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HomeMy WebLinkAbout01-Parks and Recreation C I T Y o F SAN INTEF' -FICE B ERN A R DIN 0 ME MO R At,I 'M :=:(':.01- 212 TO: MAYOR AND COMMON COUNCIL FF:OM: ANNIE F. RAMOS, DIRECTOR OF PARKS, RECREATION AND COMMUNITY SERVICES SUBJECT: ARTHUR YOUNG DEPARTMENT STUDY/AGENDA ITEM MEETING OF MAYOR & COMMON COUNCIL, JANUARY 13, It 1 , 19::::6 DATE: Januat.y 10,19:::6 (6585) COPIES: ------------------------------------------------------------- I have reviewed the Arthur Young Study of this Department and am submittins a response to the study (attachment #1) and a pt-opc1sed irnplementati on of the recommendations as outl ined in the actie'n's plan. (Attachment #2) This attached Agenda Item. information i s back up material for Subject ~ -:;.-1Z- ANNIE F. RAMOS, DIRECTOR PARKS, RECREATION & COMMUNITY SERVICES AFR:mg attch. cO ::u IT1 c-. '" f'" C '1 ~ --' . ----------- ~ - c:- u ,:'''-~ C0 C " OJ -. 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D. .... ro ::>: .... '0 ro .... ::>: ro ro '" 0 ::> --'.--'. 0. -- ro '" ....~::> .., - ~ --'. --'. Vl .... ~<O to () .... ::T ~ ::r::T ft) ro ..., r.; ro v. c.. )> c.. c.. 3: 0 ~ <= '0 <= <= '" C> -. ~ .., ~ ~ .., 3: =UV"l '< '< '< -0 .0 . nlI ~ W ~ .... W P1 :;=:m C> .!--'" -! ITl CJ f71 :z c.: .... .... .... ~ CJ -i f- lD .... lD lD lD ~> P1 00 lD CD 00 00 -I CJ m ro m en en '" C) z January 9, 1986 RESPONSE TO RECOMMENDATIONS OF THE ARTHUR YOUNG DEPARTMENT STUDY The Phase I audit of the Parks, Recreation & Community Services Department as prepared by the Arthur Young consul- tant has been reviewed and discussed with Staff, City Administrator and the Consultant. Although I do not feel that 30 days is sufficient time to complete a thorough study of the department, the time did allow for a "diagnostic" analysis which has identified problem areas that have impaired the Department's ability to deliver services more efficiently. Because much of the information in the report was derived from the final budgets of the psat nine years and because it appears that little reference was made to the City's General Plan I feel that additional information which would provide clarification of some of the conclusions consequently has been omitted. Therefore, as the recommendations presented by the consultant also encompass those issues and areas I feel need further clarification, I will address the consultants final report based on each of the recommendations. RE.c.QMMEl:lDAT10lL.l Establish a Mission Statement on Supporting Goals and Object- ives for the City Parks, Recreation and Community Services Department. The City has, within the text of the General Plan, defined the goals and objectives of the Parks & Recreation Department. Although the document is dated 1968 it has been the main basis for the direction of how Park and Recreation Services have developed through the years. In 1974 a preliminary draft of a masterplan for the Parks and Recreation Department was also developed by a consultant from Planalysis, Inc. Los Angeles, California. The preparation of the document was funded in part through a Comprehensive Planning Assistance Grant from the Department of Housing & Urban Development and was part of a city-wide establishment of a Community Planning and Management System. In addition, the Parks & Recreation Department in 1978 attempted to update its goals and objectives and develop a revised masterplan. A draft masterplan was developed through the efforts of Department staff and the Parks & Recreation Commission. The masterplan represented the Parks & Recrea- tion development activities from years 1978-2000. Aside from situations not anticipated, development has Occurred fairly closely as identified through the two masterplans. Although these masterplans addressed the general development and growth of park and recreation services, and development has occurred fairly closely as identified through the masterplans, a complete masterplan for each facility was not included. Because there have been significant changes in needs, growth in the community and perhaps priorities, a review of past goals and objectives and development of new and more specific goals and objectives of the Department will clearly enhance the orderly provision for existing and future needs in the community. EE!;.QMM.ElIDA.Tl.Q1L2 Conduct an In-Depth Analysis of the Park Divisions Staffing Requirements. The report indicates the span of control for Park supervisors is too narrow. This can be misleading and yet is correct to a degree. Each Park Maintenance Supervisor 1S directly responsible for a staff of 13.5 employees. Because under each Park supervisor there are 2 Park Leadpersons who are Park Maintenance Workers who have been given certain supervisory assignments, the study has identified these Park Leadperson positions as another supervisory line. However, the Park Supervisors are responsible for direct supervision of all employees in their sections. Another conclusion of the report is that the level of field supervision is insufficient. I concur with this observation