPMENT
DEPARTMENT: PLANNING
GENERAL DESCRIPTION:
Supervises, manages, directs and coordinates the activities, personnel and functions of community development,
including planning, zoning and code enforcement. This is a professional position, working under the general
direction of the County Administrator.
ESSENTIAL JOB FUNCTIONS:
1. Reviews and approves all department policy recommendations.
2. Makes all hiring and termination decisions.
3. Prepares response and communicates with those whose requests and variances have been denied.
4. Coordinates and recommends revisions to comprehensive plan, zoning ordinance, subdivision ordinance
and other growth management policies.
5. Coordinates review process of all proposed development projects and reviews staff recommendations
presented to various boards and commissions.
6. Formulates and submits grant applications to various state and federal programs.
7. Prepares and administers the department budget.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform
other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a graduate degree and considerable
years of community development working experience, or an equivalent combination of formal education
and working experience.
Knowledge, Abilities and Skills:
Effective communication skills, both oral and written. Managerial skills necessary to supervise
professional, technical and office staff. Superior analytical skills. Ability to make effective decisions.
Ability to interact positively with public and staff. Knowledge of County, state and federal environmental
regulations and code enforcement(s).
Licenses, Certifications or Registrations:
None.
DIRECTOR - COMMUNITY DEVELOPMENT
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office environment.
Pa
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated with the
position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or remove duties and
assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - COMMUNITY LIBRARY
DEPARTMENT: LIBRARY SERVICES
GENERAL DESCRIPTION:
Performs administrative work in planning, directing and coordinating the operation of the North Indian River County
library. This is a professional library management position, working independently under the direction of the
Director of Library Systems.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Master's degree in Library Science
and many years of working experience, or an equivalent combination of formal education and working
experience.
Knowledge, Abilities and Skills:
Comprehensive knowledge of specialized professional library principles, methods, techniques and
procedures. Comprehensive knowledge of laws and regulations relating to library operations.
Comprehensive knowledge of administrative and personnel management methods and techniques.
Ability to supervise professional para-professional and clerical staff. Considerable ability to analyze
community and professional trends and to develop and maintain a good book collection. Ability to
evaluate community needs and to develop the best methods of providing services. Considerable ability to
establish and maintain effective relationships with the public, other professionals and public officials from
all levels of government. Knowledge of accounting and budgeting principles. Knowledge to operate
various pieces of library equipment.
DI RECTOWCOMMUNITYLI BRARY. IR.WPD
INDIAN RIVER COUNTY
Job Description
DIRECTOR - COMMUNITY LIBRARY
DEPARTMENT: LIBRARY SERVICES
GENERAL DESCRIPTION:
Performs administrative work in planning, directing and coordinating the operation of the North Indian River County
library. This is a professional library management position, working independently under the direction of the
Director of Library Systems.
ESSENTIAL JOB FUNCTIONS:
1. Plans and coordinates the operation and administration of the community library.
2. Recommends, implements and interprets policies and procedures.
3. Recommends and directs the allocations of financial, personnel, bibliographic, equipment and space
resources of the library.
4. Plans, organizes and evaluates library programs and services. Determines program priorities.
5. Prepares and administers annual budget and is responsible for restricting expenditures to the parameters
of the approved annual budget.
6. Organizes the staffing of the library to meet its goals and objectives. Supervises the selection, training
and supervision of personnel. Recommends expansion of staff as need arises.
7. Coordinates library activities and services with other agencies.
8. Makes recommendations or decisions on purchase, lease or rental of materials and equipment and
related services.
9. Reviews new book offerings and recommends purchases.
10. Prepares applications for grants and administers grant funds.
11. Promotes library to patrons and community, and functions as public relations officer.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform
other job related duties as required.)
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Master's degree in Library Science
and many years of working experience, or an equivalent combination of formal education and working
experience.
Knowledge, Abilities and Skills:
Comprehensive knowledge of specialized professional library principles, methods, techniques and
procedures. Comprehensive knowledge of laws and regulations relating to library operations.
Comprehensive knowledge of administrative and personnel management methods and techniques.
Ability to supervise professional pars -professional and clerical staff. Considerable ability to analyze
community and professional trends and to develop and maintain a good book collection. Ability to
evaluate community needs and to develop the best methods of providing services. Considerable ability to
establish and maintain effective relationships with the public, other professionals and public officials from
all levels of government. Knowledge of accounting and budgeting principles. Knowledge to operate
various pieces of library equipment.
DIRECTOR - COMMUNITY LIBRARY Page 2
Licenses, Certifications or Registrations:
None.
ENVIRONMENTAL CONDITIONS:
Work is performed inside in an office and library environment.
(Reasonable accommodations will be made in accordance with existing ADA requirements for otherwise qualified individuals with a disability.)
This job description is not intended to be and should not be construed as an all-inclusive list of all the responsibilities, skills, or working conditions associated with the
position. While it is intended to accurately reflect the position activities and requirements, management reserves the right to modify, add, or remove duties and
assign other duties as necessary. This job description does not constitute a written or implied contract of employment.
INDIAN RIVER COUNTY
Job Description
DIRECTOR - RECREATION
DEPARTMENT: RECREATION
GENERAL DESCRIPTION:
Performs highly responsible administrative and management duties, including creating, directing,
coordinating, planning, and organizing the County's recreation functions in the unincorporated areas. This
position is responsible for creating, implementing and administering the budget process, structuring and
administering fee schedules and researching alternative funding sources. This is a professional position,
working under the general direction of the County Administrator.
MINIMUM QUALIFICATIONS:
Education and Experience:
The required skills would normally be acquired through attainment of a Bachelor's degree in parks
and recreation, public administration, or related field (possession of certification as a Parks and
Recreation Professional) and five years of upper level managerial/supervisory experience, including
responsibility for recreation personnel, programs, facility, and event management.
Knowledge, Abilities and Skills:
Thorough knowledge of the theories of adult and youth recreation activities and their application to
community needs. Considerable knowledge of the development of recreation activities and the
ability to present and explain such programs to the public through the news media and through
personal presentations. Considerable ability in self-expression through written and oral reports on
recreation activities, present and proposed. Ability to direct and supervise a variety of activities,
major events, projects, and administrative personnel in several locations. Thorough knowledge of
facility maintenance including pools, ball fields, beaches and other related facilities. Ability to
organize personnel, both paid and volunteer, to obtain the greatest service. Ability to establish and
maintain effective working relationships with County and local officials, subordinate personnel, other
employees and the general public.
DIRECTORofRECREATION
CITY OF PORT ST. LUCIE
I Linda Camplin - Job descriptions as requested 1
From: "Natalie Cabrera" <NCabrera@cityofpsl.com>
To: <lindac@co.st-lucie.fl.us>
Date: 9/19/2006 3:40 pm
Subject: Job descriptions as requested
CC: "Tammy Williamson" <TammyW@cityofpsl.com>
Please see attached. All are current and up to date with the exception
of the Community Services Director. This is an old JD we are in the
process of updating to reflect Community Services only as we have
another employee who is designated as the Community Redevelopment Agency
Director. Please contact me should require additional information. You
should be receiving the fax with the DOH information shortly.
Thank You,.
Natalie Cabrera
Administrative Assistant
Human Resources
Phone (772) 344-4369
Fax (772)871-5274
Email: ncabrera@cityofpsl.com
City of Port St. Lucie
http://www.cityofpsl.cOm
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
City Manager
City Manager
City Council
1130
Administrator
Non
Exempt
July 16, 2004
Highly responsible administrative work directing and coordinating all phases of the
general municipal government. Work involves the supervision of activities related to the
City in accordance with the policies determined by the City Council, City Charter and
applicable laws and ordinances.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Directs the overall effort of the City government. Acts as appointing authority for City
employees by appointing department heads and staff as provided by state laws or local
ordinances. Coordinates the efforts of the various departments under the City
governmental structure.
Administers and supervises through subordinate department heads such functions as law
enforcement, public works construction, maintenance of public streets and property,
sanitation, financial operations and budgets, recreational activities, inspectional
services, utilities operations, maintenance of public health, purchase of supplies and
equipment, human resources functions and other related functions.
Prepares the annual City budget for submission to the Council. Submits recommendations
and estimates to the Council for their discussion and approval concerning the efficient
operation of the City government. Keeps the Council informed of general City operations
and activities.
Plans for future development of urban and non -urban areas to provide for population
growth and expansion of public services.
Recommends zoning regulation controlling location and development of residential and
commercial areas.
Plans and recommends future City programs.
Maintains community respect for City operations through good public relations and by
keeping residents informed of City progress and policies. Discusses problems and
complaints concerning City operations with the taxpayers or refers to appropriate office
for action.
Oversees the City's media relations activities.
Job Title: City Manager
Department: City Manager
Supervisory Responsibilities
Responsible for the overall direction, coordination, and evaluation of the units under
incumbent's direction. Also directly supervises non -supervisory employees. Carries out
supervisory responsibilities in accordance with the City's policies and applicable laws.
Responsibilities include interviewing, hiring, and training employees; planning,
assigning, and directing work; appraising performance; rewarding and disciplining
employees; addressing complaints and resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Job Title: City Manager
Department: City Manager
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services.; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Educates others on the value of diversity; Promotes a harassment -
free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
Organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organizationas goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organizationas strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/Organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Job Title: City Manager
Department: City Manager
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Master's degree (M.A. or M.S.) in Business Administration, Public Administration or a
related field from an accredited college or university. Four to ten (4-10) years of
experience in a responsible administrative or management position in municipal
government.
Language Skills
Ability to read, analyze, and interpret common scientific and technical journals,
financial reports, and legal documents. Ability to respond to common inquiries or
complaints from customers, regulatory agencies, or members of the business community.
Ability to write speeches and articles for publication that conform to prescribed style
and format. Ability to effectively present information to top management, public groups,
and/or boards of directors.
Job Title: City Manager
Department: City Manager
Mathematical Skills
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have knowledge of database
software; Microsoft Excel spreadsheet software and Microsoft Word word processing
software.
Certificates, Licenses, Registrations
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
other Skills and Abilities
Knowledge of laws and administrative policies governing municipal activities and of
operations of municipal government, and in particular those of the City.
Ability to delegate authority and responsibility to subordinate department heads and to
maintain an effective organization.
Ability to communicate clearly in writing and orally and to appear before groups of
taxpayers and the Council to present data and programs that enhance the continued
efficient operation of the City.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is regularly required to sit; use
hands to finger, handle, or feel and talk or hear. The employee is frequently required to
walk. The employee is occasionally required to stand, reach with hands and arms and
stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 10
pounds. Specific vision abilities required by this job include close vision and ability
to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
k-PORT ST
V M
F�ORIDr"'
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Assistant City Manager
City Manager
City Manager
1060
Administrator
Non -Eligible
Exempt
July 16, 2004
May 2, 2005
Responsible administrative and professional work in assisting and reporting to the City
Manager. Incumbent will be assigned a variety of special projects per the direction of
the City Manager and is expected to supervise and be responsible for the day-to-day
management of numerous capital improvement projects. Capital improvement projects will
consist of large scale roadway projects, parks projects, building projects and utility
projects as assigned by the City Manager. In exercising the duties of the Assistant City
Manager, with responsibility for a variety of projects, the incumbent will be required to
keep the City Manager and/or the City Council fully informed of the status of the
project, any problems that may arise in the development and construction of the project,
the status of the budget, and to make recommendations as it applies to change orders or
modifications to the project, to handle all interactions with permitting agencies,
outside government agencies, citizens' groups, consulting engineers and news media, as
required and assigned by the City Manager. The incumbent will be an at -will employee
subject to the terms of an employment agreement.
Essential Duties and Responsibilities include the following. other duties may be
assigned.
Exercises general supervision over the activities of various departments and divisions of
the City government.
Develops work programs, policies and procedures.
Initiates and carries to completion special programs as directed by the City Manager.
Makes investigations and prepares reports on a variety of subjects.
Assists department heads in the preparation of reports as needed.
Prepares the administrative budget and analyzes departmental budget requests.
Attends various meetings, conferences and other programs.
Prepares various communications.
Represents the City Manager at various meetings.
Assumes all duties of the City Manager during his absence from the City, as directed.
Employee will be considered an essential employee for the purposes of emergency
management and will assume the duties as assigned by the City Manager during emergency
situations.
Job Title: Assistant City Manager
Department: City Manager
Supervisory Responsibilities
The incumbent will assume supervisory responsibilities as assigned by the City Manager,
more particularly, the supervisory responsibilities associated with the promulgation,
execution and completion of a variety of capital improvement projects as assigned by the
City Manager. The incumbent may be assigned the day-to-day supervision of a department
or departments or may be required to supervise the department heads in the overall
operation of those departments. The incumbent may also be required to directly supervise
supervisory and non -supervisory employees as assigned by the City Manager. The incumbent
carries out supervisory responsibilities in accordance with the City,s policies and
applicable laws. Responsibilities include interviewing, hiring, and training employees;
planning, assigning, and directing work; appraising performance; rewarding and
disciplining employees; addressing complaints and resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness tc others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
croup commitments to goals and objectives; Supports evervone's efforts to succeed.
Job Title: Assistant City Manager
Department: City Manager
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to .the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organizationas goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organizationas strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; organizes or schedules other people
and their tasks; Develops realistic action plans.
Job Title: Assistant City Manager
Department: City Manager
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Master's degree (M.A. or M.S.) in Business Administration, Public Administration or a
related field preferred. Bachelor's degree in Business Administration, Public
Administration, Engineering, Construction Management or a related field supplemented by
(5) years of experience in a responsible
course work in management required. Five
administrative or management position in local government administration or private
business directly related to the duties as described in the job description. A minimum
of which were three (3) years as an Assistant City Manager or City Manager in a smaller
sized organization or a department head in a medium-sized to large municipal or county
organization or a member of the management team in a private business supervising no less
than twenty (20) employees. Florida experience preferred.
Job Title: Assistant City Manager
Department: City Manager
Language Skills
Ability to read, analyze, and interpret general business periodicals, professional
journals, technical procedures, or governmental regulations. Ability to write reports,
business correspondence, and procedure manuals. Ability to effectively present
information and respond to questions from groups of managers, clients, customers, and the
general public.
Mathematical Skills
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have knowledge of Accounting
software; Database software; Human Resource systems; Internet software; Payroll systems;
Project Management software; Microsoft Excel spreadsheet software and Microsoft Word word
processing software.
Certificates, Licenses, Registrations
Valid Florida Driver's License and maintenance of clean driving record.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
other Skills and Abilities
Knowledge of the laws and administrative policies governing municipal activities and
operations of municipal government.
Knowledge of modern business management and the principles and practices of public
administration.
Knowledge of Emergency Management Planning.
Skill in developing programs, schedules and summations.
Skill in coordinating programs between organizations and individuals.
Ability to react quickly, calmly and appropriately in emergencies.
Ability to delegate authority and responsibility to subordinate department heads and to
maintain an effective organization.
Ability to communicate effectively orally and in writing, and to appear before groups of
taxpayers and the Council to present data and programs which enhance the continued
efficient operation of the City.
Ability to establish and maintain effective working relationships with employees and the
public.
Other
Residence within Cite of Port St. Lucie required within six (6) months of assuming
duties.
Job Title: Assistant City Manager
Department: City Manager
Physical Demands
The physical demands described here are
employee to successfully perform the
accommodations may be made to enable
essential functions.
representative of those that must be met by an
essential functions of this job. Reasonable
individuals with disabilities to perform the
ork
While performing the duties this
sit Jobsethe
handsptoyfinger occasionally handle, or feel and talk
requiredis wand
outdoors; is regularly required tois
ired
hear. The employee is req en larms required
to walk. knee The
empl yor crawlcaThenemployeeumust
to stand, reach with hands
frequently lift and/or move up to to pounds and occasionally uto 2
lift and/or move up
pounds. Specific vision abilities required by this job include close vision and ability
to adjust focus.
Work Environment
The work environment characteristics described here are representative of those anle
employee encounters while performing the essential functions of this job. able
accommodations may be made to enable individuals with disabilities to perform
essential functions.
The noise level in the work environment is usually moderate.
U
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Assistant Director, Utility Systems
Utility Systems
Director, Utility Systems
4510
Manager/Professional
Non
Exempt
July 20, 2004
Management and technical position responsible for directing the Technical
Services/Engineering Division and assisting the director in managing the Utility Systems
Department's divisions, programs and functions.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Supervises operations of Technical Services/Engineering division consisting of water and
wastewater treatment, design, inspection, constructions, plans and permitting, and
engineering services.
Assists in directing the personnel training, development and performance evaluation
activities and requirements.
Supervises preparation of construction plans for utility projects.
Investigates complains of the general public regarding easements, utility line locations,
etc. Participates in the preparation of the department budget.
Develops the department's capital improvement projects.
Performs liaison duties with the City Manager and other department directors.
Performs public relation functions including public speaking, meetings, public
appearances, etc.
Attends special meetings such as City Council meetings, etc.
Makes procedural and operational recommendations to the Director.
Directs the department in the absence of the Director.
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the Utilities department.
Responsible for the overall direction, coordination, and evaluation of staff. Also
directly supervises non -supervisory employees. Carries out supervisory responsibilities
in accordance with the City's policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolving problems.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
Oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
organizational support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organization's goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organization's strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Safety and Security - observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Bachelor's degree (B. A. or B.S.) from an accredited four-year college or university in
Civil or Sanitary Engineering or Business Administration. Minimum of three (3) years of
progressively responsible experience in the field of utility engineering.
Language Skills
Ability to read, analyze, and interpret general
journals, technical procedures, or governmental
business correspondence, and procedure manuals.
information and respond to questions from groups
general public.
Mathematical Skills
business periodicals, professional
regulations. Ability to write reports,
Ability to effectively present
of managers, clients, customers, and the
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Abilitv to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
M
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Computer Skills
To perform this job successfully, an individual should have knowledge of engineering
software; project management software; Microsoft Excel spreadsheet software and Microsoft
Word word processing software.
Certificates, Licenses, Registrations
Valid Florida Driver's License and maintenance of clean driving record.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
other Skills and Abilities
Knowledge of the rules, regulations, policies, and procedures involved in the
administration of utilities.
Knowledge of the practices, methods, techniques and equipment used in the construction
and operation of underground utilities, water and wastewater treatment facilities, roads,
streets, public works facilities and utilities.
Knowledge of contract and project management.
Knowledge of various types of engineering software.
Ability to communicate effectively orally and in writing.
Ability to plan and direct the work of a staff engaged in the maintenance and
construction of water and wastewater systems.
Ability to supervise, plan, review and evaluate technical engineering projects, design
and specifications.
Ability to establish and maintain effective working relationships with officials,
employees and the public.
Ability to prepare written technical reports, estimates, critical path management,
construction and costs reports.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is occasionally exposed to outdoor
weather conditions; regularly required to sit; use hands to finger, handle, or feel with
dexterity, have good hand/eye coordination, talk and hear. The employee is occasionally
required to walk, stand, reach with hands and arms and stoop, kneel, crouch, or crawl.
The employee must frequently lift and/or move up to 10 pounds and occasionally lift
and/or move up to 15 pounds. Specific vision abilities required by this job include
close vision and ability to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Assistant Director, Utility Systems
Utility Systems
Director, Utility Systems
4510
Manager/Professional
Non
Exempt
July 20, 2004
Management and technical position responsible for directing the Technical
Services/Engineering Division and assisting the director in managing the Utility Systems
Department's divisions, programs and functions.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Supervises operations of Technical Services/Engineering division consisting of water and
wastewater treatment, design, inspection, constructions, plans and permitting, and
engineering services.
Assists in directing the personnel training, development and performance evaluation
activities and requirements.
Supervises preparation of construction plans for utility projects.
Investigates complains of the general public regarding easements, utility line locations,
etc. Participates in the preparation of the department budget.
Develops the department's capital improvement projects.
Performs liaison duties with the City Manager and other department directors.
Performs public relation functions including public speaking, meetings, public
appearances, etc.
Attends special meetings such as City Council meetings, etc.
Makes procedural and operational recommendations to the Director.
Directs the department in the absence of the Director.
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the Utilities department.
Responsible for the overall direction, coordination, and evaluation of staff. Also
directly supervises non -supervisory employees. Carries out supervisory responsibilities
in accordance with the City's policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolvina problems.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
Organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organization's goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organization's strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/Organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Safety and Security - observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Bachelor's degree (B. A. or B.S.) from an accredited four-year college or university in
Civil or Sanitary Engineering or Business Administration. Minimum of three (3) years of
progressively responsible experience in the field of utility engineering.
Language Skills
Ability to read, analyze, and interpret general business periodicals, professional
journals, technical procedures, or governmental regulations. Ability to write reports,
business correspondence, and procedure manuals. Ability to effectively present
information and respond to questions from groups of managers, clients, customers, and the
general public.
Mathematical Skills
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
4
Job Title: Assistant Director, Utility Systems
Department: Utility Systems
Computer Skills
To perform this job successfully, an individual should have knowledge of engineering
software; project management software; Microsoft Excel spreadsheet software and Microsoft
Word word processing software.
Certificates, Licenses, Registrations
Valid Florida Driver's License and maintenance of clean driving record.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
other Skills and Abilities
Knowledge of the rules, regulations, policies, and procedures involved in the
administration of utilities.
Knowledge of the practices, methods, techniques and equipment used in the construction
and operation of underground utilities, water and wastewater treatment facilities, roads,
streets, public works facilities and utilities.
Knowledge of contract and project management.
Knowledge of various types of engineering software.
Ability to communicate effectively orally and in writing.
Ability to plan and direct the work of a staff engaged in the maintenance and
construction of water and wastewater systems.
Ability to supervise, plan, review and evaluate technical engineering projects, design
and specifications.
Ability to establish and maintain effective working relationships with officials,
employees and the public.
Ability to prepare written technical reports, estimates, critical path management,
construction and costs reports.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is occasionally exposed to outdoor
weather conditions; regularly required to sit; use hands to finger, handle, or feel with
dexterity, have good hand/eye coordination, talk and hear. The employee is occasionally
required to walk, stand, reach with hands and arms and stoop, kneel, crouch, or crawl.
The employee must frequently lift and/or move up to 10 pounds and occasionally lift
and/or move up to 15 pounds. Specific vision abilities required by this job include
close vision and ability to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
t poer sr
n <C,'
F�.ORVQ P'
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Director, Utility Systems
utility Systems
City Manager
1110
Administrator
Non
Exempt
July 16, 2004
Responsible administrative and technical position as head of City,s utility Systems
Department. Directs, plans, manages, and coordinates activities and operations of
departmental personnel and activities by performing the following duties personally or
through subordinate supervisors.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Plans, organizes, directs and participates in the work of a staff engaged in the design
and operation of the water and wastewater systems, and in the construction and
maintenance of lines, services, etc.
Directs the construction, operation and maintenance of water supply, treatment and
distribution system; sewage pumping and collection systems.
Formulates long-range plans and cost estimates pertaining to future expansion of water
and sewer systems. Presents findings and makes recommendations for discussion and
action.
Oversees preparation and administration of department budget. Prepares long-range
capital budget.
Conducts research and studies covering the operation of the utility as may be directed by
the City Manager.
Coordinates systems operation with the consulting engineers. Reviews and modifies
specifications for equipment and material used when necessary.
Develops and implements schedules and procedures for the operation and maintenance of the
water and wastewater systems.
Prepares and installs training programs. Inspects and evaluates the work of employees
engaged in the operation and maintenance of facilities and equipment.
Coordinates public presentations and information concerning the operation of the utility
as may be directed by the City Manager.
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the department. Responsible
for the overall direction, coordination, and evaluation of staff. Also directly
supervises non-supervisory employees. Carries out supervisory responsibilities
Job Title: Director, Utility Systems
Department: Utility Systems
in accordance with the City,s policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
Oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Job Title: Director, Utility Systems
Department: Utility Systems
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organization's goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organization's strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Job Title: Director, Utility Systems
Department: Utility Systems
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Bachelor's degree (E. A. or B.S.) from an accredited four-year college or university in
Civil or Sanitary Engineering or Business Administration required. Master's (M.A. or
M.S.) degree from an accredited four-year college or university preferred. Five (5)
years of progressively responsible administrative experience, at least three (3) of which
is supervisory experience, including progressive responsibility in the water and
wastewater treatment field.
Language Skills
Ability to read, analyze, and interpret general
journals, technical procedures, or governmental
business correspondence, and procedure manuals.
information_ and respond to questions from groups
general public.
Mathematical Skills
business periodicals, professional
regulations. Ability to write reports,
Ability to effectively present
of managers, clients, customers, and the
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Job Title: Director, utility Systems
Department: utility Systems
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have knowledge of engineering
software; Project Management software; Microsoft Excel spreadsheet software and Microsoft
Word word processing software.
Certificates, Licenses, Registrations
Advanced Florida Certification in Water and/or Wastewater Treatment Plant Management.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
Other Skills and Abilities
Knowledge of the rules, regulations, policies, and procedures involved in the
administration of utilities.
Knowledge of the practices, methods, techniques and equipment used in the operation and
maintenance in water and wastewater systems.
Knowledge of the principles of office management and clerical, statistical and fiscal
processing.
Knowledge of the principles of budgeting.
Knowledge of modern record -keeping and recording methods.
Ability to delegate authority, plan, organize, and review the work of technical and
administrative personnel engaged in the construction and maintenance of water and
wastewater systems.
Ability to plan and implement programs relating to the City's water and wastewater
systems.
Ability to communicate effectively orally and in writing.
Ability to establish and maintain effective working relationships with officials,
employees and the public.
Ability to maintain complex records and to prepare clear and concise reports.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is occasionally exposed to outdoor
weather conditions; regularly required to sit; use hands to finger, handle, or feel and
talk or hear. The employee is frequently required to walk. The employee is occasionally
required to stand, reach with hands and arms and stoop, kneel, crouch, or crawl. The
employee must frequently lift and/or move up to 10 pounds and occasionally lift and/or
move up to 25 pounds. Specific vision abilities required by this job include close
vision and ability to adjust focus.
Job Title: Director, Utility Systems
Department: Utility Systems
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
t,PORT ST
FRORIP p'
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Director, office of Management & Budget
Management & Budget
Assistant City Manager
1090
Administrator
Non
Exempt
July 19, 2004
Responsible professional and administrative work planning, organizing, preparing and
coordinating the development and implementation of the City's operating and capital
budgets and management of the procurement and purchasing system.
Essential Duties and Responsibilities include the following. other duties may be
assigned.
Develops and interprets directives, regulations and procedures to implement budget
policies and practices.
Determines the propriety and cost effectiveness of funding requests and expenditures
through review of budget and accounting transactions, and analysis of productivity,
workload and program accomplishments.
Reviews, makes recommendations and monitors capital improvement financing projects.
Gathers, extracts, reviews, verifies, consolidates and/or develops a variety of narrative
information and statistical data needed in the formulation and presentation of budget
recommendations. Advises on the propriety and legality of using funds for specific
purposes.
