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Item #05 - Discussion Item
TO: Howard V. Gary CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM DATE: September 1.0, 1981 FILE: Lan. D/D.1 City Manager SUBJECT: Transmital of RAB Report: Building and Zoning _ Inspections Department REFERENCES: FROM: Manohar S. Surana, Nr. r Director of Managemen . Budget ENCLOSURES: Attached is the Resource Allocation and Budgeting (RAB) Report of the "Administrative Support Division, Puildinq and Zoning Inspections Depart - merit. This report was prepared by the oPeration,s Analysis Division as one of two pilot projects conducted in consultation with Booz, Allen and Hamilton, Inc. As a component of the RAB methodology, an operations review was conducted -which revealed the following conclusions: The Adminisi.rative Support Division is a hybrid organization, princi- _ pally providing operational as opposed to administrative services. Several areas cf activity were identified where innovative or modified 3� organization or improved work methods would result in greater work y. and/or cost efficiencies. A cost savings of $320,284 was identified (p.38) for the first year, as vlell as significant improvements in service to the public. This cost savings consists of a one-time savings of $178100s ofrS59e2871 asa elimination result the microfilm backlog, an annual recurring sav of the implementation of the recommended methoo improvements, and a savings HEE of $82,992 as a result of the el imination of CETA positions. The major improvements are listed with their associated savings as follows: NEW 1. Departmental Reorganization $ 43,391 2. Excess Telephone Removal 4,238 11,658* 3. Contracted Current Microfilm 4. Contracted Microfilm Backlog 182,992* 5. CETA Savings Total Savings ; As a result of the operations review, a work measurement phase em � ployiin4 = industrial engineering and management analysis techniques was conducted which provided data for work standards, identification of service levels, and calculations of required staffing. ment sstehas To further enhance ranagement control, a maaeffcientpyrandgeffectmvely — been developed to provide 'Feedback on how (-� services are being provided, and if service goals are being met. I loc k forward to the opportunity of discussing this report with you. Savings reflected; in FY ` 82 Budget:. 11 11 . 11 I - I � 1, 111-11-�'' -1 I-, - *(4" i1 1�';-"1-1`'�1".1i ";�.��-";�- 7--,'. 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S .�'" t t: , .• n t �x t, t d H 't �� �,{, t §bbk -AL " �A `tON 'ANb� DUDGHTINO A PORT. � � � �f "-''�,'-'S,''`,":-I�."t-,'"'",'"1�.�Uu'�-"-�,'"L"",� , ,'1-�`t:�,-�_"",�1��ii,ff�-�l,_ - -..��'- �!!I'�.,.1'0i'�Ta;'��i'�R-,� i'1ii-l��i1.""`,� ��---.,"�'-1��-1��""��,'-?�� ,i---"-i,j�I'".1-�'1n,.'-i-1,�I'',"-",,>--:i."--' -'.,'�'-, ,�--"t-'-*'" i -,,,� u' ,� , s �. t y a`{'t� s, T r r fi k 1 - ) . ] a t � ��� it z i a - t� y y s� �Ya r! 1 i wY�,ai t x Er z U �.w �' �t }s rtt `��� '` `THE` ADMINISTRATIVE SUPPORT ,.' t L :r t t J.S.._. f V '-,�,1.��-.'-,I�',-`�':-�*"�4-n"A ,�,?1"'1: �.."--.'''--, ,-"�.-"�','-� �,I--.-�!- "i ,!'-i1' ��,.��,, �'�-,,�-�"-'-,',�t�;:�,ir,"M�z'�i�*�k�.�"" ,�i��--1����', l '-�,',*-1""e ,',,���,,��i�,--i-i"".�'.��'�"��',,,"",�,"�"-,,41-��,-!i..'"3''1"'!","�", �","�',,,,��" �.�,","�-"�!'5".'ill'��..".-"'�.',"""'.�1--'.-I-1�i,'- '"1.r'",-"�ii,-"i�i�,��.'-,' �-"L�1i�1'�'r�`" ',�,� '.-��:.11."- - F"�-'.-"�1'.,��,�r,-t",,,,2�"'--�,'i"�-�!�',;'t-�-��.,.,���''-"1 ,'���.--�';11-1�,��,'����-.'-"�-.,,.-"�f.,���'--�1,-, .�,",4,��"R''�hI�'t,"�1,"I'll,',���- "" ��"'"'"�"'- �1'--",";Ii-i;�"!.. '1-i---"-."l�.'"11,,,!g�,'J", ��-i I'"�--,,,i,,"-....,-l�,,�".``�c. ,� I' , '--" -i'.A".,;�",,-t'I�A,",!�".�,�-",. �1,�1si. -,5",�'"-EJ�J"1-�'�p.,�t�',�""",'A1R-,�,�, 4��'l"�, �"� '�'��,., ,.'-��' i,Y't,t-�%I,,7 , � J ,�';�,i,. -,,-'i. .,"I'.,-,11.-"�l"I'"-.l""1�,�-A,".�.','�-,�!,".-,-�rl�,,- -l�i�,,'-," ",'' --, -..? -,","-"""","� -*,I,,' , '."',,�I"',�"',.,"l �. -,"�'.'""'�'''.i',- '�-�-'�, �ll�-�--"�,","� ,,i,;,*', -�" ,"�1 ��,,.,'-.t"���.�',,, i; .-,"��."1" ��'" �-1-'�,' ,,�,,,.- ,',-,Li� :�,1" :�,'�,�,4,,"-�-,,..'"��i-"i,.-" ": 11., ,���','� DIVISION OF THE BUILDING r,' t� �s y rt ` x 1 t z i .�1 itii it ANO ZONING INSPECTIONS � t' �' ,"` �n t i r ! z ld i% t �. . t 2�. 7 k `$ DEPARTMENT "iI �`f) 4 d� r 7�' s t 1� �y§ t P gt s r , -: Y a t t �, ,. �1 ',, 4'f : 'k tt +�� `lt' E A t i Z l 1f .. t �h f y "f A jx 1 r�' l t 21; V �' '� 1 d; �! 1 ! f i ,9 t i i it - f7 i _ _ t i-[M :9 k5 T f i,'.� y ti7 �,� Y rt 2J 1 rt 1 , d - 1 f 1 _ I L F ct I '1 �t 1, 4 G� iF t� L ,+� rE t ! } '� t, t !�! tr 4� 1 _d ^�a t t 11 i-�+� .+ t d ' tom, i ��pt ,i { wtl s t 7r a ,, t 2 It ti t. r i 1 r t7 I d 4 -i `t t t n ttt L r g [af a 7 3 A y',, ! J �� 1 t C 4 r tt v A y a d - z Z s l t - x st! f r K! z; ' ' f� m ,� ty.- �. t. spt i t t i }� t yj� 4k S 4' r tia} Y It ; tt �� 7�`; �j r1 !�f k� S '� s� ! $1- rtt+9 iti a i istn w%yrS as �' t S + d?} }t } tit z S f r E' I f� , t E 4' �-tt i �Si x k Qfi ' r , r s ' 7 t ` rh. t r ¢ t' z �. - _ t t F t t ak.� P t o 5i '� k 3 i r C S d ! 7 rf7 [ f%.q .1 p i d 4 rh}gt t s'. 4 �'i p �1 Yd >t 4,� C 1 ty of M 1 a1111 t, l f c rid av tp t z �4 _. ti .t�� '�t `,,,� �� �� t r Department of Managenent and Budget _�� ilia J i}'' sr are r ��K �l�itt �t rr ��w i.ry Manohar S. Surana Director 3 r7 rf �, s, r s t �E3`�� �� �'k t �� ,��t,` Operations Analysis Division" J` t s S j r 1 �� 9 4 n.�hE.�� , t� �, ���� t�! Frank R. May, Assistant Director t . 4 fi ,t a z 4 i �m shir ?. , iq-'.15, tI + li a�'t kx. 5 S N i p e 2+ lA r �'_t 7 r 5 x 4 a s i t �i ! s i N f } w .11 f i ii .ic_ .j i �, n•, .. .I I �11 o. T ''T A Rage aq Number tetto' of Transmittal Executive Suanary City Of Miami Resburce1I CHAPTER I. Background to the C Allocation and Budgeting SyStOM CHAPTER 11, Study Methodology Overyiew CPAPTEIV, k ' Methods Improvements CHAPTER:-! entation Strategy qY ---------------- T- ER�� h and Zoning` ildina and. CHAP The Future of RAB in the Building Inspections Department APPENDICES 1. Operational Flow Charts .......... . . . . . . . . . . . 2. Method Improvement Summaries 34 3. Employee Operations Lists 4. Time Standard ,Summaries 5. Calculations of Set Values 6. Calculations of Staffing t 7. Monthly Production Report 8. Trend Line Analyses 9. Orqanizational Charts fing 10. Salary Savings and Staf Requ,1 remen X�i 6 (-� SUMMAPY "The 90sbuece A116t&tibh and Budgeting (RAB) study hat examined the various Administrative and permit issuing activities of the Adr1inistra. tiVe Support Division, Initially, an operations review conducted through informal work observations, interviews, and examinations of department records provided the necessary background data, and formed the basis for services. Several areas of activity were identified where innovative or modified organization or improved work methods would result in greater r work and/or cost efficiencies. k_6st savings of $320,284 p. 38) for the first year, was identified as well as significant improvements in service to the public. This co st savings consists of a one-time savings of $178,005 for the elimination of the microfilm backlog, an annual recurring savings of $59,287 as a result of the implementation of the recommended method improvements, and a savings of $82,992 as a result of the elimination of CETA positions. lie Methods improvements are as follows: the Department (P, . . . . . . . . . . . . A reorganization of 2) A redistribution of the work load A) A Human Resources Department personnel t A' & Cli fiH (PO 23). 4)-i, eq i re, _ t Contractual services for current Microfilming �(P. 24) c r IP e 6 Contractual M' 'Ofi MIh s,Mckl6q�,(O icr' d r f computer M �.W�, lhe::,comp o a . . . . . . . . . . system, for,T�06rml mplementation lv,2T tions (P. 30 Streamlining of the telephone system (P,, Es Adjustment of the cashier's schedule (P6 '32) ......... ......... ision the Departmental rules and re a u 1 ati on 9- ev of identified. facilities Re -arrangement of physical of Detailed recommendations and implementation schedules the of each above methods improvements are stated in the report. gj tA"i, In the "Examination of Miami's Resource Allocation System:" dated October 20, 1980, it was stated that the "development and implementation of a C� resource allocation system, utilizing reliable cost and performance standard sis essential to the City's efforts to. cope with its financial , future in an intelligent, informed manner." These reportsProposed osed that the City of Miami train a team of City analysts p to design and implement a RAB System specific to the Miami environment. ENT ANALYSTS WERE TRAINED TO DESIGN AND IMPLEMENT; MIAMI'S_AB 1: CITY MANAGEMENT ` SYSTEM The City Com mission directed, at their meeting of December 189, 1980 that a RAB System be established. The Department of Management and Budget then began staffing a team of analysts whose responsibility it was to desiqn and implement an RAB System City-wide over an extended period of time. By April 7, 1981, nine management analysts had been selected by the City for work as RAB analysts. conducted classroom and field training from April 7, 1981 Boaz, Allen c _ _._ _ 2 0 C. 7t- .1 Ali 2. The pilot projects were, in parts a continuation of RAB analyst training these two gained from the information q kn stressed that However s it should projects is significant and useful. The pilot projects offer an objectives pragmatic view of the services provided by the Department of Building and Zoning Inspections and the Department of Parks. t project Conducted within the The remainder of this rep brt details the pilb and Zoning. Subsequent chapters address the:, Department of Buildings recommendations, and methodology of the analysis, findings and conclusions, recommend a strategy for implementing RAB within the Department of Building and Zoning Inspections. . . . . . . . . . . . . . . A .......... .............. . . . . . . . . . . . . . , R�` ... ....... 5,. . .... (0 (A STUDY MEfHODOLO Y this chapter presents a discussion 0 the overall methodology used in analyzing the office operations functions performed by the Department of Building and Zoning. The overall methodology is a combination of industrial engineering and management analysis techniques for assessing organizational effectiveness and efficiency. The various techniques used in this study correspond to the major RAB training components discussed in the previous chapter. They include: Conducting an operations review Identifying work methods improvements Methods employed in individual operations Equipment used 9 Work duties of Department employee Documents received and prepared Y Storage requirements .q or station manning requirement Staffing x t , + 3t3 , M (_401 (0 Certificate of Use Occupancy Activities a Process new and renewal iT N, Follow-up activities a Secretarial Activities Invoicing Report preparation Inspector scheduling j, _,a. Follow-up activities Administrative Functions Z Personnel Financial ...................... Supervisory fun Key punch St Append i t on the m NOTE Explanations of these elements appear 4. 26 IDENTIFYING WORK METHODS IMPROVEMENTS was made to identify improvements Following the Operations Review, an effort Informal work observation, interviews, and flow charts in work methods. the Operations Review phase were used to assess such developed during considerations as: were meeting work requirements efficiently and Whether existing methods effectively was outdated or inneedof constant repair Whether equipment used basic work methods were uniform across the Division The extent to which Reported/observed problems or bottlenecks in work flow. 7 The Work Methods improvement phase was an ongoing study task that lasted thoughout the pilot project. Appendix # 2 provides work methods improvements Summar ies documented during this pilot project. 3, IMPLEMENTING TECHNIQUES TO CONDUCT WORK MEASUREMENT " At the core of the RAB System is the work standard (or work measure), Essentially, a work standard is the time required by an average worker to complete a task(s), working at a normal pace, under typical conditions, using a prescribed method(s). The industrial engineering techniques used to develop such a standard are referred to as work measurement. It is important to note that work standards are working averages, and as such are subject to change. Indeed, work standards should be routinely updated as a part of good management practices. Time ladder reporting, verified through random moment work sampling and continuous time studies, was the technique used to develop the work standards for the office operations activities analyzed in this project. Time Ladder reporting is a time study technique in which employees record their daily activities at six minute intervals in various productive and non -productive categories. Random Moment Work Sampling is,an industrial engineering technique based on statistical theories of probability sampling. In essence, these theories hold that the portion of time individuals spend on defined activities can accurately be determined by making a sufficient number of random observations of the individual's work. This technique was used as an idle/busy work sampling verification of the employee generated time ladder data. PP VM C.� C40\ RAB analysts made 24,462 observations of office operations' employees to 4.1,e +tjnn+v days of time ladders which employees completed during the 1 �'. Appendix # 4.xi 9 tk V I In addition to the work standards for unique activities, a simplified data 3 collection instrument was prepared. This instrument is called a SET, or Summarizcd Estimated Time values. SETs are a time value representing the combined time for one or more related work measures. In establishing the SET, RAB Analysts followed these general procedures: .' Initial identification of a Reporting Unit. A reporting unit was chosen as a single event representing the performance of one cycle of a r. SET. Calculation of the annual total of production units for each of the related work measures. Determination of the relationship or ratio of each production unit toiu'} 5 the selected reporting unit.' Calculation of the SET value per reporting :unit based on theseratids� The SETS developed for the Microfilm operation, the Certificate of Use i function, the Cashier activity and the Secretarial functions are presented in Appendix # 5. i The SETs enable the analysts and the department to determine accurately the costs for providing a given level of service and allow management to track and compare production and expenditure. They are the tools with which management can control resources more effectively. 5. IDENTIFYING SERVICE LEVELS AND CALCULATING STAFFING Once work standards and SETs were developed, current service levels had to be identified for all units produced. The analysts assigned to this project 10 C� Departmental records and supervisory estimates to identify the utilized level/work load forecast for FY 'Si: the annual work Departmental service load forecast is: ` Service Level Activity _ .. 22, 570 Permits 4,514 � Plans' 4 4 , 1,440 , Record Searches I 5 aM1 i 5y868 Plan Walk Throughs Certificate of Use New it's , Certificate of Use -Renewal 32,000 35,916 n Documents to Validate 41,328 tk Inspector Scheduling Permits for Key Punch/Verifidation 225570 f -UPS 92,064 Secretarial Follow 72 Monthly Inspector's Reports 7,068 Secretarial Invoices Microfilm Plans (6 pictures) 27,084 Microfilm Permits (2 slides) 45,140 { , of the ongoing RAE z outinel updated NOTE: Forecasts should be r y as part System. the time standards provided the Identification of this work load and use of of 'staffing requirements. To determine the annual basis for the calculation employee attendance records were reviewed to staff hours available, number of days per year each employee spent on determine the average Employee lea ve averaged 210 hours per employee per .year. , authorized leave. D rD a J. X D -a a X i Generally, the formulae used to calculate the staffing need is! (A) Standard Hours Per Unit X Work Load = Annual Staff Hourseui'6d a� (g) Annual Staff Hours Required - Annual Staff Hours Availab a personnel Required j The Calculation of Staffing for each mai6r activity is illustrated in A ny ' dix # 6, 6►_ DEVELOPING WORK SCHEDULING AND MANAGEMENT REPORTING 1 Work standards, SETS, staffing estimates, and annual work load are important } tools for implementing the RAB System. Efficient and effective operations require regular feedback and control of work performance and expenditures. Proper work scheduling and management reporting are critical components of i the RAB System. A management reporting system is a means by which supervisors and managers receive regular feedback on how efficiently and , effectively services are being provided. For this phase of the pilot project, RAB analysts reviewed existing Departmental production reports to determine suitability for management control of the RAB developed standards. At this time, the existing reports appear to have value and may be continued. To further enhance management control, the RAB analysts have designed a report entitled "Monthly Production Report" (Appendix # 7).' This report identifies employee production performance in providing services and tracks production for each major activity with the incorporation of standard hourly production unit measures to determine if service aoals are being met. (Instructions for completion and distribution plus a completed sample report are illustrated in Appendix # 7.) 1 ^. C C the Operations Analysis Division (OAD) of the Department of Management and C� Budget will ' g provide continual technical assistance in the implementation and monitoring of the management reporting system. (.Since conditions are not statics periodic reviews of the standards and related SETs will be under. taken to ensure their accuracy.) OAD will provide assistance in analyzing the results. It will be necessary for OAD to receive regular feedback from the Department of Building and Zoning Inspections on the effectiveness of the reporting systems. Further feedback from Building and Zoning Inspections to Management and Budget is necessary for the monitoring of budget expenditures. Production and workload will be matched with quarterly budget reports. Required modifications will -be reflected in the following year's annual budget. ;L� . INKING PERFORMANCE MEASURES TO THE BUDGETING PROCESS Once work standards (performance measures) and SETs were established and an output reporting mechanism prepared, work began on linking performance measures to the budgeting process. The linkage for the Administrative Support Division is based on the work load forecasts and work standards. For budget linkage and budget preparation, work load forecasts based on trends and historical data will be prepared by the Building and Zoning Inspections Department and verified by OAD. These will identify the staffing needs and their associated costs. For example, if the annual volume of permits trend indicates a decrease of 25 per cent, one less permit counter employee would be required, two-thirds less microfilm employees, etc. Since in the example, one-third of an 13 employee's time would not be retained, one-third of a normal work day may be freed by the key-punch operator to take over the one-third work day need of the microfilm section. It is important to realize that many work activities 14 structures in the City. In addition to administering zoning ordinances and l regulations, the department conducts buildinq, mechanical, electrical, zoning, plumbing, landscaping, environmental and energy conservation { inspections. The Department has three Divisions and one program office. Explanations of and respective functions are: y a Director's Office - this division is responsible for interpreting codes and ordinances, determinina the general policy of the department, setting the work priorities, reviewing the progress of work assignments • and verifying the accounting for permit fees received. Inspections Division - this division is comprised of the followinq five sections: Structural, Electrical, Plumbing, Mechanical (including elevators, boilers, gas• installation and air conditioning), and Environmental (including zoning and codes compliance). The primary function of this division is the enforcement of the South Florida Building Code and other applicable codes such as the City of Miami- 15 GW �Av Comprehensive Zoning Ordinance, The Inspections Division reviews all a comprehensive building code with the right to delegate this authority to agents and assignees. No other official is specifically required. In the (_-V To accomplish these tasks, the Division has been assigned the hllbwing, twenty-one (21) positions: I Administrative Assistant 1 Assistant Director 1 Building Inspector 1 4 Clerk I I Clerk 11 1 Clerk III 4 Secretary 1 . . . . . . . . . . . . . . . . . . 55 Typist Clerk I 1 Typist Clerk II . . . . . . . . . . tZ I Typist Clerk III M 1 Zoning Inspector I 21 Total Twenty (20) of these positions are funded through a*General Fund FY '80-81 allocation. One (1) Typist Clerk I is funded by Community Development funds. Twelve (12) CETA positions were assigned to the Division. How- xt ever, funding for the CETA positions ceased June 12, 1981. The Assistant Director is funded through the Director's Office, and the Building and Zoning Inspector I's are funded through the Inspections Division. The Building and Zoning Inspectors work at the Permit Counter. One supervises the Permit function and the other reviews permit applications for zoning code compliance. (See organization chart Appendix 9.) M fD CL IV, METHODS IMPROVEMENTS Ohd of the principal goals of the RAB study was to develop, toomtood, andl promote ways of making operations more efficient and eTTeCT.1Ve ILDFUUY 20 The "t, aresponsiblity for the preparation and management of the departs Mends budget..." appears to be the only administrative function in this statement. In addition, the administrative functions of personnel and financial control ere also performed, although not stated in the budget. The other functions specifically listed in the budget document are not 1, administrative, but operational and closely related to the functions of the Inspections Division. The work authorized by a permit for any significant construction, modification, or change of usage must be inspected by f specialized inspector(s) to approve the final result in accordance with the — j appropriate provisions of the South Florida Building Code, as well as City of Miami's Fire and Zoning regulations. The separation of the permit issuance function from the inspection function has created an awkward operation. Supervision of the permit counter clerical staff is (s accomplished by a Building Inspector I assigned to the permit counter from the Inspections Division and supervision of the clerical staff assigned to the various inspection sections on the second floor is directly accomplished by the section chiefs. Furthermore, the purely administrative functions which include computerized data processing, procedural analysis and workflow studies, revenue and fee schedule review and necessary modifications based on cost control, purchasing control, preparation of performance reports and analysis as related to departmental goals and objectives, budget preparation, payroll, safety programs, coordination of personnel functions, affect the entire Department and thus could be administered from the Director's Office. — This premise is the basis fora proposed reorganization of the Bui;ldinq and _ Zoning, Inspections Department. 21 It is not only logical to remove the operational functions from the Admihs (40 istrative Support Services Division and to place them in the Inspections Division, but doing so would also result in qreater operational efficieh- l3 ci+es and generate significant savings (see Appendix #10). f} It is recommended that the Department be re -structured with only two is Divisions., (1) A Director's Office; and, (2) an Inspections Division, The Director's Office should administer the Department and facilitate its Operation through the various support functions listed above. The reorganization coupled with the calculation of staffing needs (Appendix #6) based on the work measurement process, decreases staff requirements for the i analyzed functions, by two staff members. It is apparent that a consoli- dation of functions as indicated will decrease the need for division management personnel. The calculation is included in Appendix # 10. 4 2. REDISTRIBUTION OF WORK LOAD Although the scope of this RAB pilot project did not include work ",measure- ment of the Assistant Director for Administrative Support, it did include . measurement of the two filled administrative positions, an Administrative Assistant I and Typist Clerk II. While the analysts were able to obtain only a few production units to establish standards for administration, observations indicated: =' 1) Activities related to personnel management require only 30% of time of one employee.. It has been noted that the termination of CETA program departmental participants leaves staff at 67 General Fund employees and 6 other funded employees. Assuming that each of the 73 positions has one personnel document generated during each fiscal year in addition to normal attenaance reporting, confirms the staffing estimate of 30% of one employee's time. 22 (-,A Key punch and Verification roquries only 53% of the time of One employee. Reconc:l i ation of the cashier's daily report reqviet 7% of the time of one employee. Miscellaneous duties such as bad check follow-up, monthly rePOr etc., constitute the remaining time of one employee. During initial interviews, the Administrative Assistant 1 stated that 45% to 50% of the work day was spent in supervision. The Work distribution chart completed by that employee indicated 27.5% in supervision. However, time ladders completed by the employee indicated 11.5% supervision. All financial and administrative functions can be consolidated under one position, an Accountant II in the Office of the Director. Additional functions such as revenue projections, budget preparation/monitoring and purchasing can also be assigned to this position. The shifting of microfilm supervision to the Permits Supervisor will release 11.25% of the time from the current Administrative Assistant. The administrative typing, filing and other clerical duties can be performed by the Typist/Clerk II (or such other grade as determined by personnel audit) recommended *kn nffira of the nirpctor. 23 i "It is possible that a change of classifications may be requried for aMY position as a result of organi2ational revisions, or other changes which would move the duties, skills and responsiblities required out of the :45 range of the classification to which the position is alloated. The areas in this division for a potential classification audit are: E r Clerical Support to Inspectors With minor exceptions the respohsi- ik bilities of the six clerical ass4r.ments to the Building, Zoning, Mechanical, Demolition, Plumbing, and Electrical sections are similar, Yet, the first four clerical assignments are classified as Secretary II's and the other two are classified as Typist Clerk I's, The rationale behind this discrepancy appears to be an effort by the Building and Zoning Department to downgrade these positions to the Typist Clerk I level as they become vacant. However, a concern exists relating to the appropriateness and effectiveness of the Typist Clerk I classification. l Permit Counter -- The duties observed and reported by the Clerk - appear more similar to Clerk II work specifications. a{ The recommended personnel audit will produce a more effective and prod'i�c tive work force and may result in additional cost savings. 4. CONTRACTUAL SERVICES FOR CURRENT MICROFILMING REQUIREMENTS The staffing calculation for current microfilm activities, based on work measurement techniques, requires three full-time staff members. This is a staffing increase of two positions. Prior to June 12, 1981, the microfilm section was heavily staffed by CETA participants. An option to consider is contracting for microfilm services for the current workload in lieu of. hiring two additional staff members. 24 C�. Costs for the service are calculated at $8,141 per year. is as follows. G* Condition tm- 7-1 n-, o peeat i V e Serial No. Description V 018883 NO Bruning Microfiche 1610627 1600 NB Jacket Reader 1609166 1600 NB Jacket Reader 1609729 1600 NB Jacket Reader 3500393 3500 NB Jacket Reader 408720 Bell & Howell Microfiche Jacket Printers 478774 Bell & Howell Microfiche Jacket Processor 68045 Bell & Howell File Master III (Film Processor) 168213 16MM Bell & Howell Cameras 1900 35MM Itek Camera 4178D TD Macbeth Densidometer 00215 C 3M (Filmac 200) Printer ........... 626 -000387 334 Xerox Microfiche Not available 334 Xerox Microfiche 0k gtir tt TO =3 Q. -1. X UZ *0 I 5. CONTRACTUAL SERVICES TO ELIMINATE MICROFILM RECORD BACKLOG Chapter 119 of the Florida Statues establishes control over the disposal of public records by the Division of Archives, History and Records Management of the Florida Department of State. That State Department responded to the Department of Building and Zoning's request for astis- tance in establishing retention times as follows: 27 gated on the work standards for microfilm developed as a result of this RAB study, 41,427 staff hours would be necessary to Process the unfilmed t and file the filmed backlog. The backlog and 1,716 hours to jacke calculation of the staff hours necessary is: Microfilm Plans Pictures 120t000 0,000 Plans X b 8,904 hours 120,000 X .0742 (Std. Hours/Unit) ............. . . . . . . . . ilm Documents Microf 170,000 85,000 Tax Cards X Z Pictures 638,000 319,000 Permits X 2 pictures M8, 00 TOTAL 808,000 X .04025 (Std. Hours/Unit) 32,523 hours Jacket and File Filmed Backlog ... ................ r0_T7Sili ...... . . .. 00 mages to Jacket and File Tf _ 1,716 hours 1800 .02 (Std. Hour/Unit) X 85 As an alternative method, telephone quotes were requested from local cost to microfilm these records. microfilm service agencies on time and and one firm for other one firm for plans The best mix appears to utilize elimination. outside the time for backlog documents. This will decrease contractors both estimate four to six months for project completion and f. offer free pick-up and delivery service. s. �:J C4 `th Filing at the end of the process by Divisional Staff will be re4uired Or the backlog. this special protect would reouire 608 staff hours i`� filing. (1,013,800 records at .0006 hours to file one record) _1 Follcwing are the estimated contractual costs for rnicrofil�ii�� Plans (Xerox Corp,) 20,000 Plans = 120,000 Pictures at 24�/ea. $28,800 Jacket and Label at 75� per jacket (60 per, jacket) 1,072 Duplicate Roll (2,500 on roll at $9) _ 432 TOTAL 3034 r Permits (Miami Microfilm) �0 Permits = 638,000 Pictures at $19 per 1,000 filmed $120122 25t per jacket,' approximately 55 images per fiche 2,900 Duplicate Roll - approximately 2,400 pictures per roll at $6.50 per roll = 266 rolls at $6.50 1, 729 TOTAL 316,751 Tax Records (Miami Microfilm) ,000 ands X 2 = 170,000 pictures at $19 per 1,000 filmed " $ 3,230 Jacket = 3,091 at 25t 773 Duplicate = 71 rolls at $6.50 462 TOTAL RECORDS Rolls Already Filmed 3 rolls = 85,800 images Costs 35t per jacket when already filmed 55 images per fiche = 1,560 jackets at 35 „ V 546 ._.� r is p r TOTAL COST - CONTRACTORS" Plans (Xerox Corp.) 't'�;, $30,304 Permits (Miami Microfilm) � � 16,751 _.,. Tax Records (Miami Microfilm) 4,465 Filmed Rolls '. 546 TOTAL COST OF CONTRACTUAL MICROFILMING OF�BACKIOC Wel 30 Prom the observations and measurements of the various clerical activities, it is concluded that implementation of the system would make the operations of the Department considerably more efficient, anticipated benefits, � at the previously mentioned, are realized, was estimated at Theintital Cos I t of software, hardware, and installation 11 11I One $28j500 in 1980. However, inflation may have increased this figure. 