HomeMy WebLinkAbout09-06-1994 - AgendaCITY OF NEWPORT BEACH
PARKS, BEACHES AND RECREATION COMMISSION
REGULAR MEETING TO BE HELD TUESDAY, SEPTEMBER 6, 1994
CITY COUNCIL CHAMBERS
7:00 P.M.
lI. APPROVAL OF MINUTES - Meeting of August 2, 1994
III. PUBLIC COMMENTS
Members of the public are invited to comment on any matter of public
interest. Speakers are limited to three minutes.
I��K�]r;L�l�liJ!3C
1. Relocation of the Bret Price Sculpture (Report Attached)
Final report on the disposition of the sculpture.
2. Report on potential donation of Cherry Trees
Verbal report from the General Services Director.
All matters listed under Consent Calendar (3 -5) are considered by
the Commission to be routine and will all be enacted by one motion
in the form listed below. The Commission members have received
detailed staff reports on each of the items recommending approval.
There will be no separate discussion of these items prior to the time
the Commission votes on, the motion unless members of the
Commission, staff or the public request specific items to be
discussed and /or removed from the Consent Calendar for separate
action.
Members of the public who wish to discuss a Consent Calendar
item should come forward to the lectern upon invitation by the
Chair, state their name and Consent Calendar Item Number, and
complete the sign -in card provided at the podium.
r
0
VI.
Change of Designated Street Tree
Grant approval to change the designated tree species from
Ficus rubiginosa to Tipuana tipu on Altura Drive in Irvine
Terrace.
4. Bench Donation at 704 West Ocean Front
Delay acceptance of bench donation until more information
is available from the Central Newport Beach Community
Association.
Bench Donation
Accept one bench donation from Sharon L. Jajonie.
6. Fire Rings (Report Attached)
Report on use of fire rings at Corona del Mar State Beach.
Privatization (Report Attached)
Study of the privatization of all City roadway landscape
maintenance.
Coco Palms, Balboa Boulevard (Report Attached)
Report on planting Coco palms on Balboa Boulevard in
the median planters.
Report of Park and Open Space Committee (Verbal Report)
Review of potential uses of areas in the CIOSA Agreement.
10. 1995 -96 Fiscal Year Capital Improvement Projects (Report
Attached)
Report from the Ad Hoc Budget Committee
11. Review of the Community Services Department Policies
(Report Attached)
Review of the I- series policies relative to the Parks, Beaches
and Recreation Commission.
12. Park and Street Tree Division (Report Attached)
Report of Park and Tree Division activities during August and
upcoming projects for September.
13. Recreation and Senior Services Divisions (Reports Attached)
Report of activities during August for these two divisions.
Motion
Ayes
', i
CITY OF
Parks, Beaches
d
plo 3�iN� dJ+90 d�f C Obi nL
NEWPORT BERCHItem II
& Recreation Commission
August.2, 1994
Ci+v Cnnnrii rknmhcno 7 n
INDEX�
Staff Present: LaDonnaKienitz, Community
• Services Director
David E. Niederhaus, General
Services Director
Nancy Beard, Recreation
Superintendent
Marcelino Lomeli, Park and Tree
Maintenance Supt.
Dottie Flohr, Secretary
I. ORDER AND ROLL CALL
The meeting of the Parks, Beaches and Recreation
Commission was called to order at 7:00 P.M.
Roll call was taken. Commissioners Compton, Glasgow,
Grant, Hart, Schonlau and Vandervort were present.
Commissioner Demmer was absent.
II. PRESENTATION OF THE COMMUNITY
SERVICES AWARD TO NEWPORT ISLAND 1NC.
Chair Glasgow announced that the Commission
periodically honors those organizations and individuals that
have contributed significantly to the community. Chair
Glasgow presented the Community Services Award to Roy
Van Orden, representative of Newport Island Inc., that has
encouraged their residents to clean up litter, plant flowers,
etc., which has resulted in a highly successful cooperative
effort.
Mr. Van Orden thanked the Commission on behalf of the
Board of Directors and residents and also recognized the
help -they received from Dave Niederhaus, Ben Nolan, Don
Webb and Marcy Lomeli.
III. APPROVAL OF MINUTES - Meeting of July 5,
1994
x
x
x
x
x
x
x
Commissioner Compton motioned the minutes be approved
as presented. Unanimous.
IV. SEATING OF NEW COMMISSIONER
Chair Glasgow welcomed newly appointed Commissioner
Hart, who served on the Environmental Affairs Committee
INDEX�
CITY OF NEWPORT BEACH
Parks, Beaches & Recreation Commission
Y1 d
,
edry doh �L
G o,�
Motion
Motion
Ayes
Motion
Ayes
August 2,
Page 2
City Council
1994
Chambers 7 p.m
INDEX
ench
onation
ionation
appeal
and whose children actively participate in.the City's
recreation programs.
V. PUBLIC COMMENTS
Farhad Mirhady, 2717 Shell Street, addressed the
Commission. Mr. Mirhady reported the fire rings at
Corona del Mar State Beach pose a serious health and
liability hazard'. They are used until 10 P.M. and later and
people burn all types of items there, result of which the
sand is filthy and smoke carries into the neighborhood. He
urged that the rings be removed and /or relocated to an
unpopulated area.
Director Niederhaus pointed out that the fire rings are under
the jurisdiction of the Marine Department, however, this
Commission can make a recommendation.
x
Commissioner Compton motioned to review the fire rings
as an action item at the Commission's September 6
meeting.
X
Commissioner Grant made a substitute motion to discuss
this item at the September 6 meeting so that staff will have
x
x
X
x
X
X
ample time to prepare a report. Unanimous.
VI. DISCUSSIONITEMS
Item #1 -Bench Donation
x
Commissioner Grant motioned to approve staff's
recommendation to accept one concrete bench donation
x
x
X
x
x
x
with an approved plaque from Dee Chase. Unanimous.
Item #2 - Donation Aoneal
Director Niederhaus reviewed Rosalind Wayman's appeal
to provide a dedicatory 5" x 7" plaque to accommodate her
requested text on a donated drinking fountain in Galaxy
View Park. The cost of a handicap access drinking
fountain plus plaque is $4,200, which is considered a major
park improvement and conforms to Policy G -5, Park.
Improvement Donations. Staff recommends acceptance of
the donation.
Commissioner Grant stated'he would not be supporting the
motion since the idea of the policy was to avoid creating
INDEX
ench
onation
ionation
appeal
CITY OF NEWPORT BERCH
Parks,, Beaches & Recreation Commission
August 2, 1994
Ile, Page 3
City Council Chambers 7 p.m. INDEX
the idea of a plaque for the deceased and he would not want
to see a precedent set in regards to major gift donations.
Motion
x
Commissioner Compton motioned to accept the drinking
Ayes
x
x
x
x
x
fountain and plaque as offered. Motion passes.
Abstain
x
Item #3 - Change of Designated Street Tree
Change of
Designate
Marcy Lomeli reported there are no street trees at Ocean
Street Tr
Boulevard and "M" Street and that the requested Taiwan
Cherry Trees grow to a height of 25' at maturity with
purple pink flowers. 'Staff recommends the requested
change from the designated street tree provided the trees
are purchased at the owner's expense and the project
coordinated with the Urban Forester.
Chair Glasgow opened the meeting to public hearing and
Virginia Herberts, 2290 Channel Road, addressed the
Commission. Mrs. Herberts voiced,lrer objection to the
Cherry Trees since at 25' they would obstruct neighbors'
1
views. Later in the meeting Mrs. Herberts withdrew her
objection.
Maria Connolly, 2061 Ocean Boulevard, addressed the
Commission. Mrs. Connolly stated the Cherry Trees have a
lovely bloom and that they would be willing, by written
agreement, to keep the trees trimmed for view purposes.
Commissioner Compton suggested the site be posted in
order to give neighbors an opportunity to respond.
Marcy Lomeli pointed out that the designated Carrotwood
tree has caused some hardscape problems and is more view
invasive than the proposed Cherry Trees. In addition, the
planting would allow an opportunity to experiment with a
new tree that could be added to the designated tree list.
In response to a question from Commissioner Grant,
Director Niederhaus stated that an amendment could be
made to the owner's encroachment permit addressing the
more frequent trim cycle at the owner's expense.
Motion
x
Commissioner Compton motioned to postpone the request
for thirty days so that notice can be given to neighbors and
that staff can research an amendment to the encroachment
permit.
CITY OF NEWPORT BEACH
Parks, Beaches & Recreation Commission
a
gory o� oX August 2, •1994
Page 4
Citv Council Chambers
7 p.m. INDEk
Motion
x
Commissioner Schonlau made a substitute motion to
approve the request for Cherry Trees with the condition that
the
encroachment permit stipulate that the owners agree to
Ayes
x
x
x
x
x trimming
at their expense per City standards. Motion
Nay
x
passes.
Chair Glasgow requested staff provide a status report on the
Cherry Trees to the Commission in August, 1995.
Item #4 - Donation Recognition Signs
Donation
Recogni-
Director Niederhaus reported that the Doggie Walk Bags
ti on S i gi
distributed from dispensers and signed to recognize the
sponsor /donor were started by the homeowners association
on Balboa Island and extended to Little Balboa Island and
Newport Island. The program has been very successful and
provides services at minimal cost.
Mr. Chris Crosson, 56 Racing Wind, Irvine, addressed the
ommission. Mr. Crosson reviewed the benefits of such a
1
rogram and presented the dispenser with signage. There
would be a one time installation cost to the City, however,
he commercial donor would be responsible for supplying
he bags.
Motion
x
ommissioner Grant motioned that the City Council
onsider Doggie Walk Bags with recognition signs as
'roposed by staff. 'Should a community oppose them, signs
an be removed or the community has the option to sponsor
Ayes
x
x
x
x
x
x
hem. Unanimous.
tern #5 - Tree Gran t
ree
rani
irector Niederhaus reported that since the tree grant
application deadline is today, it has been submitted with a
ecommendation for 200 small trees to be planted in the
ower Cliff Drive Park area. There are few trees in this area
aor is there funding for any at this time. Should the
ommission objeet, the grant can be withdrawn.
Motion
x
ommissioner Grant motioned to approve the grant.as
Ayes
x
x
x
x
x
x
roposed by staff. Unanimous.
tern #6 - 15th Street Park
15th St
�1
Park
ancy Beard corrected the staff report submitted to show
hat the request is to rename 15th Street Parkas "Veterans
emorial Park."
CITY OF NEWPORT BEACH'
Parks, Beaches & Recreation Commission
August 2, 1994
3 d d o Page 5
Citv Council Chambers 7 o.m. INDEX
Commissioner Glasgow opened the meeting to public
testimony.
Mr. Pat Dolan, Commander of the American Legion Post
291, addressed the Commission. Mr. Dolan gave a brief
history of the building and pointed out the Legion's
contributions to the community and veterans. Both
neighbors and the Central Newport Homeowners
Association support the name change.
Don Donaldson, 1517 W. Balboa, addressed the
Commission. Mr. Donaldson gave a brief background on
the park and stated it would be more appropriate to call it
I
Veterans-Memorial Park.
John McDanie1,1770 W. Balboa Blvd., addressed the
Commission and spoke in support of the name change.
There being no further public hearing, Chair Glasgow
!
closed the meeting to public testimony.
i
Motion
x
Commissioner Grant motioned to rename both Las Arenas
Park and 15th Street Park to Veterans Memorial Park.
Motion
x
i
Commissioner Compton made a substitute motion to
recommend to the City Council that 15th Street Park be
Ayes
x
x
x
x'
x
x
renamed Veterans Memorial Park. Unanimous.
Item #7 -Capital Improvement Projects
Capital
Improveme
Item 97 was addressed following Item #13.
Projects
Director Niederhaus summarized.the report submitted and
reported that the City Council will again be reviewing
criteria for postponing 1994195 capital improvement
projects at their August 8, 1994 meeting.
Commissioner Vandervort reported that Arts Commissioner
Phyllis Drayton, Director Niederhaus, Marcy Lomeli and
she inspected Inspiration Point and determined that the
benches and vegetation need refurbishment.
i
Director Niederhaus stated that protective coatings will be
put on the benches; andthat due to lack of irrigation and
people walking°on the plantings, portions of the area have
been denuded. Staff will make minor improvements,
however, it is cost prohibitive to put in new irrigation.
CITY OF 'NEWPORT BEACH
Parks, Beaches & Recreation Commission
August 2, 1994
8ohd oX Page 6
City Counni1 Chamharc 7 n n TAI=w
Commissioner Vandervort stated the committee
unanimously recommends extending the tailing up the path
as a future capital projects item.
The Commission appointed an Ad Hoc Committee
consisting of Chair Glasgow and Commissioners
Vandervort and Hart to review capital projects and make
recommendations to the Commission.
Item #8 - City Council I- Policies
City
Council I
Director ICienitz reported that City policies are reviewed
Po 1 i c i es
annually in October by City Council; and in preparation for
that review, the "I" series policies are presented to the
Commission for review.
Motion
x
Commissioner Vandervort motioned to review the I and G
Ayes
x
x
x
x
x
x
policies at the September meeting. Unanimous.
Item #9 - Report on Sculpture
Report on
Sculpture
Vice Chair Vandervort reported the Task Force met and
unanimously recommended the "Metaphor" sculpture.be
placed at the area of Pacific Coast Highway and Superior
where it will provide an entrance to Newport Beach and
won't intru& on views.
