Item 4BFinal Report Presentation for the Management Study of the Community Services Department
City of Southlake, Texas
August 1, 2006
Project Scope of Work
Document current workload and service demands faced by the Community Services Department.
Evaluate service levels and service level issues from the perspective of citizen expectations and service demands unique to Southlake.
Evaluate management systems and recommend adjustments that can contribute to long-term departmental operating and service delivery effectiveness.
Evaluate the Community Services Department’s facility needs and plans.
Project Methodologies
Staff at all levels of the organization were interviewed to document how the Department is currently organized and functions.
Data were developed which profiled the delivery of parks, recreational and other community services in Southlake.
Focus group meetings were held with community representatives.
Community services in Southlake were compared to ‘best management practices’ in this service area.
Throughout the study process the project team reviewed interim findings and results with the Department and the City.
Strengths of Community Services in Southlake
A comprehensive Master Plan with future needs prioritized.
Significant interaction exists with community groups, athletic associations, and citizen advisory committees.
The City makes extensive joint use of facilities with schools.
The utilization of volunteers for assistance in programs is good.
The City provides services for seniors and therapeutics.
The City makes effective use of the internet for promoting programs to its citizens and enabling citizens to register online.
Contractors are utilized for targeted maintenance activities including right-of-ways, Town Square, and City facilities.
Improvement Opportunities: Recreation Services (1)
The City should develop additional programs targeted at pre-schoolers and other youth.
The Department needs to better understand the utilization of programs and facilities.
The Department should take additional steps to solicit input from users and non-users of recreational services.
Improvements in the marketing of services should be implemented.
Formal cost recovery goals should be developed, monitored and adjusted to enhance the delivery of services in targeted areas.
Improvement Opportunities: Recreation Services (2)
The CSD should meet with other communities and local non-profits to better coordinate the delivery of services.
New facilities need to be planned for – a community center and a new maintenance facility. In the interim, space could be shared with other services, expand schools joint use or facilities
rented.
A ‘Business Manager’ position should be created to focus on costs, fees, contracts, and long range planning (with an estimated cost of $60,000 per year).
To implement all of the internal management changes recommended will require additional administrative support (estimated at $51,000 per year).
Improvement Opportunities: Parks Maintenance
There are issues associated with the quality of the parks – additional resources would be required to raise the level of parks condition to a “B” level, estimated at over $332,000 per
year.
The City should continually (i.e., every three years) test the cost effectiveness of contract versus in house maintenance services.
The City should immediately transfer responsibility for all mowing to the Community Services Department from Public Works.
Service level standards and a work program should be adopted for the maintenance of the City’s parks.
A maintenance management system should be shared between parks maintenance and public works.
Project Conclusions
Southlake has many parks and recreational resources which are exemplary.
As Southlake grows and service population demands for service increase and diversify, additional pressure will be placed on the City to meet these needs.
With the current facility inventory and their utilization it will be very difficult for the City to meet these needs in the future.
In spite of these needs, there are steps which the Department can take to further increase the utilization of its facilities and programs.
Maintenance conditions need to be improved not just to meet citizen expectations but to protect the usefulness of facilities.