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HomeMy WebLinkAbout1988-04-18; Parks & Recreation Commission; MinutesMINUTES MEETING OF: DATE OF MEETING: TIME OF MEETING: PLACE OF MEETING: PARKS AND RECREATION COMMISSION April 18, 1988 5:00 p.m. City Council Chambers COMMISSIONERS 1. CALL TO ORDER; Chairman Lawson called the Meeting to order at 5:07 p.m. 2. ROLL CALL; Present - Chairman Lawson, Commissioners Castner, Dahlqulst, Donovan, Popovlch and Welshons. Absent - Commissioner Morrison. Staff Present: Dave Bradstreet, Director, Parks & Recreation Frank Mannen, Assistant City Manager Keith Beverly, Management Analyst Doug Duncanson, Parks Superintendent Lynn Chase, Recreation Superintendent 3. PUBLIC OPEN FORUM: There were no requests to speak on a non-agenda item. APPROVAL OF MINUTES; Minutes of the Regular Meeting held March 21, 1988, were approved as amended. APPOINT SCRIBE; Commissioner Castner was appointed Scribe for this Meeting. PUBLIC OPEN FORUM; There were no requests to address the Commission. PRESENTATION; Dave Bradstreet reported a donation of $156 had been received from the Daughters of Utah Pioneers. CONSENT CALENDAR; Parks and Recreation Commission affirmed the action of the Consent Calendar, as follows: WAIVER OF TEXT READING; Parks and Recreation Commission waived the reading of Agenda Items at this Meeting. 1. AB »»88-1 - ACCEPTANCE OF DONATION. Parks and Recreation Commission accepted the donation of $150 from the Daughters of Utah Pioneers. Lawson Castner Dahlquist Donovan Popovich Welshons Lawson Castner Dahlquist Donovan Popovich Welshons MINUTES Page 2 APril 18' 1988 COMMISSIONERS 2. AB #488-2 - CAR SHOWS WITHIN PARK FACILITIES. Parks and Recreation Commission recommended further staff evaluation of existing policy for car shows at park facilities. 3. DIRECTOR'S REPORT. Parks and Recreation Commission approved the Monthly Report as contained in the packet. PUBLIC HEARINGS: 4. AB #488-3 - MONROE STREET TENNIS COURTS. Dave Braristreet gave the staff report as contained in the Agenda Bill. He stated it is not possible to put any more courts in Calavera Hills Park, but Council has asked staff to re-analyze locations for a tennis complex for the future. Commissioner Dahlquist suggested Cannon Lake be considered as a possible site for tennis courts and Mr. Bradstreet added that was one of the sites that would be analyzed, but the subterranean water from the flower fields would have to be studied before a recommendation could be made with regard to tennis courts. Frank Mannen, Assistant City Manager, reported the Master Plan for the High School is being studied by the Planning Department and Engineering at the present time. The problem is how to have vehicle access and traffic circulation around the site. Chairman Lawson opened the public hearing at 5:33 p.m. , and issued the invitation to speak. W. R. Beverly, 4605 La Portalada Drive, addressed the Commission stating he played tennis at the Monroe courts, and if the School District takes back the four courts, there will be no place to play tennis this summer. He told of the crowded conditions at the other courts suggested by Commissioners. Dave Bradstreet stated the City was aware of the need to have more tennis facilities. Since no one else wished to speak on this matter, the public hearing was closed at 5:38 p.m. Parks and Recreation Commission recommended the four tennis courts be returned to the School District, as requested, and a minimum of 40 parking spaces be provided for the swimming pool. Parks and Recreation Commission directed staff to continue with approved application of 1986 Park Bond Act for tennis court resurfacing at Valley Or. High School and lighting at the high school tennis courts (Basswood and Valley). Lawson Castner Dahlquist Donovan Popovich Welshons Lawson Castner Dahlquist Donovan Popovich Welshons X X X X X X X X X X X X X X £ MINUTES r Page 3 April 18, 1988 COMMISSIONERS 5. AB #488-4 - AQUA HEDIONDA LAGOON - REQUEST TO CONDUCT OET SKI RACES. Dave Bradstreet gave the initial staff report as contained in the Agenda Bill. Lynn Chase continued the report, stating the time of the year was one factor considered in asking the Commission to deny the request to hold the races May 21-22, 1988. Last year in October the lagoon did not have three separate use areas as it does today. If the races are held in a heavy-use period, that could cause inconvenience to those people with permits who were planning to use the lagoon during that time. Mrs. Chase stated the other activities should be allowed on the lagoon on those days. Chairman Lawson opened the public hearing at 5:57 p.m., and issued the Invitation to speak. Greg Rusing, Rusing Enterprises, 4215 Harrison Street, stated he had made the proposal for the Jet ski races and felt the dates requested were In the off-season. Since the use areas are not segregated, he felt there would be no Interference with the other lagoon users. Mr. Rusing stated this would not be a sanctioned race, but would be a "fun day" that would not attract many spectators. He also felt they could comply with the Risk Manager's question as far as facilities, security, parking and medical. There will be extra restrooms supplied and the people participating in the races will stay in the area, bringing business to the restaurants and motels. In answer to Commission query as to whether he would lose the race for this year If he lost this date, Mr. Rusing stated that would probably be true. He reiterated this was not a sanctioned tournament. Mr. Rusing stated the participants in the races would not be doing any drinking of alcohol, and he would not object to a condition of the City to sell no alcohol at that time. Lynn Chase stated she did not have enough facts about the races at this time — the Insurance was not applied for and the Risk Manager felt more time was needed for details to be worked out and reviewed. Mr. Rusing stated the insurance has been applied for at this time. Since no one else wished to speak on this matter, the public hearing was closed at 6:11 p.m. Commissioner Donovan stated she was in favor of the races going forward, with Mr. Rusing to supply all necessary Information to Mrs. Chase. Commissioner Welshons stated she favored the Risk Manager's recommendation. Commissioner Castner agreed with the Risk Manager's recommendation, and added he would like to see the races held on the lagoon, but planned well in advance. Chairman Lawson also agreed with the Risk Manager's recommendation to deny the request. b MINUTES Page April 18, 1988 COMMISSIONERS Motion was made and seconded to allow Rusing Enterprises to conduct jet ski races at Agua Hedionda Lagoon on May 21-22, 1988. There was no action due to a tie vote. Motion was made and seconded to deny Rusing Enterprises' request to conduct Jet ski races at Agua Hedionda lagoon on May 21-22, 1988, and recommend conducting the event after September 15 or before May 15. There was no action due to a tie vote. Parks and Recreation Commission denied Rusing Enterprises' request to conduct jet ski races at Agua Hedlonda Lagoon on May 21-22, 1988, and recommended conducting the event after September 15 or before May 15. Commissioner Donovan stated she opposed the motion as she felt the Risk Management was carried to extremes at times, and the races could have been done safely and well. Commissioner Dahlquist stated she opposed the motion as she felt the races could be held safely. Lynn Chase stated the benefit to the lagoon users should be evaluated, as those with permits expect to be able to use the lagoon, and there would be no advantage to the citizens other than as a spectator at this event. There would be financial gain for Mr. Rusing and it would provide the Jet skiers an opportunity to have a practice on our lagoon. DEPARTMENTAL REPORTS: 6. AB #488-5 - APPROVAL OF REQUEST FOR PROPOSAL TO REVISE THE MACARIO CANYON MASTER PLAN. Dave Bradstreet gave the staff report as contained in the Agenda Bill, referring to the RFP for Macario Canyon Park Master Plan Revision contained in the packet. The Commissioners questioned whether this was premature, since funds would not be available until 1997+. Dave Bradstreet stated the plan needed to be kept up-to-date and the golf course study needed to be incorporated into the Master Plan to determine what amenities could be placed in the Park. Mr. Bradstreet stated the money had been approved to revise the Macario Canyon Park Master Plan and he felt the Commission wanted this done. Concern was expressed about spending money for consultants on this project, particularly when recreational ideas change, and nothing could be done about the plan at this time. The suggestion was made to have staff do "housekeeping and updating" to save the $30,000 to $45,000 cost estimated for the revision. Lawson Castner Dahlquist Donovan Popovich Welshons Lawson Castner Dahlquist Donovan Popovich Welshons Lawson Castner Dahlquist Donovan Popovich Welshons X X X X X X X X X X X X X X X X X X X X X > MINUTES Page 5 April 18, 1988 COMMISSIONERS Frank Mannen, Assistant City Manager, stated that with all the plans submitted and ideas expressed for amenities in the canyon, it would take four or five times the area available. The problem was to balance the competing needs and interests. He felt a consultant would be able to handle all the proposals and fit them together. Commissioner Dahlquist left the meeting at 7:09 p.m. Dave Bradstreet reiterated he felt there was a need to answer all the questions as to where the best golf course site was located, as well as all the other proposed amenities. Staff could do a preliminary master plan, but there is more to it — as research needs to be done. Chairman Lawson inquired whether it was possible to scale down the RFP to the point where it could come back before the Commission next month as something a little less ambitious. Dave Bradstreet answered that staff could come back with a conceptual master plan. Dames Smith, representing the Carlsbad Golf Association of 1,426 members, suggested that rather than bringing this item back next month, bring it back in Dune and see what happens to the TOT measures. If both of those measures pass, that would make a difference. Also, he felt Macario Canyon was a park system, and at buildout an inventory should be taken to access what needed to be built at that time. Mr. Smith said it seemed that Macario Canyon would be the appropriate place for a golf course, especially since SDG&E had said their 90 acres could be in any configuration. Mr. Smith read the statements of City Attorney Vincent Biondo regarding Calavara Lake, and he questioned that the area could ever be used for anything, for he felt it was not available as a park or for public use. Parks and Recreation Commission tabled the request for a proposal to revise the Macario Canyon Master Plan until the 3une meeting. 7. AB #488-6 - APPROVAL OF REQUEST FOR PROPOSAL FOR RECREATIONAL DEVELOPMENT PLAN OF LAKE CALAVERA. Dave Bradstreet gave the staff report as contained in the Agenda Bill, stating the area is larger than thought, and other recreational amenities were to be included, such as hiking, .logging, overnight camping, picnic areas, etc., on a regional basis. Frank Mannen stated there were some legal limitations on the use of this property, but not to the exclusion of park use. He stated he was not aware of the statements Mr. Smith attributed to Mr. Biondo. Mr. Mannen added that any revenues would accrue to the rate payers of the water system. The land is zoned open space. If there is a legal prohibition, the proposal would not go forward. Lawson Castner Donovan Popovich Welshons X X X X X X c MINUTES Page 6 April 1fi, 19fift COMMISSIONERS Parks and Recreation Commission returned the request for proposal for recreational development plan of Lake Calavera to staff with a request to investigate and clarify the statements of the City Attorney's Office with regard to the use of this property. 