Analyzes revenue sources and prepares annual and long-range revenue estimates.
Advises City Manager on the allocation of resources through the City's budgeting
processes on the efficiency and effectiveness of programs, and on other management and
policy matters.
oversees the development and application of management processes in such areas as
budgeting, program planning, capital improvement programming, program evaluation,
productivity improvement and policy improvement.
Provides long-range cost estimates. Plans and advises on efficient and effective means
for the acquisition and use of funds to support programs and activities.
Analyzes and compares objectives, programs and activities in order to recommend levels of
funding and/or alternative methods of financing programs and operations.
Assists City Manager in administering the annual operating and capital budgets.
Recommends budgetary adjustments to support unanticipated changes in program operations
and/cr funding.
Job Title: Director, office of Management & Budget
Department: Management & Budget
Plans, directs and controls the purchase, procurement and acquisition of all products and
services consumed by the organization through established parameters and controls.
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the department. Responsible
for the overall direction, coordination, and evaluation of staff. Also directly
supervises non -supervisory employees. Carries out supervisory responsibilities
in accordance with the City,s policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
Oral Conununication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Job Title: Director, Office of Management & Budget
Department: Management & Budget
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
Organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organizationas goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organizationas strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Job Title: Director, Office of Management & Budget
Department: Management & Budget
Planning/Organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Bachelor's degree (B. A. or B.S.) from an accredited four-year college or university in
Public or Business Administration, Finance, Economics, Accounting, or a related field.
Master's (M.A. or M.S.) degree preferred. Five (5) years of progressively responsible
administrative experience within a financial organization affording extensive knowledge
of budgeting, policy development, analysis of operations, productivity improvement,
purchasing or related areas, at least two (2) of which must have been in a responsible
management or supervisory capacity.
Language Skills
Ability to read, analyze, and interprez general business periodicals, professional
Job Title: Director, Office of Management & Budget
Department: Management & Budget
journals, technical procedures, or governmental regulations. Ability to write reports,
business correspondence, and procedure manuals. Ability to effectively present
information and respond to questions from groups of managers, clients, customers, and the
general public.
Mathematical Skills
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have knowledge of Accounting
software; Database software; Project Management software; Microsoft Excel spreadsheet
software and Microsoft Word word processing software.
Certificates, Licenses, Registrations
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
Other Skills and Abilities
Knowledge of the principles and practices of public administration with particular
reference to local government, planning, programming, budgeting and purchasing.
Skill in making public presentations.
Ability to analyze and evaluate the effects of continuing changes in program plans and
funding on the accomplishment of government program objectives.
Ability to interpret and assess the impact of new or revised State legislation on City
budgetary programs.
Ability to exercise initiative and judgment in analyzing organizational and procedural
problems of a difficult and complex nature and in making recommendations.
Ability to prepare and interpret financial reports and statements.
Ability to make sound management decisions based on available information.
Ability to delegate authority, plan, organize, and review the work of technical and
clerical personnel.
Ability to communicate effectively orally and in writing.
Ability to establish and maintain effective working relationships with officials,
employees and the public.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
while performing the duties of this Job, the employee is regularly required to sit; use
hands to finger, handle, or feel and talk or hear. The employee is frequently required to
walk. The employee is occasionally required to stand, reach with hands and arms and
stoop, kneel, crouch, or crawl. The employee must frequently lift and/or move up to 10
Job Title: Director, Office of Management & Budget
Department: Management & Budget
pounds and occasionally lift and/or move up to 25 pounds. Specific vision abilities
required by this job include close vision and ability to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
f}
tpoRrsr
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Director, Human Resources
Human Resources
Deputy City Manager
1210
Administrator
Non
Exempt
June 24, 2004
Develops policy and directs and coordinates human resources activities, such as
employment, compensation, labor relations, benefits, training, and employee services by
performing the following duties personally or through subordinate supervisors.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Establishes or recommends establishment of personnel standards, policies, procedures,
forms and regulations within City policies. Writes and delivers presentations to city
staff and officials regarding human resources policies and practices.
Directs recruitment, placements, position classification and the records keeping
processes.
Analyzes wage and salary reports and data to determine competitive compensation plan.
Conducts periodic wage and fringe benefits surveys and recommends appropriate revisions.
Administers the City's compensation system.
Writes directives advising department managers of company policy regarding equal
employment opportunities, compensation, and employee benefits.
Prepares and justifies budget estimates. Prepares periodic, routine and special reports.
Consults legal counsel to ensure that policies comply with federal and state law.
Develops and maintains a human resources system that meets top management information
needs.
Oversees the analysis, maintenance, and communication of records required by law or local
governing bodies, or other departments in the organization.
Studies legislation, arbitration decisions, and collective bargaining contracts to assess
industry trends.
Represents management in negotiating collective bargaining agreements. Formulates and
administers labor contracts to include employee grievances.
Investigates problems incidental to the reallocation of positions, working conditions,
disciplinary actions, and non -union grievances.
Job Title: Director, Human Resources
Department: Human Resources
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the department. Responsible
for the overall direction, coordination, and evaluation of staff. Also directly
supervises non -supervisory employees. Carries out supervisory responsibilities
in accordance with the City's policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
Oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Job Title: Director, Human Resources
Department: Human Resources
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services.; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Educates others on the value of diversity; Promotes a harassment -
free environment; Builds a diverse workforce.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
Organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organization's goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organization's strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/Organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Job Title: Director, Human Resources
Department: Human Resources
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Master's degree (M.A. or M.S.) or equivalent; four to ten (4-10) years of related
experience and/or training; or equivalent combination of education and experience of a
progressively responsible nature in personnel management or labor relations, including
experience in a technical capacity of public personnel work.
Language Skills
Ability to read, analyze, and interpret general business periodicals, professional
journals, technical procedures, or governmental regulations. Ability to write reports,
business correspondence, and procedure manuals. Ability to effectively present
information and respond to questions from groups of managers, clients, customers, and the
general public.
14
Job Title: Director, Human Resources
Department: Human Resources
Mathematical Skills
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have knowledge of Accounting
software; Database software; Human Resource systems; Internet software; Payroll systems;
Project Management software; Microsoft Excel spreadsheet software and Microsoft word word
processing software.
Certificates, Licenses, Registrations
Possession of PHR or SPHR Certification preferred.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
Other Skills and Abilities
Knowledge of the principles of public personnel administration, position clarification,
salary administration, position clarification, salary administration and collective
bargaining.
Knowledge of governmental organizations.
Knowledge of claims administration procedures.
Knowledge of principles of budgeting.
Ability to delegate authority, plan, organize, and review the work of technical and
administrative personnel.
Ability to communicate effectively orally and in writing.
Ability to assist in the development of long-range plans for personnel or benefits -
related programs.
Ability to establish and maintain effective working relationships with employees and the
public.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is regularly required to sit; use
hands to finger, handle, or feel and talk or hear. The employee is frequently required to
walk. The employee is occasionally required to stand, reach with hands and arms and
stoop, kneel, crouch, or crawl. The employee must frequently lift and/or move up to 10
pounds and occasionally lift and/or move up to 25 pounds. Specific vision abilities
required by this job include close vision and ability to adjust focus.
Work Environment
Job Title: Director, Human Resources
Department: Human Resources
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
M
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
City Attorney
Legal
City Council
11400
Administrator
Non
Exempt
June 3, 2004
Responsible professional and managerial position as general legal counsel for the City,
including the rendering of legal advice and assistance to the City Council, City Manager and
department heads.
Essential Duties and Responsibilities include the following. Other duties may be assigned
Performs duties or oversees legal staff in research of legal questions, preparation of
resolutions, issuance of briefs and legal documents, representation of City in various civil
lawsuits and rendering of legal opinions.
Directs and reviews work of staff counsel through conferences, inspection of documents, and
evaluation of results obtained.
Gathers evidence in civil, criminal, and other cases to formulate defense or to initiate
legal action.
Prepares legal briefs, develops strategy, arguments and testimony in preparation for
presentation of case.
works with Police Department and other City departments to enforce Florida laws and statutes
within the City.
Reviews pertinent decisions, policies, regulations, and other legal matters pertaining to
case.
Advises City Council and City officials concerning transactions of business involving
internal affairs and public relations.
Interprets laws, rulings, and regulations for City Council and City officials.
Prepares settles labor disputes and administers other legal matters.
Confers with colleagues with specialty in area of lawsuit to establish and verify basis for
legal proceedings.
Conducts research, interviews clients, and witnesses and handles other details in preparation
for trial or adjudication.
Represents City in court and before quasi-judicial or administrative agencies of government.
Job Title: City Attorney
Department: Legal
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the department. Responsible for
the overall direction, coordination, and evaluation of unit. Also directly supervises non -
supervisory employees. Carries out supervisory responsibilities in accordance with the
City's policies and applicable laws. Responsibilities include interviewing, hiring, and
training employees; planning, assigning, and directing work; appraising performance;
rewarding and disciplining employees; addressing complaints and resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data; Uses
intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images; Uses
feedback to modify designs; Applies design principles; Demonstrates attention to detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and analyzes
information skillfully; Develops alternative solutions; Works well in group problem solving
situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes and
progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and development
opportunities; Strives to continuously build knowledge and skills; Shares expertise with
others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly to
customer needs; Solicits customer feedback to improve service; Responds to requests for
service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains confidentiality;
Listens to others without interrupting; Keeps emotions under control; Remains open to others'
ideas and tries new things.
oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group presentation
skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and openness
to othersviews; Gives and welcomes feedback; Contributes to building a positive team
spirit; Puts success of team above own interests; Able to build morale and group commitments
to goals and objectives; Supports everyone's efforts to succeed.
visionary Leadership - Displays passion and optimism; Inspires respect and trust; Mobilizes
others to fulfill the vision; Provides vision and inspiration to peers and subordinates.
Change Management - Develops workable implementation plans; Communicates changes effectively;
Builds commitment and overcomes resistance; Prepares and supports those affected by change;
Monitors transition and evaluates results.
Job Title:
Department:
Reports To:
Job Code:
Band:
Union Status:
FLSA Status:
Prepared Date:
Modification Date:
Summary
CITY OF PORT ST. LUCIE
Position Description
Director, M.I.S.
M.I.S.
City Manager
1150
Administrator
Non
Exempt
July 12, 2004
Responsible administrative and technical position as head of City's MIS Department.
Develops, plans, directs and reviews Information System operations of the City, including
systems analyses, programming, computer operations and allied activities; makes
recommendations on the selection of data processing equipment and software; does other
related work as required.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Manages the development, implementation, installation, and operation of information and
functional systems for the organization.
Develops, implements, and monitors management information systems policies and controls
to ensure data accuracy, security, and legal and regulatory compliance.
Manages computer operation scheduling, backup, storage, and retrieval functions.
Recommends and develops plans for systems development and operations, hardware and
software purchases, budget, and staffing.
Directs the development and manages the testing and debugging of new programs.
Confers with department heads to determine their needs regarding information systems and
develops/implements appropriate programs or databases based on systems analyses.
Plans training programs for City personnel on usage of office ware, workstations and
professional software.
Prepares requests for proposals and coordinates bids for computer network equipment and
software. Prepares cost estimates and makes recommendations on the selection of
Information Systems equipment and software.
Directs, reviews, and when necessary improves procedures for purchasing, upgrading and
installing computer equipment and software.
Prioritizes, monitors and evaluates work of subordinate staff.
Develops and monitors annual departmental budget.
Consults with management and departments to analyze mid-term and long-term computer
system needs for management information and functional operations, to determine scope and
priorities of projects, and to discuss system capacity and equipment acquisitions.
1
Job Title: Director, M.I.S.
Department: M.I.S.
Negotiates and contracts with consultants, technical personnel, and vendors for services
and products.
Provides support to end users in the selection, procurement, usage, and maintenance of
software programs and hardware.
Reviews reports of computer and peripheral equipment production, malfunction, and
maintenance to determine costs and impact, and address problems.
Develops, maintains, and tests disaster recovery plans.
Supervisory Responsibilities
Manages subordinate supervisors who supervise employees in the department. Responsible
for the overall direction, coordination, and evaluation of staff. Also directly
supervises non -supervisory employees. Carries out supervisory responsibilities
in accordance with the City's policies and applicable laws. Responsibilities include
interviewing, hiring, and training employees; planning, assigning, and directing work;
appraising performance; rewarding and disciplining employees; addressing complaints and
resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Design - Generates creative solutions; Translates concepts and information into images;
Uses feedback to modify designs; Applies design principles; Demonstrates attention to
detail.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analyzes information skillfully; Develops alternative solutions; works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities.
Technical Skills - Assesses own strengths and weaknesses; Pursues training and
development opportunities; Strives to continuously build knowledge and skills; Shares
expertise with others.
Customer Service - Manages difficult or emotional customer situations; Responds promptly
to customer needs; Solicits customer feedback to improve service; Responds to requests
for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others, ideas and tries new things.
oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Job Title: Director, M.I.S.
Department: M.I.S.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Quality Management - Looks for ways to improve and promote quality; Demonstrates accuracy
and thoroughness.
Business Acumen - Understands business implications of decisions; Displays orientation to
profitability; Demonstrates knowledge of market and competition; Aligns work with
strategic goals.
Cost Consciousness - Works within approved budget; Contributes to profits and revenue;
Develops and implements cost saving measures; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on. time; Supports organization's goals and values; Benefits organization
through outside activities.
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organization's strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Job Title: Director, M.I.S.
Department: M.I.S.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily. The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Education and/or Experience
Master's degree (M.A. or M.S.) or equivalent preferred; or four to ten (4-10) years of
related experience and/or training. At least four (4) years of this experience should
include management responsibilities for a major data processing system.
Job Title:
Department:
Language Skills
Director, M.I.S.
M.I.S.
Ability to read, analyze, and interpret general business periodicals, professional
journals, technical procedures, or governmental regulations. Ability to write reports,
business correspondence, and procedure manuals. Ability to effectively present
information and respond to questions from groups of managers, clients, customers, and the
general public.
Mathematical Skills
Ability to calculate figures and amounts such as discounts, interest, commissions,
proportions, percentages, area, circumference, and volume. Ability to apply concepts of
basic algebra and geometry.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Computer Skills
To perform this job successfully, an individual should have expert knowledge of hardware
and software programs, including Accounting software; Database software; Human Resource
systems; Internet software; Payroll systems; Project Management software; Microsoft Excel
spreadsheet software and Microsoft Word word processing software.
Certificates, Licenses, Registrations
Valid Florida Driver's License and maintenance of clean driving record.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
Other Skills and Abilities
Knowledge of computer operations and procedures.
Knowledge of methods and procedures of systems analysis.
Knowledge of capacities, characteristics and limitations
equipment including, but not limited to, mainframe, mini
processing systems.
Knowledge of data processing operations and applications
including computer programming and logic.
Knowledge of most recent technology in effective software
Knowledge of governmental organizations.
Knowledge of principles of budgeting.
of data processing software and
and micro computers and word
used in business settings,
and hardware.
Ability to delegate authority, plan, organize, assign, coordinate and review the work of
technical and administrative personnel.
Ability to establish and maintain an effective working relationship with officials,
employees and the public.
Ability to prepare difficult and complex program assignments.
Ability to direct the planning and installation of data processing systems, procedures
and equipment.
Ability to translate user department needs into effective computer programs.
Ability to communicate effectively orally and in writing.
Job Title: Director, M.I.S.
Department: M.I.S.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is regularly required to sit; use
hands to finger, handle, or feel and talk or hear. The employee is frequently required
to walk. The employee is occasionally required to stand, reach with hands and arms and
stoop, kneel, crouch, or crawl. The employee must frequently lift and/or move up to 10
pounds and occasionally lift and/or move up to 25 pounds. Specific vision abilities
required by this job include close vision and ability to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
The noise level in the work environment is usually moderate.
b
�� C4 PORT 5"
CGS
CITY OF PORT ST . LUCIE
Position Description
�LOH4DF"
Job Title:
Director, Public Works
Department:
Public Works
Reports To:
Assistant City Manager
Job Code:
1225
Band:
Administrator
Union Status:
Non
FLSA Status:
Exempt
Prepared Date:
June 3, 2004
Modification Date:
Summary
Responsible for directing the Public Works Department to implement policies as set forth
by City Management. Develops and oversees goals and objectives for the department to
achieve those policies.
Essential Duties and Responsibilities include the following. Other duties may be
assigned.
Directs the Public Works Department's divisions, programs and functions.
Attends City Council meetings to present budgets, activity reports, and plans for future
activities.
Directs the department's budget preparation process and monitors the approved budget.
Oversees the Department's Capital Improvement Projects including the purchasing of
equipment.
Performs liaison duties with the City Manager and Department Directors.
Performs public relation functions including public speaking, meetings, public
appearances, etc.
Supervisory Responsibilities
Manages subordinate supervisors who oversee employees in the Public Works Department.
Responsible for the overall direction, coordination, and evaluation of these units. Also
may directly supervise non -supervisory employees. Carries out supervisory
responsibilities in accordance with the City's policies and applicable laws.
Responsibilities include interviewing, hiring recommendations, and training employees;
planning, assigning, and directing work; appraising performance; rewarding and
disciplining employees; addressing complaints and resolving problems.
Competency
To perform the job successfully, an individual should demonstrate the following
competencies:
Analytical - Synthesizes complex or diverse information; Collects and researches data;
Uses intuition and experience to complement data; Designs work flows and procedures.
Problem Solving - Identifies and resolves problems in a timely manner; Gathers and
analvzes information skillfully; Develops alternative solutions; Works well in group
problem solving situations; Uses reason even when dealing with emotional topics.
Job Title: Director, Public Works
Department: Public Works
Project Management - Develops project plans; Coordinates projects; Communicates changes
and progress; Completes projects on time and budget; Manages project team activities;
Manages difficult or emotional situations; Solicits feedback to improve service; Responds
to requests for service and assistance; Meets commitments.
Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains
confidentiality; Listens to others without interrupting; Keeps emotions under control;
Remains open to others' ideas and tries new things.
Oral Communication - Speaks clearly and persuasively in positive or negative situations;
Listens and gets clarification; Responds well to questions; Demonstrates group
presentation skills; Participates in meetings.
Written Communication - Writes clearly and informatively; Edits work for spelling and
grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to
read and interpret written information.
Teamwork - Balances team and individual responsibilities; Exhibits objectivity and
openness to others' views; Gives and welcomes feedback; Contributes to building a
positive team spirit; Puts success of team above own interests; Able to build morale and
group commitments to goals and objectives; Supports everyone's efforts to succeed.
Visionary Leadership - Displays passion and optimism; Inspires respect and trust;
Mobilizes others to fulfill the vision; Provides vision and inspiration to peers and
subordinates.
Change Management - Develops workable implementation plans; Communicates changes
effectively; Builds commitment and overcomes resistance; Prepares and supports those
affected by change; Monitors transition and evaluates results.
Delegation - Delegates work assignments; Matches the responsibility to the person; Gives
authority to work independently; Sets expectations and monitors delegated activities;
Provides recognition for results.
Leadership - Exhibits confidence in self and others; Inspires and motivates others to
perform well; Effectively influences actions and opinions of others; Accepts feedback
from others; Gives appropriate recognition to others.
Managing People - Includes staff in planning, decision -making, facilitating and process
improvement; Takes responsibility for subordinates' activities; Makes self available to
staff; Provides regular performance feedback; Develops subordinates' skills and
encourages growth; Solicits and applies customer feedback (internal and external);
Fosters quality focus in others; Improves processes, products and services; Continually
works to improve supervisory skills.
Cost Consciousness - Works within approved budget; Develops and implements cost saving
measures; Contributes to profits and revenue; Conserves organizational resources.
Diversity - Demonstrates knowledge of EEO policy; Shows respect and sensitivity for
cultural differences; Promotes a harassment -free environment.
Ethics - Treats people with respect; Keeps commitments; Inspires the trust of others;
Works with integrity and ethically; Upholds organizational values.
Organizational Support - Follows policies and procedures; Completes administrative tasks
correctly and on time; Supports organization's goals and values; Benefits organization
through outside activities.
Job Title: Director, Public Works
Department: Public Works
Strategic Thinking - Develops strategies to achieve organizational goals; Understands
organizationas strengths & weaknesses; Analyzes market and competition; Identifies
external threats and opportunities; Adapts strategy to changing conditions.
Judgment - Displays willingness to make decisions; Exhibits sound and accurate judgment;
Supports and explains reasoning for decisions; Includes appropriate people in decision -
making process; Makes timely decisions.
Motivation - Sets and achieves challenging goals; Demonstrates persistence and overcomes
obstacles; Measures self against standard of excellence; Takes calculated risks to
accomplish goals.
Planning/Organizing - Prioritizes and plans work activities; Uses time efficiently; Plans
for additional resources; Sets goals and objectives; Organizes or schedules other people
and their tasks; Develops realistic action plans.
Professionalism - Approaches others in a tactful manner; Reacts well under pressure;
Treats others with respect and consideration regardless of their status or position;
Accepts responsibility for own actions; Follows through on commitments.
Quality - Demonstrates accuracy and thoroughness; Looks for ways to improve and promote
quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Quantity - Meets productivity standards; Completes work in timely manner; Strives to
increase productivity; Works quickly.
Safety and Security - Observes safety and security procedures; Determines appropriate
action beyond guidelines; Reports potentially unsafe conditions; Uses equipment and
materials properly.
Adaptability - Adapts to changes in the work environment; Manages competing demands;
Changes approach or method to best fit the situation; Able to deal with frequent change,
delays, or unexpected events.
Attendance/Punctuality - Is consistently at work and on time; Ensures work
responsibilities are covered when absent; Arrives at meetings and appointments on time.
Dependability - Follows instructions, responds to management direction; Takes
responsibility for own actions; Keeps commitments; Commits to long hours of work when
necessary to reach goals; Completes tasks on time or notifies appropriate person with an
alternate plan.
Initiative - Volunteers readily; Undertakes self -development activities; Seeks increased
responsibilities; Takes independent actions and calculated risks; Looks for and takes
advantage of opportunities; Asks for and offers help when needed.
Innovation - Displays original thinking and creativity; Meets challenges with
resourcefulness; Generates suggestions for improving work; Develops innovative approaches
and ideas; Presents ideas and information in a manner that gets others' attention.
Qualifications
To perform this job successfully, an individual must be able to perform each essential
duty satisfactorily." The requirements listed below are representative of the knowledge,
skill, and/or ability required. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.
Job Title: Director, Public Works
Department: Public Works
Education and/or Experience
Bachelor's degree (B.A. or B.S.) in Civil Engineering, Public Administration or a related
field from an accredited four-year college or university. Master's degree (M.A. or M.S.)
from an accredited four-year college or university preferred. Ten (10) years of
experience managing and supervising in capital improvement projects and/or professional,
technical, administrative, skilled and unskilled labor personnel in Public Works or
related field.
Language Skills
Ability to read, analyze, and interpret common scientific and technical journals,
financial reports, and legal documents. Ability to read and interpret construction
drawings and blue prints. Ability to respond to common inquiries or complaints from
customers, regulatory agencies, or members of the business community. Ability to write
speeches and articles for publication that conform to prescribed style and format.
Ability to effectively present information to top management, public groups, and/or
boards of directors.
Mathematical Skills
Abilitv to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply concepts
such as fractions, percentages, ratios, and proportions to practical situations.
Reasoning Ability
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or
diagram form and deal with several abstract and concrete variables.
Certificates, Licenses, Registrations
Valid Florida driver's license and maintenance of clean driving record.
A comparable amount of training, education or experience may be substituted for the
minimum qualifications.
Other Skills and Abilities
Knowledge of managing capital improvement projects.
Knowledge of public works and utilities operational procedures and practices.
Knowledge of construction and civil engineering principles and procedures.
Knowledge of operations and maintenance of streets and storm sewers.
Knowledge of the City's and department's policies and procedures.
Skill in public speaking and public relations.
Other Qualifications
Must be able to travel occasionally.
Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties cf this Job, the employee is regularly required to talk or
d
Job Title: Director, Public Works
Department: Public Works
hear. The employee is frequently required to walk and sit. The employee is occasionally
required to stand and use hands to finger, handle, or feel. The employee must
occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this
job include close vision, distance vision, color vision, peripheral vision, depth
perception and ability to adjust focus.
Work Environment
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
While performing the duties of this Job, the employee is occasionally exposed to moving
mechanical parts; fumes or airborne particles, outside weather conditions and vibration.
The noise level in the work environment is usually moderate.
CITY OF PORT ST. LUCIE
JOB DESCRIPTION
JOB TITLE: COMMUNITY SERVICES AND REDEVELOPMENT DIRECTOR
DEPARTMENT: ADMINISTRATIVE SERVICES JOB CODE: 520850
GENERAL DESCRIPTION:
Highly responsible administrative work in planning and directing the Community Services and Redevelopment
Division of the Administrative Services Department; includes responsibility for affordable housing programs,
community service referrals other than housing, referrals service for nonprofit human services agencies and grant
management research and coordination.
ESSENTIAL JOB FUNCTIONS:
1. Plans, directs and coordinates strategies for the various Community Services. Organizes and directs
the administrative programs of each including affordable housing, rehabilitation and grant
management.
2. Organizing, directs and trains personnel. Evaluates work performance, coordinates service delivery
among the programs.
3. Administers down payment assistance, rehabilitation, and emergency repair deferred payment loan
program.
4. Explores and institutes plans for leverage of funding for affordable housing program including
liaison with related programs including weatherization, and non-profit funding. Updates and
maintains liaison with city-wide lenders.
5. Institutes outreach programs for housing program recipients and applicants including home buyer
education workshops, credit and debt management assistance, home repair and maintenance
security, home -budgeting, and low-cost landscaping workshops.
6. Researches and coordinates grant funding for the City. Determines eligibility, coordinates and
prepares grant application submittal. Establishes contact with administering agency pre- and post -
application. Determines selection procedures; notifies administering City Department if award is
made. Evaluates changes needed if award is denied.
?. Maintains library of listings and research documents for grant funding. Maintains expertise in
submittal of grant requests.
S. Oversees financial management of federal grants, Davis -Bacon regulations --as they relate to CDBG
in particular. Advises on CDBG projects on financing and income compliance.
9. Works to prepare the budget; development and maintenance of budgetary controls, accounting and
appropriations.
(These essentiai job functions are not to be construed as a coniplete statement of all duties perfbrntedhtriolovees will be required to Derioma other ioo related marginal duties as required_ i
MINIMUM QUALIFICATIONS:
KNOWLEDGE, SHILLS AND ABILITIES:
-Knowledge of federal, state or local regulations as they relate to the Community Service programs.
-Knowledge of management, statistics, and planning principles and practices. -Ability to
communicate both orally and in writing.
-Ability to establish and maintain effective working relationships with employees and the public.
-Ability to plan, develop, coordinate and implement Community Service Programs.
