HomeMy WebLinkAboutItem #37 - Discussion ItemI
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General Services Administration
1390 N.W. 20 Street
Miami, Florida 33142
The following is a list of contact numbers for the Department
of General Services Administration:
Director's Office
1390 N.W. 20 St.
2nd Floor
Fleet Management Division
1390 N.W. 20 St.
Main # 575-5130
Fax # 575-5016
Main # 575-5161
Fax # 575-5180
Communications Division- -Main #_ -_ 575-5171
1390 N.W. 20 St. - Fax # 575-5180
Property Maintenance
1975 N.W. 12 Ave.
Graphics Division
t
Main # 575-5141
Fax # 575-5146
Main # 575-5154
Fax # 575-5152
Submitted into the public
record in connection with
'1 't)G.►;S item �® on q �2
Walter Foeman
City Clerk,
d �-i .1' .a 1 - _.
G.S.A
OVERVIEW
AND STAFFING
SUMMARY
Submitted into the public
record
,�connection witsitem on
VqWter FoeMan
City Clerk
General Services Administration
Departmental Overview
The Department of General Services Administration is divided into five (5)
divisions, which are responsible for various functions for all city
departments as well as the citizens of Miami. Listed below are the divisions
and a brief description of their responsibilities:
Director's Office: The Director's Office handles all of the administrative
functions of the department including the budget and contracts management.
Fleet Division: The Fleet Division is divided into two sections Heavy and
Light Fleet. The Heavy Fleet section handles the mechanical maintenance
of all heavy equipment throughout the city. The Light Fleet section handles
the mechanical maintenance of all citywide vehicles.
Communications: The Communications Division handles the pagers,
radios, and all technical equipment for Fire and Police as well as other city
departments. Their main function is to service and repair technical
equipment citywide.
' Property Maintenance Division: The Property Maintenance Division is
responsible for plumbing, electrical, painting, and general repairs to most
' city buildings and other city properties.
Graphics Division: The Graphics Division handles duplicating services,
printing needs, and the Mail Room. The Mail Room is the main source for
incoming and outgoing inter -office mail citywide.
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Submitted into the public
record in connection with
Item on
Walter Foeman
"� _ _, City Clerk
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Director's Office
Budgeted: 6
Communications
Budgeted: 13
0
LIST OF G.S.A.
STAFF BY DIVISION
Light Fleet Heavy Fleet Graphics
Budgeted: 40 Budgeted: 35 Budgeted: 12
Property Maintenance
Budgeted: 35
DIRECTOR'S OFFICE
ADMINISTRATIVE AIDE I
STAFF ANALYST SR.
ASST. TO DIRECTOR
ADMINISTRATIVE ASST. III
ACTING DIRECTOR
ADMINISTRATIVE AIDE II
Budgeted:.
1
1
1
1
6
LIGHT FLEET
TYPIST CLERK II
1
ACCOUNT CLERK
1
ADMIN AIDE 1
1
AUTO BODY WORKER/PAINTER
2
AUTO BODY MECHANIC HELPER
3
AUTO SERVICE WRITER
2
AUTO MECHANIC
27
AUTO MECHANIC SUPERVISOR
2
SUPERINTENDENT LIGHT FLEET
1
Budgeted:
40
-D; x -a
,_.�, f b
Department Totals
Budgeted: 141
Submitted into the public
record in connection with
o
item �® on _t Z
Walter Foeman
r City Cleric
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1
1
1
1
1
1
L�
HEAVY FLEET
TYPIST CLERK II
1
ACCOUNT CLERK
1
LABORER I
1
LABORER II
1
WELDER
3
FUEL FAC. ATTENDANT
3
AUTO MECHANIC
2
HEAVY EQUIP. MECH. HELPER
4
HEAVY EQUIP. MECHANIC
14
HEAVY EQUIP. MECH. SUPERVISOR 2
FLEET MANAGER
1
SUPERINTENDENT HEAVY EQUIP.
1
CUSTODIAN SUPERVISOR
1
Budgeted:
35
Cff 010 9 .1-[cl
OFFSET PRESS OPERATOR
1
GRAPHIC ILLUST.
1
CLERK 1
1
MAIL CLERK SR.
1
CUSTODIAN II
1
DUPLICATE EQUIP. OPERATOR
2
PRINT SHOP SUPERINTENDENT
1
ACCOUNT CLERK
1
MAIL CLERK
2
CAMERA PLATE MAKER
1
Budgeted:
12
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Submitted into the public
record in connection with
item on
Walter Foeman
City Clerk
i
[7
u
COMMUNICATIONS
COMM. TECH
COMM. REPAIR WORKER
COMM. TECH SUPERVISOR
TYPIST CLERK III
SYSTEMS ENGINEER II
COMM. TECH SUPERINTENDENT
ELECTRICAL LINE WORKER
Budgeted:
4
1
1
1
1
mttm
PROPERTY MAINTENANCE
CUSTODIAN I
1
CUSTODIAN II
1
PAINTER SUPERVISOR
1
MATERIAL SUPERVISOR
1
ELECTRIC LINE SUPERVISOR
1
WELDER
1
AIR CONDITIONING MECHANIC
2
ELECTRICAL LINE WORKER
3
PAINTER
4
TYPIST CLERK III
1
ELECTRICIAN
2
CARPENTER
2
ASST. DIRECTOR GSA
1
PLUMBER
1
PAINTER SIGN
1
TYPIST CLERK II
1
MAINTENANCE MECHANIC
3
PROP. MAINT. SUPERINTENDENT
1
ELECTRIC SUPERVISOR
1
MAINT. MECHANIC HELPER
3
PLUMBER SUPERVISOR
1
PIPE FITTER
2
Budgeted:
35
Department Total: 141
Submitted into the public
record in connection wit
item a® t=�
on Z'
Walter Foeman
4 City Clerk
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G.S.A.
ACCOMPLISHMENT
Submitted into the public
record in connection with
item <G1-;2Cj— on
Walter Foeman
City Clerk
1
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General Services Administration
Major Accomplishments
January — December 1999
The Department of General Services Administration has compiled the following data, which
includes major accomplishments and statistics by Division:
Directors ofCe
The following is a descriptive list of statistics for the Director's office from January — December
1999:
Legislative/Commission Action — Preparing Bid Specifications, Scheduling Agenda items,
monitoring Commission items, preparing and monitoring contracts are all included in this
category. Total: 117
Contract Administration — All Contracts administered and monitored (on a yearly basis).
Total. 265
Personnel — Includes all documentation related to personnel action, and all payroll related
documentation. Total: 430
Accounting — Includes all purchase orders issued, invoices processed, change order for PO's,
direct payments, and transfer of funds requests. Total: 5,143
Meetings — Includes all meetings attended with relation to General Services Administration.
Total: 357
Employee Training & Seminars — Includes training and seminars attended by all General
Services Administration employees. Total: 237
Fleet Division
The following is a descriptive list of statistics for the Fleet Division from January — December
1999:
Heavy Fleet — Includes repairs done in-house on all heavy equipment citywide. Total: 8,186
Light Fleet — Includes repairs done in-house on all vehicles citywide. Total: 9,562
Submitted into the public
record in connection with
item on `L-22=vo
VValter Foeman
�;,..a_ -
City Clerk
Fleet Division Continued
Maior Accomplishments for Fleet Division for (January. — December 1999)
•
Several Heavy Equipment Mechanics designed and constructed a replacement for the
factory hydroelectric slip ring assembly for the Warrior Cranes. Repairs the old assembly
cost approximately $2,000 in parts and required 16 hours of labor for 2 mechanics. The
new assembly can be repaired in hours at an approximate cost of $20.00. Vehicle
downtime was reduced accordingly.
'
•
Modified the heavy truck wash catch basin to reduce the solids entering the system. Cost
for the modifications were approximately $400.00. Savings associated with reduced
'
waste disposal is estimated at $12,000 per year.
•
Implemented a preventive maintenance program for the garbage packers that reduced
damage to the rear packing mechanisms. Savings in repairs is estimated at $10,000 per
year.
•
Implemented a computerized fleet maintenance software package to take advantage of
computer technology and software capabilities to properly manage a large, diverse
'
citywide fleet. Goals include reduced vehicle downtime, reduction of costly repairs and
significant saving through proper maintenance scheduling and aggressive warranty
tracking.
•
Implemented a system utilizing a private contractor that would dramatically increase the
'
availability of automotive and heavy truck parts.
•
Purchased a variety of tools and equipment to increase mechanic productivity. and
employee moral.
'
•
Purchased and placed into service three -hundred (300) new vehicles.
•
Developed specifications and put out a bid for eleven (11) hydraulic cranes to be utilized
'
by Solid Waste.
•
Developed specifications, put out a bid, and awarded a contract for the purchase of one
(1) heavy-duty custom SWAT van to be used by the Police Department.
•
100 pieces of obsolete equipment and vehicles were auctioned.
•
The west -side parking lot was sectioned off by shift and assignment to allow easier
retrieval of vehicles by the mechanics and improved the ability of the supervisors to
visualize their workload.
t•
Sent 10 mechanics and 2 supervisor to GM school.
•
Developed specifications for and took delivery of 135 vehicles, including cars, vans,
'
pickup trucks and specialty trucks. .
•
Implemented an "employee based" recognition program.
'
Submitted into the public
record in connection with
item on 'o'r
tV
01 Walter Foeman
x City Cleric
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Maior� Accomplishments .for Fleet Division Continued: .