Chair Glasgow opened the meeting to public hearing and
Cathy Anderson, 5403 Seashore, addressed the
Commission. Ms. Anderson stated that although art is
always controversial, site asked the Commission to rethink
the photo image of the donated sculpture which has a
whimsical effect, no view problems, and will add flair to
this part of the City.
Marilee Stockman, 2924 Carob, addressed the Commission
and pointed out the benefits of the sculpture being located
at the proposed site, namely, it will enhance the area; it is
not a detriment to traffic; and there are few-children in the
area.
M -ti on
x
Commissioner Compton motioned to place the sculpture on
I
an appropriate base at grade at the proposed location
surrounded by plantings; and that staff and the Arts
Commission determine the proper setting. However,
should engineering studies determine the sculpture cannot
be placed at this site, then it will be moved to storage.
CITY OF NEWPORT BERCH
Parks, Beaches & Recreation Commission
August 2, 1994
%o'�,,�h v�o� dye. Solid LOX Page 7
Citv Council Chambers 7 n_m_ Trtnw
Ayes
Nays
Abstain
x
x
x
x
x
x
Commissioner Hatt stated site would be opposing the
motion since she feels the sculpture would be an attractive
nuisance. Motion passes.
Rem #10 - Report from Ad Hoc Open Space Committee
Report
From Ad
Hoc Open
Space
Commissioner Compton reported Commissioner Schonlau
and he met with staff and passed out their preliminary
Committee
utilization of park dedication fees. Commissioner Compton
reviewed the properties and amounts and stated that the
committee agreed that a professional planning study be
made to review the seven proposed locations. In addition,
Commissioner Compton recommended that the Ad Hoc
Committee be changed to a standing committee to address
and review the proposed properties to be incorporated into
the Recreation and Open Space Element.
Motion
x
Vice Chair Vandervort motioned to disband the Ad Hoc
Committee and form a permanent subcommittee called the
Park and Open Space Committee with the same members,
Ayes
x
x
x
x
x
x
namely, Commissioners Compton, Demmer and Schonlau.
Unanimous.
Item #11 - Use of a Consent Calendar
Use of
Consent
Director Niederhaus suggested the use of a consent
Calendar
calendar at future Commission meetings to speed up the
process. This also meets with the City Attorney's approval.
Motion
x
Commissioner Grant motioned to use a consent calendar
Ayes
x
x
x
x
x
x
for future agendas. Unanimous.
Item #12 - Joint Meeting with City Council,
Joint
Meeting
Director Kienitz reported Director Harshbarger of the
with Ci t}
Marine Department will respond to the City Council's
Council
questions regarding commercial endorsements. A report
will be submitted for the Commission's information at their
September meeting.
Upon Commissioner Grant's suggestion, the Commission
concurred that Commissioner Schonlau offer his assistance
1
to the Marine Department on this issue.
CITY OF NEWPORT BEACH
Parks, Beaches & Recreation Commission
c o c c y s August 2, 1994
m Page 8
rye" e, °h t
o� o� oX Citv Council Chambers 7 n.m_ TwnFx
Item 913 - Newport Shores Open Space
Commissioner Compton presented a letter from the
Newport Shores Community Association commending staff
for their work at Newport Shores Park and requesting
additional improvements to the area adjacent to Pacific
Coast Highway and Cappy's. Realizingthere are no funds
to make major improvements, Commissioner Compton
suggested the area be cleaned out; low cost natural habitat
be planted; and one or two benches installed.
VII. PUBLIC HEARING AND STAFF REPORTS
Newport
Shores
Open Spaci
Park and
Item #14 - Park and Street Tree Division
Street
Marcy Lomeli reported the manufacturer will refinish and
Tree
reseal the donated concrete benches at Lookout Point.
Division
Mr. Lomeli presented the Athletic Field Maintenance
Schedule which,will be sent to each of the Commissioners.
Item 915 - Recreation and Senior Services Divisions
Recreatio
and Senio
Report received and filed.
Services
Division
VIII. CONTINUED BUSINESS
Item #16 - Cherry Tree Donation
Cherry
Tree
Mr. Mutsuya Matsumoto, 2019 Yacht Defender, addressed
Donation
the Commission and reviewed his proposal to donate 2,000
small cherry trees to the City. He will be leaving for Japan
in two weeks and requests assurance from the Commission
that the trees are acceptable and will be maintained at the
proposed sites.
Virginia Herberts, 2290 Channel Road, addressed the
Commission and pointed rout what an incredible gift this is
to the City. She stated the favorite site for the trees is
Newport Village above the library, which would also serve
as an entrance to Fashion Island. Second choice would be
the Castaways.
Director Niederhaus explained that it will cost $95 per tree
\\
to plant a six foot 15 gallon tree; and'that preparation,
irrigation, follow up Maintenance, etc., is costly. He also
pointed out that part of the time the trees will be barren,
which would necessitate them being planted among other
CITY OF NEWPORT BEACH
Parks, Beaches & Recreation Commission
_ G
a
August 2, 1994
S 9
dam° d7r °ham ^� Page 9
°G °X Citv Council Chambers 7 n.m. TNnFv
trees. Staff recommends the tree sites be listed as a capital
improvement project in the FY 1996 -97 budget.
Motion
x
Commissioner Grant motioned to accept the donation in
concept; that Mr. Matsumoto interface with Wendell Fish
of the Sister City Association; and that the Commission's
recommendation be forwarded to the City Council.
Ayes
x
x
x
x
x
x
Unanimous.
IX. FUTURE AGENDA ITEMS
Commissioner Schonlau requested consideration of a pilot
program using Coconut Palms on areas of Balboa
Boulevard on the Peninsula be addressed at the September
meeting.
X. ADJOURNMENT
There being no further business, the Parks, Beaches and
Recreation Commission adjourned at 10:30 P.M.
The agenda for this meeting was posted on July 28, 1994 at
11:00 A.M. outside the City Hall Administration Building.
3
E
1
Item 3
. GENERAL SERVICES DEPARTMENT
Date: August 15, 1994
To: Parks, Beaches & Recreation Commission
From: General Services Director
Subject: CHANGE OF DESIGNATED STREET TREE
HISTORY
Mrs. Doreen Chandler who resides at 2000 Altura Drive located
in Irvine Terrace contacted staff regarding planting street trees
in her neighborhood. Mrs. Chandler indicated that there were no
parkway trees on Altura Drive and that some of her neighbors also
desired trees. Staff researched this matter and could not find any
information and suspects that the designated tree Ficus rubiginosa
(Rusty Leaf' Fig) was planted on both sides of the street when the
tract was developed and later removed at residents request. Mrs.
Chandler and her neighbors have indicated that they do not want
Ficus rubiginosa to be replanted on their street. Additionally,
after contacting the City's Utilities Department, no trees can be
planted on the south side of Altura Drive due to a water main
• located very adjacent to the parkway (See memo from Utilities
Department).
DISCUSSION
Mrs. Chandler and some of the residents are requesting that
the designated street tree be changed to one that will enhance and
differentiate Altura Drive from other streets in Irvine Terrace
(see attached petition). Additionally staff has reviewed several
tree species with these residents, and have finalized the Tipuana
tipu (Tipu tree) as a potential replacement tree. I have also
included some information on the characteristics of the Tipu tree.
The requested change from the designated tree must receive Parks,
Beaches and Recreation Commission approval per City Policy G -6 per
category tree list (attached).
RECOMMENDATION
To grant approval to change the designated tree species from
Ficus rubiginosa to Tipuana tipu. The tree planting will be
completed only on the north side of the street (even addresses) and
only for those residents that have requested trees.
�Very respectfully,
• David E. N� ed aus
1�
•
DATE:
TO:
FROM:
SUBJECT:
M MO�ATi�' DU�Mi
August 19, 1994
Marcy Lomeli
Parks Department Superintendent
Ed Burt
Utilities Superintendent
Irvine Terrace Tree Planting
1900 - 2200 Block of Altura
r A Cc ,
AUG 2
City of Newport Beach
U1111tles Department
On Altura Drive from 1900 to 2200 on the odd numbered side of the street there is a
water main located in the parkway. Trees cannot be planted on top of or close to the
water main.
With the pressure of tree roots or the weight of a tree on a water main there could be
damage to the main where a leak or break could occur. The repair of the water main
would become difficult, in some cases the tree would have to be removed which could
take time and cause the residents of the area to'be without water and fire protection.
The water service connections have iron bales. Tree roots around the water service
cause the iron bales which are already weak to become even weaker and that would cause
a leak. n
The Utilities Department supports the planting of approved trees in Irvine Terrace but
not over the top of water mains or sewer laterals.
Thank you for you concern on this matter if you have any further questions please feel
free to call me or the Utilities Director, Jeff Staneart at 644 -3011.
�EdJBurt
Utilities Superintendent
Enclosure:
cc: Jeff Staneart
Mike Sinacori
Pete Antista
• i
v1q L/�l!"C- �GG��G'vt r/evrtP�t4 � alad,
.
• •
723_. �-8 V7
cv c-�r•� �.�� �- �- 9-�z s
•
•. � :1 � �iU +i� i el', '� '; irq r. :I,' r . ' .�� r '��i��i jl err � ,.
4
G -6
MAINTENANCE AND PLANTING OF PARKWAY TREES
The City Council is vitally interested in beautification of City parkways. Public
cooperation in helping to develop and maintain healthy and attractive trees is
encouraged:'
MAINTENANCE OF PARKWAY TREES
The General Services Department will trim the parkway trees on a rotation
schedule. An•effort will be made to trim the parkway trees on less than a'three
year cycle. If the rotation trimming is completed in less than three years, more
frequent trimming will be clan performed on certain trees and in view areas.
Public - safety such as low branches and heavy foliage will be given priority over
view trimming. An effort will be made to trim parkway trees located in heavy
summer traffic areas during the fall and winter months. The trimming schedule
will be altered to avoid trimming, streets with flowering street trees during their
blooming time. This will apply to streets having, a large number of flowering
trees, not to one or two trees on a street.
TREE LIST
The Parks, Beaches and Recreation Commission has adopted an official tree list
which will be used by the General Services Department to determine species for
planning purposes in all new subdivisions and replacement in established
parkways. The list will be 'reviewed on an annual basis by the General Services
Department staff with any recommendations forwarded to the Parks, Beaches
and Recreation Commission.
STANDARDS AND SPECIFICATIONS FOR PLANTING PARKWAY TREES .
General Requirements
A. 72 -hour notification shall be given the General Services Department prior
to the initial installation of parkway trees for approval of species, material
quality and planting supervision. 24 -hour notice shall , be given prior to
all subsequent inspections as required.
�'t l�
A-2.: S k
Lazz�- LC
fan l'i e&/ c-i-�
0
�f
cz� y �31
7-�k3 - V7
E
•
Date:
To:
From:
Subject:
ACTION
GENERAL SERVICES DEPARTMENT
PARKS DIVISION
August 22, 1994
Parks, Beaches & Recreation Commission
General Services Director
BENCH DONATION AT 704 WEST OCEAN FRONT
Item 4
To delay acceptance of a bench donation from Ms. Karen McCarthy -
Casey until more information is available from the Central Newport
Beach Community Association.
DISCUSSION
Staff has received correspondence from Ms. Karen McCarthy -Casey
regarding a bench donation. The donor has requested the new bench
be installed in front of her parents residence along the boardwalk
at 704 West Ocean Front. Currently there are no benches in this
general vicinity along the boardwalk.
Staff has researched the donors proposed location and considers
this location inappropriate but suggests a substitute location.
The alternate location could be to install a bench at the 7th
Street end and West Ocean Front on the beach side of the boardwalk.
This potential installation would be similar to bench locations
from 26th Street to 36th Street, West of "the Newport Pier.
The property owners at 628 and 700 West Ocean Front were contacted
by staff and were not receptive to any bench being installed in
their immediate vicinity. Their concern is based on potential
evening loitering problems even though there is a beach curfew and
lamp at this street end. Additionally, Mr. Tom Hyans, President of
the Central Newport Beach Community Association which membership
includes this neighborhood, was contacted by staff rel'at�__Ne to this
donation. Mr. Hyans said that before he could comment on the
potential bench installation, the issue should be brought to the
Association membership. He has requested that the Parks, Beaches
and Recreation Commission postpone a decision in this matter until
the Association has a General Meeting on September 22nd. He will
I
. then inform staff as to the conclusion of the Associations
membership. This matter can then be resubmitted for consideration
at the October meeting of the Parks, Beaches and Recreation
Commission meeting. Ms. McCarthy has been informed of this matter
and that staff needs to include input from this Association before
recommending an action on this donation.
Very respectfully,
David E. Niederhaus
•
0 16
0
18 August 1994
Mr. Marcelino Lomeli
Park and Tree Superintendent
General Services Department
City of Newport Beach
3300 Newport Boulevard
Newport Beach, California 92659 -1768
Re: Bench Donation
Dear Mr. Lomeli and Members of the Parks Commission:
This letter is to formalize my family's request to donate to
the City of Newport Beach a concrete bench of the type currently
being placed in Corona Del Mar's Look -Out Point. We are making
this request in honor of my father, Jack McCarthy, a fifty year
resident and long time business owner in this city.
My parents still own a home at 704 West Ocean Front on the
Balboa Peninsula. It is in the sand adjacent to the sidewalk in
front of their home that we would like to place the bench. For
• many years my father maintained a lovely "sitting" area in this
location. It served as a resting point for many people walking
along the Ocean Front and a viewing spot to watch the volleyball
and other games played nearby.