-Ability to maintain adequate budgetary and financial management of Community Service programs and
financial oversight of federal grants.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four (4) year college or university with a Bachelor's degree in Public or
Business administration or related field and two (2) years administrative experience in community
development or similar federal or state programs.
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
Valid Florida Driver's License
ESSENTIAL PHYSICAL SKILLS:
-Acceptable eyesight (with or without correction)
-Acceptable hearing (with or without hearing aid)
-Ability to access, input and retrieve information from a computer.
-Ability to access file cabinets for filing and retrieval of data.
-Ability to sit at a desk and view a display screen for extended periods of time.
-Ability to communicate both orally and in writing.
-Driving
ENVIRONMENTAL CONDITIONS:
-Works inside in an office environment for the most part; occasional field trips.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
CITY OF FORT PIERCE
.5ep �t ue ut:,45p �'�
TO: Linda Camplin , HR Specialist
St. Lucie County BOCC
FAX: 462-2361
FROM: Gena Spivey, HR Coordinator
City of Fort Pierce
FAX: 489-0872
Per your request, listed are the positions that are compatible to your jobs title.
CountyPositions
City of Fort Pierce Positions
Current Salary
County Administrator
City Manager
$129,138.62
Asst. County Admin.
Deputy City Manager
$115,130.34
OMB Director - --
Director offinance ---
- $106,367.04 - -- -
Purchasing Director
Director of Procurement
$ 87,300.20
HR Director
Director of Administrative Services
$ 96,229.64
Information Technology Dir
MIS Director
$ 72,02811
Public Safety Director
Risk Manager
$ 71,651.00
Solid Waste Director
Director of Solid Waste
$ 91,720.20
Public Works Director
Public Works Director
$ 99,900.06
Community Services Dir.
Community Services Director
$ 96,363.02
Grant Resource Director
Grant Writer
$ 66,600.14
09/22/2006 FRI 01:41 [TI/RX NO 64261 Z 002
-Cr L 1 V U u 1. TJ'
CITY OF FT. PIERCE
JOB DESCRIPTION
JOB TITLE: CITY MANAGER
DEPARTMENT: CITY MANAGER
GENERAL DESCRIPTION:
This is a highly responsible administrative work in directing and
in coordinating all phases of the general municipal government.
Work involves the supervision of activities related to the City
in accordance with the policies determined by the City
Commission, City Charter and applicable laws and ordinances.
ESSENTIAL JOB FUNCTIONS:
1. Directs the overall effort of the City government; appoints
department heads and acts as appointing authority for the
City employees; coordinates the efforts of the various
departments under the City governmental structure.
2. Administers through subordinate department heads such
functions as law enforcement, planning, maintenance of public
streets, parks, garage, city building, sanitation, financial
operations and budgets, code violations and inspection
services, and related functions.
3. Prepares the annual City Budget for submission to the
Commission; submits recommendations to the Commission for
their discussion and approval concerning the efficient
operation of the City government.
4. Keeps the Commission informed of general City operations and
activities; makes plans and recommends future programs of the
City.
5. Maintains community respect through good public relations and
by keeping residents informed of the City progress and
policies.
6. Discusses problems and complaints concerning City operations
with the taxpayers or refers to appropriate official for
action.
7. Performs related work as required.
(These essential job functions are not to be construed as a statement of all duties performed.
Employees will be required to perform other job related marginal duties as required,)
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z 003
Sep 21 06 01:45p
CITY MANAGER
PAGE 2
MINIMUM QUALIFICATIONS:
KNOWLEDGE, SKILLS AND ABILITIES:
-Extensive knowledge of laws and administrative policies
governing municipal activities and of the operations of the
municipal government.
-Ability to delegate authority and responsibility to
subordinate department heads and to maintain an effective
organization.
-Ability to appear before groups of taxpayers and the
Commission to present data and programs which enhance the
continued efficient operation of the City.
-Ability to express oneself clearly in writing and orally.
EDUCATION AND EXPERIENCE:
Graduated from an recognized college or university with a
degree in Business Administration or Public Administration
supplemented by course work in Management. Extensive
experience in a responsible administrative/management position
in municipal government.
(A comparable amount of training, education or experience can be substituted for the minimum
qualifications.)
ESSENTIAL PHYSICAL SKILLS:
-Acceptable eyesight (with or without correction).
-Acceptable hearing (with or with out hearing aid).
-Ability to communicate both orally and in writing.
ENVIRONMENTAL CONDITIONS:
-Works in an office environment.
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z 004
-bep i�1 Ub U1:4bp
CITY OF FORT PIERCE
JOB OPENINGTROMOTIONAL OPPORTUNITY
JOB TITLE: DEPUTY CITY MANAGER
DEPARTMENT: CITY MANAGER
GENERAL DESCRIPTION:
PAY RANGE:
SALARY RANGE: $75,000 - $95,000 Annual
POSITION: 1
The purpose of this position is to assist in managing city operations, to oversee major functions of
assigned departments, and to serve as City Manager in absence of the City Manager.
ESSENTIAL JOB FUNCTIONS:
The following duties are normal for this position. The omission of specific statements of the
duties does not exclude them from the classification if the work is similar, related, or a logical
assignment for this classification. Other duties may be required and assigned.
1. Supervises, directs, and evaluates assigned staff, processing employee concerns and
problems, directing work, counseling, disciplining, and completing employee performance
appraisals; makes hiring decisions.
2. Ensures compliance with all applicable codes, laws, rules, regulations, standards, policies and
procedures; ensures adherence to established safety procedures; initiates any actions
necessary to correct deviations or violations.
3. Consults with assigned staff to review work requirements, status of work, and problems;
assists with complex or problem situations; provides direction, advice, and technical
expertise.
4. Consults with City Manager and other officials as needed to review department activities,
provides recommendations, resolves problems, and receives advice/direction.
5. Performs the duties of City Manager in absence of same.
6. Performs administrative functions associated with city operations; develops/implements long
and short term plans, goals, and objectives; develops, updates, and implements policies and
procedures; prepares, reviews, and administers annual city-wide budgets; monitors
expenditures; performs grant writing and grant administration; makes policy
recommendations to city officials.
7. Provides administrative direction for areas of assignment; coordinates department work
activities and prioritizes projects; serves as team leader, drafts team agendas, and chairs team
meetings; conducts research and prepares outlines, reports, and documentation;
presents/defends reports at meetings; participates in meetings, to include providing
background, asking questions, discussing issues, sharing information, making decisions, and
giving assignments; initiates problem resolution and recommends alternative actions;
determines plan of action and commits various resources as appropriate.
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8. Compiles or monitors various administrative and statistical data pertaining to
city/departmental operations; performs research as needed; makes applicable calculations;
analyzes data and identifies trends; prepares or generates reports; maintains records:
9. Prepares or completes various forms, reports, correspondence, purchase requisitions, budget
documents, newspaper copy, statistical analysis, technical study reports, training reports,
performance appraisals, grant documents, flow charts, diagrams, agendas, or other
documents.
10. Receives various forms, reports, correspondence, draft correspondence, technical study
reports, agenda item requests, draft legislation, developer plans/applications, citizen
inquiries, job applications, invoices, budget reports, grant documents, contracts, codes, rules,
regulations, statutes, policies, manuals, reference materials, or other documentation; reviews,
completes, processes, forwards or retains as appropriate.
11.Operates a computer to enter, retrieve, review or modify data; utilizes word processing,
spreadsheet, database, presentation, document imaging, communications, or other software
program
12. Responds to complaints and questions related to city/department operations; provides
information, researches problems, and initiates problem resolution.
13. Communicates with City Manager, city officials, employees, city departments, government
agencies, engineers, developers, contractors, consultants, vendors, chamber of commerce,
applicants, customers, the public, the media,. outside agencies, and other individuals as
needed to coordinate work activities, review status of work, exchange information, resolve
problems, or give/receive advice/direction_
14. Coordinates city/department activities with those of other departments, other municipalities,
contractors, consultants, outside agencies, or others as needed.
15. Provides information and education to the community and the media; gives speeches and
presentations.
16. Attends various meetings; serves on committees as needed; gives speeches or presentations.
17. Maintains a comprehensive, current knowledge of applicable laws/regulations; maintains an
awareness of new procedures, technologies, trends, and advances in the profession; reads
professional literature; maintains professional affiliations, attends conferences, workshops,
and training sessions as appropriate.
ADDITIONAL FUNCTIONS
1. Operates a motor vehicle to conduct work activities.
2. Provides assistance or coverage to other employees as needed.
3. Performs other related duties as required.
( o= m=bal job drocd , arc not to be oonsaved es a oomplac statemrnt of all duties pedbrmcd Employees will be rmrAred to pedarm other job related marvjnal
duocs as regmrad)
09/22/2006 FRI 01.:41 [TX/RX NO 64261 Z 006
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p-
MU,aNiUM QUALIFICATIONS:
Preferred Master's degree in Public Administration, or. Organizational Behavior supplemented by six
(6) years previous experience and/or training that includes municipal administration in a city of
similar size; or any equivalent combination of education, training and experience which provides the
requisite knowledge, skills, and abilities for this job. Must possess and maintain a valid Florida
driver's license.
PERFORMANCE APTITUDES:
Data Utilization: Requires the ability to synthesize, hypothesize, and/or theorize concerning data
involving modification of existing policies, strategies and/or methods to meet unique or unusual
conditions. Requires the ability to do so within the context of existing organizational theories and
management principles.
Human Interaction: Requires the ability to function in a director capacity for a major organizational
unit requiring significant internal and external interaction.
Verbal Aptitude: Requires the ability to utilize consulting and advisory data and information, as
well as reference, descriptive and/or design data and Information as applicable.
Situational Reasoning: Requires the ability to exercise judgment, decisiveness and creativity in
critical and/or unexpected situations involving moderate risk to the organization.
ADA COMPLIANCE:
Physical Ability: Tasks require the ability to exert light physical effort in sedentary to light work,
but which may involve some lifting, carrying, pushing and/or pulling of objects and materials of
light weight (5 - 10 pounds). Tasks may involve extended periods of time at a keyboard or work
station.
Sensory Requirements: Some tasks require the ability to perceive and discriminate sound and visual
cues or signals. Some tasks require the ability to communicate orally.
Environmental Factors: Performance of essential functions may require exposure to adverse
environmental conditions, such as dirt, dust, pollen, odors, wetness, humidity, rain, fumes,
temperature and noise extremes, bright/dim light, machinery, electric currents, traffic hazards, toxic
agents, violence, disease, or pathogenic substances.
KNOWLEDGE, SHILLS AND ABILITIES:
- Knowledge of the operation, adjustment and care of the computer.
- Knowledge of the applications of computers.
- Knowledge of the principles, practices and procedures of state-of-the-art data processing.
- Ability to perform minor operating adjustments.
- Ability to communicate in writing and orally.
- Ability to access, input and retrieve information from a computer.
- Ability to understand and follow moderately complex instructions.
- Ability to learn new methods, procedures and operations.
09/22/2006 FRI 01:41 [TT/RX NO 64261 Z 007
Sep 21 06 01:4?p
p • ti
CITY OF FT. PIERCE
JOB DESCRIPTION
JOB TITLE: FINANCE DIRECTOR
DEPARTMENT: FINANCE
GENERAL DESCRIPTION:
Responsible Professional Financial and Accounting work in the direction of the City's Fiscal
Department.
ESSENTIAL JOB FUNCTIONS:
1. Directs the financial administration of the City. Supervises
the collection of all monies,
including tax, license fee revenues and the disbursement of
City funds.
2. Maintains general accounting system for the City government.
Complies fiscal estimates
and reports.
). Supervises tax assessments and acts as custodian of funds
belonging to or under the
control of the City or it's units.
4. Serves as Secretary/Treasurer of the Retirement & Benefit
System.
5. Directs cash management. Directs and performs investment
activities. Prepares City
budget and establishes control for budget administration.
6. Directs the Data Processing applications and activities for
the City.
7. Confers with the City Manager and department heads regarding
fiscal and accounting
policies, procedures and problems.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform
other job related marginal duties as required.)
MINIMUM QUALIFICATIONS:
1h2gOWLEDGE, SKILLS, AND ABILITIES:
-Knowledge of the general laws 'and policies governing municipal finance
-Knowledge of modern accounting practices.
-Knowledge of the laws, ordinances and regulations governing financial operations of the
City.
-Ability to serve as Secretary/Treasurer of the Retirement and Benefit System.
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FINANCE DIRECTOR
PAGE 2
-Ability to formulate and install accounting methods, procedures, forms and records.
-Ability to prepare financial reports.
-Ability to establish and maintain effective working relationships with departments,
government officials and the general public.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four year college or university with a degree in Finance or
Accounting. Six years of experience in the maintenance of governmental account
systems.
A comparable amount of training and experience maybe substituted for the minimum
qualifications.
(The comparable amount of training, education or experience can be substituted for the minimum qualifications.)
ESSENTIAL PHYSICAL SHILLS:
-Light to moderate (15 lbs or over) lifting and carrying.
-Acceptable eyesight (with or without correction).
-Acceptable hearing (with or without hearing aid).
-Ability to communicate both orally and in writing.
-Sitting, bending, standing and etc.
ENVIRONMENTAL CONDITIONS:
-Works inside in an office environment.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [TX/Rl NO 6426] ID 009
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CITY OF FT. PIERCE
L��•rl,'��`Q JOB DESCRIPTION
JOB TITLE: PURCHASING DIRECTOR PAY RANGE: 30
SALARY: $61,678-$99,085
DEPARTMENT: PURCHASING
GENERAL DESCRIPTION:
Responsible administrative work involving the large-scale procurement of materials, supplies,
equipment and services for the City and Utilities Authority. Work includes supervising the
activities of the Purchasing Department. Work is performed in accordance with established
policies under the Direction of the City Manager with considerable latitude for independent
judgment, discretion and initiative in carrying out the mission of the Purchasing Department. Work
is reviewed through conferences, reports, observations and by results obtained.
ESSENTIAL JOB FUNCTIONS:
1. Supervises, directs, plans, coordinates and instructs all divisions and personnel within
the Purchasing Department.
2. Directs and coordinates all phases of preparation of specifications, legal
advertisements, formal and informal bid invitations. Also directs correspondence
regarding purchase and disposal matters.
3. Directs the processing of records to the City Manager on controversial contracts and
bids.
4. Directs the advertising and secures bids covering all supplies, materials and equipment
purchased. Direct all standards and specifications. Initiates investigations of flagrant
and intentional violations of bids, contracts and policies. Determines priority orders.
5. Directs procedures and establishes new and additional methods for surplus disposal.
6. Attends and participates in conferences and meetings of Department Heads and the
City Commission.
7. Prepares annual budget and submits same to City Manager for review and approval.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other fob related marginal
duties as required.)
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PURCHASING DIRECTOR
PAGE 2
MINIMUM QUALIFICATIONS:
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of approved purchasing practices and methods. Knowledge of the sources
of supply, markets and price trends. Knowledge of the needs of the agencies served.
Considerable knowledge of accounting practices and procedures, especially as they
relate to government purchasing.
Knowledge of the standard types, forms and legal requirements of contract administra-
tion. Knowledge of principles and practices of office management.
Knowledge of laws and regulations governing city purchasing activities. Ability to
prepare specifications and invitations to bid, tabulate and analyze bids and other pur-
chasing functions.
- Ability to meet and deal effectively with administrative officials and vendors.
Ability to plan, assign, instruct, review and evaluate work assignments of technical and
professional personnel.
Ability to write clear and concise specifications.
Ability to establish and maintain effective working relations with subordinates, superi-
ors, municipal officials and the general public.
Ability to effectively lead and manage an organization.
Ability to prepare, develop and present long-range plans and programs.
Skill in public relations.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four year college or university with a Bachelor's Degree in
Marketing, Business Administration, Public Administration or other related area. Eight (8)
years of buying or purchasing experience involving participation in competitive bidding on
the open market and preparation of commodity specifications and purchasing records with
at least five (5) years of governmental experience. Some experience in professional and
administrative supervisory capacity.
(A comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
Must obtain CPPO or CPM Certification within (4) years.
ESSENTIAL PHYSICAL SKILLS:
- Acceptable eyesight (with or without correction)
- Acceptable hearing (with or without hearing aid)
- Ability to communicate both orally and in writing.
ENVIRONMENTAL CONDITIONS:
Works inside in an office environment.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 (TX/RX NO 64261 a 011
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PURCHASING DIRECTOR
PAGE 3
ESSENTIAL PHYSICAL SKILLS:
Acceptable eyesight (with or without correction)
Acceptable hearing (with or without hearing aid)
Ability to communicate both orally and in writing.
ENVIRONMENTAL CONDITIONS:
Works inside in an office environment.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [Tl/RX NO 64261 U 012
Sep 21 06 01:50p F
CITY OF FT. PIERCE
JOB DESCRIPTION
k/l/V f 6 0 1
JOB T ITLE: ADMINISTRATIVE SERVICES DIRECTOR PaaGrade: 61,678- 594,367 Yrly
DEPARTMENT: HUMAN RESOURCES/ADMINISTRATION POSITION:
GENERAL DESCRIPTION:
Highly responsible administrative and professional work involving the organization and coordination of departments
engaged in various support service functions. Responsibilities include the determination and execution of major
departmental policies and procedures, for planning long and short term programs, and for making administrative
decisions in determining the feasibility of contemplated improvements on a city-wide basis. Work requires the exercise
of mature judgment and the application of knowledge of city functional and structural organization and programs in
meeting a wide variety of work problems involving considerable public and interdepartmental relations. This position
involves reporting directly to the City Manager and fulfilling management and special staff responsibilities to relieve
the City Manager of various administrative details.
ESSENTIAL JOB FUNCTIONS:
Coordinates the administrative activities of departments engaged in a wide variety of support
service -related operations.
2. Plans and directs the activities of managerial and professional employees engaged in a variety of
administrative, financial and informational assignments.
3. Reviews and evaluates reports from departments; recommends changes or further research;
approves drafts and standard reports.
4, Investigates and evaluates proposals for new programs and services; confers with department
directors, public officials and members of the public; recommends changes in administrative
policies, organization, programs, methods and procedures.
S. Assists the City Manager by coordinating the flow of support service -related correspondence,
ordinances and commission agenda items, etc.
6. Directs the preparation and review of department budget estimates, and makes necessary
adjustments.
7. Prepares special reports for the City Manager and City Commission.
Works closely with the City Commission on projects as assigned by the City Manager.
9. Within the limits of delegated authority will be responsible for directing and participating in the
selection, placement, promotion, training, development, safety, discipline and appraisal of
administrative personnel.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other job related marginal duties as required.)
09/22;2006 FRI 01:41 [TX/RI NO 64261 Z 013
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ADMINISTRATIVE SERVICES DIRECTOR
PAGE 2
MINIMUM QUALIFICATIONS_
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of municipal structural and city department inter -relationships.
Knowledge of the functions, organization; staffing and operating procedures of the various city
departments.
Knowledge of research methods and techniques, and methods of effective report presentation.
- Skill in the presentation of data in written form and in public speaking.
Ability to plan, assign, delegate and direct the work of administrative and supervisory personnel.
Ability to develop long-term plans and programs and to evaluate work accomplishments.
Ability to establish and maintain, effective working relationships with public officials,
department directors, representatives of other organizations, and the general public.
EDUCATION AND EXPERIENCE:
Graduation from an accredited college or university with a Master's Degree in Business or Public
Administration, or related field or any equivalent combination of education, training and experience.
Five (5) years in supervisory role and experience in local government.
(A comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
None
ESSENTIAL PHYSICAL SKILLS:
Acceptable eyesight (with or without correction)
Acceptable hearing (with or without hearing aid)
Ability to communicate both orally and in writing.
(Reasonable accorrarnodat ons will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [Tb/RX NO 64261 U 014
Sep 21 06 01:51p
CITY OF FT. PIERCE
r. 1.,
J11 0 Y,` /011/0 �'
JOB DESCRIPTION
30B TITLE: MIS DIRECTOR SALARY RANGE: $53;279 - $85,594
(MANAGEMENT & INFORMATION SYSTEMS)
DEPARTMENT: FINANCE DEPARTMENT POSITION(S): 1
GENERAL DESCRIPTION:
Perform technical and administrative work in organizing, planning, and
directing functions of the Management Information Systems Division. Work
is performed under the general direction of the Director of Finance.
ESSENTIAL JOB FUNCTIONS:
1. Supervises, directs, and evaluates assigned staff, processing
employee concerns and problems, directing work, counseling,
disciplining, and completing employee performance appraisals;
interviews and selects new employees.
2. Coordinates daily work activities; organizes, prioritizes, and
assigns work; monitors status of work in progress and inspects
completed work; consults with assigned staff, assists with
complex/problem situations, and provides technical expertise.
3. Ensures departmental compliance with all applicable codes, laws,
rules, regulations, standards, policies and procedures; ensured
adherence to established safety procedures; monitors work
environment and uses of safety equipment to ensure safety of
employees and other individuals; initiates any actions necessary to
correct deviations or violations.
4. Consults with City Manager, Deputy City Manager, Department Heads
to review department operations and activities, review/resolve
problems, receive advice/direction, and provide recommendations.
5. Coordinates departmentprojects and activities with those of other
departments, vendors, consultants, outside agencies, or others as
needed.
6. Develops and implements budget for Management Information Systems
Division and for city-wide technology -related purchases; determines
resource requirements needed to meet technology needs for all
departments on an ongoing basis; prepares and presents budget
document and justification of city-wide technology requests at
Commission Budget Workshops; determines need for new staffing, and
develops position justifications, job skills requirements, and
salaries; attends public hearings.
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MIS DIRECTOR
PAGE 2
7. Manages budgets for technology resources; coordinates procurement
of technology systems and components; monitors expenditures to
ensure compliance with approved budgets; approves requisitions,
reviews and approves technology requisitions for other departments;
submits for payments of all technology -related bills including
requisitioned resources; services and monthly recurring bills such
as internet and network dedicated charges, division pager bills,
hardware/software maintenance, or hardware leases.
8. Oversees and assists as needed with installation, maintenance, and
repair of various computer systems; monitors working conditions of
equipment; performs/manages data backups onto tape, diskette or
other media; performs cleaning and preventive maintenance of
equipment as needed.
9. Operates various computer systems, peripheral equipment, office
equipment, and related tools such as a mainframe computer, personal
computer, printer, monitor, terminal, server, had drive, tape
drive, DVD/CD-ROM drive, modem, scanner, uninterrupted power source
(UPS) diagnostic instruments, hand tools, copy machine, facsimile
machined, calculator, pager, or telephone; enters commands into
computer system to start computer operations, correct errors,
operate peripheral equipment, and perform related functions;
enters, retrieves, reviews or modifies data in programs or
operating systems.
10.Adds and deletes users from the network; maintains ongoing user
support; assigns security and trustee rights; changes passwords.
ll.Oversees and assists as needed with diagnosis, analysis, and
resolution of problems involving hardware, software, peripheral, or
network problems; tests hardware components, monitors, parts, and
software; identifies data errors, line failures, and equipment
malfunctions; initiates appropriate action to correct errors,
recover data, and obtain maintenance.
12.Oversees and assists with provision of training, information, and
technical support to system users regarding software applications,
computer operations, procedures, problems and related issues;
coordinates technical training by outside vendors; troubleshoots
and/or resolves problems.
13.Communicates with hardware/software service representatives and
technical support representatives; provides information concerning
operational and/or mechanical problems as appropriate.
14.Monitors inventory levels of equipment, supplies, tools, and other
materials; ensure availability of adequate materials to conduct
work activities; initiates orders for new/replacement items.
09/2-9/2006 FRI 01:41 (TX/RX NO 64261 Z 016
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MIS DIRECTOR
PAGE 3
5.Maintains logs/documentations of work activities, computer
operations, system modifications, maintenance activities,
installations, system configurations, program development/revisions,
procedures, and other activities.
16.Communcates with employees, other departments, City officials,
users, vendors, manufacturer representatives, information system
professionals, the public, other municipalities, outside
organizations, and other individuals as needed to coordinate work
activities, review status of work, exchange information, resolve
problems, or give/receive advice/direction.
17.Makes site visits to various city offices, remote sited, or other
locations as needed.
18.Maintains a working knowledge of a variety of computer programming
systems, and software programs associated
languages, operations
with work activities, which may include word processing,
spreadsheet, database, desktop publishing, graphics, presentations,
report writing, geographic information system, scanning,
networking, communications, diagnostic, utilities, Internet, and
email; maintains working knowledge of computer programs utilized by
various City departments.
19.Maintains a comprehensive, current knowledge of applicable
laws/regulations; maintains an awareness of new products,
technologies, trends, and advances in the profession; reads
professional literature; maintains professionals affiliations,
attends technical meetings, users group meeting, workshops,
seminars, and training sessions as appropriate.
20.Supervises and evaluates subordinates.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be
required to perform other job related marginal duties as required.)
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MIS DIRECTOR
PAGE 4
MINIMUM QUALIFICATIONS:
KNOWLEDGE, SKILLS AND ABILITIES:
- Knowledge of AS/400 and HTE software applications.
- Knowledge of various computer software in use.
- Knowledge of the operation, adjustment and care of the computer.
- Knowledge of personal computers, Windows and Dos.
- Knowledge of the principles, practices and procedures of state-
of-the-art data processing.
- Ability to instruct others in computer and software use.
- Ability to perform operating adjustments.
- Ability to communicate in writing and orally.
- Ability to understand and follow moderately complex instruc-
tions.
- Ability to learn new methods, procedures and operations.
- Must possess and maintain a valid Florida driver's license.
EDUCATION AND EXPERIENCE:
Bachelor's degree in Information Systems, Information Technology,
Computer Science or closely related field; supplemented by six 6)
years previous experience and/or training that includes responsible
information services management, network operation systems,
software applications/support, hardware/software troubleshooting,
telecommunications; or any equivalent combination of education,
training, and experience which provides the requisite knowledge,
skills, and abilities for this job.
(A comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
None
ESSENTIAL PHYSICAL SKILLS:
- Acceptable eyesight (with or without correction)
- Acceptable hearing (with or without hearing aid)
- Ability to communicate both orally and in writing.
- Ability to access, input and retrieve information from a com-
puter.
ENVIRONMENTAL CONDITIONS:
- Works inside in an office environment.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [TI/R1 NO 64261 U 018
Sep 21 06 01:54p
P . 1 J
CITY OF FT. PIERCE
JOB DESCRIPTION
JOB TITLE: RISK MANAGER.
DEPARTMENT: FINANCE DEPARTMENT
GENERAL DESCRIPTION:
SALARY RANGE: $36,173 - $52,458/YRLY.
Technical and administrative position in planning, organizing, implementing
and managing the City's Insurance Risk Management Program.
ESSENTIAL JOB FUNCTIONS:
1. Administers and makes recommendations pertaining to all elements
of the City's various risk programs, relating to records, audits,
premiums, policy expiration dates, claims processing, etc.
2. Represent City in contacting doctors, lawyers, and insurance
carriers in program matters not involving litigation.