8. AB -7 - PRIVATIZATION CONCEPT OF RECREATIONAL FACILITIES. Chairman Lawson stated this item would be continued to the next meeting. 9. AB »»88-8 - COMMISSIONER'S HANDBOOK. Dave Bradstreet stated this handbook was for the Commissioners to read. COMMITTEE REPORTS; Chairman Lawson reported the Parks and Recreation Element Revision Subcommittee would meet Thursday, 3:00 p.m., at the Safety Center. AGENDA ITEMS FOR HAY 16, 1988. Zone 5 Update Update on Recirculating Vehicular Traffic at Stagecoach Park Director's Update on Alta Mira (Sammls Property) SENIOR CENTER MODEL. Dave Bradstreet called attention to the model of the Senior Center and stated Council had approved hiring the architect to go forward with that plan. SCRIBE REPORT; Commissioner Castner gave the Scribe Report. ADJOURNMENT; By proper motion, the meeting of April 18, 1988, was adjourned at 7:51 p.m. Respectfully submitted Harriett Babbitt Minutes Clerk Lawson Castner Donovan Popovich Welshons PARK & RECREATION COMMISSION - AGENDA BILL AR* 588-1 MTG 5/16/88 DPPT. P & R TITLE; DIRECTOR'S REPORT DEPT. HD. DB CITY ATTY CITY MGR. RECOMMENDED ACTION: Accept and file staff report ITEM EXPLANATION: Refer to attached Director's report. zo £u zo oo May 4, 1988 TO: DAVID BRADSTREET, PARKS AND RECREATION DIRECTOR FROM: HELEN L. JOHNSON, ACTING SECRETARY II MONTHLY REPORT FOR APRIL / MAY 1988 Security lights have been installed on the outside of the rest rooms at Laguna Riviera Park. Gregg Rusing from Snug Harbor Marina is appealing the decision to deny the jet ski race on Agua Hedionda Lagoon, the item is scheduled for the May 10, 1988 City Council Meeting. Work on Phase II of Calavera Hills Community Park is progressing on schedule. Foundation work on Community Center and pads for the picnic shelters are under construction. Board sailors are having difficulty in securing insurance that will name the City additionally insured. Staff has been directed to review the insurance requirement and propose alternative solutions. Playground equipment has been installed at Cadencia Park. On April 30, 1988 the Recreation Division in conjunction with the Carlsbad Evening Rotary hosted its annual track meet in North Carlsbad. Over 150 youngsters participated this year, with the top finishers competing at the San Diego County Track Meet. Over one hundred (100) teams are currently playing in the Parks and Recreation Summer Softball Leagues. Parks and Recreation Brochure will be mailed to all Carlsbad residents May 9, 1988. The Daytrippers just returned from a eight day adventure to the Grand Canyon, and over forty (40) people joined in for the trip to the Ramona Pageant on April 30, 1988. Street tree removal and sidewalk work has begun in the village area. Bids are being accepted for the sale of the firewood from the removal of trees in Hosp Grove and street tree areas. A3 PARK & RECREATION COMMISSION - AGENDA BILL AB« 588-2 MTG. 5/16/88 DEPT. P & R TITLE: ACCEPTANCE OF DONATION DEPT. HD. DB CITY ATTY CITY MGR. zo ]-u< zo RECOMMENDED ACTION: RECOMMENDATION Recommend acceptance of five hundred dollars ($500) donation by RecyCal - San Diego for the beach maintenance program. ITEM EXPLANATION Mr. William A. Quistgaard, President of RecyCal - San Diego has offered a grant of five hundred dollars ($500) for the beach maintenance program. The City of Carlsbad has gratefully accepted this grant donation for the last two years. Beach maintenance from Elm Avenue North to Ocean Street beach access is the responsibility of the Parks maintenance division. The person employed to provide the clean up services will be supervised by parks staff and paid out of the part time salaries account. Mr. Quistgaard would like to present the donation to the City Council in June. FISCAL IMPACT The donation will increase the part time salaries account by five hundred dollars ($500). The grant is to be placed in account 001-820-4121-1300. EXHIBIT Letter to William Quistgaard - April 27, 1988 Ou 1200 ELM AVENUE • )SS <? • TELEPHONE CARLSBAD, CA 92008-1989 BWU / ^M (619) 434-2824 Olitg of Otolabafc PARKS & RECREATION DEPARTMENT April 27, 1988 Mr. William A. Quistgaard President, RecyCal - San Diego c/o Markstein Beverage Co. 505 South Pacific Street San Marcos, California 92069 Dear William; This correspondence serves as notification of acceptance of the grant offered by RecyCal San Diego to the City of Carlsbad. The five hundred dollar ($500) donation will go before the Parks and Recreation Commission in May and then on to the City Council for final formal acceptance. We plan to schedule this on the City Council agenda of June 14, 1988. The Parks and Recreation Department will be in touch with you to confirm all dates and times. On behalf of the City of Carlsbad, I would like to extend our appreciation for this offer. Thanks for your support. Sincerely, Doug Duncanson Parks Superintendent c: Frank Mannen, Assistant City Manager D»v» Bradftti***, Pferfcs *nd Recreation Director PARK S RECREATION COMMISSION - AGENDA BILL AR« 588-3 MTG. 5/16/88 DPPT. P & R TITLE: WOMEN'S OLYMPIC VOLLEYBALL WEST GERMANY VS. UNITED STATES "B" TEAM DFPT HD. r|TY ATTY CITY MGR. RECOMMENDED ACTION: Endorse the U.S.A. Women's Olympic Volleyball Activities. ITEM EXPLANATION: The West German Women's Olympic volleyball team will be visiting Carlsbad June 20-24, 1988. Throughout the week there will be scheduled activities which includes a "Welcome to Carlsbad Dinner", sight seeing and a benefit volleyball match against the U.S.A. Women's "B" team The match is co-sponsored by the Carlsbad Unified School District and will be held Thursday, June 23, 7:00 p.m. at Carlsbad High School. Proceeds will support the junior high and high school volleyball program. zo I-u o I/) ou zo 1-u o c/> PARK & RECREATION COMMISSION - AGENDA BILL AR« 588-4 MTG 5/16/88 OFPT P & R TITLE:SOUTHWEST QUADRANT PARK T.AND ACOUISION DEPT. HD. CITY ATTY CITY MGR. RECOMMENDED ACTION: Accept and file staff report. ITEM EXPLANATION: At the April meeting the Commission requested a staff report on the acquisition of the Sherman parcel. The attached report from the Municipal Projects Manager outlines the status of park land acquisition in the southwest quadrant. EXHIBIT 1. Memo from John Cahill - April 21, 1988 (W Ou APRIL 27, 1988 TO: DIRECTOR OF PARKS AND RECREATION FROM: MUNICIPAL PROJECTS MANAGER STATUS OF SOUTHWEST QUADRANT PARK LAND ACQUISITION In response to your memo of April 27, 1988, formal appraisal of the property identified for potential acquisition in the southwest quadrant has been completed. The City will begin negotiations with the owners concerning the acquisition in the very near future. Additionally, acquisition financing strategies will need to be finalized. An agreement between the City and Sammis Properties has been prepared and forwarded to the Sammis group for execution. In general terms, the agreement provides for the City to take the lead in the acquisition of the subject parcel with Sammis funding in advance their proportionate share of the necessary costs related to the transaction as well as the equivalent value of their ten (10) acre obligation. To date, the City has not received a formal response from Sammis Properties, however, discussions are continuing. Municipal Projects is looking forward to working with the Parks and Recreation Department in the development of the southwest quadrant park as soon as the acquisition is consummated and development funds provided in the CIP. We will keep you appraised of the developments of the acquisition. If you have any additional questions, please call me at 438-1161. JOHNVT. CAHILL MUNICIPAL PROJECTS MANAGER JJC:mg C: Assistant City Manager Community Development Director City Engineer zo 2 O Iu PARK S RECREATION COMMISSION - AGENDA BILL AR« 588-5 MTG. 5/16/88 DEPT. P & R ZONE 5 UPDATE J^1" ^DEPT HD CITY ATTY CITY MGR. RECOMMENDED ACTION: Accept and file staff report ITEM EXPLANATION At the April meeting the commisssion requested a staff report on the status of the Zone 5 Parks and Recreation Facility Plan. City staff have met several times with zone 5 representatives and report that no details have been worked out to date. Phil Carter will provide a verbal update regarding the negotiation at the May Parks and Recreation meeting. EXHIBIT Letter to Mark Hughes - April 27, 1988 oob 2075 LAS PALMAS DRIVE •^TW J« TELEPHONE CARLSBAD, CA 92009-4859 iSSM^Jm (619)438-1161 Citp of Carlabab COMMUNITY DEVELOPMENT April 27, 1988 Mr. Mark Hughes Hughes & Associates 2141 Palomar Airport Road, Suite 160 Carlsbad, CA 92009 Dear Mr. Hughes: The purpose of this letter is to request a status report on your progress with the Zone 5 park negotiations. It has been a month since our last meeting and I have been asked to prepare a report for the Parks and Recreation Commission. This status report will be presented to the Commission on May 16th. If you need any assistance, please call me. Sincerely, PHILIP 0. CARTER Growth Management Manager bjn c: Assistant City Manager Parks and Recreation Director PARK RECREATION COMMISSION - AGENDA BILL ABft MTQ. DEPT. ^98-6 5/16/88 P S R TITUE; CONTINUE PRIVITIZATION FOR RECREATIONAL FACILITIES DEPT. HD. DB niTYATTY CITY MGR. o o zo on OU RECOMMENDED ACTION: After commission discussion, refer issue to Parks and Recreation Element Revision Subcommittee for further evaluation. ITEM EXPLANATION Commissioner Lawson has requested to discuss the privitization concept currently outlined in the Parks and Recreation element. As presented, the concept refers to the attainment by local government of private development investment, operation, and maintenance of public recreation facilities. The 1982 Revised Parks and Recreation Element very strongly encourages the privitization policy. To date, the policy has not been implemented within the department operation. The Element Revision Subcommittee is currently discussing this issue and would appreciate input from the commission to determine if the policy should be continued, abandoned or modified. Attached for reference are two articles addressing the pro's and con's of the privitization concept. FISCAL IMPACT No change in current operation expenditure or revenue. EXHIBITS 1. Productivity through Privitization 2. Pitfalls of Commercial Facilities in Public Parks "PRODUCTIVITY THROUGH PRIVATIZATION" A Guide Co Public Sector Contracting by Joseph W. Halper President HALPER ASSOCIATES November 1984 EXHIBIT 1 TABLE OF CONTENTS SECTION Page INTRODUCTION A I - RECOMMENDED POLICY DIRECTION 1 II - METHODOLOGY FOR SELECTION OF PROGRAMS FOR CONTRACTING 1 III - PROCEDURES FOR EVALUATION OF SELECTED TARGETS ... 