I recognize that this location sets a new precedent for
bench location. I ask you to accept my request for three
reasons. First, that this is a historical location for a public
sitting area; secondly, our family feels very strongly about
continuing this tradition after my father's death; and thirdly,
that by siting the bench in this way it would encourage others to
acknowledge and participate in such a program.
I thank you for the time and care that you give to this
matter, and for giving of your time as commissioners to our City.
If I can answer any further questions, please feel free to call
me at 494 -4553.
With respect,
K en McCarthy -Ca e
On August 18,1994
Marcelino G. Lomeli
Maintenance Superintendent
City of Newport Beach
3300 Newport Blvd.
Newport Beach, CA 92659
My wife has informed me there has been a request for you to erect a non - removable
bench in front of my home at 700 West Oceanfront. I plan to contest the City of
Newport Beach building anything between my home and the Pacific Ocean.
A bench would seem an unwanted hazard and eyesore to the boardwalk.
My understanding is that this bench is supposed to be a future memorial to my
presently alive friend and neighbor, Jack McCarthy. I feel imposing this inappropriate
monument on me and other homeowners is not within the City's mandate. Most
families use memorial parks for this expression of loss. A very unfortunate precedence
may be established. I am not pleased with the thought of a boardwalk lined with
memorial benches and headstones of past homeowners and renters who may have
resided on the Balboa Peninsula.
Please advise me of what I might do to stop this project.
Respectfully,
�4tUtj
Evan B. Thomas
700 West Oceanfront
Newport Beach, CA 92661
O: 650 -9060
H: 673 -2591
cc: Betty McCarthy
l-
Item 5
• GENERAL SERVICES DEPARTMENT'
PARKS DIVISION
Date: August 17, 1994
To: Parks, Beaches & Recreation Commission
From: General Services Director
Subject: BENCH DONATION
ACTION
To accept recommendation of Park & Tree Superintendent of
acceptance of one bench donation from Ms. Sharon L. Jajonie.
• Ms. Jajonie will provide the City with one City approved bench.
Staff has received correspondence from Ms. Jajonie for the
donation. The bench will be placed at 28th Street and beach side
of the boardwalk. Donor will provide plaque with conforming
inscription per City policy.
Very respectfully,
David E. Niederhaus
Slun•Z9ajon�e
507a&nmreyLam #2
•San Cfe umm, Cg 99672
EA'U 5 1 '7 1994
�.G: /�:�fi7LC� �IyO�wunJ
�4• e.,
Ye � a-t aJ'
;"e,�
�� =,4 � et
�,
• Agenda Item No. 6
September 6,1994
TO: Parks, Beaches and Recreation Commission
FROM: General Services Director
SUBJECT: Beach Fire Rings
Dr. Fashad Mirhady, 2717 Shell' St., addressed the Commission at the August 2
meeting, expressing his concerns about the "serious health and liability hazard"
posed by fire rings used at Corona del Mar Beach. He stressed that the area was
filthy from ashes in the sand and that the smoke from burnt picnic debris
polluted nearby homes such as his. He recommended the removal or relocation
of the fire rings.
Discussion
Since the meeting, staff have discussed Dr. Mirhady's concerns to ensure an
understanding of the problem. Further, data has been gathered from Beach
• Maintenance and Marine Department staff, as well as personal observation.
The weekend prior to Dr. Mirhady's comments to the Commission, staff had
observed and confirms:
a. The 36 fire rings at Corona del Mar Beach are very popular and heavily
used, especially in the summer.
b. Picnic debris, including plastics and paper products, are routinely burned
in the Corona del Mar fire pits, creating an unhealthy situation.
c. Unusual southerly wings blow smoke and possibly debris towards homes
in Dr. Mirhady's neighborhood. This wind condition -(normal direction is
westerly) could create complaints during periods of heavy fire ring use. The
unusual wind condition may be the reason for Dr. Mirhady's complaints.
Beach maintenance crews remove the debris from the fire rings on a weekly
basis. During July, 7.5 tons of debris were removed. The sand area adjacent to
the rings is cleared of litter 7 days a week. Crews report that fire ring users often
fill the rings with sand to smother the fires.
Adequate signage is available with signs noting "No Fires Except in the Fire
Rings" at the parking entrance and throughout the beach area, including near the
• rings. There are three hot coal warning signs amidst the fire ring area. There has
been no evidence of fires outside the fire rings, although fires have been reported
in the area after the 10:00 PM closing time. There is a second set of fire rings on
• the beach west of the Balboa Pier, but no complaints have been generated at that
location.
The Marine Department has the overall responsibility for administering the'fire
rings. Their staff monitor fire ring activity with lifeguards. They also fund the
purchase of new fire rings. There are ten replacement fire rings in storage at
Corona del Mar Beach.
Conclusions
• The fire rings at Corona del Mar Beach are extremely popular and receive
heavy usage.
• In some cases, use of the rings are abused by burning waste materials, filling
the rings with sands, dumping ashes on the beach, and using the rings after
hours.
• Weather conditions, such as shifting winds, change the direction of the smoke
and airborne debris.
Options
• Remove the fire rings from Corona del Mar Beach on the basis of misuse and
• liability.
• Remove a portion of the rings for the same reasons.
• Relocate the rings to another area of the beach.
• Retain the fire rings, but provide better enforcement by Marine and Police
Department staff.
• Provide more signage in the area.
Very respectfully,
David E. Niederhaus
.DEN /an
9 11b
0
IV I - b
9/LP19+
TO: Parks, Beaches and Recreation Commission
City of Newport Beach
FROM: Mary and Farhad Mirhady
DATE: September 6, 1994
SUBJECT: Open Burning at Corona del Mar State Beach fi=b
My wife and I are here to request your recommendatio or removal of the fire rings from the
Corona del Mar State Beach. There are over f' rings on the beach adjacent to a densely
populated coastal community in Corona del Mar. The typical open burning begins at 5:00 p.m.
and continues until 10:00 p.m., although the emission of smoke continues until about midnight.
The substantial amount of smoke and pollution emitted into the air interferes with enjoyment of
life and property and creates the following:
• 1. A public safety hazard to all adults and children who are on the beach and enjoy
life, whether playing volleyball, swimming, reading or just sunbathing and
reading a book. These health hazards are created by burning of wet garbage,
plastic, petroleum products, rubber products and animal or vegetable matter
resulting from the handling of food which normally emits dense smoke or noxious
odors.
The daily emission of pollution, hydrocarbons and soot articles releases petroleum
based gases into the air and when grease drops on open flames it emits smokey
particles that obstruct visibility and lodge in lungs.
2. The emission of smoke, pollution, hydrocarbons, and soot particles are carried
to neighborhood properties and leaves a thick layer of black smoke on the indoor
and outdoor furnishings, widows, patios, etc. The daily emission of these
particles are five times more than all the region's trucks, autos, motorboats,
airlines and gardening equipment.
We don't believe that this irresponsible disregard to air quality and public health has anything
whatsoever to do with recreation.
VO /LJ /y4 1L.1J VUUJ 640 UVg0
OREGON,
CHAPTER 340, _DIVISION 23 —:
in any form, including precipitation'or dew.
However, nothing in this section shall be construed
to authorize any violation of OAR 340 -23- 042(1) or
�2),
(b) Loosely stack or windrow the combustible
material in such a manner as to eliminate dirt
rocks and other noncombustible material anti
promote an adequate air suppl to the burning pile,
and provide the necessary tools and equipment for
the ppurpose;
(c) Periodically restack or feed the burningg pile
and insure that combustion is essentially coma) eted
or
•
(5) 1\ iotwithstanding OAR 340 -23- 035(4), each
>on sanitizing perennial or annual grass seed
)s by Olen burning, in counties outside the
[am ette Valley,shall pay the Department $4 for
i acre burned:
(a) The • De artment may contract with
ntes, rural fire protection districts, or other
:onsible individuals for the collection of the.fees;
(b? All fees collected under this section shall be
osited in the State Treasury to the credit of the
lartment of Agriculture Service Fund.
(6) Open burning in compliance with the rules
,his Division 23 does not exempt any person
n any civil or criminal liability for consequences
iamages•resulting.from such burning, nor does it
mpt any person from complying with- any other
licable law, ordinance, regulation, rule, permit
er, or decree of this or any other governmental
ity having jurisdiction;
Star. Auth.: ORS 468A.670
Mau DEQ 123, f. & of. 10.20 -76; DEQ 23.1979, f. & ef.47.6-
79; DEQ 27.1981, f. & ef. 9.8 -81; DEQ 6 -1992; f..& cart. ef.
o.
2) No• pe
initiated or in
wet garbage;•
part, asphalt,
material, rut
animal or vel
s, rule, applies to- all open
irview of. these rules whether
-or- prohibited by the rules in
ss expressly limited therein),
rationt permit, ordinance,
mission•or other agency
hall cause or allow to be
ied. an open burning which
)ly with enjoyment of life• or
rtes any of the following. -
sauce; except as created by
ling, ... .
lance, except as created by
ring; or. ::•\
)lic•safety.'••:.
hall •cause or allow• to: be
ed• any open burning..of any
or
ULt{ 1 \11 \ \LVJ VI\
, ATIVE.RULE!
ENT OF ENVIR
because of metes
pursuant to OAR
(4) No fire p
any fire permit
open burning of e
day or at any tit
the-State Fire N
prohibited becau
conditions. Howe
issuing agency
person from coml
(5) No pers
initiated or rr,
authorized by th
hours other than
.C,uv a. uua
cr air quality conditions
uing agency shall issue
.r ports to authorize any
ial at any location on any
Department has notified
at such•oppen burning is
eorological.or air quality
ailure of any fife permit
y shall -not excuse any
h this section. •
cause or allow to be
any
ow
be
Stat. Auth.: ORS Ch. 468 & 477
Mot.: DEQ 27.1981, L & ef. 9.8.81; DEQ 10.1984, f. 6 -29.
84, et 6.16.84
Open Burning Schedule
340 -23 -043 Pursuant to ORS 468.450,
1) manaatg rroriminon uasea on &averse
Air uality Conditions:
(a) 'The Department shall notify the. State Fire
Marshal that all open.burning shall be prohibited
in all or a specified part of the �atate for the times
and locations which the Department has declared:
(A) A particulate or sulfur dioxide.alert
pursuarttop OAR 340.27- 010(2); •• • .7 I
•(B) Ap articulate •or.sulfur•dioxide warning
pursuant to OAR 340 -27- 010(3); or
(C) An emergencyy for any air contaminant
Dursuant to OAR 340 -27- 010(4)..
a
February
t11 cause• or. allow to -be pE
[:any open• burning of any ac
the state- on. an day' or at
3ent.has notifieyd the State
open burningis prohibited ca
(September, 1992) 4 - Div. 23
bition or Limitation
litions: '
notify the State Fire
types of open•burning
in all or-any specified
nv one or. more. of,the
*.::. :. ••.. .. .• ,.. r `...:
ium ventilation: index
192. and February- 1993 on. days °with• a.
iurningadvisoi•. ••••:
fovaggrriiculturs. y, burning•fordisease ra or .
I. on.. ays: with. a.gree4 woodburning:
for all other open burning.
e daily maximum- ventilation index
y the Department for any area outside
0
0
•
City of Newport Beach
Parks, Beaches and Recreation Commission
3300 Newport Blvd.
Newport Beach, Ca., 92659
Re: Consent Calendar 9 -6 -94: item 3/ Altura Dr. trees
Gentlemen,
Please be advised that the Irvine Terrace Homeowners
Association supports the planting of new trees on
Altura Dr. as set forth in the Commission's agenda for
its meeting of September 6, 1994. Ms. Doreen Chandler,
a member of the Irvine Terrace Homeowners Association
whose home is on Altura Dr., will speak to the
Commission in support of the motion. We request that
the Commission approve this item.
Thank you for your attention to this matter.
L
Very Truly Yours,
9.3•vy
e ge E dington
President, Irvine Terrace
Homeowners Association
M
Agenda Item No.
September 6, 1,994
TO: 'Parks, Beaches and Recreation Commission
FROM: General Services Director
SUBJECT: Privatization
Recommendation
That the Parks, Beaches and Recreation Commission accepts the consultant's report
recommending the privatization of all roadside landscape maintenance and direct
staff to prepare a report for City Council action.
Background
In November, 1992, the City Council directed each department to fully explore all
privatization possibilities. Subsequently, the staff of the General Services Department
• studied 11 different functional areas and privatized portions of six. The most significant
action was the privatization of the majority of the tree trimming operation.
In January, 1994, seven of the eleven positions of the Street -Trees Division were
privatized after a similar consultant study. Subsequently, a private contractor was
hired on a "piggyback" contract and has done an excellent job of trimming City trees at
lower costs and better production than the previous City staff.
One of the areas studied earlier, that of roadside landscape maintenance, was identified
in December 1993 as a potential privatization opportunity. A study was commissioned
in April utilizing the firm of Integrated Urban Forestry, Inc. The study, which is
attached, projects an estimated minimum savings of $100;000 by contracting out the
maintenance functions of all roadside areas and recommends the privatization of six
positions.
Discussion
The private landscape maintenance industry has experienced similar effects of that of
the private tree trimming industry: a slow economy, a reduced customer base, and
lowered earnings. Consequently, the private landscape companies have become
extremely competitive in Orange County, presenting an opportunity for significant
savings at a time when the City faces possible further budget cutbacks from the State.
