New Sheriff In Town
On Aug.25,2016 I attended the Internal Auditor meeting and as usual received excellent information on city run business, which I will share with you.
1} To determine whether HCD is managed in accordance with HUD requirements and whether the City Administration exercised reasonable administrative oversight over the consultants brought in to manage the Department.
2} To review fiscal policies and practices to ensure that drawdowns were made correctly, program income was captured, and fiscal information was properly recorded in both the City’s financial information system and HUD’s system.
3} To ensure that grant recipients met the qualifications for assistance and that all files were maintained in accordance with departmental policies.
The August 25 meeting I heard many accolades concerning Mr. Fana and Ms. Ferriol, and the turnaround in the department. Mr. Fana stated he could not have done it without Ms. Ferriol and she stated she could not have done it without her staff. No glory hounds here, but credit for all.
Live in WPB—Stay Healthy—Or Pay Up
I am going to bring to your attention dates by underlining them, please pay attention to the year.
Item #11 on the Agenda for the WPB City Commission Meeting held on July. 8, 2011.
The city passed Resolution No. 190-11 establishing fees to be charged for the emergency medical transportation services provided by the West Palm Beach Fire Rescue Department. Below are the fees the city charges.
West Palm Beach effective October 1, 2011 Rates
ALS1 (Advanced Life Support 1) $700.00
ALS2 (Advanced Life Support 2) $750.00
(Specialty Care Transport) $850.00
Mileage Fee $12.00 /mile (If you live 1.1 mile from hospital you will be charged $24.00)
Waiting Fee $35.00 1/2 hour
Response to DOA (Dead on Arrival) $350.00.
Late Fee $3.00 / Month.
WPB City Minutes on item # 11
Commissioner Robinson asked questions regarding the fees and collection rates; Mayor Muoio noted that they did not have the rates before today, did not want to be the highest in the County; suggested matching Ft. Lauderdale rates; Commissioner James commented on collection rates for PBC and they were higher. Commissioner Moss asked if the level of service would remain the same. After discussion, it was decided that the City wanted to match the rates of Fort Lauderdale, and not be the highest in the County. Motion was made by Commissioner Moss, seconded by Commissioner James, to approve Resolution No. 190-11 as amended, and thereafter it was voted as follows: Ayes: Commissioners Moss, Moffett, James and Robinson. Commissioner Mitchell was absent. Motion therefore carried unanimously.
See how easy it is for City Government to pick your pockets.
Item # 13 on WPB City Agenda for May 27,2014
The city passed Resolution #133-14 which in part reads:
“Appropriating additional funds from the line of credit with JP Morgan to the construction budget for 3 fire station’s mentioned below.
#5 for change orders in the amount of $650,000.00.
#4 for change orders amounting to $2,360,000.00.
#8 for change orders amounting to $2,250,000.00.
The original project budget for #8 was $2,750,000.00, which included the shell construction, and did not take into account FF & E (Fire Fighters & Equipment) Shell construction means $2,750,000.00 was spent for a slab, roof, and 4 walls. Good deal for the contractor & not the taxpayer. The additional $2.2 million will be needed for dorms, restrooms, redesign 2nd. floor bunk rooms, computers, telephones, and contingency.
The mayor’s “staff” recommended the above be approved and City Commissioners did just that.
In my opinion the Commissioners should approve no project until they have the total cost of the project, meaning the cost of buying and clearing the land, pouring the slab, building the 4 walls, placing and covering the roof. Now let’s move inside. Framing the rooms, adding the electricity, water, cable and phone lines, adding sheet rock then painting inside and out. They should know the total cost of purchasing everything needed to insure the fire department has all equipment needed to run efficiently. Equipment needed would be Fire Engines, trucks, cars, personnel salary, benefits & uniforms, telephones, computers, beds, bed linen, furniture, refrigerators, stove, microwave oven, coffee maker, dishes, glasses, silverware, pots & pans, sinks, toilets, floor covering, landscaping. The items above and more go into building and furnishing a new fire dept. The city should receive a minimum of 3 bids, with a penalty clause for not completing the job on time.
A resident and senior citizen complained about the $700.00 transport charge at a City Commission meeting held 7/5/16 after he became ill and was transported to a local hospital. The resident mentioned the city collected approximately 3 million dollars in both 2014 & 2015.
I placed a PRR (Public Records Request) for the dollar amount the city received from 2011 through 2015. Below are the figures the city supplied
Figures City sent me
FY 10/11 2,034,461.86
FY 11/12 1,956,560.31
FY 12/13 1,911,861.02
FY 13/14 1,886,757.58
FY 14/15 1,873,849.88
Total $9,663,490.65
I questioned the figures, recalling the resident stating 3 million received the previous 2 years. I sent another e-mail asking how they arrived at those figures. Response below.
“In response to your request for additional information on the fire fees, attached is the document sent to me from Finance.”
I received the same figure amount as reported above in a different format.