2 IV - ACTION TO bE AS A RESULT OF THE ANALYSIS 4 V - GUIDELINES ON DETERMINATION OF COST BENEFITS FOR THE CONTRACTING DECISIONS 5 VI - GUIDELINES FOR CONTRACT PROCEDURES -LIMITATIONS OF ACTIVITIES 9 VII - TYPES OF CONTRACTS 11 VIII - NUTS AiJD BOLTS OF CONTRACTING PROCESS 12 IX - CONTRACT ADMINISTRATION 15 A - GENERAL INSURANCE REQUIREMENTS 15 XI - LABOR CODE REQUIREMENTS 16 XII - IliPLEMEUTATION STRATEGY 18 LOS ANGELES COUNTY CONTRACTING PROCEDURE .. EXHIBIT A MODEL ORDINANCE EXHIBIT B MODEL WORKFLOW AND CHECKSHEET EXHIBIT C MODEL INSURANCE REQUIREMENTS AGREEMENT .... EXHIBIT D STANDARD TERMS AND CONDITIONSFOR CONTRACTS EXHIBIT E SAMPLE REQUEST TO SOLICIT BIDS EXHIBIT F SAMPLE RECOMMENDATION TO AWARD CONTRACT ... EXHIBIT G INTRODUCTION During the past decade, a series of events has demonstrated a growing trend toward reducing the tax base resources available to public parks and recreation and other human service agencies throughout the nation. In the West, this was manifested in the Jarvis-Gann initiative and the passage of Proposition 13 in California. In the East, witness the near default of municipal bonds in New York City, the financial collapse of Cleveland, Ohio. All these events indicate that the quality of services provided by the public sector have been and will be sunstantially diminished as we uove into the next decade unless new strategies are adopted for financing and controlling costs. There has oeen a growing awareness among public officials tnat the systems established to control the abuse of patronage and political influence in the area of public contracts have, in themselves, tended to impair the ability of the public sector to perform its tasks effectively and r efficiently. The result over the years has been a poor cost-oenefit performance oy local government. In view of the upsurge in taxpayer revolts, a mechanism was needed to reduce costs and preserve the level and quality of public services provided by local agencies. Privatization, which is the performance by private business of functions traditionally performed by public employees, has emerged as a recognized means for achieving cost savings, which can help the public sector continue to perform many of its responsibilities. This manual has been developed as a guide to aid public administrators as well as potential private sector oiaders in effectively engaging in privatization activities by providing a "How To" overview. In sum, recent taxpayer initiatives and legislative action have prompted local government to find alternative and innovative revenue sources, restrict expenditures, and be responsive to potential private operation of government functions when cost benefits can be achieved. Testing of the market has indicated that significant potential cost benefits to local government exist through contracting out various services currently being performed by public employees. -A- Af- Privatization of public services already has a track record in the U. S. of providing better service with fewer resources. Privatization has also proved to be an effective strategy for dealing with a variety of management issues facing administrators of public policy. A sample of results acnieved: •Los Angeles County, CA. has achieved a savings of over forty percent by contracting out segments of their security and their ground maintenance activities. •City of Long beach, CA. increased the income from golf course operation by over $1,000,OUO annually by contracting with a private management company. In addition, the city gained substantial funding for capital improvements of these facilities. •City of Downey, CA. reported a twenty percent savings in the upkeep of its golf courses since it contracted out the maintenance activities. •New York City operated its 80 portable pools in the inner city by contract to get this program operational in tine for the hot sunner. This would not have been possible within the bureaucracy of the municipal personnel and civil service systems. In addition, a number of agencies report savings when contracting for a service previously performed in-house. These examples come froia park and recreation agencies in California: •(1) East Bay Regional Park District, garbage collection, golf course operation, and engineering services; (2) Weaverville - Douglas City Recreation District, accounting and bookkeeping services; (3) City of Palos Verdes, contract maintenance; (4) City of Hawaiian Gardens, building maintenance; (5) Culver City, tree trimming and island main- tenance; and (6) Los Angeles County, grounds maintenance, golf courses, security and landscape maintenance. Public managers of the future will be evaluated on their ability to manage resources in a conplex and scarce environment. Privatization will be an integral part of public management in the future. -A.2- I. Recounended Policy Direction Ic is recommended chat a systematic review of all the activities of a department by function be made on a cyclical basis identifying those areas which appear to provide the essential elements for contractual relationships which could be more economical or feasibly provided by independent contract. As this process requires substantial administrative resources, it will be important to identify those activities which have the most promise of producing the desired results. After identifying the target activities for consideration, the possibilities of developing contractual arrangements for those activities be pursued when results indicate contracting is legal, feasiole and would provide cost benefits. II. Methodology for Selection of Programs for Consideration A - Task Force Approach It is proposed that a departmental task force oe established- and charged with the implementation and monitoring of the privatization program. This task force working in coordination with the various agencies of the department would identify those activities which appear to be feasible and cost effective for contracting. The task force would submit a report identifying the target programs and prioritize then for implementation. The report would contain specific recommendations on the activities which should be considered for this purpose as well as identifying the individual within a department which should bear the lead responsibility for following through on the development of the program for each specific recommendation. B - Criteria for Selection of Programs to be Considered for Contracting The following are the recommended criteria that should be considered when examining the activities of a department for their suitability for consideration as possible contractual services, the assumption being that the more of the criteria which are met, the greater the potential of establishing a successful contractual arrangement. Criteria to be Considered: 1. Geographic isolation of the service. 2. Is the service of an extraordinary or technical nature and are these services of a temporary nature. -1- 3. The services are needed on a part-time or intermittent basis. 4. The service cannot be performed adequately or competently or satisfactorily by civil service employees. 5. Personnel services are required to provide an independent analysis evaluation, review or audit of existing or proposed program. 6. The employees are needed to take care of temporary projected work overloads. 7. Tine constraint requirements for the delivery of the program which would not allow for the effective use of in-house personnel. a. Labor cost reduction possibilities in labor intensive activities by providing the services through the private sector. 9. Excessive equipment investment or replacement costs - projected. 10. The activity is a major budget-cost itera to allow for meaningful savings to be achieved. 11. Recruitment of the personnel in the category is difficult under in-house personnel policies and procedures or pay scales. 12. There are sufficient private sector vendors currently engaged in the delivery of the services provided. It would be suggested that a comprehensive list of all departmental activities be established and a matrix be developed by which each of the activities is analyzed against the suggested criteria. Based on the frequency of positive identification we should be able to pick out those activities which would be most suitable for further investigation for "privatization" consideration. III. Procedure for Evaluation of Selected Target Activites Based on the establishment of a finding that an activity should be considered for possibility as a contractual service, it is recommended that the following procedure be implemented: -2- A. Three questions must be addressed to complete this analysis; they are feasibility, the legality, and cost benefit of the proposal.Guidelines for responding to these questions are as follows-. 1. Is the program feasible for contracting? a) To ascertain the feasibility of a project, it should be determined if there are vendors available to perform the services desired in the private sector. t>) In the event the contractual relationships fail, the analysis of the department's ability to provide an interim emergency service by in-house capability or by other private sector vendors should be ascertained. c) Would the staff which would be displaced by the contract be able to be reassigned within the department to other budgeted positions? Or, are there vacancies in government in other departments which they could be transferred to? - d) Is there other use for the capital equipment assigned to this activity in the department or in other departments or use by contractor? 2. Is the contracting out of the program legal? Legal counsel should be sought to deterraine this in each case. As criteria will vary within each state and local jurisdiction. See section on legal aspects for specifics. 3. Will the proposed contractual program be of cost benefit"? If the project is feasible and there are no legal inhibitions to its implementation, the key deciding factor will be the cost benefit which would be achieved by the contractual arrangement. To determine this the following procedure is recommended: a) The affected agency will identify the direct cost which would include personnel, supplies and services replacement of capital equipment which would be required for the continued operation of the program under the department -3- as an in-house operation. This is to include costs to and service charges from other departments of government. b) Identify those costs which are projected to be unavoidable as a result of developing a contractual arrangements. The unavoidable costs will then De subtracted from the amount which has been estimated for the in-house performance of the function. This projected net cost will tnen be compared with the estimated contract costs for the performance of the service. If the comparison indicates a savings would be achieved by contracting this service out, the project would then be eligible for consideration for the development of a contractual arrangement. *See guidelines on determination of cost benefits for contract decision. Section V. IV. Action to oe Taken as a Result of the Analysis A. Recoanended requirements for contract No contract should be awarded unless all of tne following requirements are met: 1) The award of the contract will be cost effective. 2) The government's ability to respond to emergencies will not be impaired. 3) The award of the contract will not result in the unauthorized disclosure of confidential information. 4) Alternative resources are available so that the services can be obtained from another source in the event of default by the contractor. 5) The award of the contract will not infringe upon the proper role of government in its relationship to its citizens. 6) The award of the contract, if financed in whole or in part by Federal or State funds, will be in full compliance with all applicable Federal and State regulations. -4- 6. Information regarding the Contractual Proposal to be Developed for the Record and for Communication "to Policy body 1) Those faces that support the finding that the work can be done more economically or feasibly by independent contractors. 2) A description of the estimated scope of the work to oe contracted. 