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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 K1 1 . r Ej ® 1e G QQIlk,C." 0j, 16 TORREY MESA RESEARCH INSTITUTES Cmkh� id , Puwav Del Mar Sorrento Valley '��lll�ll'd,IINI;i;,INtillllllt UNI Y N.IMMI � `,Sr nppti Ranch II lAlIPM iNtilllllll Nlira mesa I,IIIPi"�iAIiCNIN`,1111111 k. RAIN INtilllilll - ► U„PII l G IN111 I lI l l Ul (11!CI:IItiXIMMIINIIIIICY 15 i La Julla I lill'I"; INMIIIIII III fit:! PNIIfI;ApllY 5 FIRST BIOTECH COMPANY ca,kbad,� Poway 1 Del Mar Sorrento Valley 1 Si i ry„s Raw h Mua Me sn MRIiFCH ► 15 La Jolla 5 BIOTECH COMPANIES CarL,hdd Poway Del Mar Sorrento Valley r Sr npp : Ranch Nina McSa 15 La Jolla 5 � � BIOMED COMPANIES Carl,bad, Del h1 a, Sorrento Valley Poway S,pps Ren,h PHARMA COMPANIES cmi,bod Pow.,v Del M:,r I� Sorrento Valley IIIIY --- Scripps Ranch PFIIFR r N rn,�,a NOVARTIS A.' JOHNSON 8 JOHNSON 15 La Jolla 5 FIRST WIRELESS COMPANY carl"had , R—ay Del Mar Sorrento Valley (INKA611 N. Mua rde:,i La Jolla 15 5 1 WIRELESS & COMPUTER SERVICES COMPANIES Del Mar ' Sorrento Valley Mne Me•.a 15 La Jolla _ l 5 � ; Si npp, Rangy h Cm p —,. y Scrgrp', Ranch Education ■ Employable, future generations ■ Engage community - based intermediaries • Cluster needs assessments ■ 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 E c 0 rn ti L d d i 0 z W 4-4 L. O L _co cu E O Jc a� cn cu a� U • C O U CU U a) a) cn ,*o cn c cn cu >1 -i--+ C: c: ._ O U � cu o�� .cn E E c" -6-a E E cn o o W U U c 0 rn s AMO LM m wo as 0 z i It -�-+ cu C= cu � Cv o C: Cu U CC3 W O• V L- O i O > •- .� O (3) U) 0 0 C: CU a— Cv O-0L.L U) > C6 O E CU cn Ea) a)��o cn Q � Jc O O O J cn U . CCU >, .C:4-4 O U • 4-4 E Qlj O -c Q. O �E�- ca „� O'o 0 L. 0 U U Q EL u r s r� +�t �+ c 0 rn i r I E a� 0 z F;I'Mmp-w- fillr y - IIPP/ 0 i 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 Cobra Return Reason Description Eligible to Work ACtivity Date ABSENTEEISM _,. 01 SEP-1993 �D DEATH �J ;01-SEP-1943 .DI 01•SEP-1993 - '.DS >DISCHARGE iO3•APR-2000 ;GM GROSS MISCONDUCT ,....... '" Ol-SEP-1 993 INCARCERATED 01 SEP-1993 ....... :3A .._..... _... .. ._. IOB ABANDONMENT .0 SEP-1993 �......._. DLO _ .... ._... _ ..._.._..__......._....... LAYOFF i01 8 FEB-1994 IOA ,SUPERVISOR FORMED OWN AGENCY J ,J ,06 JAN•1995 RT RETIREMENT - RV RULE VIOLATION : J Ol-SEP-1993 iSE SEE✓. OTHER EMPLOYMENT J 'J �Ol-SEPq 993 ISL ,SEASONAL EMPLOYMENT J ✓ 119.3AN-1995 TR TRANSFERED TO CITY PSL J :./ 10 OCT-1994 (UA UNAVAILABLE ON CALL ✓ -J 109-OCT-1995 ;US :UNSATISFACTORY PROBATION :! i� �23-MAR-1995 1UW UNSATISFACTORY WORK PERFORANCE / ;15-SEP-1495 ��VO t JOLUNTARi _vo iol SEP-1993 i 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, 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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 D j (D cn (D (D rn- cni 0 D cD 3 D r- -� (� c c C CD ° (D v m OO a'b p - _ a m O rnQv � _ -Di0 6(D 0Z Z Z = Z v 00 0 2. 