• Invented a containment system for the heavy equipment wash rack to prevent solids from
entering the catch basin thereby reducing the amount of waste. Estimated savings of
$12,000 annually.
• Purchased 30 new workbenches and cabinets for the mechanics.
• Completed the networking of 31 computers for the Department of General Services
Administration.
• Began training for the FASTER system.
• Refurbishment of three (3) City of Miami Bucyrus — Eric crane.
• Refurbishment of one Lift All Bucket Truck.
• Purchased three (3) John Deere Tractors.
Communications Division
Routine Repairs — Includes all repairs to radios, mobile/vehicle electronic repairs, programming
of radios and system repairs. Total: 7,553
Emergency Repairs — Includes all repairs to consoles and infrastructures on an emergency
basis. Total. 838
Conference Services — Includes set up of audio video equipment, recording equipment, etc.
Total: 90
Communications Division_ Continued
Maior Accomplishments for Communications Division ..(January - December
1999)
• The calibration and balancing of the citywide 800 MHz trunked radio communications
system. This has resulted in a very noticeable improvement in radio communications quality,
and a significant reduction in system downtime and demands for overtime required for after-
hours repair services.
• The implementation of the Police Department portable radio migration plan, wherein the new
radios are prepared for distribution to the forces for usage. This shall achieve a minimization
from outside interference sources, such as Nextel Inc. cellular transmissions. It is reasonably
expected that this shall result in higher reliability operations, cleaner reception, improved
audibility, and better access to our radio control channel by the portable radios.
Submitted into the public
record in connection with
item Egon y�
- Walter Foernan
City Clerk
1 0 9
1
Property Maintenance Division
1
Work Completed in-house — Includes all electrical, line work, plumbing, painting, carpentry,
general repairs, sign painting, air conditioning/heating, other repairs to citywide properties,
buildings, etc. Total: 3,590
' Maior Accomplishments. for Property Maintenance Division (January —
December 1999)
• City Pools — Summer is the season where the city pools are eagerly awaited by school
children on vacation and their families seeking relief from the hot streets of our inner city.
All of the ten city pools were due to be ready and safe by June 19, 1999.
Eight of the ten pools needed intensive work repairs such as painting, electrical, mechanical,
plumbing, welding and fixture installations to be done. This Division's employees came
through for the city; while performing a balancing act with the numerous duties they
performed, they worked very long hours under the heat to ensure accomplishment of the
various tasks necessary for the pools to be ready.
• Virginia Key Beach Opening — The opening of the Virginia Key Beach was changed from
July 6, 1999 to June 25, 1999. This change presented a super busy schedule of services
called for the employees of Property Maintenance Division. Signage had to be designed, laid
out fabricated and installed; the lifeguard station, restroom facilities and gatehouse needed
' carpentry, the parking areas had to be painted. Because of the outstanding efforts of these
employees by working very long hours under all weather conditions, these workers came
through not only for this project but also for the repair of eight city pools. Also, painted the
Jose Marti Park Pool for the June 21, 1999 "Citywide Summer Kick -Off Event".
• Put out a Bid, and awarded a contract to replace two (2) air-conditioned units at Cit Hall, it
was administered and monitored by Property Maintenance Division.
• Upon announcement of a warning for Hurricane Floyd our personnel proceeded for the
boarding -up of City Hall and some other city buildings, working long hours under rain and
high winds.
• Replacement of baseball field lights was done on all Parks. The rental of a high bucket truck
was necessary together with the coordination and ordered of materials.
• Decorative street lights at S.W. 80' Street between S.W. 12"' Avenue and S.W. 17th Avenue
were out of service due to damage done by outside contractors working on the street. Long
hours and outstanding efforts to find materials and locations of underground damages to
conduits and cables. Finally after long hours of work the job was accomplished
satisfactorily.
'LJ
Submitted into the public
record in connection with
item_ on "� � ZO'
Walter Foeman
City Clerk
•
Graphics Division
Request for Duplicating Services — Includes offset printing produced for all departments
citywide. Total:: 1,553
Commission Agenda — The preparation and duplication of the Commission Agenda citywide.
Total: 19
Special Projects — Includes any graphics or print shop requests from various departments
citywide. Total: 45
(Inter -office) Mail Delivery — The delivery and pick-up of all outgoing mail citywide. Total:
24,430
Outgoing Mail — Processing and stamping all pieces of outgoing mail citywide. Total: 362,435
Copies — Includes large amounts of copies produced for all departments citywide. Total:
10,347,356
Submitted into the public
1��SC�SSe� record in connection with
item 2�p_ on °
Waiter Foeman
City Clerk
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G.S.A.
BUDGET
0
INFORMATION
b�SCQs'Sec) Submitted Into the public
record in connection with
-- r item �b on
Walter Foeman
City Clerk
BUDGET OVERVIEW
LAST YEAR THIS YEAR (99-00) Revised
$1195269026 $1198269179
r
Personnel Cost
$599919049
• Salaries
• Overtime
• Fringe
• Contractual
(Tool Allowance, Uniforms, etc.)
1
Operating Cost (Fixed and Variable)
$5,639,672
Fixed -Advertising, Utilities, Fuel
Variable — Parts, Contracts,
Outside
'
Big Tickets
i
• Fuel — $9149470
• Repairs - $1,948,350
• Contract/Services - $4279098
'
. Parts — $959,250
Tires — $408,993
$4,658,161
Capital Outlay — $195,458
• New Equipment $135,898
Handheld Radio Systems
Binding Systems
• Replacement $59,154
'
Lifts
Equipment Y2K Issue
• Leases $406
Submitted into the public
�- record in connection with
�uSSC item -0- on . 0 7-oa
Walter Foeman'
City Cleric
4
� I• � r �s s >• � ® �I � '
CITY OF MIAMI
GENERAL SERVICES ADMINISTRATION
FY'00 DEPARTMENTAL BUDGET
OBJ
DESCRIPTION.
FY'99
APPROVED
BUDGET
TRANSFERS/
CD
FY'99
REVISED
FY'00 :
SUGGESTED.
FY'00 _, ::
REQUESTED
FY'00 REQUESTED
LESS
CODEBUDGET
c
REVISIONS
BUDGET.
BUDGET .
BUDGET' `:
FY'00 SUGGESTED
100
SALARIES AND WAGES
001 'SALARIES
002
-CLASSIFIED -PERMANENT
$
4,792,334
$ -
$
4,792,334
$
4,955,768
:$
6,809,149
$
653,381
FULL DISABILITY SALARIES
$
_
. $ _
$
$
003
2/3 DISABILITY CHARGES
$
_
$ _
$
_
$
$
$
010
SALARIES -UNCLASSIFIED
$
290,757
$ -
$
_
290,757
$
458,964
$
$
-
: 516,246:
$
$
56,292
011
SALARIES-COMMISSIONS/BOARDS
$
_
$ _
$
$
:
012
SALARIES -PART TIME
$
_
$ _
$
_
_
$
,.
$
`
. $
013
014
SALARIES -TEMPORARY
SALARIES -STAND BY LABORERS
$
47,431
$ -
$
47,431
$
48,142.
$
187;153
$
139,011
016
VACANCIES
$
$
. -
_
$ _
$ _
$
$
_ _
$
$
$
_
_
:$
017
ATTRITION
$
_
$
_
-:
$
$
020
COMMENDATION LEAVE
$
_
$ _
$
. $
Vt.� +,025
PREVENTION PAY
$
_
$ _
. $
_
$
$
-.
$
. --035
MEDICAL HOLD
$
_
$ -
$
_
$
-..
$
-
_
$
-.
050
�i 053
SALARIES -OVERTIME
HOLIDAY PAY
$
158,281
$ -
$
-
158,281
$
160,664.
$
$
261,668
$
$
101,014
f,055
SALARIES-6HIFT DIFFERENTIAL
$
$
_.
_
$ _
$
:$
$
-
$
..
$
_
$
-
-;066
WORKING OUT OF CLASS
.
$
_
_
$ _
$.
_
$
$
_
$
067
DRIVER ENGINEER ALLOWANCE
$
. _
$ _
$
.
$
"
Q, 068
COMMUNICATIONS TRAINER
$
$
_
$
-
$
SUBTOTALS & W
$
5,288,803
$ -
$
A.9880803:i.
$
5,623,618'
$::
6,673,216;
$
949,898
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CITY OF MIAMI
GENERAL SERVICES ADMINISTRATION
FY'00 DEPARTMENTAL BUDGET
OBJ
DESCRIPTION
FY'99
APPROVED
BUDGET
TRANSFERS/
FY'99 .
REVISED
FY'00 .
SUGGESTED:
REQUESTED.
FY'00
FY'00 REQUESTED
LESS
CODE
BUDGET
REVISIONS
BUDGET
BUDGET ...',
BUDGET'
FY'00 SUGGESTED
200
FRINGE BENEFITS
075
CLOTHING - CITY PURCHASE
$
22,374
$
3,128 $
25,502
$ 22,708.:$
25,034.
$
2,325
083
CAR ALLOWANCE
$
-
$
- $
_
$ 3942
$
3,942
$
084
24 HOUR CITY VEHICLE
$
_
$
_ $
_
$
$
.
_
085
086
TOOL ALLOWANCE
TUITION REIMBURSEMENT EDUC.TAXABLE
$
$
16,752
$
- $
16,752
.$ 17,835
$
_
18,521
$
$
686
087
TUITION REIMBURSEMENT $
-
_
$
$
_ $
_ $
_
_
$
$
$
$
. $
.
