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HomeMy WebLinkAboutAgenda - 10-20-2009 - 6dORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: October 20, 2009 Action Agenda Item No. ~ -d SUBJECT: Combination and Reorganization of Assessor and Collector Departments DEPARTMENT: PUBLIC HEARING: (Y/N) No ATTACHMENT(S): 1) Organizational Charts (3) Tax Assessor Revenue Combined Tax Administration Organization Chart 2) Timeline of Reorganization & Associated Events INFORMATION CONTACT: Frank Clifton, 245-2306 Jo Roberson, 245-2735 PURPOSE: To bring forward the plan for reorganization combining the Tax Assessor and Revenue Collections Department to allow for a smooth and efficient transition, increase collaborative efficiencies between the multi-levels of functionality within the two current departments, and continue working to maintain the same levels of quality service currently provided to the public. BACKGROUND: In light of the planned retirement of Tax Assessor John Smith effective December 31, 2009, the following plan has been developed to meet a goal established by the Board of County Commissioners. That goal, the proposed reorganization of the two existing Departments known as Tax Assessor and Revenue Collections into one Department to be known as Tax Administration, is outlined below. The transition to reorganization will be a fairly smooth process as staff has worked for over the year promoting within the two departments the need for cohesion with a clear vision of eventual consolidation. The vision of the Tax Administration Department will be to continuously provide fair and equitable administration of all laws governing the assessment and collection in the Ad-Valorem taxation process. Staff has developed an Organizational Chart reflecting the combination of the two departments into one. (See Attachment 1). The basic structure of the two departments remains intact, while moving them into defined Divisions. Each Division will have a Manager. The Manager of each Division will be responsible for the performance of their area. The Tax Administrator will be responsible for ensuring that the overall operation is pursued with high efficiency and is effectively serving the public while meeting all legal responsibilities. 2 • Having one Department Director responsible for the overseeing all tax related functions will provide a clear and consistent operational direction for the County and the public. • The reorganization plan will involve the reclassification of some positions. Study of responsibilities and duties is occurring for potential changes to be proposed at a later date. The reorganization has also identified the need for two additional positions. With the added responsibilities of assessment and reclassification of the Revenue Director to Tax Administrator, the need for an additional Deputy Tax Collector is evident. Additionally, the workflow of the PIN/Land Records Division indicates the need for an additional GIS Mapper I. • Staff has developed a timeline for reorganization outlining the events related to reorganization and the impending projects as a guide for a smooth transition. • As the reorganization process moves forward developing the ideal structure and workflow, there will be a thorough review of the knowledge, skills and abilities of the current workforce within the organization. This reorganization process has identified existing skill gaps the department will face, and efforts have already begun to address these gaps. Additionally the process has brought forward different approaches to accomplish functions without additional or present staff replacement. • One key element is contracting with EMS Management and Consultants in an endeavor to improve the claims process delivery to the public while allowing County staff to work with clients toward the collection of accounts that have reached a delinquency status. (This element is further discussed in another agenda item for this meeting.) • Another key element is the utilization of the firm Tax Management Associates to administer the Business Personal Property program. The current staff member responsible for this area will be retiring effect December 31, 2009. By utilizing this avenue it is believed the current Business Appraiser position can be realigned to reflect a stronger utilization of the position. The current position of Appraisal Technician will assume the role of liaison and in-house business personal property coordinator. This position will require review after a responsible period of time for possible reclassification. • The ultimate goal of the Tax Administration department will be to continue to enhance the cross-training of employees on a broader skill base. This will in-turn provide greater flexibility during peak periods and ultimately provide an even higher level of customer service capability for the public. FINANCIAL IMPACT: By encompassing the Tax Management Associates and the EMS Management & Consultants contracts in conjunction with the reorganization of the two departments, the initial cost savings is projected to be $45,000 annually. However, these savings do not encompass the personnel cost of two additional staff positions or the potential reclassification of existing positions entailed in the reorganization plan. These costs will take place over two (2) fiscal timeframes. RECOMMENDATION(S): The Manager recommends that the Board: • Approve the consolidation of the two current offices into one department to be known as Tax Administration