Below are the figures supplied by a city employee who asked to remain anonymous.
FY 2012 2,723,993.00
FY 2013 2,357,994.00
FY 2014 3,144,304.00
FY 2015 4,034,342.00
FY 2016 3,365,000.00
—————————————
$15,625,633.00 Difference $5,962,143.00
Why is the Finance Dept. not reporting the true numbers? This is a windfall for the city and it targets the elderly, the residents most likely in need of an ambulance.
Obama Care has people on Medicare paying more out of pocket for health care which include higher deductibles for hospital stays, test, specialists and prescription medications. What Obama Care doesn’t take, the city of West Palm Beach found a way.
Your tax bill is due and please note you will pay an additional $25.00 for WPB Fire Service. How many more millions has this brought the city?
The Report Is In
The city’s Internal Auditor’s report on the Procurement Process is complete and will be presented to the City Commissioners for their approval.
The city of West Palm Beach’s Procurement Department is under the responsibility of the Deputy City Administrator Dorritt Miller, in the procurement of goods, services and construction of the highest quality at the most reasonable cost through fair and open competition. Its primary responsibility includes:
Determining procurement methods
Facilitating solicitations
Monitoring the Small Business Program
Monitoring Consultants Competitive Negotiation Act (CCNA) Procedures
Developing Procurement Policies and Procedures
Number of Purchase Orders Issued:
FY 13/14 FY 14/15
1,871 2,109
Value of Purchase Orders Placed:
FY 13/14 FY 14/15
$77,189,758 $195,934,846
The Procurement Department is responsible for issuing solicitations, conducting/ attending pre-bid and proposal conferences, reviewing responses and facilitating the contract award process. Their primary goal is to ensure a fair and competitive solicitation process. In other words they purchase everything from scratch pads to new police cruisers, and it’s accomplished with a staff of two Purchasing Agents two Senior Purchasing Agents and one Accountant +7 staff members who are responsible for procurement beginning with the planning stages to contract execution.
Completed Solicitations FY 13/14 FY 14/15
Invitation to Bid (ITB) 50 35
Request for Proposals (RFP) 17 10
Request for Quotes (RFQ) 17 7
Quotes (Under $25,000) 27 37
Invitation to Negotiate (ITN) 2 6
Here are examples of what the City Auditor and his staff analyzed, and recommendations for improvement.
Statement of Objectives::
(1) Whether the level of adherence to the Procurement Department’s formal procedures and good business practices are providing adequate management of the City’s procurement function.
(2) Whether the level of adherence to the Procurement Departments formal procedures and business practices is providing the City with reasonable assurance that goods and services are being procured at the lowest cost and ensure the highest quality.
Audit Conclusions and Summary of Findings::
(1) Procurement has opportunities to better comply with the requirements defined in its formal procedures.
(2) Procurement should improve the department’s training, monitoring, and support practices to help ensure proper supporting documentation is maintained and goods and services are procured at the lowest costs/highest quality.
(1) Opportunities for Improvement:
Criteria:
The Procurement Departments formal procedures indicate that the Procurement Department’s responsibilities include coordinating with the user of department’s prior to the issuance of a formal purchase order or contract especially in cases where technical equipment, specifications, plans, or designs are involved.
Cause:
Due to a reduction in personnel over the years, the Procurement Department has not had sufficient staff to keep up with the workload. This resulted in eliminating formal communication efforts with departments. Formal efforts for tracking user and vendor satisfaction have not been high on the department’s list of priorities.
Effect:
Not having adequate communication links with Procurement Department users could result in items not being purchased timely and needed goods and services not being available, or being purchased at a higher price/lower quality than appropriate to meet the user’s needs.
(2) Measuring Cost Savings & Other KPI’S: (Key Performance Indicators)
Criteria:
The Procurement Departments formal procedures indicate that the Procurement Department’s responsibilities include procuring goods, services, and construction that will meet departments requirements at the least cost to the city.
According to the Project Management Institute, there are several KPI for evaluating the procurement function. The following are a few of the most notable KPIs.
1. Managed Spend and Total Spend.
2. Clients Contentment.
3. Lead Time for Procurement
4. Obtaining Feedback from Sellers.
5. Productivity in Purchasing.
Cause:
Because of the magnitude of Procurement issues, some of these requirements have not been addressed.
Effect:
Without these tools, the Department does not have the means to ensure that this requirement is adequately met. If goods and services are not procured at the least cost to the City, it could result in taxpayer dollars not being economically spent.
(3) Supporting Documentation and Purchase Order Processing:
The Internal Auditors reported the following report on a sample of 42 purchase orders processed.
a. Nine (21%) of the purchase orders did not have supporting documentation showing how the city determined that the vendors selected provided the lowest price and best products/services.
b. Two (5%) of the purchase orders had only one price quote. According to formal procedures, three quotes were required on these purchase orders.
c. Three (7%) of the purchase orders did not have complete electronic documentation on file supporting how the City determined that the vendors selected provided the lowest price and best/product.
d. For one purchase order, the Letter of Engagement was signed by the vendor, but did not have the mayor’s signature.
e. One $550.000.00 purchase was for a piggyback contract of an existing State fuel contract. The procurement department did not seek any additional proposals to determine if better terms or pricing were available. See example of “Piggyback” below.
