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

4. . move already been done. The organization chart shown includes the Budget Manager and is accurate for FY08. Section 5. 1 states " four (4) time there are five (5) time full.. people..." full.. positions in Finance! Accounting. Section 5. 1 states " the Administrative Coordinator prepares the n department pay sheets. This is not accurate, the Administrative Coordinator only keys- in the hours for Finance! Accounting. Finance/Customer Service prepares their own. Section 5. 1 states " The Finance Director and an Administrative Coordinator serve as the management team for the department." The Administrative Coordinator provides administrative support for the Finance Director. The Management Team consists of the Finance Director, Comptroller, Customer Service Administrator and Budget Manager. Section 5. 1 is missing duties in the list shown: Grants Management Oversight of Employee Travel Section 5.1 page 5- 3, the duty list should be changed: Help Hi pPreparing the budget. c Section 5. 1 page 5-4 "... franchise fee receipts can be $400,000..." and contracted out to Mol. Altman..." Section 5. 2 Meter Readers states " There are only two (2) Meter Readers with no back-up process in This is incorrect,the water utility place.." operations staff provides backup. Section 5. 3 page 5- 7 "... done for about 88% of transactions..." we do not understand where this figure comes from. Section 5. 3 page 5- 7 ".. . county tax collector processes utility payments t using a eeB1m.etor., The entire Section InterCund Transfers page 5.. 8 is inaccurate. We do not understand where these figures came from. Page 5- 8 "... transfers are over $3. 2 million per year... there can be more" we d0 not agree. The$ 3 2 .IS new 14or FY08 . FY08 FY07 FY06 From Utilities to General . $ 1, 895,715 $ 1, 400. 000 $ 1. 380. 000 From Sanitation to General 959.445 700, 000 700,000 From CRA to General 276. 720 27,500 27,500 From Golf to General 62, 150 0 0 8" KPMO conducted...." KPMG' s study was in 1998. Page 5.. Recently, The most recent study was in 2001 by DMG-Maximus. c 27  I i"'. c Recommendation #14: HR.should determine the current market rate in the area for aceouoting related positions. We strongly agree. The pay plan for these positions should be updated. We understand that HR was already undertaking this task. Recommendation #15: A systematic effort should be made to transfer as many finance activities as possible eontraeton. to... We agree. We have and shall continue to explore possibilities for outsourcing activities. Reeommendation #16: Evaluate aU possible opportunities for electronic data transfer. We strongly agree. We have already converted to: 1. Use of an " intra-nef~for posting financial reports. 2. City Budgets available on-disk instead of paper. 3. City Financial Reports ( CAFR) on-disk instead of paper. 4. Automated monthly reports available on system to Depl Heads. 5. Reports and other data available on our web- site. 6. We have stream-lined the current Purchase Requisition approval process. Several ofthe City-wide a . ctivities and procedures are out-of- date and not utilizing modem technology. We recommend pursuing: Ci 1. Increase paperI~ss transactions. 2. Convert our paper-based timesheet and payroll system to a paperless, computerized/automated time-keeping system. 3. Currently, departments could scan timesheets and submit to Finance electronic~ y. 4. Exempt employees should convert to an " exception-only" time-keeping system. 5. We should have a computerized " clock-in/ clock-out" system instead ofhand-wriUen timesheets for hourly employees. 6. We should add approval levels for Finance Director and City Manager in accounting system to provide paperless Requisition approval. 7. We should establish a paperless Budget Transfer process. Recommen~ a~ on ## 17: Explore the feasibiIity of contracting for utility payment processing. We agree. We have already converted from postcards to full-size statements and outsourced printing and mailing. We have already started to investigate: 1. The new~included # 10 envelopes can be adQIe' ssed to a lock- box for contractor processing. 2. Pw'chasing electronic reading equipment for processing checks and stubs - or - utilize the local Tax Collector' s system. c 28 c Recommendation #18: Determine an accurate level of inter-fund transfers... We do not agree. This was already completed. The City Manager reviewed the transfers and methodology during the FY08 budget process. The amounts have been revised for the FY08 Budget. Recommendation # 19: Identify actual expenses for an Internal Service Fund. We do not agree. Internal Service Funds are no longer a recommended accounting practice. Our revised inter-fund transfer policies are effective means of accomplishing this task. Although.it was not a recommendation in the MAG/Dr. Long report, staffhas investigated the of possibility outsourcing the meter reading function within the Finance - Customer Service Department: It is possible to replace two (2) full-time employee positions within the Customer Service department with new technology that would provide real-time, wireless meter readings and water meter monitoring. Removing these employees would provide a savings of approximately $ 102, 000 per year. Cost of implementing the technology would be approximately 172,000 start-up with $9, 000 annual maintenance cost. This c technology would be expected to last approximately 10 years. Two (2) ftmctions of the meter readers would have to be provided by Utilities - Water Operations division employees: daily work- orders for service turn on/turn off's and cut-off's for non-payment which occurs four (4) times per month. This may cause some limits to the savings estimated. In Spmmaryt we agree with four (4) out of the six (6)recommendations made by MAGIDr. Long for the Finance Department. However: Most recommendations were initiated by staff and were already in-process or in- place. Additional recommendations could have been addressed such as the meter readerst payroll automation, and others staff are looking into. c 29  Page I of 1 Carole Jones Ginger GontaJek Qm: ent: Thursday November 08, 2007 8:27 AM I To: CaroJe Jones Subject: MAG c.. a. REFERENCE ITEM # 26 - CONCUR ci c.S REFERENCE ITEM # 27 - CONCUR REFERENCE ITEM # 28 - CONCUR Except Do Not Concur with Maintenance Standards unless Maintenance is placed out for contractor - personnel hired presently at Golf Club are committed for 8 hours per day - daily work and hourly schedule. will be given in house on as needed basis. Thanks Jim aIt of~ b1&~ 0 Q966t1lt88J.9Ul q:..:# o 11/ 8/ 2007 30 ff'~"" , I CITY OF FORT WALTON BEACH MEMORANDUM DATE: November 8, 2007 r---..) a oJ TO: Joyce Shanahan, City Manager 3 C'. FROM: Mark Wiltsie, Human Resources Director J al pj X 0 SUBJECT: Alternative Delivery Methodology Study Findings - MAG Inc. =: Please accept the following as the Human Resources Department' s respons~ to pertinent recommendations made by