62-93 Ordinance
, .w RECORD OF ORDINANCES
Dayton Legal Blank Co. Form No. 30043
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I Ordinance No'uu62-93 Passed . mnm19u I
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II ---=-~ ORDINANCE AMENDING THE ANNUAL APPROPRIA TIONS
I ORDINANCE FOR FISCAL YEAR ENDING DECEMBER 31, 1993
AND DECLARING AN EMERGENCY
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I WHEREAS, the Ohio Revised Code requires, when necessary amendments to
I the annual appropriations ordinance be made in order that appropriations are not
over expended; and
II WHEREAS, it is necessary to appropriate additional funds to provide sufficient
custodial services for City Facilities.
I NOW THEREFORE, BE IT ORDAINED by the council of the City of Dublin, State
! of Ohio, 7 of the members concurring:
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'I' Section ,. That there be appropriated from the unappropriated balance in the
General Fund the amount of $63,500. Of the total, $57,000 is to be
I appropriated to account 01-06-11-2390 for contractual services and $6,500
I is to be appropriated to account 01-06-11-2420 for supplies.
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I Section 2. That this ordinance be, and the same hereby is, declared to be an
II emergency measure for the preservation of public peace, health or welfare of
I the residents of this City, and therefore this ordinance shall take effect and be
Ii in force immediately upon its passage.
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Ii,: Passed this / q fi, day of n/ , 1993.
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11/ r ,,'yor - Presiding Officer
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i' ATTEST:
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I i Clerk of Council
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STAFF STUDY
To: All Members of Dublin City Council
From: Timothy C. Hansley, City Managerl
Initiated By: Dana L. McDaniel, Assistant Servlce
Date: July 15, 1993
1. SUBJECT: Custodial Services
2. PROBLEM STATEMENT: To Determine the best alternative for
custodial services to accommodate additional municipal office
space.
3. RECOMMENDATION:
a. I recommend custodial services be privatized for 52,750
square feet of municipal office space and that existing custodial
staff be retained to provide intensified facilities maintenance
(see course of action #4, 6d) .
b.I request additional funds in the amount of $63,500 be
appropriated to the proper Buildings and Grounds accounts.
c. The City Manager be permitted to develop specifications
and advertise for bids on contracted custodial services.
4. ASSUMPTIONS:
a. Additional custodial employees will be needed to provide
an adequate/minimal level of custodial services.
b. Total custodial needs for the next two budget cycles
cannot be accurately defined.
c. Council and staff desire to minimize costs associated with
custodial services.
d. Appearance of public buildings is important to Council,
Staff and the general public.
5. FACTS BEARING ON THE PROBLEM:
a. The City currently has 1 full-time and 1 part-time
custodial positions budgeted. These staff members provide
custodial services to the Municipal Building and the Service
Complex (offices only) , equalling 17,733 sq. ft. The current
budget for these positions is $54,600 in salaries, benefits,
estimated overtime and uniforms. Janitorial supplies for these
facilities cost the City approximately $9,000 in 1992. The average
budgeted cost per square foot equals 30 cents per square foot per
month.
b. Municipally owned office space requiring custodial
services will total the following by the end of 1993:
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1. Municipal Building: 13,003 sq. ft. (current)
2. Service Complex: 4,730 sq. ft. (current)
3. Development: 18,818 sq. ft. (Sep. 15, 93)
4. Justice Center: 20,919 Sq. ft. (Aug. 1, 93)
TOTAL 57,500 sq. ft.
c. Facility mechanical systems will greatly increase in 1993.
These systems require preventative and reactive maintenance effort.
d. During the 1993 budget review process, staff committed to
monitoring custodial needs and said it would approach Council at a
later date when needs were reassessed and more accurately defined.
e. Proactive custodial services add to the life-cycle of a
building, can reduce long term maintenance costs, enhance customer
relations (perceptions of operations), and boost employee morale.
f. Staff may modify the management approach to the Lands and
Buildinq portion of the budget. Flexibility is needed during this
evaluation period. These changes will be presented in preparation
for the 1994 budget cycle.
g. The Community Recreation Center is still under design and
the actual custodial care for this facili ty is not yet known.
Custodial care for this building will not require funding until the
1995 budget cycle.
6. DISCUSSION: The following courses of action were identified
to resolve this problem. Each have their merits and possibilities.
However, Course of Action #4 is the preferred method to resolve
this situation.
a. Course of Action #1: Do nothing. This would require
current custodial staff to serve all 57,500 square feet (sq. ft.)
of municipal office space.
Advantages: none.
Disadvantages: Existing custodial staff would only be able to
provide the most basic service to this amount of space (i. e. ,
emptying trash and cleaning common areas only). Other staff
(specifically maintenance workers) would then have to be
reallocated to do the more intensified cleaning tasks. Such a
reallocation would result in accelerated costs because employees
would be performing custodial tasks at a higher rate per hour.
