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

l/ 1 f,"' 1{/ .' V: I 0 t ,-'~ U . // f"/ OK A. LO 0 SA. EgflnAJr . U-- .'. ...., f;' . ... c ~. .' f.:. Bate ore..... . , {.. L. .: 1iftUft.'l.C'.. .',. D . ...< . . .....,.. ..... I w BS} . . .....~.~,..... t. '.. l,--"ij .. ....... ...... I l7~! W- I I I L Additionally, the need for law enforcement and protective services are in many of the crime rates/ trends ways related to the amount of crime committed. An analysis t: and population trends are illustrated by Exhibit 9- 7. r: I I I I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 9- 15 I I E 9. 3 Alternative Service Deliverv ODtions One option for the City to consider is the outsourcing ( and/ or "consolidation") of the I law enforcement/protective services function currently provided by the FWB Police Department. The most likely provider for this service is the Okaloosa County Sheriff' s I Office. There are a number of positives and negatives to such an endeavor. On one side: I The City may achieve a cost savings; The City may achieve equivalent delivery of services; I The City may achieve an increased value for the services. delivery of equivalent I Alternatively: The City loses direct control of an essential governmental function; I The City loses a measure of responsibility to the citizens of FWB for law enforcement/protective services; Once lost, the infrastructure needed to reestablish effective City policing I operations or functions is cost excessive and time prohibitive. The contractual arrangement is not of a permanent nature, and the fluid nature of the entities involved entails a certain amount of risk in terms of I long term planning. A number of opportunities exist for the City to generate revenue for activities I related to the Police Department. I I I I I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 9- 17 I I[ Police Recommendations Recommendation # 29: Continue providing police services through its existing personnel, less five ( 5) sworn positions, rather than contracting for I services with the Sheriff. Recommendation # 30: Consider reallocation of an officer position to the position of C- Squared Detective. I Recommendation # 31: Consider a concerted inter- Departmental effort combining Police and City Attorney to aggressively pursue unclaimed or I forfeited assets - assets. including vehicles, personal property, and real estate Recommendation # 32: Consider reallocation of a position to the function of I Parking Enforcement. Recommendation # 33: Consider increasing the fine for violation of fire and handicapped parking zones. I Recommendation # 34: Research the costs and benefits of opening another DROP window for employees who qualify. There are potential long- term costs to the City that should be avoided. I Recommendation # 35: Ensure an adequate training budget - many training areas are mandated by law, and initial training and continuing education and certification in areas such as DUI enforcement, Laser/ Radar use, and Traffic I>'" i?.; t. Enforcement reduce liability to the City, and potentially generate revenue from increased, and more efficient, law enforcement activities. Recommendation # 36: Research the options and costs associated with I retaining the services of a private company for processing traffic incidents accidents and crashes) and then recouping the cost from the Insurance provider of the driver at fault. I Recommendation # 37: Consider the option of decriminalizing the " open container" ordinance and replace instead with an administrative fine - $ 50 or 100. E Recommendation # 38: Consider increasing the fees charged for: I 1. 2. City wrecker service; Fingerprints; 3. Alarm permits; I 4. 5. False alarm response; Taxi permits; 6. Records/ Background checks; I 7. 8. Report copies; Bike registration; 9. Parking services - fees/ meters; and, 10. Impound and storage fees. I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 9- 18 E I I: I: I SECTION 10. 0 I PARKS AND RECREA TION I I I I I I..',',! T~ I I I I I I I,,~ Management Advisory Group, Inc. 2007 E r: 10. 0 Parks and Recreation I: I 10. 1 Oraanization and Staffina Staffing I The organizational units include Fred Hedrick Recreation, Docie Bass Center, Chester Pruitt Center, Parks System, Library, Museum, and Senior Center. Management I for the Department includes the Director, Senior Staff Assistant, the Assistant Parks and I Recreation Director, and the unit directors. The Fred Hedrick Recreation unit has eight ( 8) full- time and two ( 2) part-time I employees. Docie Bass has four ( 4) full-time and nine ( 9) part-time employees. Chester Pruitt has three ( 3) full-time and five ( 5) part- time employees, and Parks Systems has 12 I full-time, 11 part-time, and eight ( 8) summer youth workers. I The Museum has four (4) full- time and three ( 3) part- time employees, and shares a Service Worker employee. The Library has nine ( 9) full- time and three ( 3) part time 1. f!' employees. It does use volunteers but the City prohibition on using volunteers to collect money and shelf books does limit the use of volunteers. m Ii Exhibit 10- 1 on the following page represents the current structure as noted in the recommended City budget. No major changes are recommended for the structure. I I I I I Alternative Services Delivery Study for Fort Walton Beach, Florida Page 10- 1 I I'''' t! Parks and Recreation Parks and Recreation Exhibit 10- 1 Current Organization Chart Parks & Recreation I CITY COUNCIL SENIOR STAFF ASSISTANT ( 1) L FRED HEDRICK RECREATION COORDINATOR 1) I I I I 1: 1 Alternative Services Delivery Study for Fort Walton Beach, Florida Page 10- 2 Ii  Parks and Recreation III Major Services The Parks and Recreation Department runs a large number of services for the filii City: a senior center, a library, a museum, tennis courts, a BMX skate park, and three ( 3) recreation centers. In addition, it has its own parks maintenance unit. The Department runs 23 parks, 20 ball fields, 20 tennis courts, three ( 3) regular recreation centers, and one ( 1) senior center. It must maintain 143 acres. Parks and Recreation does not I: maintain its own building as it has an interagency agreement with Public Works for such services, although all such repairs are charged to the Parks and Recreation Department. The Department does have its own janitorial service that conducts minor maintenance, and provides its own irrigation. The Department uses full and part-time employees but also many youth workers during the summer. I: Recreation Centers The three ( 3) recreation centers are very active. There are five ( 5) to 15 baseball leagues servicing 400 to 500 youth each year. Soccer is equally popular with 450 I: children involved each year. Youth basketball has 400 to 500 participants each year. Flag and tackle football have 400 to 500 youth per year. Adult flag