3. Assists the City Attorney's office in preparing defense of
litigation and compensation proceedings.
4. Confers with City Attorney's Office concerning legality of program
transactions.
S. Administers independent contractor insurance coverage.
6. Develops risk identification procedures.
7. Develops accident prevention and loss control methods, procedures
and programs.
8. Prepares and presents all pending claims at Incident Review
Committee meetings.
9. Keeps abreast of any new development concerning potential loss
exposure through legislation and legal decisions.
10. Supervises a staff in processing necessary investigations, reports,
studies and audits relating to occupational injuries and diseases,
public liability losses, casualty loss, safety engineering and loss
control matters.
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be
required to perform other job related marginal duties as required.)
09/22/2006 FRI 01:41 [TX/RX NO 64261 U019
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RISK MANAGER
PAGE 2
MINIMUM UALIFICATIONS:
KNOWLEDGE, SKILLS AND ABILITIES:
- Knowledge of Risk Management principles, practices, methods and
techniques.
- Knowledge of Worker's Compensation laws and local, state, and
federal statutes and decisions as they relate to personal injuries,
property damage, vehicle accidents and other risks.
- Knowledge of the City of Port Pierce ordinances and other
legislation relating to false arrest, potential tort exposures,
general liability, etc.
- Knowledge of modern supervisory and personnel techniques,
- Knowledge of.modern administrative policies and principles.
- Ability . rtQ es�tabli-sh and maintain effective working relationships
a i t h
departmental officials, employees and the general public.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four-year College or University, with
a Bachelor's Dearee in Public or Business Administration or
Insurance/Risk Management or a related field. Three (3) years full-
time responsible Risk Management experience. Experience shall include
development and administration of general liability, casualty loss,
employee benefit and workers' compensation programs.
(P. comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
CPUC License.
ESSENTIAL PHYSICAL SKILLS:
- Acceptable eyesight (with or without correction)
- Acceptable hearing (with or without hearing aid)
ENVIRONMENTAL CONDITIONS:
- Works inside in an office environment.
- Occasional outside work (work sites, accident scenes, etc.)
- Work at heights above and below ground level.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [TX/RX NO 64261 U 020
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_DC►H�'-, � ��-
CITY OF FT.
JOB DESCRIPTION
JOB TITLE: DIRECTOR OF SOLID WASTE
DEPARTMENT: SOLID WASTE
GENERAL DESCRIPTION:
PIERCE
Plans, directs and supervises the operation of the department which
encompasses all activities which relate to the collection, storage
and transportation of residential, commercial and institutional
refuse.
ESSENTIAL JOB FUNCTIONS:
1. Directs the basic framework of Residential and Commercial
refuse collection practices and procedures.
2. Directs and assist with all shop activities that relate to
vehicle and equipment maintenance and repair.
3. Coordinates and assists all staff with selection and training
of personnel.
4. Assists with preparation of annual Department budget.
5. Plans and coordinates interaction with other Departments.
6. Reviews employees performance ratings.
7. Directs the acquisition of equipment, parts, repairs,
petroleum products and related items.
8. Confers with and advises staff on related Departmental
activities.
9. Performs related tasks and assignments as directed.
(These essential job functions are not to be construed as a complete statement of all duties
performed. Employees will be required to perform other job related marginal duties as required.)
MINIMUM QUALIFICATIONS:
KNOWLEDGE, SKILLS, AND ABILITIES:
-Knowledge and proven ability to plan, direct, coordinate and
supervise a municipal solid waste collections system.
-Ability to establish and maintain effective working
relationship with co-workers, subordinates, superiors and the
public at large.
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z021
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DIRECTOR OF SOLID WASTE
PAGE 2
MINIMUM UALIFICATIONS CONT'D:
KNOWLEDGE, SKILLS, AND ABILITIES:
-Ability to prepare technical reports and specifications.
-Knowledge of maintenance and repair procedures of refuse
collection, equipment and accessories.
-Knowledge of computerized record systems.
EDUCATION AND EXPERIENCE:
Graduation from an accredited College or University with an
Associate of Science Degree. Fifteen years extensive experience
as manager of a public and/or private solid waste facility.
Strong organizational, analytical, interpersonal and
communications skills are essential. Extensive knowledge and
skill of all types of refuse collection equipment as well as
hydraulics and power trains.
(A comparable amount of training, education or experience can be substituted for the minimum q
qualifications.)
ESSENTIAL PHYSICAL SKILLS:
-Light to moderate (IS lbs or over) lifting and carrying.
-Acceptable eyesight (with or without correction).
-Acceptable hearing (with or without hearing aid).
-Ability communicate both orally and in writing.
-Sitting, standing, bending and etc.
ENVIRONMENTAL CONDITIONS:
-Works inside in an office environment
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [TX/RI NO 64261 U 022
Sep 2�1 u6 U1:bbp
CITY OF FT. PIERCE
_D 4 l y q - Cj -C'5__�
JOB DESCRIPTION
JOB TITLE: PUBLIC WORKS DIRECTOR
DEPARTI-MNT: PUBLIC WORKS
GENERAL DESCRIPTION:
Highly responsible administrative, technical ad supervisory work directing
the operations of the Public WorksDepartment.
Eg5ENTTAY, JOB F[)NCTION5:
1. Supervises, directs, plans, coordinates and instructs all divisions
and personnel within the Public Works Department.
2. Directs the preparation of the budgets of the divisions in the
Public Works Department and makes procedural and operational
recommendations to the City Manager.
3. Responsible for establishment of suitable training of subordinate
personnel through establishment of in-service training programs.
Inspects work performed within the Public Works Department.
supervises all Public Works projects design and implementation
thereof.
4. Coordinates work activities and programs of the public Works
Department with other work programs and projects. Maintains and
promulgates necessary departmental rules and regulations in
accordance with City rules, regulations and policies.
S. Investigates and attempts to adjust personnel problems that may
arise from time to time in the Public Works Department. Estab-
lishes and maintains effective working relations with subordinates,
superiors and the general public.
6. Attends and participates in conferences and meetings of Department
Heads and the city Commission.
7. Directs the inspection of Public Works inspectors on all City
projects and works in this manner with the Engineering Department
and the City Engineer.
(These essential job functions are not to be construed as a complete statement of all duties pezformed. Employees will be
required to perform other job related marginal duties as required.)
09/22/2006 FRI 01:41 [TX/Rk NO 64261 Z 023
Sep 21 Ub U 1 : 5'/p
PUBLIC WORKS DIRECTOR
PAGE 2
MIN IM[1M QUALiFICATIOI�S:
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of modern techniques, methods and procedures, principles
and practices of all phases of Public Works, generall office and
business administration and the ability apply
Knowledge of the use and care of all types of tools' equipment,
instruments, materials and supplies.
- Ability to plan, direct, supervise, coo dn'and act v organizeand
inspect Public Works projects and plans, programs
- Ability to prepare written technical reports estimates, cost and
construction records.
- Ability to plan, assign, instruct, review and evaluate work
assignments of technical and professional personnel.
- Ability to address civic organizations or other public or private
groups on subjects relative to Public Works programs and projects.
Ability to establish and maintain effective working relations with
subordinates, superiors, municipal officials and the general
public.
- Ability to effectively lead and manage an organization- Tans and
- Ability to prepare, develop and present long-range p
programs.
Skill in public relations.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four year college or university with a
Bachelor's Degree in Civil Engineering or Business Administration.
A minimum of fifteen (15) years' experience in construction or Public
Works maintenance, with a progressive detailed knowledge of modern
Public Works practices. Ten (10) years' progressively responsible
experience in a major supervisory capacity or any acceptable
combination of training and experience thereof.
(p comparable amount of training, education or experience can be substituted for the minimum qualification3-1
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
None
ESSENTIAL PHYSICAL SKILLS:
- Acceptable eyesight (with or without correction)
- Acceptable hearing (with or without hearing aid)
- Ability to communicate both orally and in writing.
ENVIRONMENTAL CONDITIONS:
- Works inside in an office environment.
(Reasonable accommodations will he made for otherwise qualified individuals with a disability.)
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z024
Sep 21 06 01:58p
CITY OF FORT PIERCE
PROMOTIONAL OPPORTUNITY
i JOB DESCRIPTION
JOB TITLE: Community Services Director SALARY: $57,700 - $90,350 Annual
DEPARTMENT: Development/Community Services POSITION(s): I
GENERAL DESCRIPTION:
Administration and implementation of the Economic Development Program including development of business
programs and incentives, supervision over the administration and implementation of the Entitlement
Community Development Block Grant Program (CDBG), the State Housing Initiatives Partnership (SHIP)
program, and the proposed St. Lucie County HOME Consortium program, and the Micro loan Program.
Responsible for long range planning for business development and housing programs with the mission to
increase economic base and quality of life for the citizens of Fort Pierce -Responsible for compliance with state
and federal regulations in all programs. Supervision of a staff of seven, including a Community Development
Coordinator, a SHIP Specialist, an Enterprise Zone & Program Specialist, a Housing Rehabilitation Specialist
(Inspector), a Technical Assistant, and two Neighborhood Housing Coordinators, and a proposed HOME
coordinator.
ESSENTIAL JOB FUNCTIONS:
Supervsion of the daily administration and implementation of the CDBG and SHIP Housing and
Economic Development programs, including processing of applications, income compliance, verification
processing, and check request processing.
2. Development of Division budget including CDBG, SHIP, and various grant programs.
3. Supervision of the development of all annual documents for reporting purposes, including the
HOME/CDBG consolidated plan and annual plan, the SHIP annual plan, the Enterprise Zone annual Plan,
and other documents as required by State and Federal Regulations.
4. Responsible for the development of the Comprehensive Plan Housing and other related elements.
5. Supervision of Housing Rehabilitation Program.
6. Responsible for research, development and management of new program funding sources.
7. Responsible for community and business outreach, public information, and implementation of citizen
participation and education process.
8. Responsible for ensuring coordination of all programs with other City departments and other agencies,
especially Building and Code Enforcement, Main Street, and the Community Redevelopment Agency.
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z 025
-Sep ;21 US U1:55p
(These essential job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform
other job related marginal duties as required.)
COMMUNITY SERVICES DIRECTOR
Page 2
MINIMUM QUALIFICATIONS:
• Knowledge of general state and federal regulations regarding HUD, CDBG, and other programs
• Knowledge of construction and permitting procedures
• Knowledge of economic development and housing programs and principles
• Knowledge of financial management as well as banking/lender policies
• Knowledge of planning and land use principles
• Management experience and skills
• Computer skills
• Conflict resolution skills
• Strong written and verbal Communication skills
EDUCATION AND EXPERIENCE:
Graduation from an accredited four year college or university with a Master's Degree in Planning,
Business Administration, Economic Development, or related field. Five (5) years experience working with
Economic Development, Planning as well as state and federal Housing Programs. Three (3) years with
increasing supervisory responsibility in the Community Development field.
(A comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATION OR REGISTRATION:
AICP or CED certification preferred.
Valid Florida Driver's License.
ESSENTIAL PHYSICAL SKILLS:
- Acceptable eyesight (with or without correction).
- Acceptable hearing (with or without hearing aid).
- Ability to communicate both orally and in writing.
- Light to Moderate (15 pounds) lifting and carrying.
- Sitting, Standing, Bending, Walking, Driving.
- Ability to access, input and retrieve information from a computer.
- Ability to read maps.
ENVIRONMENTAL CONDITIONS:
- Works inside in an office environmental
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
IF INTERESTED IN BEING CONSIDERED FOR THIS POSITION AND YOU MEET THE MINIMUM
QUALIFICATIONS, PLEASE APPLY AT THE HUMAN RESOURCES DEPARTMENT ON OR BEFORE THE
CLOSING DATE.
ISSUE DATE: November 29, 2001
CLOSING DATE (Promotional Opportunity)
CLOSING DATE (For All Application)
December 7, 2001
December 21, 2001
09/22/2006 FRI 01:41 (Tl/RX NO 64261 Z 026
.sep �-'1 ue ul:tD�dp
CITY OF FORT PIERCE
—7) /-/ } -/.�� ->/� S� JOB OPENING
JOB TITLE: GRANT WRITER PAY RANGE: 26
SALARY: S46,025473,939 (Annual)
DEPARTMENT: COMMUNITY REDEVELOPMENT AGENCY POSITION(S): 1
GENERAL DESCRIPTION:
Responsible administrative position preparing and coordinating various grants programs,
in order to obtain new revenue sources for the City and obtain specific funding for the
city capital projects. Acts as an liaison between the agencies to coordinate the
submission of grant applications and to deterrnine appropriate funding sources for
projects. This person will report to the CRA Director but will be required to work closely
with representatives from all departments of the City to develop projects across
interdepartmental lines.
ESSENTIAL JOB FUNCTIONS:
l . Facilitates City grant proposals by searching out needed grants and
applying for them.
2. Fosters, designs, and produces various grant proposals to achieve the
completion of needed City capital projects.
3. Promotes City grant activites through; working closely with other local,
State, and Federal agencies, creative presentations highlighting City grant
needs and coordinating grant and in -kind funding sources.
4. Represents the City on various committees and groups as directed by the
CRA Director.
5. Coordinates and defines information on the City departmental grant
Participation.
6. Reviews City correspondence and memorandums as it relates to grant
funding and capital projects.
7. Writes and distributes grants.
(These essential j ob functions are not to be construed as a complete statement of all dunes performed. Employees will
be required to perform other job related marginal duties as required.)
MLNLWM QUALIFICATIONS:
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of good English grammar, spelling and punctuation, in order
To prepare and compose letters, publications, and press releases.
- Knowledge of City office policies and procedures.
Knov,,ledge of the principles of grant writing and what grants are
available.
09/22/2006 FRI 01:41 [Tl/RX No 64261 Z 027
Sep 21 Ub Ui�:UUp
GRANT WRITER
CRA
PAGE 2
- Knowledge of and experience in making presentations to obtain grants.
Ability to use such systems as computers and communication networks.
Ability to communicate using speaking, hearing, and visual skills.
- Ability to learn and apply professional problem solving techniques.
Ability to be creative in the preparation of grant documents.
Ability to maintain records and distribute information in an orderly
manner.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four-year college or university with a degree in public
relations, political science, business, or related field. Three years of experience in
public relations, business, marketing or government, preferably with an emphasis on
administration and management.
(A comparable amount of training, education or experience can be substituted for the minimum qualifications.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
Valid Florida Driver's License.
ESSENTIAL PHYSICAL SKILLS:
- Light to moderate (15 — 30 lbs.) lifting and carrying
- Acceptable eyesight (with or without correction)
- Acceptable hearing (with or without hearing aid)
- Ability to communicate both orally and in writing
ENVIRONMENTAL CONDITIONS:
Works inside in an office environment
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
IF INTERESTED IN BEING CONSIDERED FOR THIS POSITION AND YOU
MEET THE MIlVIMUM QUALIFICATIONS, PLEASE APPLY AT THE HUMAN
RESOURCES DEPARTMENT AT 100 NORTH U.S. #1, FORT PIERCE, FL, OR
YOU MAY DOWNLOAD AN APPLICATION ON THE CITY'S WEBSITE,
citvoffortpierce.com ON OR BEFORE THE CLOSING DATE.
09/22/2006 FRI 01:41 [TX/RX NO 64261 Z 028
U'V/GL/LV VU LV. It xulL I ILYU LL UtIt
TX REPORT
TRANSMISSION OK
TX/RX NO
CONNECTION TEL
SUBADDRESS
CONNECTION ID
ST. TIME
USAGE T
PGS. SENT
RESULT
BOARD OF
COUNTY
COMMISSIONERS
0991
HEALTH DEPT
0 9 / 2 2 01:37
00'30
1
OK
94623865
EMPLOYEE ID #
RISK MANAGEMENT
WAYNE TEEGARDIN
RISK MANAGER
AUTHORIZATION FOR DRUG/ALCOHOL TESTING
AND INITIAL MEDICAL TREATMENT
S' 3
SLC HEALTH DEPARTMENT
714 AVENUE C
FT. PIERCE, FL 34954
(772) 462-3800 TELEPHONE
(772) 462.3865 FAX
HOURS: 8:00 AM TO 5:00 PM
MEDICAL TREATMENT DRUG TEST
EMPLOYEE NAME SOCIAL SECURITY NO.
PA-fi la's er D � , ?- I -- e2 /!57
DEPART �NT /J DATE Of ACCIDENT
r, Zl ,..,'_ ---/- .off A Q �. > , D
SIG
TEST TO BE PERFORMED:
POST ACCIDENT DRUG TEST (8) 6z�
NO
DOT POST ACCIDENT DRUG
TERM - EXIT INTERVIEWS
09/19/2006 09:33 am St. Lucie County Board of County Commisioners Page: 1 of 6
Terminated Employees Listing
From: 10101/2004 to 10/01/2005
Term
Name Employee ID Termination Date Reason Department
ABBONDONDOLO, FRANK
B886
07/01/2005
RT
ROAD & BRIDGE MAINT-PUBLIC WOR
ADDERLEY, LORRAINE
B895
11/10/2004
DS
ENGINEERING -PUBLIC WORKS
ADDISON, KATHLEEN
B892
03/10/2005
VO
SERVICE GARAGE
ALBERTS, JENNIFER
B1600
05/22/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
ANDERSON, DANIELLE
B1723
08/05/2005
SL
RECREATION PROGRAMS
ANDERSON, JAMES
B1052
01/31/2005
DS
ENVIRONMENTAL LANDS
ANDREWS, ALBERT
B872
10/08/2004
DS
AGRICULTURE -CONSERVATION
ANGLIN, LISA
B1563
12/11/2004
VO
CENTRAL COMMUNICATION -PUB SFT
ARCHER, BRYCE
B912
07/11/2005
VO
RECREATION PROGRAMS
BAKER, ANDREW
B1536
04/08/2005
VO
JAIL MAINTENANCE/CONST/MAINT
BARNES, CLIFFORD
B854
11/15/2004
VO
COMMISSIONER DIST 5-CRAFT
BAZILIO, STEPHANIE
B1567
03/10/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
BECK, MICHELLE
B1566
12/26/2004
VO
CENTRAL COMMUNICATION -PUB SFT'
BELL, THOMAS
B1510
06/22/2005
DS
MOSQUITO CONTROL
BELLAMY, CANDIDA
B836
07/15/2005
VO
OFFICE MANAGEMENT & BUDGET
BERK, LISA
B1571
01/28/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
BERNARD, JOSEPH
B1771
07/01/2005
VO
MOSQUITO CONTROL
BISCHONE, JOSEPH
B1635
04/08/2005
VO
SOLID WASTE -DISPOSAL
BLOCK, PAUL
B908
06/14/2005
VO
MARINE SAFETY
GONNA, ANTHONY
B1534
08/10/2005
VO
OFFICE MANAGEMENT & BUDGET
BOUTON, CHERYL
B1619
06/03/2005
VO
ENGINEERING -PUBLIC WORKS
BRODEUR, LOUIS
B796
06/17/2005
VO
INFORMATION TECHNOLOGY
BROWN, ROGER
B1266
02/25/2005
VO
INFORMATION TECHNOLOGY
BRUHN, JOHN
B792
11/15/2004
VO
COMMISSIONER DIST 1-SMITH
BRYANT, ALEXANDRA
B1082
08/04/2005
VO
COUNTY ADMINISTRATOR
BRYANT, MELVIN
B1590
09/29/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
BRYANT, SHIRLEY
B794
09/23/2005
VO
CIVIC CENTER -LEISURE SERVICE
CAIRNS, DANIEL
B1595
05/15/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
CARLILE, CHRISTINA
B1642
03/18/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
CASPARY, ROSEMARY
B1474
08/16/2005
VO
ST. LUCIE COUNTY LIBRARIES
CASSESE, DEVON
B1756
07/05/2005
VO
RECREATION PROGRAMS
CATRAMBONE-SUTYLA, VI
B1029
04/08/2005
VO
INFORMATION TECHNOLOGY
CAUDILL, LISA
B1565
10/20/2004
VO
CENTRAL COMMUNICATION -PUB SFT
CAUSEY, DEBBIE
B1647
03/12/2005
VO
CENTRAL COMMUNICATION -PUB SFT
CHANEY, LASEDRIC
B1699
05/09/2005
DS
PARK -LEISURE SERVICES
CHURCH, JESSICA
B1726
05/17/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
CICCOTELLI, LORRAINE
B1746
09/02/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
0911912006 09:33, am
St. Lucie County Board of County Commisioners Page: 2 of 6
Terminated Employees Listing
From: 10/0112004 to
10/01/2005
Term
Employee ID
Termination Date
Reason
Department
Name
CLAVIER, FRANTZ
B1648
06/17l2005
DS
_
COURTHOUSE FACILITIES
VO
INFORMATION TECHNOLOGY
CLAVIJO JR, JOSE
B900
09/1312005
VO
CIVIC CENTER -LEISURE SERVICE
CLONAN, ELIZABETH
6749
09/23/2005
CLUSTER, MARTIN
B758
06/12/2005
VO
MOSQUITO CONTROL
COELLO, GASTON
B752
02/28/2005
RT
COURTHOUSE FACILITIES
COLLINS, FELICIA
B1283
09/26/2005
VO
ST. LUCIE COUNTY LIBRARIES
CONSTANE, JOSEPH
B1815
09/18/2005
DS
PARK -LEISURE SERVICES
COOLICAN, TIMOTHY
B751
07/10/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
COX, EDWARD
B1603
03/11/2005
DS
ADMIN-COMMUNITY DEVELOPMENT
CRUZ, LUZ
B155B
12/09/2004
VO
CODE COMPLIANCE -COMMUNITY DVL
CUTY, JESSICA
B1568
05/06/2005
VO
CENTRAL COMMUNICATION -PUB SFT
DAIGLE, CHRISTINA
B1550
10/13/2004
SL
RECREATION PROGRAMS
DAVIS, WILLIAM
B724
09/23/2005
VO
CIVIC CENTER -LEISURE SERVICE
DAY, EMILY
B953
06/17/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
DEFEND, MARIE
B1439
03/03/2005
DS
ADMIN CUSTODIAL/CONST/MAINT
DEMPSEY, VINCENT
B1617
08/12/2005
VO
PARK -LEISURE SERVICES
DENNIS, BARBARA
B1623
05/09/2005
VO
ST. LUCIE COUNTY LIBRARIES
DESTEFANO, EDITH
B705
11/12/2004
VO
OFFICE MANAGEMENT & BUDGET
DETERMAN, DONALD
B1321
07/15/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
DICKSON, TERRANCE
B1720
07/06/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
DIETDERICH, JESSE
B1284
08/11/2005
VO
RECREATION PROGRAMS
DROST, MICHAEL
B1483
11/08/2004
VO
CENTRAL COMMUNICATION -PUB SFT
DYKSTRA, JUDITH
B1464
10/29/2004
VO
ST. LUCIE COUNTY LIBRARIES
EDWARDS, JAMES
B695
06/14/2005
VO
MARINE SAFETY
ELDER, BARRY
B1596
01/24/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
ELDER, DONALD
B696
12/11/2004
VO
CENTRAL COMMUNICATION -PUB SFT'
ELMORE, LESLI
B1382
03/23/2005
VO
MOSQUITO CONTROL
ESPARZA, ALEJANDRA
B1680
05/08/2005
D
ST. LUCIE COUNTY LIBRARIES
FOLEY, CHRISTINA
B1707
08/22/2005
SL
RECREATION PROGRAMS
FOUNTAIN, DENA
B1330
10/08/2004
VO
RECREATION -LEISURE SERVICES
GARCIA, ANDRIA
B506
02/18/2005
VO
LIBRARY SPECIAL FUND
GARREN, LINDA
B654
06/29/2005
D
CENTRAL COMMUNICATION -PUB SFT'
GILMORE, DAWN
B909
12/30/2004
VO
PLANNING -COMMUNITY DEVELOPMEI
GREEN, JERRY
B1339
10/04/2004
DS
PARK -LEISURE SERVICES
GRIFFIN, KAREN
B1630
09/07/2005
VO
INFORMATION TECHNOLOGY
GUINDON, DANIEL
B1570
11/19/2004
VO
CENTRAL COMMUNICATION -PUB SFT'
HARRIS, APRIL
B1397
06/15/2005
VO
VETERAN SERVICE
09/19/2006 09:33 am St. Lucie County Board of County Commisioners
Terminated Employees Listing
From: 10/01/2004 to 10101/2005
Term
Name
HARRIS, BARBARA
HATTON, MICHAEL
HAYES,SHANE
HENDRIX, BARNEY
HOFFMAN, GUY
HOGUE, MICHAEL
HOOTON, CHRISTAL
HUGHES, KAYE
INGRAM, MARY
IVEY, JULIUS
JACOBS, TIMOTHY
JARBOE,STEVEN
JENKINS, MYLES
JOHNSON, CANDICE
JOHNSON, MATTIE
JONES, MARCUS
JOYNER, DAVID
JULIN, LACIE
KELLEY, ROSEMARY
KLEMENC, BEVERLY
LAPOINTE, JULINA
LIGHTSEY, DONNA
MADONNA, VICTOR
MANCUSO, JESSICA
MARCHETTI III, JOSEPH
MARTYKA, RICHARD
MAULDIN, SEAN
MAZUR, CRYSTAL
MCARTHUR,ANNETTE
MCARTHUR JR, JOE
MCCLURE, CAROLYN
MCCOMAS, LORA
MCCOY, APRIL
MCCOY, DEBRA
MCMINN, ETHEL
MCNEELY, MARGARET
MERCADO, EDWIN
Employee ID Termination Date Reason Department
B1492
09/04/2005
VO
B1432
04/29/2005
VO
B590
12/06/2004
VO
B579
B560
B1651
B557
B1613
B954
B551
B1340
B545
B1607
B1347
B528
B1757
131367
B1150
B516
B906
B1543
B1622
B235
61227
B1540
B1529
B1351
B1549
B1042
8198
B1633
B964
B1678
B183
B223
61564
B1615
07/20/2005
04/01/2005
06/07/2005
01 /23/2005
05/06/2005
04/06/2005
12/20/2004
01 /25/2005
04/15/2005
11 /23/2004
10/30/2004
09/30/2005
06/30/2005
06/01 /2005
09/23/2005
11 /30/2004
08/16/2005
10/31 /2004
01/18/2005
02/10/2005
08/18/2005
12/02/2004
10/05/2004
06/14/2005
05111 /2005
10/02/2004
11 /17/2004
09/30/2005
06/24/2005
05/05/2005
04/21 /2005
09/23/2005
11 /09/2004
05/20/2005
DS
VO
VO
VO
VO
VO
DI
VO
RT
DS
VO
VO
kqe7
DS
VO
RT
VO
DS
VO
VO
VO
VO
SL
VO
VO
VO
VO
LO
VO
VO
VO
VO
VO
DS
Page: 3 of 6
ST. LUCIE COUNTY LIBRARIES
MOSQUITO CONTROL
MARINE SAFETY
SPECIAL FACILITIES SAVANNAS
GIS/TECHNICAL SVC-COMM DEV
SOLID WASTE -DISPOSAL
RECREATION PROGRAMS
RECREATION PROGRAMS
CODE COMPLIANCE -COMMUNITY DVL
OTHER GEN GOVT SERVICES
SOLID WASTE -DISPOSAL
ROAD & BRIDGE TRAFFIC -PUB WKS
PARK -LEISURE SERVICES
COURT ADMIN
ADMIN CUSTODIAL/CONST/MAINT
VETERAN SERVICE
ENVIRONMENTAL LANDS
SHIP GRANT
CIVIC CENTER -LEISURE SERVICE
ST. LUCIE COUNTY LIBRARIES
ADMIN CUSTODIAL/CONST/MAINT
CODE COMPLIANCE -COMMUNITY DVL
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
JAIL MAINTENANCE/CONST/MAINT
RECREATION PROGRAMS
MARINE SAFETY
ST. LUCIE COUNTY LIBRARIES
ST. LUCIE COUNTY LIBRARIES
PARK -LEISURE SERVICES
COURT ADMIN
HUMAN RESOURCES
CENTRAL COMMUNICATION -PUB SFT'
COURTHOUSE FACILITIES
CIVIC CENTER -LEISURE SERVICE
CENTRAL COMMUNICATION -PUB SFT'
INFORMATION TECHNOLOGY
09/19/2006 09:33 am
Name
St. Lucie County Board of County Commisioners Page: 4 of 6
Terminated Employees Listing
From: 10/01/2004 to 10101/2005
Term
Employee ID Termination Date Reason Department
MERRITT-SCOTT, WANDA
B941
07/22/2005
VO
UTILITY ADMINSTRATION
MICHAELS, ERIC
B1446
06/30/2005
VO
SOLID WASTE -DISPOSAL
MILLER, DAVID
B1792
08/22/2005
DS
SOLID WASTE -DISPOSAL
MILLER, ERIN
B1578
01/04/2005
DS
MEDIA
MULET, EDUARDO
B1634
06/10/2005
VO
INFORMATION TECHNOLOGY
NEISWANDER, HAROLD
B1358
12/17/2004
VO
ST. LUCIE COUNTY LIBRARIES
NELSON, KYLE
B1722
08/05/2005
SL
RECREATION PROGRAMS
NGUYEN-CURBY, ROBIN
B1152
07/08/2005
VO
INFORMATION TECHNOLOGY
NYE, FRANCES
B1531
07/30/2005
VO
PURCHASING DEPARTMENT
O'BRIEN, MICHAEL
B1294
08/18/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
OCTAVI, DANIELLE
B1293
08/05/2005
SL
RECREATION PROGRAMS
O'NEAL, LAUREN
B1308
07/15/2005
VO
RECREATION PROGRAMS
ORR, KATRINA
3020105
10/01/2005
DI
OTHER GEN GOVT SERVICES
PANGELINAN, BENNY
B1528
07/15/2005
VO
PARK -LEISURE SERVICES
PARKER, AMBER
B1745
07/05/2005
VO
RECREATION PROGRAMS
PAULEY, BENJAMIN
B1493
07/01/2005
VO
SPECIAL EVENTS -FAIRGROUNDS
PHILLIPS, PAUL
B157
07/15/2005
VO
S.L.0 INTERNATIONAL AIRPORT
PICONE, MICHAEL
B1545
09/09/2005
VO
SPECIAL FACILITIES SAVANNAS
PITTINGER, DANIEL
B168
11/12/2004
DS
AIR CONDITIONING MAINTENANCE
PRENTICE, GLENN
B1402
11/11/2004
VO
VETERAN SERVICE
PRESSLEY, TANIKO
B1724
08/05/2005
SL
RECREATION PROGRAMS
QUARTULLO, JUDITH
B153
01/26/2005
RT
INFORMATION TECHNOLOGY
RACE, LOIS
B132
05/22/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
RINDAL, JASON
B1533
06/14/2005
VO
MARINE SAFETY
ROBERTSON, SCOTT
B1499
12/10/2004
DS
SOLID WASTE -DISPOSAL
ROBINSON, JIMMY
B135
01/09/2005
DS
PARK -LEISURE SERVICES
RODRIGUEZ, ADELAIDE
B1732
08/05/2005
SL
RECREATION PROGRAMS
ROWEN, LARRY
B314
06/08/2005
VO
PARK -LEISURE SERVICES
RUIZ, MARIA
B1721
06/17/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
RUSSOTTI, ANDREA
B1594
02/11/2005
VO
GIS/TECHNICAL SVC-COMM DEV
SANCHEZ, MARYELLEN
B1579
10/30/2004
VO
UTILITY ADMINSTRATION
SAYLOR, ELEANOR
B298
09/23/2005
VO
CIVIC CENTER -LEISURE SERVICE
SAYLOR, ROBERT
B299
09/23/2005
VO
CIVIC CENTER -LEISURE SERVICE
SCOLERI, SALVATORE
B1555
04/06/2005
VO
PARK -LEISURE SERVICES
SEARS, DALIA
B1667
05/20/2005
VO
CENTRAL COMMUNICATION -PUB SFT
SHANABERGER, WENTZ
B1738
05/19/2005
DS
SOLID WASTE -DISPOSAL
SHEATS, CLIFFORD
B1202
10/30/2004
DS
CODE COMPLIANCE -COMMUNITY DVL
091l9/2006 09:33 am
Name
St. Lucie County Board of County Commisioners Page: 5 of 6
Terminated Employees Listing
From: 10/01/2004 to 10/01/2005
Term
Employee ID Termination Date Reason Department
SHEPHERD, HENRY
B1776
07/14/2005
VO
GOLF OPERATIONS/ MAINTENANCE
SHIPMAN, SOLOMON
B1657
06/10/2005
VO
ST. LUCIE COUNTY LIBRARIES
SICARD, EDWARD
B1357
09/16/2005
VO
PARK -LEISURE SERVICES
SIMPSON, FAITH
B1573
05/06/2005
VO
PLANNING -COMMUNITY DEVELOPMEI
SNAY, CYNTHIA
B251
10/08/2004
VO
PLANNING -COMMUNITY DEVELOPMEI
SNYDER, GERALD
B1772
06/30/2005
VO
MOSQUITO CONTROL
SOMMER, CARSTEN
B1423
07/05/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
SPELLMAN, SHARON
B255
08/04/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
SPELLS, SANDRA
B978
04/12/2005
VO
ANIMAL CONTROL
SPROUL, JON
B1577
11/23/2004
VO
ENGINEERING -PUBLIC WORKS
STEVENSON, JOHNNIE
B1132
03/11/2005
VO
ADMIN-COMMUNITY DEVELOPMENT
STEWART, PAULINE
B1473
01/27/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
STOLZENBERG, SHERYL
B1614
09/23/2005
VO
PLANNING -COMMUNITY DEVELOPMEI
STONE, MARY
B295
08/01/2005
D
ST. LUCIE COUNTY LIBRARIES
SWEENEY, WALTER
B1173
08/31/2005
VO
VETERAN SERVICE
TAYLOR, WILLIAM
B1511
11/17/2004
DS
RECREATION PROGRAMS
TIETGENS, AMBER
B453
08/12/2005
VO
RECREATION PROGRAMS
TIGER, KELLY
B1160
12/02/2004
VO
RECREATION PROGRAMS
TINDALL, CHRISTY
81448
02/19/2005
VO
CENTRAL COMMUNICATION -PUB SFT'
TINDALL, WILL
B454
02/02/2005
VO
SOLID WASTE -DISPOSAL
TOAL, JOHN
B1205
06/03/2005
VO
GERENAL MAINTENANCE CONST/MAII
TOTTON, RUTH
B459
05/22/2005
D
PURCHASING DEPARTMENT
TRUETT, KAREN
B1798
08/21/2005
VO
MOSQUITO CONTROL
TYREE, DANYELLE
B1744
07/05/2005
VO
RECREATION PROGRAMS
VASEL, HANS
B406
05/17/2005
RT
GOLF OPERATIONS/ MAINTENANCE
WAGNER, JOHN
B400
10/30/2004
VO
CLUBHOUSE/PRO SHOP GOLF COUR!