Reallocating existing budgeted staff (full-time, part-time or
seasonal) would take away maintenance time from other areas of the
City. I do not recommend this option.
b. Course of Action #2: Hire 3. 5 additional employees.
Currently the City's ratio of custodial staff to square footage is
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1 full time position to 11,822 sq. ft. If this same ration is
applied to maintain the existing level of service, a total of 3
full time positions and 1 part time position would be needed to
serve all the anticipated municipal office space. The cost of an
additional 3.5 positions would be approximately:
Salary and Waqes
4 full-time positions (with existing full-time position) ~,~
2 part-time positions (1 full-time equivalent, no benefits) $~,~
Overtime $ 5,<ID
Benefits $43,994
Uniforms $ 8,4$
Total Labor $157,899
Supplies Total $B,~
Total Costs $172,894
Advantages: The City will hire and know first hand new employees'
capabilities and trustworthiness. The City will obtain additional
work force which it can reallocate to other tasks, as needed.
Disadvantages: Long term custodial needs are yet to be determined.
Direct supervision of this number of people would have to be
provided. A supervisory position for this activity is not yet
justified, therefore, an existing supervisor would have to
reallocate no less than 30% of his/her time to the night shift.
c. Course of Action #3: Privatize Custodial Services for
municipal office space, 57,500 sq. ft.
Preliminary estimates for custodial services by private companies
revealed an approximate cost of $.09 per sq. ft. per month. The
services described in these preliminary estimates were thorough and
at least equal to those services currently being provided by full-
time staff. This estimate includes the cost of cleaning supplies
but does not include the cost of paper products or trash can
liners. All cleaning equipment is to be provided by the
contractor.
Estimated Contract Cost 57,500 sq. ft. x $.09 per sq. ft. = $62,100
Paper products and liners = $ 5.000
$67,100
Advantages: Would require specifications design and bidding
process as opposed to a hiring process. Would avoid adding
additional staff, at least until community recreation center needs
can be more accurately projected. Provides short run flexibility
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to staff during a time when it is reassessing the Lands and
Buildinqs portion of the' budget. Would require less direct
supervision and planning by existing supervisors. Supervision
would be conducted between staff and Contractor's point of contact,
as well as, on a complaint basis. Maximum flexibility can be built
into contract in regards to increasing and decreasing square
footage and length of contract.
Disadvantages : City is not directly accountable or knowledgeable of the
quality of contractor's employees. Security measures would have to be
developed and implemented. Contractual employees would have
unsupervised access to sensitive areas, i. e. police offices, court
offices, finance offices, etc. May require the abolishment of existing
custodial/janitorial positions. would require existing maintenance
staff to provide maintenance of mechanical systems.
d. Course of Action #4: Privatize custodial services for 52,750
sq. ft. of municipal office space and retain existing custodial staff.
This course of action proposes that a private contractor provide
custodial services for the municipal building, justice center, and
development/parks maintenance (Romanoff) facility. Existing City
custodial staff will be retained to clean the service complex offices
and common areas. They will also perform intensified facility
maintenance (i.e. spot painting, and facility repair), cleaning of areas
not covered by contract, and provide maintenance of mechanical systems
for all other facilities. Schedules of existing custodial staff could
be adjusted to increase availability during hours of building
operations. This will aid greatly in the preparation of public meeting
rooms, for emergency clean up and other miscellaneous tasks among the
various City facilities.
52,750 sq. ft. x $.09 per sq. ft. per month = $56,970
1.5 existing employees $54,600
Paper Products and Liners $ 6,500
Total 124,570
Advantages: This course of action possesses all the advantages noted in
course of action #3. However, this course of action retains existing
custodial staff which can be used to improve and maintain a higher level
of maintenance of City facilities.
Disadvantages: This course of action possesses all the disadvantages of
course of action #3 except that existing staff will be retained.
e. Comparison of Courses of Action.
1. Course of Action #4 (contract and retain existing custodial
staff) presents the best opportunities. First, the City can pursue
a contract for custodial services at a less expensive rate than
Course of Action #2. Greatest flexibility and ability to improve
and become more proactive in the area of facilities management can
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be obtained with Course of Action #4.
2. The costs of the courses of action are as follow:
COA Summary Total with
Supplies
COA #1 Do nothing $175,000 (est)
COA #2 Hire additional employees $172,000
COA #3 100% contractual service $67,100*
COA #4 Contractual service & existing staff $124,570*
* Basea upon prell.ml.nary estl.mates
8. RECOMMENDATION: Course of Action #4 is the optimum course of
action to minimize expense and provide a level of custodial services
which meets the needs of the City while enabling the City to approach
facility maintenance proactively. I request that City Council
appropriate an additional $63,500 to the appropriate Buildings and
Grounds accounts (01-06-11-2110, 2111, 2112, 2120, 2420).
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