Is Coral Gables the New Doral?

The city of Doral became the laughing stock of Florida, manifested by bruising public battles, insults and threats among commissioners, city manager, mayor, and public security staff.  Coral Gables has started to look a little like Doral as three commission surreptitiously forced out its city manager.  Obviously, the concepts of transparency, openness and participation, so well displayed during their election campaigns, are singularly foreign to the three commission who have created this crisis.

The city of Coral Gables is being tested to its core by the decision of three commissioners (called the “Gang of Three” by some) who have pushed out its highly respected and successful city manager, Pat Salerno.  The three commissioners don’t comprehend their role in a strong city manager form of government, in which a prudent distance is kept between the administration of the city led by  the city manager and the city commission, whose job is set and guide overall policy, approve financial resources and broadly represent the interests of all citizens.

The city of Coral Gables urgently needed a strong administrator during recent years and it still needs a strong city manager in the years ahead–not a Slesnick/Brown-like compliant city manager responding to the interests of a small cabal of local developers and self-aggrandizing politicians.

The fiscal soundness of the city is now uncertain, with months ahead of searching for a new city manager (perhaps no self-respecting, experienced city manager would take the job under these circumstances.)  During this time the Gang of Three will have a free hand to mismanage the city, its budget and staff.

 

Volsky on “The Tale of Two Budgets”

GEORGE VOLSKY

The Tale of Two Budgets

The discussion of Coral Gables’ 2011-2012 budget  offers an excellent opportunity to compare that document with the one submitted for the City Commission’s approval and the taxpayers’ comments exactly ten years ago.  The idea for the budgetary comparison – with an analysis of the differences – is not mine. It was suggested by Charles Zwick, a Harvard economics PhD,  who knows more about budgets than anyone in this city and probably  anyone in Florida.

Dr. Zwick, who has lived in Coral Gables for 42 years, has complimented City Manager Patrick Salerno for his 2011-2012 budget, observing that the manager still faces many obstacles in fine tuning the city’s administration, strengthening its  finances and settling  two major problems, the pensions and the Biltmore.  This, not  incidentally, was what Salerno later told the commission at its budget workshop, where he made a very cautiously optimistic review of the city’s overall condition. In a  de-emphasis  of the previous administration’s growth strategy, Salerno postulated that improvement of the city’s neighborhoods – that is the residential character of Coral Gables – was his top priority. Significantly, the commission, at least its majority, agreed.

(Charlie, as Dr. Zwick is called affectionately by friends, was the Director of the U.S. Budget Office under President Johnson,  the post that at the time was “the most immediate” to the presidency. In the midst of the Vietnam war, Charlie balanced the nation’s budget, an unprecedented accomplishment.  To do it he had total support of LBJ, possibly the most imposing man to occupy the White House. Like all his predecessors, the bigger-than-life Texan strove for compromise, but basically on his own terms. Political bosses, even as influential as the House Speaker, wouldn’t dream of walking out on him, a lese-majesty that would bring Olympian wrath and retribution on their heads.  One Johnson telephone call, reportedly laced with countless M.F., made a popular and well-connected U.S. senator resign in less than 24 hours.)

But back to our budgets.  First, it has to be noted that the population of Coral Gables, unlike that of Miami-Dade County,  has increased little in the last decade. According to the U.S. Census, it was 42,000 in 2001 and 46,000 in 2010, a growth of 1 percent a year. (Not a few of the 46,000 Gablesites live here only part of the time.)

Second, according to the opinion of scores of residents, city services have neither improved nor deteriorated in the last 10 years, even though we are paying more for them.

That said, it does overlook the city’s past  major failures. Some people still bitterly complain that the Public Service department’s gross inattention to tree pruning resulted in widespread power outages and traffic interruptions during the last two hurricanes. Appropriately, in the city’s new organization chart Public Service has become a division of another department, signaling the exit of  its much criticized and overpaid director.