WALLACE, JANET
B1697
06/08/2005
DS
COMMUNITY SERVICES
WALVICK, JEFFREY
B541
06/25/2005
VO
CLUBHOUSE/PRO SHOP GOLF COUR:
WARD, JON
B1209
06/17/2005
VO
CULTURAL ACTIVITIES
WARDWELL, KENDRA
B398
05/22/2005
VO
CENTRAL COMMUNICATION -PUB SFT
WARREN, JESSICA
B1377
12/01/2004
VO
CODE COMPLIANCE -COMMUNITY DVL
WATSON, LISA
B1658
04/14/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
WHEELER, CHRISTOPHER
B1554
10/30/2004
VO
PARK -LEISURE SERVICES
WHITE, JIMMIE
B1719
05/14/2005
VO
RECREATION PROGRAMS
WHITE, RONNIE
B1551
10/21/2004
DS
ST. LUCIE COUNTY LIBRARIES
WILLIAMS, MARY
B1705
05/09/2005
VO
COURTHOUSE FACILITIES
WILLIAMS, WALTER
B1241
06/17/2005
VO
COURTHOUSE FACILITIES
09/1912006 09:33 am St. Lucie County Board of County Commisioners Page: 6 of 6
Terminated Employees Listing
From: 10101/2004 to 10/01/2005
Term
Name Employee ID Termination Date Reason Department
WILSON, LINDA
B428
01/03/2005
RT
MOSQUITO CONTROL
WIMSETT, RANDALL
B416
01/25/2005
VO
SOLID WASTE -DISPOSAL
WINFIELD, VICTORIA
B417
12/28/2004
VO
LEGAL COUNSEL
WINN, ELLISON
B424
05/18/2005
DS
PARK -LEISURE SERVICES
WOODSON, KELVIN
B1733
06/20/2005
VO
RECREATION PROGRAMS
YOUNG, LATOYA
B1784
09/19/2005
VO
RECREATION PROGRAMS
Total employees terminated between 10/01/2004
and 10/01/2005
= ( 191 )
09/15/2006 10:11 am
Name
St. Lucie County Board of County Commisioners Page: 1 of 6
Terminated Employees Listing
From: 10/01/2006 to 09/30/2006
Term
Employee ID Termination Date Reason Department
LOUIS, MARIE
B1934
06/15/2006
DS
ADMIN CUSTODIAL/CONST/MAINT
STEAD, MARTHA
B1420
11/17/2005
VO
ADMIN CUSTODIAL/CONST/MAINT
TAYLOR, LUCILLE
B1210
03/23/2006
VO
ADMIN CUSTODIAL/CONST/MAINT
KEOGH, PETER
B513
04/07/2006
VO
ADMINISTRATION LEISURE SERVICE
HUFFMAN, DEBORAH
B565
04/21/2006
VO
ADMINISTRATION -PUBLIC WORKS
BRODEUR, SUSAN
B1187
05/24/2006
VO
AGRICULTURE -CONSERVATION
CUBBEDGE, LAURA
B734
04/14/2006
VO
AGRICULTURE -CONSERVATION
HUNTER, SHONDA
B1539
03/03/2006
VO
AGRICULTURE -CONSERVATION
RAINS, ROSALYN
B1393
06/30/2006
VO
AGRICULTURE -CONSERVATION
MACARTHUR, MATTHEW
61878
07/08/2006
DS
AIR CONDITIONING MAINTENANCE
FAZIO III, JOHN
B1229
07/18/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
FELICIANO, TANYA
B1936
04/21/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
JOYNER, STARR
B1228
10/29/2005
VO
CENTRAL COMMUNICATION -PUB SFT
KANTORSKI, DEBORAH
B1881
02/09/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
LAFFERTY, DEBORAH
B1355
06/25/2006
VO
CENTRAL COMMUNICATION -PUB SFT
MILLER, DARRIEN
B1883
01/17/2006
VO
CENTRAL COMMUNICATION -PUB SFT
SHARPE, REBECCA
B269
01/06/2006
VO
CENTRAL COMMUNICATION -PUB SFT
WILLIS, SANDRA
B1862
08/09/2006
VO
CENTRAL COMMUNICATION -PUB SFT
WOLF, CHRISTOPHER
B1559
01/08/2006
VO
CENTRAL COMMUNICATION -PUB SFT'
WOODS, RHONDA
B1479
03/15/2006
VO
CENTRAL COMMUNICATION -PUB SFT
HENGHOLD, KIMBERLY
B951
01/18/2006
VO
CIVIC CENTER -LEISURE SERVICE
MOORE, COLETTA
B214
11/17/2005
RT
CIVIC CENTER -LEISURE SERVICE
HAMILL JR, FRANCIS
B603
01/07/2006
RT
CLUBHOUSE/PRO SHOP GOLF COUR:
NEWMAN, PAMELA
B106
03/03/2006
RT
CLUBHOUSE/PRO SHOP GOLF COUR:
BROWN, PETER
B1055
02/03/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
BRUHN, ANDREW
B986
12/02/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
CAIN, LATARSHA
B1665
01/06/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
CUNDIFF, KARI
B1546
12/30/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
HATCHER JR, WILLIAM
B591
10/06/2005
RT
CODE COMPLIANCE -COMMUNITY DVL
IRWIN, RANDOLPH
B1370
10/05/2005
VO
CODE COMPLIANCE -COMMUNITY DVL
JONES, DAWN
B1353
03/15/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
LOPEZ, ROLANDO
B1866
02/13/2006
DS
CODE COMPLIANCE -COMMUNITY DVL
ROBINSON, ROBERT
B1689
10/17/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
SNYDER, ALYSIA
B571
01/24/2006
VO
CODE COMPLIANCE -COMMUNITY DVL
STORY, ESTER
B1631
12/12/2005
DS
CODE COMPLIANCE -COMMUNITY DVL
PAOLETTI, SANTINA
B1859
03/05/2006
VO
COMMUNITY SERVICES
EARL, ASHLEY
B1762
06/21/2006
VO
COUNTY ADMINISTRATOR
09/15/2006 10:11 am
Name
St. Lucie County Board of County Commisioners Page: 2 of 6
Terminated Employees Listing
From: 10/01/2006 to 09/30/2006
Term
Employee ID Termination Date Reason Department
WILLIAMS. AMANDA
B2010
08/18/2006
VO
COUNTY ADMINISTRATOR
ANNILUS, ISLANDE
B2035
08/23/2006
VO
COURTHOUSE FACILITIES
BENJAMIN, LORRAINE
B1458
06/21/2006
JA
COURTHOUSE FACILITIES
JONES, TYLESIA
B1240
03/23/2006
VO
COURTHOUSE FACILITIES
LONG, CAMESHA
B1800
08/12/2006
VO
COURTHOUSE FACILITIES
MERCER, VALERIE
B1379
02/03/2006
VO
COURTHOUSE FACILITIES
REEVES, SHANIKA
B1741
02/13/2006
VO
COURTHOUSE FACILITIES
SMITH, CHERYL
B1384
02/22/2006
VO
COURTHOUSE FACILITIES
WALKER, TACITA
B1264
10/31/2005
VO
COURTHOUSE FACILITIES
STRAEFFER, VICKIE
B1599
06/21/2006
VO
CULTURAL ACTIVITIES
DANIELS, DONALD
B726
06/16/2006
RT
EMERGENCY MANAGEMENT -PUB SFT
GOLDSMITH, DAVID
B1828
05/19/2006
VO
ENGINEERING -PUBLIC WORKS
LOONEY, GERALD
B481
02/03/2006
RT
ENGINEERING -PUBLIC WORKS
NEESE, JOHN
B110
07/19/2006
VO
ENGINEERING -PUBLIC WORKS
RYPMA, JOANNE
B308
08/17/2006
RT
ENGINEERING -PUBLIC WORKS
WROCK, MICHAEL
B436
12/02/2005
VO
ENGINEERING -PUBLIC WORKS
HEIDECKER, MARK
B1739
08/04/2006
VO
ENVIRONMENTAL LANDS
MITCHELL, SHERWOOD
B1243
10/05/2005
DS
ENVIRONMENTAL LANDS
PRESTRIDGE, DANIEL
B1574
05/29/2006
VO
ENVIRONMENTAL LANDS
REHYANSKY, THOMAS
B1445
11/29/2005
VO
ENVIRONMENTAL LANDS
STOKES, JEB
B1441
08/11/2006
VO
ENVIRONMENTAL LANDS
DELARA, RODOLFO
B1858
03/23/2006
DS
GOLF OPERATIONS/ MAINTENANCE
FUNSTON, ROBERT
B1249
01/13/2006
VO
GOLF OPERATIONS/ MAINTENANCE
STALLS, SHANNON
B285
10/07/2005
VO
GROWTH MGMT-COMMUNITY DEVLPP
BURKE, PENNIE
B1404
05/19/2006
VO
HUMAN RESOURCES
CORZO-LOPEZ, ANNIE
B1993
07/03/2006
DS
HUMAN RESOURCES
PAWLUS, MARY
B331
06/30/2006
RT
HUMAN RESOURCES
ALLEY, PATRICK
B922
06/16/2006
VO
INFORMATION TECHNOLOGY
ARASE, ADAM
B2011
08/28/2006
VO
INFORMATION TECHNOLOGY
CONEMAC, CHRIS
B1826
05/28/2006
VO
INFORMATION TECHNOLOGY
COPE, CHRISTOPHER
B1766
07/07/2006
VO
INFORMATION TECHNOLOGY
DAUNNO, ROBERT
B1751
06/30/2006
VO
INFORMATION TECHNOLOGY
ELMS, KEVIN
B1821
02/10/2006
VO
INFORMATION TECHNOLOGY
GEORGE, GERALD
B1208
03/31/2006
VO
INFORMATION TECHNOLOGY
JAMES, DENNIS
B1804
12/22/2005
VO
INFORMATION TECHNOLOGY
MCCANTS, REGINA
B191
10/04/2005
VO
INFORMATION TECHNOLOGY
MYSZKOWSKI, BRIAN
B910
02/27/2006
VO
INFORMATION TECHNOLOGY
09/15/2006 10:11 am
Name
St. Lucie County Board of County Commisioners Page: 3 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
SHIELDS, PATRICK
B1151
04/21/2006
VO
INFORMATION TECHNOLOGY
AMBROSE, KENNETH
B1922
05/10/2006
VO
JAIL MAINTENANCE/CONST/MAINT
GOINS, DAVID
B1071
10/21/2005
VO
JAIL MAI NTENANCE/CONST/MAI NT
BECKLUND, CYNTHIA
B1329
06/02/2006
DS
MARINE ECO-SYSTEMS
GREATHOUSE, BRAD
B624
08/05/2006
VO
MARINE SAFETY
HAINES, VERONICA
B1734
02/23/2006
VO
MARINE SAFETY
BLANDFORD, LAURIE
B1729
08/14/2006
VO
MEDIA
DEVLIN, STEVE
B1410
10/07/2005
VO
MEDIA
ANDREWS, STEVEN
B884
04/06/2006
D
MOSQUITO CONTROL
DEVAULT, HAROLD
B1503
08/31/2006
VO
MOSQUITO CONTROL
GRIM, DAVID
B948
01/03/2006
VO
MOSQUITO CONTROL
PIXLEY, GERALD
B364
10/19/2005
DS
MOSQUITO CONTROL
SCHMITZ, JOSHUA
B1675
12/16/2005
VO
MOSQUITO CONTROL
THOMAS, JUDITH
B1638
04/30/2006
RT
MOSQUITO CONTROL
THOMAS, MICHAEL
B1591
05/10/2006
VO
MOSQUITO CONTROL
TATE, KATHRYN
B1987
07/09/2006
DS
MUSEUMS-CHILDRENS ENVIRONMEN
LILLY, KRISTY
B1400
06/23/2006
VO
OFFICE MANAGEMENT & BUDGET
VANILLA, JOHN
B405
06/30/2006
RT
OTHER CIRCUIT COURT-JUV
COLUCCO, TEDDI
C3019666
04/08/2006
VO
OTHER GEN GOUT SERVICES
DAVIS, CHERYL
C3020205
02/11/2006
VO
OTHER GEN GOVT SERVICES
GARCIA, ROSIO
C0302024
06/01/2006
VO
OTHER GEN GOVT SERVICES
LEVEROCK, TARA
3039921
02/14/2006
VO
OTHER GEN GOVT SERVICES
ORR, KATRINA
3020105
10/01/2005
DI
OTHER GEN GOVT SERVICES
WASILCHAK, COLLEEN
C3020174
06/01/2006
VO
OTHER GEN GOUT SERVICES
CARON, ALFRED
B1602
02/24/2006
VO
PARK -LEISURE SERVICES
JENKINS, MYLES
B1909
03/23/2006
VO
PARK -LEISURE SERVICES
JULIN, PAUL
B685
05/30/2006
VO
PARK -LEISURE SERVICES
KNOWLES, LON
B1251
07/18/2006
VO
PARK -LEISURE SERVICES
LAYCOCK, MICHAEL
B1822
09/16/2006
VO
PARK -LEISURE SERVICES
OWENS, DEMETRIUS
B340
08/20/2006
VO
PARK -LEISURE SERVICES
ROBERTS, JOSHUA
B1456
07/10/2006
VO
PARK -LEISURE SERVICES
BUTCHER, KAREN
B934
12/27/2005
VO
PLANNING -COMMUNITY DEVELOPMEI
ODOM, MARSHA
B1824
02/27/2006
DS
PLANNING -COMMUNITY DEVELOPMEI
VIRGIN, TALEA
B1796
12/30/2005
VO
PLANNING -COMMUNITY DEVELOPMEI.
AUSTIN, DOUGLAS
B1797
04/07/2006
VO
PURCHASING DEPARTMENT
PARKER, EDWARD
B1179
06/23/2006
VO
PURCHASING DEPARTMENT
ASHER, KELLY
B1942
08/07/2006
VO
RECREATION PROGRAMS
09/15/2006 10:11 am
Name
St. Lucie County Board of County Commisioners Page: 4 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
BARNES, ERIN
B1714
07/11/2006
VO
RECREATION PROGRAMS
BENTON, JACOB
B1978
08/06/2006
VO
RECREATION PROGRAMS
BERRY, LILLIAN
B1928
08/10/2006
VO
RECREATION PROGRAMS
BRYANT, STEPHANIE
B1977
08/10/2006
VO
RECREATION PROGRAMS
CARTER, JESSICA
B1735
08/17/2006
VO
RECREATION PROGRAMS
CHANDLER, RENAE
B1927
08/04/2006
VO
RECREATION PROGRAMS
CLARK, JAMISON
B1954
07/11/2006
VO
RECREATION PROGRAMS
COOPER, TRINESHA
B450
05/15/2006
DS
RECREATION PROGRAMS
DARRISAW, DAN
B719
06/26/2006
VO
RECREATION PROGRAMS
DAVIS, KLEANDRA
B1957
08/18/2006
VO
RECREATION PROGRAMS
FREEMAN, WILLIE
B1334
08/18/2006
VO
RECREATION PROGRAMS
FULLER, EMILY
B1960
08/18/2006
VO
RECREATION PROGRAMS
GOODMAN, BRIAN
B1961
07/18/2006
VO
RECREATION PROGRAMS
GRANT, REGINALD
B1962
06/26/2006
VO
RECREATION PROGRAMS
HALL, TRAVIS
B1652
11/03/2005
VO
RECREATION PROGRAMS
HANNA, CHARITY
B1943
08/20/2006
VO
RECREATION PROGRAMS
HAYES, SHASTA
B1965
08/18/2006
VO
RECREATION PROGRAMS
HOUSING, DEMETRIA
B1959
08/18/2006
VO
RECREATION PROGRAMS
JEAN-HILAIRE, SOPHIA
B1906
08/24/2006
VO
RECREATION PROGRAMS
JENKINS, ALEXANDRIA
B1974
08/12/2006
VO
RECREATION PROGRAMS
JOHNSON, RODERICK
B1297
07/21/2006
VO
RECREATION PROGRAMS
KIGER, JR., RUSSELL
B1973
08/16/2006
SL
RECREATION PROGRAMS
LATRIMORE, TARA
B1952
08/06/2006
VO
RECREATION PROGRAMS
LEAHONG, RICHARD
B1742
08/18/2006
VO
RECREATION PROGRAMS
LITTLE, VENETIA
B471
08/18/2006
VO
RECREATION PROGRAMS
LYNE, KARLEE
B1516
08/17/2006
VO
RECREATION PROGRAMS
MAIOLO, NICK
B1996
09/11/2006
SL
RECREATION PROGRAMS
MAJOR, GLENISE
B1311
08/18/2006
VO
RECREATION PROGRAMS
MCGRIFF, TERENCE
B1522
08/07/2006
VO
RECREATION PROGRAMS
MCNEALY, LYDIA
B1956
08/07/2006
VO
RECREATION PROGRAMS
MEHAFFEY, VIRGINIA
B208
03/19/2006
VO
RECREATION PROGRAMS
MOON, GEORGE
B1971
08/12/2006
VO
RECREATION PROGRAMS
MOURING, KARTS
B1268
08/04/2006
VO
RECREATION PROGRAMS
NOBLE, JOYCE
B1319
08/06/2006
VO
RECREATION PROGRAMS
NOBLE-ADAMS, JANICE
B1307
07/21/2006
VO
RECREATION PROGRAMS
OOLEY, CHRISTIE
B504
07/11/2006
VO
RECREATION PROGRAMS
PAULO, TERRY
B1743
08/18/2006
VO
RECREATION PROGRAMS
09/15/2006 10:11 am
Name
St. Lucie County Board of County Commisioners Page: 5 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Employee ID Termination Date Reason Department
PLOWDEN, ROBERT
B1963
08/18/2006
VO
RECREATION PROGRAMS
REDDEN, AURELIE
B1853
02/03/2006
VO
RECREATION PROGRAMS
SLEDGE, CHRISTOPHER
B1945
08/07/2006
VO
RECREATION PROGRAMS
TAYLOR, VENDA
B379
08/18/2006
VO
RECREATION PROGRAMS
THIBODEAU, ASHTON
B1703
08/18/2006
SL
RECREATION'PROGRAMS
VERNETTE, BERNARD
B1966
07/21/2006
VO
RECREATION PROGRAMS
WILLIAMS, BIANCA
B1946
08/18/2006
VO
RECREATION PROGRAMS
PETERSEN, JARED
B333
07/31/2006
RT
ROAD & BRIDGE DRAINAGE -PUB WKS
BANNON, TIMOTHY
B1544
02/14/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
HERRING, J.
