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
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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.