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

would result in limited or no savings and would sacrifice non- quantifiable benefits of having an ongoing presence for the required communications. While the functions of I the Budget and Grants Manager might be contracted to a professional firm, there would be limited or no savings, and duties are central to one of the most important financial I documents in the City. There is a substantial amount of detail work in the production of the budget, and the City has been wonderfully successful in producing an excellent budget document. The duties of the Public Information Officer could be contracted to various subcontractors, but the true value that has been established in the position is in reference to the media programming and government access TV channel evolution. L Recommendation # 4: Continue to provide city management and related services L: through existing City Manager Department personnel. Finding: Departmental performance measures do not always match up with the Strategic Plan. The City has developed an excellent Strategic Plan that also includes I performance measures. The City also has established performance measures for each department in the annual budget. Some of these measures are not in support of or I consistent with the Strategic Plan. Some should be retained and enhanced. A long- term I effort to match these as much as possible should be undertaken. Recommendation # 5: Revise departmental performance measures to ensure I consistency with the Strategic Plan goals and initiatives. I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 2-8 I I: 1'., 1! 3.0 Human Resources I The Human Resources Department is responsible for providing HR services to I employees of the City. One of the main functions of an HR department is to ensure that I the municipality operates successfully within the legal framework established by state and federal laws. These laws are comprehensive and complex, and can have substantial I consequences when not followed. While this Department is small in size, the consequences of incorrect or untimely decisions can be enormous. I The HR Department assists other City departments in recruitment of new I employees, processing and management of worker' s compensation, monitoring of medical and other insurances, personnel records management, employee benefit I coordination, and administration of personnel policies. The critical elements of this Department, including compensation, classification, policies, job descriptions, risk management, performance evaluation, and personnel transactions are in place and managed properly. 3. 1 Oraanization and Staffina The Human Resources Department is staffed by four ( 4) positions. They include: Human Resources Director ( management, labor negotiation, policies) Personnel Analyst ( payroll, personnel transactions, HRIS management) I Risk Management Specialist ( risk management, worker' s comp, claims, benefits) I Staff Assistant II ( data input, reception, surveys, data gathering) This level of staffing has been in place for several years. I Exhibit 3- 1 on the following page represents the current structure as noted in the I recommended City budget. I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 3- 1 I I Human Resources Exhibit 3- 1 I Current Organization Chart Human Resources Department I Human Resources I I CITY COUNCIL I CITY MANAGER I HUMAN RESOURCES E DIRECTOR ( 1) STAFF ASSISTANT II ( 1) RISK PERSONNEL MANAGEMENT ANALYST ( 1) SPECIALIST ( 1) L I FULL-TIME EQUIVALENT SUMMARY ACTUAL MID-YR BUDGET I HUMAN RESOURCES DIRECTOR 03/ 04 1 . 00 04/ 05 1 . 00 05/ 06 1 . 00 06/ 07 1. 00 07108 1. 00 PERSONNEL ANALYST 1. 00 1. 00 1. 00 1. 00 1. 00 I RISK MANAGEMENT SPECIALIST STAFF ASSISTANT II 1 . 00 1 . 00 1. 00 1 . 00 1. 00 1 . 00 1. 00 1.00 1. 00 1. 00 FULL TIME EQUIVALENT ( FTE) TOTAL 4. 00 4. 00 4. 00 4. 00 4. 00 I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 3-2 I t: Human Resources Major Services I HR The HR Department provides the traditional services of a municipal I department, as noted above. The inclusion of the risk management as an HR function makes this a busy office. I Performance measures have been provided that indicate a substantial reduction in the number of complaints, grievances, and worker' s comp claims over the last few I years, as well as an increase in the employee retention rate. The number of applications I and personnel actions processed ( total annual of approximately 2, 000) confirms HR as an active and productive unit. I 3.2 Maior Policies and ODerationallssues Ii Organization Structure and Staffing E Finding: The Department' s organization structure and staffing level are acceptable and within industry standards. There are three staff positions reporting to the HR Director. The total number of staff positions is four ( 4), a level that has been consistent for a number of years. Given the work load measures provided and the functions managed, this level of staffing is sufficient. A typical municipality or private L organization will use a guideline of approximately one ( 1) staff person per 100 employees. By adding the function of risk management to the duties of this unit, nearly I a full-time responsibility ( fringe benefit support is also provided by the Risk Management Specialist), the current level of staffing is at an acceptable level. This is a high I performance unit within the City structure. I Recommendation # 6: Retain the HR Department organization structure and staffing level. If a modification to the overall City structure is made, as recommended I within section 2. 0, the duties of HR staff may have to be modified, with certain actions of I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 3-3 I I: I Human Resources the HR Director delegated to HR staff. If the HR Director is assigned additional I management oversight responsibilities for other departments under an Administrative I Services umbrella, it may be argued that an HR Manager position would be appropriate. Under better financial conditions, that discussion should occur. At this time, a shifting of I duties within a reorganized City structure is recommended. I Performance Measures Finding: A number of excellent performance measures exist in HR, although they I may be improved upon. Overall, the measures developed are better than most municipalities in the state of Florida. Excellent thought has been given to their I development. The counting of activities is an important dimension of measuring work, however, adding the element of time can yield additional evaluative benefits. For example, the number of applications processed indicates activity but does not tell us the level of efficiency or effectiveness. The HR Department does have some efficiency and effectiveness measures established for other work activities, and they are acceptable. Additional effectiveness and efficiency measures in the Department should be established for some of the current measures developed, by adding the element of time. They include: C employment applications processed... within X period of time; new hire processed... within X period of time; E personnel actions processed... within X period of time; liability claims processed... within X period of time; I benefits claims/ changes processed... within X period of time. I Recommendation # 7: