Okaloosa County BOCC — 2013 meeting #1122 (date undetermined) — 2013-2014 Synopsis Report — reading text

Additionally, the staff reduction means longer wait times in providing services to Veterans/Surviving Spouses that are elderly and/or homebound as well as fewer VA benefits briefings to incarcerated veterans. In-office appointments are normally at a two to three week wait time to apply for benefits. Extended hours are sometimes required in order to accommodate families of deceased veterans/beneficiaries and to finalize daily workload intake. The office has also cut training opportunities due to a reduction in travel expenses. Currently, training expenses have been reduced to one person per annual certification/accreditation and training sessions. The training and certification is vital to office staff to ensure that information provided to those served is accurate and up to date. Without being accredited with National Service Organizations, access to the Department of Veterans Affairs client portal program is not authorized. VA programs, laws and regulations have been changing and continue to change and evolve to meet the needs of not only veterans of today but those from as far back in history as WWII. Water and Sewer Since Fiscal Year 2008, OCWS has eliminated 21 positions (140 full-time 119 full- time). Through the Voluntary Separation Incentive Program (VSIP), some staff cuts have resulted in organizational challenges. For example, the Customer Service Supervisor position was eliminated, and the position’s job duties were reassigned to the I.T. Supervisor. In terms of budget, OCWS operates as an enterprise fund department and therefore does not rely on tax revenue; however several factors have led to additional borrowing and Board approved rate increases. In 2008, one of the major credit rating agencies lowered its rating for the provider of bond insurance for outstanding municipal bonds from “AAA” to “AA”. When a second agency also downgraded the insurer, it triggered an automatic need for a debt service reserve as required by bond covenants. This reserve was secured through a bank-qualified loan in the amount of $6 million. The unanticipated additional funding required to repay the loan, along with operations, maintenance, and capital improvements, led to a 5-year plan for rate increases beginning in 2011. The Computer Aided Drafting (CAD) section is using 2006 AutoCAD software. In this industry, that is considered ancient, and presents compatibility problems when sending and receiving files from outside agencies/companies. The OCWS team has developed new efficiencies to minimize reductions in service levels. The lines may be a little bit longer in customer service at the Water & Sewer building, but fortunately new ways to pay bills and setup accounts are now established. One success witnessed is an increase in the number of customers that access accounts via the website or the IVR phone system; and set up their account via fax or email. Employees have maintained a positive attitude as it relates to customers in order to not compromise customer service. Customer service has had to adjust to the same number of customers with four fewer employees. As a result of the reduced number of Customer Service Rep positions, the telephone call center suffered and is now shut down. Additionally, the Department has reduced number of days in the Bluewater Bay customer service office from two days a week to two days a month. Maintenance and Logistics personnel who are not trained in customer service are now handling most of the initial phone calls. Besides the lower level of expertise, this also reduces the time available for them to perform their normal duties. Maintenance crews are also sustaining aging infrastructure with 2 fewer employees. Despite the challenges Water and Sewer has enjoyed successes within the department, owing in no small part to the surveying crew, engineering staff & consultants, construction crew, lift station/electrical crew, maintenance staff, and carpenter’s shop. Regarding the Water & Sewer vehicle fleet, vehicles have not been replaced at the rate required to maintain efficient operations. The Department has an established five year vehicle replacement plan; a combination of restricted rate modeling and a moratorium on new vehicle purchases throughout the County has prevented annual execution of this plan. This has resulted in an increased number of service orders.