•
t.. `rvailr:n_tiv '•..1 ...- ._n..• .. lhAmL:.. r..... ...._. R... ...... pnr.G�r.3..... ..La_aava o?i a..a:a:..�. •- z.: -.v.
._. ... ... ._ ux. . -.... .. ..Fa..:aJ.t_ i'uni .............n.......e.: a:.t .. _x.. .z'u.<a+au'
•._ .........t.'..1.1t.- .1...... r .......... ......... ..... ...... ..... .. .. ..._ . ......................a..... ....._ ..........�_vJavuw.YM
• Integrated Urban Forestry Inc, the firm which produced the tree maintenance
privatization study, has provided a comprehensive look at the City maintenance of
medians, that of private industry, and the recognized industry standards.
City staff conducted a separate study into the status of 11 other cities' interests or
actions in regards to privatization of roadside landscape maintenance. We found that
since we started the attached study in July 1993, more cities had converted (Costa Mesa,
Tustin, and Cypress), bringing the total to 10 of 11 cities who had selected to use a
private contractor. The trend in the County has clearly been to privatization of median
and roadside landscape maintenance. Cities which have converted have realized cost
savings and experienced a minimum of problems with the private contractors.
Analysis
Staff provided key items of data for'the IUF consultant including a precise measure of
the acreage of not only the roadside areas but all City landscaped areas, the status of the
medians in regards to irrigation, the number of personnel directly assigned to roadside
maintenance and their salaries and benefits, and the number and cost of associated
maintenance equipment, tools, chemicals, etc.
After receiving this information, IUF then compared this data with the actual private
industry cost, equipment, and manning statistics and also with recognized industry
standards. In addition, IUF did a field evaluation of the roadside areas and graded City
maintenance crews performance and plant design and selection accordingly.
Since this study commenced in April 1994, staff has participated directly in the review
of numerous drafts to ensure that the consultant has a clear understanding of City
operations and that this report fairly represents the situation.
The major conclusions of the study are as follows:
• While City median crews perform "quality work" and "an adequate level
of service ", the productivity of the City roadside maintenance staff is
evaluated by the consultant as "very low ".
The Parks Maintenance Division is subject to "special maintenance
challenges" affecting productivity that could be corrected by additional
funding.
• The private sector or the recognized industry standards costs to perform
present City - staffed roadside maintenance functions are less expensive
respectively, than City- staffed operations. This is primarily due to the
lower contractor salary and benefits costs which provides the major
• portion of the cost savings of the private sector. Staff does not dispute
that fact. As noted earlier, the downturn of the economy has forced the
2
• private landscape industry to become extremely competitive. This trend
is not expected to reverse in the next two to three years.
• The City should contract out all roadside maintenance service which
would include medians, paseos, and other roadside areas.
• The City could save a minimum of $100,000 by converting to a private
contract for roadside landscape maintenance.
• The City should consider "piggybacking" onto a current qualified
municipal landscape contract with a proven contractor.
• The City should encourage the contractor to offer jobs to displaced City
employees if layoffs become necessary.
Staff does not dispute the consultant's conclusions except for the evaluation of City staff
productivity. There are numerous factors that affect field crews and their productivity
such as the type and quality of landscaping, lack of capital improvement funds to
replace inoperative irrigation systems and labor intensive plant materials, and a variety
of extra assignments such as special events that frequently detract from productivity.
These factors will not disappear with the privatization of roadside landscape
maintenance. Each will require additional funding or personnel to resolve. The
. consultant's interviews with Parks staff (contained in Appendix A of the study) identify
some of these factors.
•
One topic, briefly mentioned by the consultant, but emphasized by employees during
the interview process, is the ratio of supervisory personnel to workers. As personnel
reductions have occurred from FY 90 -91 to present (43 to 31), the number of supervisory
positions (5) has remained constant. With a possible further seduction of six more non-
supervisory positions, it is necessary to consider supervisory personnel reductions to
maintain a level of balance.
These are additional savings to privatization that IUF did not address, such as reduced
costs associated with fewer demands for personnel management and a decreased
rolling stock maintenance requirement. These savings are difficult to quantify in dollar
amounts.
It should be noted that an earlier experiment with parks and median landscape
maintenance failed in the late 1970's. After a similiar privatization study, portions of the
Jamboree Road median and Eastbluff Park were bid out to a private contractor. After
one year, the private contractor quoted a substantial increase to his original bid, at
which time the City returned to in -house services.
3
1
• r
. Consultant' Recommendations
• IUF recommends that the City of Newport Beach privatize roadside
landscape maintenance operations. This will result in a cost savings to
the City of approximately $100,000. (Staff concurs with qualifiers, as
identified in the recommendations below.)
• The preparation of a request for proposal and a contract must be
thorough. '(Staff concurs.)
• The use of "piggybacking" onto a similar existing municipal private
contract should be strongly considered. (Staff concurs provided costs
obtained by piggyback bid are as good or better as can be obtained by
competitive bid and quality is not sacrificed.)
• Evaluate the hiring of displaced City employees by the selected private
contractor. (Staff concurs, however, five positions have been kept vacant
(filled with temporary workers for the summer) so this will not be as
significant although meet and confer negotiations must still be conducted.)
The consultant worked closely with the City staff in assessing not only the actual staff
and costs associated with the roadside maintenance efforts, but to interview interested
employees to identify other factors that affect the roadside maintenance operation (see
• Appendix A- Interviews). The latter was recognized as a flaw in the Tree Maintenance
Privatization Study of 1993 and corrected by the current interview process. Each of the
employee concerns are addressed by management staff comments where appropriate.
Staff Recommendations
• Privatize four of the six employee positions identified with roadside
landscape maintenance. (Eliminate 1 Equipment Operator, 2
Groundsworker II's,1 Park Laborer positions)
• Eliminate one of the two Parks Maintenance Supervisor positions in order
to .retain two of the six positions (1. Groundsworker I and 1 Parks
Laborer) identified with roadside landscape maintenance. (This results
in a net loss of 5 positions)
• Utilize the majority of the portion of the salary savings from deleting the
four positions, three trucks, and assorted expenses to fund privatization
of the roadside landscape maintenance function.
• Consider the use of a portion of any remaining savings to make capital
improvements to increase efficiency.
• Assess and implement the additional consultant .cost savings measures
• wherever feasible.
• Accept the consultant's report
J
. Staff recommendations result in a minimum savings of $110,000 while eliminating one
supervisor and four Parks Maintenance personnel positions.
The annual salary difference of one supervisor ($65,287) versus the annual retention
costs of one Groundsworker I and one Parks Laborer (total $64,819) is minimal, but this
action would ensure adequate staffing for the myriad of maintenance requirements
beyond roadside maintenance that are addressed throughout the report. Further, a
better balance between supervisors and workers could be achieved.
With five current vacancies in the General Services Department, no layoffs are
anticipated, however, as many as seven personnel could experience salary reductions,
and /or demotions, and possible reassignment to other divisions within the Department.
Any personnel change such as reassignment or salary reductions is subject to a
relatively new agreement with the Newport Beach Employee's League. This agreement,.
along with an employee seniority list, will be utilized to determine which employees are
directly affected and what management actions are possible should a decision be made
to privatize the roadside landscape maintenance function.
umm
The consultant's study provides ample evidence that private contractors are more
. competitive than City crews in regards to roadside landscape maintenance. After a
careful review of the consultant's major recommendations, and a separate survey we
have conducted regarding cities that have or are in the process of privatizing similar
activities, staff recommends that the consultant's study be accepted and that the
Commission support the privatization of the roadside maintenance function.
Upon a favorable decision on staff's recommendations, we will proceed with the
submission of an agenda item including the Commission's recommendations to the City
Council for their review and action.
�J
Very respectfully,
David E. Niederhaus
DEN /an
Attachments: (a) Cost Analysis for Privatizing Roadside Landsc<
(b) Summary of Survey of Municipal Privatization
(Roadside Maintenance)
5
, V • . .�„
Wl
45
J
.A
Vl
w
z
O
H
M
r-4
�+ A
Vi
a
E
UI
H
N
V
N
v
tl
ca
x
.b
N
y
a
00
O)
00
C3
W
o
d
c5�
U
yN
N
6
PS
�{
�
Cd
N{y
`"
C
E•1
co
•o
(i
b
y
V
as
a0a
)
fl
O
`�
N
a
o
W
N
y
O
w
W
N
co
�
a
U
G
a4
a5
cd
N
C
F
y
O
co
F��i
O
L+
N
C
Cf)
�
U
N
N
10
•^
U
.
N
a
q
U
q
(y
q
N
p
G
as
N
o
N
A
O
N
CG
d
:
^�
C
ti
ro
N
1•�I
G
q
y
N
qq
o
Vl
0
"?
0
'�
m
i
Xn
c'l'ot
00
00
w
m
4M
O
ti
co
�
O
co
co
X00
v
m
umi
O
co
ti
ti
O
10
10
�.
m
co
m
i
O
N
00
m
00
•
00 0
d
yy
W
a+
82
M
r-4
�+ A
Vi
a
E
UI
H
I
•I COST ANALYSIS FOR PRIVATIZING
1� ROADSIDE LANDSCAPE MAINTENANCE
(1
Pmpamd for
City of Newport Beach, General Services Department
I
I
11
I
I
i
I
I
' COST ANALYSIS FOR PRIVATIZING
ROADSIDE LANDSCAPE MAINTENANCE
1
I
Prepared for.-
City of Newport Beach
' Mr. David E. Niederhaus, General Services Department
3300 Newport Blvd., Newport Beach, California 92659 -1768
(714) 644 -3055
' Prepared by:
Integrated Urban Forestry, Inc
23441 South Pointe Drive, Suite 150
Laguna Hills, California 92653
1 (714) 837 -5692
September 1994
I
''
' Table of Contents
1
'
Section Page
Executive Summary ................... ...............................
1
'
1.0 FACT 'FINDING ................ ...............................
3
'
1.1 Gather Pertinent Information .. ...............................
1.1.1 Methods Used
3
3
1.1.2 Current budget and budget trends .........................
4
'
1.1.3 Staffing Levels. Salaries and Benefits ......................
1.1.4 Equipment .........................................
7
9
1.2 Current Condition of City Maintained Roadside Landscapes ..........
11
1
1.2.1 Scope and quanta of work ............................
1.2.2 Design and plant material selection .......................
l I
11
1.2.3 Quality of work performed ............................
12
'
2.0 COST COMPARISON ........... ...............................
13
2.1 Newport Beach Roadside Landscape Cost Savings '
'
2.2 City Personnel Costs v. Private Sector ..........................
2.3 Private Contractor Costs and Net Savings .......................
15
15
2.4 Newport Beach v. Other Public Sector .........................
16
'
3.0 ANALYSIS• AND RECOMMENDATIONS ...........................
17
3.1 Current City Costs v. Private Sector ...........................
17
3.2 Recommendations for Privatization
..............
18
'
3.3 Effects of Privatization ...............
18
3.4 Costs Saving Measures For an In -house Program ..................
19
TABLES
Table I - Park Maintenance Division Budget . ...............................
5
Table II - Roadside Landscape Acreage as a Percentage of Total ..................
5
Table III - Details by Area .............. ...............................
6
'
Table IV - Workload Indicators .......... ...............................
7
Table V - Staffing Levels and Salaries of the Park Maintenance Division ............
8
Table VI - Equipment Used by the Park Maintenance Division with Monthly Rental
'
Rates ....................... ...............................
10
Table VII - Potential Staff Eliminations with Privatization of Roadside Area
'
Maintenance .... :............................................
'Table VIII - Equipment, Materials, and Supplies Associated with Roadside Landscape
13
Maintenance .................. ...............................
13
L_J
' Table IX - Total Cost Elimination with Privatization of Roadside Area Maintenance ... 14
Table X - Salary Comparison ........... ............................... 15
Table XI - Projected Annual Costs for Roadside Maintenance and Net Savings ....... 16
APPENDIX
' A Interviews with Park 'Maintenance Crews and Supervisors
I
I
1
G
1I
1
lJ
Executive Summary
Both the management and citizens of Newport Beach would like to maintain the public street
medians, paseos, and other roadside landscape areas in a high quality manner, in the most
cost effective way. The purpose of this report is to determine how the landscape management
' needs of the City, residents, and these City landscaped areas can best be met while achieving
this goal. Integrated Urban Forestry (IUF) analyzed the current maintenance effort and
provided recommendations regarding these services. Therefore, this report addresses both the
physical aspects of the roadside landscaping and maintenance as well as other matters that
cannot necessarily be quantified, such as the need for timely, courteous, and dependable
service as well as various miscellaneous services.
' The report utilizes information from different areas to help ,define the scope, condition, and
complexity of the Newport Beach roadside landscape, and the means and anticipated costs
' necessary to perform the work. The report is not intended to be an exhaustive inquiry, but
rather a survey of data representing the Parks Maintenance Division operational parameters
and limitations.
' Information and data provided by the staff'from the City of Newport Beach were analyzed
' against private industry, maintenance services from other cities, and industry time - efficiency
standards. Through this comparison, the following conclusions were drawn:
• The City crew does quality work and generally gives an adequate level of service
to the community.
• The City crew is compensated substantially higher than private industry workers
performing the same tasks.
• The time and costs to perform general landscape maintenance activities for the City
are high and thus, the productivity is low relative to a cost per unit of work
standard.
• The General Services Department and the Park Maintenance Division has been
presented with some special maintenance challenges that could be corrected with
' additional capital investment.
• The Newport Beach median landscape maintenance situation is typical for most
' cities. The public sector can provide the same high quality performance and
service as the private sector, but cannot offer the same service at the same price.