3) An identification of the available funding source for the contract. 4) Information concerning the projected employees relations implications of the proposed contract, referring to plans for the accommodation of personnel displaced by the proposed contractual arrangement if such is possible. 5) Information reflecting legal opinion regarding the proposed contract. 6) Recommendation if the solicitation should be an Invitation for Bids (IFB) or a Request for Proposals (RFP). In the case of the latter, a justification should be included as other than cost factors will oe considered in the evaluation process, and need to be described. 7) In the event that it is determined that the target program under consideration is not suitable for contracting based on the fact that it is not feasible, legal or of cost benefit, a letter is to be sent to the originator of the proposal indicating this finding and the reasons This should oe accomplished whether the proposer is a member of the department organization or an individual outside of government service. Guidelines on Determination of Cost Benefits for the V. Contracting Decision Introduction Puolic sector managers should consider contracting for services when such a contract will result in less cost than providing the service in house. While qualitative factors -5- 30 will be of priue importance in certain situations, in most instances the evaluation process will center around quantitative considerations. In the final analysis, most decisions will utlimately be based on cost comparisons. To ensure that a valid cost comparison can be made, it will oe important that a consistent, rational cost comparison model be used. This will ensure that only those cost factors relevant to a cost comparison analysis will be used. Relevant costs are those costs that can be avoided as a result of contracting. What are these relevant costs, and how should they oe considered? The following definitions, concepts, and guidelines are provided to assist managers in making the necessary analyses. An example situation is also provided to demonstrate the application of these cost analysis principles. Definitions A full understanding of cost accounting terminology is not necessary to making the required cost comparisons. However, to understand the proposed evaluation process, an understanding of certain key terms and concepts is needed. Accordingly, key terns and concepts are defined below: 1. Costs; Include (but are not limited to) salaries and wages; employee benefits; services and supplies; fixed assets. 2. Avoidable Cost versus Unavoidable Cost a. Avoidable Costs: Costs which will be changed (reduced or eliminated) as a result of the decision to contract for services. b. Unavoidable Costs; Costs which will not be changed (reduced or eliminated) as the result of contracting. 3. Direct Cost versus Indirect Cost a. Direct Costs: Those costs which can be readily identified to the service. (Usually these costs are the salary and employee benefits cost of the employee and any significant amount of supplies used on the job.) b. Indirect Costs: Those costs which cannot be readily identified to the service but which are incurred in the course of performing the service. (Usually this includes departmental administration, divisional administration, and jurisdiction-wide support. -6- 3/ 4. "Full" government costs: Direcc coses plus applicable indirecc costs^ or: a. Departmental Administration: This costs usually includestne executive office and its clerical support as well as the "administrative" sections of payroll, personnel and accounting. b. Divisional Administration (or bureau, Branch, etc.); This cost usually includes the division chief and assistant and any clerical support. c. Overhead Support Costs; The costs the service departments incur for the benefit of all the operating departments. This also includes the cost of rent, utilities and insurance. 5. Incremental Costs; Those costs that can be reduced or eliminated should government contract for the same service. Analytical Process The following procedures should be applied in developing the needed cost comparison. 1. Identify tne service and level of services to be contracted. Be specific about the services to be performed including (but not limited to) current direct labor positions performing the service, the number of positions and the duties involved. Include a description of the estimated number of units of service required. 2. Determine the "full government cost" of the service under consideration for use in comparing against similar outside service. The schedule of costs must present direct costs, plus indirect costs of departmental, divisional (etc.) and overhead support. 3. Evaluate costs on an incremental basis. a. Identify costs determined "as full government cost" as "avoidable" or "unavoidable". b. Total all "avoidable" costs. 4. Summarize the quanititative results. Compare the estimated contract cost to government against the costs of performing the service in-house. -7- Example Contracting for Services Sample Problem Decision: Should the municipality contract for property planning services at an estimated contract cost of $200,000 per year? Analysis: Specify the level of service to be provided, the duties and functions currently being reviewed. Answer: The municipality currently requires the direct labor of five property planners and one supervising property planner in the Facilites Department. Duties and functions are .... etc. Costs Full Cost Element Governmental Cost Incremental Cost Direct Cost: Salaries and Wages $125,000 $125,000 Employee Benefits 26,353 26,353 Services/Supplies 10.000 10,000 Subtotal - Direct Costs $161,563 $161,563 Indirect Cost: Division Overhead 71,885 10,000 Branch Overhead 10,516 (2) Dep't. Overhead 27,824 (2) Support Service Overhead 17.448 5,000 TOTAL $289.236 $176,563 Decision Made; In this example, a contract should not be let for property planning services because the incremental costs identified did not exceed the estimated contract price of $200,000. -8- u'otes (1) One 'secretary in division administration can be eliminated since tne position provided clerical support exclusively to the unit to be eliminated. All other costs are unavoidable. (2) Unavoidable Cost - All these elements are required to continue to provide adequate support to the Department's other functions. (3) Rent on the building being occupied can oe eliminated since the government is not committed to a long tern lease. All other costs are unavoidable. VI. Guidelines for Contract Procedures, Language and Requirements Unique to Governmental Contracts I. Limitations on Contract Activities r A. Limitation of Indebtedness. 1. Constitutional prohibition against incurring debts which exceed the income and revenue for that year. 2. Purpose is to prevent creation of inordinate debts that might be charged against taxpayers in future years. 3. Only becomes a problem where procurement extends into future years. Can be solved through the use of a "funding out" clause. Example: "LIMITATION OF OBLIGATION FOR PAYMENT TO BE HADE IN FUTURE YEARS." The obligation is payable only and solely from funds appropriated for the purpose of this Agreement. All funds for payments after June 30th of the current fiscal year are subject to the legislative appropriation for this purpose. Payments during subsequent fiscal periods are dependent upon the same action. In the event this contract extends into succeeding fiscal year periods, and if the governing body appropriating the funds does not allocate -9- sufficient funds for the next succeeding fiscal year's payments, then the affected equipment and/or services shall be terminated as of June 3Uth or the then current fiscal yearlThe government shall notify the contractor in writing of such non-allocation at the earliest possible date." Civil Service Limitations 1. Civil Service System designed to protect employees from "spoils system." Courts have thus ruled that the government cannot hire contractors to do government work if there are currently public employees available to do the work or it would be possible to hire such employees within the time frame required. 2. however, local governments may adopt legislation which permits contracting notwithstanding the civil service limitations. Check to determine local authority to contract for purpose of attaining cost saving. If no permissive legislation has been adopted see ' Sample - Model Ordinance. This can be adopted after public vote authorizing contracting for this purpose. 3. This legislative support is not required when: (a) The service cannot be performed adequately or competently or satisfactorily by civil service employees and it is impossible to recruit such personnel to perform such service for the period of time such service is needed. (D) Authority to contract is expressly provided by the statute. (c) The service is of an extraordinary professional or technical nature and the services are of a temporary nature; (d) The services are needed on a part-time or intermittent basis; or (e) The contract is for personal services to provide an independent analysis, evaluation, review and/or audit of an existing or proposed project, function or program and there is a need or contractual -10- obligation Co obtain an independent analysis, evaluation, review and/or audit of said project, function or program. C. Bidders' Rights for Procurement Irregularities. If one bidder is given unfair advantage over other competitors, court may enjoin award and grant other bidders damages: 1 . Cost of submitting bid. 2. Lost profits. D. Special Requirements if State or Federal Grant Funding is Involved. 1. Grant may require that certain provisions be included in any contract. 2. State or Federal review and approval of the proposed contract may be required. 3. Contractor must comply with State Labor Codes regarding prevailing wages. See Section VIII. VII. TYPES OF CONTRACTS A. Fixed price B. Time and Material 1. Time at $ per hour for various classifications of labor. 2. Materials: Cost + %. 3. Must establish maximum amount of funds authorized under contract. Contractor not obligated to continue performance once funds are exhausted. Require contractor to notify when 85% spent. C. Cost Plus Fixed Fee (CPFF) Estimated Cost $ Fixed Fee $ Total $ -11- Must establish uaxiiaun amount of funds authorized under contract. Contractor not obligated to continue performance once funds are exhausted. Require contractor to notify when 85% spent. D. Price Considerations Fixed Fee involves greatest risk for contractor and usually justifies greater r»T"r\ t* i f 1 . profit 2. Tine and material and CPFF involve minimum risk. Should negotiate for lower price. VIII. NUTS AND BOLTS OF CONTRACTING PROCESS A. Overview 1. Solicit bids. 2. Evaluate bids. 3. Negotiate price and terras. 4. Award contract. B. Soliciting Bids 1. Prepare bid specifications (RFP/IFB) which describe the work to be accomplished. (a) Look at previous documents for similar types of services. (b) Hire consultant to assist. (c) Strategy of including all the terms and conditions you are interested in and requiring bidders to indicate their acceptance or rejection. Bidders nore willing to accept them out of fear of being put in competitive disadvantage. Once bidder knows he is tentatively selected for the job he tends to resist clauses which are unfavorable from the bidder's standpoint. -12- 37 (d) Bid specifications should set forth evaluation criteria. (e) Confidentiality of bids. Clause requiring bidders to nark those portionsof their bid that contain proprietary/confidential information. (f) Right to reject all bids without incurring liability for bid preparation costs. 