Internal Auditor testing for the proper processing of purchase orders (P.O.) and invoices noted the following
a. Nine (21%) of the purchase orders included charges that were invoiced prior to the date the PO was approved.
b. Procurement could not provide signed/approved versions for 2 (4%) of the P.O.
c. As of 1/26/16, two (5%) of the P.O.’s have not been invoiced. Procurement did not have information on why these purchase orders had not been invoiced. During our audit Procurement was able to determine the reasons for these purchase orders not being invoiced.
d. One P.O. dated 1/13/15, to Duval Ford for police vehicles was not invoiced until November 2015: Procurement did not have information on why this purchase order had not been invoiced. During the audit, Procurement was able to determine the reasons for the ten month delay.
Item C & D have me concerned, especially the new police vehicles. Did the cost escalate in the ten months since purchasing? Why was no explanation provided? Did the City sanitize the auditors report?
Conducting Procurement Seminars:
Criteria:
The Procurement departments formal procedures indicate that the department’s responsibilities include conducting Procurement seminars to aid City personnel in understanding the operations of the Procurement Dept.
Cause:
the Procurement department has a limited workforce. Developing, scheduling and presenting seminars have not had the highest priority.
Effect:
If Procurement seminars are not conducted, it could result in City personnel not being aware of and not following department policy and procedure.
Maintaining the City’s Vendor Database:
The Procurement Department does not have formal written procedures for maintaining the city’s vendor database.
Please see “Demand Star” below.
Criteria:
Procurement Departments formal procedures indicate that the department is responsible for the input and maintenance of the vendor database and supplier list information in Oracle.
Cause:
At one time an individual was tasked with maintaining the vendor database. However, that person left the city, and no one was assigned to take over the day-to-day responsibility. IT also lost the person who maintained the database for the IT Dept. Over time the performance of this task was discontinued.
Effect:
the risk associated with vendor relationships include the facilitation of fraud schemes and/ or poor vendor performance, resulting in taxpayer dollars not being economically spent and managed.
Who is Marcum?
Marcum is the outside auditor with a five year contract to inspect City Records, as mandated by the State of Florida. Marcum’s contract has expired, and the State will not allow any vendor to re-apply, once the five year contract has expired. Smart, a new set of eyes will be used. A new vendor must be found. Each meeting I have attended, a representative from Marcum was also present, and each meeting had a complaint concerning the difficulty in obtaining city records in order to complete an audit.
The Internal Auditing dept. is missing one committee member due to his relocating to another city approximately 6 months ago. The city needs to replace him sooner rather than later. I personally want that extra set of eyes on the city.
The Internal Audit Dept. is short an employee due to her resignation after the birth of her second child.
Mr. Strout mentioned he found a replacement who has relocated to WPB from Nassau County N. Y. where she was the Audit Manager for 30 years. Sounds experienced to me, and hopefully the City Commissioners will not drag their feet in making her an offer.
The Auditors report mentions numerous time the Procurement Dept. is short staffed. I can only imagine the effect it has on employees and the difficulty attempting to keep ahead of the work load.
After the meeting I spoke with Mr. Frank Hayden, the Director of Procurement, and asked him the total number of employees who reported to him. His answer was 12. I then asked how many was needed to have his dept. run efficiently. His answer 15.
This is the dept. that is responsible for millions of dollars for purchasing goods, services and construction.
With the responsibility Mr. Hayden has, why does the Deputy City Administrator, Dorritt Miller deny him the staff needed to do the job?
“Demand Star”
This is a purchasing program recommended to the City. As you read above the City recently ordered new Police Cars. The city advertises in the P.B. Post and letters sent to car dealerships in the area.
Demand Star would reach hundreds of car dealership in Florida while describing exactly what the city needed, and what equipment was to be installed. The city would receive hundreds of bids. A win for the city.
“Piggyback”
The city made a $550.000.00 purchase for a fuel contract, which was piggybacked on a contract of an existing State fuel contract. In other words we paid what the state paid for a gallon of gas. Here’s my objection to “Piggybacking”
First you have to assume the State made the best deal possible.
Now, say I own Sandy’s Shell and I have a fundraiser for Mr. Smith, who is running for political office in Tallahassee. I help raise $300,000.00 for his campaign. He’s elected. The State needs to purchase gas for State auto’s, trucks, State Troopers cars. You know what I’m going to do? I’m going to remind Mr. Smith what I did for him. What are the chances I receive the contract?