Based on the findings, analysis of data, comparisons, and conclusions, and assuming that all
of the current levels of services afforded to the City by the City crews are performed at least
as adequately by a qualified landscape maintenance contractor, we recommend that the City
' of Newport Beach contract out roadside landscape maintenance services. Consideration
should be given to "piggy- bacldng" this service onto a cunent, qualified contract from a
neighboring city, with a proven contractor. "Piggy- backing' bids could be compared with any
' current municipal competitive bids of assured quality contractors.
I
I
We also recommend that the City evaluate the contractor's desire and ability to hire current
City employees if the City is forced to consider layoffs. This arrangement would be
advantageous to the City, employees, and the contractor due to the skill and familiarity of the
current employees with the City landscaped areas and their history.
NF projects the City will save an estimated $100,000 by contracting out the maintenance
function of medians, paseos, and other roadside areas. In exchange for these savings,
privatization will impact the current structure and operation of the Park Maintenance Division.
However, IUF contends that the benefits of privatization outweigh any negative consequences.
' Whether or not these landscape maintenance functions are privatized, the City can realize
significant long and short term savings in general park maintenance and the existing
maintenance program by implementing the provided recommendations.
I
1
1
2
1
r
Certain terms used in this report will have the following definitions:
Hddscape - All man-made items associated with a roadside landscape, eg: curb, pavers,
lighting, irrigation system, benches, etc.
Roadside landscapes - All medians, paseos, project entrances, pocket parks, and other street
landscaped areas maintained by the City of Newport Beach. Excludes major parks and City
facilities.
Theme, Landscape - Landscaping that has as its common denominator plant types and often
irrigation valves. Examples include turfgrass areas, shrub massings, etc.
1.0 FACT FINDING
The following fact - finding section will utilize information from interviews and City records
to help define the following: the quantity, size, condition, and quality of maintenance, scope
of work performed, and costs needed to maintain the roadside landscaping of Newport Beach.
Also calculated are the anticipated costs necessary to perform the work by the private sector.
The Fact Finding section is not intended to be an exhaustive inquiry into the Division and its
operations, but rather a survey of data representing its operational parameters.
In this section, data from budget and other documents and interviews are tabled with some
accompanying computations. Comments, analysis, and comparisons are found in the latter
sections.
1.1 Gather Pertinent Information
1.1.1 Methods Used
' The historical roadside landscape maintenance expenses have been estimated by using the
budgetary information made available over the last three years of operation, and from
information obtained by interviewing supervisory staff and crews. Assuming that the scope of
work has not changed substantially within this period, City maintenance costs will be
estimated using the following different approaches in order to establish historical and
' anticipated costs:
• Division management has estimated total man-hours spent on maintaining the
roadside landscapes for each job position and the respective equipment used. This
information has been computed with their appropriate salaries (with benefits) and
costs. All overhead and other costs were estimated based on a representation of
roadside landscape acreage as a percentage of total acreage maintained by the
Division.
I
I
' IUF compared the Newport Beach roadside landscape maintenance costs to other
cities who have contracted this service. We also obtained .from qualified landscape
' contractors experienced in performing roadside landscape maintenance estimates
for performing equivalent work based on the scope of work provided by Division
staff.
• Using IUF derived landscape maintenance time standards and roadside landscape
theme acreage, IUF has provided an estimate of the costs necessary to maintain the
' roadside landscapes.
1.1.2 Current budget and budget trends
' In this section, the changes in budgetary components for the comparison period are evaluated.
Included in this evaluation are trends such as number of employees, change in scope or
quantity of work, and total annual operating costs. Also evaluated are any significant
increases in uncontrollable costs that may affect the total operating budget. In reviewing
these costs, consideration was given that the City has many high profile, high quality roadside
areas that have been costly and difficult to maintain.
' On the following page, Table I - Park Maintenance Division Budget represents the total costs
of the'Division while Table II - Park Maintenance Division, Roadside Landscape ,Percentage
represents the costs for roadside landscape maintenance only based on a percentage of the
total acreage maintained by the Division.
Trends in the budgets over the last five years include a significant decrease in capital
' expenditures from Fiscal Year 1991 -92 to date. There is no capital outlay funding
(equipment, etc.) projected for Fiscal Year 1994 -95. Capital improvement project funding
' continues at a diminished level. Salaries, as a percentage of total operating and capital
budgets, peaked at 80% of the total Parks Maintenance budget in 1992 -93, and 79.5% in
1994 -95. Total expenses have stayed rather consistent since 1990 -91.
' During this same time period, the number of employees has decreased approximately 29%
while the average salary per employee has doubled. A portion of the increase is due to as
many as twelve full -time temporary personnel being employed at $7.50 per 'hour without a
'
benefit package prior to Fiscal Year 1991 -92. A second reason for the salary doubling is that
prior to Fiscal Year 1991 -92, benefits were not reflected in salary calculations; rather, they
were shown in the "maintenance and operations" category. The Fiscal Year 1994 -95 Average
' Salary/Employee figure of $49,049 also includes an 8.5% salary increase and a greater
percentage of supervisory personnel at higher salaried positions than the previous fiscal year,
as a result of eliminating three non - supervisory positions in FY 1994 -95.
The median acreage in Table R was based on the recent measurements shown in Table III -
Roadside Landscape Measurements and Breakdowns located on the subsequent page. This
' information was provided by the Parks Maintenance Division staff who were responsible for
the measurements and was used as a basis for calculation in this report. Table III depicts the
plant type, irrigation method, and acreage of each median. It does not include other roadside
' landscape areas such as paseos, project entries or street -side areas.
4
' Table I - Park Maintenance Division Budget
I
C`lass3Gcatlan
� 0 *
Actual
1""I, ""
At.'nmal"
1991 -9Z"
" Actual
199Z43
Actual
1,99"4,
; tlniu d
31994 9S
" Reed"
Salaries &Benefits
1$1,020,856
1$1,137,320
1$1,176,755
1$1,579,096
$1,496,300
$1,520,527
Maititenance & Operations
$612,2441
$621,165
1, $622,350,1
$377,939
$448,420
$392,929
Capital Outlay
$54,778
1 $91,425
1 $30,500
$7,199
$5,816
$0
Totals
1$1,687,878'1$
849,910
1$1,829,605
1$1,964,234
1$1,950,536
1$1,913,456
Salary as % of Total
1 60.5%1
61.5%1
64.3%1
80.4%
76.7%1
79.50'
No full time egvhtt emp]Dyeel
43.631
43.631
401
42.2
34
31
Avg. Salary/Employee
1 $23,398
1 $26,067
$29,419
1 $37,419
1 $44,009
1 $49,049
Costlacre,as %of total + +•
$6,9461
$7,3671
$7,225
1 $7,7561
$7,7021
$7,639'.
* Prior to Fiscal Year 1992 -93, benefits were included in the Maintenance and Operations category.
** Benefits are included in the 1.992- 93,1993 -94, and 1994 -95 "Average Salary/Employee "figure.
Table 11- Roadside Landscape Acreage as a Percentage of Total
1
It
198990
11 19"'1 1
19919,1.
199x•93
199394
11904-95 "
Parks
154.06
156.35
156.35
156.35
156.35
156.35
City facEties
43.63.
43.63'
43.63
43.63
43.63
43.631
Medians
23.69
28.82
30.95
30.95
30.95
28.18 **
Paseos & other roadside areas
21.68
22.31
22.31
22.31
22.31
22.31
Total Acres
243.00
251.11
253.24
253.24
253.24
250.47:
Roadside acreage, %of total
18.7%
20.4%
21.0%
21.0%
21.0%
20.2 0/o:
Cost, as %oftold
1$315,1401
$376,6711
$384,792
$413,107
1 $410,226
1 $385,716:
Costlacre,as %of total + +•
$6,9461
$7,3671
$7,225
1 $7,7561
$7,7021
$7,639'.
* Data taken from City of Newport Bcach's "Budget Fsthtwtes for 1994 -95."
** Based on acreage in the document "Median Measurements and Breakdowns" provided by Park Maintenance Division
statfand shown in Table BL There has been no actual reduction in acreage; the 199495 figure is based on a recent
remeasurentent and mote accurately depicts true acreage than in past years. The median figure does not include adjacent
roadside areas that arc often maintained together. Roadside acreage is included in paseos.
* +• Depicts the cost per acre only; does not account for varying maintenance requitements ofotherareas.
1 5.
1
I
r
Table III - Details by Area
, , .
dare 3'
:, Area' � •
:Rest flan
.. •., •, •.
'i rd ailatt
versa , ..
P „ ' T , € VMD 0
G St. X,BnlboaBlvd
PH
M
0.032
0.022
0.654
Balboa Blvd - Medina Way to 21st St.
P
M
0.034
0.034
Balboa Blvd -Medina Way to 21st St.
P
NI,WT
0223
0273
Mcfadden Interchange Medians
P,T,H
M
0.032
0.241
0.020
0.293
Villa Way 7C 29th St.
P,H
M
0.020
0.014
0.034
M St. Median
P,T,H
Al
0.003
0.051
0.039
0.093
Via Lido -Nwprt Blvd to Via Oporto
PH
AI
0.025
1
0.038
1
0.063
Newport Blvd X Via lido
PH
AI
0.019
0.141
' 0.160
Clubhouse X Finley
PH
M
0.020
0.018
0.038
Balboa Blvd - PCH to 32nd St.
PH
AI
0.068
0317
0.385
Newport Blvd- PCH to Industrial Way
PH
B40,WT
0.461
0.552
1.013
PCH - Santa Ana River to Newport Blvd
PH
AL
0.607
1.270
1.877
PCH - E. of Riverside Ave
PH
M
0.016
0.077
0.093
St. James Rd X Kings PI
PT
M
0,005
0.028 1
0.033
Margaret Dr. between Tustin and Irvino
P
NI,WT
0.007
1
0.007
WestelidDr. - IrvineAvetoDover
P,H
BdO,WT
0.132
0.152
0.294
Triangular median- WestcliffX Dover
P,T,H
Al
0.005
0.108
0.025
0.138
DoverDr.- Westefiffto,PCH
PH
INO,WT
0.327
0.495
0.822
Irvine Ave. at Westeliff
PH
M
0.031
0.003
0.034
Irvine Ave. @ Wstclf- WstclftoDover
UD
NI
0.500
0.500
Irvine Ave. - DovertoHolidayRd
P
NI,WT
0.5241
1
0.524
Irvine Ave - Santiago to University
P,T,H
Al
0,057
0.966
1 0386
1 1.409
Jamboree Ave.- BristoltoPCH
P,T,H
Al
0.068
3363
1.712
5.143
Universtiy Dr- Jamboree to MacArthur
T,H
Al
0.112
0.172
0284
Vista,Del Sol
PIT
At
6.121
6.316
0,437
Ford Rd- Jamboree to San Miguel
P,T,H
AI
0.012
0.679
0.530
1.221
San Miguel- Ford Rd. to Avocado
P,T,H
At
0.081
1.643
0.852
2.576
San Joaquin - Spyglass to'Backbay Rd
P,T,H
Al
0.735,
2.697
1.374
4.806
PCH - Larkspurto Newport Coast Dr.
PH
Al
0.559
1
1 0.626
1 1.185
PCH -Iris to Goldenrod
PH
M
0.041
6.115
0.156
MacArthur at PCH
H
0.037
0.037
PCH -Dover to Goldenrod
PH
Ai
1.476
1.438
2.914
El Pascobr
T
M
0.101
0.101
Avocado - Waterfront to PCH
PIT
WT,M
0286
0.230
0.516
Park Ave
PH
AI
0.587
0.104
0.691
Total
1 6.61
1 10.54
1 10.531
0.50
1 28.18
Legend
P = Planter T = Turf H = Hardscape UD = Undeveloped 0 = Overall Area Measurement
M = Manual WT = Water Truck NI = No Irrigation INO = Irrigation Not Operable
AI = Automated Irrigation
I
I
Below, Table IV - Workload Indicators summarizes various data that impacts the amount of
work required, e.g.: acreage, amount of different types of plant material, personnel, etc. over
the past four years.
Table IV - Workload Indicators
woidrtq d Iptiic�ttjlS ' '
19912
1"7e3
%A
X993 -4
1999 -a
Acres of parks maintained
156.35
156.35
156.35
156.35
Acres ofmadians maintained
28.82
30.95
30.95
28.18
Acres of City facilities maintained
43.63
43.63
43.63
4 .63
Acres of paseos maintained
22.31
22.31
22.31
22.31
Total acres ofturf mowed (annualized)
5,200.50
5,200.59
5,200.59
5,206.56
Total rules ofturf edged (annualized)
648.91
648.91
648.91
650.88
Miles of ground cover edged
39.80
40.19 ,
4019'
40.64
Number of shrubs in landscaped areas
43,970
52,139
52,139
52,476
Number oftrees in the landscape
8,659
8,916
8,916
8,954
Npmberofparks
38
38'
38
38
Number offul -time equivalent employees
40.00
42.20 ,
34.00
31.00
1.1.3 Staffing Levels. Salaries and Benefits
Discussed and tabled on the following page are the salaries for all employees of the division.
All salary figures include cost for City benefits which amounts to an additional 33% added to
the base salary.