0 1 f I the cost factors of the system could be reduced by transferring unused ilable, located at other City locations or underused terminals, if ava rather than purchasing manner could I obtained in this m them, Each terminal save approximately $3,200 in the implementation process. M conversions and systems, As a result of City priorities for other computer co the implementation of the proposed system has not been scheduled to begin. w cost of the software involved, the However, in view of the relatively 10 Citadministration should review the proposal which could result in, y upgrading the priority alloted to this system. 7. STREAMLINING THE TELEPHONE S S _TE M has eighty-eight single line tel I e- The Department of Building and Zoning k"+nn sets and one touchmatic call director button 4 +*-"mani's Tour six - none "a 0 or a total of ninety-three telephone instruments. The authorized Depart fthree ment personnel strength is seventy-three. Some of these seventy- p ositions are recommended for. deletion n this report. positions are also intentionallyheld vacant to accumulate salary savings. ents should be removed to effect an fifteen telephone instrum At a minimum, T initiate this improvement, all immediate savings (see DeI0Wj- - counter except the Zoning line should instruments located under the permit CO 31 be removed: There are three other instruments in that area which are under process requiring permit customers to wait for permit validation. The following chart reflects the average permit counter volume which eventually alidation process. The volume was recorded. reaches the cashier for the v.. for ten days to obtain the listed averages. Hours 'FT 9-10 10-11 11-12 r 12-1 1-2 2-3 3-4 4-5 s Volume 7A A a CL J. • X With the measured high volume in the hours from 8 A.M. +hwnji rh i b M greater efficiency in service to the public can be effected through an adjustment in the cashier's reconciliation process. A Departmental employee must carry the deposit to the Treasury Management Division each day. A late afternoon reconciliation is recommended. The messenger time as indicated on the Calculation of Staffing (Appendix # 6) is available in the Certificate of Use clerical section. Delivery of the Treasury deposit through release of the employee approximately forty-five minutes before that employee's regularly scheduled departure time would decrease the work time necessary for this activity. 9. REVISION Or DEPARTMENTAL RULES AND REGULATIONS In 1978, the Department of Building and Zoning submitted a copy of their ( Rules and Regulations to the Civil Service Board. A review of these regulations by RAB analysts reveals the following rules and regulations which are currently not being observed: "Hours of work are from 8:00 A.M. to 5:00 P.M. with one (1) hour for lunch, or, in the case of Divisions where personnel are authorized to leave at 4:30 P.M., working hours vary inasmuch as those employes will take only a 30-minute lunch break. If the workload allows, there will be two (2) 15-minute breaks --one in the A.iM. and one in the P.M. This time will not be taken together with the lunch break or be used to justify early departure at the end of the day." There were observations of employees scheduled to begin work at 8:30 A.M. "All employees in the secretarial pool are required to fill in for one another in the event of absences, in accordance with the memorandum dated April 10, 1978. Telephones must be answered. Should one ring and that particular secretary not be at her desk, then it is incumbent upon one of the other secretaries to answer, take a message or refer the call to the proper person or Division." "Each person working in the various Divisions of the Department of Building and Zoning are responsible for manning of the telephones, Telephones are to be answered as quickly as possible. They are a large part of our service to the public. As in the case of the tel thennes in is the secretarial pool, should a phone other than yours ring, up to whomever is available to answer, take a message or refer the call to the proper person or proper Division." "In order to efficiently use all the facilities of our new telephone system, we wish to remind all personnel that when they are away form their telephone at anytime, including includingecoffeefrom breaksoffice lunch the entire day, or any other time hour, their telephone calls are to be forwarded by dailina "Star(*) 2" and the number to which the calls are to be forwarded." "The Chief and Inspectors will forward itheir rdcalls cto the todivision secretary. The division secretary will another division when necessary to leave her desk. The arrangement below will n C 34 inhibiting recuirea LUIILu�� creating a located i . n an open area, freely accessible to anyone who passes, 0 with potential breach Of - rPOUired to 9 security. Permit applicants CLI e permit counter on the first floor to the plan checkers their plans from the second floor, which lengthens the time of the perm . it located on the se public is difficult, and'., o the microfilm area by the process. Access t in which the public should wait, causing*..*.,, -there is no specific area employees. Record cabinets are inconvenience to both the public and the inefficient use of space and difficult, improperly placed, resultinP in for the recommendation on,"d-, accessibility. These analyses form the basis rearrangements affect ies. These rearran. rearrangement of the physical facilities. . .. ... the first and the second floor. . 35 4 The Certificate of Use and occupancy (CUO) Zoning clerical sections ded that the Clerk w.rmnlcmpnt and depend on each other, tt is recommenI cn Personnel and financial records should be placed insiae an. office in the administration section. 36 (7� TOTAL COST _,SAVINGS discussed methods � C � The total cost savings and avoidance based 6n the improvements are: Classification audit 44,238 Reor a91 Departmental 9 nization/HRD 5238 Excess Telephone Removal (cost avoidance) 1 Contracted Current microfilm (one-time only) 178$005 Contracted Microfilm Backlog 82,992 CETA Savings 3_ 84 Total Estimated Savings i; k' Mi--,} t s Y 9i 1 l- ` discussion of methods improvements'found'by Thi=schapter has presen tad a i analysis procedures. , the'�Ag study _ a s i Y� yr f f i-s.. 1 i ,.i'.., 5 ... ,u 1 , _• �. .... .. ..,.. _.0 .. .? a. .t ... _f '.., . - (7 �s iMLMNI Afitt1N_ S%AY , me for "better managementus itu proV ides good RAR is really another na e and the orderly, economical working estimates of work performanc lable funding. RAB should be allocation of res ources based on avai id in thr ee months for the office operations activities in the mplemente Building and Zoning Inspections Department. initial implementation of the recommendations in this report should be •. 1981. As none of the recommendations require effected beginning October 1, many tasks to fully implement, all accepted recommendations could be 1g82, Although initial implementation of operational by January 1, the onsibility of the Building and Zoning recommendations is the resp be accomplished with tions Department, some tasks will ultimately Th e Inspec and approval . other City Departments' cooperation, assistance, and Zoning Inspection recommended implementation is listed by Building s responsibility, and by other City Departments' responsibility. The Departmen t of Building and Zoning Inspections shall: the Department into one Division under an eXp Reorganize ande Director's Office. 1, Form a task group wi th representatives from the Fire, Building and Zoning Insp ections, and Management and Budget Departments to effect an orderly transition. 2. Begin the reorganization by October 1981, with full imple men tation of recommendation by January 1, 1982. conciliation time effective October 1, 1981. Adjust cashier re and Treasury This allows for staff to schedule backup, lunches Management delivery. 39 Notices should be posted to inform contractor's of the hew closing time. . ebr nr enforce departmental rules and regulations, 5ollc1L UIUJ IVI ♦.V..... t iF a) Contract for current microfilm services. t oi for -the microfilm backlog. iy b) Contract Declare furniture and equipment as surplus. - The Buildinq and Vehicle Maintenance Department shah: in the physical movement of furniture and equipment. 1, Assist 2. Assist in the development of a waiting area. 40 'M ...r tr�ca�CTIO��S ()EpARTMENT _ OdLa , - -- - the cominu„ , multiple filing of similar C study the efficiency of project could also communi- sections. The and internal radio regular Southern Bell System s that tions system, the reg during this study, it appear ._._.-f nhservations made F,v the inspectors A study of the Inspections Division should yield method improvements beneficial not only to that section, but to the clerical and permit staff h; { �r 42 EWE, COO g-TY. cop PVT [14 Cop It ROLLS TA _'--__-_--__- . . .-"j ' ' =~ z`,.mu Flw/g� �' \^ �' i--- � `��_---------�------�---- &�w°�" ATJ ToTA,C ASS AkALM Jr.-qV,4rj(,(-27- OP NLO (6-RDE.- OF-'Ut(-:- 606- Fp LE OFF p A P L P bd ie 'TO CC-RTIF- _7 or ucc- STATi5TWAL RTS INSPECTORS Res PC 0 tj T 10 DEWCU CF-IN:10,tDt-- WIT14 o, A r4 r .4PPLI . ty PHOIJE i YES OgNAIL- . - _ _-- �_#=- ---_ _--____- YES OINC BE 7 5TA I L bEJE1)JL,E IES No LlG -------- yoo;,o c, 0 ri L&f/ L 1pa'2v E- R 0 p (IL- J?l f Te, 'IV -Ay sp, iJ �Ct;1.;1 AHo D FILt14 E,,?jF 0 P, PTC 6'110;1 4 RRA rJi C�,e-s WtTt+. ......... Pis ?i2f.70D AS REQVIPal -ro `l ML'I I r4o oo ti-t Ao T- .Zotj I tj C, Mp 0. Le. A?PLt-oAwr rjor- I COPS 10 .0 Ac-H pezvrl';-j sorrida OPIC-S 140 rJ coricc- P 14 ED T-7 WINS --4 .__ _. �. PICK-IJf�~ �—r. ____ - - -�-----._,_._..._ . --- .1_:_--._� ___- -- ---- --;-r-r-r-�—'—'•-?—r j' r�j 4 7 CI 1 1 ' qq _ i LbAtt - -- _ 40 u SLAG ----- _:--.— ' RteEIPr. APPLOAT100S — _ L -- - --- A? cliA `� ;I A TAL Y I' i'ta�L -- P1PP=iCAriGi� _ CALL. (+GP (t'rRttrTS _ ------- USC) - _- — - - p- - - —.—_. ._-• _�-- --' �r:RIFIeR- '• RERtrP �QeRrIF. Cf ciSt ..'-- -- _-�j�pOS►i _.: .._.'__•-- __.._•-------- ----- - TION Ieflrc- _._ iRr+Ir _- Newt ALS - - _. --- FOR HIC00FILM IN( •PERn IT I ?pNtnK� , _ - - - AN DAVITS _._ .— -- i U •-- — .. .--- �pRRECTjt:� - � �CDI'dFLIAn!!� -- .._ _. +��J°t I��'P1 _-• . _._.. --- - - _ - _ __ _— _ -- J�IRC+NttdEE� (rtilS.Dl�)1 FIN vl►�t .____. -- _--- — __ -- Spa HP VA L; DA I to[V _— •-------.----------- PERsc�11 tJo DtsrRt3Di r ._ Dh I-t f� j�ic���•� ---- - ----�_�_.:._... Lei MA L-1 -- PRt;�AlU _ ID -- - --• -= �,'- —.-.-- • ._._-_ _._---- - - ----.. � --- --- BCD urf No -- pISTR180r� "Cr`ED E.Q - ? ----•_ _- CR'b L1J ED- -- - AL Eb -- as Pro 1NSPEO10 - �EPOsti - T --- --- pr R r _ -_.___-_.--- ;-;— . _.— -- -- FILES E•11 s: r _ _..__._- _ ._ QED^ t pT.. _-r----�•-�-�_`_`_'"� _�._. _-._--� -- IA _ .�---- --. __._---- -. -• -•-- - •- - • ._- . _ -- �� o PEA_ _ --_ --�--- � �-•---,—=--=--=r-"- FINISH F �.l IM r 'It 01V W.P. fie. AkIL00 110 SYSTEM, 0 rD r....... At 'C000, 0 iq bA A eA 9 C 'D . AQ. CID%)VIC) . ... ... �Ir SCA g L414 c- - ARCH 0 Lb r-I IFILES- 'POR -to I ILM .... . ...... . p r, 0-, ALSO Vlellj I PLAN& r--j L 106 - - .-- -" I,— V. S r 7 eb .4 sc 0 Lb VI-c- - I L ...... REC E 1117 gum_ sm- 14 1 6-ri OLID • ---- _.— - SA flk rT t NCB. ._ . __-- _ _ -_ O !' - .� ... _ ---'—�__.:--=-,�-- _.----•�---•._---- _ flA C (1114 E7S +r--+�En1�-!` pf ly D RG-FILE -= - __`"r-__ `_`- p Fplc, I t4A vC Ly I P-1 L I F0 L I Ll f 7 SAC ��. � �' ` � � CL METHOD IMPROVEMENT SUMMARY Page 1 of 10 Division Administrative Support r—, Activity All — ll� Subject Re -orgy »atI on CURRENT PROCEDURE The primary functions of the Administra- tive Support Services Division are opera tional in nature and relate to the is- - ari, of permits and microfilming of documents Only a minor proportion of the total activity of the Division re- lates to the perforwance of administra- tive functions. Date June 25 1981 Analyst Cleary/Kahn RECOMMENDED PROCEDURE Place the purely administrative functions (two positions) into Director's Office. Shift issuance of permits and micro- filming to Inspections Division. Delete unnecesary administrative classifications and positions. SAVINGS IDENTIFIED imated salary savings for FY181 is aproximately $43,391 DEPARTMENTAL ACTION TAKEN Approved By L' Rejected Withdrawn by Analyst Planned Implementation Date 1:3 Held for Further Consideration Reason: Actual Implementation Date METHOD IMPROVEMENT SUMMARY Page r.2_ of j 00 _ Oats .funs `� 1c3R7 __ Division_ Administrative SUppOrt Analyst Cleary/Kahn Activity, Arlminictratinn Subject Redistribution of Workload - CURRENTPROCEDURE QUministrative functions at the non- mmananerlal level are performed b an Administrative Assistant I and Typist Clerk II. Observations indicate that the various jobs performed do not fully occupy the workin(1 day of these employees. RECOMMENDED P110CEDURE The administrative function should be assumed by an Accountant II. :j Shift some functions to other supervisor (i.e. microfilm to permit desk supervise ). Shift supervision of microfilm activities to Permit Supervisor. This redistributio of workload to be done in conjuction witfl the reorganization of the Department se Paa,e 1 of 10) . SAVINGS IDENTIFIED Please refer to appendix 10). $43,391 DEPARTMENTAL ACTION TAKEN C] Rejected Withdrawn by Analyst Approved By Planned Implementation Dace Held for Further Consideration Reason: Actual Implementation Date Appendix 2 METHOD IMPROVEMENT SUMMARY Page 3 of 10 ivi5ior5 Administrative Support gate June 259_ 1981 Activity All Analyst Cleary/Kahn Subject Job Classifications CURRENT PROCEDURE RECOMMENDED PROCEDURE The job classifications of the clerical A Human Resources Department audit of and secretarial personnel of the Division all clerical/secretarial positions to `- (Clerk I, II, Typist/Clerk I, II, more accurately match position activities] f Secretary II) frequently do not match with ob specifications. the requirements of the oflI cial City ofElm Miami Job specifications of the Job, I =_ • I I SAVINGS IDENTIFIED Not known at this time. However, it is believed that significant salary I, savin4s will be realized. DEPARTMENTAL ACTION TAKEN Approved By r Rejected Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation Date Reason: !4A L Appendix 2 METHOD IMPROVEMENT SUMMARY Page 4 of 10 Administrative Support Date June 25, 1981 Division Analyst Cl eary/Kahn Activity .„Pprmitys,rin$p �tion� Subject Microfilm CURRENT PROCEDURE RECOMMENDED PROCEDURE Microfilmin of current production is All microfilming should be contracted accomplished in-house. The personnel for b acceptable vendors. This costs for the two (2) additional expense is estimated at approximately employees required for this operation $8,141 per year. is projected at $19,799. SAVINGS IDENTIFIED Estimated at $11,658. Surplus equipment could be sold for a one-time revenue. DEPARTMENTAL ACTION TAKEN Approved By 0 Rejected C:i Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Reason: Actual Implementation Date Appendix 2 METHOD IMPROVEMENT SUMMARY Page 5 of 10 1981 Division Administrative Sun or{� t _ Anal June 2y/ ahn Activity Mi c,a^n f i 1 m Analyst Cleary/Kahn Subiect CURRENTPROCEDURE I_n-house microfilming of Departmental records indexes a backlog of tax cards, permits and plans (including jacketting) Personnel costs to the department for the completion of this backlog is estimated at $230,071. RECOMMENDED PROCEDURE Contract out .the microfilming and jacketting of the Departmental backlog of tax cards, permits and plans. The estimated cost is approximately $52,066. SAVINGS IDENTIFIED The difference between in-house project costs and contractual costs is estimated at approximately $178,005. DEPARTMENTAL ACTION TAKEN Approved By r' Rejected Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation Date Reason: (fr� f c/"'1 METHOD IMPROVEMENT SUMMARY Page 6 of 10 Division Administrative Support Date June 25, 1981 Activity permits/InSgeGtiOnS Analyst Cleary/Kahn Subject On-line Computer System CURRENTPROCEDURE RECOMMENDED PROCEDURE The invoicing for some features of the 'The entire permit/inspection function Mechanical Inspections Section is should be supported by an on-line produced on-line by a terminal available computer system. for use by the clerical staff attac e to this section. A proposal for this innovation was prepared by the Uepar men o ompu ers and Communications in 1980. Most of the conceptual analysis remains va i__� although inflation may have increased the associated costs. There may be sufficient unused or under used terminals in the City WMICTi—could be used for this project rather than purchasing them. SAVINGS IDENTIFIED Not known at this time. However, a more efficient billing and follow-up system should result in substantial savings. DEPARTMENTAL ACTION TAKEN Approved By r-; Rejected Withdrawn by Analyst Planned Implementation Date 1:3 Held for Further Consideration Reason: Actual Implementation Date cr_s Appendix Z METHOD IMPROVEMENT SUMMARY Page 7 0( 10 Division Administrative Support A81 nalyst Cleary/Kahn Activity All Subject Telephones CURRENT PROCEDURE i A single telephone number for the de art- ment is listed in Citv and Southern Bell directories, although several are avail- able and used for the various sections. Frequently, calls are passed to various unmanned stations (for inspectors who are out in the field) and are undlIswered until the main number is called again. There are several telephones at stations that are and probably ��ill remain _ J U 1111101 111" RECOMMENDED PROCEDURE Julti le listings of the 0e artmeWs numbers should be indicated in the Cif and Southern Bell directories. Specific numbers should be indicated on the various permits, notices, etc. Depart- mental procedures should be enforced (maximum six rings, back-up, and no passing of calls to inspectos who are r out of the building, etc.) Remove unused telephone instruments. SAVINGS IDENTIFIED I X Appendix 2 g METHOD IMPROt�MEN'� SI;�MI�►RY Page of 10 June 25, 1981 Dace eary a n Administrative Support Analyst Division Cashier Activity Subject 0e 0 Si t RECOMMENDED PROCEDURE CURRENT PROCEDURE Th� hier ca e is clohevolumeoperiod, which is normally a hi9 for about 15 to 30 minutes. F Close the cashier c lower volume per SAVINGS IDENTIFIED effici _ lic. TAKEN DEPARTMENTAL ACTION Analyst r, Rejected J withdrawn by Approved BY Held for Further Consideration Planned Implementation Date Reason: Actual Implementation Date Ll v.a ti Appendix 2 7 9 of 10 METMOD IMPROVr'M'NI SUM1AAiky Page — s Date June 25 1981 L Support— Analyst Cleary/Kahn Division Administrative Su t Activity 11 �e�gionsSubject Rules and ____.-- RECOMMENDED PROCEDURE CURRENTpROCEOURE Departmental Rules and Regulations state that working hours are from 8 A.M. to 5 p M. although some employees start %cork at 8:30 A.M. and others at 7 A.M. and 7:30 A.M. In regal to telephone procedures, the Rules and Regulations provide for cleri- cal staff to fill in for one anotherand hones must be an that all p procedure is not followed. AN If flexible work hours are considered advisable, then the Rules and Regulation should be revised to reflect this. Tel hone discipline should be 4--i nnani-.1 v enforced__� SAVINGS IDENTIFIED Plone; will rovide for a more efficient o eration DEPARTMENTAL ACTION TAKEN n b Analyst �Rejected �...� Withdraw Y Approved BY Held for Further Consideration Planned Implementation Date Reason: Actual Implementation Date �U_ w 14 i 1 METHOD IMPROVEMENT SUMMARY page 1p of Administrative Support Date June 25. 1981 Division Activity A11 Analyst Cleary/Kahn Subject R arran-aeMPn ^f Phvs1_ca1 Facilities CURRENT PROCEDURE RECOMMENOED PROCEDURE Persons requiring access to, or copies Establish a waitinq area for -persons of various permit related documents are requiring microfilm assistance. Relocate allowed to walk back into the microfilm microfilm clerk near front of office. section• d floor Relocate all CUO staff on secon UO activities are located on two floors. Relocate trio plan checkers to the first All plan checkers are located on 2nd floord floor. Iministrative personnel are located on irst floor. Relocate the administrative personnel to second floor. SAVINGS IDENTIFIED DEPARTMENTAL ACTION TAKt1N Approved By ! ] Rejected u Withdrawn by Analyst Planned Implementation Date_ 0 Held for Further Consideration Reason: Actual Implementation Date Appendix 3 (44 EMPLOYEE Ir CSP PATION8 LIST < 5J 12/81 EMPLOYEE Various , �i'19fON/ACTIVITY Permit POSITION Various � k z r .! iF CODE OPERATION PRODUCTION UNIT i P-M Permit mailed in Permit P-P Applicant to Cashier Permit P-MISC Misc. Permit Activity P-OK Plan Approval Plan Approved S -Supervision P-TS Permit - Telephone Suspense Call Permit ND Notarize Documents Documents Notarized MISC Miscellaneous T Telephone GR Get R d SI Supervisory Inst. AI Analyst Interruption FILE File P Personal PU Plan Update Sewer Plan Changed CI Customer Inquiry SIGN Obtain Special Signatures Appendix 3 EMPLOYtE OPERATIONS +LIST 5/12/81 EMPLOYEE Various DIVISION/ACTIVITY POSITION Various Certificate of Use & occupancy Clerk PRODUCTION UNIT CODE OPERATION Process Cert. of Use and Certificate Processed C-U0 Occupancy Follow-up Certificate of C-UCF Use and Occupancy misc Miscellaneous T Telephone SI Supervisor Instruction P Personal GR Get Ready I AI (a Analyst Interruption Correspondence Letter Typed itute for Cashier . . . . . . . . . . . . . . . . . . . . . . . . . . Appendix 3 4 i y , ;M?LO�C 6' TIONS LIST ��12�$1 EMPLOYEE various P.% DIVISION/ACTIVITY Cashier POSITION Various OPERATION PRODUCTION UNIT CODE P-C Carry Permits to Sections R Reconcile/Close-Out/Etc. p_V Validate Permits Permit Validated and Dist. MISC Miscellaneous T 'Tele hone ST Su ervisor Instruction GR Get Read •p Personal Al Analyst Interruption FILE File Documents Document Filed ------------ a+ r' rid G ` t t 5F, i (10 VIT, Appendix 3 -s, T. EMPLOYEE 5/12/81 EMPLOYEE Various b TV1 8 1 ON /ACT IVITY Microfilm,, POSITIO14 Various OPERATION PRODUCTION UNIT ' CODE Make Prints on Xerox Print Ready for Cost MP printer FILE File Documents Document Filed MIC Microfilm Documents Document Filmed JACK jacket Fiche Jacketed All Required Checks P-WT Plan Walk-Thru S Supervision citizen Search Document Located RS PS Plan MISC Miscellaneous Film Film Processed--- PF Process GR Get Ready P Personal SI SUDervisory Instruction Al Analyst Inte--ntinn T-j T e Jacket 1nfo. T Telephone ill"N, V, �Pg gtk, Research Prior to ,, ...... ...... 0 i I Mi _g RES 7777�����*,,,% .. ..... . i 0 Appendix 3 k 1 CODE OPERATION PRODUCTION UNIT S-A Supervision - Ad. Service S-M Supervision - Microfilm F-R Finance Reconciliation Recon. Complete P-R Personnel Request (Request Completed P-9 922's 1922 Completed P-LR Personnel Leave Records IRecords Completed P-A Personnel Daily Attendance I -Attendance Reports In S-I Supervision - Inspec. Secs. B-P Budget Preparation P Post I Appendix 3 CODE OPERATIO14 PRODUCTION UNIT P Personal GR Get Ready SI Supervisory Instruction AI Analyst Interruption KP Key Punch Document Punched B C'V U Follow-up Bad Check PC Petty Cash Activity FILE File Document Filed MAIL Open and Distribute Mail Piece of Mail CL 4date Contractor License ile 03 Appendix 3 j M�c��t;; OPEF2A"TIONS 'LIST 5/ 12/81 EMPLOYEE V�ri OUS Secretarial bIVISION/ACTIVITY pool POSITION Various CODE PRODUCTION UNIT OPERATION T Telephone Completed Call T-FOR Type Forms Document Typed FILE File Filed Post Information for posting Completed POST Re orts REP -Monthly Report Report Finished PA Public Assistance TERM Terminal Operation Operation Finished Carry or Pick Up Info. C from 1st Floor SI Supervisory Instruction SCHED Scheduling Inspections FU Follow -Up P Personal GR Get Ready Al Analyst Interruption REC Process Invoices No. of Invoices Processgd RAD Radio/Pager Contact Insp. Type Other than Form Document Typed TYPE Letter i Appendix 4 TIME STANDARD SUMMARY DIVISION: OPERATION: STANDARD NO.: 1 Administrative Support Cashier DATE: 6/16/81 PRODUCTION ANALYST: Cleary/Kahn ACTIVITY: Permit Validation UNIT:. Permit Val i dated OPERATION DI:SCRII'TION: _ PV: Dat e and amount -stamping of permits; after verifying correct fee paid. FILE: Placement or retrieval of document to/from active or dead files. P-C: Carrying of permits/documents from cashier cage to elsewhere. CASH: Cashier operations by substitute cashier. ------------- MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Typist Clerk I Cash Register 'I Adding Machine A. TOTAL NORMAL MINUTES/UNIT 2.7909 B. MISCELLANEOUS WORK ALLOWANCE 3.41 + 100`.(' "NDAR .IMNUUC. NO 1AL (A x B) 2.8861 AND MISCELI_ANFOUS WORK D. PERSONAL ALLOWANCE 3�75.-- + 1001-5 1. E. TOTAL STANDARD MINUTES/UNIT (C x D) 2.9943 rFSTANDARD HOURS/UNIT (E _ 60) .0499 i G. PRODUCTION UNITS/HOUR (60= E) COMMENTS: e 20.0381 SUPERVISOR REVIEW: Appendix 4 TIME STANDARD SUMMARY DIVISION: STANDARD NO.: Administrative Support Permits DATE: 6/16/81 ACTIVITY: Issuing of Permits PRODUCTION ANALYS=- cPERATION: U NIT: Permit Signed Off OPERATION DESCRIPTION: See Attached Sheet -- MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Clerk II Terminal for folio number Building Insp. I Clerk I A. TOTAL NORMAL MINUTE'S/UNIT B. MISCELLANEOUS WORK AL LOWANCE _JZ 4 + 100'.4 C. NORMAL MINUTES/UNIT I OR STANDARD (A x 13) AND MISCE:LLANI=OUS WORK D. PERSONAL ALLOWANCE 3.75 + 1001/ E. TOTAL STANDARD MINUTES/UNIT (C x DI STANDARD HOURS/UNIT (E : 60) r F. } UNITS/HOUR (60= E) gi G. PRODUCTION COMMENTS: 1 4 i t 14.743 1,1794 17.3879 1.0375 18.0399 .3007 3.326 SUPERVISOR REVIEW: k n ND; Notarization of certain gocumenL,, a� a ,-r�• -- when performed as an integral part of the permit process by the notary. SIGN: Obtaining special signatures required for certain permit situations. applicant plans which are related to a permit HPL: Handina over to royal. ` application which were left for approval }r �.ILE: Placen;ent or retrieval of documents to/from active or dead files. Use of duplicating machine. p_pK; Approval of plans (usually of minor importance) done in permit section rather than by plan checkers. G _I; A personal or telephone inquiry, not involving any permit activity. u } 41 1 A l tt - t z Appendix 4 TIME STANDARD SUMMARY DIVISION: Administrative Support OPERATION: Key Punch & Verification' STANDARD NO.: 3 DATE: 6/16/81 ACTIVITY: Permit Support PRODUCTION UNIT:Card Punched & Verified ANALYST: Cleary/Kahn OPERATION DESCRIPTION: KP• Key punching of data contained in issued permits. RVDP: Verification of data on print-out produced by punched cards. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITIOw TYPE TYPE Basic Typing Punch Card Machine' 80 Col. Punch Cards A. TOTAL NORMAL MINUTES/UNIT 1-604 B. MISCELLANEOUS WORD ALLOWANCE 34.32 + l00',' 1.3432 C. NORMAL MINUTES/UNIT FOR STANDARD (A x 13) AND MISCELLANEOUS WORK 2.1545 D. PERSONAL ALLOWANCE_,3.75 + 100- 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) 2.2353 F. STANDARD HOURS/UNIT (E _ 60) .0373 G. PRODUCTION UNITS/HOUR (604 E) 26.842 COMMENTS: SUPERVISOR REVIEW: r_ h Appendix 4 DIVISION: Administration TIME STANDARD SUMMARY OPERATION: Key Punch STANDARD NO.: 3-A DATE: 6/16/81 ACTIVITY PRODUCTION I ANALYST: Cleary/Kahn Permit Support UNIT• Card Punched OPERATION DESCRIPTION: - - punch on 80 column card data from permits. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Punch Cards Card Machine 80 Co Basic -Typing l. .I A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLO'\VANCE , 4 1+ 100:' 1.3432 C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) 1.4292 AND MISCFI_LANFOUS WORK D. PERSONAL ALLOWANCE 3.75 + 1001,% 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) 1.4828 F. STANDARD HOURS/UNIT (E _ 60) .0247 G. PRODUCTION UNITS/HOUR (60= E) 40.464 , SUPERVISOR COMMENTS: REVIEW: I DIVISION: Administration ACTIVITY: Petmit Support OPERATION DESCRIPTION: Appendix 4 tjMt STANDARD SUMMARY OPERATION: STANDARD NO.: 3_B Verification of Key Punch DATE: 6/16/81 PRODUCTION ANALYST: Cleary/Kahn UNIT: Hard Copy Verification Zhecking of hard copv produced from punched cards against the invoices; pulling erroneous cards fnr repunching. EQUIPMENT USED MATERIAL USED MINIMUM STAFF MIX TYPE TYPE NO. SKILL/POSITION Typist Clerk II None I TOTAL NORMAL MINUTES/UNIT A. WORK ALLOWAN( L 34.32 + 100'-s 1.3432 B. MISCELLANEOUS NORMAL MINUTES/UNIT FOR STANDARD (A x B) .7253 C. AND MISCELLANEOUS WORK 1.0375 3--�- + 100" D. PERSONAL ALLOWANCE STANDARD MINUTES/UNIT (C x U) .7525 E. TOTAL .0125 ►. STANDARD HOURS/UNIT (E _ GO) r 79.7342 PRODUCTION UNITSJHOUR (G0= E) �,9� _ G. SUPERVISOR REVIEW: COMMENTS: _ li ti A � � a�-a� 4f tC 1 .� ' it y tryc h 1`IF <I DIVISION: Administrative Support ACTIVITY: Cashier OPERATION DESCRIPTION: T t� $TANOhRD SUMMARY OPERATION: cash Reconcile and verify reports PRODUCTION iINIT: Report Produced n i iation of cash checks etc Appendix 4 STANDARD NO.: 4 DATE: 6/16/81 ANALYST: Cleary/Kahn with value of permits issued; dail RVC: Actual countin of cash received when is produced. MINIMUM STAFF MIX N0. SKI LLIPOSITION ( Typist Clerk I �«+� ist Clerk II is were validated; daily report EQUIPMENT USED TY1)F. Adding Machine A. TOTAL NORMAL MINUTI:S,!UNIT 12.27* + 100',� B. MISCELLANEOUS WORK ALLOWANCI C, NOKMAL MINUTESIUNI� 1'OR STANDARD lA BI AND MISCEI'LANl:OUS WORK + 100';! D. PERSONAL ALLOWANCE-— E, TOTAL STANDARD MINUTES/UNIT lC x U1 _ MATERIAL USED TYPE 73,646 I -03 55 85.783_ 1.4297 .6994 SUPr.RVISOR REVIEW: *34.32 x 28.66% 3.41 x 71.34% Appendix 4 DIVISION: Administration ACTIVITY: Cashier TIME STANDARD SUMMARY OPERATION: Cash Reconciliation PRODUCTION TINIT- Cash Re STANDARD NO.: 4`A DATE: 6/16/81 ANALYST. Cleary/Kahn OPERATION DESCRIPTION: Verification of cash/checks intake against toe produced by cash register and tape pro- _. duced from validated permits. MINIMUM STAFF MIX NO. SKILL/POSITION EQUIPMENT USED TYPE Typist Clerk I Adding Machine A. TOTAL NORMAL MINUTIS/UNIT B. MISCELLANEOUS WORT: ALLOWANCE 3.41 + 100'.'( C. NORMAL MINUTES/UNIT FOR STANDARD (A ` B) AND MISCELLANF OUS "ILMN D. PERSONAL ALLOWANCE 3.75 + 100",' • Tl1TA1 cTANi)ARD MINUTES/UNIT (C X D) MATERIAL USED TYPE 52.536 1.0341 54.3275 1.0375 56.3648 .9394 1.0645 SUPERVISOR REVIEW: X DIVISION: Administration ACTIVITY: Cashier OPERATION DESCRIPTION: TfMt STANDARD SUMMARY OPERATION: , Cash Verification RO iNF Appendix 4 STANDARD NO.: 4-B DATE: 6/16/81 ---------------- ANALYST: Cleary/Kahn of cash, checks, etc received upon Verification validation of erini is • production of a tab for i i eventual bank deposit. i EQUIPMENT USED MATERIAL USED MINIMUM STAFF MIX NO. SKILL/POSITION TYPE TYPE _ Adding Machine Paper Tapes y Typist Clerk I 21.11 A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLOWANCE 34.32 + IOW"( q28.355 4 2 C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) AND MISCELLANEOUS VORK ALLOWANCE.— + 100" 10375 D. PERSONAL E. TOTAL STANDARD MINUTES/UNIT (C x D) 29.4183 .4903 F. STANDARD HOURS/UNIT (E _ GO) G. PRODUCTION UNITS/HOUR (60-=E) 2.0395 COMMENTS: SUPERVISOR REVIEW: i Appendix 4 DIVISION: Administrative Support TIME STANDARD SUMMARY OPERATION: STANDARD NO.: 5-1 16mm Microfilming DATE: 6/16/81 ACTIVITY: Microfilming docu-1 PRODUCTION ANALYST: Cleary/Kahn ns UNIT: Document Microfilmed OPERATION DI:SCRII'TION: RES: Research to determine documents to be filmed and their identification folio number. MIC: Actual microfilming process. T JACK: Typing of microfiche information (mainly folio number.) JACK: Use of jacketting machine for microfiches. 'acketted microfiche into proper file. MINIMUM STAFF MIN EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Clerk I 16mm Camera A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLOWANCE __ 4.55+ 100'; Co NORMAL MINUTES/UNIT FOR STANDARD (A ` B) AND MISCELLANEOUS WORK D. PERSONAL ALLOWANCE_ + 100';; E. TOTAL STANDARD MINUTES/UNIT (C x D) Film 2.2266 1.0455 2.3279 1.0375 2.4152 .0403 24.8427 SUPERVISOR REVIIA\': D 0 0 rD a X Appendix 4 e� E " DIVISION: Administrative Support ACTIVITY: Microfilming of OPERATION Dt SCRIPT►ON: TIRE STANDARD SUMMARY OPERATION: 35mm Microfilming PRODUC 11UN IINIT: Plan Microfi STANDARD NO.: 5-2 DATE: 6/16/81 ----------- ANALYST: Cleary/Kahn TOTAL NORMAL MINUT►:S/UNIT A. MISCELLANEOUS WORK ALLOWANCE `' � + 100.E 1.0455 B. NORMAL MINU"1ES/UNIT FOR STANDARD (A x RI 4.2922 C. AND 1\71:yC'I:LLANl=OUS WORK ALLOWANCE_+ Iff' 1 ,0375 D. PERSONAL STANDARD MINUTES/UNIT (C x D) 4.4532 E. TOTAL STANDARD HOURS/UNIT (E _ 60) .0742 F. PRODUCTION UNITS/HOUR (60- E) G. SUPERVISOR F , REV i E\V: COMM ENTS: t 7 ry t 1Y ! i n v v rD a X rn A-.