B588
04/21/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
HUDMAN, DEWEY
B563
06/27/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
LEARY, LAWRENCE
B501
07/05/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
RAMOS, BENNY
B1818
02/24/2006
VO
ROAD & BRIDGE MAINT-PUBLIC WOR
FINSTER, ALFRED
B668
12/09/2005
VO
S.L.0 INTERNATIONAL AIRPORT
HORTON, JARIN
B1949
06/30/2006
VO
S.L.0 INTERNATIONAL AIRPORT
ROBBINS, JEFFREY
B1629
06/29/2006
VO
S.L.0 INTERNATIONAL AIRPORT
WORLEY, MELISSA
B435
11/17/2005
D
SERVICE GARAGE
HAVEN, WILLIAM
B583
07/28/2006
RT
SERVICE GARAGE -HEAVY EQUIP MTI\
SPADES, JOHNNIE
B247
02/17/2006
VO
SOIL & WATER CONSERVATION
BLAKE, KENNETH
B1213
10/07/2005
VO
SOLID WASTE -DISPOSAL
CAMPBELL, STEVEN
B1989
05/31/2006
VO
SOLID WASTE -DISPOSAL
FERGUSON, JAMES
B1947
08/09/2006
US
SOLID WASTE -DISPOSAL
GIORDANO, ANTHONY
B1068
05/01/2006
VO
SOLID WASTE -DISPOSAL
LANE, DOUGLAS
B1125
03/27/2006
VO
SOLID WASTE -DISPOSAL
LANE, JAMES
B1258
03/27/2006
VO
SOLID WASTE -DISPOSAL
MILLER, LAWRENCE
B1609
07/10/2006
VO
SOLID WASTE -DISPOSAL
PEREZ, VICTOR
B1740
02/17/2006
VO
SOLID WASTE -DISPOSAL
SCHMITT, JAMES
B1914
05/30/2006
IDS
SOLID WASTE -DISPOSAL
SMITH, WILLIAM
B1494
11/18/2005
VO
SOLID WASTE -DISPOSAL
THOMAS, KENRICK
B1781
10/22/2005
VO
SOLID WASTE -DISPOSAL
VALENZUELA, REYNOLD
B395
02/10/2006
VO
SOLID WASTE -DISPOSAL
WEATHERS, ROBERT
B1039
04/27/2006
DS
SOLID WASTE -DISPOSAL
INCIARDI, CHARLES
B547
02/24/2006
RT
SPECIAL FACILITIES SAVANNAS
THOMAS, PHAEDRA
B1269
08/25/2006
VO
SPORTS COMPLEX-ST LUCIE COUNT)
ANDERSON, TERRELL
B1831
04/27/2006
VO
ST. LUCIE COUNTY LIBRARIES
BOORAS, LYNN
B1361
02/23/2006
VO
ST. LUCIE COUNTY LIBRARIES
DARA, LINDA
B727
10/06/2005
VO
ST. LUCIE COUNTY LIBRARIES
09/15/2006 10:11 am St. Lucie County Board of County Commisioners Page: 6 of 6
Terminated Employees Listing
From: 10/01/2005 to 09/30/2006
Term
Name Employee ID Termination Date Reason Department
GILBERT, LAUREN
B1894
04/15/2006
VO
ST. LUCIE COUNTY LIBRARIES
LIAN, CATHERINE
B1403
11/12/2005
VO
ST. LUCIE COUNTY LIBRARIES
McSWAIN, SUSAN
B1398
09/01/2006
VO
ST. LUCIE COUNTY LIBRARIES
MINED, CARISSA
B1841
02/24/2006
VO
ST. LUCIE COUNTY LIBRARIES
NORRIS, ALLISON
B1912
03/24/2006
VO
ST. LUCIE COUNTY LIBRARIES
SIMPLICIO, JOAN
B1863
07/25/2006
VO
ST. LUCIE COUNTY LIBRARIES
WRIGHT, ELISSA
B1698
04/20/2006
VO
ST. LUCIE COUNTY LIBRARIES
ZIMMERMAN, AMY
B1844
05/18/2006
DS
ST. LUCIE COUNTY LIBRARIES
MINNIS, ROSCOE
B1690
02/15/2006
DS
TOURIST DEVELOPMENT
BOWERS, PHILLIP
B817
03/31/2006
RT
UTILITY ADMINSTRATION
COOPER, MARGARET
B1274
08/18/2006
VO
UTILITY ADMINSTRATION
HUNTER, RANDY
B1610
08/04/2006
VO
VETERAN SERVICE
JONES, ISAAC
B1401
07/31/2006
VO
VETERAN SERVICE
SALVATORE, ROBERT
B1176
08/10/2006
VO
VETERAN SERVICE
SEELEY, ROBERT
B1242
07/21/2006
VO
VETERAN SERVICE
Total employees terminated between 10/01/2005
and 09/30/2006 = ( 200 )
1'iPit LVSL•L. ZA11 L1418KV1zVV
T e purpose of the employee Exit Interview is to enable your Department Administrator, Human
esources Director an
County Administrator to better understand your feelings about your
` supervision. and working conditions, which in turn will enable them to make necessary charges,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors. f�
Name ' F�C �� V__il.CLt�i _ Department PL'io � C {CS {� c�u cI cX_
Employee ID 4 �� Job Title K1��"f5f e1i ST
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
&It'att u.I
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them? - (,
3. Have you had any trouble with your supervisor? Yes No l'
If yes, please describe:
4. What did you
like
best about your job?
Pig
5. What did you
like
least about your job?cl-c`
wct
6. what did you
like
best about the County?
7. what did you like least about the County?
8. Reason(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. F=NiiL PAYCHECKS KJST BE P CY,ED UP AT HLT^,7_v RESOURCES CN FrI.DAY
AFTER NOON.
Emplcyee Signature, Date
EMPLOYEE EXIT-INTZXV1-zr1
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
✓LlS Gz/n Department Aq
Name
Employee ID Job Title �XT��S�o� / ��'��'�h' `DO/1/�Xi�v'
Immediate SupervisoriiJ
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
e is
2. Did you take any complaints to your supervisor? Yes No
v
If yes, how did he/she handle them? '
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. what did you like best about your job?
5. What did you like least about your job? �L�Jnu��✓ ��e't� liGa CYOise- /vrllDf e
ire
6. what did you like best about the County?
what did you like least about the County? �
'gu� �o )� ltur«�Ys'_ ���k'�tli 4CVN
lai, nd
8. Reascn(s) for leaving?:
s
9. Additions_ Commen..s:
I understand I will be given the opportunity to c vent my group health and life insurance
and that my coverage with the County is effective through97
7- further understand I will not receive a final paycheck until both my Department an !Horan
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAyCHECY.S MJST BE PICKED UP AT iiL•D A-N RESOURCES ONT FRICnY
; ER NOON.
Employee s_gnature
Date
EMPLOYEE EXIT INTERVIEW
Th purpose of the employee Exit Interview is to enable your Department Administrator, Human
R ources Director and County Administrator to better understand your feelings about your
,:pervisicn and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
7 comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
i}
Name 1 1 � -' Department
Employee ID # % ''j�c Job Title
Immediate Supervisor
EMPLOYEE COMMENTS
I How do you
feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
5. What did you like least about your job?
6. what did you like best about the County?_�
7. What did you like least about the County?
8. Reason(s) for leaving?:
/' 1
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED JP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
I
;
Date Bm�loyee Signature
EMPLOYEE EXIT LN*1AAV icn
purpose of the employee Exit Interview is to enable your Department Administrator, Human
sources Director and County Administrator to better understand your feelings about ay es,
supervision and working conditions, which in turn will enable them to make necessary 9
would
if warranted. Although you to understarduyourp feelings or emloy, weincweewish y uamuchciate succ es inandiYour
are leaving
\ comments, in order for
future endeavors.
Department
Name �-
Vs Job Title
Employee ID #
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor?
if yes, how did he/she handle them?
3. Have you had any trouble with your supervisor?
If yes, please describe:
Yes^ No
Yes No
4. What did you like best about your job?•Cx
5
6
7
8
9
—
what did you like least about your job?
what did you like best about the County?
What did you like least about the County?
Reason(s) for leaving?:
Additional Comments:
14.
o-�J' ( .m
if
I understand I will be given the opportunity to convert my gr2o�jp heal�h�alnd_ e insurance
and that my coverage with the County is effective through )\��� � —_•
further understand I will not receive a final paycheck until both my Department and Huma;
Resources have approved of my termination. My final paycheck will be due to me on theFner
regularly scheduled pay day. F=?NAL PAYCHECKS MUST BE PICKED UP AT Hi,T.L-N RESOURCES ONM
F.ER NOON.
mY;oyee Date
S_gnature
EMPLOYEE EXIT INTERVIEW
The rpose of the employee Exit Interview is to enable your Department Administrator, Human
Re u rces Director and County Administrator to better understand your feelings about your
s ervision and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name
Department
Employee ID #
-- Job Title
Immediate Supervisor d `
1
2.
3
4
5
R,
7,
8.
9
EMPLOYEE COMMENTS
How do you feel about your supervisor? (Was quality of supervision adequate?)
Did you take any complaints to your supervisor?
If yes, how did he/she handle them?
Have you had any trouble with your supervisor?
If yes, please describe:
What did you like best about your job?
What did you like least about your job?
What did you like best about the County?
What did you like.least about the County?
Reason(s) for leaving?:
Additional Comments:
Yes No
Yes No ✓'�
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
NOON. "eqularscheduled pay day, F,k AL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
'TER NO '
(C.,
signature Date
EMPLOYEE EXIT INTERVIEW
T e purpose of the employee Exit Interview is to enable your Department Administrator, Human
esources Director and County Administrator to better understand your feelings about your
ditions, which in turn will enable them to make necessary changes,
supervision and working con
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Department
Name Q
Employee ID # (J Job Title Ad i Ij
n,- �-
immediate Supervisor r� ^ "r'f-S Q Cl 1 C41
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
S �DerV1�; I o ✓1L
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3.
4.
Have you had any trouble with your supervisor?
If yes, please describe: A CIE u-_/V v�J
What did you like best about your job?
e Y Per, (,q!l IF,
Yes
No
5.
What did you like least about your
job? o r r
Rott ALCO-i
ci I
6.
What did you like best about the
County?
7.
g.
what did you like least about the
v yJ ► L 1 41 Pel 4 ( �
Reason(s) for leaving?:
6� L ;ej,, a,7
County? �� ,� G S V
o-P. Cl U C �jtev) r /t ,
Nj
10 C��'11l'ZQ e- A �tOf,J�
9.
Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON./ CL
Date
Employee signature
a Saari+vsr.r+ ZA-L1 1NTZXV1NW
The purpo of the employee Exit interview is to enable your Department Administrator, Human
Resourc Director and County Administrator to better understand your feelings about your
s sion and working conditions, which in turn will enable them to crake necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate your candid
mments, in order for us to understand your feelings. We wish you much success in
futur 'eavors. (�► //
Name Department `" f
Employee ID # ` Job Title
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2.
4.
5.
6
7
B.
Did you take any complaints to your supervisor? Yes No
If yes, how did helshe handle them?
Have you had any trouble with your supervisor? Yes No 4z
If yes, please describe:
What did you like best about your job?
J - v
what did you like least about your job.
Li
What did you like best about the County?
What did you like least about the County?
(YY) fp bl rf-. f: nr: Ai , 4 nA "4-' -t D
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECY.S MUST BE PICKED JP AT F".%L-T RESOURCES ON Fr^.IDLY
AF NOON
EITI-loyee Sign-ature Date
EMPLOYEE EXIT INTE IEW
Thegnts,
of the employee Exit Interview is to enable your Department Administrator, Human
Resirector and County Administrator to better understand your feelings about your
and working conditions, which in turn will nable them to make necessary changes,
d. Although you are leaving our employ, we incere�y would appreciate your candid
in order for us to understand your feeling We 'wish you much success in your
future endeavors.
Name �(�1i� onC��` lu �ti�oOc� S Department
Employee ID # -� �' C / "1 A 1 Job Title C w�vtiJ.\ ( c .,4
Immediate Supervisor !rt
EMPLOYEE COMMENI S
1. How do you feel about your supervisor? (was quality o supervision adequate?)
2. Did you take any complaints to your supervisor?
If yes, how did he/she handle them? Ec K':� L
3. Have you had any trouble with your supervisor?
If yes, please describe:
4. what did you like best about your job?
5.
6
What did you like least about your job?
what did you like best about the County?
7. What did you like least about the County?
8. Reason(s) for leaving?: MAA,
9. Additional Comments:
Yes 'I -,'No _
(-L ,..
Yes No _k--�
v C 1
I understand I will be given the opportunity to convert my group nealLn anca ilic
and that my coverage with the County is effective th ough i
i
I further understand I will not receive a final paycbeck un it both my Department and Human
Resources have approved of my termination. My final payche k will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAIN RESdURCES ON FRIDAY
AFTj NOON
oyee Signature
Date
Ju, Luc cJu� i
ru to uo i t: aurwi; rage i 1 1
-r -- rmr"wsza tAl'1' INTERVIEW
'.he Furpc.se of t::e employee Exit Interview is to enable your Department Administrator, xunan
Resources Lirecter and County Administrator to better understand your feelings about your
";up vision and working conditions, which in turn will enable them to make necessary changes,
/ warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us co understand your feelings. we wish you much success in your
future endeavors.
Name -Pamela p Nawman Department Parks & REcreation/Golf Operatioi
Employee ID # g06 Job 'Title Sr. Adm. Asst
Immediate supervisor Matthew Baum, Golf Course Mgr.
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
Yes. Mr. Baum will always do his utmost for the betterment of Fairwinds
2. Did you take any complaints cc your supervisor? Golf �gjrse &pdSt LUCie County.
I1 yes, how did he/she handle them? _ no
3. Have you had any trouble with your supervisor? Yes No x
If yes, please describe:
9 , what did you like best about your job? Variation of responsibilities &
duties; meeting the public
for
5. what did you like least about your job? Nni- hei ng ,pa d ap= rnpriately aimmol the
responsibilities called for at this facility. The position is not
categorized correctly; it should be categorized as an Executive Asst.
6. what did you like best about the County?
position
security -benefits
7. what did you like least about the County? Lack of interoffice communications
between both Directors and Administrators regarding decisions that affect
f ism
ag wel a oEaaani�ation.
B. Reasol s) for .e�aving.: retiring -
9. Additional Comments; I Have_ eni oved my work exneri Anne ; n qi Lusie—County
because I have learned a lot,. worked for same wonrlarf-u.l Fe . --a-and oth
I understand I will be given the opportunity to convert my group health and life inisurance
and that my coverage with the County is effective through no-�'`�� e ; & made
I further understand I will not receive a final paycheck until both my Departme#il 4ed gQad friend
Resource have approved of my terminat:on. My final paycheck will be due to me on the next
:egul rly cheduled yar'j/� day. FINAL PAYCHECKS KUST HE PICKED UP AT XUKAN RESOUMCES ON FRIDn:'
AF R N v
Employee Signature
a6
Dace
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
R sources Director and County Administrator to better understand your feelings about your
r� hich in turn will enable them to make necessary changes,
upervision and working conditions, w
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endea s.
Name L. C C G) /� Department �(�� L U / ��
Employee ID # _ /z)J Ste- Job Title
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
A.
IJ fn/r} J
2. Did you take any complaints to your supervisor?
If yes, how did he/she handle them? C,
3. Have you had any trouble with your supervisor?
If yes, please describe:
Yes No
Yes No ✓
4. What did you like best about your job? %iV F ��' J F'G r
5
6
7
8.
What did you like least about your job? T� j.
what did you like best about the County?
What did you like least about the County?
Reason (s) for leaving?: A r 47( F-
9. Additional Comments:
I understand I will be given the opportunity to convert my grou health and life insurance
and that my coverage with the County is effective through L,4 Lin �•
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly schday.FINAL PAYCHECKS MUST BE PICKED UP AT HUFAN RESOURCES ON FRIDAY
arTvlR TTnnm
Employee SignaWte
a 3 A
Date
uavt yv+uu L'Ail 11V1rlmmv.L n
The purpose of the employee Exit interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and,,working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, order for us to understand your feelings. we wish you much success in your
fut eavors.o
1.1a - -A rs At i n% Department fllYC E
Employee ID R Job Title — A .--
immediate Supervisor 9,=cjAe_e-_S
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
% 1S A Meru SIC.; Jle_d }0Ji1/icic'r' l .
2. Did you take any complaints to your supervisor? Yes ✓ No
if yes, how did he/she handle them? Sipe a CLAr tsSc.A 05 W 2r'YIS
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. what did you like best about your job? `� rn .1,..� A enke..le-
VIV Q
Cocle Cn r ce ►�-,e h Qo 1 + Li cs and a on c .
5. what did you like least about your job? = d-
P�1�' 1 f D r►,^�nP r1 "� VA r e.l 15& c� -Inryi e. %rJPC4ir1►
"1�,'l S is ova area my s "Per it sir ;�
6. what did you like best about the County? —11�—Q
7. what did you like least about the County? a, GA' ,�yr.lu `%OA_ nnhe'r—
dhn', a rtbZ I Ar 1-a 6e M 0� 11 aJ01 e-
a. Reason (s) for leaving? : CA D 1G�r1G zX ,?2 rio t
�,� � ,� ��'� o � � `fir.-�k-t,.� Sc�noo\ � o ar d •
9 Additional Comments: 3-e;►�.b CA n34ice
I understand-1-Twill be gi n the opportunity to converif my group health and life insuranc
and that my coverage with the County is effective through �G41�,Gir 31� zao(o
further understand I will not receive a final paycheck until both my Department and tiuma
Resources have approved of my termination. My final paycheck will be due to me on the rex
regularly scheduled pay day. F=Kf:L P;•.YCHECY.s rjs,' BE P!CYBD ,:P AT RES.7:MCES CN
nFT£R NO..N
0 ___ (i.
1/����,
N e .._gnat4re Date
EMPLUYI:�r% ZR11' IINIT-cvis.rr human
le your
ment Administrator,
The urpose of the employee Exit interview or to bet is to ter understands your feelings about you.
ounces Director and County Admin changes,
Kfuture
� w:h1Ch in turn will enable them to make necessaz ouz candid
pervision and working conditions, we sincerely would appreciate yf varranted. Althoughyouare leaving our employ,, g y our
omments, in cyder for usto understand yoLr fee_in s. We wish ou rnuch success in y endeavors.
CALL
(� ,�`� Department
Name ` ^
���� Job Title
Employee ID n
immediate Supervisor EMPLO E COMMENTS
supervisor? (was quality of supervision ad
equate?1
1, How do you feel about your
' No "
2, Did you take any complaints to your supervisor? Yes
if yes, how did he she handle them?
3, have you had any trouble with your supervisor?
If yes, please describe:
Yes No
4. What you ou like ibest about your job? I t-����i�S • 7
..�
/LPL/L[iisays��•�._-----
1.
5. What ..
about you 24-keleast
'
6. what did you lik
1 I i ie
best about the County? �T (�
?. What did you like least about the County? ID, S
g, Reason(s) for le�ving?:
9 Additional Commelnts:
opportunity to convert my group health and lire it:suran'
understand I will b_ given ,.he opp Y
and t at my covezage ith the County is effective through
Further understand will not receive a final paycheck until both my Department and Hum
terrci^ation My final paycheck will _ be due to me or the �e
Resources have approv d of my N'J�" p:C}.£D - p.T ���t�ti RESOURCES CN
.pgu'_arly schedu'e r y da}. F
AF.ER NOON. ?
mate
_ogee Wig':ate=e
EMPLOYEE EXIT INTERVIEW
The pur se of the employee Exit Interview is to enable your Department Administrator, Human
ur
elings
ut Your
es ces Director and county Administrator
in turn illrenable them t o make enecessary ocha ges,
s ervision and working conditions, whi
If warranted. Although you are leaving
our employ, we sincerely would appreciate your candid
com
ments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Department
Name �
Job Title
Employee ID #
,
Immediate Supervisor
EMPLOYEOMMENTS y supervision adequate?)
1. How do you feel about your supervisor., C(was qualit of
laints to your supervisor? Yes
No
2• Did you take any comp
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes
No
4
If yes, please describe:
What did you sinC L�J� �-'�-
5. What did you like least about your job?
6, What .did you like best about the County?
'7, What did you like least about the County?
r,-
S. Reason(s) for leaving?:
9. Additional comments: lth and life insurance
ven the opportunity to convert my grow
I understand I willebe with githe County is effective through
and that my coverage
Department and Hurnar
a check until both my P
final paycheck will be due to me on the nex'
I further understand I will not receive a fins P S' RESOURCES ON FRIDA
Resources have approved of my termination. MY
regularly
scheduled pay day. INAL PAYCHECKS MUST BE PICKED UP AT Ht7MpI`T
AFTER NOO
1w z�.( A Date c�
1
�� �
EMPLOYEE EXIT INTERVIEW
urpose of the employee Exit Interview is to enable your Department Administrator, Human
The
Re ources Director and County Administrator to better understand your feelings about your
Vpervision and working conditions, which in turn will enable them to make necessary changes,
3-f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
mments, in order for us to understand your feelings. We wish you much success in your
lI future endeavors.
JJ / ?li� f7� k% l F-� Department ��� ��
Name
t�— (� /�
Employee ID # / 0 Job Title !✓U���� /Ny���J
ig
Immediate Supervisor BLd6S�a�•f
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
if yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
5. What did you like least about your job?
6. What did you like best about the County?
7. What did you like least about the County?
S. Reason(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
k will
e due to me on the next
Resources h approved of my FINAL PAYCHECKS MUST BE PICKED ermination. my final cUP AT bHUMAN RESOURCES ON FRIDAY
regularly eduled pay
AFTER
Date
Employee Signatur,
EMPLOYEE EXIT INTERV
The purpose of the employee Exit Interview is to enable
re ces Director and County Administrator to bwillrer
ision and working conditions, which in turnranted. Although you are leaving our employ, we s:
ts, in order for us to understand your feelings.
endeavors.
�-(^bo Department`
Name )7-7
?�53 Job Title S
Employee ID # ��✓
Department Administrator, Human
.rstand your feelings about your
e them to make necessary changes,
rely would appreciate your candid
e 'Wish you much success in your
DJ�C (20 m -PL ) 7i�
ILA) > '7Cc --��
Immediate supervisor EMPLOYEE C
l o aENT
t o (�
0.uperr ( qua supiion adequate?)
you feel about your
How
�} J J k q, I I v -1 1 1-- � v L
2. 1 Did you take any complaints to your supervisor?
If yes, how did he/she handle them? �IJ
i.-,An /I 1 l 1 /T A — n 0
3. Have you had any trouble with your supervisor?
If yes, P
< lease describe:
4. What did you like best about your job?
5• What did you like least about your job?
6. what did you like best about the County?
I It
What did you like least about the County? 4
g, Reason(s) for leaving?:
�g• di onal Co en t \
I understand I will be lgiven the opportunit to con er
and that my coverage with the county is effective t ro
I further understand I will not receive a finalfpayina her,
Resources have approved of my termination.
�� PAYCHECKS MUST B �
egularly scheduled pay day.
1 AFTER NOON, W / % I
Yes / No
?I. 4-�N(I DVnb)ro nS.
:,A �)'-A„
Yes N6x---
ER
grMlp health and. I'll-' v
gh
c ntil both my Deportment and Huma
yc eck will be due to me on the nex
CK,D UP AT HUMAN RESOURCES ON FRIDA
signature
to
a� a'. a. +..v ♦J L L A l A. .11-4 1 L•. A. N 1 r, VY
The purpose of the employee Exit interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about yo;:r
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. we wish you much success in your
future endeavors. n
Tame Es �P /� %7�, L/ Department M!1C- ell
Employee ID / co�S- T Y(�Job ,Title 4yl'.A/7T
.m. ediate Supervisor LJC_ `:
EMPLOYVE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
Ale lal-,ej?" Cl.�u is
krm f
2. Did you take any complaints to your supervisor? Yes Ptr-- No
if yes, how did he/she handle them? &n, u n oe rh s
r r /es e- ow t- .Hare and �6a Cyr & a -rc
3. Have you had any trouble with your supervisor? Yes -Z No
If yes, please describe: 4A2e 4(_ye %ngt4!i � Azete �e
IYXLk % D r/ K
� ((�� S t-K fi a c"se � wa ste f �� / ..� a r�r a �t .
4. 'haD tdid y u� bet about your job?
O l i n 14 CI,44*t c'l-i�. n S4Ze- 14e r
Were it re-sse
5. What did you like least about your job? UC,& Q:f&O '/
501� Ali d Q n L Ck i* ,� D
rMp dyees I n e eon ,
id you like/ about the County?
6. Amit d
7en,rf) Yea an O(XPMh7"eb Chg4AUt r in'- /1ZF=/'P _ 7`v
ek?? P / 0 ye eS
7 . what didlyou like $, bcut the County?
a. Reascn (s) for leavinc? : - zad QCCG[f�C�.�I �C%~
Su -F C/ Low P-" .
r
3. Additional Comments: OV/SA eel/ W �m Mr
S S P e 14 rh z17 tn y r/yi v
understand I will be given the opportunity to convert my grc-,:p health and life insurance
and that r,.v coverage with the County is effective through
`uther understand I will fil pay
�not rece_ve a na ^heck un__l bcth my Zepartment and
1eso..:rces have approved of my terminatie. u;y final paycheck will be due to me or, the next
re=--larl'y schen,;_ea Lay day. r_^�-.. K= BE, F��7.E� t� r� 7��- Jt�s.7�tt��5 ON ..._a-.�
_ —r,,z #znniz
l al 3 o%
a tT—T —
EMPLOYEE EXIT INTERVIEW
The pur 6se of the employee Exit Interview is to enable your Department Administrator, Human
fes Director and County Administrator to better understand your feelings about your
ision and working conditions, which in turn will enable them to make necessary changes,
ranted. Although you are leaving our employ, we sincerely would appreciate your candid
ts, in order for us to understand your feelings. We wish you much success in your
endeavors.
Name `� �� ,., ,. �o�t� Department .
Employee ID # \`�5� Job Title a Co
Immediate Supervisor 1��` Fri_,
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4.
What
did
you
like
best about your job?
5.
What
did
you
like
least about your job
6. what did you like best aboA the County?
7. What did you like �4ast about the County?
B. Reason(s) $or leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
=N
ignature Date
EMYLUYEE EXIT INTERVIEW
Th purpose of the employee Exit Interview is to enable your Department Administrator, Human
1R ources Director and County Administrator to better understand your feelings about your
pervision and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name ! Department
Employee
ID # Job Title
� � � i
Immediate Supervisor t=J �S�J C
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2.
Did you take any complaints to your supervisor: ses —. 4,.� No
If yes, how did he/she handle them? _ V-P
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. what did you like best about your job? G
5. what did you like least about your job?� U 1}'L((��(/\
6. what did you like best about the County?
7. what did you like least about the County?
