Productivity Committee Administrative Efficiency Task Force COLLIER COUNTY PRODUCTIVITY COMMITTEE
A r ,IMIeTD ATni! cFFI''FNCY TASK FORCE
MINUTES OF SEPTEMBER 14, 2005 MEETING
1
Attending:
Joe Swaja, Chairman
Steve Harrison, Task Force Leader
Syd Blum
John Barlow
Dexter Groose
Stan Farnham
Len Price
Crystal Kinzel
Carol Golightly
The purpose of the meeting was to identify administrative processes where further collaboration
between the staffs of different Constitutional Officers and Districts could result in benefits to all
parties. Further, our objective was to build consensus among representatives of the largest
constitutional offices for any such recommendations before presenting them to the Constitutional
Officers at a meeting scheduled for November 9, 2005.
The Productivity Committee members and County employees present agreed at the conceptual
level that consolidation of two HR functions....employee Recruitment and Payroll
Processing...were likely to have favorable impacts on the efficiency of each Constitutional Office
and have no appreciable impact on the performance of the Constitutional duties. A third area, the
gradual rationalization of position and performance evaluations, fringe benefits, and other HR
matters was deemed to be highly desirable for reasons of both cost reduction and the ability to
move employees between Constitutional Offices to better utilize critical employee skills.
A decision was made and approved by those present to send a letter to each Constituional
Officer requesting the following information:
Number of employees involved in processing payroll
2005 Annual budget for payroll and related employment expenses
Number of total employees in the Agency
Identity of system(s) used for timekeeping and payroll
Annual out-of-pocket expenses associated with recruitment and payroll processing
Syd Blum and Joe Swaja agreed to prepare this letter.
Mr Blum proposed, and the Productivity Committee agreed, to request that the Florida Legislature
redefine the wages considered in calculating retirement benefits under the State of Florida
Retirement Plan to exclude overtime earnings. This request was forwarded to Debbie Wight for
addition to the Legislative Agenda meeting now scheduled for November.
The meeting was adjourned by Chairman Swaja at 11:30AM.
ADMINISTRATIVE EFFICIENCY STUDY
RECOMMENDATIONS
1) Calculate and monitor the cost per employee of accounting by Agency. Who has the
lowest cost per employee? Why? How can others benefit from the lowest cost
processor?
2) Take steps to standardize payroll processing by(a)reducing the number of variations
in payroll policies and practices, and (b) reducing the number of variations in payroll
allowances and benefits
3) Standardize, consolidate and automate standard processes as much as possible for
a. Purchasing-Receiving-Accounts Payable
b. Time-keeping-Payroll
May need to standardize on one large ERP system, one small system, and one web
based translation system to connect specialized applications to the ERP Systems.
4) Evaluate outsourcing of payroll processing
5) Consolidate staffs processing standard processes to achieve "critical mass" enabling
(a) greater efficiency, (2)greater control/consistency, and(3) more sophisticated
financial management. Bulk of staff appear to be processing routine transactions not
analyzing costs and processes to help management identify improvement
opportunities.
6) Complete any unfinished SAP implementation/conversion projects; document those
deemed not worthy of completion and explain why not and what are the currently
recommended alternatives.
7) Document accounting requirements not met by SAP and currently met by FMS
8) Do not spend additional resources maintaining FMS software...replace with SAP or
whatever ERP system is selected as standard for large organizations.
9) Together with IT, prepare Financial Organization/Systems Development Plan
consistent with recently updated Collier County Build-Out Plan.
10) Hire CFO to spearhead review of above processes and projects including the
identification of benefits to taxpayers and the individual Agencies of various
initiatives.
11) Develop Performance Measurements and Reporting appropriate to each Agency.
Measurements should include(a) Productivity measures (e.g. Transactions per
employee, utilization of paid work hours, etc.), (b) Control measures(e.g. timeliness
of project completions, operating and capital budget spending variances, identity and
status of opportunities for inter-Agency cooperation and cost reduction.
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