"
100
SOCIAL SECURITY CONTRIBUTION
$
404,979
$
- $
404,979
_
$ 428,677.
$
_
480,503
$
$
51,826
104
SOC. SEC. TERM LIFE INS.
$
_
$
_ $
_
$
$
..
110
RETIREMENT CONTRIBUTION
$
_
$
_ $
$:
-
$
"
X130
GROUP INSURANCE
$
_
$
_ $
_
$
$
_
_
$
150
WORKMEN'S COMPENSATION
$
_
$
_ $
$
$
_
'A ` s'170
SEVERANCE PAY
$
_
$
_ $
_
$
_
$.
rj 180
TUITION REIMBURSEMENT
$
_
$
_ $
_
$ -
$
.
185
x'190
FRINGE BENEFITS-OTHER
$
_
$
_ $
_
$. -
$
_
_
$
$
"
"
PERSONAL, SERVICES -OTHER'
$
_
$
_ $
. $. . -
$
FICA (VACANCIES)
$
_
$
_ $
-
$
FICA(ATTRITION)
$
-
$
- : $
=
$$'
IT
$
SUBTOTAL FRINGES
$
. 444,105
$
3,128 $
447;233
$ 473,.183
$
. . 526,000
$
54,837
TOTAL PERSONNEL SERVICES
$:
5,732,908
$
3,128 $
5,738,038
$ 8,098,881
$.
79101,218
$
1,004,635
CD
CD
3
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CD
o-
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o
O
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CD I
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o
-�
CD
C,A
=.M m m m
CITY OF MIAMI
GENERAL SERVICES ADMINISTRATION
FY'00 DEPARTMENTAL BUDGET
OBJ
DESCRIPTION
FY'99
APPROVED
BUDGET
TRANSFERSI
FY'99
REVISED.
FY'001 1.
SUGGESTED
1, FY'00 ::
REQUESTED:
FY'00 REQUESTED
LESS
CODE
BUDGET
REVISIONS
BUDGET ..
;..
BUDGET;
BUDGET
" FY'00 SUGGESTED
300
FIXED OPERATING EXPENSES
205
LOT CLEARING AND DEMOLITION
$
-
$
_
$
_
. $
$.
,
287
310
ADVERTISING
COURT COSTS AND FEES
$
2,762
$
1,500
$
4,262
$
2,803::
$
11'600
$
$
8,697
420
TRAVEL
$
$
-
$
$
75
$
76.
$
$
_
$
495
PARKING EXPENSE
$
-
_
$
-
$
$
-
$
.
$
94,260:
$
94,250
533
540
POSTAGE
UTILITY SERVICES -ELECTRICITY
$
$
512
109,920
$
$
_
-
$
_
512:..'
$
$
620
$
$
_
1,200:,
$
$
680
650
UTILITY SERVICES -GAS
$
802
$
-
$
109,92O.'
$
111,568
$
110,437.
$
(1,131)
560
UTILITY SERVICES -WATER
$
15,400
$
-
-
$.
$
802'
15,400
$
' $
8.14
16,631
> $
$
3,600:
$
2,786
601
PRINCIPAL REPAYMENT
-
$
$
38,264
; $
22,633
602
INTEREST EXPENSE
$
_
$
-
_
$
$
- ...
$
_
" 610
RENT OF EQUIPMENT -OUTSIDE
$
123,197
$
69,923
$
193,120
$
1250045
$
162;760:
$
$
27,715
620
RENT OF BUILDINGS
$
. 14,787
$
-
$
14,787
; $ .
15;009.',
$
18,780.
$
3,781
N X630
RENT OF LAND
$
_
$
_
$.
_
$
, .
$
=
$
n 640
INSURANCE -PROPERTY
$
$
_
$
_.
$
9, `710.
FOOD
$_.
_
$
_
$
-
$
_
-.
$
-
715
770
MOTOR FUEL
INT.SVCE. CHARGES LIGHT FLEET
$
$.
899,927
$
127,458
$
1,027,385
$
-
913,426
$
$
953;923
$
$
40,497
771
INT.SVCE. CHARGES HEAVY EQUIPMENT
$
_.
-
$
$
_
_
$
$
_
$
_.
$
_;.
$
772
INT.SVCE. CHARGES BUILDING`'"MAINT,
$
-
$
_
$.
:$
_ .
$
773
INT.SVCE. CHARGES GRAPHICS
$
_
$
_
$
_.
$
$
_
_
$
"
774
INT.SVCE. CHARGES RADIO COMM.
$
$
_
_
$
-
$
-
$
"
775
INT.SVCE. CHARGES CUSTODIAL
$
$
_
.$
$
_
. $:
$
$
776
$
_
$
-
$
-
$
$
$
_
$
"
777
$
-
$
-
$
-
$
. -; `
$
-
$
-
778
INT.SVCE. CHARGES FLEET MNGMNT.
$
_
$
_
$
$
"
u
_
:.
$
$
-
3 0
cr
�. RIJBTOTAL FIXED OPER. EXP. $ 1,167,307 $ 198,988 $ 1;388,283 $ :° .1,184,818. $ ::1,384,724, $ 199,908
0i m
o.
n
o
0
0 r.
-n m
9i.,: µ..: C._...
CITY OF MIAMI
GENERAL SERVICES ADMINISTRATION
FY -00 DEPARTMENTAL BUDGET
L�
OBJ
DESCRIPTION
FY'99
APPROVED
BUDGET
TRANSFERS/
FY'99
REVISED.
FY'00
SUGGESTED
FY'00
REQUESTIED.:
FY'00 REQUESTED
LESS
p;
CODE
400 VARIABLE OPERATING EXP.
CD
BUDGET
_
REVISIONS
C7 c0
BUDGET.
: BUDGET .:
:>
BUDGET:
FY'00 SUGGESTED
240
PROFESSIONAL SERVICES -ENGINE
$
_
$
$
$
270
PROFESSIONAL SERVICES -OTHER
_
-
$
$
289
SPECIAL SERVICES -MISCELLANEOUS
$
_
$
$
,$
324
LOSS ON DISP. OF FIXED ASSET
$
_
$
_
_
$
$
$.
_
: $
"
327
ALLOWANCES FOR ACCT. RECEIVABLE
$
$
-
$
_
$
"
330
TAXES
_
_
$
-
$
$
_
$
-
335
LICENSES, PERMITS & MISC. FEES.
$
15,675
$
1,000
$
16,675
$
15,911
$
17;129'
$
340
OTHER CONTRACTED SVCES.OUTSIDE
$
434,448
$
86,449
$
520,897
$
440,964:::
$
477,438
.
$
1,218
510
COMM. SVCES.TELEPHONE-OUTSIDE
$
. 16,121
$
-
$
16,121
$
16,363:
$
16,125.
$
36,474
520
COMM. SERV. TELEGRAPH
$
_
$
$
(238)
VIA;650
X532
ROAD TOLLS
$
14
$
_
-
$
_
14
$
. $
-
1.4
$
$
-
764
$
$
INSURANCE -LIABILITY
$
_
$
_
$
$
.
750
n
670
680
REPAIR/MAINTENANCE OUTSIDE
PRINTING AND BINDING -OUTSIDE
$
1.,835,455
$
20,621
$
-
1,866,076
$
1,662;986.
$_
.$
_
2,130,635:
$
$
267,550
x'690
PROMOTIONAL ACTIVITIES
$
$
67,553
$
$
1,069
$
68,622
$
68,666
$
68,666.
$
_
Illt�
900
OFFICE SUPPLIES
$
_
16,948
$
443
$
$
_
17,391
$
$
17,242
$
:.
: 17,202
$
$
-
01
REPAIRS -EQUIPMENT SUPPLIES
$
_
$
.
.,
.$
_
Q
T
702
705
MOTOR VEHICLE PARTS
HOUSEKEEPING-SANIT.SUPPLIES
$
895,313
$
_
27,633
$
$
-
922,946.:.
$
$
955;752
$
$
955,752:
$
$
706
BUILDING MATERIAL SUPPLIES
$
$
2,878
62.127
$
$
1,288
2,157
$ :
$
4,166
$.
2,921.
$
3,569
$
648
707
ELECTRICAL SUPPLIES
$
48053
$
12,618
$
64,284
60,771:
$
$
62,808
48,876
$
$'.
77,127
73,153:
$
14,518
708
713
PLUMBING SUPPLIES
LUBRICANTS AND MOTOR OIL
$
22,217
$
6,023
$
- 28,240.
$
_ 22;550
$
47,217:
$
$
24,278
24,667
714
DRUGS AND MEDICINES
$
$
86,050
$
$
27,333
$113,383
$
87,341 .
$
86,050.
$
(1,291)
716
PAPER STOCK -PRINTING
$
_
46,350
$
_
2,026
$
$
48,376
$
.$
47,046:
$
$
-.
47,045,
$
$
718
PARTS AND MAINT. SUPPLIES
$
82,126
$
15,000
$
97,126
$
83,358
$
83,358
$
719
720
SAFETY SUPPLIES
EXPANDABLE TOOLS SHOP SUPPLIES
$
$
8,305
81,299
$
54
$
8,359
$
6,430
$
9,243:.
$
813
721
TIRES AND TUBES
..
$
402,949
$
$
2,840
26,990
$
$
84,139.
429,939
$
$
82,618
408,993
$
87,434.