I’m beginning to understand why Mayor Muoio refuses to have the Internal Auditors Report televised on Channel 18. What residents don’t know—wont hurt them.
Commissioner Neering & Ties That Bind
I have witnessed how difficult it is for the city to have kids attend any type of program that would benefit their lives. Hard to get the word out, harder to draw them in.
Commissioner Cory Neering, understanding the problems with the youth in the Northend of the city had an idea. He gathered friends and acquaintances met with them over the course of a few months and Cory and 15 volunteers had a plan emerge. Now to put it into action.
The program was given the name “Ties That Bind” and it involved middle school children ages 12-15, an extremely vulnerable age.
Commissioner Neering approached the Roosevelt & Conniston Schools and the children were invited to attend.
Did they go? Yes, 61 children attended.
The program was held in the Tabernacle Missionary Baptist Church on Saturday May 14 between the hours of 8:30 am – 1:30 pm.
There was a dress code and young men were required to wear a suit or sport jacket and bring a tie.
The program began with breakfast. Commissioner Neering gave an opening statement, then it was down to business.
The children were put into groups of 15 and they discussed the 4 topics below for approximately 30 – 40 minutes each then moved to the next topic.
Law Enforcement Encounters
Communication Skills
Decision Making/Conflict
Goal Setting, Entrepreneurship
The main complaint of the children were fear of the police. There were two police officers who attended and the interaction between the two was telling. There was roll playing and the police explained the importance of respecting the officer if they were stopped and questioned. Both the police and children had a better understanding of the role each played. It was an excellent exercise.
The mentors, which included business men, explained how important appearance was when applying for a job. Your hair should be cut, your clothes should fit, no baggy pants, you should be polite and respectful when being interviewed.
The fifteen men who volunteered their time to listen and teach this group of children are to be commended for a job well done.
Many of these young men come from one parent homes, and it’s generally the mom who is at home with their children. Things that are taken for granted such as teaching your son to tie a tie is lost on many. All 61 children with the help of their mentors learnt to wear a tie. I can only imagine how many young men still stand in front of a mirror practicing their new found skill.
When it was all over, they broke for lunch, with everyone eating together,the conversations continued. More questions asked and answered.
A young man, active in politics, asked Commissioner Neering if he objected to him approaching the City Commissioners of Boynton Beach and request they bring his program to their city. Commissioner Neering gave his blessing.
Many of the parents who attended with their sons thanked Commissioner Neering, and it is my understanding he still receives e-mail praising the program.
Commissioner Neering is holding another program in early October, date to be announced, and will once again reach out to the school children.
All this because Commissioner Neering had an idea. What a concept
Parks & Rec. 3 of 3
City Internal Auditor Imogene Isaacs who resigned after 22 years of devoted service to the city, after she was accused of leaking a story to the Palm Beach Post in 2012 concerning the Redemptive Life debacle is when I became interested in the audit department.
In 2013 the city hired a new Internal Auditor namely Roger Strout and that is the year I started attending the Audit Committee meetings along with three other residents.
We received notice of meeting’s via e-mail of date-time-and location–every month.
The City changed the meetings to quarterly (as required by the City Charter) and that is when the e-mails stopped notifying us of upcoming meetings, probably in the hopes we forget. Some did.
Along with Mr. Strout and his staff there are 3 Members-At-Large (All volunteers with background in accounting and the alphabet following their names) Their terms are staggered, and when their term ends they are invited back. The fourth member is the “Mayors Designee”
One Members-At-Large was named Harvey Caspari who in my opinion was the most intelligent member of the team. He asked very direct questions and if he was unhappy with the response or lack of, he was a bull dog and kept at it until he got the answers he needed. There was no fooling this guy. When his term ended, he was not invited back.
Another member is the “Mayors Designee” named David Rosenstein who has been a member since the Mayor appointed him, and will be there until the Mayors term ends.
I have listened time after time as Mr. Rosenstein question Mr. Strout on the number of audits he does and the length of time he spends on them. Here’s what I learned.
The audit dept. cannot do an audit until it receives documentation from the departments it is auditing. And there is the problem. It takes weeks, and in some cases months, before the needed documentation is released to the auditing dept. It seems Mr. Rosenstein should be asking City Administrator Jeff Green, who oversees city departments, why it takes so long to release the needed documentation.
I have heard excuses such as the person is on vacation, we are short staffed and other varied excuses. This is the main reason audit’s take so long.
Now would be the time to remind residents the City Internal Audit Dept. is the only dept. under the control of the City Commissioners.
When the Park & Rec. audit was completed a copy was sent to Mayor Muoio, City Administrator Jeff Green, Deputy Administrator Dorritt Miller, Assistant City Administrator Danielle Slaterpryce, Director of Parks and Rec. Leah Rockwell., and finally Director of Finance Mark Parks.
At this point the audit dept. waits for a response from the people mentioned above to receive feed back. This may take weeks to receive a response.
Audit Committee meeting scheduled for Feb.25,2016 was rescheduled until March 24,2016.