2. Bidders Conference (a) Useful procedure whereby all bidder's questions can be handled expeditiously. Require bidder to attend as condition of Didding. (b) Must keep very careful record of questions asked and answers given. (1) Require bidders to mail in questions in advance. (2) Require that all questions from floor be written down and passed up to Chairman. (3) Tape record session. (4) After conference, mail attendees a transcript of questions and answers. (c) If a physical facility or equipment is involved require attendance at a walk-through inspection. C. Evaluation of Bids 1. In accordance with criteria set forth in bid specifications. 2. Draw on expertise from other departments of government when appropriate. -13- 3% D. Negotiation of Price and Terns with Successful Bidder 1. Price negotiations. (a) Mistake to blindly accept price in bid. (b) Require bidders to break their prices down. Comparison with other bids may be tip off to padding of the price in certain areas. 2. Negotiations of Terms and Conditions. (a) Easiest way is to present bidder with a draft of the proposed contract. (o) Consider areas of exposure arising out of acts or omissions of the Contractor. (1) Unauthorized disclosure of private information. (2) Injury to person or property while contractor personnel are on public premises. (3) Indemnification and Insurance Requirements. See section on insurance requirements. (c) Consider special proolems that might result from contractor's breach. Design remedies to protect public. E. Award of Contract 1. Coordinate final draft of contract with legal counsel and obtain executive and legislative approvals as necessary. F. Except During Bidders Conference, Do Not Talk to Bidders During Process 1. Opens you up to a claim of unfair treatment. If you respond to a communication from a bidder a copy of correspondence fron bidder as well as a copy of response should be sent to all bidders. -14- 3? IX. CONTRACT ADI1INISTRATIQN A. Establish periodic milestones. B. Llonitor progress. C. Approval of Invoice. 1. Monthly status reports from contractor. 2. Periodic meetings with contractor. 3. Develop checK lists for performance. Be sure contractor as well as inspector knows what you are looking at. Be sure the invoice is approved indicating contract compliance by field superior. D. Keep careful records, particularly where contractor's performance is in some manner 3ependent on the government's performance~of related tasks. E. Guard against unauthorized changes arising out of the staff directing the contractor to do something mat required by the contract. Hay constitute the Fa's is for a claim by the contractor for additional funds.* X. General Insurance Requirements To more accurately reflect the level of risk in each private contractor presents, it is recommended that a policy be estaDlished as follows - All service and concession contracts require contractor-furnished liability insurance which protects *Legal information based on California law as researched and developed by David L. Muir, Los Angeles County Deputy Counsel. -15- Che public agency in an amount based on Che general prograia category of che concracced accivicy, as follows: Risk Categories A - ($1,000,000 Coverage) Activity is inherently high-risk, e.g. hang-gliding, horseback riding, aircrafc operations, or involves feeding or care of a number of individuals or minors. Damages can be great due to severity of injury, number of persons injured or made ill, or length of time an injured condition can be expected to remain. B - ($500,000 Coverage) Activity has identifiable risks, DUC with lower probability of great governmental damages, few persons involved, or shorter probable injury duration. C - ($300,000 Coverage) Activity has comparatively low inherent risk, or slight probability of severe injury. Usually consists primarily of office visits by public. This is the lowest coverage level recommended by insurance brokers. - As these contracted operations and the attendant risks are subject to minimal governmental control, it is important that every contractor carry some liability insurance, (1) to protect the governmental body, and (2) to assure that the contractor and his insurer are involved in initial response co claims and in the defense against them. In addition, requiring contractors to furnish insurance make them meet certain loss-prevention standards in their operations; something that would be lost if government provided the total insurance coverage. The preuium for liability insurance is controlled chiefly by the type, location and magnitude of the operation and the claims/loss record of the contractor. However, as a basic minimum premium is standard practice, some small contracts nay have a relatively higher unit cost for insurance. XI. Requirements for Contractor to Comply With Prevailing Wage Scale /Employment of Apprentices Provisions of the Labor Code The contractor shall comply with all provisions of the state -16- and Federal Labor Code. Under the provisions of said code, che Labor Department ascertains the prevailing hourly rate in dollars and details pertinent thereto for each craft or type of workman or mechanic needed to execute any contract which may be awarded, by geographic area. The contractor must coraply with Section 1777.5* of the Labor Code of the State of California, with respect to the employment of apprentices. Labor Code Section 1771 requires the payment of prevailing wages to workmen under public works contracts: "Except for public works projects of five hundred dollars ($500) or less, not less than the general prevailing rate of per diera wages for work of a similar character in the locality in which the public work is performed, and not less than the general prevailing rate of per diera wages for holiday and overtime work fixed as provided in this chapter, rshall be paid to all workmen employed on public works." - "This section is applicable only to work performed under contract, and is not applicable to work carried out by a puolic agency with its own forces. This section is applicable to contracts let for maintenance work." The requirement for the payment of prevailing wages is also applicable to workmen employed by contractors or subcontractors, pursuant to Section 1772:* "Workmen employed by contractors or subcontractors in the execution of any contract for public work are deemed to be employed upon public work." "Public works" are defined as follows, by Labor Code Section 1720:* "As used in this chapter "public works" means: (a) Construction, alteration, demolition or repair work done under contract and paid for in whole or in part out of public funds, except work done directly by any public utility company pursuant to order of the Public Utilities Commission or other public authority. (b) Work done for irrigation, utility, reclamation and improvement districts, and other districts of -17- this type. "Public work" shall not include the operation of the irrigation or drainage system of any-irrigation or reclamation district, except as used in Section 1778* relating to retaining wages. (c) Street, sewer or other improvement work done under the direction and supervision or district thereof, whether such political subdivision or district operates under a freeholders's charter or not. (d) The laying of carpet done under a building lease- naincenance contract and paid for in whole or in part out of public funds." Overtime Eight hours labor constitutes a legal day's work. Work in excess thereof, or in excess of 40 hours during any one week, shall be permitted only as authorized by Labor Code Section 1815.* Workers' Compensation The contractor shall secure the payment of compensation to his employees in compliance with Labor Code Section 3700*, and shall file with the government jurisdiction as a condition precedent to the execution of the contract the following signed certification: "1 an aware of the provisions of Section 3700 of the Labor Code*, which require every employer to be insured against liability for Workers' Compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing of the work of this contract. XII. Implementation Strategy Following is a recommended strategy for implementation of the contracting program including a number of key elements which we believe will contribute to its success. *Labor Code model for State of California. -18- A - Leadership from the Top Assign che cask of developing and coordinating the contracting program to a kcey high-level administrator, for this activity at a high level in the organization will allow for the diverse elements of the organization reponsible for the development of specifications, personnel information, and budget information to be effectively ccordinated. It is also deemed important that authoritative direction be employed to implement a program of this nature as resistance to its implementation can be anticipated. It will also demonstrate higft interest on the part of the Chief Executive Officer. B - Task Force Approach Effective implementation and management of this program requires the input and cooperation of a number of key organizational elements to succeed. These elements should be identified and high-level representatives who have specific responsibilities within the organization for the supervision of these operations should be appointed to the task force. rThis technique provides a broad base for the delegation of responsibilities for the success of the program and, in turn, provides commitment for its success through their very involvement. The task force should meet approximately every ten working days, at which time the status of the various projects can be reviewed to assure proper coordination and a forum where new directions and programs for privatization can be discussed. C - Pilot Program Develop a pilot approach to the contractual services effort. Select examples of programs under consideration for privatization and use them as pilots in order to lessen the risk of substantive failure possible in large-scale programs. This approach will also give management experience with the various issues that arise in certain types of contracts. The issues may then be dealt with in a more effective manner when a program is introduced on a larger scale. Furthermore, describing the program as a pilot program lessens resistance because the risk of the possibility of failure is more readily accepted. Carefully select programs for privatization that are easy to deliver and that can provide an early success experience. During this initial period, avoid complex projects. -19- D - Establishment of Specific Goals and Objectives Specific goals and objectives should be established for both short-range and long-range purposes. This provides a better understanding of the necessity for the program and identifies what would be expected from the various elements of the organization for its implementation. Achievable goals should be established within the organization as to the number and dollar value of contracts to be delivered to produce cost benefits. Personal evaluation of the Departmental administrators should reflect the degree to which they achieved the agreed-upon goals and objectives. E - Management by Objectives A system should be set into place for each of the contracts under consideration which establishes the tasks that have to be performed, as well as the timetable for the performance of each key element in the contracting process, assigning the responsibility for the performance to specific* individuals in the Department. In