All regular Park Division personnel receive the following, benefits -- no employee has auto
nor bonus benefits:
• Health, Dental, Vision • Life Insurance • Vacation
• Disability Insurance • Retirement Plan • Sick Time
• Holidays
Also included in Table V on the following page are the staffing levels of the Park
Maintenance Division during budget years 1994 -95. This data was taken from the City of
Newport Beach "Budget Estimates for Fiscal Year 1994 -95." Note that the acreage changed
because of remeasurement, not as a result of a decrease in area maintained.
' With constant actual acreage, Table V reveals a four year trend of the Division responsible
for a similar number of acres maintained by a decreasing number of employees. Because the
acres - per - employee ratio is increasing, so then is the resultant workload.
7
1
I
O
A
pU
C
?E
�•I
O
c�
p�
N
N
°
a
c
ry
F
M
V1
M
O
O
�
b
N
Ow
Ow
T
D\
Ul
�
d'
N
N
O
O
N
v)
O\
--e
00
00
�O
O
0o
V
m
m
m
O
N
O
l�
to
0%
Fp
69
64
64
Go
en
N
469
69
69
69
69
69
69
"t
O
m
ao
:l`
t`
C1
M
to
O\
h
to
It
O
O
,O\
ON
'IT
h
N
O\
vi
v
v
m
m
cn
m
m
m
z
69
69
69
69
(H
69
rA
69
69
69
69
ti
N
fV
.r
.-•�
�•
.-r
M
O\
N
d•
N
in
%d
O'
M
M
p
°�
c
tn
N
y
O
l�
M
to
h
"T
V
N
M
O
to
O\
V
ON
I
t-
ti
N
00
N
N
00
h
vl
V•
l
N
In
O
O
It
N
M
.-�
00
M
yN
r.
.O�
.r
.--i
h
�
W
.-i
00
m
G%
Vi
An
t-.
vi
m
fV
m
00
O
�--i
Vi
\O
M
M
M
M
iD
M
V
l�
N
.--�
N,
69
N
.�
vi
69
69
69
E.9
m
N
to
69
v
.-�
.-•
69
69
In
to
V
to
Ln
.•+
V1
Q\
.
M
00
.-.
.-+
N
N
00
M
Vn
O
en
N
,U
to
to
00
N
M
m
M
' O
7
W
to
C
M
vi
t�
'M
o0
Mw
�O
d•
M
M
M
M
M
M
M
N
69
69
69
69
6416S
G9
69
69
(f3
4A
69
a�
.-+
N
N
N
O
00
V•
.-+
O
O
C4
cn
k
m
m
g
r
p
N
A
b
N
N
O
�1
M
�O
N
coil
to
N'
...
A
.
0)
W
...
N
G
U
.0
q
SSI
a
°'
°
3
.
r-i
4,
°
°
a°i
a°i
•°
x
..
CZ
c•
E
�
o
•e
d
,s9
�,
�
Jaaav�im
M
i
' 1. 1.4 Equipment
1
1
I
F
I
I
Shown in Table VI on the following page are the equipment currently in use by the Parks and
Tree Maintenance Division. Included in the table is equipment information such as the
description, year purchased, and the monthly replacement, maintenance, and contingency cost,
charged by the equipment maintenance division for each piece of equipment.
Summarized below are the quantities of each type of vehicle.
Description
Quanfijy
Vehicle (V)
21
Tractor (T)
2
Trailer (TR)
7
Riding Mower (M)
7
Spray Equipment (S)
1
Miscellaneous (MI)
2
The equipment fleet indicates that the City is well ;equipped with various rolling stock. For
example, there is a ratio of two vehicles for every three employees and one trailer for every
three vehicles. In a typical landscape maintenance operation, there are two trucks and one
trailer per six employees.
1.1.5 Reporting and Scheduling Procedures
In analyzing the work habits and duties of the City crew, we reviewed the following reporting
documents:
"Daily Report"
"Irrigation Crew Report"
"(Activity) Report"
"Monthly Progress Report (in addition
"Pesticide Safety Training Record"
"Employee Safety Training Record"
"Employee Performance Evaluation"
"One Minute Survey"
"Equipment Check List"
to normal activities)"
Through examination of both written information and verbal interview, the following
scheduling forms are used by the Parks Maintenance Division:
"Irrigation Schedule"
"Mower Crew Schedule"
"Park Maintenance Work Request"
"Irrigation Work Request"
"General Services Department, -- Work Request"
"Daily Report -- Weekend Litter Run"
Internal scheduling between crews
0
i
I
I
I
1
1
Table VI - Equipment Used by the Park Maintenance Division with Monthly Rental Rates
DOSCO `Url•
VfiAt
1 C., 8C4tpt
i iuttt�il
CQ " ,
:Uw ':
AMC /Jeep Cherokee
V
$166.67
$186.18
$17.64
$370.49
GMC 1 Ton Flat Bed
V
$150.00
$261.18
$20.56
$431.74
Ford 3/4 Ton
V
$145.83
$261.18
$20.35
$427.36
Kubota Tractor
P1985
T
$170.83
$86.18
$12.85
$269.86
Ford Ranger
V
$135.42
$191.68
$16.35
$343.45
Ford 3/4 Ton
V
$145.83
$261.18
$20.35
$427.36
Ford 1 Ton
1987
V
$133.33
$261.18
$19.73
$414.24
Ford 1/2 Ton Pickup
1990
V
$114.58
$211.18
$16.29,
$342.05
Ford 1/2 Ton Pickup
1990
V
$125.00
$211.18
$16.81
$352.99
Ford 3/4 Ton
1990
V
$166.67
$261,18
$21.39
$449.24
GMC 1 Ton
1983
V
$137.50
$261.18
$19.93
$418.61
Ford 1 Ton
1985
V
$133.33
$261.18
$19.73
$414.24
GMC 1/4 Ton S -15
1987
V
$114.58
$186.18
$15.04
$315.80
Intl Water Truck
1981
V
$300.00
$486.18
$39.13,
$825.49
GMC 1/4 Ton 3-15
1987
V
$114.58
$186.18
$15.04
$315.80
Ford 1 Ton
1991
V
$137.50
$261.18
$19.93
$418:61
Ford 1 Ton
1991
V
$154.17
$261.18
$20.77
$436.11
Ford 3/4 Ton
1989
V
$145.83
$261.18
$20.35
$427.36
Ind 21 /2 Ton
1987
V
$454.17
$361.18
$40.77
$856.11
Ford 1 Ton
1989
V
$141.67
$261.18
$20.14
$422:99
John Deere Tractor
1990
T
$150.00
$186.18
$16.81
$352.99.
Ford 1 Ton
1980
V
$141.67
$261.18
$20.14
$422.99
Ford 1 Ton
1980
V
$141.67
$261.18
$20.14
$422.99
Zieman Trailer
1987
TR
$50.00
$48.18
$4.91
$103.09
Dico Flat Bed Trlr
1987
TR
$12.50
$15.51
$1.40
$29.41
Kut Kwiik Lawnmower
1982
M
$107.50
$36.18
$7.18
$150.86
Mowhawk Box Trailer
1970
TR
$7.50
$15.51
$1.15
$24.16
Mowhawk Box Trailer
1964
TR
$7.50
$15.51
$1.15
$24.16
Cal Trail Trailer
1991
TR
$12.50
$15.51
$1.40
$29:41
Howard 72" Mower
1985
M
$125.00
$36.18
$8.06
$169.24
John Deere 60" Mower
1989
M
$66.67
$36.18
$5.14
$107.99
Brouwer Gang Mower
1985
M
$120.83
$36.18
$7.85'
$164.86
John Deere 60" Mower
1991
M
$66.67
$36.18
$5.14
$107.99
Cal Trail Tilt Trlr
1991
TR
$25.00
$46.18
$3.06
$64.24
Jacobsen Lawn Sweeper
1977
MI
$70.00
$46.18
$5.81
$121.99
FMC Spray Tank
1986
S
$58.33
$76.18
$6.73
$141.24
Howard Price Mower
1989
M
$383.33
$36.18
1 $20.98
$440.49
Flex Ulite Arrow Board
1990
MI
$33.33
$76.18
$5.48
$114.99
John Deere Mower 60"
1987
M
$66.67
$36.18
$5.1'4
$107.99
Dico Trailer
1982
TR
$12.501
$15.51
$1.40
$29.41
Totals
$4,946:66
1 $6,311.35
$562.22
$11,810.39
1.1.6 Organizational Structure
The organizational structure of the General Services Department and the Parks Maintenance
Division is shown below.
(General Services'Directorl
Park Maintenance Superintendent
' (Park Maintenance Supervisor) (Park Maintenance Supervisor)
Park Maintenance Crew Chief Pa7Maintenance Crew Chief
' Sprinkler Technician Crew Chief (1) sworker II (9)
Sprinkler System Technician (1) worker I (6.25)
Pest Control Technician (1) t Operator I (3)
' Park Equipment Mechanic (1) Park /,Tree Laborer (4)
Administrative Clerk (.25)
1 1.2 Current Condition of City Maintained Roadside Landscapes
1.23 Scope and quantity of work
' The City landscape maintenance crews perform a comprehensive scope of work on the City
roadside landscapes as follows:
t Litter Removal: Daily Prune Shrubs: As Required
Weed Removal: As Required Prune Trees: As Required
Mow and Edge Turf: Weekly Edge Groundcover: As Required
Sprinklers: Weekly De- thatch Turf: Yearly
Controller: Weekly Fertilize Turf: Semi -annual
' Note that in maintaining the parks, the Division crews are also responsible for all hardscape
(e.g. play equipment, benches, parking areas) except street lighting, electrical or utility boxes,
restrooms, and any preparation or cleanup for recreation programs,
1.2.2 Design and plant material selection
Integrated Urban Forestry staff observed all roadside areas and graded various aspects of each
area using a scale ranging from A (high) to D (low). IUF ranked the design and plant
material selection of Newport Beach roadside areas from A to D +. There exists a wide
range of design quality and plant material selection in the roadside areas. Some islands,have
been well and creatively designed with some very elaborate elements, e.g. the dolphin
topiaries on Pacific Coast Highway entering Corona del Mar. Other medians, such as the
monoculture of ice plant (along with many bare areas) provides little in the way of aesthetics
11
or creativity. Other areas are planted with ornamental shrubs too close to the adjacent
'hardscape, thus increasing the maintenance demand of the landscape.
1 1.2.3 Quality of work performed
' Using the same A through D grading system as in the previous section, Integrated Urban
Forestry ranked the quality -of work performed by the City crews from A to C -. As with the
range in landscape design, the quality of the maintenance work performed seems to be a
function of the demands of the particular landscape and its current quality and performance.
Examples of the grades are provided below.
1 A 'Some roadside landscapes contain well grouped', pruned and irrigated perennials,
some with plants that are somewhat difficult to maintain, e.g. Pelargonium
peltatum.
' C Only litter removal and occasional pruning (edging) is performed on the iceplant
1 medians. There is also only minimal pruning; litter and weed removal from some
ornamental shrub areas.
C- Some medians, planted largely of turf, were suffering drought stress to such a
tdegree that some turf will be lost and localized areas in the landscape will be
susceptible to invasion ,of weeds.
1.2.4 Special considerations
Some special considerations in maintaining the City roadside landscapes are noted below.
• Irrigation by a water truck in some medians is necessary due to the lack of, or
' inoperable irrigation systems. These conditions are due to a lack of capital
improvement funds, damage by rodents, and other means.
• Maintenance staff reports that residents frequently request changes to irrigation
scheduling of park areas to accommodate their particular needs, thus making
irrigation scheduling for maintenance operations difficult.
' Roadside areas are widely separated and have limited access due to lack of parking
areas and traffic, thus requiring extra man-hours for access and egress.
12
I
1 2.0
1 2.1
1
1
1
1
1
1
1
1
COST COMPARISON
Newport Beach Roadside Landscape Cost Savings
Table VII below shows those positions in the Park Maintenance Division that are principally
used in performing non - specialized roadside landscape maintenance, and may be eliminated
with privatization of these services. The staffing has then been multiplied by each,position's
salary. These staff -years have been provided by Division management and:represent both the
position and quantity of staff that could be eliminated from the Division upon privatization.
Table VII' - Potential Staff Eliminations with Privatization of Roadside
Area Maintenance
I.'os'rtium ;. ,
�•, =
'�xtntualSalri
l+rxtended�o�t
Equipment Operator
1
$34,659
$34,659
C trx1sv;wker11
2
$35,311
$70,622
GrourdsvwrkerI
1
$32,028
$32,028.
Park &Tree laborer
2
$22,819
$45,638
Sub- Total.Persomel
6
$182,947
Benefits (33 %)
$60,373
Total Persorwil
1
$243,320
Table VIII shows Division management's estimate of the equipment, material and supplies
that can be eliminated with privatization of roadside area maintenance activities.
Table VIII - Equipment, Materials, and Supplies
Associated with Roadside Landscape Maintenance
Doscrs "on � ' •.
Tafai Cost• •
3 Vehicles (1/4,3/4, 1 tontrocks)
$13,860
Msc. Hand Tools
$1,000
Small EquipmertRepair
$1,000
Unifoms
$2,240
Irrigition Supplies
$1,000
Horticuhwal Chemicals
$4,000
TotalMaffiL arrce &Operations
$23,100
13
I
[1
I
I
L
1
f -I
LJ
I
I
Total cost eliminations of the Division budget has been approximated by adding together the
recommended salaries & benefits eliminations shown in Table VII and, the equipment,
materials and supplies eliminations shown in Table VIII. The result, with a comparison to the
total Division budget, is shown in Table IX below.