$
4,91.6
722
MISCELLANEOUS SUPPLIES
$
3,947
$
248
$
4,195.
$
4,006
$
416,144:
$
7,151
723
PRINTING SUPPLIES
$
15,038
$
227
$
15,265
$ ..
15,264 :.
$
$
3,966.
16,264..:
$
$
(40)
724
725
PAINT SUPPLIES
ADJUSTMENT INVENTORY SUPPLIES
$
$
28,932
$
286
$
29,218
.$ .
29,366.
-
$
41,432
$
12,066
726.
AIR CONDITIONING SUPPLIES
$
_
34,000
$
$
_
4,047
$
$
_
96,047
$
$.::
34,610.
$
$
w
42,000.
$
$
7,490
760
BOOKS, PUBLICATIONS, MEMBERSHIPS
$
350
$
-
$
350
$
365
$
3,000.
$
2,645
L�
CD0
0
0
CD
C-
o m
-.
0
p;
=
n
CD
c0
_
-0
C7 c0
c
cr
CD �
cerci
M. ® m m m_ m i mm m Am m m M. m M m i
CITY OF MIAMI
GENERAL SERVICES ADMINISTRATION
FY'00 DEPARTMENTAL BUDGET
OBJ
DESCRIPTION
FY'99
APPROVED
BUDGET
TRANSFERS/
FY'99
REVISED
FY100_
SUGGESTED
� FY -00
REQUESTED
FY'00 REQUESTED
LESS
CODE
795
INTERDEPT. CHARGES -POLICE I.D.
$
BUDGET
REVISIONS
BUDGET .
BUDGET
BUDGET
FY -00 SUGGESTED
42
$
-
$
. .42
$
43
$
800:
$
757
SUBTOTAL VARIABLE OPER. EXP.
$
4,206,290
$
238,352
$
4,444,642.
$
4,315,941:.$
.4,720,313:
$
404,372
TOTAL OPERATING EXPENSES
$
5,373,597
$
437,308
$
5,810;905
$
5,600;767
$
8;105,037;
$
604,280
500
CAPITAL OUTLAYS
(�
(J�
n850
840
f880
EQUIPMENT -NEW
EQUIPMENT -REPLACEMENT
$
93,976
$
(16,500)
$
77,476.
$
110,610
, $
4501385
$
339,775
CAPITAL LEASES
$
$.
68,280
$
(21,000)
$
37,286 :$
59,164:
$
71,154
$
12,000
400
$
-
$
400
$
408.:
$
-
$
(406)
TOTAL CAPITAL OUTLAYS
$
152,656
$
(37,500):,$
115,158:
$
170,170`
$
521,$39
$
351,369
GRAND TOTAL
$
11,259,161
$
402,936
$
11,662,097
$A
1,767,008
$
13,727,792
$
1,960,184
m
c
N 0 a
C
CLCD
0 _
o
_�0
n
CD
0 1
-�
5' CD
o
=3 "a
o CD
�• cr
0
G.S.A.
0
DISTRIB UTIDN OF
WORKLOAD BY
CITY
DEPARTMENT
C
.Q,5,seQx
Submitted into the public
record in connection with
item a�L_on
Walter Foeman
City Clerk
MM M MMMMM MM M M MMMM = = io
r
Submitted into the public
record in connection
WM
with
on
Walter Foeman
City Clerk
GSACosIAJIocaUonB
Page 7 Sheet7 (2)
City of Miami
Cost Allocation ojDe artment o General Services Administration
E enditares
Department
Light Fleet
Property
Graphics /
Communications
Heavy Fleet
Custodial
Subtotal of
Allocation of
Total
Cost Allocation
Maintenance
Print Shop
Cost Allocation
Costs
Division
Operating
Director's Office
GSA Cost
as of
Cost Allocation
Cost Allocation
as of
through
Costs
Divisions
Costs through
Allocation
as of
as of
through
through
August 31 1999
through
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999
a
Mor&Ci Commission
$3,101
$129,837
$19,672
$0
$0
$152,610
$6,558
$159,169
City Mana eesOffice(Incl.A endaOffice)
$3,101
$0
$114,393
$0
$0
$117,494
$5,049
$122,543
NET Administrator
$117,830
$46,722
$18,506
$10,159
$0
$17,993
$211,210
$9,076
$220,2
Asset Management
$6,202
$0
$1,875
$0
$0
$8,076
$347
$8,
Management &Budget
$6,202
$0
$11,030
$0
$0
$17,232
$741
$17,
Building & Zoning
$102,326
$0
$23,210
$4,954
$0
$130,491
$5,608
$136,098
City Attorne s Office
$6,202
$0
$3,114
$4,561
$0
$13,877
$596
$14,473
City Clerk's Office
$0
$0
$2,788
$0
$0
$2,788
$120
$2,908
Civil Service Board
$0
$0
$20,362
$0
$0
$20,362
$875
$21,237
Community Development
$21,706
$0
$33,944
$12,832
$0
$68,482
$2,943
$71,425
Conferences, Conventions & Public Facilities
$37,210
$49,672
$7,340
$4,215
$18,454
$116,891.
$5,023
$121,914
Downtown Development Authority
$0
$0
$0
$0
$0
$0
$0
$0
Equal Opportunity / Diversity Program
$3,101
$0
$78
$0
$0
$3,179
$137
$3,316
Finance Department
$0
$2,951
$40,659
$8,007
$0
$51,617
$2,218
$53,835
Fire Rescue
$158,141
$5,410
$99,195
$141,553
$107,214
$20,931
$532,445
$22,881
$555,326
Hearing Boards
$6,202
$0
$1,237
$2,746
$0
$10,185
$438
$10,622
Human Resources
$0
$0
$17,973
$0
$0
$17,973
$772
$18,745
Information Technology
$12,403
$0
$251
$0
$0
$12,654
$544
$13,198
Internal Audit
$9,302
$0
$872
$0
$0
$10,174
$437
$10,611
International Trade Board
$0
$0
$0
$0
$0
$0
$0
$0
Labor Relations
$0
$0
$257
$0
$0
$257
$11
$268
Media Relations
$0
$0
$475
$2,810
$0
$3,285
$141
$3,426
Parks & Recreation
$130,234
$1,174,434
$18,813
$5,535
$249,129
$5,576
$1,583,721
$68,058
$1,651,780
Planning
$12,403
$0
$9,170
$0
$0
$21,573
$927
$22,5
Police
$2,703,898
$5,410
$100,802
$458,418
$106,110
$3,374,640
$145,021
$3,519,
Purchasing
$0
$0
$17,706
$0
$0
$17,706
$761
$18,4
Public Works
$96,125
$29,017
$5,208
$6,917
$184,540
$321,806
$13,829
$335,635
Real Estate & Economic Development
$9,302
$0
$0
$0
$0
$9,302
$400
$9,702
Risk Management
$3,101
$0
$3,715
$0
$0
$6,816
$293
$7,108
Solid Waste
$65,117
$20,164
$12,490 1
$6,910 1
$1,730,401
$11,153
$1,846236
$79,340
$1,925,576
Totals
$3,513,207
$1,463,616
$585,138
$669,617
$2,395,848
$55,653
$8,683,083
$373,144
$9,056,228
GSA costs were distributed to each department as an overhead charge.
Submitted into the public
record in connection
WM
with
on
Walter Foeman
City Clerk
GSACosIAJIocaUonB
Page 7 Sheet7 (2)
M lig■ M M lig M M M M M M M M M M M M M M
Qv o Miami
Percentage Cost Allocation o the Department o General Services Administration
Department
%
%
%
%
%
% % Subtotal
% Allocation
% Total
Light Fleet
Property Maintenance
Graphics/Print Shop
Communications
Heavy Fleet
Custodial of Operating
of Director's
GSA Cost
Cost Allocation
Cost Allocation
Cost Allocation
Cost Allocation
Costs
Division Costs Divisions
Office
Allocation
as of
as of
as of
as of
through
through through
Costs through
through
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999
August 31 1999 August 31 1999
August 31 1999
August 31 1999
Mayor & City Commission
0%
9%
3%
0%
0%
2%
2%
2%
City Manager's Office (Incl. Agenda Office)
0%
0%
20%
0%
0%
1%
1%
1%
NET Administrator
3%
3%
3%
2%
0%
32% 2%
2%
Asset Management
0%
0%
0%
00/0
0%
0%
0%
o
Management & Budget
0%
0%
2%
0%
0%
0%
0%
/o
Building & Zoning
3%
0%
4%
1%
0%
2%
2%
2%
City Attorney's Office
0%
0%
1%
1%
0%
0%
0%
0%
City Clerk's Office
0%
0%
0%
0%
0%
0%
0%
0%
Civil Service Board
0%
0%
3%
0%
0%
0%
0%
0%
Community Development
1%
0%
6%
2%
0%
1%
1%
1%
Conferences, Conventions & Public Facilities
1%
3%
1%
1%
1%
1%
1%
1%
Downtown Development Authority
0%
0%
0%
0%
0%
0%
0%
0%
Equal Opportunity / Diversity Program
0%
0%
0%
0%
0%
0%
0%
00/0
Finance Department
0%
0%
7%
1%
0%
1%
1%
10/0
Fire Rescue
5%
0%
17%
21%
4%
38% 6%
6%
6%
Hearing Boards
0%
0%
0%
0%
0%
0%
0%
0%
Human Resources
0%
0%
3%
0%
0%
0%
0%
00/0
Information Technology
0%
0%
0%
0%
0%
0%
0%
0%
Internal Audit
0%
0%
0%
0%
0%
0%
0%
0%
International Trade Board
0%
0%
0%
0%
0%
0%
0%
0%
Labor Relations
0%
0%
0%
0%
0%
0%
0%
0%
Media Relations
0%
0%
0%
0%
0%
0%
0%
0%
Parks & Recreation
4%
800/0
3%
1%
10%
10% 18%
18%
18%
Planning
0%
0%
2%
0%
0%
0%
0%
0%
Police
77%
0%
17%
68%
4%
39%
39%
39%
Purchasing
0%
0%
3%
0%
0%
0%
0%
o
Public Works
3%
2%
1%
1%
8%
4%
40X
o
Real Estate & Economic Development
0%
0%
0%
0%
0%
0%
0%
0%
Risk Management
0%
0%
1%
0%
0%
0%
00/0
0%
Solid Waste
2%
1%
2%
1%
72%
20% 21%
21%
21%
Totals
100%
100%
100%
100%
100%
100% 100%
100%1
100%
Any amounts not greater than 4/1 Oths of 1 percent are presented here at 0%.