--- II. " Appendix 4 M1; STANDARD SUARY MM i--� _.., �.. - STANDARD NO.: 5A OPERATION: DIVISION: Microfilming Administrative Support DATE: 6/16/81 PRODUCTION ANALYST: Cleary/Kahn ACTIVITN': Microfilm UNIT: Research OPERATION DESCRIPTION: _ Verification of folio number with the ertinent p tans/permits/tax cards. EQUIPMENT USED MATERIAL USED A11N11�1Uh1 STAFF MIXEQUIPMENT NO. SKILL/POSITION TYPE Clerk II =Sk Appendix 4 TjME STANDARD SUMMARY OPERATION: STANDARD NO.: 56-1 —_ DIVISION: Administrative Support Actual Microfilm Process DATE: 6/16/81 PRODUCTION ANALYST: Cleary/Kahn ACTIVITY: Mirofilmin UNIT: Document Microfilmin —_ OPERATION DESCRIPTION: MicrofilMinq ermits and tax -- - records. EQUIPMENT USIA) MATERIAL USED - MINIMUM STAFF MIX TYPE TYPO. NO. SKILL/POSITION Clerk I A. TOTAL NORMAL M11Uj'I:S1'UNIT 42 B. MISCELLANEOUS WORK ALLOWANCE4.55 + 100':% C. NORMAL P1INUTI:S/UN1-I- FOR STANDARD (A x B) AND AIISCELLANI:OUS WORK 1 0375 D. PERSONAL ALLOWANCE JI + 100'; % - TOTAL STANDARD MINUTES/UNIT (C x D) .1456 E. F. STANDARD EIOURS/UNIT (E _ GO) .0024 PRODUCTION UNITS/IEOUR (60=E) _ 412.0879 SUPERVISOR REVIEW: COMMENTS: I Appendix 4 o DIVISION: Administration ACTIVITY : 35mm Mi crofi 1mi ng ,...•., ,.-rnAl n�.crRIPTION: TIME STANDARD SUMMARY OPERATION: Actual Microfilm Process PRODUCI 1UN UNIT. Plan Mi crofi lined STANDARD N0.:02 DATE: 6/16/81 ANALYST: Cleary/Kahn A. TOTAL NORMAL MINUTES/UNIT 1.0455 B. MISCELLANEOUS WORK ALLOWANCE4.55 + 100' T.-NORM L MINU'I'ES/UNIT FOR STANDARD (A B) 2.1047 AND n1ISCFI-I_ANI:.oUS WORK 1.0375 D. PERSONAL ALLOWANCE-3 75 + 100"; 2.1836 E. TOTAL STANDARD MINUTES/UNIT (C x D) 1 .0364 { STANDARD HOURS/UNIT (E + 60) (;. PRODUCTION UNITSWUR (60= E) 27.4776 SUPERVISOR REVIEW. COM_MI:N_TS: Appendix 4 DIVISION: Administrative Support ACTIVITY: Microfilming OPERATION DESCRIPTION: TIME STANOMM 80MMARY OPERATION: Processing Film PRODUCTION UNIT: Batch Processed Development of film to produce 1 STANDARD NO.: 5C DATE: 6/16/81 ANALYST: Cleary/Kahn negative microfiche. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE ` Clerk I Developing Equipment Requisite Chemicals r I A. TOTAL NORMAL MINUTES/UNIT 6.46 B. MISCELLANEOUS WORK ALLOWANCE 4- + 1001,1 1.0455 C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) 6.7539 Appendix 4 TIMS STANDARD SUMMRY DIVISION: OPERATION: STANDARD NO.: 51) Administration Jacket Typing DATE: 6/16/81 ACTIVITY:Microfilming PRODUCTION ANALYST: Cleary/Kahn UNIT: Label Typed OPERATION DESCRIPTION: Typing of label ( the folio number) of a microfiche jacket, and attaching to the jacket. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. I SKILL/POSITION TYPE TYPE Clerk I or Clerk Typist I Typewriter Blank Labels A. TOTAL NORMAL MINUTES/UNIT .0275 B. MISCELLANEOUS WORK ALLOWANCE 4.55 + 10015 1.0455 C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) .0288 AND MISCELLANEOUS WORK D. PERSONAL ALLOWANCE 3.75 + 100;; 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) .0299 V—STANDARD HOURS/UNIT (E : 60) 1 d 4f .0005 G. PRODUCTION UNITS/HOUR (60= E) �`�t« ,��'`��; u,g �, 006.689 COMMENTS: SUPERVISOR , REVIEW: 7 J, a .x 7t h r 4 Y i Appendix 4 DIVISION: Administration ACTIVITY: Microfilming OPERATION DESCRIPTION: TIMS STANDARD SUMMARY OPERATION: STANDARD NO.: 5E Jacketting of Microfiche DATE: 6/16/81 PRODUCTION ANALYST: Cleary/Kahn t1NIT: Microfiche Jacketted Use of .iackettinq machine to jacket microfiche; attaching a handwritten folio number. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. I SKILL/POSITION I TYPE TYPE Clerk I Jacketting Machine Acetate Jackets A. TOTAL NORMAL MINUTES/UNIT 1.0439 B. MISCELLANEOUS WORK ALLOWANCE 4.55 + loo,; 1.0455 C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) AND MISCELLANEOUS WORK 4 D. PERSONAL ALLOWANCE 3.75 + 0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) F. STANDARD HOURS/UNIT (E _ 60) G. PRODUCTION UNITS/IIOUR (60. E) " i, COMMENTS: l 1' 4 f S i SUPERVISOR REVIEW: 4t Un Appendix 4 TIME STANDARD SUMMARY J n DIVISION: OPERATION: STANDARD NO.: 5F z Administration Filing DATE: 6/15/81 PRODUCTION ANALYST: Cleary/Kahn ACTIVITY Microfilming UNIT: Jacket Filed OPERATION DESCRIPTION: Placing iacketted and labeled microfiche rect osition in files. --- A. TOTAL NORMAL MINUTES/UNIT .03245,""` B. MISCELLANEOUS WORE; ALLOWANCE 4.55 + 100'.% C. NORAEAL MINUTES/UNIT I=UR STANDARE) (A x B) 9 AND NIISCI:LLANI=OUS WORK zh{ D. PERSONAL ALLOWANCE 3_ + 100,l .0375 !$, ------------ TOTAL STANDARD MINUTES/UNIT (C x DI .0352 E. f . ,..., �r F. STANDARD HOURS/UNIT (E _ GO) .0006 9 S PRODUCTION UNITS/HOUR (60 E) 1704.5455 G. ,_.i`. t c µ SUPERVISOR COMMPNTS: REVIEW: f 4 Y f, A Appendix 4 = 3 i j IDIVISION: Administrative Support TIME STANDARD SUMMARY BENCHMARK JOB: Inspections Follow-up D 7 U STANDARD NO.: 6 • K• DATE: 6/16/81 s PRODUCTION ANALYST: C1 ear Kahn ACTIVITY: Secretarial/ y/ Inspections UNIT: Inspections Completed-, RELATED OPERATIONS: See Attached Sheet -- MINIMUM STAFF MIX NO. SKILL/POSITION CI Clerical Personnel d. (TC I and/or Sec. I pending proposed HP position audit) EQUIPMENT USED TYPE Typewriters Duplicating Machine Telephone A. TOTAL NORMAL MINUTE'S/UNIT B. MISCELLANEOUS WORK ALLOWANCE 15.53 + low., C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) 2.9146 1.1553 D. PERSONAL ALLOWANCE 3.75 + 100;:, 1.0375 E. 'TOTAL STANDARD MINUTES/UNIT (C x D) 3.4935 .0582 F. STANDARD HOURS/UNIT (E : 60) G. PRODUCTION UNITS/IiOUR (60= E) COMMENTS: SUPERVISOR REVIEW: Appendix 4 Standard #6, Secretarial/?nspectiotis O�erati on Description t " FU. Follow up; an activity relating to the continuous permit/ inspection process and not specifically defined in some other code/operation. i n except for forms. TYPE: Any typing, 4{ T-FOR: Typing of forms. 3 C CO: Completion of a Certificate of Occupancy ws N 5 P1r: Responding to an inquiry from the public (directs�V` t by telephone) J j 1 f XX: Use of duplicating machine. FPS: The organizing of computerized forms for annul mechanical inspections. FILE: Placement or retrieval of a document to/from ,active/! dead files. 1 ( t 1 F f H f r Appendix 4 DIVISION: Administration ACTIVITY: Inspections RL• LATED In TM STANDARD SUMMARY BENCHMARK JOB: Scheduling PRODUCTION UNIT: Inspection Scheduled STANDARV NO.: 7 DATE: 6/16/81 ANALYST: Cleary/Kahn _ ections not elsewhere delineated. SCHED: Activity relating to schedulin ins TEL/RAD: Use of tel hone or radio to schedule inspections. PA: Response to public inquiries, requests for inspections, etc. EQUIPMENT USED MATERIAL USED b41NIMUi`t STAFF MIX TYPE SKILL/POSITION TYPE NO. Telephone Clerical Radio �IPt� Personnel I TC 1, and/or Sec. I I pending proposed HRD position audit) 4.1298 A. TOTAL NORMAL MINUTES/UNIT WORK ALLOWANCE 15.53 + 100,�, 1.1553 B. MISCELLANEOUS NORMAL 116 TES /UNIT FOR STANDARD (A x B) 4.7712 C, AND �-tISCF.LLANFOUS WORK 1.0375 D. PERSONAL ALLOWANCE 3.75 + 100`/" 'TOTAL STANDARD MINUTES/UNIT (C x D) 4.9501 E. .0825 F. STANDARD IiOURS/UNIT (E _ 60) r 1 4!_... 12.121 UNITS/HOUR (60-- E) G. PRODUCTION .;'. SUPERVISOR COMMENTS: REVIEW: 1 f P I - K s Appendix 4 DIVISION: Administrative Support ACTIVITY: posting Data RELATED OPERATIONS: TIME STANDARD SUMMARY BENCHMARK JOB: Monthly Report PRODUCTION UNIT: Report Produced STANDARD NO.: 8 DATE: 6/16/81 ANALYST: Cleary/Kahn REP The postjog of data relating -to inspections, the product of which is a njonthly report. MINlMUh1 :STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Clerical Typewriter Paper Personnel A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLOWANCE 15.53 - + 100;�. C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) D. PERSONAL ALLOWANCE_ + 1001A E. TOTAL STANDARD MINUTES/UNIT (C x D) F. STANDARD HOURS/UNIT (E : 60) UNITS/HOUR (60=E) f G. PRODUCTION j 4 j s COMMENTS: ' t 7 t t t .3206 3.0835 .3243 SUPERVISOR REVIEW: Appendix 4 DIVISION: Administrative Support ACTIVITY: Secretaries OPERATION DESCRIPTION: TIME STANDARD SUMMARY OPERATION: Processing Invoices PRODUCTION UNIT: Invoice Processed STANDARD NO.: 9 DATE: 6/16/81 ANALYST: Cleary/Kahn POST: Recording data for reports such as Monthly Statistics. REC• Processing of invoices. TERM: Use of the terminal for on-line mechanical section invoices. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL; POSITION TYPE TYPE Clerical Terminal Paper Personnel Pen i, Typewriter I A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLOWANCE 15.53 + 100'.; C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) AND MISCELLANEOUS WORK D. PERSONAL ALLOWANCE 3.75 + 1001/ 6.1914 1.0375 6.4236 .1071 SUPERVISOR REVIEW: Ul i (14 (I Appendix 4 TIME STANDARD SUMMARY DIVISION: Administrative Support OPERATION: Follow-up on Renewal of CUO's STANDARD NO.: 10 DATE: 6/16/81 ACTIVITY: Procedures for Renewal of CUO's PRODUCTION UNIT: Permit Issued ANALYST: Cleary/Kahn OPERATION DESCRIPTION: _F_1,1:-Cnntoct `Lit}--i-nsp_cLMj and/or apPlicants relating to SCHED: Coordinating schedule of inspections for CUOs. CU05 FILE: Placement or retrieval of document to/from active or dead files. XX: Use of duplicating machine. TYPE: Any typing, except for forms. -F R: Typing of forms. MINIMUM STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Typist Clerk III Typewriter Telephone Paper A. TOTAL NORMAL MINUTES/UNIT 2.0596 B. MISCELLANEOUS WORK ALLOWANC1: 23.64 + 100`,-i 1.2364 C. NORMAL MINUTES/UNIT FOR STANDARD (A B1 AND MISCELL.ANFOUS WORK 2.5465 D. PERSONAL ALLOWANCE 3.75 + 100',; 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) 2.642 1=. STANDARD HOURS/UNIT (E : 60) .044 G. PRODUCTION UNITS/IiOUR (60= E) 22.7101 COMMENTS: 1 SUPERVISOR REVIEW: 77777777 h ypellu I X 4 0 TIMt STANDARD SUMMARY r. DIVISION: OPERATION: STANDARD NO.: 11 Administrative Support Processing of applications for CUOs DATE: 6/16/81 ACTIVITY: Inspection PRODUCTION ANALYST: Cleary/Kahn MonitoringUNIT: CUO Issued OPERATION DESCRIPTION: C40: Sign off of Certificate. C-UOF: Any activity relating to monitoring of inspections for Certificates. TYPE: Any typing, except for forms. FILE: Placement or retrieval of document to/from active or dead file. XX: Use of duplicating machine. MINIMUM STAI=I- MIN EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION TYPE TYPE Clerk I Typewriter Paper Duplicating Machine A. TOTAL NORMAL MINUTES/UNIT 15.019 B. MISCELLANEOUS WORK ALLOWANCE 23.64 + 100:; 1.2364 C. NORMAL MINUTES/UNIT FOR STANDARD (A ` 9) 18.5695 AND MISC I-LLANFOUS WORK D. PERSONAL ALLOWANCE 3.75 + IOOi, 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x D) F. STANDARD HOURS/UNIT (E _ GO) r d { f Y s A .3211 G. PRODUCTION UNITS/HOUR (60= E)3,1143 COMMENTS: k SUPERVISOR REVIEW: Appendix 4 DIVISION: Administrative Support ACTIVITY: OPERATION DESCRIPTION: TIME STANDARD SUMMARY OPERATION: , Processing CUO Invoices PRODUCTION UNIT: Per Invoice STANDARD NO.: 12 DATE: 6/16/81 ----------------- ANALYST: Cleary/Kahn POST: Posting data (statistics) relating to invoices processed. REC: Actual verification of payment and invoices. REP: Production of monthly statistical report. -------- TYPE: Any typing, except for forms. XX: Use of duplicating machine. FILE: Placement or retrieval of documents to from active or dead files. MINIMUM STAF1- MIX EQUIPMENT USED MATERIAL USED NO. I SKILL/POSITION Typist Clerk I TYPE Typewriter Duplicating Machine A. TOTAL NORMAL MINUTES/UNIT B. MISCELLANEOUS WORK ALLOWANCE _23-6-L + 100 " C. NORMAL MINUTES/UNIT FOR STANDARD (A x B) AND MISCELLANrvua %t%-Jm� D. PERSONAL ALLOWANCE —1-7�- + 1001/1 E F TOTAL STANDARD MINUTES/UNIT (C x D) STANDARD HOURS/UNIT (E : 60) nonnt trTlnN I (NITS/HOUR COMMENTS: (60= E) 2.866 1.2364 3.5435 1.0375 3.6764 .0613 0 .r n 16.3203 ; SUPERVISOR REVIEW: tiz Appendix 4 TIMP, SrANDAVD SUMI o. OPERATION: STANDARD NO.: 13 x DIVISION:` Personnel Records a, Administrative Support DATE:: 6/16/81 ACTIVITY: PRODUCTION Personnel ANALYST: Cleary/Kahn Personnel UNIT: Records Com leted OPERATION DESCR1PTlON: Maintenance of all ersonnel records relatin4 to chang—es—' n status, leave, attendance ersonnel acquisitions, etc. M1N1MU11 STAFF �i1X EQUIPMENT USED MATERIAL USED NO. SKILLMOSITION TYPE TYPE Typewriter Paper Typist Clerk �i Telephone Pens TOTAL NORMAL MINUTES/UNIT kAA. MISCELLANEOUS WORK ALLOWANCE 34.32 + 100';� 1.3432 NORMAL MINUTLS,UNIT FOR STANDARD (A 6) 2.3842 AND MISCELLANEOUS ALLOWANCE3.75 + 100'.%; 1.0375 t D. PERSONAL STANDARD MINUTES/UNIT (C x D) 2.4736 E. TOTAL F. STANDARD HOURS/UNIT (E _ 60) .0412 UNITS/HOUR (60= E) fs r,£. 24.2561 a G. PRODUCTION x -; Sul,I:RV ISOR COMMENTS: �,'' . "° ^ i +} REVIEW: REVIEW: _ C 2 ? t r Appendix 4 TIM STANDARD SUMMARY n - - OPERATION: STANDARD NO.: 14 a DIVISION: --- x Administrative Support Plan 'Talk Through DATE: 6/16/81 ACTIVITY: Microfilming ANALYST: Cleary/Kahn Microfilming UNIT: Plans s_ OPERATION DESCRIPTION: Plans are searched out (if required) and walked- -throu hvarious lan checkers and Fire De artment sections, as necessary. A. TOTAL NORMAL MINUTES/UNIT 7.1446 B. MISCELLANEOUS WORK ALLOWANCE 4._55 + 100'.; 1.0455 C. NORMAL 111NUTES(UNIT FOR STANDARD (A x B) AND N11SCELI_ANEOUS WORK D. PERSONAL ALLOWANCE 3.75 + 1001.4 1.0375 E. TOTAL STANDARD MINUTES/UNIT (C x DI 7.7498 F. STANDARD HOURS/UNIT (E 601 .1292 PRODUCTION UNITS/HOUR (60= E) 7.7421 G. SUI'ERV ISOR COMMENTS: REVIEW: tw Ln Appendix 4 DIVISION: ,dministration T19t STANDARD SUMMARY OPERATION: Record Search PRODUCTION d d STANDARD NO.: 15 DATE: 6/16/81 ANALYST: Cleary/Kahn ACTIVITY: 14i crof i 1 mi ng UNIT: Record Pro uce OPERATION DESCRIPTION: required Search for records (plans, permits, etc.) by public, or internrequire reproduc- ally; may also tion of the document for sale to public, or internal use. INIUM STAFF MIX SKILL/POSITION I JIMIN Clerk II A. n D. EQUIPMENT USED MATERIAL USED TYPE TYPE Reproduction Machine Paper TOTAL NORMAL %11NUTES!UNIT MISCELLANEOUS WORK ALLOWANC1=--4--55-- + 100'.% NORMAL MIN" UTLS'UNfT FOR STANDARD (A x B) AND MISCI LI AN'FOUS WORK PERSONAL ALLOWANCE 3.75 + 100'% TAND 1RD MINUTES/UNIT (C x D) E. TOTAL S t COMMENTS: C 21.1446 1.0375 1.9375 D fD - CL J. x I(* Appendix 5 r 1 CALC OLATION OF SET VktUE f�IiI�ION/,OTVITY Cashier SET NUMBER Cleary/Kahn ANALYST REPORTING DESCRIPTION Cashier Activities REPORTING UNIT Document Validated DATE 7 / LL - r 4 - - � 1 LF1 Appendix 5 C,o�tcotATION OF 981 IkI`08 2 ,y Secretaries SET NUMBER SET DESCRIPTION Secretarial. Activ ANALYST Cleary/Kahn REPORTING UNIT DATE 7/17/8Ins____ pections 1 RATIO OF ORPER US HOURS PER PRODUCTION1 REPORTINGHOURS WORK WORK PRODUCTION N PRODUCTION UNITS TO UNIT MEASURE MEASURE UNIT UNIT REP. UNITS NUMBER DESCRIPTI01 92064:41328 '1898 n nspec ion nspec ions le ed 0582 6 Follow-U Com Inspection .0825 1-1 0825 7 Scheduling Scheduled Monthly I t 3035 72;41328 .0054 8 Re rt Prod ced 7968:41328 .0207 Processing Invoice .1071 9 HOURS PER SET REPORTING UNIT .2984 TOT I Appendix 5 CAtCOtATtON OF SET VALUE Certificate Di;Vt8TON/ACTYVtT'Y Use & Occupancy SET NUMBER ANALYST Cleary/Kahn SET DESCRIPTION CUO ActivitieS DATE 7/17/81 REPORTING UNIT CUO-NEW WORK MEASURE NUMBER WORK MEASURE DESCRIPTION PRODUCTION UNIT HOURS PER PRODUCTION UNIT RATIO OF PRODUCTION UNITS TO REP. UNITS HOURS PER REPORTING UNIT 10 Fol ow -Up CUO Permit Issued .044 32000;3276 .0189 11 Processing CUO NO Issued .3211 1:1 321.1 12 Processing nin Invoices- Invoice Processed-9388 �0613 32000;3276 .5988 TOTAL HOURS PER SET REPORTING UNIT . Appendix 5 CAtCtJLATtON OF SET VALUE Microfilm SET NUMBER 4 ��Vi:S�ON/ACT��IITY i ANALYST Cleary/Kahn SET DESCRIPTION Microfilm bA'TR 7/17/81 REPORTING UNIT Microfilmed Permits WORK MEASURE NUMBER WORK MEASURE DESCRIPTIOI PRODUCTION UNIT HOURS PER PRODUCTION UNIT RATIO OF PRODUCTION UNITS TO REP. UNITS HOURS PER REPORTING UNIT 5 - 1 16 rpm• Microfilm Docjment Microfilmed ,0403 1:1 .0403 5 - 2 35 mm. Microfilm Plan Microfilme .0742 45140:27084 .1237 15 Record Record .3656 1440:45140 .0117 TOTAL HOURS PER SET REPORTING UNIT .1757 ;. E �2 A ` k n III I II' liI I l 11 I . II „ d III.II III6�I�IIIIJIIi�lll�dllll�iilliiiIIIIIIIIII�I I���II�II���fIIIIIIiIllliir�Ild�6ViuV��Ililliiil61lieVI�IIlu6ol�I�VIIVuuillli V APPENDIX 6 Page 1 CALCULATION OF STAFFING Dimision/'Activity IEI&` ,y 3 PERMIT CASHIER MICRO - FILM ADMIN CUD SEC TOTAL . Staffing Hours Required — 6787 2215 5114 3360 4442 9845 31763 Standard Work Total Hours Reouired 6787 2215 5114 3360 4442 9845 31763 Working Days Per Year 260 260 260 260 260 260 260 Staff Hours Available 8385 1747 1695 8385 6673 9520 36405 Per Year 'Measured Personnel Required _ 3.0_ 2.U" 2 7 6.2 17•9 Station Manning Positions 3 0 0 0 ;Required Total Required Positions 4.0* 1 3 3.0 2.0 2-3 O* 1:0 4.0** 4.a Total funded Positions 1 0 .3 2,0 Difference -) Available Hours Per Day * One of these positions is funded in the Inspections Division. * One of these positions is funded in the Director's Office. *** One of these :positions is located in the permit section. w � I i� IIL I Ilh � li�ll�liill d6a 18�� ullll i�14�� IIoIIIIVI�ViII Ili Vlldllddiliilllllli II a iVl IVll�h I�I lil��ill Ildo h iI�I�I�V� f I I �I Vd I Appendix 6 Page 2 AL�ULATIflN OF STAFFING P x v r saon/Activitl y PERMIT k 000, j 4 YEAR z Staffinq Hours Required — Standard Work S ^, 6781 Staffinq Hours Required-- `, ✓ f lEy " Special Project Work 0 r r _ i 6787 Total Hours Required f t ti e r ,i^• 260 Working Days Per Year r d ky k � Staff Hours Available f 8385_ k Per Year { j 4 Measured Personnel Required Co, � y Station Manning Positions Required Total Required Positions .� .. ,: �....... r� .,,. . S II dlVll iI JIII II'IPli 111 l I ia�,1 �I'191�6I II�VIIiJ,a�ldill I I��I II�IIII� I�� �{�0l IlIIII�1I'I�I�IIII19111ihiill Appendix 6 Page 3 ` CALCULATION OF STAFFING t Division/Activity CASH -TOTAL TOTAL ` CARRY THE REO..: CASH Y R ... T i ( - Staffina Hours Required-- 2027 188 2215 , Standard Work j Total Hours Required 2027 188 2215 k 260 Working Days Per Year 260 260 r 4 :nr Staff Hours Available Per Year 17a47 �' 1747 1747 € Measured Personnel Required 0 0 0 ray n - , s , Station Mannino Positions z t ' Required 2 1 1 3 1 # 3 Total Required Positions T3ota1 Fundled Positrons Difference2 4 1 { r 3 J 4 f i t j x x t F I III 1 011111�1[ Appendix 6 I I .IIII I ml u l I, m I l u I lull II. III I I I I II li I II I III I�Ill I I III Illy I I II I tl I'll i i. II l�l l 'll I I 'I ��II 'I hill II I I I I I I I I III I:I! II I I IIi I IIIIIIIIIVIii{il' il�udiV'dll liililllhidll{`li�ll��liedhillllli'illl I.Ilrll�lliilliili l!IVIIIIiiI�IIIIIIIIIiIVlllli�i�iill�il liilrlil{II'EdllBi611ill;lllll l! lil II Appendix 6 Page 3b ear Total Hours Reauired t.r 235 t _ x r Working Days Per Year 260 { Staff Hours Available Per Year k -' 235 Measured Personnel Required = 0 Station Manning Positions Required .1345 Total Required Positions :1345 t Total Funded Positions Difference _ m in I -I 111 1 1 1I —I 1IIIY III II III I1I 11 16 i IIII I� I i I I I I I IIIIJI �I� �6I�I�I�'��1 ��II9II 1�i`flrjjiJilli�I��JJ1`�l WW1����1pp�JJiI'',II'�QIJYI�VI����ijY�II���{{II��VppI�IodIli�li'�lIiiiI�yyIlI��I``IIppIII'�dI'IV19IiII1'I�IVI!Il�l�i�IiI�I�II Id�IV�il�'�'lllil�lIl� l lll�lddlnl I11 I�IuI� llI,l Appendix 6 Appendix 6 `aCALCULATION OF STAFFING F iirisi n/Activity Micro -Plan t - { _s t Staffing 'Hours Requa�ned = a � 3 Standard Work Staffing Hours Required d SpecialProject Work S H E 7ota1'Hours Required Morkina Oays Per Year. x_ Station Manning Potjtions 66 r 4 - k i f Required r Page4a I�� �� III IIII II. dl II a II tIII 'I 1 liil II'�i I' hLiIIII 11 III II d6wll II ,I I III IIII I IJIIII. ilII J �i II I�hi��Ili�Vl����l�llllil�I�ilWIii IIII IIIIIl I I 'I' III ill I I _ I �I��II IIIIlIIl'illll IIII�III�IuIIItI�I�ir�l��llild� II II a III IIII nl IIII Il uu IIIIll III Appendix 6 Page 4b s CALCULATION OF. STAFFING 1 _ 72N- vision/Activity Micro -Document r =I 2 r jt Ri � — � 3 YEAR M r�3 i { j � - Staffing Hours 'Requi red-- Standard Work 1817 I� ` r Staffing Hours Required -- _, r Special Project Work 1 °3 1817 t Total Hours :Required 2f iorriking 'Days Per Year f h � � u s _ nL t ZN Station 'planning F,ositions Y Required LL 4 i.. i �.i Na '`t P t 4 F•` k 1 3 T C i�'! �I lid I III V ,III dlll I .0 I I II,I ',II!! ! �li!I ! I "'llil il,' 'I'j.'I'�I�� II, 11�,�����������i����������l����I i it III II fi II I Ili1I01Ij 11� liil iI i �iI IIII li J I l l n ' I _ .. — Ills I II{il li d���Y61 Il�iilu��i ol`il��ull�l IVd�iul I pIilllllfl Illdi II YIIIVdmlll+hull ul i il�l� III6� I�IIiI III I .. u . Appendix 6 _ ? C Pd�t'aC A - ,;.�"��FI i{} CALCULATION OFSTAFF ING _: _ r F s �" % 2 o ! s a A. r s _ - (, + :_ ,a+ d -� -.,I�' — #'4 --��k d �" ----.'I ..I, '-� W -1: �ir��ra9�Act �rat�_1i.tro-RS �" "5_.y _ t k { " 1 I x .. .. _ =; - § fi' YEAR _ ` - x ;_ — r �.. x Staffanq Hours Required- { standard Work 527 „.. ' ._ . '- ', -' q, �. Staffing Hours Required-- h � III -I,,',',',,',',',',',',',',',',',',',',',',',',',',',',I: k special Project Work Y O PI �-. _ :. - ] . -r v ..,7 `` 5 ,� K '- V Q- ^: : t'y !, k i �al:Flours Required `v VLl 'f `I 7. k 8 t � u i i} 4", " .. �- +'.f' .� f4 S 1 �' �" k f' { V _ f 260 `� Y= 1nrq Oays :per Year �' f r�' ; Y J3 ��i �Z j>S -, s, s t'�r '2 ,. 'k`h p` 't F 2,_ , ".d ., Fp j i 3 Y fi �. �', r �-"I,,",,,,,,,,,,,,,,,,,,,,,,"- " '1���- '���� - �����i�--�I' ,� �- � _-..�."""�I- ; F .'z 4 i. 1 'i h { �- kith C 3 T t} 1. S 1 k d _ 1 "' E „] C� a k `^ r t �' ' rt - t �' t i 3 3 L "' .z - '' "'. f `sj s i1��.I ll," '�,'-1 r ti _ a _ '-�$ .---- ?, � �f� f yw 11� . 1 . % 1w11111111�1111l� I ��� �� �11 I � � I I 111I 1111111111� 91 fl —.- J= . FL t_ �cti `s x Staffinq Hour Standard Wor' Staffing Hou _.. <,nori.al Proi Appendix 6 Appendix 6 E Page 5 CALCULATION OF STAFFING Hours Required -- Staffing Special Project Work 1F80 1173 $84 218 455 Total Hours Required 9An 260, �7M Appendix 6 k OF STAFFING �CALCULA1iON w2 � ICE um p�raafln/,Activity YEAR 884 — 5taffina Hours Required Work 0 Standard 5a Required-- Staffing Hours Work 884 Special Proiec t Required 260 Total Hours Per Year Morkino Days 1680 Available Staff Hours F.er Year .5262 'Required k Personnel e3sured `x x r R ' 'uli�{IYIf16ii�lE�if�9 fL�i1 �il�ilil I116!ii.Vlli,..If lii lull 1, !J�i,.. iLi.,l. �..I J1X,_, Aggen 6 5a 1 Page FING � 1 , ULATI ON F STA r A r 1 : � C F # ` t � niiuiiii��� IIIIIIII I I IRIIIIIIIIIIIIIIIIII'II �IIIIIIII I'L'ill IIILIIII'�IIIIIIIII IILIIIIIIII Appendix 6 P 4NER 4 STAFFING z OF k i "AtCULATIDN Y S x "MCP h Nay T:-- ivity } i 7 + YEAR 586 `r F Hours Required-- Staff in4 Work Standard - 3 ReQuired-- Staf # Work �p Pro j ect Specs 586 . P.eauired fataj Hours n _ .......... { e5a2 t Appendix 6 STAFFING CD�A�ION OF A1. von 4N I ' - f r(+ _page 5b `a 7 + T u a x 260y� y �� r S j 4 'd 5 k. s Year per s lorlcnq Day r; rkj 1680 n a i alAbae t- �taff fours �Ava Per Year Measured personnea eq uired J iiiiuillilulil�ll 1111 � Appendix 6 Page6 � CA LILATION OF STAFFING. ; it ` � i x - CUO-Summary Ojwjsjon/.Activity r h1 s ti 3 ; 4 YEAR 3 d l; 3 t Staffing Hours Required-- 4442 Standard Work 4 ti Staffing Hours Reauired-- 0 • Special Work S ec Project p t r r �s � 4442 S ,3 Total Hours Required s= 260 IJorking Days Per Year a .:x Staff Hours Available 6673 Per Year (4 people) ': 2 3t Personnel Required , Measured Y 3 Station Manning Positions 0 Required p y 2.7 T Total Required Positions 4.0 Total Funded Positions r (1.3) k 1p f�erence - Appendix 6 AnnPndix * 7 Appendix 6 t i P y h � k l Appendix # 7 AnnPndix A R Appendix 6 Page 6c i1LATI0N " U ALC OF, STAFFINGATAST tog . _ �f y r 1 ; �T t ; r OWn'ct�rt�Ct�.©=IE�J s �` 3a r'- 4 i. r za T i r y u �� �YEARfolio mv t" Staffing Hours Required --RUN 1052 f Standard Work s Es 5"r Staffing Hours Required — Special Project Work 0g. N�' Total Hours Required 1052 Weis" Staff Hours Available 1668 Per Year -, 4eas,ured Personnel Required- .63 t � . OWN off =119M r s l � ,. c two ME Ai t k z f rt 5 � s x 01 y v ` y f rt 97who cops, a } ��i�IM��lllllllllllllllllllllll Illllli I �� +"IIVIY��I�I�Vl�ilil�V�IIII�IYIiIIIIIIIiI��fIIIII�iIIIIIII�CIVilll'ilJlliNWIIIIIW Appendix # 7 Appendix 6 s , k y 1 y � on/Actin Staffing dour! Standard Work Total Hours RE Working Days Staff Hours A, Per Year Measured Pers ` Station Manni Required Total Requirc Total Funded difference oil I Appendix 6 CALCULATION OF STAFFING Y u �i is;ionJActivit- c"s Schedule 4 l y Staffinq Hours Required -- Standard 'Work Staffing Hours Required-- Special Project Work t 4 s 21 _- IT w iotaIours :Required Page 7a I ViK 10 Y � T.0 �Spti IIIIIIIIJIIIIIIIIIIIIIIII III i lilt Ili III 11 II �lilll I l Ilhi II u� i ion d+W'm�°��I�II�IY��iillllll EI��hI;I�ViV�IrIII��IIf IIfIiV'iill'Iilllllillllllllllill'Il�lllllldlll'Illltllllllll'lil'I'IIIII II{I llnncndi v $ 7 Appendix 6 t ! f 1;1 tit YEAR if X+ 14 4 M 5359 1 � i 7 t a s— O f L tt f � 4 u 5359 4Y iP 260 3 _ h Y 7.5 i . 1 7 } Appendix # 7 Appendix 4 8 ! Appendix 6 page 7c t r h F OF STAFFING J�tCULATION ; t on Activity Re_ P= 9 h 1 e` I L S . 4 — 7 t YEAR t fnq Hours Re 4uired-- 7 4 �Staf Work } Stan dard a5,- -z i f l Required-- a r k b t =` Staffanq Hours Work ecial Project a r S S f G ( t! Required y ,} l''iourS y,,O f e Y f � S f z � � x r f x � 1 t {Fi i t T ' ^f V 4 Appendix 6 4 7d Page ,: ay 3 4 r CALCULATION OF STAFFING " r _ k' h 1 , �►ision�Activity.Invoices-SEC �i {` . YEARt: z 5taffinq Hours Required 854 Standard Work Staffing Hours Required a " peci a3 Project Work , . r 854; Hours Required {} L I I III t i 'il it I �I III i' i I� � I I 01 I IIII I I I III VIlrliiy{,,IIlIii � III��IIII� I III IIIIIII II IIII III I III dI IJlatl 11 IIII I w r w:r-<. , -. �a. . rt i .,:c�• rt '�:-,- .� G v r W9 _ u�r"s�' •.. �i I I I I I I I I I I I• �;��� Appendix n d i x PP r, 2 n., Aj v ACTIVITY HOMILY PRODUCTIOm REPORT Appendix 7 • Alonthl y Oct Nov Dec Jan Feb 1."ar Air Lay June J� Aug Sept Total (1) Standard Units Per Hour Per Person 12.) Available rlonthl y ,Staff Hours f 7.. 5 X #i X Monthly :Workdays) ;(3) Planned Output (l X 2) 14) Actual Output f5) Variance t . (6 Variance Percentage' f71 Explanation i �.. (=Other Side) i Year to Date ----------- - fl) Planned +(J Actual { i (3) Variance (4). Variance Percentage - - G. 1F Y Appendix 7 a � r4l_ _..__�_.. ACTIVITY . NtWYill 1101MILY PRODUCTION REPORT �bA['WLt) Appendix 7 Oct Nov Dec Jan Feb war Apr !;a June July Aug Sept Total ,monthl y ti l l l I I dlj Standard Units Per Hour 3.326 (Froi i Std. #2, A pendi #4) Per Person j(2j Available Bonthly Staff Hours 630 (7.5 4 X 1) 17.5 X # X Honthly :Workdays) j(3) Planned Output 2095 (630 3.326) �(l X 2) j(4j Actual Output 2080 (From Coun of P rmiis Issue ) t5j Variance (15) (2095 - 208 ) t46) Variance �� (1512 95) Percentage (7,) Explanation _ ether Side) - - - - - - - - - - - - CA , Year to Date _ t l Planned 2095 Jr2,) Actual 2080 From Line 3-6 n Mon hly S ction (3) variance (15) (4) Variance •� Percentage AL +�IIIIIIIIIII ! � i I I IIIII■ �I II 6rM Appendix 7 Mftth�!,Y �rP4UOfqP.. ROP A Instruction for Co0p.1 pt I on Activity - The function to be reported (e-a,, portoitt processed), Monthly Line 1 this information is available from the RAB work standards and SETS. Line 2 - 7.5 hours constitute the working hours per day. 11#11 is the number of staff assigned to that function. "Monthly work days" constitutes the scheduled monthly days of work. Line 3 - multiply Line 1 by Line 2. Line 4 this information is available from monthly activity reports. Line 5 subtract Line 4 from Line 3. Line 6 calculate variance percentage by dividing Line (5) "Variance", by Line (3) "Planned Output". Line 7 explain reasons for variance between Planned Output and Actual Output. Year -To -Date Lines ,2, and 4 this is cumulative activity obtained in Lines 3,4.5 and 6 in Monthly Section of Report. B. Report Preparation/Distribution 1. The report is to be completed monthly by the Administrative Section. 2. The reports are to be distributed to: - Office of 14anaaement and Budget - Buildina and Zoning Department managers - City Manager's Office 3. An allowable deviation of +/- 10% between Planned & Actual Output is Arrpntahlp- II IL I gir 94I&P1116 d TAISrEU70.41 -To rl I SYSTEM: AFXMIIS 75suED c6allw"Ve"i la-m-0,1416 -t atuAlla, -) .. ! i�l ' I 1 I l..► I � �;II'iII 111 rl I�ii ` • :I!i:1t,Il!I� Mil! I I ili},f� �!!I�.I t. .2yoo —it '73co — j l i 1, 1' I i } .2joo .4 .21vo moo- — ;�l ;:' '1"o /koo I � t;! �i�ij;iii lit;i''i lii► Appendix 8 T' T -1-f- Ai_.L..l. ► � (( _ I , r i . � ._}_j.!_ i� i .'` i_f:` I III I� I 171 i i 1. ,;i};�,. }, ;;'�,j !1 1..;�. !! {,i ( {.=I '�I';+' I: 1 !'ICI i}{={ } (I Illi�..l,•Iilf ', ;:-.;i'�IIIl1 ( I ,!Illil}±'��ii!i�i'�1 ::. � '�I!�;I!cl {I !!f'�tlli l.�i�r�� �; Ef.l . NERAL IS-**DGW'JkOACI,!' ''I�j}I!ifj:;',;';l�I 'I� i lflj ii.l� ��iil';"::':F. ij:ii.'}! -Will f, -f r /V a 1-41-firk a 0 /?.VV Ail r { AD pendix 8 AV i� i �;%�ZTIUd w ►. No. Et Pir iL /� r'roi t'. till ', ANALTIT OIrIJJIt' r�a:•iTS' 1 a ��. frstEw: I ,,>v • r r' .fir,_ i i ! I-I:�-I � ' I•Il ' � ► j_i I I ! i ! j .; i 1-i I f ! ,_i- -, L•I ^�- - L. _ _L.�-I i I: -t• i � ��- -1.. - . I poo i 1 I f �. I , _ I I 1 1• 1 I,t 1 iAi -; `I.I I I l I I ► I.I I 11 I ! I ! '-! I- ..I I �.'�• I I-.{_ .f.l _!. .�-i. .�.; I. �..1 l_i_t..!;. (` 1 I, I f •I I{ I I I I I .� —— •i ' i t I I JI t1L01M( TEEll( L. '.. __ _, tI i ��1 I IF i I II ilil ,l'i l �� Ili ll �,_ �-:-1 ;il j �l!{,I.:11'.L.i.,. �i'I.{,''I`_l ` 1 ';�rilii.i� , I i � � ( � � I .I 1. I i ' i i i ( ! I i ► 1 ► I I i I- , I (- ! i i , l ... . ,i,iij.';,� I+�t_ i f� `I 1 ,I`ti •II''ii ►,I j .l l E- i1 !i i.l l.11 I-i;l '�; + ► '_�.�� 7i • ' j I r, ' j �.; i.l I.I i ! i i I 1 1 , f ! , i" I , , _ I- I" i �. _;" ; i 1 i I i i l ! ' i l l !'!' 1 .1 11 �! ! l� ► ►.Ili! _ ., E. I, _ I I{(► I�I:`I.,,'i. I;l! ii,, �� !{ 1;1 ill 1 I�..(!�, I � i fl-l:�.l.-ill►►1 +1►, ' i I•' { � { : I ; � I I i i ( i ; � ; I ! ; ! i � �; E ; !- ' (i .I i , , _;• - ,III . ; � 1 i , j i i .: ',_,. • I. ; , ! � I { I I �. ,. i ! � ! ' ' I ' ` i. I I i j � � i I I ! �^ �� i I 1.1 I( i � t i, I I i i ! '• I ! i + I _,. i l(-i i I I.I I i __ i� � , 1 . , ,t (.( fill' i i I li i I tlj t j + -I I t •, ' ,,� i; !;i i�( Il t .. • i I i I' '' 1 i f I� , ! I ( 1 �- '�' ' I I ! I' )! I ' t I 1� i �, r i _i ,' • doo •- i i I� 1 I I i i I (i ,, �� , I I I i 4 .� �! _� l _i I! I{ (P I I ; 'j i , I 1. • i. ; , ; ; 14 i -, i ► � �.i ; I , I i I i I � �-I.I I �"•,--1 , i f � ► ! i �., 1 i I } i �'•. I i;lj i t I lltl I1� E i.!I !l f'1. . I ' � ! ; i l ! { t ! ! I , I � { 1 i 1 i I I 1 • � (- ! � � ! I ! .I .! ! i I ! ! 1 I ' � i Ptunlir►�G 7rrFrlR • GtrldD I p ' ,,.• ' 1 i � I - , 1 + ! I ' I I � ! , I ! ( � , I , j ( 1 i � 1. I' C.-�—' i ` . 7-7 ji ! ll , I. 1 i j � I � I 1 i (( I � i. i 1 I I i i" I i i( ;! I I L•. , ELLC1916f'I- WIL D= VE ItI ..�iLCNf YAIC✓L11�L ,' i li iI' III Ii1( 1;11 ! it Il I I i� I i!II ,il ij I (Illi 11►-il!! I `..��.i'i A ! 1 � i ' � ! ; ' � ' i i , I ► ( � I I I . ( ! I� I I i r . .:I i ; ; i I ; 1 , I ; ; I i ; I i , I � I i ! i i � I ! j { l.► !' 1:1 1.l_i ► i i ► i � { � ! it ,i 1 i . . � 1 � r { ( 1 I � � ' `• I � . I ' , , + ! , ! 1 (_ 'I .I ! I � ( 1 i ' I • + f i � 1 I I e 1 l I ; ,v o I f_ S I .► 1 di- 1' i i i I s fi �n _ rs7oIN_I_':I.I_l_.I_•l.�i:�,�,1 I-(-I-r�-f�.-��.•--r i ! ��.. J � ..- _��_� � I�,I•',I'II�II,III �I I IIII I II IIII IIIi I� I Ipp IIII I, �III��iI���� ;..III, I 1101 I I � II I�li� I ,...., �,- , r-,_ � IIII I III I �I II I III III I A AI III P II iIII . �II I, � � I I I I I I i I � i IIII I �, I I iY I .I I � � I I �� � f i� � I a u QQ.. �II� � t IIII it i �'� I III,III II, I'llll II•IIII'I'll IV'II'I I I l III III�� III �91, I ICI � CI II'� I��I I�i�III,I��1i911�1,1" I,, �' III IIII III I IIII,I�II IIII ,,lu I Y I I' t ''� M' �.. Appendix 9 BUILDING & ZONING INSPECTIONS ALL DIVISIONS DEPARTMENTAL POSITION SUMMARY 1979-80 1980-81 CHANGE 72 72 0 27 27 0 6 6 0 05 105 OFFICE OF THE DIRECTOR 1979-80 1980-81 CHANGE GENERAL FUND 4 4 0 CETA 0 0 0 4 4 0 ADMINISTRATIVE SUPPORT 1979-80 1980-81 CHANGE GEN. FUND 18 18 0 CETA 18 18 0 OTHER* 2 2 0 38 38 0 . INSPECTIONS 1979-80 1980-81 CHANGE GEN. FUND 50 50 0 CETA 9 9 0 OTHER* 4 4 0 63 63 0 DEMOLITION PROGRAM NO PERSONNEL REQUIRED *Funded by Community Development r ' t t iJ 1 +" t k, ' + ti� s tf���$ t,a a. �, u� •# P f r js 5 i Appendix 9a CHAP.T - FUNCTIONAL ORGANIZATIONAL ADyINISTRATIVE SUPPORT DIVISION BUILDING AND ZONING DEPARTMENT DIRECTOR j ' A.S DI INSPECTIONS ASS'T. DIR.