to some extent because the Park Leadpersons are delegated limited job supervisory responsibilities in order to keep the work moving. This is in addition to their regular job assignment as working leadworkers with specific task assignments. Consequently, both supervision and actual field tasks have been hindered. In addition, one Park Maintenance Supervisor is spending 50% of his time strictly on plan checks, and development inspection which takes away from his primary function of supervising field personnel. The Park Maintenance Supervisors also have a high volume of paperwork which takes time away from their field duties. The study also has indicated under this recommendation that workloads are unevenly distributed and that maintenance services are not consistent. The workload could very well be imbalanced primarily because in past years distribution ox work areas have been allocated based on acreage and locationE and not solely on the intensity of maintenance required. Maintenance services may not be consistent at the various sites because service requirements differ from one location to another. This is an area of concern by staff and is one in which the Park Superintendent has worked to balance work loads and maintain efficient work schedules. An in depth analysis of staffing requirements is needed to deter- mine the extent of irregularity of workloads, to identify and compare maintenance service levels and to improve the ef- ficiency of the work forces. UrOMME.NDb1'lDlL.3 Evaluate the Feasibility of Contracting for Development and Ongoing Projects. This conclusion cannot be underscored enough. During the 1985-86 budget hearings, I indicated that one of my goals was to withdraw Park Maintenance personnel from major construc- tion projects that take the crews away from actual park maintenance tasks. Every effort is being made to identify and contract those projects that will have a significant impact on other park maintenance tasks if they are done in house. Also special maintenance areas such as medians, scenic beautification/islands and miscellaneous areas have a tremendous impact on regular park maintenance tasks. These maintenance areas should be contracted out in order to allow field personnel to spend more time on maintenance of park areas. The City has already pursued contracting in some areas such as the Central City Mall, Central City West, Animal Control Site, Public Parking Lots and Assessment Districts and these all are working out quite well. In-house projects tend to take much longer to accomplish and therefore can be more expensive in the long run. In addition, there is the added delay in being able to utilize facilities because of the prolonged project work schedules inherent with in-house personnel who must spend time on their regular maintenance tasks as well as the project. UmMMElIDllTlillLA Develop an Ongoing Training Plan for Departmental Personnel. The Department budget has provided funds for training for its personnel and some in-house training has taken place through the years. Funds for training have decreased due to economic constraints placed upon the City. However, a more structured in house training program in the Department is needed and the Department is presently reviewing the existing training avenues that are being provided, identifying needs and developing a more formalized training program. In conjunction with this training program, a work location rotation schedule has been worked out so that all employees become familiar with areas and tasks in all locations and do not become stagnant because of long term assignments to one location. UrOMME.NDA!lO.N-5 Implement a Consistent Park Signing Program. Since 1980 park signage has been identified as a need and priority in identifying park facilities and enhancing their appearance. Pre-stressed concrete signs are being installed at the various parks as funds become available. BE,C.oNMI:illl bTl.o lL6 Provide Uniforms to All Field Personnel. The Department has requested uniforms for its field employees in past years as park employees are highly visible and in daily contact with the public at the parks and other service locations. Budget constraints have prevented the City from making uniforms available to all field personnel. The plumbing crews are presently the only park personnel in uniform. However, the Department will request funds in the 1986-87 proposed budget for uniforms for its field personnel. EE,C.o Ml'J..END AT l.QlLI Establish standard times for lunch and breaks for Park ~1a in tenance. The Department has always had a Department rule addres- sing lunch and coffee breaks. The problem has been that it was not being uniformly enforced. Consequently there appeared to be an uncontrolled system. The Parks Division has now taken the proper steps to make certain the rule is uniformly applied. Iu:kOMMENDA'I'lmL..8 Implement a Preventative Maintenance Program for Park Sprink- lers and Irrigation Systems. Two major division ability program for park factors have had an impact on the parks to develop a sound preventative maintenance sprinklers