8. Reascn(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and 'Human
Resources have approved of my termination. My final paycheck will be due to me on the next
.egu'_arly scheduled payday. FINAL PAYCHECKS MJST BE PICKED JP AT HUMAN RESOURCES C•N FR'=;%�
imp _
Date
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
V.escurz-es Director and County Administrator to better understand your feelings about your
u rvision and working conditions, which in turn will enable them to make necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name on _ ;� l ��_ Department ;t'l/
Employee ID tt _ '7� �„ Job Title c I
Immediate Supervisor �i 'er �k SOLa„ K� r
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No x`
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. what did you like best about your job? /
1
S. What did you like least about your job? 14[ A (
T
6. what did you like best about the County? -L. �1C�e4�! P dV4 ��M (19r)Pelt
. What did you like least about the County? /��g� /) d�-A -6-f-6 ["P
? � gbh
8. Reason(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. F:NAL PAYCHECKS MUST BE PICY.ED : P AT HUMP-1 RESOURCES ON FRAY
rl-rR -NOON
i6 ZD��
., ogee S_gnature Date
EMPLOYEE EXIT INTERVIEW .
The pur se of the employee Exit Interview is to enable your Department Administrator, Human
V�wa
ces Director and -County Administrator to better understand your feelings about your
ision and working conditions, which in turn will enable them to make necessary changes,
ranted. Although you are leaving our employ, we sincerely would appreciate your candid
ts, in order for us to understand your feelings. we wish you much success in your
future endeavors.
Name T Department �.,f� cc 6t%o.�/i s - 1�.vc �✓�ls��%��"
Empl�j��e ID # � 9� Job Title ��,�,� w ¢<, <�
Immediate\�upervisor
EMPLOYEE COMMENTS
1. How do�Ou feel about your supervisor? (Was quality of/supervision adequate?)
N.
2. Did you take any\complaints to your supervisor? Yes No
If yes, how did he/\s\he handle them?
3. Have you had any trouble\aith your supervisor?
If yes, please describe:
4. What did you like best about your \job?
S. What did you like least about your j
6. What did you like best about the County?
7. What did you like least about the County?
e. Reason(s) for leaving?:
9. Additional Comments:
Yes No
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
Date
Employee Signature
i..•�r "u S zz r:AIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Huma:
�Resources Director and County Administrator to better understand your feelings about you:
supervision and working conditions, which in turn will enable them to make necessary changes
if warranted. Although you are leaving our employ, we sincerely
LL y would appreciate your candic
comments, in order for us to understand your feelings. We wish
future endeavors. you much success in your
Name /,�� �/=;,/%,,.,f Department
Employee ID # Job Title
Immediate Supervisor_
ZMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2
3
4
S
rl-
7
8
Did you take any complaints to your supervisor?
If yes, how did he/she handle them?
Have you had any trouble with your supervisor?
If yes, please describe:
Yes No
Yes No
What did you like best about your job?
.A /f a I i /d
What did you like least about your job?
What did you like best about the County? Ox,
What did you like least about the County? AIA
Reason(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my gro••p he lth and life insurance
and that my coverage with the County is effective through 3 U E>
I further understand I will not receive a final paycheck until bot'r. my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
=TR NOON. y scheduled pay day. FINAL PAYCHEC
AFTER
Y.S MUS': BE PICKED JP AT HUMA—V RESOLrCES ON FRIDAY
AFTR
_oyee Signature
Date
EMPLOYEE EXIT INTERVIEW
Vhepurse of the employee Exit Interview is to enable your Department Administrator, Human
Director and County Administrator to better understand your feelings about your
on and working conditions, which in turn will enable them to make necessary changes,
ted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name 1 %� �.--e -r Off-5 e Department
Employee ID # 'Ell (/ Job Title C ok"5 �-ruc v
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
r �� Goo ti n � -�t`���s•= w�•�l� ��
P ei IV ypy
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them? 0 0 m19174d
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
5 . What did you like least about your job? k''-12 cif v5 .
7
6. What did you like best about the County? �� w=..i yti'\r, aJ Otfsc.t
4,; 5 401, m 5
7. what did you like least about the County?
8. Reason(s) for leaving?: \M0vj"'X Te h A I
,r-
U
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through _ 7` 31^0�
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON. / a
M -7- 1�,6;
Employee Si nature Date
EMYLUyt;r; tx1'1' 1N'I'txvlr;w
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
upervision and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
ffame
omments, in order for us to understand your feelings. We wish you much success in your
uture endeavors. �1
Department
Employee ID # /S7 C'( Job Title
Immediate Supervisor
2.
3,
4
S.
6
7
8
9
EMPLOYEE COMMENTS
How do you feel about your supervisor? (Was quality of supervisi?b adequate?)
Did you take any complaint�\to your supervisor? YeIr No
If yes, how did he/she handle Nhem?
Have you had any trouble with your s4�rvisor? Yes No
If yes, please describe:
What did you like best about your job?
What did you like least about yo)dr job?
what did you like best a�6ut the County?
What did you like/least about the County?
Reason (s) /for leaving?:
Additional Comments:
C�>
understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Hurrah
Resources have approved of my termination. My final paycheck will be due to me on the next
reaularly scheduled pay day. F_NAL PAYCHECy.S M'JST BE PICKED JP AT HL'h'.AN RESOURCES ON FRI::Ay
.%FTER NOON.
-mp_cyee Sig nature
Date
EMPLOYEE EXIT INTERVIEW
Th purpose of the employee Exit Interview is to enable your Department Administrator, Human
sources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future en avers.
Name �{� S Department�jr,.^��,,,y,�dr<T'��
Employee ID # �G�� Job Title ,I' r C rr1LtG�
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about you supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes _ No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes %r No
If yes, please describe: cir „L 5Gi L^C iY(Y 3D /-Q t/r it'
'�Cf YCd .�19t ���� G2� L�C> /�'Cd t. %—;;�l1'i�%t �� ✓G�-i � mil,- ��% s'ooG J�¢: o�J�
4. What did you like best about your job? kk t-JzA's(��
5. What did you like least about your job? '!ham loca y'�df7
6. what did you like best about the County?.�¢-L,�
7. What did you like least about the County? 6 p
u -r rr P"D C� p►"7 OL'-%� az-i (,y 3
8. Reason(s) for leaving?:
�-a
9. Additional Comments: (> c9C/��s
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through /f/n i,., s�/p ( —
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
i2 Ad s—
Date
EMYLUYEIE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
/I supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
r�mments , in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name S Department v) V i cc ayu---4c
1 r
Employee ID # 1y�1 Job Title �C.ttn'�t�'d'+L����^- ~�
Immediate Supervisor �'-I?-:: � CL-
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No ✓
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No V
If yes, please describe:
4. What did you like best about your job?
LJ
5. what did you like least about your job? `61-� �C
!— J, alp (:. C �-{�-„ v� ' S r�� �e"Kl� �, �� chi c-'
SS�InC.-1II {o LOe,n,L
6. what did you like best about the County? h •n-SL
7. what did you like least about the County? NC, C'c^�r�ar-�
8. Reason(s) for leaving?:--,A(,x- ��'t — ��� -
9. Additional Comments : 5-kv. �S [>. c�or�r� Q�ao� �vcr: ; It .2 PS-�ztir CI -K¢ (r3•A�r//�c^k
o,:+ EV-flS b21i.c�f�2i,S�+odJcG`{1r�(ni� alrF�(t rnuti c.b4.•T�r.or-c,w npiLVLYS �n5�tccQDr #1+,nti�n�Sofn4ClaCC4- ,eo%J'O
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through uT3), �ts�
Further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. F_NAL PAYCHECYS MUST BE PICKED UP AT H VAN RESOURCES ON FR7--�:;Y
AFTER NOO
9-7�14
Emil ee mate
S_gnature
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors. I �l
Name �► of —irk &Ails Department ot�T1�1 �J{IIQ aQ�j/y1�M�
Employee ID # �Z0� Job Title &bnam le- �ys�
Immediate Supervisor rry 'DawrIn
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
Larq was very 9 anal Air and KmtoleA W i n 66 ;tid o{ & rfi
ro y ch�oyul W*j6 t •ram In en or► to �e
2. Did you take y com aints to yo supervisor? /^ Yes _� No le4vr.
_. r . 1
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No V
If yes, please describe:
4. What did you 1 ' kg best about your j ob? & 'c S1 • tt� . ork4w
W1* -Q, 9W011 iOY4,011,. �, rAJL11y ehj*#ye& rriy 00
y Yln J
5. what did you like least about your job?
6. What did you like best about the County?
7. What did you like least about the County?
8. Reason (s) for leaving?: L. Wfffllc MIJ
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through UCT ;l
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
Empl
10 —7-0 67
Date
EMYLUYEE EXIT INTERVIEW
The purpose cf the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name f _f�1 �U Ir � Department pz-snuy-c e
Employee ID # I[� Job Titles (�
Immediate Supervisor100.i-- L 1q`I''Z
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes X- No
If yes, how did he/she handle them? i - -.f �' ') P
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job? ��( Lzoy- k-e r�
jjn'-e-
5. What did you like least about your job?�
f !/1
6. What did you like best about the County? CC�� P� C, S 3
4 f em4Di Q�4e es darn I) Q
7. What did you like least about the County?
e. Reascn(s) for leaving?:
V-C
9. Additional Comments: LUnW CY IOU f `fb r-C'+4A f Y1 I..L • IN4k-O 4 0 L1
1 VIt��Y�l.�•f s
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through -
I further understand I will not receive a final paycheck until both my Department and human
Resources have approved of my termination. My final paycheck will be due to me on the next
r eg, I arly scheduled pay day. F_NAL PAYCHECKS KJST B= PICKED ;JP AT HUMPN RESOURCES CAT FFICA`'
A T R NOON.
r
r11T-cyee Signature Date
rllY LV ar, rA.L1 .L1V1r:K V1r:W
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary chances,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name � � L`i ro t'n S Department CPn�^a / Qry,�LQ f
Employee ID # /O % Job TitleSe P lj
v
Immediate Supervisor (`_t(/ r 5S o' � a. l CG4r �1(
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No (�
if yes, please describe:
4.
What
did
you
like
best about your job?
/nP D�cDI� ) I Wdvk cv rW�
5.
What
did
you
like
least about your job?
IV
6.
What
did
you
like
best about the County?
`01 t. `���, �,v�a,c C"' 1nI
7.
What
did
you
like
least about the County?
Iy/T
8. Reason(s) for leaving?: ' Ui Al
o err r�
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the nex*
reqularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT H a AN RESOURCES ON FF.IDr'!
AFTER )00N .
Employ e S_gnature Date
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable yc'ar Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
4if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
omments, in order for us to understand your feelings. We wish you much success in your
1 f,uture endeavors.
me S T�"VC 17�✓Cs.� Department M��s
Employee ID # Job Title MZ 1Z=4 e c./1�S-r
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
S 419�vL -t' -T --r5 7;�c.I�iv.rcACC� Awl Mo"CC7� �.,i A �c Q �R 7�- ASA S�pr7l v.
2. Did you take any complaints to your supervisor? Yes X No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes X No
If yes, please describe: Scar ��ESsG�,ATsor.� DAck�T_
4. what did you like best about your job? C-26W 7r-ve
5. what did you like least about your job? De: L_)s-r-s-
6. What did you like best about the County? Q�oK�irvsry T �pMc?�cpc,,�/Ir
7. What did you like least about the County? 5//,q,. - l J4�FL-IJ T.
e. Reason(s) for leaving?: ,S/lia„e= Sc_E 2r-SSC-,,ATscti,
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through n c7or,3c-'y2 3!•
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDA`_'
AFTER pi0ZR,
e Signature
%O'Id•GS
Date
ZMVJUVXr:z ZA11- LN-1rr1V1ZW
The purpose of the employee ExiL Interview is to enable your Department Administrator, Human
Resources Director and Count Administrator to better understand
Y your feelings about yo•,:r
'su 'rvisior. and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name ( 1i 6 r 1 r, Department f"l (h? I.,V6
Employee ID # Job Title
Immediate Supervisor ---�'q KES 1- 01 l_':�
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
u 1_
2.
Did you take any complaints to your supervisor?
If yes, how did he/she handle them?
Yes No
3.
Have you had any trouble with your supervisor?
If yes, please describe:
Yes No ✓�
4.
What did you like best about your job?
5.
What did you like least about your job?
6.
What did you like best about the County?
(2)2<'q -� *Atz -�o C064e-
7.
What did you like least about the County?
6.
Reason(s) for leaving?:
9.
Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination, My final paycheck will be due to me on the next
reg_larly scheduled pay day. FINAL PAYCHECKS N,JST BE PICKED 'jP t-T H_'I _N RESC,7RCES C'z F-IDA'1'
;,FTER NOON.
_6,2Z- e�l,-
DT,P_oyee ( ig::ature Date
EMPLUytz 1+' A11 11v 1r.nv iur.
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
r to better understand your feelings about your
Resources Director and County Administrato
Vervision and working conditions, which in turn will enable them to make Necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate your candid
ments, in order for us to understand your feelings. we wish you much success in your
future endeavors.
/
Name A> L/ /I Department LE
Employee ID Job Title 5/ Id"4e > A)a
immediate Supervisor ��JVI(4 f 41
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them? 1 I1ar'c, ileiYr /lalLef �71t// Cutu�_[:t21"der'"�` f7cc/ Gc dlEr�
70
4
5
6
Have you had any trouble with your supervisor?
If yes, please describe: 5k-- l l�r/'i "5 �� ��
Yes No _/
what did you like best about your job? Lk) c a 5 It r7 — ['l�rcllE/1r� • �� lir�c•s{ E c tr��
/4 % /3
what did you like least about your job? 7' 1,c, 64 j"
% Y i
What did you like best about the County? 7l, {)enr �,�� cfP �.r� f ti,rl r ha
What did you like least about the County? ci l- if �l1 rGY✓yir� E,i"rt rr� a i111e �tr /Yll
5 lbiLc f {�irr ltC�lnC-d-
��trstr1C:n - l�Ltj ,n%7iX. 1L�
%/7�ir)'iRi7G71 G�uS �e62/I C(L((L.0 F'C'� r/1 /%lrc�.;�7r i � ` 11
8. Reason(s) for leavi+�g?:
l->IL�SbGu�C{ l5 r�'IO<iQ�r7C C�cc. �> G Cu �a�� �1
g. Additional Comments:
T understand I will be given the opportunity to convert my group health and life insurance
and that —y coverage with the County is effective through ► rl 3 C. 'LOC%h
further understand I will not receive a final paycheck until both my Department and Fuma'
Resources have approved of my termination. my final paycheck will be due to me on the nex!
=KA: pAy C S ' PICY.ED DP A" H:T,LA-`4 RESCur.CES ON FF.:Di'
reg•-larly scheduled pay day. F MSS: BE -
kFTrR NOON.
Date
z, _ cyee __:.at :re
EMPLOYEE EXIT INTERVIEW
e purpose of the employee Exit Interview is to enable your Department Administrator, Human
escurces Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
` Name Department (�!L Gil 4$ i A,/6.
Employee ID # % 7 Job Title ��� i �z i 5- ��.1 ��'•ti
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No t
If yes, please describe:
4. What did you like best about your job? 1� ,..c 3 v t' y - �a
S. what did you like least about your job? 'nc?eT_ ��m 174J fn'o-
Al
6. what did you like best about the County?
i9 Jam+ L� � < 'f l', � � � " 1-sL r r-�i'L.
7 What did you like least about the County? ivo i 14 i,L/<r f . c �/Z
, iy9s
8. ReasoT115) OY leaving 11'nt' CJ41r7�� ,, eu,T ,
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly at'fteduled pay day. FINAL PAYCHECKS MUST SE PICKED UP AT HJWAL_N RESOURCES ON FRIDAY
AFTERON
E7, oyee/ignature Date
ML-J 'LV ZLG L'+i►i+ 1xl+"a'r .LF1
The purpose of the employee Exit Interview is to enable your Department Adr„inistrator, Human
Resources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
qammmelxts, in order for us to understand your feelings. We wish you much success in your
t, e endeavors.
e
�., Department �' K C 'ate i ✓
� � �� �
Employee ID # Job Title
P
Immediate Supervisor
EMPLOYEE COMMENTS
i. How do you feel about your supervisor? (Was quality of supervision adequate?)
J1, �. ;. � f•. �, � � ,� c� � Y F 5 i>
2. Did you take any complaints to your supervisor?
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor?
If yes, please describe:
`ar
Yes `t No
Yes No
4 . What did
you like
best about
your job?
S. What did
you like
least about your job?
T�`J` �/
S ' �',` • y s / '�
c r� r• �
r f r+�6<-
•,Vr �lJl `c , / S �-(, �.
t i
�J.I
6 What did`
you like
best about
the County?
i' �✓ �y �� '� < c'. 1 �i �L�f J d f a �/
ri F ,I(, ,,F0 1)VC
What d yo
u ou like least about the County? 1 -
7.
rc
E. Reascn(s) for leaving?:
/ � � 1 1� � t �/ r �•� !i�/l � 'J ��^ �' • L` YJ'l". r ail � l � ��
9 . Additional C omm e n t .. s : - f� k�---T-�----
understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through '/, 11-A'(-
' further understand I will not receive a final paycheck until bot, my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
reg•-larly scheduled pay day. F=NAL PAYCHECKS MUST BE PICKED 'J? AT H'j. ,LA-N RESOURCES CN FRICr`.
;,F7 P NOQk`,,.
ET.p_cyee S_g-acre Date -
FCHC PED i N i K 1"' Hutna�
--146109�8 1E901
0ES a cmeny �.dministraCOout your
26:50 SLC RL enable Y°ur DeP r cus feelings ab
0G;' 20D6 7 7 24622361 v; I is td cl>�gQ6
Exit Inter to better undexetdnd Y e r;ece9sary
09/ v 2008 23:21 7, 1p ee tsato= enable them to mak ou= candid
e Puzpose of the employee
Admi- turn will would appreciate Y
Cout�tiY which in in Your
Director and loyl we sincerely ou much auocess
sSourCes wozkin cordltloJ'jiving our eta we wish Y
suPer,ision and h ycu are 1 feeiing9
if war_arsted. thofor understand Xaus n
us to ev
�'� comments, ir. oxde_ n
E,jture enleavors }� L
r/ Department
Name Jab Title
rmployca 7D
a ZQPLDYES Co ty
envision adequate.)
Immediate surervio 6x of sup
� r
i supervisor .
1 • gow c5o you fee;. about Your was quali
Yes No
`�, .�- suQpzvisnz7
Did Y°u take any comPlai�nta to y
oux
2. a them?
�l If yes, hew data he/r�h.e hand'
Yes
Have with your
you bad any trouble
supervisor'
3•
if Ys6• Please describe
] ikc
bast about Your jOb?
;c 9 , ymat did you
abet like least about You-, I4b
did yOU
IMP?
Y CY
W
J bout the Count}''
what did you lice best a
4
110
What did YoU like least about the Cour.:Y'
Reaso s lsl for leaving?
0 Q 1 + t-yu
rx
nts: ,i�a insuran a
AdditiT•� 1 Cw�, i vext my grove healt2: a^d 1
V loan the opPorGur'ity to con
be C❑unty as e`_fectivo throzi92l
undexBL acovaraga with the Department ar.4' Kum
and thL- mY 3 C'�eCk until both cydve to me cn trie nee
ive a f ina'= P �` will b
a understand I will not seCe ion. tdy final paycY�a�k Rc.50URCE5 Did
I urthe� have aPPxovec3 =t my t ^ki vAYC1:cCY.S !•^,SST gg PSCY.ED 'Tr
Descant � a�' day,
�ev:idrl)r gchedL_e� 2�Cf. cf
;f£R NOON .
— 'A Date
ce s'�'Sa�1.xe
og/07/2-00(i THC- OU'00 JTX/RX
NO 62451 �
EMPLOYEE EXIT INTERVIEW
uman
ur ose of the employee Exit Interview is to enable your Department
feelings aboutyour
Thep P Administrator to better understand Y ry changes,
Resources Director and County which in turn will enable them to makeayour can
supervision. and working conditions, we sincerely would appreciate
� you are leaving our employ,
if warranted. Although
our feelings. We wish you much success in your
comments, in. order for us to understand y
future endeavors.
�', Department
1`i Vic\L).3. Z
Dame
T
� Job Title
Employee ID �
Immediate Supervisor EMPLOYEE COMMENTS
1• How do you feel about your supervisor? (Was quality of supervision adequate?)
2, Did you take\any complaints to your supervisor?
If yes, how did he/she handle them?
3, Have you had any trouble ,with your supervisor?
If yes, please describe:
q. What did you like best about your j61??
B. What did you like least about your job?
6. what did you like best about the rnty?
What did you like least about the County?
S, Reason(s) for leaving?:
Yes No
Yes No
9. Additional Comments:
the opp
ortunity to
understand I will be given convert my group health and life insuranc
and that my coverage with the County is effective through
lreceive a final paycheck until both my Department and Humes
will not the ne>
Further understand I i check will be due to me on
Resources have approved of my termination. My final paycheck
re ularl�� scheduled pay day. FINAL PAYCiiECKS MUST BE PICY.ED UP AT HUMAN RESOURCES
ON FRID:
g
AFTER NOON•
r ��1n
Date
Emplcyee S:gnatu,e
EMPLOYEE EXIT INTERVIEW
_urpose of the employee Exit Interview is to enable your epartment Administrator, Human
f:eesources Director and CountylAdministrator to better under tang your feelings about your
ervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are, leaving our empldy, we sincer ly would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name �/6-1 L/ I Department�*/t
Employee ID # I Job Title l
Immediate supervisor � /h'
EMPLOYEE COMMENTS
1. How do you feel about yoLr supervisor? (Was quality f supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she h,ndle them?
3. Have you had any trouble with your supervisor? Yes No ?�
If yes, please describe:
4
4. What did you like best a out your job? Wor I, P�
5. What did you like least bout your job? i LI&e
e
6. What did you like best al out the County? P-
7. what did you like least bbout the County?
8. Reason(s) for leaving?.
I
9. Additional Comments:
i
I understand I will be given t e opportunity to convert my g cup ,health and life insurance
and that my coverage with the ounty is effective through _
I further understand I will no receive a final paycheck unt'l both my Department and Human
Resources have approved of my termination. My final paychec will be due to me on the next
regularly scheduled pay day. F�Nj-L PAYCHECKS MUST BE PICKED P AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
Date
Employee signature
!I
The pu ose of the employee Exit Interview is to enable your Department Administrator, Huma.:
eso ces Director and County Adrrir.istrater to better understand your feelings about your
ps rvision and working conditions, which in turn will enable them to make necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. we wish you much success in your
future endeavors.
Name Department
Employee ID # ICJ Job Title ��4r��►t�lcyY�c� �^—
Immediate Supervisor% —
EMPLOYEE COMMENTS
2. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes '<_ No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No -L-1/
If yes, please describe:
4. what did you like best about your job? `9'0\V ti r-0k) Q v,"
5 . what did you like least about your job? ) t--( �r �-w ( C-Kd,�',
6. what did you like best about the County? 4 E!L)�
7. what did you like least about the County?-r-'-LC vA-
8 . Reason (s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my gre•,:p health and 'life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved cf termination. My final paychecks will be due to me on the rest
secularly sc(^eduied pay da F_KAL PAYCHECKSNU5" BE PICi;ED UP AT HLT;Rv RESOL`FCES GN F-IDA_'
)C0
Date
ZMYLUYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Adm4nistrator, Human
',�e urces Director and County Administrator to better understand your feelings about your
Vpervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Nam €��'cs Department
Employee ID # ( 8 ) -t Job Title 13la V__ef�
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
S. what did you like least about your job?
G. what did you like best about the County?
1. what did you like least about the County?
8. Reason(s) for leaving?:
9, Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources hayf my termination. My final paycheck will be due to me on the next
regularly heduled pay day FINAL PAYCHECKS MUST BE'PICKED UP AT HUMAN RESOURCES ON FRIDr.Y
LmPloyee Sign
Date
ST. LUCIE COUNTY INTERNA 7724621718 P
Dec 07 05 01:50p use-i-uo n:4UAM; rage i#1
Sent 9y: S" LUCIE CO HUMAN RESOURCES y�, 4fi1 1dtl1 ' r `
r� - _ _ -. - • •.,••-7 ••vwf EMPLOYEE EXIT INTERVIEW �?� N� � �7!.'
The purpose of the employee Exit Interview is to enable your Department Administrator, xuman
Resources Dirtctor and County Administrator to better understand your feelinge about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
n ,Cuts, in order for us to understand your feelings. We wish you much success in your
re en-de�a-var�s}..
Name Department
Employee Iv 0 L. Job Title �Z.U^nr-►s T e&9V ��✓t ¢.,_&I''
3mrnedaate Supervisor --- EMPLOYEE COMMENTS
1.
How do you feel about your supervisor? (was quality of
supervision adequate?)
.�
2.
Did you take any complaints to your supervisor?
Yee Z, No
If yes, how did he/she handle them?Ofylf}TI
c►.n�.� [ l� f' :� C �5
.1
[-e1
Yes No
3.
Have you had any trouble with your supervisor?
If yes. please describe:
4.
what did you like beat about your job?
Ve-
���..
5.
What did you like least about your job? 2Errcrk e_A e,-L
6.
what did you like best about the County? i dim A
6z?j—&Ar",4e5-
7.
What did you like least about the County?
A ✓i' Q
a.
Reason(=) for leaving?: Alm
Qv'ei� ""'Z'"-"�'�"� 4�`'`
9,
Additional Comments: ��^"`
-S'�r�`
Y understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will nor receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HTIVJ%N RESOURCES ON FRIOAY
AFTER NOON.
.-.-�.211) 7-ems
Emplo a atu Date
EMPLOYEE EXIT INTERVIEW
The p-rpose of the employee Exit Interview is to enable your Department Administrator, Human
�Reces Director and County Administrator to better understand your feelings about your
is pervisior and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
II' comments, in order for us to understand your feelings. We wish you much success in your
�i future endeavors. (�
Name 1 �l I /' f 1�� Department
Employee ID # ! ( Job Title
Immediate Supervisor Cy /y",(-(
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them? /V//%—
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did
you like
best about
your job? C0/U54:—� VtI -(--W/L1 LAW Ci /%
5. What did
you like
least about
your job? �D�NC` �N f� �9i" w N
6. What did
you like
best about
the County?
7. What did you like least about the County?
8 . Reason (s ) for leaving? : /Ve�/y
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
Empic�lee Signat4ire
Date
The rpose of the employee Exit Interview is to enable your Department Administrator, Human
Re urces Director and County Administrator to better understand your feelings about your
pervision and working conditions, which in turn will enable them to make necessary chanoes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors. (� 1
Name�%1� Department
Employee ID # 4 raj Job Title _?�� A
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel abo t your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes ` No
If yes, how did he/she handle them? �r
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
5. What did you like least about your job? c1 / /� ��� 1'1�4C
6. what did you like best about the County?C��'tiO-�
7. What did you like least about the County?
6. Reason (s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUY'AN RESOURCES OAT FR--DAff
AFTER NOOK
/v - - d s---
cyee Signature Dace
EMPLOYEE k:xli iivir,icv�L..