But while during the last 10 years the number of employees  has decreased only slightly – from 834 to 791 today – the city’s  budget has increased dramatically.  Ten years ago, the budget’s total was $92.2 million, now it is $145 million.  With an almost identical millage rate (5.841, vs. 5.869), property owners today pay  practically twice as much as they did ten years ago, $66.1 million vs. $34.9 million in 2001.

In investment earnings, the city collected $2.3 million in 2001, and expects to receive only $85,000 next fiscal year. The Biltmore Hotel management paid the city $1.8 million in 2001, now it “refuses” to pay $1.9 million for the hotel and $884,000 for golf operations. On the other hand,  in 2001 the city didn’t charge for “fire     protection;” now it expects to receive $1.9 million  from this new charge to taxpayers.

In 2001, when Don Slesnick & David Brow team took ver City Hall, the city had 19 departments, in 2011-2012 it will have 14. Ten years ago, the city financial rating by Standard & Poor’s was AAA and Moody’s was Aaa. The current budget does not mention the rating, which was lowered while S&B coterie was in charge.

Thus Coral Gables residents, who receive municipal services similar to those of 10 years ago, contribute substantially more in taxes to the city – resident owners because their houses or renting properties have been up-valued by the county, and everybody because many services are no longer free and the cost of others has escalated. The question therefore is where does all that money goes?

The simple answer – to pay for the city’s highly remunerative salaries and benefits (including car allowances to undeserving employees) and  thus for its high operating expenses. In 2001-2002 salaries were budgeted at $44.4  million, in 2011-2012 they will be $57.8 million. Adding FICA and fringe benefits, the totals for “personal services” were, respectively, $56.3 million in 2001 and will be  $95.5 million in 2012.  And “operating expenses”  that were $21 million ten years ago will be $29 million in the coming FY.

For example, in 10 years the cost of maintaining the city commission almost doubled although the number of persons remained constant-  five commissioners  and two staffers – from $271, 526  to $527,655. (The mayor’s salary of $25,810 grew to $34,736.) The same happened at our legal office where expenses grew in ten years from $327,577 to $727,039. Moreover, under the former city attorney Elizabeth Hernandez outside “legal services” catapulted from $270,000 to $795,000 as the city has become more litigious.  (Craig Leen, the new city attorney, has promised to substantially cut that expense by taking on personally a number of cases, rather than outsourcing them as the court-averse “Loophole Liz” habitually did.)

Another even more egregious example of waste growth  is the Historic Resources department. In 2001, its budget was $432,932, in 2012 it will be $998,710.  Ten years ago, the salaries for the department’s three employees totaled $151,038. Today , HR director, Dona Spain, who in effect was  downgraded last April from the position of assistant city manager (reportedly for non-performance), is making $151,262, not counting benefits. The department’s benefits which in 2001 added 31 percent to salaries escalated to 51 percent in the current budget. Spain’s aide, Assistant Preservation Officer Kara Kautz makes $96,531, and the third  employees,who possibly know about the department more that her two bosses, earns $45,452.  With two Historic Resource   generals (both also pocketing hefty car allowances) and one corporal saying daily “yes madam,”  that department  epitomizes dysfunction that still lurks in City Hall (in HR case on the second floor of the controversial Museum), which one hopes will be eradicated by Salerno and the commission. Like many experts, I believe HR should be folded into the professional Economic Sustainability department with the appropriate salary and personnel adjustments.

I know that Pat Salerno is trying to do reduce the city administration  and to professionalize it But says it is going to take time.  Many people and I advise that it be done quickly, by a radical surgical incision, because the toxic fat in City Hall corrodes the morale of hard working, conscientious  employees, and the time is of the essence. After all as we speak, in Miami-Dade County Mayor Carlos Gimenez is cutting 50 departments to 25.

Charlie Zwick also believes in decisive surgery. He quotes Admiral Hyman Rickover, the “Father of the Nuclear Navy”  and one of America’s most prominent savants on management philosophy. Rickover, Charlie says,  strongly postulated that superfluous government entities must be uprooted, because if only downsized they will, like weeds, grow again.