May 26,2016 meeting has just been moved to June 9,2016. Is this extra time needed for the city’s to sanitize the auditors report?
The Auditors report has found.
(1) Performing Background Checks:
One time volunteers are not background checked.
Regular volunteers, including athletic coaches, are not fingerprinted;instead a national search is performed based on the volunteers social security no.
No record is kept on who participates as a group volunteer and they are not background checked.
The city has a relationship with Prime Time which provides the city with volunteers, and it is their responsibility to run a background check on these individuals, however Park & Rec. does not obtain copies of the background checks.
According to the US Dept. of Justice National Sex Offender Public Website(NSOPW) 62,939 cases of child sexual abuse was reported in 2012.
Makes you rethink sending kid’s to summer camp.
Cause: The Dept. budget does not support the added expense of performing Level 2 fingerprint checks on volunteers.
Effect: A person with a questionable background could potentially obtain access to a child or vulnerable adult.
(2) Documenting Background Checks:
The Department was unable to locate six (6) of the nine (9) files requested or sixty seven percent (67%)
Cause: The Dept. does not have policies and procedures in place related to maintaining background check records.
Affect: The dept. inability to locate requested files for background checks may indicate they were not performed, possibly exposing children & vulnerable adults to individuals with questionable backgrounds.
It is my opinion the world runs better with volunteers and it only takes one bad apple.
(3) Securing Cash Collections:
As part of the Park & Rec audit, they noticed cash collections were not adequately secured.
Cause: There is not always a supervisor or second employee to complete the final cash count & verification at the end of the day.
Effect: With so many staff members having access to the safes, the opportunity exists to misappropriate cash.
Among the three listed items mentioned above there are 10 other items listed where problems were found and they are.
(4) Restricting Access to the Safes
(5) Drop Safes Combination Changes
(6) Timely Deposits
(7) Safeguarding RecTrac Credentials
(8) Logging out of RecTrac
(9) Non-Cash Terminals
(10) Processing Cancellations
(11)Restrictively Endorsing Checks & Timing and Pattern of Checks
(12)Sequential Documentation
One last observation: Internal Auditors Meetings are held in the Flagler Room directly across from the City Commission Chambers. This room is equipped for televising the meeting on the City’s channel 18 for residents who have an interest in following it.
Don’t bother looking for it, you wont find it. Why? The mayor can have it televised but will not. Why? It’s really no ones business what occurs there. It’s easier to sweep mistakes under the rug and protect employees who cant or wont do the job.
Park & Rec. Part 2 of 3
West Palm Beach Parks and Recreation Outsourcing and Efficiency Analysis conducted by Management Properties
From: Management Properties
To: Dorritt Miller
Ms. Dorritt Miller Deputy City Administrator City of West Palm Beach
401 Clematis Street West Palm Beach, FL 33402
Dear Ms. Miller:
Management Partners is pleased to provide this report summarizing the results of our analysis of the Department of Parks and Recreation. We examined the department’s structure, service delivery, staffing, and operations to identify opportunities to enhance efficiency and effectiveness through outsourcing and process improvement opportunities. We have determined that outsourcing is a viable option for some functions, but the department accomplishes other functions so efficiently that outsourcing is likely to increase costs. Some recommendations may require additional investment to yield the anticipated service improvements. However, those investments will support the City’s ongoing efforts to provide excellent service while maintaining a sustainable financial position. We appreciated the opportunity to work with you on this important project and look forward to assisting you with the implementation.
Sincerely,
Gerald E. Newfarmer
President and CEO
Department of Parks and Recreation.
The Department of Parks and Recreation consists of three divisions: Recreation, Parks and Grounds Maintenance, and Community Events.
There is some evidence that the Parks and Grounds Maintenance Division within the Department of Parks and Recreation does not have sufficient resources to adequately complete all of its maintenance responsibilities.
This is due to a significant increase in workload and a decrease in staff over the past several years.
FY 2009-10, the department absorbed the Public Works Grounds Maintenance Division. As a result, the City eliminated 25.5 vacant positions and saved $1.5 million, according to the City’s budget document. Since that time however, the Parks and Grounds Maintenance Division has lost additional positions, but has had an increase in workload
2009-10 parks and grounds maintenance FTEs have decreased by 11%. Over the same time period, average workload has increased by 24%.
CONSULTANT FOUND DEFICIENCIES IN THE MANAGEMENT OF PARK AND Recreation.
Originating Work Orders:
1- Maintenance chiefs receive work orders from at least 11 different people in various City divisions and via four different methods, including by phone, verbal requests, email, and through MainTrac. When receiving requests outside of MainTrac, staff does not enter many of the maintenance requests into the system.