., our Department Administ:atcr, Human
The purpose of the employee Exit interview is to enable y
our
R sources Director and County Administrator to better understand your feelings about y
conditions, which in turn. will enable them to make necessazy changes,
IV upervisior. and wo_king we sincerely would appreciate your candid
if warranted. Although you are leaving our employ,
co
mments, in order for us to understand your feelings. We wish you much success in your
future endeavors .
Department
Name �0.rY1Q5�� U► �D�i
1 C, Job Title
Employee ID r
Immediate Supervisor EMPLOYEE COMMENTS
1, How do you feel about Your supervisor? (was quality of supervision adequate?)
�.
complaints to your supervisor? - Yes
�_ No
2. Did you take any P
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes
No
If yes, please describe: C7
4• what did you like best about your job?
our ob? �
5. What did you like least about y �
6. What did you like best about the County?
What did you like least about the County.
S. Reason(s) fer leaving?:
g
ddit ional comments:
A
understand I will be given the opportunity
to convert my group health and life In.surarc
and that my coverage with the County �s effect!ve through
final paycheck until both my Department and Hu^
I will not receive a fi P y me cn the ne:
further understand ion b7y final paycheck will be due to _^
have approved of my terminal F_ D ,7p t-.T i ;,T9P�1 RESCL:-- ON Pr
Resources PP T_N - yCHECKS NJS: BE
eg�_az�y scheduled -paycay. F '
F:Ee' NOON.
�� Date
zMr&JVzzz ZA11 LiNIZAVIZ"
The purpose of the employee Exit Interview is to enable yo:ir Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
r, supervision and working conditions, which in turn will enable them to make necessary changes,
te w ranted. Although you are leaving our employ, we sincerely would appreciate your candid
m ents, in order for us to understand your feelings. We wish you much success in your
lure endeavors
Na e �' U
Department
Employee ID K
Immediate Supervisor
Job Title V/11� 7 i <
EMPLOYEE COMMENTS
i. How do you feel about your supervisor? (Was quality of supervision adequate?)
// /,C- 6t-'Le �
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor?
If yes, please describe:
Yes No
4. W�_did you like best about your job?
S. What did you like least about your job?
6. What did you like best about the County?
7. What did you like least about the County?
G. Reascn(s) for leaving?:
9. l,dditicnal Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
further understand I will not receive a final paycheck until both my Department and human
Resources have approved of my termination. Icy final paycheck will be due to me on the next
r�au' arly _scheduled pay day, F:Nr,� ?A:'CHECY.S MUST BE P_Cf:ED P AT .: Ttrti RESOURCES GIB FrIDf `_
_ogee s__^at•,:re Date
?2S?15456 SPORTSCOMPLE
HS 2a_�©EJ6 �1 :a Sic HUMAN RESOURCES SPORTS C0A1PLE.1' 0A
i`e,A',=Pose Q' the emFlcyae Exit Interv'_ew _5 to enable your Department Adroir:l6t:atoz, iiumar
::urce9 -.lector and County hdministrator to better understand your feel%n9s about your
Y,-'
ervision and working conditions, whic.'1 Ln turn will enable them to make necessary changes,
'mar:anLe . A;thvugh you are leaving our employ, we sincerely would appreciate your card:.d
ments, ir. order for •as tc understand your teeiingswe wish you m,:ch s•:cceSs in your
Lrs endeavors '
arr,e Ph z"', ., `. ' '�r ���— Depart�,er,t �'Q�d t l�rl
Empioyse V,� Job Ti.xe _`a.1L.d_1LQ(' J�i��`�
inm.ediaze supervisor l�l 11 \IT I 1 tf"L.
EMPLOYEE COMMENTS
Hcw do you feel abpuC your supervisor? !was q'.tpi:ty of dupexvislon adequate?)
�• D'd you take any complaints tO yo r supervisor? Yea No
if yes, how did heis.lia handle them? r
Havw you had any trouble with: your a::pervlsor? yes No
if yes, please describe; l C e
4 What, dA you like best about your job? Lt
Ana did you Iikc least about your job'> ����- i I)EA
o what did ,cu lake beat about the County? .
What did you like least about the County?
5 Reas :n f n; for leavz^g? — 1! -
CGS % u-A nra _ ; _ x D e.
Conrrsntk . �. �_l 1S�1L
Gr.4 Opportunity 'to convert my group heat and 1-,.e
cove: -age- Wit., the. C,,J .ty is eflect_ve _r.ough DLD_,
I Will ,..,. : eteive a :.:a: aye! cck unt: , bo.h �epa_r_nen' a:ic x3Y,ar.
:L:: t.'1Lr L'!: C�4 L'i �a7[S f7 �y.
ReSourcP-6 hove approved of my term.naticn. My `_lna'_ paycheck .i'_i �r due to r,,a Cn ':-:e .ex-
.ec -n-:.; sc: ¢n led Fa'• day. FIT:?.L PA:CHU'"K5 T'J5 Bi AICY,�� LP A i � wS+ etES�JT�CES UT:
rna I CA - -A L-e -701 -he AOc (f�s-
08/24/2006 THl' 02:42 {TX/RT NO 61271 Z 002
z1L-e1JUXt,z LAIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
^ �up vision and working conditions, which in turn will enable them to make necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate omments, in order for us to understand our feelings. pp Your candid
future endeavors. Y ngs. we wish you much success in your
Name �'�/ f�j� Department L,
Employee ID `!j Job Title
Immediate Supervisor
'EMPLOYEE COMMENTS r
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor?
Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor?
Yes No
If yes, please describe:
4. what jdid you like best a out your job?
V
5. what `id y uieea t abbo�ut your jo
6. what did you like best about the County? A 0 10
7. what did you like least about the County?
6• Reasc-(s) for 'leaving?:
`'• additional Comments:
understand I will be given the opportunity to convert my grou health and l�f e i_^.sura^ce
and that my coverage with the Cou:.ty is effective through
further understand I will not receive a final paycheck until both my Department and Human
Resources rave approved of my termination. Ply final paycheck will be due to me or, the next
regularly scheduled pay day. F=TAL PaYC;jE-Ks N,iJST BE plCKED 7p ,?: i T'aN -tCES C'1v
ArTER NOCh .
RESOu =t.I✓r`
mate
EMPLOYEE EXIT INTERVIEW
I' /ppose of the employee Exit Interview is to enable your Department Administrator, Human
ees Director and County Administrator to better understand your feelings about your
sion and working conditions, which in turn will enable them to make necessary changes,
f warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name Ff� 1/� �1� �R Department
Employee ID # 13 Job Title 6E — e1--i5)�
Immediate Supervisor 6u5ftt4 Vil me
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
�e v- lam& -�O
2. Did you take any complaints to your supervisor? Yes No A ---
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
5. what did you like least about your job?
6.
What did
you like best about the County?
Ya1�Ly069:5 4�pzrp '&&AN-e e
7.
What did
you like least about the County?
)nn r-(
g .
Reason (s)
for leaving?: Rel�A�i vVq
Additional Comments:
I understand I will be given the opportunity co corivexL- <«y----
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMPH RESOURCES ON FRIDAY
AFTER NOON.
Employee -Signature
Date
r The purpose of the employee Exit Interview is to enable your Department Ar3m4n4strator, Human
Resources Director and County Administrator to better understand your feelings about your
s _envision and working conditions, whic:n. in turn will enable them to make necessary changes,
f warranted. Although ycu are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
'5
Tame �.( >L �� M'�
--ltJ/�/!1( Department
Employee ID K Job Title
Immediate Supervisor /
EMPLOYEE COMMENTS
1.
How do you feel about your supervisor? (Was quality of supervision adequate?)
)L L1 61
2.
Did you take any complaints to your supervisor? Yes
No
If yes, how did he/she handle them?
3.
Pave you had any trouble with your supervisor? Yes
No
If yes, please describe:
4.
what did you like best about your job? �= �i ;� tr, {� y�c e,
5.
what did you like least about your job?
zfz;
6.
(
What did you like best about the County? 1�_t. rt�l S
What did you like least about the County?
8.
— /.7
Reason (s) for leaving?: `Jlc'%lt��c7. -li..J 7
9.
Acditiozal Comments:
understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
further understand I will not receive a final paycheck un_il both my Lepartment and ...:^an
Resources have approved of my termination. My final paycheck will be d•.ie to me on the r.er,t
regularly scheduled ray day. F_NAL PF:YCHECY.S 1✓,'JS7 b=' P'CY,ED "P A: HLTiti RDSO r.CES G?�' _..ID :'
ee S_,-at,�re Date
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human.
Resources Director and County Administrator to better understand your feelings about your
1:F
pervision and working conditions, which in turn will enable them to make necessary changes,
arranted. Although you are leaving our employ, we sincerely would appreciate your candid
I co ments, in order for us to understand your feelings. We wish you much success in your
ture endeavors.
Name DepartmentLr
r \
Employee ID # Job Title'. &
Immediate supervisor t
EMPL EE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
6() Chm& tj
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job? (A . G aLD cI
t .�
Au
S. What did you 141 least about your job?
6. What did you like best about the County?
7. What did you like least about the County? H
8. Reason(s) for leaving?:
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
A77RR NCln T A
Employee Sig?ature
__q (�--
Date 4,
EMPLOYEE EXIT INTERVIEW
%T e purpose of the employee Exit Interview is to enable your Department Administrator; Human
esources Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
i if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. we wish you much success in your
future endeavors.
Name i', y i Department j va"
Employee ID 4 Job Title
Immediate Supervisor
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?lP
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4.
what did
you like
best about
L
your job?
,
r
S.
what did
you like
least
about
your job?
6.
what did
you like
best about
the County?
^.
what did
you like
least
about
the County?
�,(; ,� ,,
''r f(�
IIII
�I �;G�`\
�
D�La
�� i
�lJ h7
I
S.
Reason(s)
for leaving?:
9.
Additional Comments:
J
�,�
�� r 4 ekkQ4L;
WA'he
t;knt
1 understand I will be given the opportunity to convert my roup health and life insurance
and that my coverage with the County is effective through�{����
r
I further understand I will not receive a final paycheck until both my Department and uuman
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDA.Y
AFTER NOON.
Employee S _9natu`2�e Date
EMPLOYEE EXIT INTERVIEW
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
V�esrces Director and County Administrator to better understand your feelings about your
vision and working conditions, which in turn will enable them to make necessary changes,
rranted. Although you are leaving our employ, we sincerely would appreciate your candid
nts, in order for us to understand your feelings. We wish you much success in your
e endeavors.
Name �i/ �����`` Department
Employee ID #7 Job Title
Immediate Supervisoro,, ay /�itJGc�i`; P� /l--)
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
oy:>
2. Did you take any complaints to your supervisor? Yes No X
If yes, how did he/she handle them?
i
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job?
S. What did you like least about your job?
6. What did you like best about the County?
7
8
What did you like least about the County?
Reason(s) for leaving?;F�i/1'/�?f:-r/7
9. Add i Tonal Comments:
'= 7"AO+ 'y
I understand I will be given the opportunity to conv rt7my"group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly sch�kduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON
Employee Signature Date
EMYLUz�� L' A11 1►� ti+a�r .emu••
The purpose of the employee Exit Interview is to enable vour Department Administrator, Human
to better understand your feelings about your
Resources Director and County Administrator
supervision and working conditions, which in turn will enable them to make necessary changes,
V11f Warranted. Although you are leaving our employ, we sincerely would appreciate your candid
mments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
�J y
Name /j,�C/��F.Z� `/ , Department 1/1V
Employee ID # 77Job Title
Immediate Supervisor�-
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
2. Did you take any complaints to your supervisor? Yes v No
If yes, how did he/she handle them? i G/t�dezl> % Lf>
3. Have you had any trouble with your supervisor? Yes
If yes, please describe: /"!/�Fy
4. What did you like best about your job? / ��T /1�.1 /yA�•� ���y ��/
5. What did you like least about your job?
6. what did you like best about the County? "z,of/
.W
7. What did you like least about the County?
B. Reason(s) for leaving?: d�FL�(-2A7�
9. Additional Comments: c
tunity to convert my group health and 'rife yn.suranc
understand I will be given the oppor
and that my coverage with the County is effective through
further understand I will rot receive a final paycheck ua it both my nepsrtment and Eurr:=
approved of my terrr.inatio. My final paycheck will be due to me on .he .e)
Resources have r�,
a y .:NAL PAYCHECY.S KUST BE P:CK--D 'JP rT 3:;,T:P*] RESOirCES C^.N
reaularl�• sc:^.e..uled pay da
A:' T NOON'
,,- //.
Da t e
The purpose'cf the em^loyee Exit _nterv,ew is to enable your Depa_tment Administrator, ^ ..oral-
,: Reso,es Director and County Administrator to better understand your feelings aboutvour
and working
conciticns, which in turn will enable them to make necessary changes,
rranted.
Although
you are leaving cur
employ, we sincerely would appreciate your can6c d
r�ommentts,in
order fcr
us to understand your
feelings. We wish you much success in vo•.:r
e enceavcrs.
Name �%�%Fc'l6A
Department
ID
----�Employee
Job Titre
_rmediate Supervisor
EMPLOYEE COMMENTS
i. How do you feel about your supervisor? (Was quality of supervision adequate?)
TD�rG 1
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. 'nave you had any trouble with your supervisor? Yes No
:f yes, please describe:
4. What did you like best about your job?
5. What did you like least about your job?
6. What did you like best about the County?
What did you like least about the County?
E . 'r.eascn (s) f c_ leav_nc? .
°. Addit_,.nal Comments.
understand i will be given the opportunity to convert my grc•,:p hearth an- _u __fe nsrance
and that my coverage with the County is effective through
further understan.. I w__1 not rece_N,e a final paycheck until both ry Cepartmen. and
=esc__ces '.-love apr- - „ ed cf my termination. my fin a: Paycheck w_=1 be r ue to me cn .ne next
.,ar-v ` _ ::':.. v^L_,•t_� 1,7,= b_ r_C:.-� :-.':' _'1•:.=_C r.�S�..x ..5 .^.:C r.._�r.:
roc•_ ..-ec__e� �a�. da•. r., r. .. ��
.lee S_ -c___e Cate
n purpose of the employee Exit Interview is to enable your Department Administrator, Human
esources Director and County Administa-ator to better understand your feelings about ycur
Humans and working conditions, which in turn will enable them to make necessary changes,
I11 if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
i' comments, in order for us to understand your feelings. We wish you much success in ycur
futu deavors.
Name Q au Department
Employee # ob Title
Immediate Supervisor
1. How do you feel
EMPLOYEE COMMENTS
t your supervisor? (Was quality of supervision adequate?)
2. Did yogi take any complaints to your supervisor?
If yes, how did he/she handle them?
Yes No
3. Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4. What did you like best about your job? -- )/ ��1L0 4
5. What did you like least about your job? l'
6. What did you like best about the County?
What did you like least about the County?
8. Reason (s) for leaving?: __ C/�LC.�/ a.�i(jh.ur,C
9. Additional Comments: /
I understand I will be given the.opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be -due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PIC.Y,ED up AT 9AN RESOURCES ON FRID�Y
41kIFTCON.
ignature Date
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
n Re ounces Director and County Administrator to better understand your feelings about your
pervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although ycu are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in ycu_
future endeavors.
Name
—, ) e, it it i J J Department 1�- 0 �M C4
Employee 1D n 1 Job Title
mmediate supervisor �ol 1 (A' r' e-
EMPLOYEE COMMENTS
i. How do you feel about your supervisor? (Was quality of supervision adequate?)
f
V J 1
2.
Did you take any complaints to your supervisor?
Yes No A
If yes, how did he/she handle them? r)<)tV'/1q
M t lo r , M L-
O. �f'w Mtnor �O ' ,. I
.I 1E' o ALar d al
3.
Have you had any trouble with your supervisor? Yes No
If yes, please describe:
4.
What did you like best about your job? IYl cI K n 4 rn e, ho' e --"
toycd kLg� olKd �9 tt-('�A work.
Liles n eL-1
B.
What did you like least about your job?
l CIO nJ
Gl�Ld u� 1 e lU ram, � wa.J
rn�fy Jed so +D Jet
6.
What like
re
did you best about the County?
l'. -e o• l L Q rG fffAtrq1JV � d IV 11" t a t
7.
What did you like least about the County?
OWIJ��!,'4.�
U q s (ea I 1 4, n ,�o1we _
�O
!_ "
u "�'�V �,i 4�n �� ✓�+ J �i
B ,
Reason(s) fo leaving?: 1 p I��'-UAf
�V G�
,f-o r ri
9.
AdCiticnal Comme^.t �/ (a;n:N�
1,10%A ( VC �y 'Fs i A
(`e A ( a cz V-4./44 t' ; I d -O� urn -- �n �,a
�� r \IY A -- -„ C.< t c I 0 Vola or#A 4
understand I will be given the opportunity to convert my group health ant life irpDxftip�
and that my coverage with the County is effective through
further understand I will not receive a final pa.,•c::eck until both my iepartment and
Resources have approved of my term -nation. My final paycheck will be due to me on the nex
rep la" .^.e:.:1e6 a\, Gay. F AYCHE'CK5 ..... '---VAN RESCUcC:s
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
Resources Director and County Administrator to better understand your feelings about your
super/y,;,rIon and working conditions, which in turn will enable them to make necessary changes,
wd_rranted. Although you are leaving our employ, we sincerely would appreciate your candid
mments, in order for us to understand your feelings. we wish you much success in your
uture endeavors.
IName ',-`=/Z /a'L c: G-� —y�'-`ice' Department %
Employee ID # % D Job Title
Immediate Supervisor �✓�/� /: f-��'G'-�• -/
1
2
EMPLOYEE COMMENTS
How do you feel about your supervisor? (was quality of supervision adequate?)
Did you take any complaints to your supervisor? Yes v No
If yes, how did he/she handle
them?
'e s
L_-
3. Have you had any trouble with
your
supervisor? Yes
No
If yes, please describe:
4.
What
did
you
like
best about your job? `� / - co- ---V
5.
What
did
you
like
least about your job? f--
6.
what
did
you
like
best about the County?
7.
What
did
you
like
least about the County?
8 . Reason (s) for leaving?: u i3 "z
9. Additional Comments:
i understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED ,:P AT HUMAN RESOURCES CN
AFTER NOON.
I/
3 - 3 /- c. C.
Employee S_gnat•_re Date
T'-e purpose of the employee Exit interview is to enable your Department Admir.ist:-ater, :iue,an
Resources Director and County Administrator to better understand your feelings about vou_
supervision and working conditions, which in turn will enable them to make necessary chances,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in crder for us to understand your feelings. We wish you much success in veer
future endeavors.
Tame Department 1 T
Employee ID # 1 3 Job Title S y5'?C .f S j
mmediate Supervisor P T L L AJ £ C
EMPLOYEE COMMENTS
i. Now do you feel about your supervisor? (Was quality cf supervision adequate?)
Cf2E4T S0QEe✓-r502
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. wave you had any trouble with your supervisor? Yes No X
4
5
6
If yes, please describe:
What did you like best about your job? P'S p f L- F
What did you like least about your job?
What did you like best about the County?
„hat did you like least about the County?
E. Reasc^(s) for lea._.^.c?. SZGK i/a^tiTL-1 /vlF.tgC'2 � N /.J
°. Addit-icnal Cor„me-ts: PeSL TL(yA,) �r J�yS nn �NALY5T L%N�.F� 10,4-74
1Q O Try A MAkKGT
,:nderstand I will be given the oppo_tuntty to convert my cr^ p he lth and life insuranc
a-.;! that Try coveraoe N'_t the Co:.nty _s effective t.._..,:gh of O
f•,._t';er ....derstand _ will not receive a final pav^heck un__l both •-v yepartm_ . and -.
reso.._ces have approved of -•,y er,,,_nat_.... h".v ==:al paycheck wi:1 :,e due ..o r:e or..ae -e)
roc _aril sc ec leC 2 G1' Cay. ?fin %n�'� E`::C t^J5� EZ, _ _L7._� ? i.� .. T� 1 P.E 5.� t �__ CN ..._
i.T .R NI-)C1� .
�ote
-r c uluyee Lxit ate v ew is to enable vour Department Admi:is'rater, Hurz
Resources Director and County Admir:istrater to better understand your feeli^cs about VC*';supervision. and working conditions, which in turn will enable them to make necessary charges
cf rranted. Although you are leaving curp employ, we s_ncerely would a
p_eciaty e ou_ ca.^.d_l
e. s, in order for us
e endeavors. to understand your feelings. we wish ycu much success in ve•.::
�•r
Tame - Rkprt Dauono � T
n Department �G^(►�u.�liMI t'GY►V1c�d
Employee ID R 115I Job 'title %�2' CY kllilUll
;,mediate supervisor 7e'suS G®Y1=le.Z
EMPLOYEE COMMENTS
1 How do you feel about your supervisor? (Was quality of supervision adequate?)
Gt T S r !O(r of ! r►1�.
eJ'U S has bey ,l t,ael� 4, ; il.,s�- , J
2• Did you take any complaints to your supervisor?
Yes No
If yes, how did he/she handle them?
3
S
5
6
e
Have you had any trouble with your supervisor? Yes
�o
If yes, please describe:
What did ycu like best about your job?
S
What did you like least about your job? DilUih4 At -6pq
What did you like best about the County'
..at did You like least about the County?
Reason (s) fc_ leavin_? . I V10 ey,
° • -Adlticnal Comore :ts .
-nderstand I will be given the opportunity to convert
and that m,y coverage with -the ff � my group health and __fe .r.s re- ce
e Co;.:.ty _s a ect_ve th_.,.:gh
further understand I wil_
not receivea r-.
^a_ payc eck u--`1 bot-
be
",y Derertme-t andnesc:rces have approved cf r.y terr,natcn. D7y f_ndue tc re cn t: a .-..re..>a:^tai c _schec__ea av dad. p-N;.--
F_Ci._D
�yOlo
cue
r:MYLUyb;E EXIT INTERVIEW
fhe purpose of the employee Exit. Interview is to enable your Department Administrator, Human
esources Director and County Administrator to better understand your feelings about your
y! supervision and working conditions, which in turn will enable them to make necessary changes,
i� if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name � ,iSi pke� �C)CL' Department %
Employee ID # f %( Job Title A)C-410,k
Immediate Supervisor ��, ,3, ;�Q/QN7►�,'
EM LOYEE COMMENTS
1. How do you feel about your ? (Was quality of supervision adequate?)
YES NG . Z w, 5 i /�[, r la 4 q-,- Dec L?c,�{�, C'orr, �►u�',51
2. Did you take any complaints to your Yes -)C No
If yes, how did he/she handle them?
Ji / t' c tcJ. t A Lv 4j 5/74/c' J I-ki « /k7r. .
3. Have you had any trouble with your supervisor? Yes No X
If yes, please describe:
4.
What
did
you
like
best
about
your job?
e—
.r wz;,k
d
-, 11-
�Qcpple
5.
What
did
you
like
least
about
your job?
Zle
A-v
41,) -.,,J
6. What did you like best about the County? 174 C6workrrS_ a T�c �,.�.•��,
IPA_ 7lc y
7. What did
you like least
about the County?
Se'c 44,cl,�
8. Reason(s)
for leaving?:
Sa141y
9. Additional Comments:
I understand I will be given the opportunity to convert my group health and life insurance
and that my coverage with the County is effective through
I further understand I will not receive a final paycheck until both my Department and Human
Resources have approved of my termination. My final paycheck will be due to me on the next
regularly scheduled pay day. FINAL PAYCHECKS MUST BE PICKED UP AT HUMAN RESOURCES ON FRIDAY
AFTER NOON.
Employee Signature Date
he,•pu7pose of the employee Exit Interview is to enable your Department Administrator, Human
ounces Director and County Administrator to better understand your feelings about your
supervision and working conditions, which in turn will enable them to make necessary changes,
if warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. we wish you much success in ,your
future endeavors. /
Name �d �� , c: K_ ,� i I c c Department I n f �v f, .-� 7 c �ii e is
Employee 1D x 9 LL Job Title /Vc4v✓o>-
immediate Supervisor J. c• , o 0 5 d � c" u
EMPLOYEE eOMMENTS
1. How do you feel about your supervisor? (was quality of supervision adequate?)
�hc. �al�� o� s� e ��.s cate% 4d
2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them? C/'")* ' Le CVC.'������ ✓l/'.��✓c d"•I��
3. Have you had any trouble with your supervisor? Yes No K
If yes, please describe:
4. what
did
you
like
best about your
job?
J� V. 4f: 0-Vn S CJ V1
5. what
did
you
like
least about your
job?
/%i c �Uo �: c
6 . what
did
you
like
best about the County?
LAC!
7. what
did
you
like
least about the
County?
8. Reascn:(s) fcr 'leavinc?: `ry��r'a4jar1 ✓y.�`• 2rancr�,eo,n�.,�7 /(.,��,� !y SPlcy���
lUc'6 4u0C4 ayl c.11;i11,;v+1`.�— SC0-V.c_�. ruAc,c a/,�
9, Additional Comments: eel -,Cc Cra
: understand I wil-l'be 'givere the opportunity to convert my group health and fife insurance
and that my coverage with the County is effect:.-,'e
C further understand I will not receive a final paycheck until bct^. rry Department and Eum.ar
Resources have approved of my termination. My final paycheck will be due to me on the next
rPcu_arly sched;.lea pay day. F::<AL PAYCHECKS r,= BE' PICY.ED :7P AT Hl' -N RESOURCES CN ...I.r:`
AFTER NOC2:. —, r
I�z
1, / Z- 5
cy0e 5_g':aturI5
Date
•� •• .. a. a a.a� a A. " v., L r W
The purpose of the employee Exit Interview is to enable your Department Administrator, Human
pfe rces Director and County Administrator to better understand your feelings about your
ervision and working conditions, which in turn will enable them to make necessary changes,
warranted. Although you are leaving our employ, we sincerely would appreciate your candid
comments, in order for us to understand your feelings. We wish you much success in your
future endeavors.
Name Department U —�
c�
Employee ID # Job l
— � Title
Immediate Supervisor_LIP
EMPLOYEE COMMENTS
1. How do you feel about your supervisor? (Was quality of supervision adequate?)
�I
-2. Did you take any complaints to your supervisor? Yes No
If yes, how did he/she handle them?
3. Have you had any trouble with your supervisor? Yes
No
If yes, please describe:
4. What did you like best
about your job?
�0f r 5
5. what did you like least
about your job? p�
6. what did you like best
about the County?
'%. what did you like least
about the County?
B. Reason(s) for leaving?
(— G am ✓ O r
9• Additicnal Comments:
understand I will be given
the opportunity to convert my group health and life
insurance
and that my coverage with the
County is effective through
I further understand I will not
receive a final paycheck until
both my Department
and Human
Resources hav approved cf my
termination. My final paycheck
will be due to me
regularly s doled v day.
FINAL PAYCHECKS MUST BE PICKED UP
on
AT HLT1Ati^ RESOUrCES
the next
CN PRID
AFTER N
_gna
mate