and irrigation systems: One is that maintenance plumbers have been used exten- sively on construction projects installing irrigation systems instead of maintaining existing systems. Two, the City's larger parks are quite old and the The Department has contracted some major irrigation projects and is now stressing contracting such major con- struction projects in the future. Funds are also being sought to upgrade existing old irrigation systems. In-house irrigation projects suffer because of the long delays in completion which happens because the plumbers must be pulled off to do daily and emergency maintenance tasks throughout the City. In addition, the Department has had a preventative maintenance program whereby on site park maintenance person- nel have been trained and instructed to check automatic clocks weekly, replace heads when needed, clean dirt parti- cles from the heads and clear the grass from around the heads. This has decreased the amount of malfunctioning i~rigation systems. It has also decreased the amount of work requests to the maintenance plumbers which has allowed them more time for other repairs and maintenance of a more extensive nature. EE.cQMtlEl-'Dh:rlQ.lL9 Evaluate the Department Radio Communications System. The Department is reviewing the need for additional radios in the field as there appe~rs to be a correlation between the Divisions efficiency In some areas and the ability to communicate with field personnel. Funds will be proposed in the 1986-87 budget to provide for additional radios especially for personnel located in isolated areas. EE.cQMME~h:rlQlLl.O Evaluate the Allocation of Staffing Resources within the Recreation Division. Reference has been made in this report which indicates the ratio of the Recreation Supervisor to workers to be narrow. The Senior Supervisor to full time staff ratio is 1:2; however, what the study does not reflect is that approximately 1/3 of the 200 part-time employees are directly supervised by the Senior Supervisors. This factor results in a true ratio of 1:18. However, I do concur that a staffing requirement analy- sis is needed to better evaluate our efficiency in assignment and usage of recreation personnel specifically at the Com- munity Centers. .RE.c!ll~WElmhTIQlLll Increase the Level of the Recreation Division's Advertising Budget. Although the Recreation Division advertises its programs via 3 yearly program brochures and thorough radio and news- paper spots, major promotion of individual special activities is limited due to budget limitations. Larger budgets have been requested, but have been cut back because of economic conditions affecting the budget. RE.cOl1MElmA:tIQl:Lll The Recreation & Community Services Division should conduct a Community-Wide Need Analysis. A needs analysis would certainly be helpful in planning and providing the various programs and services. There have been occasions when programs have been offered without first establishing a need which has resulted in cancellation of those programs. An analysis is being recommended in conjunction with a more thorough Community Services need analysis which will be helpful in coordinating the programs and services of each division. 1l.E.cQMMEllDbTlQ1LlJ Revise the Approach to Quantifying Participation in Recrea- tion Programs. Although the Recreation Division method of recording daily accrued attendance has provided the division a valuable tool for program management, it has created confusion in the interpretation of attendance records in our reporting ef- forts. The Department agrees that other extensive participa- tion accounting systems need to be explored and implemented. The Department will be reviewing other participation accounting methods to more accurately report participation in our programs and at our facilities. 1l.E.CQMMElIDAl'lQll-ll Reevaluate the Approach to Establishing Recreation Fees and User Charges. The Division has been striving towards a higher degree of full cost recovery and will continue to do so. Percent- ages on contract classes have been modified gradually from 90/10 percent to the current 75/25 percent. A percentage increase is again planned for this spring. The Department revenue of $89,000 in ~QSLaID-f~~_~DD ~IS~~ can be misleading. San Bernardino, unlike other cities, has been operating out of trust accounts for many of its self-sustaining programs. The Division has been phasing these out, so that a more true budget picture can be provided. Example of programs where the full revenue is not reflected in the $89,000 is the Recreation trips account (annual income of $30,000) and the Belvedere Extended Recreation Account ($40,000). Registration fees for these programs are deposited in a trust account to cover operational costs such as bus rentals and admission charges in the trips program and to pay labor costs and buy equipment and supplies in the Belvedere program. The City's administrative costs are transferred into the General Fund revenue account. Approximately $7,500 is transferred into the General Fund revenue account annually from these two accounts.