0 v o r D Z' rn n -n m 0 DD DDDDD m mDD=1 O X X CD X a v = Q X O v X O C (D (D X (n (A O G man (D n cn m 3 -C D 3= m �0O O O O O O O (D (DC n D 0 0 n =23 0 OF)_ n (i p -ivp cn Z o o0 (D 3(0 3 y o D o m D <oo D o - (n a 3 Z o o (D 3 0== v= cQ ~ (n = 3 n� a cn c - 0 (n (D D D = o — o D o c m v °'• c°D v v 3 0=_° o v 0 3 3 o �' °o _ � 3 3 � n�i 3 (D n � o p O n o n� 2. o cn cl n(na�-Dv cnD c - - ,' �m w o 0 0 c v a ((DD ;- _ U) 0 coo `� cn 3 0 � D v v 0 w a (D (n `� �' D (n o (n 0 0 cn O (� m (D c (n CD ((DD ? 0] D 3 (D c > o (D �. _ U) N' (O N 0 _ L O o- n Cn Cn Cn cn O cn cn W v v 0) -1 v v v v v J 0) v v c0 Cn Cn Cn cn Cn Cn Cn cn O N N W W -,l � O Cn 00 00 (D �I Cn 0 0 -� W O O A --• -� �I W N (D N O) - CD CD 00 �I N -1I W O (P O - 00 O J A N (D �I - O N O W (D IV O A A -I v O (D m c c c X Da a) 0 a a a (D (D (D v N a a a a A W A N OD cD 00 00 W O OD M M- M cD - W v m N v N OD A O W E�: O �. 4A 49 kn 4n 4fl 69 419 69 4A 64 69 4969 69 49 6969 n C A(l) � N W W CO N -� 0) co �! 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Cn fn n cD O D c O N C1) LY co W N N N 00 N N co 0 d N N CU p CD : C1 N N i C) N O w O O C)V N �' v to O CO Q) CA O 00 GA c0 0,V to pOj =. p w m CO W CD 0W m 0 C 0 >> \\ 4 0 \cc �>>> � 0 0��>> 3 c m� O O o� 0 c 01 v v o v 0 d N N p A \\�c N N 0 0 \\\ p N N �p Q\ (O 0) do ao < CO av O —O' w m O CO w rn co 0) U, CD • C� CD 0 da9 7C da9 0 b9 C - =i 7 N 7 Ci tNj 7 a Op 7 m C,1 7 d C�j1 7 N 7 N 0 v N 7 01 3 7 v v C.A O` -I N `< OD ` v GA O O 0@ p Op 0 01 C)O O O C))% O O 4 O Gj O O coy U, CF) ODO 00 O O CA r CD 0 0 0 0 101 0 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 INVSCH02.xls d WO) a-- h 0 CO M 2 dM�}NUC�-���QpYN N m W W W W W W L LLLLLLLLLLLLLLL co co oD N CO CO 00 00 aD 00 cO C0 0o 00 00 N N N N N N N N N N N N N N N U M m aDmmmmo mmMCoo00Coco Z N _N N N _N N N _N N N N N N N N O CA CA CA (A (A CA CA CA CA CA CA (A CA [n O0NON0�0CO 0NCOOfO0p(DV mp c' h N a- .- M O I� Op M to N N a- a-- Z W W Lo co Co L6 CA N CM N Oi Cn N N �7 N �[ J CC) OCOaDMCA00a-OON V O CA CA CA CA CA 0 CA00000000 V> 69696969 E9696NFiq V 6% H 6, y y% f-COOOM r- lf)CO V co coo - CAM M Ve CC) V CAMwMMa--N�; ONOO V _Z W _ OWONmt- N0)N NO CO CO CD 00 t` CD CO rl Cn (6 00 O N M O } 0 O 0) 0) 0) CA O O OA CA O CA OA CA 0) QO O O CA CA 10 CA CA CA CA CA CA CA O CA Q> 6ri 69 69 69 69 69 69 69 69 E9 69 E9 69 69 69 U J Q � COOOMf�Cn(p V OOCOOa--CAM M NWOMONWII- CONOO V (h NOOOtnON00f�(pN(ANNO J rnrnrnrnrnrne1—:L6 0ZQa� Q IL rnrnrn rnrnrnrnrnrnrnrnrnrnrnrnrnrnrn ~ d 69 6fl CA OA 69 69 ifl 69 69 69 6% CH 69 OA 69 W H CO) V _Q N •- OOoA0oMOoONV NAAN V I-mm0N V C)ONNOAOt-: (-((D00I-00M000ACnCO 1 —0) N CO 1� 0 r- � 0 M C6 1: Cq M M N V cri 1: C6 h OO (A W aIL IL 0000O0000000000 0oo000O000000o0 000000000000000 Z 0000000O00000Oo 000000000000000 aQ0o00000000000000 oo0000000000000 Q 000000000OOOOOO 641 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LO O) V t—tn0Cf)MCD0—LO VM00 J O V ON00Cl) r-(y)c7CAN000OOCr) _W O M'qt V(OhCAO)NOCAI',CANt- } V V V V V V V VIA lA V V V N V 0 0 0 0 o 0 0 0 0 0 0 0 0 0 O O In CC) Cn N O tC) O r- to N O C!)hf�N N I- hNOI�Cn1-NN Q O NMMCOCON00�0CC)f�00�C0 pp V VVVVVVVuiuivVV�riv CaO � 00000000 -.