Table IX - Budget Eliminations with Privatization of Roadside
Landscape Maintainance
Salaries and Benefits
$243,320
Equipment Materials, and Supplies
$23,100
Total Cost Eliminations with Privatization
$266;420
Grand Total Division Operating Costs
$1,913,456
Percentage Eliminations of Total Costs
13.92%
Total Roadside Acres
50.49
Total Division Acres
250.47
Percentage Roadside Acreage
20.16%
Budget Eliminations per Roadside Acres *
$5,277
Total Division Cost per Acre
$7,639
€' Does not include cost for specialized crews for inigation, pest
?control, mechanic, and supervision, and other costs.
Typically the cost for roadside landscape maintenance on a per acre basis is higher than park
maintenance because all maintenance tasks take longer due to the difficulty in accessing the
areas, working around and preparing for traffic, working with relatively narrow working
space, and the more frequent set up, break down, and access time.
In Table IX above, the cost for roadside area maintenance is lower than the division total on
per acre basis. This is because the roadside area figures only reflect projected budget
eliminations (or savings) that can be realized as a result of privatization, not the actual total
cost for maintenance of these areas. If actual roadside maintenance costs were to be
projected, the following additional items would need to be included:
• Related percentage of salaries and benefits for supervisory, pest control, equipment
maintenance, and sprinkler'system positions.
• Related percentage of equipment partially used on roadside maintenance but can
not be eliminated with privatization.
• Related percentage of time equipment is idle.
• Related percentage of overhead and administration costs.
14
I
I
1
,'
1
C
[]
I
1
Because these items are not included in the above estimate, the cost per acre of roadside area
maintenance as shown in Table IX is low.
2.2 City Personnel Costs v. Private Sector
Information on Park Maintenance Division salaries is compared against the private sector in
Table X below, using position classifications that most closely match those of Newport
Beach.
Table X - Salary Comparison
Classffiratfoa :
-:
Ot
uVifhou benefits
1994.94 1993'Industtyp93�Jd'
fvate t , ufvalent : `
With 1>cttefiis
f rilent
I993rtdustay
, E valettt: "
Park Maintenance Superintendent
$
61,590
$
44,100
$
81,915
$
58,653
Park Maintenance Supervisor
$
49,088
$
26,104
$
65,287
$
34,718
Park Maintenance Crew Chief
$
39,911
$
22,256
$
53,082
$
28,488
Sprinkler Technician Crew Chief
$
39,911
$
22,256
$
53,082
$
28,488
Sprmkler System Technician
$
35,125'
$
19,397'
$
46,716
$
24,828
Park Equipment Mechanic
$
35,125
$
24,232
$
46,716
$
31,017
Pesticide Applicator
$
37,584
$
24,232
$
49,987
$
32,229
Equipment Operator I
$
32,835
$
13,957
$
43,671
$
17,865
Groundsworker R
$
33,355
$
20,803
$
44,362
$
26,628
Groundsworker I
$
30,301
$
13,975
$
40,300
$
17,888
Park and Tree Laborer
$
18,435
$
13,975
$
24,519
$
17,888
Administrative Clerk
Averages
$
$
28,529
36,8161
$
$
28,605
22,824
$
$
37,944
48,965
$
$
36,614
29;609
Average difference
€ $
13,991
( $
19,356
Average percent of benefits
33%
30%
" Taken from the "Professional Grounds Maintenance 1993 Salary Survey, Far West Region ".
upon request.
Co7�1
2.3 Private Contractor Costs and Net Savings
Table XI below shows the anticipated costs associated with roadside landscape maintenance
in Newport Beach when performed by a private contractor, and the cost for the same work
based on Integrated Urban Forestry's landscape maintenance time standards. Note that these
costs assume that all service levels currently provided by the City, will be provided by the
contractor. Assurance of this should be stipulated in the request for proposal and/or final
specifications within the contract.
The time standards set forth by IUF have been determined through time -in- motion studies
conducted in Southern California for the arboricultural and horticultural industries. These
15
' standards include time necessary to perform each task, travel and set -up time, salaries and
related costs, overhead, and (30 1/6) profit.
1 In the following chart, the anticipated costs for private roadside area maintenance are
subtracted from the Division eliminations (gross savings) to determine the actual projected net
' savings that can be realized by the City.
Table XI - Projected Annual Costs for Roadside Maintenance and Net Savings
1
1
[1
1
1
1
1
1,
1
1
1
i
1
1
The costs for roadside landscape maintenance service is considerably less when provided by
the private sector. This is due to the following: City employees are paid more per hour,
receive more benefits, and work fewer production hours per year than the private sector,
because of greater holidays, vacation, and sick time benefits.
Costs to perform roadside •landscape maintenance according to, IUF time - and - motion studies is
significantly less than the Park Maintenance Division costs for similar work. These standards
utilize hourly rates and time- per -task standards that are proportionally lower than those
reported by the City.
When time- per -task standards only are considered, the City Maintenance Division productivity
is very low. Notwithstanding the differential in salaries and expenses related to salaries, the
City crew would still perform below IUF productivity standards. The. productivity rate at
which the City maintenance crews work is lower than that expected from the private sector.
2.4 Newport Beach v. Other Public Sector
IUF obtained roadside landscape maintenance cost and scope of work data from local cities
using contract crews including Costa Mesa, Irvine, Buena Park, Laguna Niguel. Average
maintenance cost per acre of roadside landscape was $200. Because service level and scope
of work varied, IUF used a high -end figure of $275 per acre when calculating other public
sector contract costs.
16
Private Sector ".
HW Standard
Private Landscape Maintenance Costs
$166,617
$151,470
Eliminations (Gross Savings) from Table IX
$266,420
$266,420
Net Savings with Privatization
$99,803
$114,950
Per Act•e (based +w a�i.0 acres).
Private Landscape Maintenance Costs
$3,300
.$3,000
irninations.(Gross Savings) _
$5,277
$5,277
Net Savings per Acre
$1,977
$2,277
I Based on mid -range ($275 /acre) estimates from qualified landscape contractors as well as
the costs from other cities for equivalent work.
The costs for roadside landscape maintenance service is considerably less when provided by
the private sector. This is due to the following: City employees are paid more per hour,
receive more benefits, and work fewer production hours per year than the private sector,
because of greater holidays, vacation, and sick time benefits.
Costs to perform roadside •landscape maintenance according to, IUF time - and - motion studies is
significantly less than the Park Maintenance Division costs for similar work. These standards
utilize hourly rates and time- per -task standards that are proportionally lower than those
reported by the City.
When time- per -task standards only are considered, the City Maintenance Division productivity
is very low. Notwithstanding the differential in salaries and expenses related to salaries, the
City crew would still perform below IUF productivity standards. The. productivity rate at
which the City maintenance crews work is lower than that expected from the private sector.
2.4 Newport Beach v. Other Public Sector
IUF obtained roadside landscape maintenance cost and scope of work data from local cities
using contract crews including Costa Mesa, Irvine, Buena Park, Laguna Niguel. Average
maintenance cost per acre of roadside landscape was $200. Because service level and scope
of work varied, IUF used a high -end figure of $275 per acre when calculating other public
sector contract costs.
16
E
' 3.0 ANALYSIS AND RECOMMENDATIONS
The purpose of this report is to determine how the roadside landscape maintenance costs can
be reduced while still meeting the needs of the City, the residents, and the landscaped areas.
Additionally, both City management and citizens desire a sustained or improved level of care
' and beauty of the roadside landscapes, as well as other areas under the Division supervision.
In this section, information from the Fact Finding section will be discussed and utilized to
' analyze the roadside landscape maintenance service and provide recommendations regarding
privatization and/or improvement upon of these services when performed by City crews.
' In addition to the quantitative analysis, this report will address matters that cannot necessarily
be quantified such as the need for timely, courteous, and dependable service as well as the
need to provide various miscellaneous services. These have been addressed through
' interviews with members of the various crews, Division management, and the review
reporting documentation. Excerpts from interviews with Division personnel and management
staff responses are located in Appendix "A."
3.1 Current City Costs v. Private Sector
As mentioned in the section on Fact Finding, there is no historical empirical data available
exclusively for roadside landscape maintenance from the City. As a result, total roadside
landscape costs have not been estimated and thus, a direct comparison between City and
private costs cannot be made. Division management has however, approximated the
personnel, equipment, materials and supplies that are currently used primarily, to maintain the
roadside landscapes, and thus, can be eliminated with privatization of these 'services. These
eliminations, or savings, comprise part, but not all, of the total cost for roadside landscape
maintenance. The actual cost for the City to perform these maintenance functions are greater
' than the amount eliminated with privatization. Any conclusions regarding privatization must
take this into consideration.
' The current costs for roadside landscape maintenance service as performed by the City of
Newport Beach crews are substantially higher than the same services if provided by the
private sector. The public sector can provide as high a level of quality performance and
' service as the private sector; the public sector cannot, however, offer the same service for a
similar cost due to the salary and benefits package provided by the City and negotiated
between the City and the employee association.
Assuming that all of the current levels of services provided by in -house crews are performed
at least as adequately by a qualified landscape maintenance contractor, IUF recommends that
' the City of Newport Beach privatize this service. This will result in a range of cost savings
to the City of approximately $99,803 - $114,950: This savings figure is based on Table XI
on page 16.
' In interviewing Park Maintenance Division personnel, it was indicated by employees that
various services that fall outside of the normal scope of work or service level of the division
' is often performed by City staff. These services include tasks such as road race and holiday
17
I
L
i
decoration preparation, field set up and modification, etc. Since July 1993, the cost for these
"extra" services have been expended against each event budget, not the Division budget.
Therefore, the cost for this work was not considered in the historical nor projected roadside
landscape maintenance cost estimates. Upon privatization, the responsibility for this work
will continue to be assigned to remaining crews.
3.2 Recommendations for Privatization
Careful attention needs to be given in preparing a request for proposal and/or contract with a
private contractor. A program success or failure will often hinge on the thoroughness of these
documents. When switching over from in -house to contracted service, it is then imperative
for the City to stipulate the entire current and/or expected roadside landscape maintenance
service within the new working agreement, A compromise in the quality or level of service
can lead to dissatisfaction with the new service on the part of the citizenry and City
personnel.
IUF recommends the City explore "piggy - backing" this service onto a contract between a
neighboring city and a landscape maintenance contractor with a proven performance history.
If available, this method will save the City significant cost and time in an RFP, bidding, and
' selection process. Care must be exercised to ensure that any "piggy- backed" bid was as a
result of a competative process and that other current bids from neighboring cities be used as
a comparison.
Integrated Urban Forestry recommends that the City evaluate the contractor's desire and
ability to hire current City employees to perform roadside landscape maintenance in the City
of Newport Beach, if positions are to be eliminated through forced layoff. This arrangement
would be advantageous to the City, employees, and contractor due to the skill and familiarity
of the current employees with the landscaping, and to assist in succession planning and
' transitioning the maintenance contractor into the new job.
3.3 Effects of Privatization
' Privatizing roadside landscape maintenance service will affect the City and its employees.
IUF contends that the positive impacts far outweigh the negative. A summary of these effects
are shown below.
• The Park Maintenance Division will save approximately $100,000 per year, using the
Fiscal Yeat 1994 -95 budget figures.
• Approximately six (6) employees may be displaced from their current job and possibly
rehired with the private company, resulting in a re- organization of the Parks
Maintenance Division.
• With the exodus of some employees, the Division will have a smaller pool of workers
to call upon for special or miscellaneous tasks.
18
' -Specialized employees, such as the Pest Control 'technician, Irrigation Crew Chief,
and the Park Equipment Mechanic, will have a reduced scope of work as they will not
be involved with roadside landscape maintenance.
• The City will lose trained employees; it will' be costly to retrain if the City reverts
back to an in -house program.
3,4 Costs Saving Measures For an In -house Program
If the City continues with the present system of roadside landscape maintenance, potential
' cost savings measures are discussed below. Some of these measures may also be applicable
to the remaining Parks Maintenance Division after privatization. They are not intended to be
recommendations, only considerations for savings. Any actual savings would be achieved
only after the successful analysis and implementation of the change. They include• the
following:
• Negotiate with employees a reduction or reorganization of the hourly pay rate and/or
benefits.
• Offer a performance -based incentive program that will reward productivity with monetary.
incentives. This program would be designed, to effect two goals: a) bring the existing
crew productivity up to IUF standards, and b) afford the (productive) employees the
opportunity to earn approximately their current rate.
• Redesign scheduling and reporting procedures and forms; institute an information system
that tracks maintenance activities, areas maintained, and rates. This can be achieved
through utilizing work flow applications software or customized database or spreadsheet
applications.
• Redesign work flow. Many field duties may be unproductive and replaced with various
consolidated crews or specialized vehicles. Examples include:
Specialty crows. Utilize special equipment and/or vehicles to perform specific tasks.
Utilize vendor delivery service. Eliminate the need for employees to make trips to
stores.
Institute no -work days on days that rain. Personnel can be "on -call' to respond to
emergencies.
• De- specialize the scope of work associated with various job titles. Overlap functions and
retrain where necessary. Share specialized employees with another Division. This will
maximize the productivity of each employee, especially those that will find a decreased
amount of work with the privatization of roadside landscape maintenance (e.g. Pest
Control Technician,'Park Equipment Mechanic).
WE
I
' Fund certain capital improvement projects or capital outlay purchases. The cost for these
improvements can be easily recouped over a few years from savings in operating costs.
1 - Repair or install irrigation lines where watering is currently accomplished by water
truck. This will substantially reduce personnel and equipment costs, especially in the
peak summer months.