RESULT: Loss of valuable information about workload, cost, and time to complete the work. In addition, there have been issues about service requests for events. For example, for one special event, maintenance staff did not supply the event workers with electrical cords due to a communication error. In another example, an error in scheduling for hanging banners caused the use of overtime. The department can avoid miscommunication by requiring the use of MainTrac to initiate work order requests. This will increase efficiency, reduce costs, and reduce incidents of rework.
Recommendation: Require staff to initiate work order requests through MainTrac to improve the work order process.
2- Assigning Work Orders and Their Priority: Currently, staff members initiating work orders in MainTrac are able to choose the work unit and priority of work orders. However, these staff members often assign work orders to the wrong division or incorrectly classify the priority. The maintenance chiefs then reroute the work to the correct unit and reclassify the priority.
RESULT: This causes unnecessary delays in completing work order requests due to administrative rework on the part of the maintenance chiefs.
Recommendation: Route all maintenance requests through the Parks and Grounds Maintenance Division secretary who will request priority assignment from maintenance chiefs.
3- Recording the Close-Out of Work Orders: Maintenance staff currently use a paper form to provide information about closed work orders. Staff delivers these forms to the maintenance chiefs who then enter the information into MainTrac.
RESULT:This practice can create rework and increases the likelihood of data entry errors. In addition, maintenance chiefs do not have the time to enter all written worksheets into MainTrac, resulting in a loss of data.
Recommendation: Require maintenance crews to enter completed work order information directly into MainTrac. This will reduce possible transcription errors and free up valuable time for the maintenance chiefs.
4- Training Staff to Become More Effective Users of MainTrac: Some Parks and Recreation staff who use the MainTrac system are not aware of its full capabilities, which inhibits the most effective use of the system. If the City invested in additional training, it would ensure staff learns how to properly use the MainTrac system and more fully exploits its functionality. Training will provide the proper support for staff to adopt, customize and use the system.
Recommendation: Invest in additional training for staff including maintenance chiefs, secretaries, and crew leaders to support the use of MainTrac and reduce manual work tracking.
Collecting Sufficient Data: Staff indicated that the maintenance work order worksheets (from which such as the full cost of staff enters data into MainTrac) do not capture important information, completed work and time spent on work orders.
RESULT: Without this information, management cannot determine the total cost for work orders, projects, and the amount of time to perform work. The lack of data negatively affects the City’s ability to charge accurate fees. For example, the City charges fees for event permits. However, the Department is unable to capture the true cost of an event due to the incomplete work order data collected.
Recommendation: Incorporate full cost and time data for work orders into MainTrac.
5- Underutilizing MainTrac System Components: The Department of Parks and Recreation owns the Inspection and Results Module of MainTrac, but does not use it. The Inspection and Results Module enables the user to automate inspection work and has mobile capability. According to Vermont Systems, this module enables the user to: • Process inspections in real-time, • Customize inspection forms, • Trigger work orders for failed inspection items, • Schedule inspections, and • Track and store inspection data, including notes and photographs. Currently, Parks staff complete inspections of parks facilities on a scheduled basis and after visitors complain about a park or facility..
Recommendation: Use the Inspection and Results Module and the Job and Task Maintenance Scheduling Module from MainTrac.
6- The department also owns the Job and Task Maintenance Scheduling Module from MainTrac, but does not currently use it. This module enables the user to schedule and plan work duties and assignments. According to Vermont Systems, the module provides the following capabilities: • Schedule employee work duties, • Schedule routine jobs/work duties, • Distribute work orders, • Estimate job/task completion times, • Create individual and crew schedules, • Produce schedule log sheets, • View current schedule calendars, • Schedule jobs at any time, and • Schedule equipment and materials.
Currently, the department does all work scheduling and tracking manually. By using the Job and Task Maintenance Scheduling Module management could schedule crews and equipment more effectively. The system could also produce reports that show work calendars and job tasks.
Recommendation: Use the Inspection and Results Module and the Job and Task Maintenance Scheduling Module from MainTrac.
7- The report above consists of 89 pages including graphs. The City has ordered and paid for a computer program named “MainTrac” which I am told was expensive, but worth the money.
CONCLUSION It appears most of the program is not used. Why?
ANSWER: No one knows how.
Parks & Rec. is overseen by Dorritt Miller, one more department with multiple problems which has continued for years.
Parks & Rec. Part 1 of 3
The long awaited report from the city’s Internal Auditor report on Parks and Rec. has been released and accepted by the City Commission. I placed a PRR (Public Records Request) for a copy of the report and this is what the city does when they don’t want you to have certain information.
Below is the e-mail conversation between myself and the City Clerk
From: [email protected]
To: [email protected]
Cc: [email protected]
Date: 03/25/2016 01:23 PM
Subject: PRR
The city hired a consultant named Managing Partners to review Park and Rec. I am requesting to view and possibly copy their report.
Deputy City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
Phone: 561-822-1206 Fax: 561-822-1214
“Your request has been received and forwarded to the appropriate department.”