* u v SUPPORT . . .ADMIN. r ADMIP7. ASS'T . I BUILDING IPISPEC. I -AD. SUP. - PERMITS CLERK II TYPIST CLERK CLERK II - TYPIST III - C OF 0 III - PLUMB._ - AD. SUPP. h (:LERK MICROFILM SF.C. II - P1GC11. TYPIST C I - CASH SE C. II - DLDG CLERK I - PER. t' SEC. II - BLDG. s CLERK I - PER. EC. II - ZONING CLERK I - CERT Sc - TC I IiI�F.C. ( USE l _ TC I PLUFI I - CODE ZONING INSR. _ TC - TC I CODE u 0� CLERK. I -CODE L- - - ---.. - - - - _ ADrrrrIISTRA2IVt - - ' ---- ASSIGNMENT ONLY Office. h * from Director's = Funded Division. * Funded from h►]s1)Ccti:ons FUIJDING GENERAL FUND - 20 CoptiUNITY DEVEL. * _ 12 CETA * 33 Total j (ev APPENDIX 9b S� I,bifJG OIiING IMSPVCTIONS CHART PROPOSEb ORGANIZATIO�v FY 1980-81 r t 'q . the Directo Office of 1 x , t Director . r II 1 „ Accountant 1 Secretary III � Typist Clerk II . � f TOTAL •¢ t ' : r' a ,x } 4 r s rNSPECTIONS Jt F i y 'mr �MXf 1 E I Assistant Director,t �s Building Inspector, Chief t Building Inspector I S" or II Building Inspect Clerk I } Clerk II ector, Chief Codes Compliance Insr codes COnI7l 1dnCe Inspector Codes Conpliance Inspector II Electrical Inspector, Chief 4 z Electrical Inspector I Electrical Inspector II „ 1 Environmental Chief i Environnenta: Irsijector I Chief Iechanical Inspector, iieChanlCa1 Inspector InS ector Mechanical P 1f plumbing InS��ECtar Chlet'� f t i TiY •!5 n� s r Fector Ins I plumbing F r Plumbing Inspector II ¢ Secretary t a xy t rt r r t Typist Clerk I 1, tit Tyl,ist Clerk III Chief Zoning Inspector, ector r Zoning Insp ,Zoning InSpt3ctor tF Other* TOT�I L S 1 * Funded Corimunity Aevelopraent. —c� APPENDIX 10 CLERICAL AND AOMINISTRAT111E STAFFING REQUIREMENTS DEPARTMENT OF BUILDING AND ZONING INSPECTIONS Current Recommended Salary Position Strength Strenath Change S4Y. ingS Office of the Director Assistant Director 2 (36,831) Typist Clerk 11 O 1 +1. 139,133 Accountant II 0 1_1` 17,596 Sub -Total 2 $(- ,l02) Administrative Support Administrative Assistant I 1 0 (19,426) Clerk III 1 0 (11,305) Clerk II (10,233) Clerk I 3 0 (29,823) Typist Clerk I (54,128) Typist Clerk II 1� b ��� (13,133) Typist Clerk ,'�wj" III (15,201) Secretary II (63,216) Typist Clerk I (C.D. Funding)-0_ Sub -Total ��39 0 — 216,465) `Inspections (Additional)*,`." Clerk I 01. 5 +5 $ 48,387 Clerk II 0 2 +2 20,466 Typist Clerk I 0 3 +3 34,612 Typist Clerk I (C.D.) 0 1. +1 -0- Typist Clerk III 0 1 +1 15,201 Secretary II 0 4 +4 63,216 Sub -Total J 71 + 6— TOTAL 21`r 19 -2 $ (40,685) FICA Savings (6.65X) (2,706) x SUB -TOTAL SALARY SAVINGS 3, ) CETA ��., - -12 (82,99") TOTAL} , .42 { -=ice 26,383) * The proposed positionsr are ub3ect to`HRD audit. CITY OF MIAMI, FLORIDA INTEROFFICE MEMORANDUM TO. Howard V. Gary DATE: Septemb4r 30, 1981. FILE City Manager SUBJECT. Transmittal of RAB Report: Parks Cr ;,,,rtm:-nt Grounds Maintenance Acti>: isies FROM Manohar S. Surana, REFERENCES: Department of Manage n Budget ENCLOSURES: Attached is the Resource Allocation and Budgeting (RAB) Re ort of th; Operations Divisioo, Department of Parks. This repo; �: was prepared by the Uperotions Aiw_ lysis Division as otia of two pilot projects conducted in co►tsultation wi �h Booz, Allen and Hamilton, Inc. As a component of the RAB Methodology, an oPerations review was conduct-%d which revealed numeruus areas of potential improvement. A cost savings of $1,225,059 was identified (p. ix) for the first year, as well as significant service improvements. The major findings and recowmenda}ions are l'Isted with their associated savings as follow,:: FIN i,r:COh1MENDATIONS S ;`DINGS Underutilization Of - Mobile Cre:r E1pIoyees Implementation $ 334,1.24 . Excc.:sive Downtime Of - Acquisition Of Equipment Appropriate Equipment 5,184 . Unrelated Services Rendered - Cost Recovery To City Departments Program 97,125 't:eff-icier4 `�4hodul in, li - Proper 3l.ti.i:+Al!1:� Empl cyae? Use Communications Equipment In Field 16,540 Litter Conti of '-1arual - Mechanize Tntens-ive Control 70,000 Rubbish CollFs.t�;;n By Parks - Srcid Waste Personn>a1 I:ol i ecti n>, 74, 50.0 Grounds Services - Transfer This Perfatined ''or ON,-, Depart- Responsibility ments 48,660 Howard V. Gary Page 2 September 309 1981 Litter On Virginia Key Beach Front . CETA Staff Reduction Control Access To Beach Front Redistribution Of Work TOTAL PROJECT SAVINGS LESS: EQUIPMENT PURCHASES ADDITIONAL PERSONNEL NET PROJECT SAVINGS * SAVINGS REFLECTED IN FY '82 BUDGET. 1,885 7039011 $1,3519129 90,900 359170 $19225, 059 As a result of the operations review, a work measurement phase employing indus- trial engineering and management analysis techniques was conducted which pro- vided data for work standards, identification of service levels, and calcula- tions for required staffing. To further enhance management control, a daily log, weekly work schedule, work order, and extensive budget linkage control forms were developed and installed to provide feedback on how efficiently services are being provided, and if ser- vice goals are being attained. I look forward to discussing this report with you. TABLE OF CONTENTS Letter of Transmittal Executive Summary 1 CHAPTER I. BackorounO to the Citv of i"iiami 1 Resource ,'llocation and Fudoetin.0 S vs t em CHAPTER II. Str!dv l,'ethodoloav 5 CHAPTER III. Parks Grounds t%laintenance Pilot 18 Project -- Findiras and Corclusions CHAPTER IV. Recommendations 38 CHAPTER V. A. Renresentative Park -- a Profile 72 CHAPTER VI. Ic+plementation Str?tPav 77 APPENDICES 1. Work t,'ethods Improvements 2. l-,ork StAndards 3. Inventory of Cite Parks and Other Installations RESOURCE ALLOCATION AN'D BUDGETING REPORT GROUNDS MAINTENANCE ACTIVITIES DEPARTMENT OF PARKS OPERATIONS DIVISION City of Miami, Florida Department of Manacement and Budoet Manohar S. Surana, Director Operation Analysis Division Frank R. May, Assistant Director . ........ EXECUTIVE SI N-IAKY The Parks Department, around maintenance activities study is presented hore-,•iith . It is one of two pilot projects selected by the City P"anaaer for the Citv's Resource Allecation and lludoetino System (RAL'). The Miami City Comm-;ssion ordained the implementation of the RAR System mechanism on December 13, 193.0. The uecision was made following recommendations contained in pr-nviously commissioners Booz Allen reports. RAd is a process designed to manage resources in a meaningful and measurable form.. The City essentially seeks thrOuah evaluation and analysis of the information ohtained+ from the RAP process, to be ahle to "do more t;ith less" Traditional techniaues involvira innustrial enoineerina and management analysis v,,ere employed in the study. They consisved of the following: ConductinU an operations review Identifvir.0 work methods improvemerts Implementinq techniouPs to conduct work measurement Establ i srtina the work r.easure Identifyinq service levels and calculating costs Developing work scheduling and management reporting Linkina performance measures to the budnPtina process C- C� Information was obtainer' through interviews with key departmental personnel, review of records and doctu rents, arc' ac tua 1 observation of the grounds' maintenance a;ork. Fixed interval weasurement was the technique used to Hevelop the work standards. This is a time study technique in which work performarce observations are recorded at reauiar intervals. Ap, royimatley 1E,f00 observations totaling some 715 actual hours of work ti►r,P were maue by the analysts. Based on the tasks involved, units of measurement were also determined for each operation; i.e. acres for r,owiro operations. In order to estimate the actual viork load, groun.rs' maintenance activities and the* frequency with trhich they occur were determined. Fir inventory of each park or facility maintained t,,as also corc+ucTed to ouantifv the amount of t%,ork to be completed; i.P. total acres to be rrowed. Once t,;ork standards were estahl ished arc+ our outr.ut reportina mechanise: installed, a RAE Gudret linkace process was developer'. It serves to link i!ork performance with the City's existina uuarterly Exnenditure (OE) hudcfet retorts, a fundamental part of thr, kAV. System. Tho Parks Dopartment is responsit-lP for designino, developing and maintaining 111 parks and facilities within the Citv of Miami. ThP ac'opted budget for EY '81 was $4,9136,105, with 156 authorized positions. In FY 181 the Uperat ions Division, responsible principally for• the parks aroundsI maintenance activities, empinyed 68 persons in these grounr. maintenance activities. This accounts for appreximately 71% of the Department's bur►get. ii The parks ground maintenance work activities ohserveo in this pi lot �`1 k project were as follnws: t. i Major Activities Minor Activities Litter control Reach front maintenance Mow ina Roat --rno maintenance Saturatinn sprayinu Clean;,,? tables Fdgina Fdaina ` Shrub trimming f:oeinn r; [call field. maintenance Rakinu Tree trir„mina Shrub trimmina Fire station r aintonance Uashdown ►' Weed i na Cemrnter�l Grounds maintenance, aelf course maintenance and trades activities of tyre maintenance construction section were not considered within the scope of orounds waintenance activities. i Uork ohservations and interviews with all levels of personnel produced the folloG•rina conclusions and findings: '- Schedul inn of Parks' personnel and, maintenance activities can he substant-ially improved. —1 Equipment breaks down often, producing loss of work time. Control and reviet•; of the work performed needs to he increased. Work methods, in some cases, are inappropriate. Recent CETA staff reductions have cut into the amount of work hours available for grounds maintenance activities. The Division is generallY started with cooperative workers; its management is seeking to obtain maximum output frog! available resources. Generally, the City's narks are in fair condition. � iii The following recommendations are presented as a result of the study and are summarized in. Exhibit S-3. Equipment c_apahle of mechanized litter' control should be accuired. - Savings identified through a 50% seduction in the. reouired manhcurs to complete this task approximate $70,000 per year. (The Parks Department ',as requested the acquisition of certain mechanical equipment to offset EY 1981-82 personnel reductions. A list of this eailipment is presented as Exhibit S-1 on the following pace. The idea of mec_hanizinq as many operations as feasible is a sound management practice. Hovever, adequate plannino and evaluation of the eQUirment to be n!lrc.hasPd is essential. It is recommPr.dat-d that the Operaticn Analysis Division he utilized for this purpose. In view of personnel reauctions effected, recently, optimum utilization of the remaining epiplo\lees by the Pares Department is critical. A thorough anal.-sis of the proposed enuipment acquisition should result in the hest mir of cquirrment ana personnel to accomodate the City's requirements in this ar(a. ) The mobile crew concept should be implemented for all parks' drUL;nds maintenance activities, Employees resnonsible for the maintenance of a particular park shoulr, he incorporated into mobile crews. - Savings identified are the elimination of nineteen (19) positions and over S298,224 per year. i�cc;uisitirn and use of appropriate grounds maintenance enuipment. iv 4 Tvpe Trailer -Lift Flail Hower All Terrain Park Vacuums 7-Gann PePI Mower Ditch btitch Bobcat/Loader 3/4 Ton Truck w/H,Ydraulic Lift Back Pack Blm:ers Compressor Beach Cleaner/ Sifter 4-:.,'heel Drive Pick -Up with Fogaer EXHIHIT S-1 ADDITIONAL 'MECHANICAL EQUIPMENT Development Area No. (lob i 1 e crew 3 Miowing crew 2 Mechanized litter pick-up crew 4 Onwi nq creel 1 Development. crevi 1 Development crew; 1 Development crew 1 Mohile crew 10 Level orirrent 1 Virginia Key r"each 1 Virginia Kev Beach 1 26 v Unit Cost Total Cost S 5,000 S 15,000 2,500 5,000 35,000 140,000 5,000 5,000 8,000 8,000 10.000 10.000 10,000 10,000 500 5,000 4,000 4,000 65,000 65,000 $12,000 12,000 $279,000 - Savings identified total $5,184 per year. The Citv should consider contract maintenance of selected narks. - Savinos ar, der,endont upon the amount: of cortract ua1 maint.enanct, act,!ally implemented. A cost recovery program should be considered for miscellaneous work provided by the Division's personnel. - Savinas identified for the Parks Department through the proper redistribUtioh of costs total 597,125. Schedulina ?nd ir:creased control of work crews shoul(I be improved. - Savinas identified are approximately S16,640 per year; plus ahsorhinq the elimination. of CETA trainees, ar• additional expense of S703,011 annually. User fpe�, at all t rr—s of facilities should bp reviewed by the Leisure Services Department. - Subst,=r1ti;,1 additional revenue will be. collected. Parks acquisition and design policy should be re-evaluated. - Accurate operational cost projection and significant cost will result. Shifting of certain maintenance responsibilities to personnel in of+,er Citv deaartments. - Savings identified total $48,660. access to tf,e Uirninia Key t;eachfront should he controlled. Savinas: identified through reduction of litter total approximatOy S1,885 pc-r ,year. vi Plants used in landscaping should be native species which require little care. - Reduction in maintenance and replacement costs will be significant. Installation of communication devices on certain automotive equip- ment. - Installation of communication devices will preclude physical searches in the field for employees and crews. Collection of rubbish at City parks should be the responsibility of the Solid Waste Department, provided collection frequencies are adequate. - Savings identified are the equivalent of three positions or approximately $74,500 per year. Total identified savings to the City's General Fund, which where practicable to quantify from some of these recommendations, total $522,048. Including CETN reductions, the savings total $1,225,059. The other recom- mendations can also produce additional savings or revenue increases. Chapter IV discusses in full each of these recommendations. It should be noted that some capital expenditures are necessary. Some recommendations could also increase costs in other CitY Departments. How- ever, the savings by the Parks Department would more than offset these increases. N net gain to the City would be the result in all cases. It has been demonstrated that the recent budget reductions implemented by the Parks Department, which were effective September 1, 1981, in fact understaff the Operations Division. lender the mobile crews concept, two vii EXHIBIT S-2 COMPARISON OF PROPOSED RAB GROUNDS NAINTENANU STAFFING LEVELS AND THE PPOPOSED FY ' 82 Bl1D(-.ET Mobile Tr.t.al Cretin and Mobi le Station Cre"! Nianning FY '82 adopted budget staffinno levels 43 43 Progosed RAB grounds ivaintenance recommended staffing levels (current sE-rvice levels) 49 57 Additional Personnel Remirement 6 14 Less: Vechanized litter control 4 4 Net personnel reouirement. 2 10 v i i i EXHIBIT S-3 TOTAL RAB PROJECT SAVINGS PARKS GROUNDS MAINTENANCE ACTIVITIES Mechanized Litter Control Total Mobile Crew Deployment Acquisition and Use of appropriate Grounds Maintenance Equipment Cost Recovery Program Improved Scheduling and Control of Work Crews Shifting of Maintenance Responsibi- lities Virginia Key Beachfront Access Control Solid Waste Rubbish Collection CETA Savings LESS: Purchase of Equipment Additional Personnel Net Project Savings 0 $ 70,000 334,124 5,184 97,125 16,640 48,660 1,885 74,500 703.011 $1,351,129 90,900 35,170 f more employees would be required. Tf -.ome emplovees are permanently stationed at individual narks, ten (an additional eight) more workers would Fib be needed. This staff inq is the minimum number required to provide an j acceptable level of services. Exhibit S-2, on the following pace, details the impact of these reductions and the resulting additional personnel renuirement based on the RAS staffing levels. The hndv of this report, together with its Exhibits and Apt)endices, covers in detail the topics prPsent.ed in this overview. It also presents the proposed implementation strategy. PAB analysts are available to the Parks Department for assistance in this implementation, as well as in anv area of additional difficulty that may hp encountered. Y x ( is I. BACKGROUND TO THE CITY OF MIAMI RESPONSE ALLOCATION AND BUDGETING SYSTEM Local governments across the nation are faced with significant service delivery problE-ms. Static or declining revenues coupled with risinq demands for municipal services are forcing many cities to do more with less. A Resource Allocation and Budgetinc System (RAB) is a process of managing local government resources in a manner that defines meaningful service delivery output measures for major City functions. The RAB System estab- lishes reasonable work standards and links cost information to performance information. The Mliami City Commission authorized and directed the development and implementation of a RAB System on December 18, 1980, after receiving and apnrovine Booz, Allen reports statinq that existing City in,forr,ation systems did not provide sufficient performance and service delivery data upon which to properly manace City operations. This findinq was reinforced by recom- mendations that the City of Miami develop an in-house capability to imple- ment a RAB System. Specifically, on October 17, 1980, in the "Review of the City of Miami's Information Sytem" it was noted that: "At present there is practically no effort to determine unit costs of production oi, service. The question of how many units of service received for eech dollar appropriated for a particular function is unanswered... AlI.o, there is little attempt to determine if service performance is mk.,etino expected levels." r L In the "Examination of Miami's Resource Allocation System.", dated October 20, 1980, it was stated that the "development and implementation of a resource allocation system, utilizing reliable cost and performance standards, is essential to the Cit1v's efforts to cope with its financial future in an intelligent, informed manner." These reports proposed that the City of Miami train a team of City analysts to design and implement an RAB System specific to the Miami environment. 1. CITY NIANIAGUENT ANALYSTS WERE TRAINU Tn DESIGN AND IMPLEMENT MUMPS RAB SYSTEi The City Commission directed at their meeting of December 1.8, 1980 that a RAB System be established. The Department of ManaaemPnt and Budnet then benan staffina a team of analysts whose responsibility it was to desion and implemment a RAB System City-wide over an extended period of time. By April 7, 1981 nine management analysts had been selected by the City for work as RAS analysts. Booz, Allen conducted classroom and field trainino from April 7, 1981 through April 16, 1981. This trainina focused on industrial engineerina and management analysis techniques for evaluating service delivery within the City. Specifically, seven major topics were included in this training: Cperations review and analysis Work methods improvements Techniques used to conduct wort, measurement Establ ishine the work measure 2 Identifyino existing service levels and calculating related personnel costs Work scheduling and management reporting Docun,entina and presenting the nroject report. Following completion of training, the RAB analysts started work on two pilot projects pursuant to the overall scope of services approved by the City Commission. Z. TIWO PILOT PROJECTS WEP.E SELECTED FOR THE I[IITIAL PAB SYSTEM WORK To ensure that the RAB analysts were prepared to implement the work measurement techniques covered in their training, it was important that two basic types of City operations were reviewed during the pilot protect phase: office operations and field operations. The City it-lananer, in consultation with the Director of Manaaerrent and Budget, the Assistant Director of the Division of Operations Analysis, and representatives frcm Booz, Allen, selected two pilot project functional areas that met the training requirements: office operations within the Department of building and Zonina Inspection and grounds maintenance activities within the Department of Parks. 3. PILOT PROJECTS WERE COP!DIICTED OVER A SIXTEFPI VEEK PERIOD Once the pilot project areas had been selected, RAB analysts under the direction of the Assistant Director of the Division of Operations Analysis, with assistance from the City's consultant, connected the pilot projects 3 ► over a sixteen a,eek period starting April 23, 1981. In each project, \ analysts intervie�,ed key personnel and spent significant amounts of time actually observing and recording the activities associated with routine work days in each department. The pilot projects were, in part, a continuation of RAB analyst training. However, it should be stressed that the information gained from these two projects is significant and useful. In our ,judgment, the pilot projects offer an objective, pragmatic view of the services provided by the Department of Bui ldina and Zoning Inspections and the Department of Parks. The remainder of this report details the pilot project conducted within the Department of Parks. Subseauent chapters address the methodology of the analysis, findings and conclusions, recommendations, and a strategy for implementing RAB within the Department of Parks. In addition, there is a chapter which presents a profile of the grounds maintenance activities and associated cost estimates for a representative city park. 4 8 I II. STUDY METHODOLOGY This chapter presents a discussion of the overall methodology used in analyzing the operations functions performed by the Department of Parks . The overall methodoloov is actually a combination of industrial enaineering and mananement analysis techniques for assess ina organizational effectiveness and efficiency. The various techniques used in this study correspond to the major RAS training components discussed in the previous chapter; they include: Conductina an operations review Identifying work methors improver;ents Implementino techniques to conduct work measurement Establishing the work measure Identifyina service levels and calculatina costs Developina txrk schedu1ina and manauement reporting Linking performance measures to the budaetine process Each of these techniques were employed in concuctinq this pilot project. They are discussed further in the followinq sections. 1. CONDUCTIIG AN OPERATIONS REVIEW' The field operations pilot project started with an operations review. This review served as the initial data gathering phase of the Project ana was conducted to become familiar with the operations being studied. The operations review included analyses of: The basic flow of work The purpose and sequence of operations 5 Methods employed in individual operations Equipment used Work duties of Department em-)loyees Documents received and prepared Quality requirements Staffino or station manning requirements Seasonal work variations. To obtain this information, interviews were conducted with key per- sonnel in the Department of Parks, pertinent documents were reviewed, and arounds maintenance work was observed informally. Existino organization and staffing charts were reviewed and flow charts prepared for major work processes. Work distribution charts, estimatFs of work time spent on grounds maintenance activities, were compiled alorir with the basic elements { (or tasks) associated with those functions. 2. IDENTIFYING WORK METHODS IMPROVEMENTS Followina the Operations Review, an effort was made to identify improvements in grounds maintenance work methods. Informal work observa- tion, interviews, and flow charts developed during the Operations Review phase were used to assess such considerations as: Whether existing methods were meeting work requirements efficiently i i and effectively Whether equipment used was outdated or in need of constant repair The decree to which equipment was available and deploved s'. Reported/observed problems or bottlenecks. :i 6 The Work Fethods phase was an onooinq study task that lasted thoughout f� the pilot project. Appendix I provides work methods improvements summaries documented during this pilot project. 3. IMPLEMENTING TECHNIOUES TO CONDUCT N'ORK P'EASUREIMENT At the core of the RA6 System is the work standard (or work measure). Essentially, a work standard is the time required by an averane worker to complete a task(s), workino at a normal pace, under typical conditions, using a prescribed method(s). The industrial enaineerina techniques used to develop such a standard are referrer) to as work measurement. Fixed interval measurement was the techn,igue used to develop the work standards for the grounds maintenance activities analyzed in this pilot project. Fixed interval measurement is a time stury technicuP in which observations of work performance are recorded at regular intervals in various productive and non -productive cateeories. PAB analysts used a combination of two, three, and five minute intervals in cenductina the work measurement phase of this pilot project. In summary, RAB analysts mad e approximately 15,000 observations totaiinq some 42,F,87 minutes of work time, during the time period of April 27 to July 10. Exhibit. II-1, following this pace, illustrates the grounds maintenance work activities observed at several different parks during this work measurement abase. 4. ESTABLISHING THE WORK MEASURE Following work measurement, RAP. analysts recapped and summari zea their (� data to establish work standards for the coerat ions that were observed. Work standards were developed for staff hours to complete a specified unit 7 -f Exhibit II -I )' Parks grounds maintenance work activities observed during the RAb project. Major Activities Fri Ball field maintenance jE Fire station maintenance Litter control Mowi na Saturation spraying Sweeping Tree trimming Weed eatina i Minor Activities Beach front maintenance Boat ramp maintenance Cleaninq tables Edaing Hoeing Raking Shrub tririning Washdown Wee dinn 8 RM of work. Standards can also he expressed in units of work per staff hour. The work standards developed for this pilot project are presented in Appendix II. It is important to note that work standards are working averages, and as such, are subject to change. Indeed, work standards should be routinely updated as a part of 000d manager^ent practices. The work standards consist of three General components: Normal Time Per Unit of Work -- this represents the average time required to complete a specific unit of work. it is actual pro- ductive work time. Miscel l aneous Vork Allowance -- this is ancillary, productive work (usually of short duration) that includes such functions as ,job oet ready, ohtaining supplies, and receiving supervisory instruction. Personal Allowance -- this includes time for the worker, to attend to personal necessities in excess of scheduled, paid break time and 1 unch time. 5. IDENTIFYI,1!G SERVICE LEVELS AND CALCULATING STAFFING Once �.ork standards were developed, servi ce level s had to be identi - fied. This was accomplished by estimating total parks' grounds maintenance work accomplished during a continuous 12 morth period. To estimate an annual work load, RAB analysts first had to determine exactly what consitituted the �,rork to be performed. Specifically, this entailed identifyina arnunds maintenance activities (which was acomplished E b 4 during the Operations Review phase), quantifying the frenuencies with which these activities occurred, and conduct i no an inventory of each park or facility maintained to quantify the amount of work to he completed (acres to be mowed, square feet of areas to be swept, linear feet of edqina to be performed, etc.). The inventory completed for this pilot project is presented in Appendix III. It represents a fair estimate of parks' grounds maintenance character- istics measured during this pilot project. However, the parks' inventory requires updating and should be completed over the next six months as part of the ongoing RAF System. Identification of this work and use of the time standards provided the basis for the calculation of staffing requirements. To determine the annual staff hours available, employee attendance records were reviewed to deter- mine the averane number of ciays per year each employee spent on authorized leave. Employee leave averaged 331 hours per employee ner year for a net available balance of 1,749 hours per employyec. per vear. 6. DEVELGPIN'G WORT SCFEDt UNG AND tV!AGEfV1T REPOPTIfIG Work standards, staffing estimates, and annual York load are important tools for implementina the RAB System. Ho%%,ever, efficient and effective operations reauire regular feedback and control of work performance and expenditures. Proper work scheduling and management reporting, therefore, are critical components of the RAB System. For this phase of the parks' grounds maintenance pilot project, RAB analysts worked with Parks nepartment management in estahl ishinn weekly 10 qrounds maintenance work schedules. These schedules were hased on staffinq requirements determined as a result of work measurement and frequencies of work activities estimated by RAB analysts and Parks management staff. Exhibit II-2, followinq this pane presents a sample work schedule developed for the Department of Parks. In addition, a work output management reporting form and a work order form were designed and installed so that line operations' crew leaders and foremen could record actual work being accomplished daily. Sample forms are presented in Exhibits II-3 and II-4; on panes 13 and 14. 7. LINKING PERFORMANCE (iEASURES TO UNIT COSTS THROUGH THE BUDGETING PROCESS Once v,,ork standards (performance measures) have been established and work schedules and nutnut reportinn mechanisms installed, the next step is linking performance measures to unit costs throueh the budcetir(l process. Specifically, the Quarterly Expenditure (QE) reports of the Parks DeL)artrnent should be modified to link work perforr'.ance to urit costs. The QE reports should offer a surrrmarized review of work planned for the quarter, work actually completed for the quarter, and planned versus actual expenditures of grounds maintenance activities completed based on unit costs. Exhibit II-5, on panes 16 and 17, presents a sample RAB "budget 1inkaoe"/QE report. This chapter has presented a discussion of the over-all methodolno v used for this pilot project. An operations review was ronducted and work methods 11 i r i` EXHIBIT II-2 DEPARTMENT OF PARKS GROUNDS MAINTENANCE WEEXLY WORK SCHEDULE �J'" \ PROJ. j LEG&M HRS. FORDtAN WEEK OF ACTUA HRS. r•, ;-C 'i i - 0 FAA FA FA 0 M FAA 0 m FAA FAF m 0 FAA FAF WA M 0 FPA PAA r 0 FAA 0 PA orrA FA FA FA FAA 0 0 FA FAA m 0 FA 0 Ar 0 OTHER WORK PROjECItU (; '-.AL LOCAri, OPERATION i OLT.2S 12 12 ` MANAGEMENT OUTPUT REPORTING FORM EXHIBIT II-3 (DAILY WORKLOG RESOURCE ALLOCATION AND BUDGETING PROGRA14 €' PARKS DEPARTMENT PROJECT DAILY WORM. LOG # Please complete this form for all work done by your crew. ,Use additional sheets =-I ' if necessary. If break and lunch time are taken other than as presently sche- 1 duleJ, (9:00 - 9:30 a.m. and 12:00 - 12:30 p.m.) indicate changes on the reverse side of this form. 5 Truck Name Date No. of Crew ryeabers %In, r Arrive at Shop - Time in: Get Ready ` Travel to Ti.ie Out: Odoneter Reading -out: work Area \0 Arrive at Location Work Area Tine in: Odoneter Reading -in: Work Performed +fork Order No., if applicable: Travel to Time O.;t: Next Mork Area Arrive at Work Area Odometer Reading -out: Location Time in: Odometer Reading -in: Work P er`omed Wa rk 01rder No., if applicable: Travel Nett Area to Work Tice Out: Odometer Reading -out: Arrive at Locaticn 'Work Area Time in: Odometer Reading -in: Work Perfomied _ Work Order No., if applicable: Travel to Time Oit: Odometer Readin;-out: Next Work Area Arrive at Locaticn Work Area Tine in: Odometer Reading -in: Work Perfumed Work Order No., if applicable: End of Tine Departing Work Area: Time Arriving at Shop: Day Final Odometer Reading: Return Tine Starting Shop/Put Away: End Time: to Shop 13 i EXHIBIT II-4 a' WORK ORDER '''I£ Department of Parks Operations Division ' � ' pate` — — — — — — — — — — — — — T—————————————— — — — — — I II. Location of Work: 12. Employee/Crew Assigned: ys I I I 1 1 Work Requested: 1 Est. No. fours: No. Employees: 1 _ I i i I Est. Total Hours: 1 I Requested By: ( Date Scheduled: 1 I ( Authorized By: 1 1 Phone No: 1 13.A?