GSA costs were distributed to each department as an overhead charge.
Submitted into the public
record in connection with
item on 9
Walter Foeman
City Clerk
N1 n A- F: -
�tY -I
IL SCOSsed►
GSACostNIocagonB
Page 1 Sheet6
Submitted into the pu
record in connection
item � on
' Walter Foeman
City Clerk
Sheetl/08/1999 11:58 AM
GSACostAllocationB �V`31J
Page 1
City of Miami
Cost Allocation of Department of General Services Administration Expenditures
Fleet Division -Project No. 503001
-Light
Department
Light Fleet
%
FY 98/99
%
No. of Cars
Costs
as of
through
August 31, 1999
August 31, 1999
Mayor & City Commission
1
0.09%
$3,100.80
0.0900
City Manager's Office (Including Agenda Offi
1
0.09%
$3,100.80
0.09%
NET Administrator
38
3.35%
$117,830.41
3.35%
Asset Management
2
0.18%
$6,201.60
0.18%
Management & Budget
2
0.18%
$6,201.60
0.18%
IBuilding & Zoning
33
2.91%
$102,326.41
2.91%
City Attorney's Office
2
0.18%
$6,201.60
0.18%
City Clerk's Office
0.00%
$0.00
0.00%
Civil Service Board
0.00%
$0.00
0.00%
Community Development
7
0.62%
$21,705.60
0.62%
Conferences, Conventions & Public Facilities
12
1.06%
$37,209.60
1.06%
Downtown Development Authority
0.00%
$0.00
0.00%
Equal Opportunity / Diversity Program
1
0.09%1
$3,100.80
0.09%
Finance Department
Fire Rescue
General Services Administration
51
0.00%
4.50%
$0.00
$158,140.81
0.00%
4.50%
Hearing Boards
2
0.18%
$6,201.60
0.18%
Human Resources
0.00%
$0.00
0.00%
Information Technology
4
0.35%
$12,403.20
0.35%
Internal Audit
3
0.26%
$9,302.40
0.26%
Intemational Trade Board
0.00%
$0.00
0.00%
Labor Relations
0.00%
$0.00
0.00%
Media Relations
0.00%
$0.00
0.00%
Parks & Recreation
42
3.71%
$130,233.61
3.71%
Planning
4
0.35%
$12,403.20
0.35%
Police
872
76.96%
$2,703,897.76
76.96%
Purchasing
0.00%
$0.00
0.00%
Public Works
31
2.74%
$96,124.81
2.74%
Real Estate & Economic Development
3
0.26%
$9,302.40
0.26%
Risk Management
1
0.09%
$3,100.80
0.09%
Solid Waste
21
1.85%
$65,116.80
1.85%
Totals
1133
100.00%1
$3,513,206.61
100.00%
$3,513206.61
1
General Services Administration
16
1.39%
$48,921.94
1.39%
GSACostAllocationB �V`31J
Page 1
Submitted into the pu" ' ^.
record in connection
item 9C2 on �I -�-
Walter Foeman
Sheet2 1T/08/1999 11:58 AM
Ity Ulew
City of Miami
Cost Allocation of Department of General Services Administration Expenditures .
Property Maintenence Division -Pro ect No. 504000
epartment
Work Orders
%
FY 98/99
%
October 1, 1998
Costs
through
through
September 1, 1999
August 31, 1999
ayor & City Commission
264
8.87%
$129,836.88
8.87%
ity Manager's Office (Including Agenda Office)
0.00%
$0.00
0.00%
ET Administrator
95
3.19%
$46,721.60
3.19%
sset Management
0.00%
$0.00
0.00%
anagement & Budget
0.00%
$0.00
0.00%
uilding & Zoning
Ii
0.00%
$0.00
0.00%
ty Attorney's Office
0.00%
$0.00
0.00%
ty Clerk's Office
0.00%
$0.00
0.00%
vil Service Board
0.00%
$0.00
0.00%
mmunity Development
0.00%
$0.00
0.00%
onferences, Conventions & Public Facilities
101
3.39%
$49,672.44
3.39%
owntown Development Authority
0
0.00%
$0.00
0.00%
qual Opportunity / Diversity Program
0.00%
$0.00
I 0.00%
inance Department
6
0.20%
$2,950.84
0.20%
ire Rescue
11
0.37%
$5,409.87
0.37%
eneral Services Administration
earing Boards
0.00%
$0.00
0.00%
uman Resources
0.00%
$0.00
0.00%
ormation Technology
0.00%
$0.00
0.00%
Internal Audit
0.00%
$0.00
0.00%
ternational Trade Board
0.00%
$0.00
0.00%
abor Relations
0.00%
$0.00
0.00%
Media Relations
0.00%
$0.00
0.00%
arks & Recreation
23881
80.24%
$1,174,433.57
80.24%
lanning
1
0.00%
$0.00
.0.00%
Police
11
0.37%
$5,409.87
0.37%
urchasing
0.00%
$0.00
0.00%
ublic Works
59
1.98%
$29,016.57
1.98%
eal Estate & Economic Development
0
0.00%
$0.00
0.00%
'sk Management
0.00%
$0.00
0.00%
olid Waste
41
1.38%
$20,164.06
1.38%
otals 1
2976100.00%
$1,463,615.71
1100.00%
$1,463,615.71
eneral Services Administration
283
8.68%
$127,095.20
■
GSACostAllocationB
All, � -
Y® 0 v
Esc )sseok
Page 2
Submitted into the pl hlic
record in connection
item on
Walter Foeman
Sheet3o/08/1999 11:58 AM
IGSACostAUocationB
1J� SC�SSao�
Page 3
r�;f�
City of Miami
Cost Allocation of Department of General Services Administration Expenditures
Print Shop / Gra hits Division - Project N6.505000
Uep-a-iiime-nt
Costs from
%
FY 98/99
%
October 30, 1998
Costs
through
through
July 31, 1999
August 31, 1999
ayor & City Commission
$22,099.00
3.36%
$19,672.48
3.36%
I'ty Manager's Office (Incl Agenda Office & SP&
$128,503.00
19.55%
$114,393.06
19.55%
RET Administrator
$20,789.00
3.16%
$.18,506.32
3.16%
Management
$2,106.00
0.32%
$1,874.76
0.32%
lasset
anagement & Budget
$12,391.00
1.89%1
$11,030.44
1 1.89%
Building & Zoning
$26,073.00
3.97%
$23,210.12
3.97%
Sty Attorney's Office
$3,498.00
0.53%
$3,113.91
0.53%
ty Clerk's Office
$3,132.00
0.48%
$2,788.10
0.48%
Civil Service Board
$22,874.00
3.48%
$20,362.38
3.48%
mmunity Development
$38,131.00
5.80%1
$33,944.12
5.80%
references, Conventions & Public Facilities
$8,245.00
1.25%1
$7,339.68
1.25%
Downtown Development Authority
0.00%
$0.00
0.00%
Uual Op ortunity/Diversity Program/Prof Compl
$88.00
0.01%
$78.34
0.01%
ance Department
$45,674.00
6.95%
$40,658.88
6.95%
e Rescue
$111,430.00
16.95%
$99,194.71
16.95%
Ineral
Services Administration
lTBaring
Boards
$1,390.00
0.21%
$1,237.37
0.21%
an Resources
$20,190.00
3.07%
$17,973.09
3.07%
Formation
Technology
$282.00
0.04%
$251.04
0.04%
Internal Audit
$979.00
0.15%
$871.50
0.15%
ernational Trade Board
0.00%
$0.00
0.00%
bor Relations
$289.00
0.04%
$257.27
0.04%
Media Relations
$534.00
0.08%
$475.37
0.08%
s & Recreation
$21,134.00
3.22%
$18,813.44
3.22%
Xiing
$10,301.00
1.57%
$9,169.93
1.57%
Police
$113,236.00
17.23%
$100,802.41
17.23%
chasing
$19,890.00
3.03%
$17,706.03
3.03%
blic Works
$5,850.00
0.89%
$5,207.66
0.89%
Estate & Economic Development
0.00%
$0.00
0.00%
Ial
ask
Management
$4,173.00
0.63%
$3,714.79
0.63%
STlid Waste
$14,031.00
2.13%
$12,490.36
2.13%
totals
$657,312.00
100.00%
$585,137.54
100.00%
neral Services Administration
$2,510.00
0.38%
$2,225.90
0.38%
IGSACostAUocationB
1J� SC�SSao�
Page 3
r�;f�
Sheet4 608/1999 11:58 AM
Submitted into the public
record in connection .with
item on --L-12Lal
1 waiter Foeman
City Clerk
GSACostAllocationB
L
t*SWSSej
Page 4
City of Miami
Cost Allocation of Department of General Services Administration Expenditures
Communications Division -Project No. 506000
Department
Sum
%
FY 98/99
%
of
Costs
Charges
through
'
Mayor & City Commission
City Manager's Office (Including Agenda Office)
0.00%
0.00%
August 31, 1999
$0.00