Ten years ago, Dr. Zwick and many thoughtful friends perceived the unnecessary growth of Coral Gables bureaucracy, and its growing unproductive cost.  We warned residents (I, in countless Gazette columns) that the mismanagement – or worse – of the previous administration would result in irreparable damage to the city finances. Few  believed us or expressed serious concern.  For ten years, until last April, it seemed that the unsavory  had been taken for granted.

What Are The Benefits Of This Deal With The General Employee Union?

The Miami Herald reports that the city of Coral Gables has negotiated a general employee contract good through Sept. 30, 2012.  Is this right?  Just one year?  Given past experience, they should start negotiating the next contract right away.

The increase in pension contributions from 5 percent to 10 percent seems quite reasonable. Current employees continue with a defined benefits program that reduces the maximum by 7.5 percentage points for a 30 year employee.

The city can select a 401(k) pension for new employees, but this seems to be at the option of the city, if I understand this explanation.

It would be interesting to hear from management of their estimate of the total annual financial savings from this agreement.

But for the city what really counts are the agreements with firefighters and police; they make up the largest share of labor costs and unfunded benefits.

Under the labor agreement that passed on Tuesday:

• Both sides have dropped the unfair labor practice complaints.

• The union agreed to the pension reductions and increases in employee contributions that the city imposed in August.

• The city and the union will implement a cost-sharing agreement. If pension costs for the general employees rise, that means that the city and the union will split the additional cost. The same provision applies to non-union management employees as well.

• The city made changes to its disciplinary procedure and layoff rules in the contract.

• General employees can sell back their sick leave time starting in October.

via Gables strikes new deal with union – Coral Gables – MiamiHerald.com.

Coral Gables Can’t Manage The Biltmore

I have written before that the city of Coral Gables has no business owning a large, historic hotel, and the last few years have shown us is that the city is over its head. The city management have been incapable of auditing and managing the hotel’s lease.

Perhaps the hotel should be returned to the federal government and the National Park Service, which has the policies and the money to keep track of what is happening at the hotel without getting itself tied up in unseemly relations with the hotel’s management.

The city will not have the resources and willpower in the future to keep track of the Biltmore, even if it wins a costly legal battle with the lessee, and we will then return to the same problem again.  Certainly, the Biltmore is a great asset for Miami-Dade county, but the city of Coral Gables is too small an operation to care for its historic qualities.

Doubts On The Budget For The City of Coral Gables

The follow summarizes my doubts about the budget and where we stand with city taxing and financing.  My largest concern is that this budget assumes that the economy will come roaring back along with tax revenues.  This is completely wrong–we are headed into multiple years of slow growth, unemployment and underemployment and a shortage of State and Federal funding to mitigate local problems.
The city is basically holding taxes steady this year, when they should be reduced.
  • tax rates–still too high and they should be cut to help local taxpayers.  Taxpayers are not getting any real relief with the current proposal for a minuscule tax rate cut.
  • staffing–staffing reductions havestagnated and certain staffing is being increased to manage the so-called renaissance plan.
  • unfunded pension liabilities–these liabilities are still quite high (about $200 million) and management has elected to pay in the minimum legally required contribution.  When will the city pay them off.  Is the city praying for a sustained stock market recovery.
  • The debt surge seems wrong in the face of the other problems of the city.  These monies are needed to pay unfunded health benefits and pensions.
  • When will the unresolved Biltmore lease dispute get resolved.  We are out of pocket substantial funds that are being paid for by taxpayers–that in part explains the trivial tax cut planned for this year.
  • The Miracle Mile is stagnant if not in plain decline relative to other shopping centers.
  • The city has the practice of promoting over spending on unproductive public works, museums, i.e., the renaissance investment plan and debt surge.
  • The real estate market will be stagnant for years to come.  Right?
  • Incomes and employment will stagnate in South Florida for years ahead.
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