effective with the retirement of the current Tax Assessor, effective December 31, 2009; • Authorize staff with Manager approval to continue forward with the study for reclassification of positions; • Authorize staff to proceed with the advertisement and hiring of one additional deputy tax collector; and • Agree to consider the establishment of a new GIS Mapper I position at the completion of the Property Information Mapping System (PIMS) Project. Tax Assessor's Office Cheif Appraiser/ Deputy Tax Asr. Grade 24 (1) Tax Listi9g & I ~ CunentApgpraisal ~ ~ Business Billin Use Pra ram Personal Property Tax Appraiser II Business/Personal Clerk I Grade 19 Property Appraiser Grade 11 (4) Grade 19 (4) (1) Appraiser I Grade 16 (1) FY 2009 -10 Tax Assessor Grade 29 (1) Revaluation GIS Database Administrator Grade 19 (1) Appraisal Appraiser I GI5 Mapper II GIS Mapper I Technician Grade 16 Grade 14 Grade 12 Grade 12 (1) (2) (2) (1) Tax Collector Revenue Director/ Tax Collector (1) Deputy Deputy Tax Revenue Director Collector (~) (2) Revenue Revenue Technician II Technician II (~ ) (4) Administrative Assistant II Revenue Technician I (~ ) (~) Tax Clerk/Revenue Technician I WRRR Fee Coordinator (1) Revenue Technician I Stormwater Fee Coordinator-Information Desk (2) TAX ADMINISTRATOR (Reassignment of Revenue Director Position Grade 29) GRADE (11 I CHIEF APPRAISER/DEPUTY TAX ASSESSOR Grade 24 (1) TAX CURRENT APPRAISAL BUSINESS LISTING & USE PROGRAM pROPERTY BII..LING TAX APPRAISER II BUSINESS CLERK I GRADE 19 (4) PERSONAL GRADE 11 PROPERTY (3) APPRAISER APPRAISER I GRADE 19 (1) (4T" GRADE 16 (1) POSITION reassigned TO OFFICE ASST In I REVALUATION COORDINATOR (Reassignment of Taz Assessor Position Grade 29 for hire 7/1/10) Grade _ (1) ASSISTANT II GRADE 12 1 )FFICE ASSISTANT II (reassignment of TAX CLERK I Grade 11) GRADE 10 (1) i LAND RECORDS MANAGER (Reassignment of GIS Database Administrator Grade 19) Grade _'(1) I COLLECTIONS MANAGER (Reassignment of Deputy Revenue Director Grade 22) GRADE _ (1) APPRAISER I GRADE 16 (1) APPRAISAL TECHNICIAN GRADE 12 (1) GIS MAPPER II GRADE 14 (2) GIS MAPPER I GRADE 12 (2) PROPOSED NEW POSITION (FOR HIRE AT COMPLETION OF PIMS PROJECT 10/1/10) GIS MAPPER I GRADE 12 (1) RMV ASSESS/BILL EMS REVENUE REVENUE TECHNICIAN III TECHNICIAN III GRADE 13 (1) GRADE 13 (1) REVENUE TECHNICIAN I GRADE 11 (1) TAX COLLECTIONS DEPUTY TAX COLLECTOR GRADE 14 (2) PROPOSED NEW POSITION Deputy Tax Collector Grade 14 (for hire 12-01- 2009) REVENUE TECHNICIAN II GRADE 12 (2) REVENUE TECHNICIAN I GRADE 11 (1) .VV1V1- ING REVENUE TECHNICIAN III GRADE 13 (-) TIMELINE OF REORGANIZATION October 2009 - Establish a weekly meeting with division managers to assist in the transition process that creates minimal disruption to the daily operation and maintains the integrity of the department. - Meet with staff and work groups to identify efficiencies and skill gaps that will be created in the new structure. - Address identified future skill gaps in the department. - Develop check points to ensure the successful transfer of knowledge from retirees. -Preparing staff for the impending Property Information Management System (PIMS), telephone system installation, etc. - Continuing to investigate the outsourcing of the Business Personal Property listing functions to Tax Management Associates (TMA). November -Continue weekly meeting with division managers to track the progress of 2009 the reorganization transition and the transfer of knowledge from retiree staff. - Create job descriptions for identified new needs. -PIMS -kick off meetings (This project is currently projected to continue until August 2010) This process will require intensive time involvement of key staff members as this training process begins and the massaging of data for conversion commences. -Ensure strong coordination is in place to facilitate the installation and training of staff on new telephone system ensuring no lag in level of service to the citizen and public at large. Currently scheduled for early November cut-over. -Begin preparation for implementation of theTax Management Associates contract for business personal property listing process. -Begin preparation for implementation of the EMS Management & Consultant contract for the outsourcing of claims processing. December -Continue weekly meeting with division managers to track the progress of 2009 the reorganization transition and the transfer of knowledge from retiree staff. -Finalize any need position reclassifications to address skill gaps. - Board appointment of new Tax Assessor. Establishment of the Tax Administrator position encompassing both the Tax Assessor and Collector appointment. -Finalize data for EMS Management and Consultants - Finalize data for Tax Management Associates project -Ensure all standard business processes remain sound such as large payment volume handling, preparation for the abstract listing period, completion of necessary statutory deadlines for ownership record, etc. This will be accomplished by coordination among Division Managers and staff. January -Transition complete and the new Tax Administration Office structure in 2010 place. - Business requirements of taxation to continue forward working through the Division Managers. -Budget Preparation begins and continues through May 2010 -PIMS Project continues for target completion early Autumn - Implementation of Claims Outsourcing for EMS Ambulance Billing process. -Implementation of the Tax Management Associates contract outsourcing the business ersonal roe listin s.