the event of a slippage in the timetaole, immediate corrective action can be taken by the appropriate task force member. F - Motivation Efforts Charts and visual aids can be prepared to reflect the status of the program's goals and objectives and the timetables. Reports can be circulated throughout the organization on a regular basis to keep a focus on the program and to show executive interest and concern in the progress of the program. A policy should be established that encourages managers to engage in the programs by enhancing their managerial and decision-making authority. This enhancement can be accomplished by allowing the manager to retain the funds saved in his or her budget for discretionary use in program involvements, personnel promotions, or other important organization priorities. At least the savings should be retained by the department for use the following year as an offset in case the department sustains a budget cut based on an across-the-board percentage. Adoption of a policy, such as departmental retention of funds saved, could convince the affected managers and employee organizations that public sector jobs which would otherwise oe lost to forced attrition could thus be saved. -20- Needed funds to support promotions, deal with new public priorities, and preserve the level of government service can be raised by aggressively pursuing privatization. Develop an employee recognition program to gain their involvement and support by including the personnel who make suggestions leading to savings through the implementation of privatization. Rewards can be simple but meaningful, giving recognition to the public employee. Rewards that are meaningful to the employee's families, or "significant other", such as tickets to a local theater or dinner out, are valued and inexpensive. G - Personnel Issues Individual problems raised by employees who have been affected by the program are to be given due consideration and every effort made to accommodate the employee's needs without unduly affecting the savings. In this manner, greater acceptability will be achieved for the program and resistance will be reduced. The problems which are most frequent are f added travel time due to new distance to be traveled, change- in hours, or, in cases where no vacancies are available in prior classifications, changes in actual duties. Sensitivity, good communication and caring are important to the solution. H - Affirmative Action Considerations It can be expected that the functions being considered for contracting out to the private sector will be for the most part labor intensive. Being mindful of the fact that the privatization program could adversely affect the affirmative action commitments, as many of these position can be expected to be filled by minority employees, an effort should oe made to contact the various community development contract agencies so that they might have the opportunity to develop capabilities wnich would allow them to successfully compete in the bidding process for the various functions being considered for contracting. Also, contracts should require successful bidder to give opportunity of first refusal to displaced public employees. I - Competition Model An on-going element of a contract programs should be developed. To allow measurement of in-house productivity effort and of the cost benefits achieved by contracting. Based upon -21- this on-going review, decisions will be made as to the benefits of continuing various contracts and as to areas in which new contracting efforts should be made. A positive incentive is provided for improving the productivity of the various county forces, as well as the contractor's personnel, by introducing the competitive element in assessing the efficiency and effectiveness of parallel activities. J - Contract Specifications. To determine savings accurately, it is necessary to write proposals for levels of service similar to those currently provided by public employees. The temptation to achive optimum service levels through contracting will increase costs and diminish savings. Unless improvement is the goal, this temptation should be overcome. Avoid also the temptation to write "insurance policies" into the contract document to cover all contingencies. This creates unnecessary expense that will skew the results of the cost-benefit analysis. Estaolish a format that allows for communication with private contractors so that when various departments request bids they can take into consideration contractors' needs, r limitations, and problems. Prior knowledge of a contractors'- needs can increase savings due to realistic bid requests. In Los Angeles, for example, first bids on security services provided no savings because the bid request required contractors to purchase several pieces of expensive equipment that the department already owned. Because the contract was for only one year, bidders could not amortize those purchase costs over several years. When the bid request was rewitten to allow their use of existing equipment, the returned bid assured a 45 percent savings. It is suggested that a meeting be established with potential bidders prior to issuing the RFP or IFB to determine these facts to avoid problems in the bid process. K - Federal Reimbursement Programs for Job Development Activities. It is proposed that the Department develop the RFP or IFB with an additional information section advising the prospective contractors of the possibility of their involvement in the (JPTA) program which could provide them with. 50 percent reimbursement of the salary which they pay to the personnel employed in the project which are recruited from existing local employment development pool, and advise them of the benefits which could be derived in developing their bid considering this subsidy as well as the possibility of qualifying for other federal targeted assistance prograus providing contractors hiring from this pool of unemployed. -22- Working.with the Employment Development Department can enhance the bidding ability of contractors using this resource.. -23- ADMINISTRATORS INSTITUTE 1984 Presentation by JAMES D. RUTH PITFALLS OF COMMERCIAL FACILITIES IN PUBLIC PARKS PARK & RECREATION PROFESSIONALS IN CALIFORNIA HAVE HISTORICALLY BEEN ON THE CUTTING EDGE OF NEW AND INNOVATIVE APPROACHES TO SERVING PUBLIC LEISURE NEEDS. WE HAVE DEMONSTRATED A TENACITY AND A RESILIENCY TO DEALING WITH LIMITED RESOURCES AND INCREASED PUBLIC DEMANDS FOR GREATER QUANTITY AND QUALITY OF PUBLIC SERVICES. WE HAVE EVOLVED INTO A POSITION OF PROMINENCE AND IMPORTANCE IN A f SOCIETY THAT HAS BEEN TRANSFORMED FROM AN AGRARIAN TO AN INDUSTRIAL TO AN INFORMATION SOCIETY. CALIFORNIA IS REFERRED TO AS THE "SUN BELT" OR "GROWTH" STATE AND WILL EXPERIENCE CONTINUED GROWTH IN JOBS AND HOUSING AS OUR TECHNOLOGICAL ECONOMY FLOURISHES. WE WILL SEE A SHIFT FROM INFRASTRUCTURE TO QUALITY-OF-LIFE EMPHASIS, CENTRALIZATION TO DECENTRALIZATION, AND GREATER CITIZEN PARTICIPATION IN OUR DECISION-MAKING PROCESSES, WITH OUR ROLE AS ADMINISTRATORS CHANGING TO A FACILITATIVE ROLE. WE WILL EXPERIENCE A CULTURAL RENAISSANCE AS TECHNOLOGY PROVIDES OPPORTUNITIES FOR GREATER LEISURE CHOICES. CHANGE WILL BE CONSTANT, AND COMMUNICATION WILL BE FASTER AND EASIER WITH INFORMATION TRANSMITTED AT THE SPEED OF LIGHT. INFORMATION IS POWER; WITH GREATER POWER GOING TO THE COMMUNITY, THERE WILL BE LESS CENTRALIZED DECISION MAKING. OUR CITIZENRY WILL BE PLACING GREATER EMPHASIS ON A RETURN ON THEIR INVESTMENT, PARTICULARLY IN QUALITY-OF-LIFE ISSUES. WE WILL DEVISE NEW WAYS OF USING LAND -- EXHIBIT 2 PARTICULARLY FOR HOUSING -- CONTROLLED GROWTH, ENVIRONMENTAL AND ENERGY ISSUES. ECONOMIC AND SOCIAL STABILITY WILL DEPEND ON THE QUALITY OF LIFE PROVIDED, AND IF IT IS NOT AVAILABLE, CITIZENS WILL RELOCATE WHERE THEY CAN ACHIEVE THIS EXPERIENCE. JOHN GALSWORTHY ONCE SAID, "IF YOU DON'T THINK ABOUT THE FUTURE, YOU CAN'T HAVE ONE." HOW DOES THIS RELATE TO PARKS & RECREATION? CALIFORNIA HAS DEMONSTRATED ITS RESOURCEFULNESS AND CREATIVITY IN DEALING WITH PROP. 13, THE RECESSION, AND OUR STATE'S FISCAL INSOLVENCY. WE HAVE CARVED OUT NEW WAYS OF DELIVERING PUBLIC SERVICES, AND HAVE r JOINED IN PARTNERSHIP WITH THE PRIVATE SECTOR TO SUSTAIN AND IN SOME INSTANCES ENHANCE OUR PUBLIC PARK AND RECREATION SERVICES. WHILE MANY OF THESE APPROACHES HAVE BEEN VERY SUCCESSFUL, PUBLIC AGENCIES SHOULD BE MADE AWARE OF SOME OF THE PITFALLS IN THESE ENTERPRISING RELATIONSHIPS. JOE HAS PROVIDED SOME VERY PERSUASIVE ARGUMENTS ON PRIVATIZATION, BUT LET ME SUGGEST THE FOLLOWING PRECAUTIONS BEFORE YOU JUMP INTO ONE OF THESE VENTURES: THE KEY TO SUCCESSFUL JOINT VENTURES WITH THE PRIVATE SECTOR WILL BE IN THE QUALITY AND THOROUGHNESS OF THE CONTRACT THAT YOU ENTER INTO. IT IS AMAZING THE LACK OF SOPHISTICATION THAT MANY OF OUR AGENCIES HAVE DEMONSTRATED IN DEVELOPING VAGUE AND AMBIGUOUS AGREEMENTS THAT OFFER LITTLE PROTECTION AND GENERALLY FAIL TO CONSIDER LONG-RANGE RAMIFICATIONS OF SUCH RELATIONSHIPS. THE INSTALLATION OF COMMERCIAL FACILITIES IN OUR PARKS CAN CREATE SOME MANAGEMENT NIGHTMARES IF PROPER CONTROLS ARE NOT CLEARLY DELINEATED IN YOUR AGREEMENT: - 2 - 1. THE TERM OF THE AGREEMENT SHOULD BE SUFFICIENT TO ALLOW FOR REASONABLE AMORTIZATION, BUT NOT SO LONG AS TO BUILD IN COMPLACENCY BY THE ENTREPRENEUR. A. COMPETITIVE COMPETITION WILL HAVE A VERY POSITIVE IMPACT ON THE QUANTITY AND QUALITY OF THE SERVICE PROVIDED. B. ONE OF THE REAL PITFALLS OF COMMERCIAL VENTURES IN OUR PARKS IS THE SIGNIFICANT AMOUNT OF CAPITAL INVESTED BY THE PRIVATE SECTOR, WHICH MAKES IT EXTREMELY DIFFICULT TO BUY THEM OUT IF THEY DON'T PERFORM. 2. A SECOND MAJOR DRAWBACK TO COMMERCIAL INSTALLATIONS IN OUR PARKS IS THE PERCEPTION OF THE PUBLIC THAT THE PARKS AND ALL THEIR ENTITIES ARE PUBLIC PROPERTY; THEREFORE, IF THE COMMERCIAL VENTURE DEVELOPS OR CREATES PROBLEMS, THE PARK & RECREATION DEPARTMENT WILL BE HELD ACCOUNTABLE. POLITICIANS QUICKLY FORGET THE BENEFITS OF THE - VENTURE WHEN THERE IS A PUBLIC OUTCRY RELATIVE TO ITS MISMANAGEMENT. 3. A THIRD AREA OF MAJOR CONCERN IS THE DEVELOPMENT OF CLEAR-CUT, EASY TO INTERPRET STANDARDS OF PERFORMANCE FOR THE CONTRACTOR. THE PUBLIC AGENCY MUST SET FORTH IN THE AGREEMENT THEIR EXPECTATIONS OF: 1) MAINTENANCE - UPKEEP - PREVENTATIVE 2) QUALITY & DECOR OF CONSTRUCTION 3) SAFETY 4) SUPERVISION - QUALIFICATIONS & EXPERIENCE OF PERSONNEL 5) DRESS STANDARDS 6) RESOLUTION OF CONFLICTS - ARBITRATION PROCEDURE 7) REPORTS - FREQUENCY - PROPER FORMAT 8) AUDITS - RIGHT TO ENTER a) NEED TO SPELL OUT WHAT ARE ACCEPTABLE OPERATING COSTS & WHAT EXPENSES WILL NOT BE ALLOWED b) FREQUENCY OF AUDITS - INFORMATION REQUIRED TO PROVIDE ' - 3 - 57 9) WHAT REPRESENTS REASONABLE WEAR AND TEAR? 10) ADVERTISING STANDARDS - PARTICULARLY AS THEY RELATE TO SIGNS IN THE PARK, AS WELL AS DIRECTIONAL 11) WHO ,-AYS FOR UTILITIES? 12) WHO PAYS FOR VANDALISM AND POLICE PATROL? 4. A FOURTH AREA OF CONCERN RELATES TO CHANGING COMMUNITY NEEDS AND THE POTENTIAL PROBLEM OF TYING UP A PRIME PIECE OF PUBLIC PARK PROPERTY FOR AN EXTENDED PERIOD OF TIME FOR A FACILITY THAT MAY NOT BE RESPONSIVE TO THESE CHANGES, WHETHER THEY BE CULTURAL OR DEMOGRAPHIC. 5. ANOTHER MAJOR CONCERN WITH THE COMMERCIAL FACILITIES IN OUR PARKS IS THE CONTROL OVER ANY FEES CHARGED. THE AGENCY MUST PROTECT THE PUBLIC INTEREST, AND IN DOING SO, YOU MUST CLEARLY SPELL OUT UNDER? WHAT TERMS AND CONDITIONS YOU WILL ALLOW A FEE INCREASE AND HOW THESE REQUESTS ARE TO BE MADE PROCEDURALLY. USUALLY, THESE INCREASES ARE BASED ON THE CPI OR COMPARABLE FACILITIES OPERATED EITHER IN THE PRIVATE OR PUBLIC SECTOR. THE CITIZENS SHOULD RECEIVE A VALUE FOR THE USE OF PUBLIC LAND, AND THAT VALUE SHOULD BE IN REDUCED FEES COMPARED TO OTHER PRIVATE OPERATIONS. 