$0.00
0.00%
0.00%
NET Administrator
$54,887.21
1.52%
$10,158.81
1.52%
Asset Management
0.00%
$0.00
0.00%
Management & Budget
0.00%
$0.00
0.000
Building & Zoning
$26,765.83
0.74%
$4,953.9.6
2.73%
City Attorney's Office
$24,644.06
0.68%
$4,561.25
0.68%
City Clerk's Office
0.00%
$0.00
0.00%
Civil Service Board
0.00%
$0.00
0.000
Community Development
$69,331.20
1.92%
$12,832.18
1.92%
Conferences, Conventions & Public Facilities
$22,772.30
0.63%
$4,214.82
0.63%
Downtown Development Authority
0.00%1
$0.00
0.00%
Equal Opportunity / Diversity Program
0.00%1
$0.00 1
0.00%
Finance Department
$43,262.91
1.20%I
$8,007.32 ,
1.20%
Fire Rescue
$764,801.74
21.14%
$141,553.48
18.14%
General Services Administration
Hearing Boards
$14,835.37
0.41%1
$2,745.81
0.41%
Human Resources
0.00%1
$0.00
0.00%
Information Technology
0.00%
$0.00
0.00%
Internal Audit
0.00%
$0.00
0.00%
International Trade Board
0.00%
$0.00
0.00%
Labor Relations
0.00%
$0.00
0.00%
Ji Media Relations
$15,181.53
0.42%
$2,809.88
0.420o
& Recreation
$29,902.99
0.83%
$5,534.60
0.83%
:Parks
Planning
0.00%
$0.00
0.00%
Police
$2,476,796.21
68.46%
$458,418.31
68.46%
Purchasing
0.00%
$0.00
0.00%
Public Works
$37,371.27
1.03%
$6,916.87
1.03%
Real Estate & Economic Development
0.00%
$0.00
0.00%
Risk Management
0.00%
$0.00
0.00%
Solid Waste
$37,335.31
1.03%1$6,910.21
2.03%
Totals
$3,617,887.93 1100.00%
$669,617.49
100.00%
General Services Administration
1
0.00%1
$0.00 1
0.00%
Submitted into the public
record in connection .with
item on --L-12Lal
1 waiter Foeman
City Clerk
GSACostAllocationB
L
t*SWSSej
Page 4
Sheets 08/1999 11:58 AM
item �)-U on �O--2
Walter Foeman GSACostAllocationB R�®
City Clerk
ky Page 5
1II-CX-SA SN&
City of Miami
Cost Allocation of De artment of General Services Administration Expenditures
Hmy Fleet Division - Project No. 509000
Department
Heavy Fleet
%
FY 98/99
%
No. of Vehicles
Costs
as of
through
August 31,1999
Au st 31, 1999
Mayor &City Commission
0.00%
0.00%
City Manager's Office (Including Agenda Office)
0.00%
0.00%
Administrator
0.00%
0.00%
iNET
Asset Management
0.00%
0.00%
Management & Budget
0.00%1
0.00%
Building & Zoning
0.00%1
0.00%
City Attorney's Office
0.00%1
0.00%
City Clerk's Office
0.00%
0.00%
Civil Service Board
0.00%
0.00%
Community Development
0.00%
0.00%
Conferences, Conventions & Public Facilities
4
0.77%
$18,453.98
0.77%
Downtown Development Authority
0.00%1---0.00%
Equal Opportunity / Diversity Program
0.00%10.00%
Finance Department
0.00%1
0.00%
Fire Rescue (+$97,735 for fuel)
24
4.48%
$107,214.20
4.48%
General Services Administration
Hearing Boards
0.00%
0.00%
Human Resources
0.00%
0.00%
Information Technology
0.00%
0.00%
Internal Audit
0.00%
0.00%
International Trade Board
0.00%
0.00%
Labor Relations
0.00%
0.00%
Media Relations
0.00%
0.00%
Parks & Recreation
54
10.40%
$249,128.79
10.40%
Planning
0.00%
0.00%
Police
23
4.43%
$106,110.41
4.43%
Purchasing
0.00%
0.00%
Public Works
40
7.70%
$184,539.85
7.70%
Real Estate & Economic Development
0.00%j
0.00%
Risk Management
0.00%1
0.00%
Solid Waste
374.3129
72.22%
$1,730,400.84
72.22%
$2,395,848.08
Totals
519.3129100.00%
$2,395,848.08
100.00%
General Services Administration
171
3.17%
$75,943.39
3.17%
($0.00)
$2,395,848.08
Submitted into the Dublic
rpcord-in connprtinnit
$0.00
item �)-U on �O--2
Walter Foeman GSACostAllocationB R�®
City Clerk
ky Page 5
1II-CX-SA SN&
0
G.S.A.
1999-2000
FISCAL YEAR
BUDGET
OVERVIEW
Submitted into the public
record in connection with
item .Q_ on �!.-,1,17-0 a
Walter Foeman
v sct Sc� City Clerk
t�' `; � j1\
o f
X i stra
0
= - m= m m m m
cal
0
CD cp
0
0
a 3
0
Q.0
O
0 =
m 0
CD
0
-n
CD
CD
cr
CI)
t�' `; � j1\
o f
X i stra
0
= - m= m m m m
cal
0
r,N
$16,000;0 �Orr
Yi` 1
$14,000,000'
$129000,000
$10,000,000 -
d
$8,000,000 -
$69000,000 -
y $490009000 -
$2,0009000 -
_ 'A $0
' rt V)
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J �
A. W (� cr
Y 20
■FY'99�; r
Y91 DO u
j f :a 0 Dept'
,736,036
Personnel
Expenses
$1
Operat
Expenses
tlay
Diff. $1,960,184 I
$13,727,792
,767,608
Total
v
Tota
Building
Maintenance
9.0 35
Director's
Office
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0 q
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ications
0
ivision
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0
250
OF
)l
FY
195
FY
'98
FY FY
'99 '00
uni
'Office
= m m m m= =
tory
%s -Ion
io,
adg: c, the ad
Co
0
0 Cr
a
CLCD
13
0
0
0 z
40
= 0
-n
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= CD
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195
FY
'98
FY FY
'99 '00
uni
'Office
= m m m m= =
tory
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6
31
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40
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35.
34
12
11
141
130
0
•tR Y v:'�'. t Y� 3 �' � Y��J i jj�
4 U
i , Oji f
a.
}} .V .ositlon
i p tTtT��
�%ri as ,
rtt
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---------------------------- LN
V 40
AA
W
10 11 12 10 2
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w==0
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CD
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$900,000
$750,000
$600,000
$450,000
V. $300,000
$150,000
$0
tk
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Al
ionS
ti
t,xjllt 'Rik,
.2.
al
v�r10.
NMI,
07
.............
4,p 81,r.
FY'98 FY 199 woo
FY 196 FY,99 FY'00 R k.
Request
Budget Budget Suggested
(1) Assistant Director $56,292
Training & Travel $27,500
Facility Security $17,849
.',�
� � r i ' ' t� Ott i ^(11 \��5+�4��A�il�7 ,��ir �r•Y��s�E �
1 �t�� r• r '� 3d �� AS �� ,r.�i }€tP g +�''�ar } t�� �-
� �_ ,tt,
� }€ tr � r� 1
erty :�{'i �r'� �� (� �{� ;- -t� ,
1tt ce
t � '
tt t i. fat 7S �� 2 t.�4£ it
au.
+ rf,a6_'eslj f + -
�
Diff. $1,146,21'6>��j�,
Positions
�"#%"j lkF t)f ifi tt�f$*FS1u �+
6 t<�'��,s�cl.1kiri.r-.. Nk i ,I'iit#r' r'` �rr'7 y.�t r kk
$49000,000 ,t Y�3 X20 , f;'fi , c ,r,ht
ti tt$3,011,621 60~ ori}t �j it 52
$3 000 000 ' r ` 50
t. , fr;t A li 1.
> > i}r ,�€@@1,t7J ��8w0wj
5 T`
>
,t€, ,,1 865>
4�'� 40`35
L
$21000,000
t i
30
r 4
�► $120002000 i 20
r r
:crt+ r i s, . ;;.
FY'95 Budget FY'99 Budget
FY'98 F'99 FY '00
i rX
Request
. x '
(17) Positions: (2) Electricians, r
Carpenter, Maint. Mech. Supv.,
(2) Masons, Painter, (2) Laborer I, As
CD 0 Plumber Supv., HVAC Supv. $458,31
a J Repair & Maint. Outside $123,063
CD
o CL Materials & Supplies $83,024
0 New Equipment $355,000
CD
i
o m
r o 'a
�B 9. 2
L_
(D CD
00 Er
4.
�D CL
CD
CL
X00
L_CIOD
0
=r
CD
0
ID
cr
m m
ept.