-a--- W 000000000000000 0 \ 0 \ \ \ \ Q O O��CAM 00a- � �M M M M M N M M M M M M M M r \ \ \ \ \ \ \ \ \ \ \ � N.--NM V 0 Or-00M VOOD W O O O O O O O O O O O O O O O N 000000000000000 _ N N N N N N N N N N N N N N N O a-- a-- - 0 0 a- � QQ M C\MC\MNMC`7MC` Mc�MMMM O)M V LO Go (1) V tocoD O a J O Oc LL N d' M 00: W }}}}}}}}}}}}}}} IL N NNNNNNNNNNCpOnCpN 0 W d d d Cq G) d d d d d d N G) d p N W 2 co 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0j.- LU W ZZZZZZZZZZZZZZZ (.)ZQH > rrrrrrrrrrrrrrr W W 0 w 0 0 ? J 7 0 7 0>> 7>> 7>> � � N N N N N N N N N N N N N N N D Cry 0 LL W 0 0 0 0 0 60) 0 d d d G07 d 4 d N W Z OF- N 3 U Q a »»»»»»»> V S •, .� 1 .,,.� 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 a/- .30, t/.0vrd�t7 5 Z �; = -71 3,9 2-1 7 3, �,i`.� Vr D V V V /S� —, 3j"`2 V VA 1 L % aA&J.. . . ........... r__ Gtoo •�i v C)i � i5 mmw 6ra ;.-- -.—1 Aj- yoo, C) '5i- / zw;o—ozo,6 RY3 2 3 59 --/-z �Ieo 6 p �PIV/ 4- e 00 010 L too oan- 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 ($8.5MM), although he clarified that he has been informed by contractors that costs may increase somewhere between 10-15% in January 2006. Strategic Planning Session Doug updated committee members on what staff and the BOCC have been preparing to discuss at the 2006 Strategic Planing Session (For details on the subjects that will be discussed, please refer to the December Agenda packet). NEXT MEETING The next CBC regular meeting is scheduled to be held on Friday, January 20, 2006 at 7:30 a.m., in Conference Room # 3 of the St. Lucie County Roger Poitras Administration Annex. ADJOURN Meeting was adjourned at 9:00 a.m. Respectfully submitted by: Reviewed by: Suzanne Antonetti, Secretary Carl Hensley, Chairman Citizen Budget Committee Meeting November 18, 2005 HAOSecretary\OOMB\CBC\Min\12'16.wpd page 2 ! -, § !` at � ■� S § K \ k`} §� � §, - t�§§ §§§■ � � 2 ` _§■§ B■me$ e®ru j ® § 2 < < § 2�§ ■ § § § �20 ■ . < k 4 a 2■'0 § k § § it ■ $� # !o&■■.! ■ � � ■ -�$k## ■ k \. 0/ § § ® § n C % � KB \ � © oc § ; m t■� U1,� §it § §§§ . UOw � a IOU to o to LL §■ LEa �9z �■ ' �k ' - s< S©� 40 ®■ §§ § B ■;§ ! .i !.I c §/�\\� - # EFRvA - e ■ onR u ®�(§2| | � CL § § � < §§■ §k a � \ ■ 12, e § B ■ k ■ 0 a ■ / �/ �/ �/ COUNTr77',, F 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. vp upWc+Dm Dm�°hD nc <DMm?�n= o o ao g 6°o c Co 0 ' < o n 3(n o a- � ° s m cn D ° v, 0 o m � n" o m CQ N D o a 0 o �� a ° N cmi m O 0 CD X= CD�� �• m� O�� � O 0 3 m 0(n � o m q p ,' n m v m m m a a m� 0m o w o mcn cn o of m o o 1- o o ° h 3 0-, �.S 0N� CD p o o 3 0— -+ _ O O D� to to to r t� (A - o to to to to to to to Q. to � � tgtnto 69 oto to oo ao � co c oo m CD c n O Co O W 00 Co O J (� U1 Co CJ1 _A _ o _A �I 00 O CJ1 O _U7 _C4 O O A W < O Cfl 00Cfl A 0) C3J N Cr A W cn (J, W w C) � O OD 0O CA O O m �D O 00 Cn �I CA CT 0) Cfl 0)W O NA N � � v cn -4 0n O N W N A 00 O U1 N 00 W 00 O W 0 0 0 O N Cr 00 7 C) A 0 O C O CT O. . . . . 