From: [email protected]
To: [email protected], [email protected]
Date: 03/28/2016 06:39 AM
Subject: Re: PRR
Please send me a copy of the e-mail when you forwarded my e-mail to the appropriate department
Deputy City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
Phone: 561-822-1206 Fax: 561-822-1214
“It is actually done through an internal database so I would not be able to include you in what was sent to them.”
What I was looking for was the name of the individuals the clerk forwarded my request too. I believe it was sent to Deputy City Administer, Dorritt Miller, and obviously that information is based on a need to know, and Ms. Miller believe I don’t need to know.
Deputy City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
Phone: 561-822-1206 Fax: 561-822-1214
“The study is attached for your review.”
From: [email protected]
To: [email protected], [email protected]
Date: 03/28/2016 06:34 AM
Subject: Re: PRR
What I received is not what I requested. I asked for their report, I received what appears to be the contract.
Deputy City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
Phone: 561-822-1206 Fax: 561-822-1214
“I will submit your request and forward you the appropriate document.”
Deputy City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
Phone: 561-822-1206 Fax: 561-822-1214
“I believe that this is the report that you are looking for.”
Yes, after repeated requests I received the report which was named “West Palm Beach Parks and Recreation Outsourcing and Efficiency Analysis” the 89 page report dated Sept. 2014, and received from Managing Partners, the city’s consulting firm, with the original report sent to Dorritt Miller, who oversees the Park & Rec. Dept; along with the City Clerks Office.
The City Clerk originally sent me the contract between the city and Managing Partners and I did learn the contract was for $26,990.00 and consisted of 5 pages. More on the report from the consulting firm in part 2 of the story, but first I must re- read and understand the 89 pages of reports and suggestions that the taxpayers paid $26,990.00.
Elliot Cohen/Residents Lose Again
Elliot Cohen, Mayor Muoio’s fair haired boy, who definitely has the mayors ear, received a pass from the Palm Beach County Commission on Ethics (COE) in a ruling recently released.
The five Commissioners Michael Kridel,Clevis Headley, Michael Loffredo, Judy Pierman and Sarah Shullman, all unpaid volunteers, are nominated by the very people they may be called upon to judge. The COE spent nearly two hours behind closed doors to arrive at their decision that no probable cause exists to believe any violation occurred.
Mr. Cohen was at one time the city spokesman who released thousands of confidential e-mails on the city web site which included names of confidential informants and undercover police officers. With the current attitude toward law enforcement, who risk their lives every day to insure our safety, we should be happy he didn’t release home addresses.
Informants were relocated to a different area of the state to insure their safety. Since Mr. Cohen’s release of the e-mails there have been multiply shootings, and people question if any of the victims may have been working with the police to cleanup crime in their neighborhood, mainly the North-End of the city where drive by shootings are a regular occurrence. I’m beginning to understand why residents are not willing to talk with the police for fear their names will be released, as Mr Cohen has previously done.
The another complaint filed and investigated by the COE was his involvement with Kim Briesmeister owner of RMA (Redevelopment Management Associates) who’s winning of the city’s CRA contract drew suspicion when she announced to her crew the contract was definitely going to be awarded to RMA. Guess what? It was. The fix was in.
As he has been described as one of the mayor’s closest confidantes, one has to wonder how much influence Mr. Cohen had on the decision to outsource to RMA, a company he was reportedly making $175.00/ hour while drawing a city salary. City statutes forbid city employees from working with city contractors. That includes all city employees, with the exception of Elliot Cohen.
City directors and managers “clock in” with the use of their ID badges. Director’s and managers are not required to “clock out”. So Mr. Cohen can show up at 8:00 AM and leave the building at 8:05. If he’s needed calls are made to his cell phone, and he could just as easily be sitting in Kim Briesmeister’s office or tending to his private business. Mr Cohen reports to Mayor Muoio so who is going to complain? No one if they want to keep their job.
The Office of Inspector General (OIG) is also investigating Mr. Cohen so there is still hope the city residents, police and the CI may receive justice after all. One can only hope.
May be a rumor but gossip says the FBI is also looking into the matter, and the way the country has gone crazy executing law enforcement, lets hope the gossip is true.
Schools & Jobs
Jobs and schools those 2 magic words that politicians regularly use to con the public into voting for a change to the constitutional amendment or a city charter, which eventually hurts the pocketbook of every taxpayer in the state, Palm Beach County, right down to the City Of West Palm Beach.
Lets start with public schools.
In 1986 Florida voters authorized a lottery through a constitutional amendment. The purpose was to alleviate the money shortfall and enhance Florida public education. The lottery was a great success and over the last 30 years the state has raised billions of dollars.
Did the state put these funds in a designated account to be used on education? No, they did not. The funds were placed in the general fund to be doled out as politicians saw fit.
Pennies on the dollars went to teacher salaries. More pennies spent on books and supplies and schools in disrepair.
In PBC many school children have to share books, and there are not enough for students to take home so no homework assignments are given.