'ayroll B
Non -Pa mII 0 ArgD A
;
JLJL6 U rn%;;L
Id
6.88
1,200,7
ty
(D CD
00 Er
4.
�D CL
CD
CL
X00
L_CIOD
0
=r
CD
0
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cr
m m
ept.
'ayroll B
Non -Pa mII 0 ArgD A
;
JLJL6 U rn%;;L
Id
6.88
1,200,7
$0.411 SF
$556,654
FY'00 BOMA
Dept. Intr.
Request
m m m m m W m
[aintenace
.on
►1di ;nes *n rs an Managers
S 0
S cl
ion (BOAM)
0
E
'ty.Mntenance
l'U' '' ' ` , �; rs� 2
A/C Mechanic
A/C Mechanic Supv.
6
Carpenter
Carpenter Supv.
I
Electrician
8
Laborer
Maintenance Mech.
Maint. Mech. Hlpr.
Maint. Mech. Supv.
Mason
0
Painter
9
Plumber
4
Plumber Supv.
1
���
0 Er
0
g 3
0
�CD
CL
0
0
�0 =30
(9
0
3
CD
J
0
0
CD
'ty.Mntenance
l'U' '' ' ` , �; rs� 2
0
6
2
A
8
1
0
9
4
4
1
1
2
0
1
0
46
30
18
3
M= M r M= i
fest Comparison
1
1
1
2
2
1
1
17
•r
\Cpridnfly liave one A/C
Sign Med�gffl for every
Sr yT
fiyi,nr' }56,21y7 SF,rtiofA/C space
f
A �rY2000 proposed SF
;.. .
crea th two new
Qsitions shall allow
fQone A/C Mechanic for
every 173,162 SF
•
%111!
$3v000100 . 0
$2,500,000
$2, 000, 000
ll
$1 500,000
�$110001000
C Ulf
$500,000
$0
FY'96 FY'99
Budget Budget
Omm.w,�.
-*Diff. $2115521:
(1) Comm. Repair Worker ,$24,516 I
,
�1) Communications Technician $29 841
0
CD
0Er Repair & Maint. Outside $49,475
CD Training & Travel $66,750
CL
0 Overtime $22,253
0 M
0
CD 0
CD
-n 10
0
0 CD
M® M M M M M
1PIft: N'i ;pp:
'`N'`'''3`
itionsQs
15
FY'99 FY'99
FYI()O
Rx"est
0
ra
4
r -t
�• CD
a
ammoa�
m
CD
_n
,�
S s
ro
-0
IN=
J Q
3 0
m ® m m m m m
Local
overnment
•
vo
$210
$180-
ip
$150
$120
$90
$60
$30
$0
S:
O cr
c=�
®�
= O
0
0CD
R-
N
J�a
(70
■ ■ m ■ ■ ■ ■
ins
'jZk, i a• ri "� � ai13
rola Ha ios
C e hep alY`s�
41 N
'.�'�i�'1?"�J{' int � �,`j�`7` � ��! ��j•�`�. � y'
��� f t��� ,�y ■ W4.
In_
r�1, tf; z itis, a �j�'r`�z.
k . F.;.�� Januar
L, t ''W i •(/�
ii'W � g ! ;bfEc ati a[ of -4
Februar ' �R
ixv�y
MD. 6 2 rlo
a • N
i
n
Cost $1
rrom
f
h ouh
u` 9
2.21
402,090
i.
i 1 j
,otoro a now charges $295
per radio.
Average Cost ' ,t
■ �, in s $214�577.79
Per Repair g
n
•
Total 3,651
CD
3 0
NiQ
r e�
a,nage,,h,
t
gg-p
��qq yyYYpp�z a�
■ Heavy Euipment
El Maintenance Equipment
■ Light Fleet Vehicles
CL
pment
■ Heavy�rEqulpment
'4 Solid
W
aste 134 Units:
{4 $S �, {l
x' aintenanc•
q 1pment,
s. ➢d 4 {:
f � is �1Vorks
t. 1Par 1erations
i{
rht
',,k ri•'�t � s +fRtJ 3' ii'� F,? �tk ce ,298 vehicles
C]
�1_�
He
^13341"` Diff. $2445990
$4,500,000
Budget
$3,297.
$3,000,000
a $1,500,000
c!
$0. 0 rr
FY'95 FY'99
• Budget Budget Su
g� ,
' 1
`h
(4) Positions: (2) H.E. Mech., H.E.
Laborer I $965239
Motor Fuel $ 299705
Repair & Maint. Outside $70,825
Tires & Tubes $7,151
Replacement Equipment $12,000
Overtime $23,121
M M M M M M M
Positions
VI
$3,542,214f 39
40 36,\ .
530 35-
30-,
25
20
®Ell
�
r at �a
YLj
S3 �•
jt
F� FY '98 FY '99 FY 100
Request
submitted into the
record in Public
connection with
item Vic, on 27,
Walter Foeman
City Clerk
7?
TI
Li
Diff. $219 35
r'D
5,787
$4,808,03
$610.1,06660 Budget
id
3
$,497 ,5
$4,000,000
$2,000,000
$
C 0FY'95 FY'99
Budget Budget
(1) Service Writer $22,23
CD
0 Cr (3) Temps $91,290 S.
CD CD Repair/Maint. Outside $24,450
0
0 Overtime $49,925
0 =3
0
CD Rent Equip. Outside $11,95 5
0 CD
n
0 Motor Fuel $10,792
C-)
40
30
20
Positions
X
40 41
•
34
FY'98 FY'99 FY'00
Request
100
8
V, 0
CIS
60
40
M M
Leet M
Equipment to Mechanics Ratio
0 Miami El Hialeah
N Coral Gables 0 Broward Cnty.
El Miami -Dade 0 Pinellas Cn by.,
M M M M M M M
arison
MECHS.
20
T.
•
3)651
CD
0 Cr
0 0 CL
HIALEAH
ECD
0S,
0
o
16
=0
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OC/
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item-2CL
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Walter Foeman
City Clerk
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Submitted into the public
record in connection with
Item czL, on --
Walter Foeman
City Clerk
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Submitted into the public: ■ GSA Facility Repairs
record in connection with
el
item :2cj—on 41
Walter Foeman
City Clerk
N'll
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$450,000
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$150,000
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Five Year Needs $2
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■ City -Wide Air Conditio
S, FY '99 $84.1 000
Five Year Needs $620.00
CD
3 VON GSA Roof Replacement FY Needs $135000
■ Other Projects: GSA Sec urit &
y Control, Graphic
E� 0 Reproduction Technology Upgrades
GSA Facility Parking and
Bay Expansion.
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E
GSA
OPERATIONAL
PLAN
REVISED
APRIL 2000
l��scussPd�
Submitted into the public
record in connection with
item on ' "o
Walter Foeman.
�.�� City Cleric
C
' GENERAL SERVICES ADMINISTRATION
OPERATIONAL PLAN
' REVISED: APRIL 2000
11
1
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Function
General Services Administration of the City of Miami is the department responsible for
maintaining critical components of other City Departments, who deliver important
services to our citizens. General Services Administration or GSA has a budgeted
strength of 142. It is comprised of four major divisions, which include Fleet
Management, Property Maintenance, Graphic Reproductions, and Communications. All
of these divisions report to the Office of the Director of GSA.
Director's Office: The Director's Office handles all of the administrative functions of the
department including the budget and contracts management.
Fleet Division: The Fleet Division is divided into two sections Heavy and Light Fleet.
The Heavy Fleet section handles the mechanical maintenance of all heavy equipment
throughout the city. The Light Fleet section handles the mechanical maintenance of all
citywide vehicles.
Communications': The Communications Division handles the pagers, radios, and all
technical equipment for Fire and Police ,as well as other city departments. Their main
function is to service and repair technical equipment citywide.
Property Maintenance Division: The Property Maintenance Division is responsible for
plumbing, electrical, painting and general repairs to most city buildings and other city
properties.
Graphics Division: The Graphics Division handles duplicating services, printing needs,
and the Mail Room. The Mail Room is the main source for incoming and outgoing inter-
office mail citywide.
Page 1 of 10
b'�s�u,5sec�►
Submitted into the public
record in connection �with
item— on
Walter Foeman
City Clerk
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The City adopt a replacement schedule to have our entire inventory of Type I
radios replaced during the next four (4) years. There are approximately 1,600
Type I radios in use Citywide.
Ordinances, laws, and any other federal, state and local requirements that
apply
OSHA, EPA, DERM Regulations and City of Miami Code Section 2-326 — 2-328.
Resources
This section describes the resources available to GSA.
FY99 Budget $11,826,179.00 Revised FY'99 Budget
Current Number of Staff Full time budgeted positions 14
9 Temporary
Workload
Division, Description, Quantity
Division
Volume of Work per Month
Property Maintenance Division
299 work orders completed
Graphics Reproduction Division
862,280 Impressions* produced
Communications Division:
152 Motorola hand-held radios repaired in-
house
Fleet Management
835 Heavy Equipment Requests for Service
17 Heavy Equipment Preventative
Maintenance completed
1251 Light Fleet Requests for Service
67 Light Fleet Preventative Maintenance
"Impressions are defined as imprints or marks made on either side of paper.
into the public
Suhrnitted with
record in connection
-R �on
1 Page 2 of 10 item . Walter Foeman
�,���� City Clerk
1 0 0
u
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Using the Strengths, Weaknesses, Opportunities and Threats (SWOT)
methodology, this section provides an environmental assessment for this
Department.