—es crTpii—on o—f �,ork Per To T4_'Equipment/T?aterials Used I I I I I i I I I I I 1 - I I I I 1 I I 1 i I I 1--Gate`'ConipTeted:----------T —` ActuaTYo-flours:--------j 1 Employee/Crew Leader Signature: I No. Employees: i 1 Actual Total Hrs.: 1 i I I I -- — — — — — — — — — — — — — ----—————————————— — — — — — I _ 14 improvements were identified in an effort to define and understand the t organization, staffinn and operatinn environment of the Department of Parks. Work ,measurement eras conducted to ?stab Iish perforwance measures (work standards). Service levels were estimated based on the staffing require- ments derived from the work standards. Work schedules and output reporting forms were installed and performance measures were linked to the City's budoetinq process by unit costs. Major findings and conclusions developed during this pilot Project are presented in the next chapter. 15 } EXHIBIT II-5 BUDGET LINKAGE/QE REPORT CITY OF MIAMI AV QUARTERLY BUDGET ANALYSIS - SECOND QUARTER { L MARCH 31, 1981 .x - '3i' DEPARTMENT: PARKS =_ ( DIVISION: OPERATIONS ! f " V 4$p FUNW: GENERAL l" y,:ty�. CurrPrit Annual Expenditure Actual Expenditures Budoet Allotment Expenditures Personnel Services S2,000,000 $1,000,000 $1,000,000 !.� Operating Expenses 1,500,000 500,000 400,000 !, Capital Outlay 1,000 1,000 500 — TOTAL S3,501,000 S1,501,000 $1,400,500 Financial Analysis Based upon expenditures as of 14arch 31, 1981, am analysis of future expenditure requirements for the remairder of the fiscal vear, it is expected that the Operations Division will end the fiscal year with an unused balance of S185,OCO. Personnel Services will experience a shortfall of S115,000. It is anticipated this will be more than off -set by savinns in internal service charoes, property maintenance and other, miscellaneous operatinq accounts. _ = Resource Allocation and Eudaetincl Information Tire City's RAD System has been implemented for parks' grounds maintenance operations of Parks Operations. Parks' grounds maintenance represents _ approximately 8050' of the Division of Parks Operations' budget and accounts - for 7110 of the Division labor force. - 1 Division Operations — Current Annual Expenditure Actual Budoet Allotment Expenditures . Parks Grounds Maintenance $2,555,000 S 973,000 $ 915,500 . Construction 630,000 306,000 298,000 . Irrigation 316,000 222,000 187,000 TOTAL S3,501,000 S I,50T,GUO $1,400,50U (A\" (continues on next page) lb 1' EXHIBIT II-5 (continued) I BUDGET L INKA.GEME REPORT Performance Bata This quarter Plan Actual Last Ouarter Plan Actual Yield Plan Actual Facilities Maintained 972 955 980 970 975 975 Major Grounds i,'.aintcnance Operations; Staff Utilization (hours) 13,206 13,195 13,850 13,792 13,600 13,588 Performance Analysis . Present Trends: Second quarter data reflects the drouGht conditions affectir.e City Parks. With less growth, parks crews are cempletina arounds maintenance faster, allowiria more overall time to maintain more narks more frequertly. Future Trends: New litter -vac equipment should reduce the time and manpower required for litter contrcl by 50%, freeing_ approximately five positions for other grounds maintenance tasks. 17 k III. PARKS GROUNDS MAINTENANCE PILOT PROJECT --FINDINGS AND CONCLUSIONS �49F (0 This chapter presents the basic findinr;s and conclusions developed as a result of the parks' arounds maintenance PAB pilot project. Analvsts for the Operations Analysis Division of the Department of Management and Budget conducted fieldwork for this pilot project from April 23 through July 27, 1981. This project focused on the key arounds maintenance activities per- formed by the Department of Parks. The City Manaaer selected this pilot project in an effort to identify and implement opportunities for improving the allocation and manaGerient of parks' grounds maintenance resources. It should be noted, however, that comprehensive organization, management and operations analysis of the entire Parks Department was not within the scope of this pilot project. This chapter is organized as follows: Overview of City the City of Miami Parks Departent Overview of arounds maintenance activities Work methods Work standards Work schedulina and management reporting Service level costing Budget linkage of performance measures and service delivery costs Summary of fincinas and conclusions. Finding and conclusions pertinent to each of the preceding topics are (. V\ presented in the following sections. IN 1. (WERVIEW OF THE CITY OF N;IWI PARKS DEPARTMENIT The Parks Penortment. is resr,onsible fcr de.signinq, developing and main- tainina 111 Parks rind facilities within the City of Miami . P.ccordinc to the F Y' 81 adopted budget the Deoartmen t emp l o vs 251 persons, including 95 CETP. trainees. The adopted budget for FY'8j1 is $P-,936,105. An orearization table is presented as Exhibit iII-1 on page 20. The Parks Department is organized into four divisions as follows: Director's Office -- rrrvides administrative control and manacement to tf:E 6epar*ment in trc maintenance of City parks and the Cite cemetery; f,' positions, irE in thi FYI 81 a0onteo budget fc.r the Director's Ufice with an annual personnel cost of $172,133 and a total r-peratinc Ludcet of S1,005,482. (Includes fringe benefits for entire department - $625,154 , ) Parks Upsion -- res,,onsihle for the desion and development of City parks and recreational facilities, including the management of consultant landscape contracts; 12 positions are budgeted for FY'81 with an annual personnel cost of S,271,071 and a total operatinv budoet of S376,141. Cerretery -- resronsible for t�:e maintenance of the Cit.y's cemetery includina mowing, trimming and general maintenance; 3 positions are budoeten for FY'81 with an anr.tial personnel cost of $52,660, and a total cperatina hudaet of $65,I:55. 19 /:� \ EXHIBIT X11-1 /§� DEPAPTitlEt-T OF PARKS C)pGAprZA"IC,*,' TALLV THE D.rRL:,CTC)p I-FFXCE' OF Gcn;eral Fund CETI. 0 9 (dr CR: "E"I EP Y / �92D-2r !e£r -e! | 1979-SCI 19,00-81 General Furct? 3 3 Get. l'unu 12 12 0 CETA 0 0 3 3 1 12 1979-SO 1980-81 Cenoral Furd 133 1 -33 192 95 325 2-28 Operations -- responsible for the reqular maintenance of the City's Cpark facilities and other similar installations. This includes mowina, removal of litter, planting and maintenance of shrubs, trees and foliage, and general care of related physical facilities. This Division is also responsible for limited new construction work such as ball fields, and the installation of automatic irrigation equip- ment. There were 133 Civil Service positions budgeted for the Operations Division, with an annuel personnel cost of $2,216,4?2 and a total operating budget of S3,488,627 for FY '81. The Operations Division is organized into Five Sections as follows: Management -- this section includes the Superintendent of Parks and the Assistant Superintendent of Parks. It is responsible for t planning, organization and direction of construction, repair and maintenance activities at City parks, including existing sites, and the development of new ones. Payroll -Personnel Accounting -- responsible for all personnel related activities for the entire department, such as the prepara- tion of the Attendance Report for Payroll, and the Affirmative Action Report. In addition, this section oversees all the depart- ment's purchasing activities. Technical Services/Maintenance Construction -- this section, super- vised by a Technical Services Supervisor, is responsible for buildinq projects, such as construction of ball fields, irrigation equipment installation and maintenance, assembly and installation of playground equipment and preparation of signs. All buildinq trades personnel are included in this section. 21 Technical Services/Eouinment and Safety -- this section, also supervised by a Technical Services Supervisor, is responsible for construction and/or demolition work and all heavy eaui ment work. a The machine shoe, mobile crews, and tractor mowinq operations are also included in this section. s Parks Maintenance -- this section is supervised by the Assistant �- Superintendent of Parks and includes personnel permanently assigned to various City Parks. -f 2. OVERVIEW OF GROIJ14DS ;"AIPTENANCE ACTIVITIES This PAD pilot project focuses on parks around maintenance activi- ties. There are 68 employees enaaoed in these activities with an estimated personnel cost of S1,538,454 for FY'82, or 55.52% of the Department's personnel budoet. Included are 20 employees from the Technical Service Fquipmer.t and Safety Section, anc, 48 from the Parks Paintenarice Section. Some parks grounds raintenance activites were omitted from the RAB study, such as cemetery and golf course maintenance because of time constraints in conducting this pilot project. — Mechanical irrigation repair was considered to be a traces activity and not within the scope of grounds maintenance activities. The key parks grounds maintenance work activities identified and observed were as follows: 22 I i Litter Control: Used as an general term for 1 itter col lection sweeping, raking and leaf pickup. Employees in various different classifications were observed performing this operation. Litter collection includes picking tip refuse, bottles, paper, etc., from park grounds and other maintenance areas. The tools — f a used include pick-up stick, shovel, rake, broom, and trash cans. Plastic bags are used for the disposal of the litter collected. �:, - Sweeping generally takes place in those parks with paved areas, s i such as Paul Walker, and in athletic courts. - Rakina occurs throughout the vear at some parks and as requires' I I in others. It includes the gathering of leaves and cut grass with a rake. - - Beachfront maintenance is nerformea at Virainia KPv Beach. This - operation consists of the collection, of refuse, paper, bottles, etc., from the reach area, ir.ciud+inc trash receptacles. The - tools used include pick-uo stick shovel rake broom, n h , , , 0 , an G trash cans. The equipment units used are a durlp truck and pick -LIP truck. Employees in various different classifications were observed performino this operation. Mowino: Presently, there are five different types of orass mor+vino 3 -i in City parks. They include: - Hand rrowino: Approximately 2% of the grounds maintained by Parks Operations is hand mowed.. Hand mowing typically occurs in areas of difficult or limited access. An example would be around the base of shrubs or trees. It is important to note that only areas that can not be mowed by other larger types of equipment are hand mowed. The eauipment used includes: Roof, Sanlo, and Ryan push mowers. Employees in various different classifications are used to perform this operation. 23 Ridinn hbwing: Approximately 6% of the mowina of grass in City parks and facilities is completed by ridinq mowers. They are used in areas which are too large for hand mowing., but too small for tractor mowing. The equipment used includes reel and rotary mowers. Employees in various different classifications are engaged in this task. - 3-Ganq Mowing: Approximately 19) of the mowinq of grass in City parks and facilities is completed with 3-oano tractor mowers. This type of mowing occurs where a 7-gang mower or a riding mower could not efficiently mow the area. The equipment used is generally a 3-gang Jacobsen tractor mower. Automotive Equipment Operator is operate the 3-gang tractor mower. 7-Gana Piewina: Approximately 655' of the mowinc of grass in City parks and facilities is completed with a 7-oano tractor mower. This type of moviinq occurs general 1 v in large open grass areas. The equip,>>ent used is either a 7-nano Toro or Jacobsen tractor mower, the largest tvpe of mower in use by the City. Automotive Equipment Operator I's operate 7-gang tractor mowers. - Flail f4owina: Approximately 80%. of the mowing of grass in City parks and facilities is done with a flail tractor mower. This eeuipment is generally utilized on high grass or weed concentra- tions. The eguipnient used is the Toro flail raovier. (Other types of eeuipment avilable can not effectively cut hiah grass or weed concentrations.) Automotive Equipment Operator I's operate flail tractor mowers. Spraying: This task is completed by two especially equipped trucks; one to spray insecticides and another to spray herbicides. The operators use the automatic wings installed on the truck, or a oun 24 i s attached to a hose connected to the truck's tank. They use the latter 4 procedure on areas where the truck can not be driven throuah. The chemical or combination of chemicals utilized depends on the type of control required. 1' Ednino: There are two different types of edainq. One is done with a c mechanical edger to set an edoe or border alona the fringes of streets and walkways in orass areas. The other type of edoina is done with a weed eater, and is performed in close proxie:ity to trees, shrubs, buildinas and other obstructions. Employees in several different classifications perform this operation. Shrub/Hedoe Trirmino: Tools used include pruning shears, clippers, snips, hand toppers and machetes. Employees in various classifications perform this operation. Hall Field Maintenance: This is a (leneral term for the marking of footfall and soccer fields, softball fields and baseball fields. Each field has a different work standard as a result of varvinq dimensions and complexities. All ball fields are ►narked according to came regulations in preparation for a scheduled name. In addition, softball and baseball fields may require shovelino, leveli►ia and draaaina. In all cases, the equipment used in field markinas is similar, and consists of a tractor, chalking machine, painting machine and string. The materials utilized include (: Vo chalk and paint. Lahorer II, Dark Tender and Park Foreman classifica- tions mark hall fields. 25 1 i 'r i Tree Trir;:mirr: This operation entails trimmin(i, raising and cutting r off branches, and related work on trees in parks. Resultina waste is Fri i ;I processed 1-�y a brush grinder and disposed of by the crew. The tools i� used are a prunina stick, shear, saws and paint brush. Equipment consists of a truck with bucket and grinder. A Tree Trimmer, Tree i Trimmer Foreman an,' Automotive Equiprent Operator I are jointly involved in this opeation. r Boat Reap Maintenance: This operation includes litter and sea -weed reraoval from the City's boat ramps. Employees ire several different i f i classifications perform this task. Hoeinn: This operation entails weeding or diaaing with a hoe in selected areas of various parks. Employees in several differert classifications perform this operation. Cleanina Tables: This operation involves viashirQ picnic and other tables. A hose and wiping cloth are normally usea, together with soap an(Ver detergents. Employees in several different classifications perform this operation. Parks and other facilities waintilined are listed in Appendix III. Maraae- ment at the Parks Operations Division has classified City parks into the follot,Jng categories: t4ini parks: These parks are characteristically small neighborhood units. Parks representative of this classification are: African i Square, little River Commerce and Merrie Christmas. 26 Picnic parks: These parks are those that receive hinh use by picnic - outinns and parties. Representative parks are: LAgion, Morninaside, Sewell am l•jainwrioht. y -1 Passive narks: These parks are characteristically without athletic fields, i.e., baseball, football, soccer, etc. They may include a VITA course. Representative parks are: Bavfrnnt, Bicentenni,-1 and Kennedy. t' Athletic narks: These parks havA athletic fielels, i.e., baseball, I ` fontball and tennis courts. Representative parks are: Curtis, Grape- 1 and I'Aianor and '�,onrp . _4; Areas other than parks which are rnaintainNd by the 'arks Uperatinns Division tt include: Island/beach areas: The Citv e,.,ms several islands which have been desionated for ,:ionic use. Th(:y arr,: Leeion Picnic islands, Morning - side Picnic. Islanos, Pace Park Picnic Islands and Dinner Kev Picnic. IsIands. IIiaii t.r:nancc at these islands is corT-plfltefi only ahout once a year. The CitY .lso ^mint: ins the beach area "at Virninia Kev. Grounds mainterai . activiti�S observed at Virginia Beach were flail mowinc on i the access road rerimeter and bei°ch front maintenance. It is expected that ;,.airntnnarre reciiirer r-nts k•jil l increase with the acouisition of Virninia Ivey frnrm f�ietrr-politan Dade County. Additional maintenance rec;uirem�=nts and ronsngi!ent staffinn levels have not been addressed in this report anti v,ilI be developed suhseguent to the acouisition within the typical PAR, metboaolw7y. City Ha11 and. other public facilities: The arounds at City facilities, i.e., t�olice stations, City hall anti the City Acinrinistratien 6ui 1Ginn .�� a r o maintainNu Ly tthc= t)perations Division. 27 it Fire stations: Thirteen fire stations are maintained throughout the City. Tasks performed aEn.erally include mowinc, litter control and shrun trimmino or hedginc. 3. WORK METHODS Parks nrouids maintenance activities are presently conducted using the following. meet►-:0s: f-lohilo Crews Mohile crews perform the day-to-day maintenance at various parks. The employees report to the Operations Division and travel in a truck to -the different installations. TI,ey carry all the tools and euuipnent necessary to perform grounas maintenance activities, such as litter- collection, hand or ridino mcwirn, edninc and hedaino. Currently, there is a mo+pile crew assioneo tc, the North District and -nother assigned to the Scuth District. A thiro mobile crew performs rrainterance at parks in both districts as needed. Vowinn and Spraying• Crev,,s Plowing consists of a sincle operator riding a 3-clang, 7-1-,ana, or Flail rower tractor. Mowino tractors are stationed at Operations headquarters, with the exception of a 7-cane tractor permanently assigned to Alice Wainwricht Park, 'and two 3-cams tractors assigned to Bicentennial and Bayfrornt Parks respectively. Operators report for work at i� thpsP locations and travel to different parks according to their work schedules. 28 Sprayinq is also performed by one employee; the driver who operates a truck equipped to spray either insecticides or herbicides. The Parks Department operates two trucks, one to spray insecticides and another to spray herbicides. Both trucks are stationed at Dperaticns headquarters, where the operators report for work and from where they travel to work sites. Stationary Crews Stationary wcrkere are assigned to specific parks and perform all the grounds maintenance required at those parks except tractor mowing. Tree Trirming Crew This crew consists of three men operatina a truck with a bucket and a c;rinder. They perform tree trimming, generally on a request basis, at all of the City parks. Findings as related to work methods are: Parks' grounds maintenance errp leyePs work a forty hour hIan v workers report to assigned work sites, with the exception of mobile crews and automotive equipment operators which report to the Parks Operations snap daily for work assignments and equipment. The absence of oirect communication with employees once they are in the field is compounded by the relatively informal work scheduling existing in the department. This schedulirlcl is, to a great extent, done on a demand -responsive basis. A significant portinn of the eeuipment is old and subject to breakdown. The workers rerrain idle while the equipment is being repaired, or stop 29 f their activities while they repair, or attempt to repair it. Equipment must be taken to the Operations Division sihor- or to the Building and Vehicle Mlainterance Department for major repairs, causina further del ays . Currently, the parks' crrunr.+s mairterence work force ircludes lh foremen/sunervisory type personnel, contributing to a position classi- fication paradox. The situation is further complicated by other employers wit', classifications not considered supervisory, but who are performirg as such. One example iS the µutomotive Ea!,irment Operators in charge of the mobile crews. iiethods for conductira some maintenance activities are not uniform; C there are no established prccedures on how to conduct these activities. The crew leader or foreman in charge has a larce devree of flexibilitY in this area. Tho situation leads to a variety of different methods being used to perform the. same task, resulting in decreased prodLIC- tivity because of this lack of stancard procec+ures. H large dearer of dependence on CET, trai,:ees for the grounds mainte- nance <,ctivit.ies was noted. In certain cases, staff at seire parks was, to d large portion, composed of these employees. Hanagement at the Operations Division is concerned with providina the largest i,ossible amount of services. Generally, we found employees to be cooperative. A concentrated effr)rt is mode to service all work lc requests, rer.uived promr.tly. 30 Hany instances have been noted of employees performing heyond the normal duties required for their particular classification. The Division has adapted as well as possible to ,the recent cutbacks in CETA l and Civil Service positions. The facilities maintained by the Division are, to a great extent, in good condition, despite increased workloads. Vandalism has increased sionific,antly, addinq an extra burden to the Operations Division. Hardicanped persons are employed by the Division, and have proven to he satisfactory workers. Overall relations between line supervisors and their subordinates are Good. Major surrmary. conclusions and fin.dinos regarein.q work methods are as / follows: \ Inefficient scheduling, equipment, breakdowns, and in2pprorriate work methods appear to be hindering, cost-effective orounds maintenance activities. Recent staffing reductions in the Parks Department CETA prooram have reduced the amount of man-hours available for grounds maintenance. Monitoring, and control over the work force needs to be increased. 4. 'WORK STANDARDS Work standards for parks' grounds mainterance activities were not required or developAd in the past. Manaoement makes suhjective esti- mates hosed primarily on traditional perception as to the time needed to coriplPtP a joh. While these estimates can he thought of as a system r� of informal Aor•k standards, they arp not documerted nor do thev cover 31 j all the aspects of a formal work standards system. The estimates provided by management, for example, do not correlate the expected j levels of service to the length of time, costs, or number of units produced. Currently, work performance is supervised by crew leaders and foremen. Accountability for the quality of work completed is practically j nonexistant, since little or no formal review by management is con- ducted. For example, it was observed that one crew completed three average size parks in one work day, while another crew took two days to complete the same assignment. The difference in time is seldom analyzed. The development of work standards through the RAB study prove to be an invaluable management tool. They will help to identify and correct problems and simplify the introduction of innovations. Output in each area of v.,ork will be monitored. Siqnificant variations can be investigated and corrective action taken promptly. The effectiveness of proposed work methods and/or equipment can be reviewed relatively soon after introduction. Improved worker productivity is closely related to the development, monitoring and use of work standards. With the introduction of work standards, the City can obtain a higher level of performance from its employees. Through careful monitoring it can also maintain this increased productivity. t� 32 5. WORK SCHEDULING AND MANAGEMENT REPORTING Presently, the majority of work scheduling is informal and demand responsive. Each Parks Department maintenance crew, whether stationary or mohile, is assigned their particular duties. No set schedule exists as to when certain operations will take place, or how lone they should take. Work schedulina devends, to a great extent, on what the crew leader determines to accomplish that particular day. This leads to scheduling which fails to follow a prescribed pattern and leads to the assionment of unnecessary operations. Instances have been documented in c-,hich grounds maintenance personnel are required to alter their assignments. tdork required before or after a special event, such as parades or festivals, and clean-up at the Orange Bowl after football names are good examples. While this type of demand is pore prevalent in other sections of the Division, it causes interruptions in work schedules and is detrimental to the efficient operation of the grounds maintenance secticn. In addition to the accomodation of special work requests, each daily schedule MUSt incorporate work not completed the previous day. Under the present system, schedules are so informal and subject to special rPquPsts that da,v to day scheduling is necessary for the effective completion of assignments. Minimal information r?aarding ,Mork force utilization, performance, and service dolivery is currently available for the parks' grounds main- tenance activities. Nothinq is done to verify the quantity and quality 33 } of work performed by arounds maintenance employes. Crews are not required to submit a loci, or report to manaoement the amount of work 'jii r'+� s'l? completed. Informal verbal reports are receives' by manaoement ocassionally, in - �`A'' particiilar from crews assigned to prepare a location for a speci al i ZF! event, or to perform extraordinary work activities. Lack of formal, routine plannnina is hinderina effective work schedules, and many assionments fail to he ade4uateIy planned. As a result, last minute chanties in schedules must be made which hinder productivity. This lack of plannina is at the core of many schedul ino problems, includinn extra and unnecessary work. '! l� Numerous different aroue,ds maintenance activities are sequential in nature. One operation must he completed before another can begin. A — typical example is tractor mowing at certain parks. When the mower arrives at a park, the litter must have been collected from the area to -i - be mowed, If litter collections have not taken place, the mowina . cannot he performed. Instances such as this were noted during the work — ohservation phase of this study. The result is wasted time and excess work, which better planring will reduce. _ Effective work schedules are extremely important. A formalized plan- ning process can produce effective schedules, thereby improving the operation of the crounds maintenance work force. At present, the lack of proper schedulina is one of the significant factors hindering the h effective and efficient administration of the parks' orounds main- tenance activities. 34 Improved management reporting for parks' grounds maintenance activities is required. Modifications to the current system are needed to improve scheduling and monitor work performance throuah work standards. Enhanced qu,ility control, supervision of crews, and delivery of services should result. 6. SERVICE LEVEL COSTING Service level costing is essentially nonexistant. Due in part to the absence of an output measurement system, the Division has lacked the necessary information for the calculation. It is very important for the Parks Department to be able to determine the costs associated with maintainina specific levels of services. The resultina information is fundamental to decision makers during the budgeting process. They can then be aware of the funding necessary to provide any particular ^ service level which would he desirable as a matter of policy. Some attempts at costing special -event type work, as well as services rendered to other departments, have been documented. These attempts have focused on actual labor hours and materials used, but no consid- eration has been given to overhead and/or the cost of the equipment employed. An example of this is the labor cost data assembled reaarding work performed before and after festivals in the City. With the establishment of production/service units; i.e., a quantified measure of service delivery output, such as acres of grass mowed; the information can be readily computed based on the data available from the recommended output measurement reporting system. Particular �' ^ attention should then be devoted towards worker performance as compared to the standards developed. Any significant deviation from the standards will result in inaccurate costinn,. 35 id Detailed service level costing information, and close monitoring by management is necessary. This process is essential to maintain good control over the Division's expenditures as reflected in quarterly (OE) reports. 7. BUDGET LINKAGE OF PERFORMANCE MEASURES AND SERVICE DELIVERY COSTS Presently, the link that the Parks Department has with City operating funds is the annual budgeting process. In general, this process occurs as follows: The City Manager, assisted by the Department of Management and Budget, establishes how much money is available for the Parks Department for the forthcoming fiscal year. The Parks Department is r notified of this target figure. The Parks ('apartment then calculates anticipated waae and salary expenditures and goods/services costs in accordance with the target figure established by the Department of Management and Budget. Reductions in operatinq funds are usually made in such areas as planned capital expenditures and vacant staff positions. Once the budget has been adopted by the City Commission, the Parks Department monitors it monthly to identify major deviations between planned and actual expenditues. Budqetary transfers are made through- out the year as reouired. 35 The Parks Department budgetinq nrocess is typical of how. other City departrlents respond to their budget management responsibilities. Essentially, the Parks Oer.artmert decides what it can do with the funds that it has been allocated. However, this fosters a reactive manage- ment style rather than a proar.tive one. As indicated in rrevious sections of this Chapter, measures of performance (work standards) and their associated costs are virtually nonexistant in the Department. This means that. the Parks Department has to rely on historical assumptions and ingrained work practices to determine the level of service it can provide for its annual appropria- tion. As a result, parks grounds maintenance service levels are, in effect, established tirithout sound data. It is clear that the linkage Qlr' of parks grounds maintenance performance to the annual hudoet is required to plan for, provide, and control effective and efficient service delivery. 