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

This creates additional work for I IT staff as software becomes more progressive ( and data hungry), and older machines E have difficulty using current software. Recommendation # 23: Continue existing information technology policies with periodic review for currency and adherence to modern standards. Seek to implement and adequately fund the five (5) year replacement cycle. E E Finding: The level of staffing in IT may be reduced without substantial impact on service levels. The assignment of four ( 4) positions to the IT function for a City the I size of Fort Walton Beach is excessive. As a result, it appears that some positions may be underutilized. The work of a Data Processing Coordinator position could be covered I by other staff, and duties reallocated to ensure an equivalent service level. Total wages I and benefits for one of the positions, considering retirement, are anticipated at $ 70,277 for the upcoming fiscal year. This amount can be saved through reallocation of work. I Recommendation # 24: Eliminate one ( 1) staff position in Information Technology. I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 7-3 I II I Information Technology 7.3 Alternative Service Deliverv Ootions I Contracting Out I Finding: Private companies could supply the services currently provided by the Department. For example, the county school board has outsourced to a company I named Titan. Staff must go through a help desk to determine the nature of the problem. There is a three ( 3) year replacement cycle, which is better than the City' s ( intended) I five ( 5) year replacement cycle. The current service level in the City is customized, I while a provider would tend towards a generic approach and be more cost conscious. A provider may not support the firewall, web server, and e- mail with as much concern or I responsiveness as current City IT staff does. A private provider would likely establish the equivalent of three ( 3) positions to provide service to the City. I Recommendation # 25: Continue to provide information technology services I through the Information Technology Department and its personnel. Given the current staff skills, service levels, type of hardware and software as part of the system, and the customized approach to service, maintaining the existing internal approach is in the City' s best interests at this time. To make the City' s current costs competitive with L the level of cost that a provider may offer, a staffing level of three ( 3) positions is I: appropriate. I I I I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 7-4 I 1... C.' I'; t. E I I SECTION 8.0 I GOLF COURSE I I I I I I; I I I I I Management Advisory Group, Inc. 2007 I' I I 8.0 Golf Course I I 8. 1 Oraanization and Staffina The City of Fort Walton Beach Golf Club is an outstanding enterprise service to I the community at a remarkably low price for the patron. Golf Dicest named it one of the best places to play golf, and has given ratings of three ( 3), and two and half stars ( out of I five) for the two ( 2) courses. No Florida course received five ( 5) stars. The golf course I operates as an enterprise fund with some small subsidy from the general fund. Organizationally, the Golf Club is divided into two ( 2) units: Operations and I Maintenance. I Operations: The Operations unit consists of the clubhouse, cashiers, cart attendants, I operations, and the driving range. It contracts out the retail, food and beverage functions. The club has five- year contracts and is paid by contractors based on the E square footage used and a percentage of the profit of the contractor' s business. Almost all the employees of the unit are minimum wage or volunteers. Only three ( 3) employees I are full time. I.- Maintenance: The Maintenance unit takes care of the greens and mechanical needs of the Golf I Club such as the irrigation system. It has 20 full time employees and one ( 1) part-time employee. There is only one ( 1) administrator and the rest are hourly employees. They I indicated that their compensation is competitive with other organizations that need I similar skills. Exhibit 8- 1 on the following page represents the current structure as noted in the I recommended City budget. No major changes are recommended for the structure. I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 8- 1 I  Golf Course III Exhibit 8- 1 t: Golf Course Current Organization Chart E Golf r II CITY COUNCIL I-.. g. E ADMINISTRATIVE COORDINATOR Ir'. i...'.. 1) L GOLF CLUB GOLF SUPERINTENDENT OPERATIONS r:: 1) ASSISTANT ( 1) LEAD GOLF CLUB r:: CHEMICAL CUSTODIAL CARTIRANGE EQUIPMENT ATTENDANT SPECIALIST ( 1) WORKER ( 2PT) TTENDANT ( 9PT) MECHANIC ( 1) 13PT) I: GREENSKEEPER 17PT) SERVICE WORKER III ( 1) EQUIPMENT MECHANIC 11( 1) FULL-TIME EQUIVALENT SUMMARY AClUAL MID-YR BUDGET 03/ 04 04/ 05 05/ 06 06/ 07 07/ 08 GOLF CLUB ADMINISTRATOR 1. 00 1. 00 1. 00 1. 00 1. 00 E ADMIN COORDINATOR ASST GC SUPERINTENDENT 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 ASST GC SUPERVISOR 1. 00 CART/RANGE ATTENDANT 4. 36 4. 36 4. 36 4. 36 4. 36 I CHEMICAL SPECIALIST CUSTODIAL WORKER 1. 00 1. 00 1. 00 1. 00 6.45 1. 00 1. 00 6. 45 GOLF CLUB ATTENDANT 6. 45 6. 45 6. 45 GOLF CLUB SUPERINTENDENT 1. 00 1. 00 1. 00 1. 00 1. 00 I GOLF CLUB SUPERVISOR GOLF OPS ASSISTANT GREENSKEEPER 1. 00 16. 75 0.80 16. 75 1. 00 16. 75 1. 00 16. 75 1. 00 16. 75 LEAD EQUIPMENT MECHANIC 1. 00 1. 00 1. 00 1. 00 1. 00 SERVICE WORKER III 1. 00 1. 00 1. 00 1. 00 1. 00 I EQUIPMENT