0) NAUi 0 0 0 O A (b O 000 0 O O N Ut W CJi 00 A �l Co O W O O O O O 00 O J O O z 3 y v O',(19 zo tort» ,R � (r K CO co'CoCfl CA VCD O 00 CD N �N 0�vtofl- O NN mN CJA ON OW Co CO 11 -N Co N OOOO O 0 Oo O O OWOO O O OI O C) C�j C Cl) z Er CD -- - -- - z 46, OCN7Ntrno C a� Cov v ON O Wp 0 , ON N N Nt� CoN N 00 0oO0oW W OON m C) N JN. NO CD O A C) N CF)-� Opp ICO O j v O � O O CD � 69 � t to ot9=o to to o � 1-9 t» ti to coA �j Z-z0-4NN�WM N W CA W 4�6- �4A0�0-4 0)ONCp) -p nOW O O"" C-4 A CD 00 W Co -4 -4 O co �A v C WWCo Co O � O O OD A O CoA— W (I C W (D CD n -0 �Oo <3 m c -n C°`° cm ' co 0° o CDN 0 W CD p-4 cnN n ci mt o co rn W o X (u3), 00 tv L, 0 O m 0 0 n D I C� cfl to to fn o t� t� 7 -i 7 7 (N 7 0 7` 7 O Cn 7 7 7 ' N 7 7 7 _ 3 m O 7 a37Nul �I QO O 3 -� IO I T N Q p N O N N N O m N N O O N N 0 0 0 0 69 p O O O �O OOO �O :n cn °0 o 0o r 0 O 0 O 0 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 r d m N N N N m m m m m m m Q Q Q Q Q Q Q N Q LL U) m LL a N LL N O N cn N M N 00 O 'R 0) C G u o aci c v MR N C C a a a C75 C�7 a�. fn CCL OOp mT i U LL O C 9 C O m Vl �C E v Q O M M o O n C � M O {�pp M 1� to � mm N two fM+i_ M < 0 1OC7 O tl') 1� M N f0 t0 tD ih cc a P m E io v v v M m O c cr3 H C_ E O iIl �1 OO W L L o�v Q r °' c v u Q 0!i E UE Eoo v `� o0 c�i 0 CJ � O L L L U U rn rn v� u� 00 a LL LL x N C C Q C O 'ram fC C a Q� l0 N N 7 L C � E 4 U Q 1C N G y C w CD CD N co N � d EQG V 6 w 'c O � � y U N O O Q N O iT C C c cu n. 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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. 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D c �, rn as rn = j 0 0 0 0 O C 4) y Q C F0 :n N � � COO• Co T p fn h ti Cf) O T LO T 00 T to OD O O T p 0 T N M N N M T T `- M tt T Crj O to O O T T O ti N to to M p O T LO M N O eT- O O � N 00 fo T CD 00 O OO OO O T T N M 0) T N 1- 0)N N 0coOD0 t) mco T Mco N to T O M O r T N 04 � t- 0 0 co N T Cf) OD O N tea} co LO OD T T l`J 0 O to4Toto totocn T T 0) O T T LO M OJ .- O fCj to t O� T O O a)M M N C T T T O T N h r O OCD T O- T T 0) T N co _ pp T O M r- T CO 0) T N co +M- y 4) O O N fII y E — °a 7 a O •� t1 t°a E a, o Gi (� �% CO Cn CL U W 4! ` C 'O to T L U V a O � Q tU `O c d w C 'C a O p m,� v; c — •.- o O W e� c t E o p �v Q O 4) U O N O x N(D -�) Z tT fa J Z a:wa. 5cco in a-L) in ~ O co o to O N 00 N e- � Q7 0) CA co 0 O o o � o Q. (O .- 0000 N CD O— 0 0 000 LO 0) 00 N 00 ti � O � 00 a) 0 o 0 I� �}• 00 CA 00 t c O cu I C N O CA (0 � O 3 a O C C U O fC -E 0) a o O` C (N a 0 c CL C O O 0 .N O o O a) a m 3 c N 0 N c w c 0 a O Q � � co � N m 7f 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. 