37 I: IV. RECOMMEPDAT IONS i 1+ This chapter- presents the recommendations developed as a result of the park's grounds maintenance pilot project. These recommendations have been developed to assist the )epartment of Parks in understanding and managino its crounds maintenance operations more effectively and economically. For the City Manager, the 1.1avor, and the Citv Commission, these recommendations point the need for conductina City business in a more organized manner. The City of Miami can not make decisions about allocation of resources without a clear picture of thr- ramifications those decisions may have for the City government and the citizenry. The RAB System offers a clos-r look at City services than had hereto- fore t-,Pen offered. Once the RAB System is fully implemented, it should { provide the i•'avur, the City Commission, tLe City Pianaaar, key administrators and first line supervisors witi, quantitative information on what a depart- ment is actually doir.n, what resources it is using, how it is usino those resources, and the costs associatr-d with those services. In addition, RAB is a built-in ,,lawentent tool for tt.e City. The Division of Operations Analysis is, in effect, the City's internal consulting team. This resource should he utilized fully to provide the facts upon which to base the City's service delivery decisions. The remainder of this chapter presents parks' qrounds maintenance recommendations urnanized into the kev pilot project study phases: . V�ork methods (� Uor;: st;1ndards Mork scheoulinq/management reporting 38 . Service level costing . Budget linkage of performance measures and service delivery costs. Recommendations in each of these areas are described in the following sections. 1. WORK METHODS SHOULD BE IMPROVED The degree to which sound methods are employed in the performance of work often dictates how effective and efficient the work really is. As was pointed out in Chapter III, several work methods for acomplishino parks' ❑rounds maintenance can and should be improved. Specifically, the following work method improvements are recommended: (1) The Mobile Crew Concept should be Implemented for All Parks' Grounds Maintenance Activities In the past the Parks Department work force has been as high as 476 or more employees due, in part, to programs such as CETA and EGA. During this time frame the stationary parks' crew concept allowed the. Parks Department management to station grounds' main- tenance personnel at individual parks. With a stationary work force at key parks, workers could report directly to their work stations and, thus, reduce general administrative and get ready/ put away time at Parks Operations. More time would be devoted to the care of the larger facilities. However, the reduction of Department personnel due to CFTA and EDA program terminations and budoet reduction programs being imple- mented in the City has forced the Parks Department to look for different ways of accomplishing an acceptable level of parks' arounds maintenance work with fewer employees. 39 Presently, the Parks Pepartment is expanding its mobile crevi concept of providine grounds maintenance. We concur and further recommend 0-at the mobile crew concept be extended to all grounds maintenance activit.i(,s. This will provide the Department flexi- bility to make the best use of its work force by providing a sound method of allocating resources appropriately throuc,hout the Citv. Under this concept, additional pick-up trucks and trailers must he purchased. Additional hand tools and equipment such as mowers must also he acauired. Extra enuipr,erit must be carried by mobile crews to avoid expensive doarn time due to mechanical breakdowns. Exhibits IV-2 end IV-3, on pages 52 and 53, present annual work- load and staffing calculations. Utilizina mehile crews exrlusively, the result is a decrease of nineteen (19) positions. If +wenty (20) station manning positions are implemented, the result is a decrease of eleven (11) positions. The resulting sovinas deploying mobile crews are calculated as fellows: 19 Parks' positions (avc-. 16,435) $312,265 FICA 7% 21,859 334,124 (Less) Adaitional vehicles, tools and equipment to be acauired. Three 3/4 Ton Trucks $ 30,000 Equipment (i.e. hand moi:ers) 5,000 Tools, etc. 900 35,900 First year sa.vinds 298,22 4C It should be rioted that the $35,900 expenditure in vehicles, eMinment and tools, Would be an initial outlay only. From time to time these items t-,ould necessarily need to be replaced. Po4t- ever, considerinc normal ,ear and tear, the resultinn savinas would F!xreed S298,224 per year. It +:as found ttipt most employees perform similar generalized tasks without regarc' to job classitiration. Exception,_-, were tractor- mnwina operations, stationary manning, and upper level supervisory classifications. It is, therefore, difficult to determine which classifications should bQ reduced. It is recommended that a genProl r,:classifica*ion audit be performed to assist the Parks Department in t} i s area. (2) Acal_iisition and Use of Appropriate Grour:ds taintenance Eauipment An important finding of this pilot project was that grounds main- tenance Equipment ti••as sornewhat outdated and breaking down frequently. The lack of lotornated equipment for labor intensive functions v-as also noted. Clearly, the national trend for parks' operations is tovards automatina lahor intensive functions. Savings identified as a result of this recommendation total $5,184 per year. It is recommended that the Department acouire and use "appropriate" parks' grounds maintenance eeuipment. The term "appropriate" is useo here to mean Pouipment that is in good working order, is designed and usEd for the job for which it was intended �.nd meets the particular operation and maintenance specifications set forth by the City. FurtFer it is recommended 41 that the acquisition and use of apprrpriate eouipment be reviewed annually- to correct deficiencies, to acnuire additional equipment as needed or to reduce equipment as warranted. (3) The Citv $houlb Consider Contract Vainterance for smaller parks These K.arks are not-, maintained by mobile crews. The average hourly rate of uay in FY '82 of these ,-corkers, includina frinae benefits, is $10.52. Travel time amounts to 24.7% of their total working time. In comparinq the Citv's cost to general labor costs in this area, we perceive the opportunity fcr possible savings. (4) Cost Recovery Proaram If the Parks Department continues providing services to other City departments, a system should he impiemerted by which the cost of these services is recovered. M.anv of these services are requested informrlly, and providea by utilizinra personnel normally engaged in the Parks Department's regular activities. Currently, the cost of providina these services is absorhed by the Parks Department. Under the fiscal austerity constraints pro- jected for the immediate future, proper allocation of expenses for individual departments is imperative. Savinas identified as a result of this recommendation total S97,125. (5) Proper Scheduling Should he Established for Mobile Crews, Mowing, and Snrayina Ooprations The informal work schedule the division is using at present causes delays, duplications in work, idle time, and improper maintenance activities. The resources are nct being fully utilized because of the lack of formal work scheduling. Savinas as a result of this recommendation total $16,640. 42 This recommendation is aimed to solve one of the main inefficien- cies found in the Parks Denartment during the development of the C� RAB Study. It will be discussed in detail in a separate section of this report. As a result of reductions in the CFTF program, 95 trainee positions in the Division have been abolished. The cost of funding these positions is approximately $703,011 ner ,year, includinq FICA taxes. I•te found that the loss of these employees, although noticeable, does not significantly impact the grounds maintenance activities. However, proper scheduling and allocation of the remaining resources as set forth in these recommendations is reoi!ireo to minimize their loss. It should also be noted that CETA trainees delivered less than twenty hours of vlork per week because of the time they devoted to classroom attendance and related travel. The classes, provided by CETA, were a condition to their employment, (6) Litter Control Should be !Mechanized Where Feasible Employees presentl,/ collect litter manually with a stick and a bucket cr baq. This method requires a consic'erable amount of time; approximately 3C'/"7 of a worker's total time is dedicated to picking uo litter exclusive of non -station manning positions and tractor -mower operators. The cent of this operation is high v.-hen done manually. It can be reduced by automating this activity with equipment appropriate to t the City's narks characteristics, such as all terrain vacuum sweepers, The purchase of this tine of enuirmen.t is recommended. However, careful analysis as to type and number of the equipment 43 is ff to be purchased is very important. Savings as a result of this \cam recommendation total $70,000. Capital outlay expenses are approximately $55,000. (7) Communications Equipment Should he FAcauirpd Communication between employees and manaeement should be improved by installino radios on certain automotive eouipment. An alter- native is the use of beepers or pagers. Presently, ,,hen a mobile crew or worker in the field have to be contacted it is necpssary to send another employee to the locations ,,here they are scheduled to be working. If there is a phone at the location they can be more easily rPac}-ed. Most of the tire, however, it is necessary to conduct a searci, with the res0 tins expense in fuel ana man hours. The Parks Department should consider the .use of this ecuirment for their robile crews and other employees who need to travel from park to park. (8) User Fees Should he Reviewed At present, the Department of Leisure Services charges only a nominal fee for the use of certain park facilities. We recommPnd development of a revised user fee structure through an appropriate strldv. This action will placr, the burden of expenses incurred more eouitat)l,y on the users of the facilities. RAE analysts can assist in this endeavor. 44 �s- (9) Parks Desion Should be Evaluated Parks should be designed in a functional manner, with low rrain- �'` ter.ance requirements. This recommendation should be considered for all new parks being, developed and for existing parks. Parks in the system renuiring expensive maintenance should be evaluated anti redesigned if possible. Instances were noted of parks, such as U'uena Vista, 41hirh require extensive additional work because of design comulexities. When the Cite considers acciuiri rig a new park, the puhl is should he consulted regardira their projected use of the oark's facilities. Throuch the usC of Westionnaires and polls, the most effective use of car.ital outlay for parks could be accomplished. (\ (10) Equipment keouirements Should to Acromnrateo 0-1 The Parks Department should dive top priority tc providing safe ar.r proper Fquipnier•t to all of its emoloyees . Durina the wor', measurement phase, it was noted that much of the ecuipment in use was generally in poor condition. (11) Parks Plants Selection Should be Revietred Plants reouirino expensive care should be replaced, as practical, by native plants. Additions to neNj park installations should also be native plants that require little, care and thrive in our env ironmr;nt. ReducRd care would lower the maintenance reouire- ments. A regular raintenance prcaram of fertiIizino and spraying should also be implemented. Such a proqram would prevent the loss of expensive plants for lack of proper care. 45 / (12) Rubbish Collectiors Should he Transferred to the Solid Waste Denartment Dead tree branches and ref rse resulting from prunina and/or _ trir,mitin, could t)e collected by Solis' Waste Department during their regular scheduled collections. Currently, this debris is acC_umulated on site and removed by e Park Department crew — consistine of four r_�rnr.loyees, ta,o trucks avid a loader or crane. The total cost of this operation approximates $74,500 per ,year. Solid Waste Department's routes Would not be adversely impacted by the addit4or of parks' rubbish collection. T'ie former's related cost increase in costs should be offset several times by the savings.. This recommendation is based on adequate collection schedules ::ithin the Solid haste Department's routine system teat \; would accomodate the required parks' rubbish collections require- s ments. (13) Groun(:s '-ainter.ance Functiors Performed for the Fire Department, and, the Leisure Services Departrrert Should be Transferred Parks Department should shift the responsiblility for maintairir.q the City's fire stations grounds to the Fire Department. The cleaning of buildings, restrooms, ano similar facilities under the supervision of the Leisure Service,! Departmert should be assigned to their personnel. Savinas identified as a result of this recommendation total $48,66C). Leisure Services Department personnel should also he responsible �AV for n;arkin.q ball fields. This tass is presently done by the Parks Department. 46 (14) Vehicular Traffic into the Virginia Key Beach Area Should be Prohibited Litter accumulates heavily at Virginia Key Reach as a result of vehicular traffic on the beach front. Currently, the Parks Department roes not have sufficient workers assigneo to maintain the beach front area. Therofore, an effort should be made to recir-ce littering by elimina.tinc one of its principal causes. It is recorimended that barriers be placed to stop access to the beach front by motor vechicles. Increased sa.fetY fer the public usin(i the beach Uouid also result. 2. WOM STAPduAKDS DEVELOPED AS A PESULT CIF THIS STUC.Y SHOULD BE USED TO TP,f1C}. Pr.kFG���Nfi(;E Following the Operations Reviw phase and the work measurement phase of this pilot project, twenty work standards were developed for key parks' grounds maintenance functions. These standards are workino averages that represent the average time it takes a tvpical parks grounds main- tenance employee Lo complete a task urder normal conditions, using a prescribes. wethod. For instance, vrorP measurement data indicates that it rfouires 28.9 minutes to mow an acre of grass with a 7-nano mover. This 4•las determined by observing appproximately 2011 minutes of mowina in tvpical 7-gang vowing situations, relatively flat and unobstructed grout-o.s, within City parks. The total time for these observations was dividc-d by the total acres actucilly rowed. Time allotments for travel, personal breaks, and miscellaneous productive time were then factored into total standard time required to mow one acre of grass. Exhibit IV-1, following this page, provides a summary of the vworE. standards developed for the different parks' grnuncts maintenance activities. 47 i �- - - EXHIBIT IV-1 ti Parks Grounds Maintenance Work Standards - '` Normal • Standard +4 j Time for Time per Production Production Unit Unit Units per = I i`5i { 4 Operation Unit (minx.) (eiins.) hour Hand Mowing Per Acre 3P3.18 503.69 .12 Itj Riding P:owing Per Acre 182.86 290.37 .25 3 Gana Mowing Per Acre 42.22 55.50 1.08 7 Gana Nowina Per Acre 21.98 28.90 2.08 1 Flail Hov!inq Per Acre 2E£.9a 38.04 1.58 Litter Control Per bcre 39.25 51.59 1.16 I -j Sa eepi na Per Sq. Foot .0,07 .009 6,666.67 Shrub Pruning Per Sq. Foot .14 .19 315.79 Edoino with Weed Eater Per Linear Ft. .13 .18 333.33 («, Edging (`echani(al Edger) Per Linear Ft. .05 .666 909.09 Hoeing Per Linear Ft. .11 .144 416.67 Waxhina Tables Per Tehle 2.04 2.6£ 22.39 Cleanina Restrooms Per P.estroom 57.2-4 75.31 .80 R<kino Per Sq. Foot .035 .046 1,304.35 Tree Trimina Per Tree 147.00 193.23 .31 Football and Soccer Fielr' Iiarkinq Per Field 2b0.00, 341.77 .110 Softball Field Markinn Per Field 104.00 136.71 .44 Baseball Field Markinq Per Fiele 1115.00 190.61 .32 Beach Litter Control Per Frcrp 13.48 17.72 3.39 Boat Ramp 14aintenpr,ce Per Ramp 9.00 11.84 5.07 SFrayinq Per bcrt-, 22.83 30.01 2.00 .� 48 To reiterate, these work standards are "1 iving standards" . They are subject to periodical review and change. The introduction of improved wort, methods, new eailipment, or reorcanization of personnel, can have an fr,,nlact on the v,ork and related standards. In order to determine if %n ir.nnv-ition or eel..,ic-ment change improves productivity, work standards must be con+irually monitored. It is recommended th?t the RAG analysts review tie parks' orounds maintenance standards ppriodiri,l l y to ensure that. V-ev accurately reflect an apr:ropriate level of performance by Cif,; e4llnloyeps. 'w:henPver moni terina shows a sionif icart devir,tion from the standards, these sr,eulr. be revised to ar,proptriatel L- reflect. the current. situation. (As a cereral.rulp, if existing standards consistently vary more than 15 p,ercent from actual, it is recommenced that they be revipwed.) Failure to adjust inapproprite stardarc+s will cause disruptions in efficient work scheoulir-a and distort plannina and control efforts. The ;arks orou:nds maintenance stanc.,irds developed durinc this pilot. project ire intended tc lie t!,e best working estimates per production unit available to the Parks Department. They should be used to track performance and assist in schedulinc work. They shoOd also prove very valuable to Department man%rernert, if pronrriy ut i 1 i zea, in implemen- tire tf:e r,iobi le crew concert ai-!o in schcdul ing the overall work force better. Mork standards also can be used as performance reporting guidelines to accurately track rlanned versus actual ernunds main- tenance. Specific uses of the work standards are discussed in the f follo ,inc sections. M 3. Ir'PROVED WORK SChEDULING AND P•:ANAGEMENT REPORTING SHOULD BE IMPLEMENTED Tt us far, improvement recommendations have been suggested for work methods Improved -ork schFdulino and management reporting systems, however, provide the most fertile around for substantive improvements in the management ana operations of perks' grounds maintenance work. As .oas reported in Chanter III, work schfduling and management report- ing are not done systematically, fcrmally, or routinely. Although some work in thr-se areas has beer done hY the Department, it has never really heen rernuired to schedule any' report in thF detail now pr000sed. Thp parks' grounds maintenance pilot project offers the herartment a great deal of data and informai ion upon t-rhich to develop improved work schedules and management reports. Specific recor•rnendations concerning; work schedul ina and raanaaement reporting are presented in the following. subsections. (1) The Annual l orkInad, as Mined t:v this Study, should he Used as a Basalirc to Sct-�-Hfile :wort One of the imrortant taSKS of this pilot project was determi n i no the annual vrorkload for employees enmiced in parks grounds mairtonancr- t•,ork. It is recomr7ended that this annual �-orkload, which is based on the existino lovel of maintenance provided City parks, be used as a baseline for schedulinn work. The annual workload for parks grounds maintenance activities was calculatea in the followirng manner: 50 First, an inventory of City parks was conducted to establish what Ivey grounds maintenance functions were presently heina done. This also included actually mea.surino arFas to be r^owed, hedge surface area to be trimmed, etc. (The inventory is presented in Appendix III.) Second, annual freouencias of grounds maintenance tasks were established through analyses of !,;ork observation data, outr.ut retorts, and discussions with top and middle rzianaoement within. the Parks Department. Third, annual frer!rencies were multiPlied by each inventory me,isure to obtain tl,e total annual workload for each parks' grruncis mainten?nce function. FOUrtl, anni►al v:orkleao measures for each parks' grounds main- tenance function viere inoltiplied by their respective work standards to determine staffing requirements. Exhibits IV-2 and IV-3, on panes 52 and 53, present the annual workload and staffina calculations completed for this pilot project. The first of these exhibits is based on the entire work force consisting of mobile crevis. The second one includes twenty employees permanently r.ssigned to sP1ected parks. This information provides the Department with reasonable estimates of what should be accomplished annually. This is, in effect, planned work that should be comparea and contrasted to actual :;ork accomplished. 51 6� \e- EXHIBIT IV-2 STNF-F P,EOUIREFENTS PARKS DEPARTMENT - GRC-UNDS 10AINTENANCE CURF,ENT SERVICE LEVEL - (ALL ",0°ILE CRE'VS) Units Stanoard Total Peouired No. of Unit Com;-let.ed hours Standard Employees Per Tvi,c- Per Year Per Unit Time Hrs. Year Operation Hand I'. wing ; cre 28.'..91 8.�0 2,3S4.Ra4 1.36 Ridino Nowino Acre 995.48 4.01 3,991.87 2.28 Nail I•Iov,inq acre 1,33.6.88 0.63 829.63 0.47 3-Canq 0owir.a Acre 3,089.61 0.93 2,873.34- 1.64 7-Gana t-iov.-ina Hcrn 10,238-.85 0.48 a,914.65 2.81 Litter Control Acre 20,842.34 0.86 17,924.41 10.25 Weedeating Lir. Ft. 2,362,040.00 0.003 7,086.12 4.05 Mechanical EdGinci Lin. Ft. 832,60b.00 0.061 832.61 0.48 Shrub Trivvina Lin. Ft. 3.662,610.00 0.0032 11,720.35 6.70 Rest Rnom NaintPnanCP Each 2,040.00 1.25.5 2,h60,2.0 1.66 Beach Litter Control Acre 2,500.CO 0.295 737,50 0.42 Beat Rarep I"aintenance Each 360.00 0.20 72.00 0.04 Raking Sa. Ft.. 68,000.CO 0.001 6S.00 O.C14 Sv,eepino So, Ft. 7,026,228.00 0.00015 1,C53.93 O.FO Wash and Clear, Tables Each 1,456.00 0.45 655.20 0.37 Hoeing Lin. Ft. 6,600.00 0.002 13.20 0.01 Ball Field Maintenar.ca Soccer/Football Each 175.00 5.70 997.50 0.57 Baseball Each 160.00 3.18 572.40 0.33 Softball Each 200.00 2.28 456.00 0.2.6 Wash -Dorm Acre 29.12 O.aO 11.65 0.01 TOTAL 34.14 or .35 Emplovees ADD: SUPERVISORY PERSONNEL 4 TREE TRIr-,r;IrrG CPEW 3 SPPAY CREW 2 FIFE STATION ('PEI-t 2 CEP ETERY CREW 3 TOTAL STAFF 49 52 EXHIBIT IV-3 STAFF REQUIREMENTS PARKS DEPARTPJEW - GRCUNDF MWINTENW'CE CURKENT SERUCE LEVEL - (STpTI0hPPY TUIOER` AT SIX LOCATIONS) Units Unit Comple`ed TyrP Per Year Nand Moviinn Lcre 283.91 Riding r:oti.inq Acre 995.41 Flail Powing Acre 1,316.88 3-Gann My ing, Hcre 3,089.61 7-Gang i'ooino bcrn 10,236.85 Litter Control A.crQ 12,987.14 hfeedeating Lin. Ft. 1,555,21'0.00 Mechanical Fdcinn Lin. Ft. 2.35,140.00 Shrob Trimmina Lit,. Ft. 7a7,765.00 Rest Room t'aintenanc-e Each 1,440.00 Beach Litter- Control Acre 2,500.00 Boat kam4? rl?intnnance Each 360.00, Rakinu Se. Ft. 68,000.00 Sv,eeping So. Ft. 7,026,2Z8.00 Wash ano Clean Tables Each 1,456.00 Hoe ina Lin. Ft. 6,600.00 Ball Field P:aintenarce Soccer/For,thall Each 175.00 Ea-'ehall Each 180.00 Softball Each 200.00 :ash -Gown Acre: 29.12 Permanently Stationed Park Tenrpvs ADD: SUPEP.VISOPY PERSONNEL TREE TRIWAING CF:Et+ SPRAY CREW FIkE STi TION UEO CEMETERY CkEW TOTAL STAFF Standard Total F!pur(. Standard Per Unit Time Nrs . 8.40 2,384.844 V.01 3,c,91.87 0.63 829.63 0.93 2,E,,73.34 0.65 4,914.65 0.8F. 11,168.94 0.003 4,665.72 0.001 235.14 0.0032 2,392.85 1.255 1,807.20 0.295 737.50 0.20 72.00 0.001 68.00 0.00015 1,053.93 0.46 655.20 O.OL2 13.20 Required No. of Employees Per Year 1.36 2.28 0.47 1.64 2.81 6.39 2.67 0.13 1.37 1.03 0.42 0.04 0.04 0.60 0.37 0.01 5.70 997.50 0.57 3.18 572.4u 0.33 2.2P 456.00 0.26 0.40 11.65 0.01 TOTAL -2-2. 80 or 23 employees 20 Sub -Total 43 3 2 2 3 57 W. 53 EMIRIT IV-4 DEPARTN'ENT OF PARKS CREb' REPORT Park Date Crew Members Please check the appropriate parks' Grounds maintennace function upon completion: Tractor Mowina Cre�-:s Mohi le Crews 7 nano mowing Litter control 3 gano trowina Hand mowinc Flail mowino, Ridino mowinq Edoinq Special Crews Shrub'trimmina Tree trirmiing Boat ramp maintenance Spraying Ball field maintenance Other Weed eatinc Other Time leaving shop or last vrork site Tir;,e arriving at work site Time le,,ving work site If end of day, time arriving hack in shop Comments (Please note any conditions affecting your work: rain, downtime, excessive litter, etc.) Supervisory Quality Control Evaluation (check one). Mowino crows: Excellent Good Satisfectory Fair Poor Mobile crews: Excellent , Gooc — _ Satisfactory _ Fair Poor Special crews: Excellent ` Good _ Satisfactory _ Fair _ Poor Office Use Only Total elapsed travel time Number of crew members Total elapsed work time Total staff time Total travel ane v:ork time 54 I1 It is recommended that the Parks Departnent work closely with the RAB aralvsts to develop a weekly work schedule based on the annual work- load and staffing caluclations presented in this report. A sample work schedule/outt!ut report detailing planned versus actual work is presented in Exhibit IV-4, on paoe 54. 1! 4. SERVICE LEVEL COSTING SHOULD BE DONE ON A OUARTEPLY 6ASIS IN CONJUNCTI IN 11TH THE CITY' S MDCETINP PPOCESS i It is recommended that service level costing bF dnne by the Parks Dpr)artment on a quarterly basis. Durinq preoeration of the Quarterly Exprnditure reports a review of ti-e r%,ork performed withir the period r� is essential. f �fy Based on services rendered or delivered, associated costs can he allocated. All extraneous activities in support of special events or f to other City departments are to be carefully accounted for. Once r- _-' those charoes are segregated, management can accurately determine the costs incurred. Major variances are then isolated, an(4 any necPssary ace corrective action taken -)romitly. .g It is important that: costs include all types rf perscnrel expendi- turps, equipment and supplies. All costs related to the delivery or s}. performance of individual operations must be recognized in order to properl determine the total amount. Tvpically, costs per unit of production are accurate only over a relevant ranne. Extreme rare in the use of this information for purposes of planning major reductions or increases is in order. In Attention imust be carrfully given to fixed and variable costs, as ;:ell as to other major non-recurrinq exner.ses associated with sicnificant changes in level of services. 55 5. A PERSONNEL kECLASSIFICATION STUDY SHOULD UE CONDUCTED The staff of the Opprations Divison includes 37 different job classi- fications for 133 positions initially funded in FY 1980-81. The number of positions v!as reduced to 112•late in the fiscal year. Durir,q the 1•ork observations, instances were noted in which employees performed duties not consistent with their job classsification. A personnel study should be initiated with emphasis on properly classifvinn workers in accordance with their duties. Pecuired supervisory positions shoulri be determined, with close attention to individual responsibilities and dualicaticn or intermingling of - functions. y 6. THE P/ Fr S DEPARTi ENT SHOULD REPORT ITS PFRFGR,';ANCE INFORNATICT THROUGH A CUUGET LINKAGE 1.:ECHbN1Si0 In the crPvious sections of this chapter, recommendations have been ;4 presertFd regarding improved r•ork methods, the use of txrk standards, botter scheduling and management reporting, and service level costing. I:. These recorr.mendations lay the foundation for improving, the planning, directing, controlling and evaluating of astral versus planned grounds maintenance .,ork. Hor•:ever, it is simply not enough to have this vork perform,-nce information --management should use it to continually evaluate and control outr ut. Mork performance data is a critical element recuired to properly manage parks' grounds reaintanance resources. It is important that such data provide pertinent information at each operating and manauing level within the City so that future resource allocations can be made on fact, not fiction. To mPrzt this overall objective, the data provided by t!.ir- RIAB pilot project shoula mere, at a minimum, t!-,P follo0na criteria: -M Pertinence for the employees, supervisor and managers using the data. Timeliness in relation to the rE Portinn oerioc! in order that reports contain current information. ticcurac.y to holp ensure that aoerorriate resourcp allocation decisions are made. ContinttitV of rroduct ion so that oerformance information is providee renularly, augmented with historical comparisons and future scenarios CDs necessary. To adenuately rJeet these criteria, it is necessary to establish a means of reporting RAR performance data to those individuals responsible 'or managinq and overseeing parks' grourds maintenance resources. Also, the rnears of presenting this information should be tied to an existing information system (where possible) to make the best use of existing data systerr.s. Accordingly, it is recommended that the Parks Deuartment report its RAP performance information through a budget linkage mechanism. A more detailed review of the kAB bu+':uet linkage mechanism is presented in Eor,7, Allen & Hamilton's report entitled "The RAr' Budget: Linkage Conce^tual Framev,,crk". Sir,,ply stater', the RAF' hudoet linkage ties performance information to the existing Quarterly Fxpenr'iture (OE) series of budget reports. It. is designed to meet the specific criteria outlined earlier in this section and it is part of a known and used Citv financial report. The kev advantaoF of the huOoet linkage mechanism is that it clearly shoals the relationsf iip. of how many units of parks Grounds maintenance are received for the dollars appropriated. A sample OE report augmented with sample RAP performance information wa- previously presented in Exhibit' II-5, on th-e paces 16 aria 17. 57 It is important to recoonize that the linking of performance measures to financial data does not happen automatically. The end result, the huaget linl•aoe process, should he the culmination of several data roportinq ano surmnari zing activities within the Parks Department and the Department of f<<anagement and Fudoet. The recommended flow of performance information within the Parks Department, through the Departwent of "anagement and budopt, to the Assistant City Manager, the City Manager, aura the P°ayor ano MY Commission, is presented in. Exhibit IV-5, on pane 59. Specific recommendations for obtaining and processinc parks' grounds maintenance performance inforrration, based on Exhibit IV-5, are presented in the following sections. !; (1) First Line Supervisors First line supervisors manaoe City parks' orourds maintenance resources da.il%'. They are familiar with their work res!?orsi- bilities and creels; they are entrusted with providiro effective and economical grounds maintenance of City parks and facilities. First line supervisors, therEfore, should provide the initial performarce deti_ for the RAE Systprn. Such data entry sh.oirld he easy to accomplish with a minimum of time spent in actually recording the data. Individual park profiles were developed as part of this RAB pilot project. These. profiles provide an estimate of the total time required to conduct a total arounds maintenance cycle per nark, under normal conditions, based on the oPneral ouality control standarrs set forth by the Director of Parks. The perk profiles should serve as planned time to complete one cycle of parks 58 `FEED_ _ BIIC�h i.00}P SEP,V=APD PEP.FOP.:;ANCG RE pt?I;TS I1A't't. ADDED TU ADJt75_ _ _ -7 "F jI1DC"EI;FPOPTS DAILY _ 01;GAIdIZI;I� i,i.L --- �CTT� CRL'tl RI P{)RTS <- -----> SIrI;i;;,P.IZEP IiGN i:I'I?C i r and DlF'� - PFEPr',RL:D PAPL: LI;P; P,..•.ITT I'Cr City senior nanage s ti LII.I; t,•UPL:PVTSC�PS - QuarterI y crc't. rul�ort FIP.'Z' ,eceived officials assess Creir rej�rts are j:erfornance re[ �Zetec-' sucu.,arieS are Crcu r-(,ports Cor�I daily for c4ch I�;rk/ facility receiving gr„l"Os r.a'ntcnancc Crew retorts forwarded tr,, Part.: Del;artr.,ent j,ea,Iyuartors First Zine suj�ervisors request assistance fror:: Park Operations analysts as required rcccircci daily EZaj� ecI tiro values are calculate" Crew reports are filed I,y I,,a rklfac it it y in central file treekly, monthly and quarterly sur.;nar:.cs are prepared Departrzerrt rranager'7e1t ant,Iyzcs data; r^aF:es resource adjustments as necessary . C'f: budget reports are r:roc74fied to include }Yey lerforrance inforrrat inn . �?uarteriy crew report sur,r,,aries are copied forwarded to Del'art- rnertt of t•taracterent and Budget . Departcaeni: managernerrt uses ysts as necessary RAB anal overall to firac-tunes till RAD SYsterr 59 RAB analysts are awed as technical advisors Parks grounds r^aintenance work is rr;cdified as necessary arounds maintenance for an individual park. Taken together, the parks' profiles should serve as planninn and scheduling tools fnr Parks Department management.. Individual park profiles also are the hasis for reportinc actual tine spent in conductine a total grounds maintenance cycle for a particular hark. First line supervisors should complete Parl: Profile Output neportino forms by checking -off appropriate grounds maintenance activities comnleted, and by re ordinq the time k:ork was started and finished at each park. A sample, Park Profile Output Reporting form is presented in Exhibit IV-6, on the fol lov ing pace. Pars: Profile Reporting forms should be completed b,v all first line supervisors and by individuals responsible for major grounds .