The booming business in Florida are Charter Schools where millions of dollars are given each year,money taken from public schools. While the majority of them fail, they are allowed to keep the land and building, and are not responsible for returning funds borrowed from you, the taxpayer.
“No child left behind” is a dismal failure. There are thousands of children who are forgotten and left so far behind I question if they will ever catch up.
If Florida wont invest and educate children who will? Well, there’s always the gangs.
On April 11 I attended the city commission meeting where the city passed Resolution No. 105-16 in support of Palm Beach County and the School District of Palm Beach County’s plan to raise the sales tax by one-cent to pay for needed improvement to public infrastructure, parks, public safety initiatives, and economic development.
Economic Development: WPB is beginning to resemble Miami and Broward with the construction going on in the area. The city has allowed this while they complain about flooding throughout the city streets. Have you noticed concrete and asphalt will not absorb water very well? Where will the water eventually go? In your house.
The city desperately wants the one- cent sales tax to pass. They need the money for reasons given above. If their so desperate for funds why give businesses a free ride on tax exemptions? Why throw this money away?
When I complained about the business exemptions the mayor explained to the audience the city commissioners would vote on every exemptions presented to them. Sure, they will vote to give Marriott the exemption, and tell the Hyatt no exemption. Which business will sue the city? All will receive the exemption.
The one-cent sales tax issue will be on the November 8,2016 ballot. Please think before you vote, and know the issues.
The March 15 election there were 3 items placed on the ballot. 1: to nominate your choice for president, 2: elect a city commissioner, and 3: to allow businesses to receive tax exemptions for new and expanding businesses.
Many residents voted for #1, and left the polls without voting their choice for commissioner, and many saw the “jobs” and voted for #3.
When speaking to residents they didn’t fully understand #3 and believed they were voting for jobs only. I repeat know the issues.
WPB City Commission President
Commissioners Moffett, Ryan and Materio were sworn in for another 2 year term. Commissioners Ryan and Materio were not challenged, Moffett had 2 challengers and won reelection by 59% of the vote. That should tell readers that residents throughout the city were delighted with her leadership and wanted it to continue.
Now lets talk about the City Commission President and how the seat is filled. After the commissioners are sworn in the sitting president nominates the next commissioner to become Commission President, and if the majority of commissioners vote for approval it’s a done deal.
Supposedly the commissioners are rotated for a 1 year term, and sit to the right of the mayor. If the mayor is absent from a commission meeting the president chairs the meeting, and signs city documents. If the mayor falls ill, the Commission President runs the city, with the help of the Commissioners.
2012 Commissioner James 1 year term ended. Commissioner Mitchell said that Commissioner James had done such a good job, she wanted to nominated him for another term as Commission President. Commissioner James said he was going to nominate her for the position. All in all it was a disgusting display. So with the votes from Mitchell, Materio, and Robinson the deal was done, and Moffett was cheated from the position of City President.
Why? I believe it was Commissioner Moffett’s “punishment” for refusing to go along with 2 items important to Commissioners Mitchell and Materio. The WPB Charter School, and outsourcing of city water. I along with others were extremely upset and voiced our opinion, which of course was ignored by city officials. I attended the swearing in and you would have to be deaf, dumb and blind to miss how it was orchestrated. Totally disgusting, and showed exactly how petty they could be.
2013 Commissioner James sat as Commission President for an unprecedented 2nd. term.
2014 Commissioner Moffett was nominated and approved for the position of City President.
2015 Commissioner Moffett was nominated and approved for a 2nd. term. This was just as wrong in my opinion, and should not have happened. Mitchell lost her bid for Mayor, and the remaining Commissioners may have thought a second term would “make up” for cheating her the first time around. Judge for yourself.
2016 Commissioner Moffett nominated Commissioner Materio as the City President, and Commissioner Ryan left early due to family business. Commissioner James voted against Materio as president. Obviously nothing petty about Moffett.
I was not happy with Materio as President, but knew in November she would be nominated. Why? Let me explain.
The City Commission oversees the Internal Auditor namely Mr. Strout who has recently finished 3 audits and will be presented to the commission at the 4/11/16 meeting for approval. The audit on Parks & Recreations will be the next story written on this site.
Mr Strout has been the City Internal Auditor for over 3 years, and meetings were held on a monthly basis for the first 2 years, and 3 residents were always in attendance. Then meetings changed to quarterly.
Commissioner Materio never attended a single meeting until Nov. 2015, when she arrived 45 min. late. She also attended the 3/24/16 meeting, and arrived on time. This is when I realized she would be nominated City President. You have to show up eventually to get an idea of how the meeting’s are run. Those two meetings were her dry run.
For what it’s worth Commissioner Ryan has attended every audit meeting, and Neering has attended most of them.
A request of Mayor Muoio: Please don’t leave town, and stay healthy.
Prediction: In 2017 Commissioner Materio will nominate Commissioner Neering for City President.