Fort Walton Beach Council agenda — 11-26-2007 special agenda — reading text

The Parks and Recreation Department funds $ 7,550 annually for the maintenance of the Library to a contractor. With the additional acreage added to the Parks and Recreation maintenance schedule, the addition of a Service Worker would need to be added to maintain the Library, as well. The cost to add a Service Worker 1 position to the Parks and Recreation Department would cost approximately $28,000 in reguJar wages and benefits. The city has recently hired a part time Service Worker 1 ( 20 hours per week)at the Libmryfor custodial pUIpOses, saving the city approximately 10,000 in lieu of a janitorial service. c Staff Recommendation - Continue to fund a maintenance contractor for the Fort Walton Beach Library in the amount of $ 7,550 annuallr } . Recommendation # 44: The Oty should considertn1nsferring its museum to another otpnization. The recent study from MA G regarding the museum operations suggested privatization as a savings is impact of $130,000 per year. This scenario is not a new one for museums. Although privawtion an obvious consideration for many government historical museums, the studys suggestions are limited in light of the complex issues surrounding possible privatization. The study suggested the National Park Service, local universities, a private non-profit board or contracted organization,and transferal to an Indian Tribe. Staff is currently continuing research into academic and cultural resources institutions as viable options for strong partnerships or transferal. Staff is pursuing many avenues to increase project and operations revenue including: 1) $ 000 Grant Award 35.. 2008 FDOS Hstorical Exlu'bit Grant,seeking $35)000 in funds to be matched 50/ 50 with in- kind services or cash; if awarded will update I' Th1IvI gallety in phase one. within two Expected revenue increase: Forecast 300/ in overall admissions and store sales 0 years of completion, estimated at $ 22,500 additional yearly income. o 54  I " Staff Recommendation: - Allow staff sufficient time to research all revenue opportunities at Heritage Park and Cultural Qnter. Expectation for grant awards and private giving are extremely competitive and staff is working diligently to research all avenues. Privatization will immediately c' require notification to long- tenn loan owners of artifacts, which could result in a 500/0 loss of the pre-historic conection at the Museum. RECOMMENDATION Staff requests Gty Council's guidance on all recommendations listed above within the Parks and Recreation Department. Prepared by: Jeff Peters, Director Date Parks & Recreation Department Reviewed & concurred: Hold for discussion: c Denied: Date Joyce Shanahan, Gty Manager c: 56  City ofFort Walton Beach Memorandum To: Joyce Shanahan, City Manager From: Thomas MUITaY, Public Works Director Date: November 9, 2007 Subject: Final Report on Study of Alternative Delivery Methodologies for City Services This memo presents the Public Works Department response to the Final Report on Study of Alternative Delivery Methodologies for City Services. Recommendation #49: Eliminate four of the seven vacant full-time positions in the department. Comments: Outright elimination of the Engineer position (one of those four positions) z c- needs to be reconsidered for the following reasons: The premise for the lack of need for the Engineer a.. position is indicated by an incon-ect statement:.on page 12- 3 of the Final report, which reads, " An Engineer position became vacant in 2002 and has not been filled." That position was actually filled three times after a past Engineer resigned in 2002. The City' s pay scale was inadequate to retain a junior engineer in that position. As documented on March 30, 2007, Public Works had initially requested that the Engineer position be reclassified to an Engineering Technician, also indicated on page 12- 7 of the Final Report. Another alternative documented on March 30, 2007, in lieu of filling the Engineer position, was to revise the Engineering staff job descriptions to include the additional duties, and reclassify as appropriate. This is due to requiring the Engineering Services Manager, Senior CAD Specialist, and Engineering Analyst to work outside of their job classifications to perform the duties that were assigned to the Engineer. Another request to reclassify the Senior CAD Specialist and Engineering Analyst positions to account for the increased workload was made in May 2007. The greatest impact is on the Senior CAD Specialist and Engineering Analyst due to absorbing portions of the Engineer position duties. The employees currently filling those positions essentially perfonn the same functions with a large disparity c between their pay grades. 57 Page 1 c Alternative Recommendation: Reclassify the Senior CAD Specialist and Engineering Analyst positions to account for the increased workload and to equitably align the job classification to the actual job requirements and performance. . Recommendation #50: Eliminate the Service Maintenance Supervisorposition. Comments: Outright elimination of the Service Maintenance Supervisor position needs to be reconsidered for the following reasons: The Finding on the Final Report page 8 indicates that the Supervisor' s duties 12.. were primarily administrative and that both a superintendent and a supervisor are normally not needed for this size of division. Recognizing the supervisory redundancy, Public Works recommended reclassification of the Service Maintenance Supervisor position to Staff Assistant IT in May 2007. That would reduce cost and provide effective performance of the administrative duties, a portion of which are listed on the Final Report page 12- 8. Those administrative duties are critical duties that are best performed where that division is physically located, rather than off-site, in order to have proper c interaction with the Superintendent and the Service Maintenance craftsmen. If no Staff Assistant is provided, the administrative duties will be spread to one or more Staff Assistants in other divisions, which will increase their workload and create inefficiencies in the Service Maintenance workflow management. Alternative Recommendation: Reclassify the Service Maintenance Supervisor position to Staff Assistant II. Recommendation # 51: Eliminate the recycling program and the associatedfee Comments: Concur. Recommendation # 52: Institute a feefor pick-up of large household items Comments: The current ftee pick-up of these types of items is actually more effective than charging a fee, because it encourages citizens to properly dispose of the items. Staff experience regarding pay-as- you- go service for these items is that a large number I- i 58 Page 2 c of them will end up illegally dumped; that will create hazards and additional cost for the subsequent pick-ups that we will make anyway. Alternative Recommendation: Withdraw Recommendation # 52. Recommendation # 53: Approve the three percent increase in service fees that is recommended in the FY 2007-08 City Manager' s Proposed Budget Comments: Concur. Recommendation # 54: Update the yard waste ordinance to reflect appropriate restrictionsllimitation with current equipment Comments: Concur. Recommendation # 55: Do not recombine the Public Works and Utilities c' Departments Comments: Concur. Recommendation # 56: Continue to provide current Public Works Department services with Citypersonnel Comments: Concur. Recommendation # 57: Continue to provide mowing and related services with current units Comments: Concur. c 59 Page 3 1' 1 c. CITY OF FORT WALTON BEACH MEMORANDUM DATE: November 6, 2007 TO: Joyce Shanahan City Manager FROM: Michael C. Tatum ( Purchasing Director j) SUBJECT: Alternative DeJivery Methodologies I have reviewed the report prepared by Management Advisory Group, Inc. ( MAG) and completely disagree with the findings for the Purchasing Department. I believe the report is written without any documentation to support the findings. First and foremost, I believe the author of this report has not justified his rationale for deleting a position in this department. Specifically, the author states "The assignment of five ( 5) positions to the purchasing function for a City the size of Fort Walton Beach is excessive. As a result, it to the amount of appears that some positions are underutilized and less than productive relative work required." My response to this is how can anyone say this without providing any c documentation to prove his point? Dr. Long interviewed the Purchasing Director and the Senior Buyer for forty five minutes each. Dr. Long never came to the Purchasing I Warehouse building to see our operation, so how can he say some positions are underutilized. The first question