\ maintenance functions ircluding: Mowing operations .'oh i 1 e. cre�-js Stationary ew*lovees' supervisor Tree tr imvnino cret-,- leaner Spr;-+ying crew 1Qar'er The data received from first line sunErvisors should be the composite time for actually complptino one cycle of parks' vrounds maintenance activities in each park. Parks Deparrment management should compare and contrast this time, by facility, and by major functions to identify and subsenuentiy correct -�� variances. 60 PARF; PART: HAIWEUAtICR PROFILE TOTAL AREA OPEPATION I'P.ODUCTION UNIT IUvEt.'TGRY UNITS STD,"H;"S/ UVIT TOTAL STAUUARD THE (land Nowinu Per Acre Kiruna llor;im Per Acre 3-G�In; llowinq Per Acre 7-Ganef flowing Per Acre Flail lfcuinq Per Acre Litter Control Per Acre 51-le-opina Per Sq. Ft. Sltru: Trintiinrr Per Sy. Ft. Erigir.<; with [reer;eater Per Linear Ft. Edging (llec}:anical Edcfer) Per Linear Ft. Nrcin:; Per Linear Ft. Washing Tables Per # : able Cleanijja Restroorr,:- Per N RR Ra'.-irr; Per Sa. Ft. Tree Trirl:irc: Per Tree FoctDal 1/Soccor Ficic: M!rl:irrf Per Field Sortt>all Fie!(, ilar':ir•y Per Field Baseball Fielr: '.arl:irc Per Field Beach Litter Co::trot Per Acre Boat Ra,,:p rtaitttenanre Per Rar7p sprayil:q Per Acre Ut'her: It: L'E.1TUP1'-U�'IIEP # Trash Cans # Picnic Tai:les P1ayc;round .1;,par,jtus Fences Twal lfd=ntenurnc:e Tire for One Cycle - 61 N 4.� (2) Parks Department Vananement The second major role in the RAb System is played by the top and middle ..anagers in the Parks Department. The DepartmEntal orocessiro of RAII data is a critical link ir! the overall RAB proce,,s. It is Kerr- that raw field -data recc,rded by first line sunervisers should be used for two primary purposes: to provide senior Tanagers within the City hierarchy with performance information; and, to provide the manaaers and first linp supervisors Hthin the Parks Department with sound data. This data is utilized to better plan., direct, control, and evaluate grounds maintenance operations. Parks Department ranagement should he responsible for the follo� ina RAB System information procpssina functions: Receiving performance data --Appropriate personnel should be rest onsible for rer'eivina daily Park Profile Output. Recorting forms. Parks managertrent Should ensure Mat first line suher- viscrs accurately and fully complete these forms, and that forms are cem,,1ptea for all grcurds maintenance work dome. Orc,anizing the data --Parks Department manacement personnel should be responsible for establishing a filing system for the data received from first, line supervisors. These files should be set up alphateticall`= by facility. Performance data should be reviewed for completeness and total elapsed time should he calculated for each separate Crew Report form before this data is filed in its facility jacket. These tasks should be. completed on a daily basis. M i� (2) Parks Department Vanaaement The secend major role in the RA6 System is playnd bpi the top and middle r..anagers in tho Parks Department. The Departmental processing, of RAC data is a critical link in the overall RNB process. It is herr, that raw field -data recorded by first line supervisors should be used for two primary purposes: to provide senior Tanagers within the City hierarci.y with performance — information; and, to provide the managers and first line s!ipervisors v1thin the Parks Department with sound data. This data is utilized to getter plan, direct, control, and evaluate grounds maintenance operations. Parks Department n anagement should he responsible for the follo� ing RAB System information processing functions: Receiving performance data--Aj-)propriate personnel should be responsible for rereivina daily Park Profile Output Recorting furns. Parks management should ensure t.l.at first 1 ine suner- visers accurately and fully comrlete these forms, and that. — forms -are ccm;,l Pted for all grcurds maintenance vrork done. Organizing the data --Parks Department menaeernentpersonnel should be responsible for establishing a filing system for the data received from first line supervisors. These files should be set up alphztetically by facility. Performance data should be reviewed for completeness and total elapsed time should he calculated for each separate Crean Report form hefore this data is filed in its facility jacket. These tasks should be. �.� completed on a daily basis. 62 PARKS GROUNDS HAMTENANCE neck of Ctcurcnce Suntory rfa br O rrotiors Suvrarr TOTAf. Kowing M bile special Park/racility #Total taintenanrc Scheduled K Total rJaintcnancc Con rleted Planner: rrrs. Actual lrrs. 8rrrff Utiliz. Ratio Planned III-S. FctuaI Ctrs. Staff Utiliz. Ratio Planned Rrs. Actual Rrs. Staff Utiliz. ratio Tot..I Planned Urc. Total Actual rrrs. Staff Utiliz. Ratio P,'c ekl y Totals COLVIenta: 63 F)IMUT Iv_8 SAt9PLB POUV7LY CREV PF.FOI?T SVIIMARY MPAPWIENT OF PARKS tionth of 64 ERRTRIT IV—J SAMPLE (IrARTMLY CI:EfJ REPfsRT SUtWARY DEPAPTREt": OF PARKS PARES l:RowiAS minTmAIJCE Quarter FY occurance Sumurnf ftafor o `oration. stivory TtYPAL lfowin7 t.'ohilc :; ccivl 11onth #Total flaintenance Scheduled # 7,ot,,l Itainte_na rn-e Cori Ietrd Planned IIrs. Actual firs. :,t.atf utiliz. j P,ftin Planned lfrrr. Actual lirs. :faff Utiliz. io Planned Rrc. Actual firs. staff Utili:. Ratio Total Planned firs. Total Actual 1fr:. Staff UtiIiz. Ratio (,ararterly Totals Comments: 65 k. ^ SurMarizing the r'ata--Parks grounds maintenance data should be s!immarized weekly, monthly, and quarterly. Sample Crew Report Si.ramiiary forms are presented in Exhihits IV-7, IV-8, and I V-9, on rages 63 through 65. The Crew Report. Sumr,iary Sheets provide information on Manned versus actual ocurrences of grounds maintenance operations by major fucntion: mowing, mobile, and special crew worle. In addition, staff utilization ratios provide quirk reference of whether staffing was less than expected (less than 1.00) or more than anticipated (more than 1.00). Such a prncedure should help ensure that accurate and timely infnrmation is provided to senior management. Analy-ina the data --At the Parks Department level, performance date should he routinely analyzed to canpare and contrast: - planned versus actual time required to provide grounds maintenance services tc City narks/facilities - performance trends to identify cost reduction opportunities wherF• resources may be shifted or uti 1 ized differently to achieve effective and efficient grounds maintenance servico work standards to identifv cost redaction opportunities wher- resnureces may be shifted or ut i 1 i zeO differently to achieve effective and efficient qrounds maintenance service - overall staff utilization to document what services are provided to particular showcase and other park areas. Clparl y, performance information processed at the Department level is a vital crimponent of the PM! Svstem. It should serve as the renortino ba(�oline for City senior management and will recuiro full corrinitment from Parks Department staff at all 66 levels. RAP analysts from the Operations Analysis Division j will be availatlp to render assistance during the implemen- tatinn cf the PAP System. Once first line supervisors have recorded actual field work and ( Parks Department management has organized and summarized this information, it should bp forwarded to the Department of 41anaoe- went :rid 5udoet for inclusion in the QF budoei report, (A sample a(iart?rly performance summary report was r�� y presented in Exhibit a IV-9, on page 65.) (3) Departrpnt of !,aneopment and Buocet SUallrarized performance data received by the Department of '"an,age- ment ;:pros PUdget should be included as part of the Quarterly Exrenditure (QE) series of budget reports that are forwarded to City top managers, the Assistant City Panagers, the City Manager, - the i•:ayor and the City Commission. The Department of Managerrent and BudQet's role in this phase of the RAB Svstem is to revie►-, and dnall-ze incoming performance data; and, to incorporate key surfrarized data into the actual QE reports. Both the Division of Budget Mlanaeement and the Division of Operations P.nalvsis should be involved in addinn RAP performance data to the QE reports. The Division of Ooerationr- ,Analvsis should review the incoming data for completeness and analyze the data for overall trends and variances.* The Division of Pudaet Thp Division of Operations Analysis ccnductpd the Parks Depart- ment Grounds maintpnance ;,i lct project and designers the PAB budget linkage process. The Division should be the focal ooint for ony and all questions durina the implementation of the RAB System in the Parks Department. "'anaaement, in coniriction -with the Div is ion of Operations Anlaysis, should select kev pieces of information to include, but. „! not !re 1 ir!0tnd tr., the fnl loving: r, ' E{ breaksVvin of ooerations' costs pertinent to the Department as a whnle, aro to grounds maintenance in Particular. A sr,rmary of planned versus aCtUaI output, as appropriate, recardinn facilities maintained and major flrnctions performed. An aralysis section to explain variances and hiolhliaht relevant information for the quarterly reporting period. The anal%,sis section should also be used to outline what future scenarios rniaht look like in terms of service provided, i f , for examnle. the dollars appropriated for parks' nrounas maintenance tere Pither increased or decreased. A s.,mole, coc�)letf-ci OE rerort, annotates! <-ith PAG performance infnrmatif'rr Drerentr:a in Exhibit II-5, on panes 16 and 17. (u) Tory City'•:aracErrent It is clear that tV-,e City i,?anaaer, the Ptavor, and the Cite Con -mission want and need to know 4-,hat Citv services are bPinq provided Mien, and at what cost. The NAG performance information provided in the Parks Department's CAE reports should link grounds maintenance �4nrk performance directly to the dollars appropriated for those activities. Such information should be used to monitor work being performed; it should also l e used to hasp resource allocation decisions on fact. r.ithnr than hi�t:orical assumptions or traditional wpthods of prcvidino narks arounds maintenance. 68 AM _ -- - -- 7. RIGHT OF WAY MEDIAN MAINTENANCE Durina the study, it was learned that the Public Works Department is responsible for the rioht of way rnedian maintenance, lde are of the opinion that a detailed analysis of these activities is desirable. Toe possibility exists that savings can result throuoh oreper planning by combining this function with some others performed by the Parks Department. RAB Analysts car he made available to carry out this proposed study. 8. SUMMARY OF RECONMEhDATIQhS This chapter has presented recomr?endatiors based on the RAB Parks Department Grounds maintenarcc- pilot oro,ject. These recommer.daticns provide a framework for i►�,Frovinn grounds maintenance work performed throughout the City. The five major recorriendat ions developed durino the pilot protect are summarized below: . Work methnds should he improved to provide cost-effective and uniform means of aconplishino grounds maintenance. Nlork standards developed durinn the pilot Project shoid be uses to tracts performance. Improved v.,ork schedulino, based on work stardards should be implemented. Manaoe►Tient reportinc at all levels should be improved to coordinate, control, and evaluate the work being done. Service level costing should be done on a cuarterly basis to identify what parks arounds maintenance activities are being done and their cost. A budget linkage mechanism should link performance measures to service delivery costs; this information shoal(! be mada available to resource allocation decision makers. wo The staffing for the Operations Division as reflected in the FY 1981- 1982 budget estimate is presented in Exhibit IV-10 on the following pane. In the next chapter, a grounds maintenance profile complete with an annual estimate of costs, is presented for a representative City park. 70 EXHIBIT IV-10 DEPARTMENT OF PARKS I REVISED ORGANIZATION TAbLF OPER. \T1OPIS DIVISION 1 PAP Proposed Recominended 1980-81 (Final) FY 1.981-82 * Levels 1 Administrative Aide I 1 1 ? Auto Eauipment Operator I 9 9 =" Auto Equipment Operator II 7 7 7 Auto Fouipment Operator III 5 5 5 Auto Fcuipment Operator IV 1 1 1 j Auto tlechanic 2 2 2 — Auto Mechanic ForemAr, 1 1 1 Auto Serviceman 1 1 1 _ Carpenter 1 1 1 - Grounds:rorkpr 9 7 Horticulturist 1 1 1 Laborer II 7 0 0 s? Maintenance Foreman 1 1 1 't>µ h,aintenance r?echanic_ 1 1 1 - !Maintenance Repairman 4 4 a —+ Nurseryman 1 1 1 {; Park Tender I 30 15 17 Park Tender II 1 0 O 2 Parks Coordinator 1 1 s Perks foreman I 7 7 7 -- lr- g Parks Foreman II 2 2 2 Parks General Foreman. 4 4 4 — Parks Superintendent 1 1 1 — 4 Parks Superintendent, Asst. 1 1 — - Pipefitter 2 2 2 _ Pipefitter Foremar 1 1 1 1 } = Secretary I 1 Stack Clerk 11 1 1 1 Tech. Serv. Surv. for Coast. Maintenance 1 1 1 Tec . Set-V. SLMV . for — Equip. & Safety 1 1 1 _ Tree Tr i n n,er 1 1 1 TreE� Trir.mer Foreman 1 1 1 13,pist Clerk I 1 1 1 Tvl,ist Clerk II 1 1 1 Tvrist Clerk III 1 1 1 bleI der 112 87 89 CETA 95 0 0 TOTAL 207 87 89 * Inclusive Of budget reouctions as of Sr-ptemher 1561.. _� 71 EXHIBIT IV-10 DEPARTMENT OF PARKS REVISED ORGANIZATION TAEILF OPFRATTnt:S [DIVISION PAP Proposed Recorruended 1980-81 (Final) FY 1981-82 * Levels Administrative Aide I 1 1 1 Auto Equipment Operator I 9 a g Auto Equipment Operator 11 7 7 7 Auto Eauipment Operator II1 5 5 5 Auto Fcuipment Operator IV 1 1 1 Auto 11echanic 2 2 2 Auto Mechanic ForemArt 1 1 1 Auto Serviceman 1 1 1 Carpenter 1 1 1 Grounds,.iorkPr y 7 7 Horticulturist 1 1 1 Laborer II 7 0 0 Maintenance Foreman 1 1 1 N,aintenance r•rechanir_ 1 1 1 Maintenance Repairman 4 4 4 NUrservman 1 1 1 Park Tender I 30 15 17 Park Tender II 1 0 0 Parks Coordinator 1 1 1 Parks foreman I 7 7 7 Parks Foreman II 2 2 2 Parks General Foreman 4 4 4 Parks Sur:eriritendent 1 1 1 Parks Superintendent, Asst. 1 1 1 P i reef i tter 2 2 2 Pipefitter Foreman 1 1 Secretary I 1 1 l Stack Clerk II 1 1 1 Tech. Serv. Su;-v. for Const. Maintenance 1 1 1 Tec . Serv. . Sur}v . for Eauip. k Safety 1 1 1 Tree Tr i wrarer 1 1 1 Tree Trimmer Foreman 1 1 1 Typist Clerk I 1 1 1 Typist Clerk II 1 1 1 Typist Clerk III 1 1 1 Welder 1 I. 1 132 87 89 CETA 95 0 0 TOTAL 207 87 89 * Inclusive of budget renuct i on s as of SPrtewber 1981. 71 —i i fz,9 V. A REPRESENTATIVE PARE; -- A PROFILE This chapter addresses an essential question raised by the City Manager during the selection process for the RAB pilot projects: What does it cost the City to maintain a representative park? Morningside Park has been chosen to illustrate how the Parks Depart- ment pilot protect answers that question. Bordered by N.E. Seventh Avenue and N.E. Fifty-fifth Terrace, iMorninaside Park is one of the City's high -use parks. It has various athletic fields and court areas alona with a pool and tidal basin. A man of Vorninciside Park is presented in Exhibit V-1, following this paae. Morninaside Park, like nearly all of the City's parks, is maintained on a relatively reduced schedule of parks' arounds riainterance. It is not a manicured showcase park. Essentially, Morninaside Park is raintained in accordance with the following: Nowinn -- four types of mowing are recuired at Morninaside: 7-gana, -_ flail, riding and hand; 7-oara mowino and flail mewinq are done approximately 43 times per year; riding and hand mowing are also done approximately 43 times per year. Litter pink -up -- the entire park is pcl iced for litter- at least once per week. Shrub and tree trimmino -- essentially completed on a request basis = only. Community Center/restrooms cleaning -- approximately once per week; restrooms are resupplied every ftt-i days as necessary. 72 i EXHIBIT V-1 ` .: �.. �'. y{.i. '. .. svty�.^ta-i _ - ,. '- `•T 7 � 7 I.�i y�'l +4d � `" I' - � ,�, '� .i:i t r. ^"� TI I_i��'='•=('��� •.�' .Pd f� /• ` -F- 'r !-.r.... ',3 IS CA YAl E � , � 'j-+' '.� ',� �,. r:..- '\'�. t-1;r.a. �'• J// .''•^' ''� �'4 w� -t } •ki'i �: x �, /�%J7777j{�/}/n�,q, y ' xmaj,a�er .:� ' `� \ �• r Jt + }.t � � t tr., 5�+" ..; •' ` LLtLx�++au—••=•�-•, t ) %% I, /'1 �'. ..-.:•[..t w� a.c�' ---- dd.r,.'•' i . { 1 j—„2'_"- � ��.,,• ' �M1 ••-.-�•,-�.i•^'� \ C�.l 1 �c,�i.�j\ �'� C�j �1) Il .I+ '�� ,• � i {/,.,rs rjj�}.�i � y3.t 1 t. -J f Awe, ram••. �-�./ /f'LL'_'•"`_ 1�-/•./ .�„ /! r4:� G\�•..+J . F{fir t�. !r: ... �.• p I•'- /'��.ra:�' •.,,,;�:, �`+: •a,y,'.:r•,ujs;''w±'f, .��''� �,,^�y" • l� ; S �l.✓:• .. { Y Y^� i y/� I�t ( J V J./ .ri. • •" 4 ��,�J�"1' •!� � ..-•:•v/ 'O. ^ �V, _ y� .' �l ! •. !A'•f' Rio �y-^''•,,,�-�.��t ']-...,�c_ •t ,��i. V it �\h„t ..•��V�J/�',`, }.,4...'+x•.��"�x�`.'y '��{s�ti•U.) .+► � � �,,,, ' . �l (';"�. ��-,�.:..-�?`�1 `'a ,'�,v ��• '�,":.=---•:,�• .'`'�':�•"ir:``t r, :S."'l ,� _ �'•w'_"�-''i�'��/�-Y't"Y�•�'��: t"t'w .1. ,t,•' - y., 1,•r,..... y .!•'7•' t �i'• r:: n .: - i1V "7. ;+-'(�7C, %'rat ' �•-•��` - 1 Yf�'`f� w.. p / r4 i .wr• `V {i�; 4 �•.: .. J / ,i'� �` 4/' . / j t y- � 1. y�' 4, \ �, ,..L. � :'J � .� � �,, / • ��••'}• T- 1 f("'�) _ 4� s• .! . !6m n... it rr.c 1 r � i },, \ • y',* �. , j,1�'.'} j! .. - .. ..`✓ LJ !`f 14 y�) rG l f � A YN U LJ •1 . t 'S;t t „ )` ',_'��µ i., JOB �` 1106 TAYLoc DEPARTMENT OF PUBLIC WORKS j © FIr_EC ^,!�.8 hor,, ., TFiE CITY OF MIAMI. FLORIDA /t f� sHEET OFK. 1 OATS !;G't3/ SCALE /1- .20/ tn h •j Boat ramp maintenance -- this is comprised of seavieed and litter removal from the boat ramp area; such clean-uo activity is rerformed every two weeks. Saturation sprayinn -- herbicides and insecticides are sprayed approximately once a year. Edaino with v:eedeaters -- a relatively low priority item; not done routinely and performed about 30 times per year. kemaininq functions such as leaf pick-ur, athletic field/court clean-up, fence trirrninn, etc. are done as required. Little priority is assianed to these functions. Presently, orounds maintenance work at Morninaside Park; is done ty: One Nark foreman Two Park tenders Tractor mower operators as required Crews responsible for reouest services such as tree trimming and spra,yinv. One of the park tenders also is responsible for maintaining nearby Leoion Park. To ans,-jer the question posed at the beoinninc of this Chapter (What does it cost to maintain a representative park?), several key pieces of information are necessary, including: What grounds maintenance activities are done? How often are thpv done? 74 (_ What staffirn is required to perform these functions? I�'�► What level of service is to be provided? What are the personnel, equipment, and suopl ies I costs associ ated with maintainirq the park? Exhibit V-2, on the following pane, answers these questions for Morninaside Park. Based on the information developed through the Parks Department pilot project, the City will spend approximately $34,334 next year to provide grounds maintenance services at Morninaside Park. This assumes that the existing service level is unc.hanoed. The next chapter presents an implementation stratenv for, the recommendations we have Dresent.ed. It also sets a time frame for this implementation. 75 :3 Grounds KoinLenance 7-6anq mowinq Flail �Iowinq Ridinn Jn*ion Hand �owinn Litter Pick -Up Shrill) Trip-minn Tree Trimninq ~^ Restroum Cleaninq c" Boat kmnp Nointenance Saturation Gprayinn Edohy Wepde0ters ApChanical Edging Raking Inventory 17 acres 3.25 ^ O.7� " 0.30 " 23.5 " 6000 ft. 180 trees Z 21-30 acres 3000 ft. 2000 ft. 400 ft. Exhibit V-2 Norni*gside Park Estimate of Annual Grounds Maintenance Costs l\ (Assumioq Existing Service Level) Estimated Annual Estimated Freo"E'W-Y ~^- 35l 03 tines/your 88 43 times/year 129 43 times/year 108 43 times/year 1051 once/weekly 384 as needed 20 as needed 131 once weekly 6 26 times/vpar 21 2 tipes/year 270 30 times/year 30 15 times/year 12 30 times/yea/ -FIT[ Epvivalent to a required of paid tirpe which 3096 h0urS includes holidays, leave, etc* Annualpersonnel costs �ll ��4 182) , (X 10'25 for FY Eouipment charges � 2,UOO "' GOU S/ipplios ==~===. $34,334 ��= 1:1 t �:4 1 VI. IMPLEMENTATION STRATEGY RA8 is really another name for "hPtter management". It provides 000d working estimates of work performance and the orderly, economical allocation of resources based on available fundino. Within the Parks Department Operations Division, RAS could be estab- lished in about one month's time. Complete implementation can range from two or three months to a year. A strategy for implementing RAE for parks' grounds maintenance activities in the Parks Department is presented in Exhibit VI-1, on cages 78 and 79. This strateoy includes: A list of key steps necessary to implement the recorrrrendat ions set forth in this report Time frames for accomi1 i sn i no these tasks Responsibilities for all parties involved. We wish to thank the management and staff of the Parks Department for their help and cooperation in conducting this study. The Operations Analysis Division will provide any required support to the Parks Department during the implementation phase. 77 EXHIBIT VI-1 Time �p Implemented Task Pesponsible Party Reouired Yet f' Approval of Parks Grounds City Manaopr N/A �I Maintenance report j Orientation to inform Director and Assistant 2 days management, %-,orkers, and first Director, Superintendent, line supervisors about the Assistant Superintendent, j findings in this report RAR Analysts Notification to other related Director, Assistant 15 days i; Departments of approved recommen- Director dation through memos, meetings, and other necessary actions - Sanitation - trash collection - Police - Virginia Key Beach/ barriers - Fire Stations - shiftino responsibility I - Other City departments - cost recovery Notification to section within parks Director, Assistant 15 days of approved recommendati�'n Director Nursery - plant and tree main- . tenance {, Parks Desian b Development - _:;_ Park acquisition rolicy review Scheduling Superintendent, Assistant 10 days Implementation of rohile crew Superintendent, RAb concept Analysts Deterrrire location of reportino `* station ; Assign e ui q pr err1, Uevelop and employ weekly work assignments basQd on annual work- load and work standards Install Output Reportina System Superintendent, Assistant. 15 days - Design and print forms Superintendent, RAB - Conduct training on utilization Analysts — = : of form (2 r^eetinas) Line supervisors All employees -� - Distribute and beoin use Superintendent, Assistant 2 days Return daily by worker Superintendent Process daily by first line supervisor Summarize weekly by operation and by park - Establish a line of control and Superintendent accountability Establish ana implement an eauipment Superintendent ano Depart- 10 days retireriient schedule ment of Bui ldinn and Vehicle Hai nter,ance 78 Implemented Task Page 2 EXHIVIT VI-1 P,esnonsible. Party Determine the hest aupropriatP Director, of eauipment to ;urrchasc Superintendent - Automation Litter rick-uL, vaccum Installation of mobile radios Acriuire and intrnduce equi::ment Director, Sur•erintenderit Compare and examine contractual Director, maintenance casts versus current; Superintendent. mobile crev, crncept Analwe output rerortina rystcm data Superintendent, Assistant - FPedbac, Superintendent. - Determine if any modifications in the forms are rie«ted - Anai vs is to cetermine ',ey areas to be restudied Mudificat ions Superintendent, Assistant - tbrE: stancards Su!--erinterdent, RAE Analyst - Cyst ana1vsis - Scheduling Revcrue aralvsis Assistant Superintendent. - Feasibility of tee schedule and Department of Leisure Ball fields Services Picnic crounds - Review fees Pools Tennis courts Periodic review: Superintendent, Assistant Summarize data -uarterly Reoort nuarterly findincis to PanaoemPnt and BudUet Superintendent, RAS Analyst Assistant Superintendent Director, Assistant Dirrctor, Superintendent 79 Time Reruired 30 d a vs 45 days 20 days 15 days 15 days 10 days on-ooinq I Appendix W 1 APPENDIX 1 WOPK tIETNODS IMPROVEMENTS l� METHOD IMPROVEMENT SUMMARY Page 1 of 13 Division Parks/Operations Date Jul. 10, 1981 Activity Grounds Maintenance Analyst E. A aro F. May^ Subject Contractual Maintenance of Certain Parks CURRENTPROCEDURE Most of the smaller parks are,currently RECOMMENDED PROCEDURE Maintenance of these parks can be maintained by mobile crews. The hourly contracted for a lower cost with one or rate of pay tor these workers-, inc u Ong more local firms. Identified savings benefits, is substantial. Travel time include lower salary and benefits cost. and miscellaneous work were also found Equipment acquisition and maintenance to be significant. would not be required. In addition, extraneous activities would be drastically cut, and travel time curtailed. SAVINGS IDENTIFIED Total savings attained would depend on the amount of outside contractual work that can be feasibly implemented. DEPARTMENTAL ACTION TAKEN Approved By r,::, Rejected Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation Date Reason: METHOD IMPROVEMENT SUI`iMARY page 2 of 13 Division Parks/Operations Date June 26, 1981 Activity Grounds Maintenance _ Analyst E. Alfaro/F.May Subject Cost Recovery CURRENTPROCEDURE It is currently the practice for the rParks Department to render services in support of other City departments. The Parks Department does not charge other departments for services rendered, or in any other way recover their incurred costs. RECOMMENDED PROCEDURE A, system should be implemented by which the Parks Department would account for the expenses incurred in providing services to other City departments. The amount determined would then -be billed L to the other departments. This would provide proper accountability in departmental budgets and would reflect the true cost of delivering services. SAVINGS IDENTIFIED We found that 25.9% of the man-hours in the Operations Division involved extraneous unrelated activities. This represents a total ot approximately $3,885 per man, per voa V- i nrl „Ai nn •FV'i nnae Fnr tho tiannty-fi va amnl nVPP¢ i nvnl %iPli in thpGp artivi tlpr _ the annual amount is $97,125. 1 Approved By Planned Implementation gate Actual Implementation Date DEPART%MEN T AI_ ACTION TAKEN Rejected J Withdrawn by Analyst 0 Held for Further Consideration Reason: tz 19 METHOD IMPROVEMENT SUMMARY Page 3 of 13 Division Parks/Operations Date June 25, 1981 Activity Grounds Maintenance Analyst E. Alfaro/F, May Subject Crew Scheduling and Control CURRENTPRCCEDURE RECOMMENDED PROCEDURE Mobile and mowing crews are assigned work JCrews should be scheduled at least one schedules daily. Imcomplete work from the +week in advance, and special events that previous day is given priority. 1have an impact on workload projected and planned. Area foremen should review all The mobile crews have great latitude in work completed and periodically have on determining work sites. site spot checks in order to improve control over the work being performed. Insufficient planning and coordination of work is -evident. There is minimal follow- 1proper scheduling of crews performing Eofupby supervisors to determine the quality related functions at the same site should the work that has been performed. The established immediately to avoid excess I (or duplicate work and idle time. SAVINGS IDENTIFIED Scheduling and control will increase productivity significantly. For example, the percentage of off -site travel time to total observed time is 24.7°0. Sufficient off - site t 1 time has been calculated at 12 51 or -a diff ,ence o 2 2 he 12 2". of excess travel applied tonan eight 8j man mobile crew with an approximate annual salary jLf—i-15.000 each, will a total sayinos o, S16.640 per year- �ched ling will yie d additional savings if the size of mobile crews is increased. DEPARTME`JTaI_ ACTION TAKEN Approved By r Rejected J Withdrawn by Analyst Planned Implementation Date �10 Held for Further Consideration Actual Implementation Date Reason: �p METHOD IMPROVEMENT SUMMARY page 4 of 13 Division Parks/Operations Date June 25, 1951 Activity Grounds Maintenance Analyst E. Alfaro/F. May Subject_ Equipment for Litter Pick -Up . CURRENTPROCEDURE RECOMMENDEDPROCEDURE Approximately 30% of parks' grounds The Parks Department should consider maintenance work is picking up litter. purchasing equipment that is designed Nearly all of this is done manually with to collect litter automatically, such litter stic!s. as a litter -vac. This equipment should meet departmental specifications drawn to match grounds maintenance litter requirements. J In general, a more equipment intensive operation in all applicable areas should be pursued. I SAVINGS IDENTIFIED The acquisition and proper use of litterpick-up equipment could reduce labor costs of picking up litter by as much as 50% (or approximately $70,000). DEPARTMENTAL ACTION TAKEN Approved By Rejected Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation Date Reason: tee METHOD IMPROVE14ENT SUMMARY page 5 of 13 Division Parks /Oucra t ions Date Iiinp26 „ 14$j Activity__GrUnss Maintenance Analyst E. Al faro Subject Installation of Mobile Radios on Certain Automotive Equipment CURRENT PROCEDURE RECOMMENDED PROCEDURE At present, communication with parks grounds maintenance crews is accomplished either by physically searching for employees or by phoning them at leisure service offices located in parks through - The Parks Department should consider the use of mobile radios to improve communi- cations with and control of mobile crews. SAVINGS IDENTIFIED The cost of installing the mobile radios in these vehicles is approximately $1,000 each. We believe that this could be saved the first year alone, by eliminating the need to search for the crews in the field. DEPARTMENTAL ACTION TAKEN Approved By Rejected J Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation Date Reason: r_ J MA r� METHOD IMPROVEMENT SUMMARY page 6 of 13 Division Parks/Operations Daie July 29, 1981 Activity Grouuds Maintenance Analyst E. AlfaroTF. ay Subject Maximizing Revenues CURRENTPROCcDURE Many groups currently use park facilities without paying a fee. Others have these fees waived. Use of ball fields and picnic grounds are the two most common_ categories in this qroup. In addition, fees for use of facilities such as pools and tennis courts have not been reviewed recently. I - RECOMMENDED PROCEDURE More emphasis should be placed on col- lecting fees. Waivers should not.be granted as a matter of course, especially with the increases in maintenance and lighting costs that are being experienced. We feel a review of the complete fee structure is desirable. Users should bear more of the burden for the expendi- tures in the facilities that they utilize. SAVINGS IDENTIFIED Although no historical data is available, we believe that a significant amount of additional revenue can be collected. DEPARTit4E-NTAI. ACTION TAKEN Approved By ! � Rejected •.'