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L' N N 'o a a a y CL a' N C i i k ° § \ k 2 © § / \ k 7 / \ \ § ° m m § / 7 § 2 cc ¥ co § co § \ / 7 � © £ ) m % ~ to - $ f Ct ID © 9 clf © m qr § ) m j a < § 3 & k / k o � 2 & � — k 7 � k § k / ( ) a § toƒ cl # Q ■ k ■ 04 \ I 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 Institute for Law and Policy Planning Appendix 1- page 7 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. Institute for Law and Policy Planning 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 institute for Law and Policy Planning Appendix 1- page 10 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. Institute for Law and Policy Planning Appendix 1- page 11 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 Institute for Law and Policy Planning 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 Institute for Law and Policy Planning Appendix 1- page 13 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 Institute for Law and Policy Planning 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 Institute for Law and Policy Planning Appendix 1- page IS 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. Institute for Law and Policy Planning Appendix 1- page 16 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 Institute for Law and Policy Planning Appendix 1- page 17 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. Institute for Law and Policy Planning Appendix 1- page 18 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 Institute for Law and Policy Planning Ap pendix 1-page 27 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. Institute for Law and Policy Planning Appendix 1- page 34 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 This page intentionally left blank 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. Institute for Law and Policy Planning Appendix 1- page 46 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 Institute for Law and Policy Planning Appendix 1- page 47 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. Institute for Law and Policy Planning Appendix l- page -to 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. Institute for Law and Policy Planning Appendix 1- page 49 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 Institute for Law and Policy Planning Appendix 1• page 50 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 0-1 4 �� oco e� Qn 0 A y y y rr �d CA eD C� J H O y y O A fD y � CD C 00 y 00 00 eD C7 ('� A "IeD eD �O o H o eo A eD et M. eD 9 Wof C� O eD � is z r H a ~ ~ ~ N y�ebeD to ZA r w m e r o ;LA eD y o ff a~r cn p y w p Q 0�0 ~ cn �3 fD y E.O /b "o eD N CCrDC i� eo "7 y r. eD Q A• y v y b O p C U) W C tSj C N Vi C G b cn p O v O eD O r�y�7 ►p! eD y yy rD � O0 et v W LA A CD H N p O c!i N p �-+ C O W fD � O N" "ole"DeD d 0 eD M l 1 S n"1 r. r (D y N l J ijl eD y ►� y o H � eD H 7 7 00 p C O �D J oo NO toy,! N "Ot r �1 eD p W p L vi O VI C/j 0�1 eD• 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 10 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 9 ,NMI A7— - W'j' APT Ax Lts T T;v 1 