2006-04-06 Cost of Government Commission Minutes

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meetings with Council members, but they refuse because it could result in serial communications. She explained that she started her job in mid -term and that her department is new. Things were difficult, as soon after she started, the Solid Waste chief retired, and then the next in line also retired. Ms. Bauman is also new to the County. Ms. Bell commented that people do not covet County jobs like they used to and that there is a lot more turnover. She also sees training as a big issue. Ms. Bell said that whenever there is a new administration, there should be a week of classroom instruction on legal issues, proper contracts, general terms and conditions, how to select consultants, who is best to have on committees, the procurement issues, and everything that is based on the law. The law is cumbersome and there is no easy purchases guidebook. Ms. Bauman stated that there are manuals, but they are not real comprehensive or straightforward and are not easy to understand. Mr. Ho stated that things take a lot longer to do and cost more than they should, which is counter - productive to having a level playing field. Ms. Bell said that the procurement laws discourage doing new programs. They would like to be able to do a request or referral for proposal showing the existing situation and explaining their goal, but that is not allowed under the law. The law's solution is to do a bid where you have to be super - specific on your needs. They usually don't have all the information they need. Also, there may not be a vendor. She is working with Purchasing to see if there can be a grant program for new programs so they can get enough parameters to write bids. Ms. Bell also mentioned problems with Civil Service issues, recruitments, and discipline— issues with union contracts. Though most, about 95 %, of their employees are good to excellent, there are those that are not. The union contracts make it impossible to give incentives to the good employees and also make it very difficult to fire someone. She explained that some employees take advantage of the 21 days of paid sick leave they are allowed. A doctor's note is not required until an employee is out for five days, so it is very simple, if someone has no conscience, to be out for four days at a time. Because their department runs operations 365 days a year, it is a problem when employees call in sick and other employees who are supposed to be off have to come in to work. She stated that she knows she is treading on thin ice here. Ms. Bauman said they need to be able to provide incentives to dedicated employees. All they have right now are sick leave and vacation time available. There is no incentive for employees to not use that sick leave, and with operations, that means calling someone else back in to work on their day off for overtime rates. Ms. Bell said she went to a workshop on incentives, and the best thing she got out of it was letting employees know individually that they are appreciated. She does so by sending birthday cards or calling them, to let them know she is aware of them and that they are working as a team. She cannot reward someone with a day off, due to seniority issues at the baseyards. She spoke about contract seniority for transfer station attendants, 5