-1 Withdrawn by Analyst Planned Implementation Date E] Held for Further Consideration Actual Implementation Date Reason: METHOD IMPROtT•,MENT SUMMARY Page 7 of 13 Division Parks/Opera tions Date June 26, 1981 Activity Grounds Maintenance Analyst E. Alfaro/F. May Subject Parks Acquisition Policy, Review CURRENT PROCEDURE In the past, some parks have been designed with intricate and elaborate features which become difficult and expensive to maintain. Large areas like Virginia Key Beach and bicentennial Park have been acquired without detailed public use piannirg and without reviewin the maintenance requirements. RECOMMENDED PROCEDURE We recommend that, in the future, parks should be designed in a functional easy - to -maintain manner. Large parks with heavy maintenance requirements and low public use should be avoided. Through adequate planning employing user input analysis, this objective can be met. (Dade County uses this approach.) The City should plan for adequate maintenance expenditures as well as acquisition costa. SAVINGS IDENTIFIED Although difficult to quantify, this recommendation can obviously hold down costs � . for the Division in the future. (0—1 DEPARTMENTAL ACTION TAKEN Approved By ` Rejected Withdrawn by Analyst Planned Implementation Date :3 Held for Further Consideration Actual Implementation Date Reason: METHOD IMPROVEMENT SUMMARY Page 8 of 13 Division Parks/Operations Date June 25, 1981 Activity Grounds Maintenance Analyst L. AltaroTr.775—y Subject Parks Equipment Maintenance CURRENT PROCEDURE RECOMMENDED PROCEDURE During the work measurement phase, it I It is recommended that equipment was noted that much of the equipment was replacement schedules be adhered to and in poor condition. used to replace worn out equipment at the appropriate intervals... SAVINGS IDENTIFIED Although it is difficult to quantify these savings, we estimate that an annual savings of 600 man-hours per year is possible. At the average salary for the employees in the ' classifications involved, the annual savings would be approximately $5,184. DEPARTMENTAL ACTION TAKEN Approved By r Rejected J Withdrawn by Analyst Planned Implementation Date 0 Held for Further Consideration Actual Implementation Date Reason: METHOD IMPROVEI-TENT SUbt U� RY page 9 of 13 Division Parkc/nnpratinnS Date June 29, 1981 -_ Activity Grounds Maintenance Analyst E . Al fa ro/ F . May Subject Plant and TrEe Maintenarue . CURRENT PROCEDURE RECOMMENDED PROCEDURE Some parks currently are landscaped with We recommend that native plants be used exotic plants that require a high initial as replacements and/or new additions to investment and constant expensive care. Ithe parks. Emphasis should be placed on It also appears that many palms and other lusing plants that require minimal care plants are in need of fertilizing and land thrive in our environment. Close spraying. lattention should be given to fertilizing land spraying requirements of all existing plants. - l i I SAVINGS IDENTIFIED Although this method improvement is difficult to quantify, significant savings will , be realized over time. y I DEPARTiVtENTAI. ACTION TAKEN Approved By C' Rejected J Withdrawn by Analyst P!anned Implementation Date 0 Held for Further Consideration Actual Implementation Date 7eason: i\1f METHOD IMPROVEMENT SUMMARY page 10 of 13 Division Parks/Operations Date June 26, 1981 Activity Grounds Maintenance Analyst E. Alfaro Subject Reassignment of Park Tenders and Others Responsible for Single Park FTaintenance CURRENT PROCEDURE RECOMNIENDED PROCEDURE Certain employees are assigned and These employees should be incorporated responsible for the maintenance of a into mobile crews responsible for the particular park. These stationary parks' maintenance of 3 to 4 park clusters grounds maintenance employees report located within a short distance of each directly to these parks daily. Instances I other. Necessary equipment would be were noted in the Park measurement phase stored in one installation with appropriatf in which some of these individuals were facilities. Benefits obtained include idle for prolonged periods of time. reduction of idle time, less need for Observations also indicate that the amount equipment and a reduction in travel time of work-in most of these manned parks does for mobile crews. not require a full-time worker. i - SAVINGS IDENTIFIED The annual savings amount to approximately $298,224 and the reduction of nineteen (19)i positions. 4 I DEPARTMENT,41_ ACTION TAKEN Approved By E, Rejected Withdrawn by Analyst Panned Implementation Date 0 He!;] for Further Consideration Actual Implementation Date Reason: METHOD IMPROVEMENT SUMMARY PZge 11 of 13 Division Parks/Operations Date July 2 1981 Activity Grounds Maintenance y Analyst E. A faro/F. May Subject Rubbish Collection CURRENT PROCEDURE RECOMMENDED PROCEDURE Material resulting from pruning, trimming This rubbish should be collected by Solid dead tree branches, etc. is accumulated ( Waste -Department crews when regular on site at the parks. This rubbish is collections for the neighborhood are made. collected regularly by a four man Parks' crew using a truck with either a loader Existing Solid Waste Department rubbish or a crane. collection routes will not be adversely impacted by the additional parks' rubbish - � collection. i SAVINGS IDENTIFIED A decrease of three positions at a yearly average salary plus fringes at $18,000 $54,000 annually. Expenses incurred on vehicle charges are approximately $20,500 year. The total annual savings would be $74,500. DEPARTME:ITA1- ACTION TAKEN Approved By 0 Rejected Withdrawn by Analyst Planned Implementation Date Z] Held for Further Consideration Actual Implementation Date Reason: 4 METBOD IMPROVEMENT SUMMARY Page 12 of 13 Division Parks/Operations Date July 26, 1981 Activity Grounds Maintenance Analyst E. Al faro/F. May Subject Shifting of Maintenance. Responsibilities CURRENTPROCEDURE RECOMMENDED PROCEDURE Included among the responsibilities of It is recommended that these tasks be this Division is the cleaning of buildings shifted. Buildings, restrooms, and similar and restrooms, the grounds maintenance of facilities under the supervision of Leisure the City's fire stations, and the marking Iservices personnel should be maintained by of ball fields. These duties require a I their own personnel. Fire station grounds substantial amount of man-hours in addition maintenance should be the responsibility of to equipment. Ifirefighters stationed therein. Wherever 1practicable, the marking of ball fields (should be the responsibility of Leisure (Services personnel at the site. SAVINGS IDEt"JTIFIED Restroom and building cleaning: 1560 hours annually at $7.25 salar and fringes = 11 310. Fire station grounds maintenance: two positions, annuall = 30 000. I -larking ball fields: approximately 1000 hours annually = $7,250. Total savings e uals $48,660 per annum. I DEPARTMENTAL ACTION TAKEN Approved By C1 Rejected J Withdrawn by Analyst P!anned Implementation Gate 0 Held for Further Consideration I Actual Implementation Date Reason: METITOD IMPROI/rMENT SUMMARY p29e 13 of 13 Division Parks/Uperatigns Date July 26, 1981 Activity 61'011nt 5 aln .enance Analyst E. Altaro Subject Virginia Key Beach CURRENT PROCEDURE - RECOMMENDED PROCEDURE The beach at Virginia Key is currently in a state of neglect. Manpower utilized to maintain this facility is not suffi- cient to complete the task satisfactorily. Unauthorized vehicular traffic in the area is quite heavy and is responsible for a large portion of the litter that accumulates. We feel that vehicular traffic into the beach area should be prohibited. Bar- riers to impede access by motor vr?hicles should be installed as appropriate. The reduction in unauthorized vehicle use and related littering would facilitate main- tenance of the area. SAVINGS IDENTIFIED With the expected decrease in required maintenance and with the implementation of this recommendation, Virginia Key Beach could be properly serviced with half of the currently existing manpower. Savings per year would equal approximately 260 labor- hours at. $7.25 including fringe,, for a total of $1 885. DEPAR I'MENTAL ACTION TAKEN Approved By ! ' Rejected 0 Withdrawn by Analyst Planned Implementation Date Held for Further Consideration Actual Implementation D.:te Reason: APPENDIX II WORK STANDARDS TIME STANDARD SUMMARY IIVISION: Parks Operations 0I'1:RA'1'I0N: Hand Mowing STANDAN) NO.: 1 I),11"F: 7/1/81 �('TIVIiY': Grounds Maintenance I'KODUC'TION UNIT: Per Acre ANAL1'S1': Al faro/May OI'I:ItA'I'ION I)I:S('Itll' TION: flowing of grass -in -City Parks and facilities with Hand Mowers. Hand mowing equipment is generally utilized in areas of difficult or limited access. MINIMUM S'I'AI,I- MIX EQUIPMENT USED NIAF :IZIAI. USI.I) NO. SKI LL/1'OSITION TYPE Tl'PF Automotive Equipment Operator I Park Tender 1 Laborer II Parks Foreman 20" Roof Push flower 20 Sanlo Push Mower 18" Ryan Push Mower Gasoline Motor Oil A. JOiAI, NORMAL MINI lIS/IINII' 83.18 B. MIS(•IA.LANFOUS WORK Al 1_O\%'AN(rl-: .50,! i I(u) C. NOIZMAL MINUIF.S.!UNII FOIZ STANDAW) AND I�IISCELLANH)US %\'OIZK (n li► 457.90 1). PERSONAL ALLOWANCI. 10.004 100Pt 110.00 F. . u)rAI. STANDAR1) h1IN(f ('I:S/UNI T ((' x 1)1 503.69 F. S TANDARD IIOURS/UN1 Y (1: : oo) 8.40 c,. I'KOI►Ilc'iION UNITS/IIO(IR (00 : V) .12 ('ONINiVN1S: Miscellaneous allowance includes a 12.50% travel allowance. r; Sl1l'I.IZVISOIZ RI?VII\V: R DIVISION: or OPERATION: STANDARD NO.: la [Parks Operations Riding Mowing DATE: 7/7/81 ACTIVITY: PRODUCTION Per Acre ANALYST: Alfaro/play Grounds Maintenance UNIT: OPERATION DESCRIPTION: Mowing of grass in City Parks and facilities with Riding Mowers. Riding Mowers possess a degree of access between Hand Mowing and tractor mowing. NIINI\IUtii STAFF NiIX EQUIP,%II:NT USED MATERIAL USED NO. SKILL;POSITION T1'111 TYPE: Automotive.Equipment Reel flower - Jacobsen Gasoline Operator I Rotor Mower -,Good All Motor Oil 0;� Park Tender I Kut Kwik Park Tender II Toro Laborer II Parks Foreman A. TOTAL NOR1i/\L N1INU*r1:S/UNI"I' 182.86 13. NIISCLLLANFOUS WORK ALLOWANC-1. 19.5030' + 100'; 119.50 U. No101AL \IINUI I:S/UNI r 1:0R SFANDAR1) (A 13) AND INIESC'E LLANFOUS WORK 218.52 D. PERSONAL ALLOWANCE 10.00 + 100'.- 110.00 E. I'oTAL STANDARD NIINU-rI.S/UNi'r (C x D) 240.37 1 STANDARD IIOURS/UNIT (E _ 60f 4.01 G. PRODUCTION UNITS/IIOUIZ (60= 1") .25 CO I%IFNTS: SUPERVISOR Miscellaneous allowance includes a 12.50% travel REVIEW: allowance. TIME STANDARD SUMMARY _PDIVISION: Parks Operations OPERATION: 3 - Gang Mowing STANDARD NO.: lb DATE: 7/2/81 ACTIVITY: Grounds Maintenance PRODUCTION UNIT: Per Acre ANALYST: Al faro/May OPERATION DESCRIPTION: Mowing of ,grass in City Parks and facilities with 3-Gang Tractor Mower. \IIN111U\1 STAFF MIX EQUIPMENT USED MATERIAL USED NO. SK11.L/POSITIOIN. TYPE TYPE' Automotive Equipment Operator I 3-Gang Jacobsen Tractor Mower Gasoline Motor Oil A. TOTAL NORMAL MINUTES UNIT 42.22 B. MISCELLANEOUS WORK ALLOWANCE: 19.50", + 100,; 119.50 C. NORMAL M I N U I L S,!UNIT I:UR STABND,\R1) AND MISC'ULL.ANFOUS t ol?K (A I3l 45 D. PERSONAL ALLOWANCE 10.00'+ 100'; 110.00 E. TOTAL STANDARD MINUTES/UNIT (C x D) 55 50 F. STANDARD IIOURS/UNIT (E _ 60) .93 G. PRODUCTION UNITS/EIOUIZ (60= E) 1.08 COMMENTS: Miscellaneous allowance includes a 12.50% travel allowance. SUPERVISOR REVIEW: TIME STANDARD SUMMARY f 'DIVISION: OPERATION: Parks Operations 7-Gang Mowing ACTIVITY: PRODUCTION Grounds Maintenance UNIT: Per Acre OPERATION DESCRIPTION: I STANDARD NO.: lc f- DATE: 7/7/81 ANALYST: Alfaro/May i E•1owing of grass in City Parks and facilities with 7-Gang Tractor Mower. i ;1EINENIUNI STAFF \IIX EQUIPMENT USED M1IATERIAL USED NO. SKILL POSITION TYPE TYPE Automotive Equipment 7-Gang Toro or Gasoline Operator I Jacobsen Tractor Mower Motor Oil A. TOTAL NORMAL \IINU'1'I*S,'UNI'F _21.98 B. INUSCELLANEOUS WORK ALLOWANCE 19.50` + 100'- 119.50 C. NORMAL \11tiU FES'UNI f FOR STANDARD (A R) AND \11SC1j-1_AN'I7nE_,s wnjlK 26.27 D. PERSONAL ALLOWANCE 10.007; + 100'; 110.00 E. TOTAL STANDARD MINUTES/UNIT (C x D) 28.90 F. STANDARD IIOURS,'UNIT (E -. 601 Im G. PRODUCTION UNITS/HOUR (60= E) 2.08 CO3\1N1FNTS: SUPERVISOR REVIEW: Miscellaneous allowance includes a 12.50a travel allowance. TIME STANDARD SUNIMARY DIVISION: Parks Operations OPE:RATION: Flail - Mowing STANDARD NO.: id DATE: 7/7/81 ACTIVITY: Grounds Maintenance PRODUCTION UNIT: Per Acre ANALYST: Alfaro/May OPERATION DESCRIPTION: Mowing of grass in City Parks and facilities with Flail Tractor Mower. Flail mowing equipment is generally utilized on high grass or weed concentrations. \1INI\IU,\1 STAFI= MIX 1:QUIP;111:NT USED IMATL'RI;AL USED NO. SKILL/POSITION. TYPE: TYPI: Automotive Equipment Operator I Toro Flail Mowers Gasoline Motor Oil A. TOTAL NORMAL i\IINUTLS'UNIT -28.94 B. MISCELLANEOUS WORK ALLO«'ANC'1: 19.50', + 100'% 119.50 C. NORMAL MINUFES UNIT FOR STANDARD (A s 13) AND MISC1:1.1_.ANFOUS \\'OIZK 34.58 D. PERSONAL ALLO«'ANCI: 10.OE-,+ 100' 110.00 L. TOTAL STANDARD MINUTI:SiUNIT (C x D) 38.04 F. STANDARD IIOURS,'UNIT (E _ 60) .63 G. PRODUCTION UNITS/110UR (60= E) 1.58 CONIMFNTS: Miscellaneous allowance includes a 12.5000 allowance. travel SUPERVISOR REVIEW: 4 �f TIME STANDARD SUMMARY DIVISION: Parks Operations OPERATION: Litter Control S'rANDARD NO.: 2 DATE: 7 7 81 ACTIVITY: Grounds Maintenance PRODUCTION UNIT: Per Acre ANALYST: Alfaro/May OPERATION DESCRIPTION: Litter control at City parks and facilities. Litter control elements ' include collecting and disposing of litter and rubbish. MINIMUM STAR MIN FOLIl IMENT USED, N1ATIAZIAL USED NO. SKILL/POSITION TYPE Laborer II Automotive Equipment Operator I Parks Foreman Parks Tender I, II Pick-up stick Shovel Rake Broom Trash Cans Plastic Bags A. TOTAL NORMAL MINUTFS,'UNIT 39.25 11. MISCELLANEOUS WORK ALLO11ANCI:19.51-, + 10O, _119 50 C. NORMAL MINUITYUN(T 1=01Z S1 ANDARD (A 11) AND MIS('H.1 AN'FOUS WORK 46.90 1). ('(:RSONAL ALLOWANCE' )+ 100'..� 110.00 F. TOTAL STANDARD \11NUiI S/UNIT (C x 1)) 51.59 1:. STANDARD 110URS/UN1 r (l' - 00) 0.86 (;. PRODUCTION UNITS/HOUR (60= F) 1.16 C'OMN11'NTS: s Miscellaneous allowance includes a 12.500W travel allowance. SU11F.RVISOR REVIEW: C (VISION: narks Operations ACTIVITY: Grounds Maintenance OPERATION DESCRIPTION: TIME STANDARD SUMMARY OPERATION: STANDARD NO.: 3 Sweeping DATE: 7/7/81 PRODUCTION ANALYST: Al faro/May UNIT: Sauare Foot All lawn, pavement and related litter control sweeping in City Parks and recreational facilities. MINIMUM STAFF MIN N0. SKILL/POSITION. Laborer II Park Tender I, II Or Automotive Equipment Operator I EQUIPMENT USED TYPE Broom A. TOTAL NORMAL MINUTFS"UNIT 13. MISCELLANEOUS WORK ALLON'ANC'I: 19.50 + 100'; C. NORMAL MINU r1:S, UNrf FOR S"rANU:1R1j AND \11SCFI,I.ANF0(T5 W(WK (A !3) 1). PERSONAL ALLOWANCE- 10.00°,+ 100'.; E. TOTAL STANDARD MINIFFES/UNIT (C x D) F. STANDARD IIOURS,'UNIT (E : 001 (;. PRODUCTION 1JNI"rs,1IOUR (60= E) COMMFNTS: _ Miscellaneous allowance includes a 12.50°O travel allowance. . MATERIAL USED TY11F. .007 .008 110.00 .00015 6,666.67 SUPERVISOR REVIF-W: TIME STANDARD SURMARY IVISION: OPERATION: STANDARD No.: 4 Parks Operations Shrub Pruning — DA,ri:: 7/7/81 A(1IVITY: PRODU('110N ANALYST: Alfaro/May Grounds Iiaintenance UNIT: Per Square Foot OPERATION DEKRIPTION: Pruning or sculpturing of hedges and shrubs in City Parks and facilities. MINIMUM STA1--I-- MIX EQUIPN1lAT USED MATERIAL USH) NO. SKI LUPOSITION TYPE TYPE Laborer II Pruning Shears • Park Tender I, II Snips Parks Foreman Hand Loppers Machete A. TOTAL NORMAL NIINU*]I:S,,'L!Nli' .14 B. MISCELLANEOUS WORK ALLC)\\'ANC'[: 19.50" + 100'% 119.50 C. NORMAL MINU I L•S,'UNI F FOR STANDARD J AND MISC'ELLANFOUS WOK IA ti 131 .17 D. PFRSONAL ALLOWANCE i0.00" + 1001, 110.00 E. TOTAL STAND,01) N1INUT1:S; UN1 F W x 1)► .19 F. S'J'ANDARD IWURS/UNIT ([: _ 0► .0032 G. PRODIXTION UNY S/11OUR (60 E) 315.79 C OM%11:NTS: SUPERVISOR R1:V11::W: Miscellaneous allowance includes a 12.50% travel allowance. 0 TIME STANDARD SUhil`1ARY IVISION: OPERATION: STANDARD NO.: 4 Parks Operations Shrub Pruning DAT1 : 7/7/81 AC'TIVH'Y: PRODUCTION ANALYST: Alfaro/May Grounds Maintenance UNIT: Per Square Foot OPERATION DES('RIPTION: Pruning or sculpturing of hedges and shrubs in City Parks and facilities. Ih11NIMUN1 STAFF MIX FQUIP.MFNT USFD h1ATF'RIAL USED NO. SKILL/110SITION TY11F TY111: Laborer II Pruning Shears • Park Tender I, II Snips Parks Foreman Hand Loppers Machete A. TOT.%L N0RMAL MINU'I1.S;'(-'N'II .14 B. INUSCI:LLANF.OUS WORK 19.50" + 10o'; 119.50 C. NORMAL MINU I F.S,'UN1 V I:UR STANDARD AND \11SCELLANFOUS Wof,h �'\ I;I .17 1). PFRSONAL ALLOWANCE 10.00" + fools 110.00 l:. TOTAL STANDARD MINUiI:S;UNIF ((' x D) .19 1. STANDARD IIOURS/UN1-1' (1: c,0► .0032 G. PROI)IJ('I'ION UNI S/11OUIZ (60= E) 315.79 COMM FNTS: SLIVERVISOR • Rt:�'IEtt': Miscellaneous allowance includes a 12.50% travel allowance. TIME STANDARD SUMMARY 1)14)IVISION: OPI-AZATION: STi\NDARD NO.: 5 Parks Operations Edging with Weed Eater DATE: 7/7/81 AC'"TIVII'Y: Grounds Maintenance PRODUCTIONLinear Foot UNI-T: Per ANALI'S*C: Alfaro/May OPERATION DESCRIl"HON: Automated control of weeds and high grass by a weed eater. Utilized in close proximity to trees, shrubs, buildings and other obstructions. MINIMUM STAFF MIX FQUIPMI:NT' USED MATERIAL USED NU. SKILL/POSITION TYI'F. TYPE Parks Tender I, II Weed Eater - Gasoline Laborer II Motor Oil Automotive Equipment Operator I Parks Foreman A. TOTAL. NORMAL i\tI.NUTI-:S/UNI-I' ",13 B. NTISCULANEOUS WORK ALLOWANCE 19.50", + 100'; 119.50 C. NORMAL NIINII-I I:S/UNI1- FOR STANDARD (A B) AND MISU LI.ANFOUS Won .16 1). PERSONAL_ ALLOWANCE 10.00'0+ 100'% 110.00 E. TOTAL STANDARD NIINUII-S/UNIT (C x D) 8 1:. STANDARD IIOUIZS/UNIT (1: 601 .003 G. PRODUCTION TION UNI IS/11OUR (00= I:) 3 UMIM1:NJ S: SUPERVISOR REVIEIV: Miscellaneous allowance includes a 12.50 travel allowance. TIME STANDARD SUMMARY 'I)1VISIUN: PParks Operations OPERATION:STANDARD Edging (Mechanical Edger) NO.: 5a DATE: 7/7/81 A('TIVI-I'1': Grounds Maintenance PRODUCTION I UNIT: Per Linear Foot ANALYST: Al faro/May OPI:RATION DESCRIPTION: Setting an edge or border along the fringes of streets and walkways in grass areas. MINIMUM STAI--I NIIN I•:QUII',\11-.NT USED MATI_I IAL USIA) NO. SKILL/POSITION TYPE. TYI F Park Tender Mechanical Edger Fuel Laborer II Oil ,. Parks Foreman A. TOTAL NORMAL' NIINU"II S!UNIT 0.05 B. MISCELLANEOUS WORK ALLOWANCI: 19.50': + IOU'; 119.50 C. NORMAL MINUII:Sr'UNII' I OR SFANDARD AND ' ISCIU ANF(AIS WORK DA R1 0.06 D. III:IZSON',1I- AI.LOWANCL 10.00 4 IOU',% 110.00 I.. TOTAL STANDARD MIN111FS/UNI F (C x D) 0.066 1. STANDARD HOURS/UNIT W : 60) 0.001 G. PRODUCTION UNI FS/IIOUR (60= 1:) 909.09 COBI\II.N I'S: SUIT. RVISO R Miscellaneous allowance includes a 12.50% travel REVIEW: allowance. rr- ,A1._._.� ..�.s - -- --� - --- - — --- - — ------ — TIME STANDARD SUMMARY O111:RATION: STANDARD NO.: 6 n Parks Operations Hoeing ---- DATf:: 7/7/81 ACTIVIi'1'; Grounds Maintenance PRODUCTION UNIT: Per Linear Foot ANALYST: Alfaro/May 011L'RATION DESCRIPTION: Weeding or digging up with a hoe in selected portions of various parks. INIINIMUM STAFT MIX I:QUIP111:NT USED MATERIAL USED NO. SKILLIPOSITION T1'I'1 TYPE Laborer II Hoe - - - - - - Park Tender Parks Foreman A. TOTAL NORMAL NIINU'TI:S,'UNI t- " 0.11 13. MISCELLANEOUS WORK ALLOWANCI. 19.50,' + l00'; C. N0I01:1f. \11N1111_S;UNIT 14W STANDARD (A AND MISC1:1_I.ANI-OUS WoIzK (A x 13) 0.131 1). PERSONAL. 1001- 110.00 l:. TOFAL STANDAIZU NIINU'FI:S/UNIT (C x D) 0.144 I:. STANDARD IIOURS/UNI i' (E + 00) 0.002 G I'RODUC'"IIUN UNITS/II0(JR (00-* 1:) 416.67 CO,\1\IFNTS: SUPI.RVISOR REVIEW: 14iscellaneous,allowance includes a 12.50% travel allowance. )n IVISION: OPERATION: STANDARD NO.: 7 Oper0tions Washing Tables Lr's DATE: 7/7/81 A('3'1V1"1'Y: 11RODUC'TION ANALYST: Al faro/May Grounds Maintenance UNI"1': Per Table 011I:RA'FION DESCAUPTION: Washing picnic and other tables located at various parks. INUNENIUN1 STAFF 111\ USE") NIATI:RIAL USED NO. SKILL/POSITION TYPI: Tl'I'I: Laborer II [lose Water Park Tender Wiping Cloth Soap/Detergent r� Parks Foreman ,V TOTAL NORMAL NIINU l I:S,`UNIT -2.04 H. NIISCELLANEOUS WORK A110WAV-1: 19.50'; + 100": 119.50 C. NORMAL MINU I LS/UNI"I FOR STANDARD (A 13) AND %fIS('1:LLAN1 0tjS WORK 2.438 I). ITRSONAL ALL0\VAN0:10.02',' + 100',: 110.00 E. TOTAL STANDARD 111NUTES/UNIT (C x D) 2.68 F. STANDARD IIOURS/UNIT (I; _ (,0) 0.045 G. PRODUCTION UNITS/1101IR (60= F) 22.39 CO3AV%fFN'fS: SLIPI:RVISOR Miscellaneous allowance includes a 12.50% travel Iti.vll.lt; allowance. U "` TIME STANDARD SUMMARY ')(VISION: Parks Operations OPERATION; Cleaning Restrooms STANDARD NO.: g DATE:: 7/7/81 A(" 1V( rl': Grounds Maintenance PRODUCTION U NIT: Per Restroom ANALYST: Al faro/May OPERATION DESCRIPTION: Cleaning, washing and supplying restrooms located at various sites in major parks. This standards averages major and minor clean-ups performed as required. MINIMUM STAIN' MIX LOUIPNIFNT USIA) MATERIAL USED NO. SKILL/POSITION TYPE: TYE'I. Laborer II Park Tender Parks Foreman Hose Buckets Brooms Assorted Cleaning Supplies A. TOTAL NORMAL MINU I LSIUNIT 57.29 B. MESCELLANI:OUS WORK ALLOWANC'I: 19.50% + 100'.% 119.50 C. NOWNIAL M1NU I1:SiUNI V FOR STAN1)ARI) ANMISCE..LWORK ORK (A x I3) D 68.462 D. PFRSONAL ALLOWANC'I: 1 .00", + 110.00 75.31 1.255 F. TOFAL STAND,%A1) MINUIFSiUNIT (C x D? F. STANI)ARI) 110URS/UN1'1' (1: : (1O) G. PRODUC 1ON UNE FS/IIOl11t (60= I:) 0.80 COMMENTS: Miscellaneous allowance includes a 12.50% travel allowance. SU1,11 VISOR ItI.Vl1.1�. TIME STANDARD SUMMARY 10 �j��1VISIUN: OI'I:lZ�\TIUN: i SIANUARU NO.: g Parks Operations Raking DATE: 7/7/81 ACTIVITY: PRODUCHON Grounds Maintenance UNIT: Per Square Foot ANAI.Y'S'f: Alfaro/Ma y OPERATION DESCRIPTION: Gathering or moving of leaves, mowed grass and litter with a rake for the purpose of collectin . NIINI\IUAI STAFF MIN EQUIPMENT USED NIATER1A1. USI:I) NO. SKILL,/POSITION TYPE Park Tender Rake Laborer I1 Parks Foreman A. TOTAL NORMAL \II,',' 'TI:Si'UNIT -0.035 R. MISCELLANFOUS WORK ALLOWANC F 19.50`1 C. NOR, IJAL \IINUII-.S,UNI1- FOR SI-ANDAIZI) 119.50 AND NIISCIA I ANmUS \k'ORK (A x (3► 0.042 D. PERSONAL ALLOWANC'1:10.00": + 10('; 110.00 F. TOTAL STANDAAI) I\IINUTI:S!UNIT (C x 1)► 0.046 F. S I'ANDARD IIOURS/UNIT (I: (io► 0.001 G. PRODUC HON UNI I S/I IUUIZ (h0= F) 1304.35 COMMENTS: SLIIIF.IZVISOIZ Miscellaneous allowance" includes a 12.50" travel REVIEW: allowance. TIME STANDARD SUMMARY ,'DIVISION: OPERATION: STANDARD NO.: 10 Parks Operations Tree (rimming DATE: 7/7/81 ACTIVITY: PRODUCTION ANALYST: Alfaro/May Grounds Maintenance U NIT: Per Tree OPERATION DESCRIPTION: Trimming, raising, cutting off branches and related work on larger trees in various parks. Resulting waste is ground and disposed of by the crew. MINIMUM STAFF MIX I--QUII'NII:NT USED MATERIAL USED NO. I SKILL,'POSITION_ TYPE TYPE I Tree Trimmer Pruning Stick Tar Tree Trimmer Foreman Shears Fuel Automotive Equipment Saws Operator I Paint Brush Truck with Bucket Grinder A TOTAL NORNIAL NIINUTI:S,'UNIT 47.00 13. MISCELLANEOUS WORK ALLOW'ANCL: 19,50% + 100", 119.50 C. NORMAL \1INUTLS;,UNII FOR SFANDAIM (A x 13) AND MISC LLANFOUS \\'(IIZK 175.665 D. PERSONAL ALLO%%'AN('l: 10.00;�'+ 1001 . 110.00 E. TOTAL STANDARD MINUTES;UNIT (C x D) 193.23 F. STANDARD HOURS/UNIT (F _ 60) ' 3.221 G. PRODUCTION UN'ITS,IIOUR (604 E) 0.31 COMM ENTs: SUPERVISOR REVIF1V: Miscellaneous allowance includes a 12.50041) travel allowance. (e Ile TIME STANDARD SUMMARY J'JDIV(SION: Parks Operations 1 OPERATION: Football and Soccer Field Marking STANDARD NO.: 11 DATE:: 7/7/81 611VRY: noun s Maintenance PRODUCTION UNIT: Per Field ANALYST: Alfaro/May OPERATION DESCRIPTION: Marking football and/or soccer field as appropriate to play game. \WNI;\1U,\1 STAFF MIX EQUIPMENT USI:I) INATERIAL USED NO. SKILL'E'OSITION T1'111: T1'P[: Laborer II Park Tender Park Foreman Tractor Chalking Machine Painting Machine String Chalk Paint Fuel Oil A. TOTAL NORMAL \iINU'TI:S,'UNIT 260.00 B. MISCELLANEOUS WORK ALLOWANCE 19.50" + 100'.% " 119.50 C'. NOR-NlAL N1INU I I:S'UNI F FOR ST,,\NDARI) (A s 13) AND M1SC1:LLANI:0I!S WORK 310.70 1). PI:RSONAL ALL0WANCE_.LQ•0—K+ 1001; 110.00 E. TOTAL STANDARD \iINUTES/UNIT (C x DI 341.77 F. STANDARD IIOURS'UNI"f (E: _ 60) 5.70 G. PRODUCTION UNITS/11OUlt (60= E) .18 COMMENTS: Miscellaneous allowance includes a 12.50% travel allowance. SUPERVISOR REVIEW: wry. .�._ �-`� �«......���.�. �. ....��....�.. ....^.�..w »._Y _�.. ..�.......�V�.�..r4.. .�M� -_.w�r��v,�ww.✓.nA.s��.r..N►..�+r:�...w.....i+.. _��..�. V6 �'i y TIME STANDARD SUMMARY DIVISION: OPERATION: STANDARD NO.: lla Parks Operations Softball Field Marking DATE: 7/7/81 ACTIVITY: Grounds Maintenance PRODUCTION UNIT: Per Field ANALYST: Alfaro/May OPERATION DESCRIPTION: I 11arkinq softball field as appropriate to-2lay games. Shoveling, leveling, and d raocinQ field as required. 1%1INIMU�M STAFF MIX EQUIPMENT USED MATERIAL USED NO. SKILL/POSITION. TYPE TYPE - .Laborer II Tractor Chalk Park Tender Chalking Machine Paint Park Foreman Painting Machine Fuel String Oil A. TOTAL NORMAL MINUTES.'UNIT _ 104.00 13. NUSCELLANEOUS WORK ALLOWANCE 19.50"j + 100',, C'. IN, 0101AL \IINU 1-1 S; UN F FOR STANDARD 119.50 AND MISC'I:LLANFOUS WORK (A x I3) 124.28 D. PERSONAL ALLOWANCE 10.00+ 100',; 110.00 I TOTAL STANDARD \IINUI"I:S,'UNIT (C x D) 136.71 F. STANDARD HOURS; UNIT (E 4. 60) 2.28 G. PRODUCTION UNITS/11OUIZ * (60- E) 0.44 (OM\11•:NTS: SUPERVISOR REVIEW: Miscellaneous allowance includes a 12.5WO' travel allowance. TIME STANDARD SUM1, ARY rp IVISION: OPERATION: STANDARD NO.: llb Parks Operations Baseball Field Marking - DATE: 7/7/81 ACTIVITY: RODUCTION PRODUCTION ANALYST: Alfaro/May s iair�tenance Per Field OPERATION DESCRIPTION: I tlar ki_na baseball field as appropriate to play games. Shoveling, leveling, and sir�2aing field as required. MINIMUM STAFF MIX I:QUIP'NiI:NT USED iNIATLRIAL USED NU. SKILLiPOSITION. TYPE TYP1: Laborer II Tractor Chalk Park Tender Chalking Machine Paint Park Foreman Painting Machine Fuel String Oil 1\. TOTAL NORMAL MIND I ES"UNIT -145.00 13. MISCELLANEOUS Won ALLOWANC1: 19.500� + 100'.; C. NORMAL \11.\UT-I:S.UNII' FOR STANDARD 119.50 AND \11SC'I:l.L:\NE�)I�S 11'�)I;); (A x 13) .28 D. PERSONAL ALLO\t'r\N('1:_1�.QSL`+ 100'; 110.00 1:. TOTAL ST,\NI):\IZI) MINUTES/UNIT (C x D) 190.61 1 . STANDARD HOURS/UNIT (1: _ 601 3.18 G. PRODUCTION UNITS/I IOUlz (60= l:) 0.32 ('OMMFNTS: SUPER\'ISOIZ Miscellaneous allowance includes a 12.50%travel REVIEW: P allowance. f TIME STANDARD SUMMARY WIVISION: Parks Operat4ons OPERATION: Beach Litter Control STANDARD NO.: 12 DATE: 7/7/81 ACTIVITY: Grounds Maintenance PRODUCTION UNIT: Per Acre ANALYST: A'faro/May OPERATION DESCRIPTION: Litter collection at Virginia Key Beach, inciuding refuse in trash containers. MINIMUM STAFF MIX I=QU11'.\II:NT USH) MATERIAL. USED NO. SKILLiTOSITION. TYPE: TYPF Park Tender Laborer II Automotive Equipment Operator I Dump Truck Pick-up Sticks Plastic Bags Fuel Oil A. TOTAL NORMAL MINUTLS;'UNIT 13.43 B. MISCELLANEOUS WORK ALLOWANCE 19.50`"+ 100' 119.50 C. NORMAL MINU ILS;UNI V FOR STANDARD (A x B) AND MISCH-LANFOUS WORK 16.109 1). PERSONAL ALLOWANCE.10.00 + 100"; 110.00 I:. TOTAL STANDARD %IINUTES,UNI'F (C x D) 17.72 I:. STANDARD IIOURS;UNIT (F _ 60) 0.295 G. PRODUCTION UNITSAIOUIZ (60= E) 3.39 C'OMMFNTS: Miscellaneous allowance includes a 12.5W.) travel allowance. This operation as currently performed, does not fully meet the needs. The men and time devoted are not sufficient to collect all of the litter that accumulates on this beach. SUPERVISOR R1:V11:NV: r TIME STANDARD SUMMARY hl)IVISION: OPERATION: STANDARD NO.: 13 Parks Cperations Boat Ramp Maintenance DATE: 7/7/81 ACTIVITY: PRODUCTION ANALYST: Alfaro/May Grounds Maintenance I UNIT: Per Ranip OPERATION DESCRIPTION: Litter and sea -weed control and clean-up on the City's boat ramps. MINIMUM STAFF MIX EQU111MI:NT USED \1AT1:R1,\L USED NO. SKILL,'POSITION TYPE TYPE Park Tender I Rake Laborer II Shovel I Parks Foreman Grounds Maint. Foreman A. TOTAL NORMAL MINUTFS,,UNIT 9.00 B. MIKELLANEOUS WORK ALLOWANCE 19.500', + 100'. 119.50 U. \Olt\1;1L \11NUil.S;UNIT FOR STANDARD (A � 13) AND MIISC IA.1_ANFOUS \V0jZK 10.76 1). PERSONAL ALLONVA\Cl: 10.00", + 100"; 110.00 F. TOTAL STANDARD \11NU*f'1:S1UN1T (C x D) 11.84 l . STANDARD ITOURS,'U\IT (E _ 60). .20 G. PRODUCTION UNITS,'I(OUR (60= E) 5.07 C OMN1 FNTS: - SUPERVISOR REVIEW': Miscellaneous allowance includes a 12.50w-travel allowance. 0 w.�.•. .w�Jw..►.. �.��W.+.�—+...r.� .r_.—�. ...��.»mow .+�••.�. ♦... M.�+�-T. �'y�A�r�...ra.� __ _ __ _ _ _'�'i�-... 4`.►j1�r Y'...�� Cf TIME STANDARD SUMMARY DIVISION: Parks Operations OI'FRATION: Spraying STANDARD NO.: 14 — On,rl:: 7/7/81 A(" rlVVIN: 11RODU('TION LJNI'I': Per Acre ANAI.1'S'1': Alfaro/May OI'I:RA'rION I)1:S('Rll'TI0N: Spraying insecticide, herbicide and fertilizer in City parks and facilities as needed. Operation includes spraying by hand with hose and directly from the truck. MINIMUM S•r,\F MIN l•:OLJII'NII•.NT• LJS1:1). NIAII.RIAL USIA) No. Shll.Lil'OSI HON TYPE rl•I11.. Automotive Equipment Operator I Spray Truck Insecticide, fertilizer, and other chemicals :1. LOI•;\L NORM,\L MINU I1:S'UNrI• 22.83 B. MISCLLLANI WS WORK :1l_LU11'nN('I. 19.50%_ + loo', 119.50 U. NORMAL MINUTES11NI'l FOR Sr:1Nl)ARD (A 11) AN[) MISCH I :1Nl:OL;S WORK 27.28 1). 11I. RSONAI_ ALLOWANCE 10.00 + 100': 110.00 TOTAL STAN'DARI) MIND I:SIl1NIT (C D) 30.01 F. S'1•ANDARD HOURS/UNI'l' (l: _ 00) 0.50 G. 111WI)I U I -ION UNfI'S/110IIR (00—' F) 2.00 COMM 1:NTS: r Miscellaneous allowance includes a 12.50/0'. travel allowance. SUPLRVISOR c` APPENDIX III (16 INVENTORY OF CITY PARKS AND OTHER INSTALLAI IOC S i African Square Allapattah-Comstock A1lapattah-Mini Bayfront Belle Meade Bicentennial Biscayne sleights B 1 anciie Brickell Broward Circle Mini Bryan Buena Vista Central Miand (Mini Pine Heights Coconut Grove Mini Coconut Grove lennis Court Coral Gate Crestwood Curtis Fifty -Fourth Street Mini Dorsey Douglas East BA Vista Eaton Edison Center Fern Isle -South Fork FIagami Flagler Terrace r1ini Fort Dallas Glen Royal Grand Avenue Grapeiand Heights Grove 14ini i�►,i ,I����,I�II I lyl I I APPENDIX III INVENTORY OF CITY NARKS AND OTHER INSTALLATIONS bleed Eda i ng Listed Mowinq Litter Rest. Eatina Boat (Linear Acres (Acres) (Acres) Roows (Sq. Ft.) Ramps Feet) 1.39 0.8 1.39 2 9.2 7.91 8.7 500 2,000 .3 .(.S .23 282 39.3 24.74 27.21 2 1,500 22,938 .4 .34 .36 35.0 23.29 25.62 4. 1,500 12,646 0.09 1.5 4.7 .1 2.1 1.2 .18 .15 .5 .3 3.7 1.0 17.01 1.68 2.5 10.0 1.10 3.5 12.77 4.7 1.0 1.47 .75 .2 9.0 23.54 0.5 .08 .72 2.17 .06 1.08 .6R .15 2.83 .93 13.12 1.681 2.37 4.56 1.10 2.75 11.2 4.26 . F.4 1.47 .75 .2 3.35 19.39 .48 .085 1.32 2.39 .10 1.19 .PO .18 .15 .5 .3 3.11 .95 14.50 2.37 5.02 1.10 2.75 9.02 4.5 .95 1.47 .75 .2 3.69 20.54 .48 2 791 1,683 200 1,200 2 400 1,657 75 660 1, (,'CO 2 550 250 400 1,000 1,200 1 Shrub -r Trim inv (So. Ft. i 1,023 1,338 41,508 96,875 3,476 9,100 1,812 4,644 1,901 9,.843 344 APPENDIX III (CONTD.) Weed Edq ino Listed Moviina Litter Pest Eating Boat (Linear Acres (Acres) (Acres) Rooms (Sq. Ft.) Ramps Feet) Henderson 3.6 1.2 1.2 200 Highland Circle Mini .3 .3 .3 Kennedy 29.0 17.39 20.0 2 1,500 2,500 Kinlock 3.4 2.86 3.12 500 Kirk -Munroe 2.0 0.74 1.7 1,015 Legion 13.5 11.13 12.0 500 1 Lemon City 2.8 .89 2.0 Ernesto Lecuona 0.18 .05 0.18 30 Little River Commerce 0.5 0.33 .43 40 Lummus 7.0 4.49 5.8 250 M aceo .25 .25 2 Manor 22.3 13.24 14.56 2 3,000 Martell .6 .59 .6 Melrose 1.9 1.72 1.8 Twelfth Avenue .24 .24 .24 Pierrie Christmas 5.6 4.53 5.0 800 Miami River Walk .3 .3 Moore 19.0 13.43 14.77 2,000 Moringside 33.7 21.18 23.30 2 3,000 1 .2,000 North'Bay Vista 0.5 0.5 0.5 70 Oakland Grove Mini 0.6 0.3 0.4 Marqaret Pace 12.0 8.92 9.81 1,500 Paradise Point 0.5 0.5 0.5 Paul S. Walker 0.2R 0.28 Peacock 20.0 7.32 8.05 1,320 Peacock Annex 2.43 2.39 2.,43 2 Pullman Mini 0.4 .25 .36 Rainbow Villaqe 1.5 1.19 1.38 2 Athletic Rance #1 2.7 2.7 2 Athletic Range #2 1.6 1.6 Reeves 3.75 3.42 3.42 Riverside 3.5 2.55 2.81 Robert E. Lee 3.6 3.26 3.36 Robert King High 17.0 10.22 11.24 2,500 Shrub s Trimminq Sq. Ft. 2,232 1,557 a • = i 300 j 580 i 12,930 6,000 370 80 400 APPENDIX IiI (CONTD.) Weed Edging Listed Mowinq Litter Rest Eating Boat (Linear Acres (Acres) (Acres) Rooms (So. Ft.) Ramps Feet) Roberto Clemente 3.0 2.32 2.7 800 Sewell 10.0 3.45 3.80 2 800 Shenandoah 10.0 5.1 5.61 1,200 Silver Bluff 0.5 0.37 0.46 Simpson 3.5 0.5 0.5 South Bay Vista 0.2 0.2 0.2 . Southside 2.2 1.48 1.72 Stearns 5.4 4.93 5.1 2 2,546 Steele 0.43 0.43 0.43 Town Park 1.53 0.7 1.10 Triangle 0.67 0.67 0.67 Cuban Memorial Plaza 0.70 0.43 0.70 Elizabeth Verrick 6.0 2.94 3.23 3,778 576 Alice Wainwriqht 23.8 3.25 3.58 2,500 Watson Island 71.57 56.33 24.0 2 10,250 4 West End 5.0 3.41 4.63 West Buena Vista 1.05 1.05 1.05 Williams 6.19 5.5 5.75 Woodson 0.5 0.5 Wyndwood Mini 0.15 0.15 Coast Guard 2.06 1.38 1.93 Gibson 9.4 6.04 7.0 1,100 247 City Hall Complex 8.84 2.09 3.5 1,000 2,000 Parks Operations 0.6 0.15 0.6 1,002 Administration Buildinq 3.59 0.68 2.0 1,000 Tree Farm (Parks Dept.) 6.4 1.6 Horse Farm (Police Dept.) 5.25 5.11 Police Dept. Headquarters 2.7 2.7 Virginia Key Beach 1,496.0 4.65 *50.0 TOTALS 2,094.59 383.44 460.23 32 57,849 8 55,207 * Reach Maintenance i 4� �f Shrub Trimming (Sq. Ft.) r . .# 4,000 2,480 46,400 1,390 3,540 5,105 193,693