TORREY MESA RESEARCH INSTITUTES Cmisbad Poway Del Mat solletito Valley ETiAllf"NA, INS I 111111 ,!,:I Y!, 1; 1 Y rd"111 Is"; I I 11111 I)AIE INS1111111 I f'.11)1 I ri IN'L I I I Ulf III Cl;i10T`;XI,MMIINIIIUCY ca Jolla mil'i Mesa S(ripps Ratich FIRST BIOTECH COMPANY CaIItihad , Del Mar Sorrento Valley Mua fdesa HYBHITFCH La Jolla 15 5 . i Poway Sc,ipps Ranch BIOTECH COMPANIES Del Ma, Sorrento Valley t 1 Myra Mesa 15 La Jolla ' r 5 Poway Scripps Ranch BIOMED COMPANIES Car l'. had Poway Del Mar Sorrento Valley Sciippro Ranch Mira Mrva 15 La Jolla 5 t' PHARMA COMPANIES ca,lehad Del Ma, Sorrento Valley IIII Y - - KIM, Mna Mesa a. NOVARTIS JOHNSON & JOHNSON 15 La Jolla j Poway ScnppS Ranch FIRST WIRELESS COMPANY carl•.bad Del Mar LINIIABII Sorrento Valley La Jolla 5 Poway Scripps Ranch Mna Me sa 15 i WIRELESS & COMPUTER SERVICES COMPANIES carlshaa - Poway Del Mar Sorrento Valley Scripps Ranch Mna Mesa 15 La Jolla 5 + I Education ■ Employable, future generations ■ Engage community - based intermediaries ■ Cluster needs assessments ■ 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 0 0 0 O O co O �) C LL (p0 6% M � 0 0 (0 0 T N (0 (0 0 (tt N O t0 CO N ttf O (0 t6 O � C j, 06 P- C to C C C C C O C C C O C N C C O N a- O Q r � F}• C. 64).60 � EA Je EA 6%lfi > x 0 = 0.2 in fl. 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E E O ts ECL Q Cc m ate) `o N p O y v v aZi m >, N m � aZ) o Q v, U an d c Q Q `o ` c �'� U a O y c r 2 ` to H >, N O U U (i c c- s C o o w y aci p � U w N Q �' R w Q _ d ii Q to •- Co E ' p to O .E 0 N (p 0 r O O Q w L r` V O U :7 N d t .a cr CD CA E Y w O to N N 7 a' O .`. d 3 0 C 7 a N 0 0= t6 7 U UQQQQOd 20 C—/) .i5atnwa ImC-) a-C)Qx 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. 09/22/2006 FRI 01:41 [Tl/RT NO 64261 U005 �DeP if uo UI:ItUP 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 Sep 21 06 01:47p 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. 09/22/2006 FRI 01:41 [TX/Ra NO 64261 Z008 bep ci ub ui:ftap 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 6ep 221 Ub U 1 : 48p 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.) 09/22/2006 FRI 01:41 LTX/RX NO 64261 Z 010 bep e1 Ub U1:4ZJp V . 1 1 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 Sep 21 06 01:50p N. is 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 -bep e�i ue u1: b1p F+. I - 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. 09/22/2006 FRI 01:41 [TI/Rb NO 64261 Z 015 "Sep 221 Ub U 1 : 52�p p.io 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 Sep 21 06 01:53p 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.) 09/22/2006 FRI 01:41 [TX/RX NO 6426] Z 017 Sep 21 U6 U1:5Up N . 1 - 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 Sep 21 06 01:55P p.ee 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 aep -1 ub u1:00p r' . — _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 bep fi Ub +Ji:Z)bj0 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