MTAS was asked whether the Police Department Manual prohibits a police officer from moonlighting as a security guard at the Community College.

A proposal for the Police Department's request to transition to a 12-hour shift.

Ten cities were asked about the salary and job description of their police records clerk position.

MTAS was asked questions about city authority over housing authority board, termination of housing authority board members, and any power city may have to enact policy changes in housing authority.

MTAS appreciates the opportunity to work with the City of Knoxville on evaluation of its brush
collection/disposal operations. This report provides:

1. Descriptions of services in Knoxville and _ other selected cities.
2. Notes on the differences in operations from city to city. It is very difficult to obtain 'apples to apples' comparisons on brush handling operations because the use of manpower, duties of personnel, type and ownership of equipment, disposal methods and other factors vary widely.
3. A list of best management practices already implemented or planned for the future by the managers that MTAS interviewed.
4. Charts showing operational efficiency and cost information for the cities in this report.
5. A few recommendations for Knoxville Public Services managers to consider.

In comparison with other cities MTAS interviewed, Knoxvflle has room to gain efficiency in
collection of brush without decreasing the level of service. There are definitely opportunities to gain more cost effective wood waste grinding and disposal services. Those opportunities need to be explored through a request for proposals (RFP) process and internal cost analyses.

Job description for the position of Fitness Facility Manager.

An ordinance to amend the town's code by adding regulations for removal of vegetation and debris from overgrown and dirty lots.

A comprehensive management review of the Gallatin Golf Course conducted by MTAS.

A survey of selected cities and towns in Tennessee regarding whether they have an IT manager on staff, other IT staff positions, and if they contract for any of their IT staff. If respondents have contracted IT staff, they were asked further questions about the contract procurement process. Information on the vendors and one sample RFP are provided.

This analysis is based on a proposed re-structuring of the City's utility divisions, including the water, wastewater, and electric departments.