6. FIND OUT WHO IS MAKING THE INVESTMENT IN YOUR PARK. DO THEY HAVE ANY SILENT PARTNERS? WHERE IS THE CAPITAL COMING FROM? DO A DUNN & BRADSTREET ON THEM, AS WELL AS A THOROUGH BACKGROUND CHECK BY YOUR POLICE DEPARTMENT. MAKE SURE YOU CONTROL THE RIGHT TO APPROVE ANY SUBLETTING OF YOUR LEASE OR AGREEMENT. - 4 - 7. MAKE SURE THAT THE CONTRACTOR OR LESSEE IS PROPERLY BONDED AND THAT THE BOND IS SUFFICIENT TO COVER THE WORK SHOULD YOUR INVESTOR GO BELLY-UP! 8. MAKE SURE YOUR CONTRACTOR IS PROPERLY INSURED WITH PRESCRIBED AMOUNTS OF LIABILITY COVERAGE DETERMINED BY YOUR CITY ATTORNEY AND THAT THE POLICY HOLDS THE CITY HARMLESS. GET A COPY OF THE INSURANCE CERTIFICATE AND MAKE SURE THAT ALL CONSTRUCTION CONFORMS TO CITY CODE AND IS PROPERLY INSPECTED. 9. CONSIDER THE IMPACT OF THE COMMERCIAL DEVELOPMENT ON THE REST OF THE PARK. WILL IT GENERATE MORE TRAFFIC? GREATER MAINTENANCE? EXCESSIVE NOISE? WHO CONTROLS THE HOURS OF OPERATION? BYPASSING THE VOTERS ON A MAJOR IMPROVEMENT PROJECT CAN GENERATE f PUBLIC OPPOSITION, WHILE PRIVATE SECTOR ATTITUDES TOWARD THE PUBLIC CAN ALSO CREATE PUBLIC-OPPOSITION TO YOUR PROJECT. 10. SUCCESS CRITERIA: CHECK LEGAL RESTRICTIONS - ORDINANCES, DEEDS CHECK UNION CONTRACTS OR EMPLOYEE AGREEMENTS MAKE SURE OF POLITICAL SUPPORT MAKE SURE PROJECT IS COST EFFECTIVE CONSIDER THE COMMUNITY'S RECEPTIVITY HAVE YOU CONSIDERED OTHER ALTERNATIVES? WHEN YOU ARE COMPARING YOUR COST ANALYSIS, BE SURE YOU ARE COMPARING APPLES WITH APPLES THE CONTRACT MUST BE GOOD FOR BOTH PARTIES 11. PROTECTION 1) TIGHT SPECIFICATIONS 2) IDENTIFY LEVEL OF SERVICE 3) COMPETITIVE BIDDING 4) REQUIRE A CERTIFIED PAYROLL (AUDIT AUTHORIZATION) 5) REQUIRE THAT PREVAILING WAGES BE PAID - 5 - 53) 6) REQUIRE CONTRACTOR TO CARRY WORKERS COMPENSATION CONCLUSION IN CONCLUSION, THERE ARE CERTAINLY SOME STRONG AND VALID REASONS FOR INVOLVING THE PRIVATE SECTOR IN DEVELOPING COMMERCIAL RECREATION FACILITIES IN OUR PARKS. THE PITFALLS I'VE IDENTIFIED, MANY OF WHICH CAN BE SUPPORTED BY ACTUAL CASE STUDIES, SHOULD BE GIVEN CAREFUL REVIEW AND CONSIDERATION BY EACH OF YOU AS YOU EXPLORE AND PURSUE THESE COOPERATIVE VENTURES. I WOULD CAUTION EACH OF YOU THAT, WHILE MANY OF THESE PARTNERSHIPS ARE VERY ENTICIING, YOU SHOULD GO THROUGH A VERY THOROUGH PROCESS, EXPLORE ALL ALTERNATIVES, AND CERTAINLY ENCOURAGE WIDE-OPEN PARTICIPATION THROUGH COMPETITIVE BIDDING TO PROVIDE OPTIMUM ASSURANCE THAT YOU ARE ! GETTING THE MOST "BANG" FOR YOUR "BUCK" AND AFFORDING MAXIMUM PROTECTION TO YOUR DEPARTMENT AND THE COMMUNITY. JDR:lcv - 6 - 5V PARK & RECREATION COMMISSION - AGENDA BILL h-U (A(A Ou ARtf 588-7 MTG 5/16/88 nPPT P & R TITLE: CAR SHOWS WITHIN PARK FACILITIES DEPT. HD. CITY ATTY CITY MGR. RECOMMENDED ACTION: ^ ^ r» Commission request staff to adopt a department policy of not allowing car shows on any park or turfed areas. ITEM EXPLANATION At the April Parks and Recreation commission meeting staff was requested to investigate the status of car shows at Holiday Park. It has been determined that car shows have taken place at Holiday Park for the past several years. The number of car exhibits has varied from 0 to 2 per year. The Parks Division recommends car shows not take place at Holiday or other turfed/picnic park sites for the following reasons: 1. The vehicles could take up a major portion of the park turf and limit other uses. 2. Vehicles driven over turf cause maintenance problem. A. Soil compaction B. Rutted turf C. Irrigation damage D. Oil spills 3. No other cities surveyed allow car shows in city parks 4. Allowing car shows at Parks could create a large demand and set a precedent of usage. Alternatives 1. Allow car shows at Safety Center on D.G. parking area. 2. Allow car shows at library parking lot (with library permission) on Sundays. 3. Allow car shows at turfed parking area adjacent to pool (with school district approval). 4 Allow only two car shows per year at Holiday Park specifically between the months of May and October with a deposit of five hundred dollars ($500), of which two hundred fifty dollars ($250) shall be non- refundable. FISCAL IMPACT If car shows are not allowed at park sites there will be no fiscal impact. Allowing car shows could have a maintenance impact of zero ($0) to five hundred dollars ($500) per event depending on each situation. PARK & RECREATION COMMISSION - AGENDA BILL AR* 588-8 MTG 5/16/88 nFPT P & R TITLE-M ' W TRAFFIC CIRCULATION REPORT STAGECOACH PARK DEPT. HD. CITY ATTY CITY MGR. RECOMMENDED ACTION: Staff recommends that the Stagecoach Community Center parking lot circulation be left as is, however staff proposes that pavement arrows to delineate travel direction be added. ITEM EXPLANATION; Parks and Recreation staff was directed to review the Stagecoach Central parking lot for circulation. During peak use times there has been traffic conjestion while patrons load and unload. It was suggested that one way traffic circulation be implemented. The Traffic Engineer was requested to review the problems and provide staff with options to relieve the traffic problem. The attached Traffic Engineer Report recommends not to incorporate unidirectional (one way) traffic flow for the subject parking lot. He recommends to leave the parking lot as is, but add pavement arrows to delineate travel direction. FISCAL IMPACT Incorporating directional arrows in the Stagecoach parking lot is estimated to cost two hundred to five hundred dollars ($200 - $500) . EXHIBIT Memo from Principal Civil Engineer - April 29, 1988 Memo to Traffic Engineering - April 8, 1988 (r . \,••-.>.t-i Vt- -- zo HU Zo Ou ur.v- s,-* WRITE IT - DON'T SAY IT! Date April 8, 1988 To Bob Johnson, Traffic Engineer E Reply Wanted From Dave Millikan, Recreation Supervisor DNo Reply Necessary Request an additional survey be done on the traffic flow at Stagecoach Community Park. Parks and Recreation Commissioner, Barbara Donovan, recently expressed her concerns about the parking lot in front of the Recreation Center. She strongly feels the lot should be one way, which would eliminate most of the traffic jams during peak load time and improve the safety for patrons. Please send a copy of your survey results and action to be taken to Dave Bradstreet. cc Dave Bradstreet, Parks and Recreation Director Ken Price, Principal Recreation Supervisor ^f~f? j?"vr •' '. • DM:sv V • ' '^ AIQNER FORM NO. 5WJ32 PRINTED IN USA RECENEC ^: 2 2 'j3B MEMORANDUM April 29, 1988 TO: PARKS AND RECREATION DIRECTOR FROM: PRINCIPAL CIVIL ENGINEER - TRAFFIC ENGINEERING DIVISION PARKING LOT AT STAGECOACH PARK As requested, I have reviewed the onsite circulation in the parking lot located immediately east of the gymnasium. Per the attached memorandum, it has been suggested that a one-way circulation pattern in the parking lot would eliminate some of the congestion that occurs at peak use times. Unfortunately, this assumption is not correct and staff cannot recommend a unidirectional (one-way) flow of traffic for the parking lot. It is my understanding that concern is centered around the passenger loading/unloading that results at the main entrance to the gymnasium in conjunction with park users circulating in their vehicles through the parking lot. One readily apparent disad- vantage of a one-way circulation pattern is that it would require all vehicles to drive past the constriction point that is the subject of this memo. As a result, congestion would be further compounded and potential hazards to pedestrians would remain as a greater number of vehicles would be forced to drive through the location that is, on occasion, congested. The parking lot as designed and constructed is not conducive to one-way travel. An excessive number of signs and pavement markings would be necessary to convey the message to drivers that they must adhere to a one-way travel pattern. In my opinion, limited success in educating the park users to a one-way travel pattern would result, the same problems would remain and frustration with the existing conditions would further increase. A field review was conducted to determine why this parking lot has constriction points that result in the problems encountered. Aisle widths in the parking lot for two-way travel vary between 24.5' and 25', a very acceptable width. However, the landscaped islands on both ends of the east-west tending longitudinal raised median are very poorly designed for efficient traffic circulation. There is not sufficient width for the passenger loading/unloading zone at the white curb next to the gymnasium and two-way travel in the driving aisle. From observing the drivers it can be concluded that vehicles are forced to "swing- wide" as they complete their turn around the end island. This is due to a combination of superelevated pavement, median nose geometries, visual dynamics, ultimate desti- nation and in some cases, excessive speed. Some of the problems can be minimized if both medians were reconstructed. The reconstruction could result in a narrower median to provide a slightly wider driving aisle, parabolic flared median nose to improve the turning radius, and shorter median length so that the point of beginning each turn is not started out of direction. Several pavement arrows to indicate travel direction would help, but not eliminate the problems that are occurring. Parks and Recreation Director Parking Lot at Stagecoach Park April 29, 1988 Page: 3 3. Add additional outdoor lighting in the parking lot at the gymnasium entrance. This will help to provide visibility of vehicles and pedestrians in the congested area during peak use at night. 4. Redesign the 90 degree parking at the gymnasium entrance to provide sufficient room for a passenger loading/unloading zone adjacent to the curb and allow two-way travel. This would require a minimum of 32' (preferably 36') of pavement width. The island would have to be relocated and parking spaces removed. Some additional spaces could be acquired if the trash dumpster area were converted to parking. 5. Design a one-way parking lot with angled parking. Counter-clockwise travel would be desirable so that passengers are unloaded at the curb on the correct side. A "Y" shaped entrance to the parking lot would be necessary to delineate the correct travel pattern. As stated previously, the number of available parking spaces would be reduced from the present 125 parking spaces. If you have any questions, please feel free to give me a call to discuss this matter. JO. l^rH- ROBERT T. JOHNSON, JR., P.E. Principal Civil Engineer RTJ:rp c: City Manager Community Development Director City Engineer Ken Price, Principal Recreation Supervisor Dave Millikan, Recreation Supervisor Parks and Recreation Director Parking Lot at Stagecoach Park April 29, 1988 Page: 2 To have a better understanding of parking lots and design, it is important to have some knowledge of the geometries and other factors associated with the layout. As you are aware, a parking lot serving a recreational facility is designed to maximize the number of available parking spaces. It is also desirable to minimize motorist travel discomfort when parking, leaving a parking space or driving within the parking lot. Park use does not usually result in a high turnover of parking spaces. That is, once parked, the user tends to stay at the facility for an extended period of time, hence the need for the maximum number of parking spaces. In general, for a rectangular shaped parking lot, the most efficient parking angle is 90 degrees, in that this angle provides the optimum number of spaces. It is, of course, desirable to strike a balance between maximization of parking capacity, maneuverability, parking lot circulation and safety. Angle parking almost always has unidirectional flow which reduces the number of parking spaces provided. This must be weighed against the primary disadvantage of 90 degree parking with two-way travel in the aisles that are double-loaded. This disadvantage is that only left turns into a parking space can be executed within the associated dimension. Half of the time a motorist will encounter available spaces to the right of the vehicle that they cannot properly enter but will attempt to anyway. When this occurs some delay is experienced and improper entry sometimes leads to spillover into adjacent stalls, further reducing the number of available parking spaces. With the understanding that parking angles other than 90 degrees at this location will result in fewer spaces than are currently available, it appears that several questions remain to be addressed. 