Strengths
■ Good Core Group of Employees
The Department of General Services Administration has a good core
group of employees that, when provided the proper tools, training and
opportunities, can perform a wide variety of tasks in a timely, efficient
and professional manner.
■ Emergencies Handled in a Timely and Professional Manner
Each and every day, the Department of General Services
Administration faces numerous challenges that are time critical,
sensitive or urgent. Our dedicated employees consistently rise to
these challenges and resolve these emergencies in a timely and
efficient manner.
■ Key Customers Indicate Improving Services
■ New Computer System
A new computerized system network to other City departments has increased
t our ability to get more work done in less time. It also provides us with the
platform needed to introduce new work management systems.
Submitted into the public
record in connection with
item 2- o
b' Walter Foernan
Page 3 of 10 City Clerk�rsc�•�edl. ���.;ay...
According to.our latest citywide survey, the majority of our key
customers have seen improvements in the services we deliver. This
is encouraging as we strive to reach new and unparalleled levels of
service.
■ Utilizing Limited Resources to Achieve Maximum Results
Over the years, the Department of General Services Administration
has been hit hard in the reduction of personnel, money and
resources. Yet, through it all, our personnel continue to achieve
results that exceed acceptable standards and obtain maximum
results.
■ New Computer System
A new computerized system network to other City departments has increased
t our ability to get more work done in less time. It also provides us with the
platform needed to introduce new work management systems.
Submitted into the public
record in connection with
item 2- o
b' Walter Foernan
Page 3 of 10 City Clerk�rsc�•�edl. ���.;ay...
0 - 0
■ Acquisition of New Equipment
The purchase of new equipment in each of the divisions has allowed GSA to
expand on its capabilities and deliver services more effectively.
■ Improved Employee Training
There has been an overall increase in the amount of training available to GSA
employees. Ongoing skills assessment and follow-up training has been
incorporated in the operational plan.
Weaknesses
■ Crisis Mode Operation
Due to the lack of capital improvement funding throughout the City, our
department is forced to operate in a crisis mode. The worn-out city
infrastructure puts a considerable burden on our department and results
in numerous crises. This method of operation makes it difficult to
function proactively and adequately plan for the future.
■ Lack of Computerized Work Order Systems of other GSA Divisions - Other
Than Fleet
With the loss of all of our computerized work order systems (except for the Fleet
Management System installed in 1999) due to Y2K issues, an attempt was made to
adopt the Fleet Management System to other GSA divisions. This has proven to be
a dismal failure.
■ Services Infrastructure Problem with City Facilities
The properties including buildings, radio systems and vehicles monitored by GSA
continue to deteriorate due to age and a lack of preventive maintenance in the past
several years. This has dramatically impacted on GSA workload and our ability to
rapidly respond to our customer needs. This tends to frustrate GSA employees.
■ Condition and Size of GSA Facilities
As with other city facilities GSA building s are showing serious signs of
deterioration. In addition the physical space available to GSA has been reduced y
almost 50% in the last several years. This is despite the fact that the overall work
load has increased.
e0�
Page 4 of 10
Submitted into the public
record one with
u o .'U1
to
Walter Foernan
City Clerk
Opportunities
1 ■ Establish a Qualifier Program in Property Maintenance
' This will allow us to pull permits in all of the major building trades and insure
compliance with building codes.
' ■ Revenue Producing
Provide some maintenance and support functions to smaller municipalities,
' i.e., Fleet Maintenance, Radio Communications.
' ■ Acquisition of New Equipment
The purchase of new equipment in both Light Fleet and Heavy
Equipment Garage shall reduce operating repair costs and downtime to
the user department.
1
■ Establish and Improve Pro -Active Maintenance Program
This shall ensure maximum life cycle for equipment and reduce repair cost
'
and downtime.
Threats
■ Privatization
' While the outsourcing of some operations and maintenance tasks have
been successfully implemented, talk of wholesale outsourcing is a threat
to employee morale, and can result in reduced productivity and less
efficiency.
■ Human Resources
' Civil Service Rules and Regulations place constraints on management's
ability to hire and maintain the highest quality workers, in some
instances.
' ■ Budget Reductions
With the City's ongoing struggle with needed revenue the possibility of budget
treductions remain in the background.
' Submitted into the public
record in connection with
2 item 20 on_ -ILLI -Go
' :Page 5 of 10 falter Foeman
City Clerk
�... _
•
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■ Deteriorating Infrastructure & Equipment
As our equipment and buildings become older, greater expense is
required to repair and maintain them. Without a sound systematic
program to replace equipment and infrastructure on a regular schedule,
operating cost will continue to increase.
To be the most professional and efficient department in the City striving for 100%
customer satisfaction and reaching new unparalleled levels of services.
Providing services and support to the City with P.R.I.D.E. -- Professionalism,
Responsibility, Integrity, Dedication and Excellence.
'��SCt�SSed
Page 6 of 10
Submitted into the public
record in connection with
item ,Nj on`� 27'SP
Walter Foeman
City Clerk
The project goals selected for GSA over the next year and a half address three critical
areas including use of technology, increased training, and maximizing use of existing
GSA facilities.
High Priority Project
Criterion
1. Identify, Assess, Acquire and
Better information for decision making,
utilize work management
performance measurement and inventory
systems for GSA divisions
control.
including PM, GR and
Communications.
'
2. Aggressively pursue on-going
technical and administrative
More qualified work force.
training for all GSA
staff/employees in order to
keep up with today's demands
with regards to the
'
maintenance and repairs of
equipment used for public
services, i.e., Police, Fire
Sanitation/Solid Waste, Public
'
Works, Public Facilities and
Parks Operations.
3. Maximize the use of existing
Improveproductivity & proficiency.
'
GSA Facilities through a
combination of use of impact
fee's, Capital money, and
efficient use of existing space;.
Submitted into the public
record in connection with
'
2 Page 7 of 10 item
�lalter Foe n ��SCv�SS
.gas.. City Ci Clerk,
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High Priority Projectsand Action Plan,
continued
Project 1 Description: Identify, Assess, Acquire and
utilize work management systems for GSA divisions
Length of Time
including Property Maintenance, Graphic Reproductions
Required in
and Communications.
Months
Action Plan // Steps required:
1. Research data of existing work order systems and
2 months
see how it would impact and if it would be
compatible with our existing system
2. Preparing the bid specifications and bid package
2 months
3. Forward the bid package to the prospective bidder(s)
1 month
4. Perform the specification evaluation for the bidder(s)
1 month
which responded
5. Prepare documentation for bid package acceptance
2 months
and award of said bid to go before the City
Commission
6. Implementation of work order and inventory control
2 months
system
Project 2 Description: Aggressively pursue on-going
technical and administrative training for all GSA
Length of Time
staff/employees in order to keep up with today's
Required in
demands with regards to the maintenance and repairs
Months
of equipment used for public services, i.e., Police, Fire
Sanitation/Solid Waste, Public Works, Public Facilities
and Parks Operations.
Action Plan // Steps required:
1. Assess the overall mechanical and administrative
aptitude of all GSA personnel, including Automotive,
2-3 months
Communication's and Building Maintenance.
2. Follow up with specific areas of training in order to
increase the Department's capabilities and ensure
that the employees ascertain th maximum certification
1-2 months
in their respective fields.
(Continued Next Page)
r
1�i�usSed
Submitted Into the public
Page 8 of 10 record in connection with
item �J on "tom
Walter Foeman
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Submitted into the public
record in connection with
04
v item ® on X11
Page 9 of 10 Walter Foeman
t>i sms5ed
City Clerk
certification in their respective fields. (See Next Page)
3.
Ensure that when the above are completed,
Ongoing
personnel continue to attend refresher courses,
conferences, seminars, and any relevant training to
maintain the highest level of efficiency.
Project 3 Description: Maximize the use of existing GSA
Length of Time
Facilities through a combination of use of impact fee's,
Required in
Capital money, and efficient use of existing space.
Months
Action Plan %/ Ste.ps required:
1.
Identify areas of need.
2 months
2.
Complete plans for expansion of existing facilities.
6 months
3.
Bid out projects.
2 months
4.
Identify funding and submit legislation for
2 months
Commission approval.
5.
Complete work as planned.
4-6 months
Submitted into the public
record in connection with
04
v item ® on X11
Page 9 of 10 Walter Foeman
t>i sms5ed
City Clerk
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The Balanced Score Card approach allows us to select performance measures
that balance four different perspectives of performance. In the table below, the
four different perspectives are defined, and the measures for the Department
are outlined.
Operational Efficiency Measures:
Customer Service Measures: How is
Does it cost too much or take too long
our service perceived by the customer?
to complete work?
■ Improve response time to work
■ Downtime for equipment and
orders both emergency and non
facilities in need of repair.
emergency.
■ Cost analysis by division for
■ Conduct customer satisfaction
selected work performed.
surveys.
Mission Accomplishment
Innovation and Learning Measures:
Measures: Is our work yielding the
Are we able to learn and grow as a
desired outcomes and results?
department?
■ Increase in the number of vehicles,
■ Continue an Employee Recognition
facilities, and work orders completed
program.
per employee.
■ Assess all employees for strengths
■ Enhance variable workspace for
and weaknesses and provide
greater efficiency and effectiveness.
individually tailored training for all
employees.
�SCu,�Sed
Page 10 of 10
Submitted into the public
record in connection with
item on! l - "
Walter Foeman
a City Clerk