1. What is the primary concern (problem) to be resolved? Maximum number of parking spaces, motorist convenience, potential safety conflicts, adequate circulation and maneuverability. 2. What trade-offs are acceptable? A more efficient parking lot layout can definitely be designed with fewer parking spaces. In summary, the following options appear viable: 1. Leave the parking lot as is, but add pavement arrows to delineate travel direction. This will help but not eliminate the concern expressed. 2. Redesign and rebuild the end medians to improve the turning radius. Again this will help but will not eliminate the expressed concern. April 18, 1988 RECEIVED APH 1 S 1988 TO: MAYOR LEWIS MAYOR PRO TEM KULCHIN COUNCILMEMBER LARSON COUNCILMEMBER MAMAUX COUNCILMEMBER PETTINE FROM: Senior Management Analyst, R/AG SUMMARY REPORT OF MARCH 31, 1988 SISTER CITY STEERING COMMITTEE (SCSC) MEETING Fifteen public and private organizations were represented at the first SCSC meeting. 1. Mayor Lewis introduced the first chairperson of the SCSC, Carman Cedola. Mr. Cedola is the Vice President and Manager of the North San Diego County office of Union Bank and is an active member of the Chamber of Commerce and the Carlsbad Economic Enhancement Council. 2. The SCSC unanimously adopted the following mission statement: Promote a greater understanding and respect between the citizens of Carlsbad and its Sister City, Futtsu, Japan by enriching the cultural and economic resources of each city. 3. The SCSC unanimously adopted five strategies to fulfill the above mission. 4. Seven standing sub-committees (executive, membership, fundraising, finance, publicity, economic development and cultural development) were approved and organized. 5. The sub-committees were directed to meet individually and report back to the full SCSC at the next meeting. The next meeting is scheduled for Thursday, April 21, 1988 at 4:00 p.m. in the Public Safety & Service Center. GRAfct MANUES c: City Manager Assistant City Manager Department Heads APRIL 21, 1988 c ,0«, RECEIVED A??- - ° ^ TO: MAYOR CITY COUNCIL CITY MANAGER DEPARTMENT HEADS FROM: REDEVELOPMENT OFFICE SUMMARY OF DESIGN REVIEW BOARD MEETING OF APRIL 20, 1988 ITEM 1: RP 88-1/CDP 88-4 - LUBIN Board continued item to meeting of May 4, 1988, with the exception that condition #14 be done immediately. This condition requires that electrical service meet current adopted codes and needs to be done because the applicant is currently using the building. ITEM 2. SENIOR CITIZENS CENTER Board commented that since Redevelopment Funds are being used, design of the building should be given the same architectural analysis as would be required of a private developer. ITEM 3. REDEVELOPMENT SUBAREAS Item continued to meeting of May 4, 1988. PATRICIA A. CRATTY PAC:ec APRIL 22, 1988 TO: MAYOR LEWIS MAYOR PRO TEM KULCHINranivjit en\j ±c,n nu.LA.nxn Or~r^r- COUNCILMEMBER LARSON K&CEIVEQ £pD 2 ft COUNCILMEMBER MAMAUX COUNCILMEMBER PETTINE FROM: Planning Director SUMMARY REPORT OF APRIL 20, 1988 PLANNING COMMISSION MEETING Commissioners McFadden and Holmes were absent. 1. At staff request the Commission voted 5-0 to continue the item concerning grading mitigation for the Batiquitos Lagoon Educational Park to May 18. 2. CUP 88-6 for Fire Station No. 5 was approved 5-0. Commissioners questioned the location of the driveway. The architect explained that this location was selected because of optimum site distance for traffic from converging streets. 3. The Commission voted 5-0 to amend the Zoning Ordinance to allow more than one satellite television antenna per use in certain zones, with a CUP. 4. By a 5-0 vote the Commission approved the recommended Zone Code Amendment to amend the Zoning Ordinance to delete chapters which are no longer relevant, which deal with R- 3L, RD-H and C-LR Zones. 5. A request for the construction of an additional 10,070 sq. ft. automobile showroom and sales office for Hoehn Motors on Paseo del Norte was unanimously approved (5-0). 6. The request for an extension of CUP-246 (Western Bankers) to allow development of a mini-warehouse adjacent to an approved office project was continued to May 18. MICHAEL J. HOLZMILLER Planning Director arb c: City Manager Assistant City Manager Department Heads April 26, 1988 DECEIVED APR 2 8 <~•Jw TO: MAYOR CITY COUNCIL CITY MANAGER DEPARTMENT HEADS FROM: Senior Management Analyst, R/AG SUMMARY OF SISTER CITY STEERING COMMITTEE MEETING OF APRIL 21, 1988 1. The committee elected the following officers: Vice Chairman - Mayor Lewis Treasurer - Chuck White (President, Pea Soup Andersen's) Secretary - Grace Manues The first Chairman, Carman Cedola, was appointed by Mayor Lewis. 2. La Costa Hotel & Spa will be invited to join the SCSC as they would be a beneficial and natural addition to the committee. 3. The six sub-committees (Cultural Development, Economic Development, Publicity, Membership, Fundraising and Finance) reported on their progress. Near term goals of these sub-committees include: Children's Art Exchange, Photo Contest (Day in the Life of ... genre), Booth at Fall Village Faire, Kick-Off Fundraising Dinner, creating support network for future economic exchanges, issuing news releases to keep the public informed and fundraising, fundraising, fundraising. 4. The SCSC will take advantage of the Chamber/CEEC's booth at the Spring Village Faire (May 1) and distribute hand-outs on the Sister City Program. 5. The committee decided it would meet the third Thursday of every month for the first six months in order to maintain the momentum of this new group. RACE MANUES APRIL 26, 1988 TO: COUNCIL MEMBERS FROM: Planning Director RECEIVED Af" 2 £ £: SUMMARY REPORT OF APRIL 18, 1988 MEETING OF CITIZENS COMMITTEE TO STUDY GROWTH 1. Staff made a presentation on City actions which have been taken since the Land Use Element Review. A status report on the Growth Management Program was also provided. No action was taken by committee. 2. The committee elected Bud Schlehuber as chairman. It was decided that a vice-chair would not be elected until a full committee was present. 3. The committee decided to hold its meeting once a month on the fourth Monday of the month from 5:00-7:00 P.M. The next meeting would be May 23, 1988. 4. The committee discussed its charge and function. No formal decisions were made. The committee requested staff to make presentations on population and on circulation at the next meeting. arb MICHAEL J. HOLZMILLER cc: Dept. Heads 3, 1988 RECEIVED ; •!;:: 3 TO e TO: MAYOR LEWIS COUNCIL MEMBER KULCHIN COUNCIL MEMBER LARSON COUNCIL MEMBER MAMAUX COUNCIL MEMBER PETTINE FROM: Library Director SUMMARY REPORT OF 4/27/88 LIBRARY BOARD MEETING 1. Library Board reviewed and discussed the new Boards, Commis- sions and Committees Handbook. 2. Library Board reviewed the proposed planning calendar for the implementation of SB181, the Library Construction and Renovation Bond Act of 1988. The state librarian's schedule indicates a three-year cycle for applications. 3. Library Board reviewed the proposed unattended children policy and returned the draft to staff for further refinement. 4. Library Board reviewed and discussed the library's distribution of state and federal tax forms. 5. Library Board reviewed the draft library mission statement and suggested further refinement. 6. Library Board listened to a brief report on the library's Adult Learning Program by Lynda Jones and reviewed the portion of ABC News 20/20 program which contained a story on the program's adult learner, John Corcoran. 7. Library Board reviewed and discussed the library's third quarter report. . LANGE c: City Manager Assistant City Manager Department Heads April 27, 1988 RECEIVED APi; 2 TO: MAYOR COUNCIL MEMBERS CITY MANAGER DEPARTMENT HEADS FROM: REDEVELOPMENT OFFICE SUMMARY OF HOUSING AND REDEVELOPMENT ADVISORY COMMITTEE MEETING HELD APRIL 25, 1988 ITEM 1: CERTIFICATES OF APPRECIATION Certificate was presented to former Member Morales; former Members Clark and Guilford were unable to attend . ITEM 2: SUB-COMMITTEES Committee members submitted, in writing, their choices of sub-committees. These will be reviewed by Chairperson Hayes and the Housing and Redevelopment Director for presentation to the full Committee at the May 23rd meeting. ITEM 3: INVITATION TO FORMER MEMBERS Committee determined that former members should be invited to attend the regular meeting of May 23, 1988. A slide show of "before and after" will be presented. ITEM 4: REPLACEMENT OP TREES Committee recommended that the Parks Department use 24" box trees to replace trees removed in the tree/sidewalk replacement program instead of the 15 gallon size normally used. The additional cost of $4,000 for the larger size will be paid by Redevelopment. Work will start the week of May 8. Committee reaffirmed the Redevelopment Department Goals with the Committee to add to and complete their goals in no later than three (3) months. ITEM 6: DESIGN REVIEW BOARD Committee recommended that members Rombotis and McCoy be re-appointed to Design Review Board. ITEM 7: v^^fACTg I. p. SIGNS/LOCATOR MAP Member Norby presented a sample of the proposed sign/map stating that permanent signs will be carved wood. Signs will be incorporated into the Streetscape. ITEM 8: ITEM 9: ITEM 10: ITEM 11: ITEM 12: ITEM 13 ITEM 14 ITEM 15 ITEM 16 ITEM 17 NEW YORK SLIDE PRESENTATION Item was continued to meeting of May 23, 1988. STREET STANDARDS Committee accepted street standards and design criteria for informational purposes. NEWS No action ADVISORY COMMITTEE VACANCIES Committee noted that there are two (2) vacancies that must be filled by participants of the Housing Program. Three applications will go to Council in May. SIDEWALK ORDINANCE/TEMPORARY SIGNS Committee requested that regulations for outside eating establishments and signs in the right-of-way be discussed at the May 23, meeting. Chairperson Hayes said she had received complaints about these items . BOYS AN" fiTPT.fi CLUB POOL ENCLOSURE Committee requested that the Oak Street Improvement project be added to the current CDBG project listing since funds were re-appropriated to the Boys and Girls Club Pool Enclosure. COMMISSIONERS HANDBOOK No action DESIGN REVIEW BOARD UPDATE Commissioner Rombotis updated Committee on Design Review Board activities . MARCH ACTIVITY REPORT No action MCommittee agreed to hold a special meeting May 9, 1988, to review CDBG project proposals and to hold the regular meeting on May 23. Items for May 23 meeting include: Senior Citizens Center; Maxton Brown Park/Nature Center connection; Former Members/Slide Presentation; New York Slide Presentation . TTY