- Replace high maintenance plant material such as turf, and "dated" material such as ice
1 plant, with contemporary, low maintenance, low water use plants.
• Utilize computer database management software to provide more efficient scheduling of
1 work, reporting, assessing needs, and management control. The program can be operated
in -house or privatized and can provide significant long -term savings to the City.
1
1
1
1
[]
11
1
1
i
i
i
1
1 20
i
1
I
it
I
APPENDIX "A"
Interview with Park Maintenance Crews and Supervisors
As part of the fact finding performed by IUF, individuals in the 'Park Maintenance Division
were interviewed. IUF interviewed employees from the Park Maintenance Supervisor position
to the Park and Tree Laborer. A broad range of topics were discussed during the interviews.
IUF intent was to glean insights into the operational particulars of performing landscape
maintenance on the City roadside landscapes. Any additional sentiments that the employees
cared to share are also noted below.
Following are paraphrases of statements made by employees during the interview process.
While these statements are intended to accurately represent that which was stated, it is not
intended to be a verbatim transcript of the meetings. No emphasis, tone, or insinuation is
communicated in this reporting. Likewise, IUF has not verified the accuracy of any
statement.
The Park Maintenance Superintendent and Supervisors were given the opportunity to respond
to each statement, Management responses and comments are shown in italics and parentheses
following each statement.
Weation
' ■ Everyone helps with the irrigation system in some way.
■ Water truck services the non - irrigated areas three times per week in the summer. The
application rate using the water truck is accurate with little water wasted. Equipment
Operator I also operates other equipment. (The water truck is operating five days per
week; each non - irrigated area is watered 1 to 3 times per week)
■ No irrigation is scheduled for the weekends to minimize complaints from residents. (This
is true in the parks, but not in the roadside landscape maintained areas)
■ Entire irrigation system is off during the winter. When reactivated in the spring, there are
' many problems to correct such as broken and /or maladjusted heads. (.The irrigation
systems operate less in winter due to weather, but are not turned off. The systems are
fine -tuned each Spring for maximum performance during the Summer season)
C
I
■ No plans to improve inoperable irrigation systems. (The Division is continually upgrading
inoperable irrigation systems as funding permits. Currently, limited capital improvement
funds are available)
Appendix A - Pg. 1 of 5
■ There are no current plans to upgrade the irrigation systems. (The Division is continually
upgrading the irrigation system as submitted to Public Works and City Council as
' evidenced by the proposed "Capital Improvement Projects for 1994 -95'. These requests
were postponed until the City fiscal situation improves.)
' ■ Growth regulators, were tried on Algerian ivy, results were ,not acceptable; ivy is now
manually pruned. (The Division is continually exploring ways to reduce maintenance,
J ncluding using chemicals.)
Other Duties
' ■ Recommend a five day work week, Sunday through Thursday to collect litter on Sundays.
(The Division currently has one employee voluntarily working Wednesday through Sunday
' during the summer, with only litter collection duties on .the weekends)
■ Hardscape is cleaned as needed with the water truck.
1 ■ ,During inclement weather, the crew responsibility is to monitor their areas. (True, crews
assume duties for storm damage and perform other duties such as painting, sharpening
' tools, and cleaning the work areas in bad weather.)
' Appendix A - Pg., 2 of 5
Plant Maintenance
■
Plants collect "road film" in areas equipped with drip irrigation systems; water truck is
effective in cleaning plants.
■
The Division must occasionally devote efforts of all staff towards special projects such as
'
removal of spent Agapanthus flower stalks. The crews like to work together in these
ends. (Simple labor tasks such as stalk removal should be done by temporary day laborers.
Funds are utilized for this purpose and temporary personnel have been so utilized.)
'
■
Use of plant growth regulators only at Library. (Growth regulators were not used at all
this past year.)
■
Roadside landscape mowing has many nuances: navigating traffic, timing around traffic,
avoiding projectiles to be shot from mowers into traffic, etc. (Complications of roadside
landscape maintenance are recognized throughout this study)
'
■
All Groundsworker Its use chemicals daily as needed to resolve small problems. This is
more expedient than deferring to the Pesticide Applicator. (Chemicals are not used on a
•
daily basis by groundsworkers, but only as needed, and then under supervision)
'
■
Weeds or insects are sprayed for only in response to a complaint from a resident, (Weeds
are also sprayed as pan of apreventative maintenance program as time permits)
'
■
Pre - emergent is used only on Bomanite portions of the islands. (Pre- emergent is used as
'
needed to prevent weed/seed germination, not only on Bomanite portions.)
' ■ Growth regulators, were tried on Algerian ivy, results were ,not acceptable; ivy is now
manually pruned. (The Division is continually exploring ways to reduce maintenance,
J ncluding using chemicals.)
Other Duties
' ■ Recommend a five day work week, Sunday through Thursday to collect litter on Sundays.
(The Division currently has one employee voluntarily working Wednesday through Sunday
' during the summer, with only litter collection duties on .the weekends)
■ Hardscape is cleaned as needed with the water truck.
1 ■ ,During inclement weather, the crew responsibility is to monitor their areas. (True, crews
assume duties for storm damage and perform other duties such as painting, sharpening
' tools, and cleaning the work areas in bad weather.)
' Appendix A - Pg., 2 of 5
■ Crews have to perform special duties such as work related to events, e.g., 5k running
races. Not allowed to use overtime, thus must perform extra work in addition to regular
' work schedule. (All special duties are on overtime and charged against the event budget,
not against the Park Maintenance budget. Other scheduled overtime related to
maintenance requires supervisory approval due to budget constraints.)
■ Special concerns include sandbagging during seasonal flooding. (All divisions of General
Services respond to emergencies)
' ■ During any given day, three employees may pick up trash from roadside landscapes.
(Roadside landscapes are checked daily for litter by the area crew or weekend worker.)
■ On Mondays and Fridays, crews concentrate on litter collection.
' Privatization Concems
■ A private contractor will have to find their own greenwaste dump location -- may not use
City. (The City private tree trimming contractor hauls all his greemvaste to a recycling
operation nearby)
■ If funding for private contractor runs out (before the end of the fiscal year), who will pay
for the maintenance through ,the year end? There will be no City crew to fill in this gap.
(Contract will be multi year and pro-rated over the entire year to ensure full maintenance
of roadside areas.)
' ■ Who will supervise and inspect (contractor's) work? ('The remaining Division supervisory
staff, e.g. Park Maintenance Crew Chief, Supervisor, and Superintendent.)
' ■ City usually takes low bids and has prior relationships that it considers. (City does not
always contract with the low bid. In privatizing the tree trimming, the City 'piggy-
backed" onto the contract of a nearby City which also happened to be the lowest bid
' available)
■ Maintenance of the medians in the City of Costa Mesa has been privatized and the
' medians look worse as a result. (Prior to privatization, Costa Mesa medians were in poor
condition due to inadequate City staffing. They have improved recently under a private
contract)
' ■ The response time to citizen requests will be too slow with a private contractor as the
complaints will have to go through too many channels. (The communication channels
' will be the same or less; response time should be the same orfaster. Under the tree
trimming contract, response time has improved dramatically)
' Appendix A - Pg. 3 of 5
' Comments on Sunervisory/Manaeement
' ■ Irvine Ave belongs in part to the City of Costa Mesa. There is some confusion as to who
is in charge of maintaining this area. (There is no confusion. One -half of Irvine Avenue
is maintained by Newport Beach, the other half by Costa Mesa from 17th street to Bay
' Crest.)
■, Crew feels that they are under pressure to complete work and meet the expectations of
' upper management. (This coincides with management's intention to be efficient and
productive)
' ■ Little support from upper management. (Comment not representative of general
employees. Management always tries to be cooperative and supportive)
• (Daily Report) forms are "just filled, out" and do not accurately reflect actual work
performed. (Employees have been instructed to fill out all forms accurately)
'
• Roadside landscapes are considered "second rate" as compared to the level of maintenance
of the parks. (Roadside landscapes are, considered equal or more important than parks due
' to their high visibility)
• The general consensus among staff is that the City does not care about the appearance of
the roadside landscapes but only concerned about "bottom line." (The City does care
' about the appearance of the roadside landscaped areas. These areas receive a high
priority because of visibility and impact on the public image of the City)
■ Upper management does not thoroughly inspect roadside landscapes before accepting
them, e.g., Pelican Hill sewer sunk and staff has been requested to assist the developer to
' "get the job done." (Management notes that there have been problems in the past with the
inspection and acceptance of contractor built landscaping.)
' ■ The ratio of management to labor is too high: 'five managers to twenty five line
employees. (Management consists of 1 Superintendent, 2 Supervisors, and 2 Crew Chiefs
managing a diverse crew of specialists, groundskeepers and laborers in multiple locations.
This subject will be assessed during the Fiscal Year 1995 -96 budget preparation,
parlicularily if privatization results in the loss of six employees)
ui ment
■ Equipment that makes their jobs easier have been taken away. (Management requests
specifics. However, crews were recently issued leaf blowers and mechanized trimmers to
speed operations.)
' ■ Upper management recommends that the crew use light duty line trimmers for one year
and then dispose instead of purchasing, commercial grade equipment. Light duty
equipment requires "cool down" periods that are unproductive. (Currently evaluating non-
, commercial grade of string trimmers.)
Appendix A - Pg. 4 of 5
Personnel
' ■ Performance of the work crews is determined by what the landscape looks like.
(Landscape appearance is one of many criteria when evaluating the perfomrance of a crew
or an individual.)
' ■ "Pride of ownership" motivates the crews.
' ■ "Lateral" communication between -Crews works very well in preventing and solving
problems.
' ■ Crews are rotated every six months to prevent "burn- out." (Crews are rotated as needed.)
■ Areas and scope of responsibility continues to grow without the adequate manpower and
equipment. (All City staff are assuming greater responsibilities due to fiscal constraints)
■ Crews will stay in an area and work parks and roadside; landscapes together. (Crews work
in geographical areas and cover all parks, roadside landscapes, facilities, medians, and
paseos in their area)
' ■ Groundsworker.'II determines irrigation schedule. Feel that any job can be performed by
this classification level. (Irrigation programs are continually reviewed by the Supervisors
and Crew Chiefs)
I
i
I
Appendix A - Pg.. 5 of 5
Item 8
GENERAL SERVICES DEPARTMENT
PARK & STREET TREE DIVISIONS
Date: August 22, 1994
To: Parks, Beaches & Recreation Commission
From: General Services Director
Subject: COCO PALMS BALBOA BOULEVARD
This report is in response to an inquiry by Commissioner
Schonlau regarding planting Coco palms (Coco nucifera) on Balboa
Boulevard in the median planters.
Staff has reviewed the site and has found the following:
1. The majority of the planters are densely planted with
natal plum shrubs. These shrubs would have to be removed
before any additional plant materials could be introduced.
2. After some discussion with the Traffic Engineering
Division of Public Works oncoming traffic visibility for
left lanes is a concern. Traffic visibility would be
obscured.
3. The Coco palms are not available in containers other than
2 gallon at a cost of approximately $30.00. Planting
height of these palms would be approximately one foot of
trunk and 3 -4 feet of fronds.
Staff recommends that this area not be considered due to the
above reasons. Staff could explore other alternate sites for
the potential planting of the Coco palms.
Very respectfully,
David E. Niederhaus
Item 10
• Community Services Department
0
0
To: Parks, Beaches and Recreation Commission
From: Ad Hoc Budget Committee: Phil Glasgow, Jo Vandervort and
Cherie Hart
Subject: 1995 -96 Fiscal Year Capital Improvement Projects
The Ad Hoc Budget Committee met on August 16,1994.
The following projects were discussed and are recommended to be included
in the next fiscal years Capital Projects list:
Inspiration Point - Hand Rail for the disappearing path ....... $30,000.00
Castaways Design - .......$65,000.00
Bonita Creek Park Improvements ........$50,000.00
Cherry Tree Planting
The committee felt that the Cherry Tree Planting should be included in
the 1995 -1996 .projects list with an amount to be determined with the
assistance of the General Services, Park Division staff. Staff advised
the committee that the property identified as a possible site for this
planting, above the new library site, is not yet city property.
��
0
•
n
LJ
Item 11
COMMUNITY SERVICES DEPARTMENT
DATE: September 1, 1994
TO: Parks, Beaches and Recreation Commission
FROM: LaDonna Kienitz, Community Services, Director
RE. REVIEW OF I SERIES POLICIES
The annual calendar for the Commission calls for a review of the policies of the
Department. All City policies were reviewed.and revised in 1993, and the new
policy manual approved by the City Council on January 24, 1994.
The annual City Council policy review is now scheduled for February .1995,
providing the Commission additional time for their review.
Comments
Policy I -1 Park Fee Policy
Extensively reviewed in spring by both City Council and
Commission and approved by'City Council' on June 27, 1994.
Policy I -2 Instructional Recreation Activities
Staff has been requested to make some amendments to this
policy.. When drafted, it will be presented to the Commission
for review.
Policy I -5 Oasis Senior Center Operation and Relationships
Where is a typo in "Facility Use and Scheduling, Items 2 and 5.
(1) Recommend change to "in accordance with the Council
Policy for establishing the use, priorities and fees for facilities "; or
(2) Make no change now, and amend when the Use Policy is
added to the City Policy Manual.
Policy I -6 Community Theatre Policy
Same error as in Policy I -5 under "Facility Use and Scheduling."
al
CA
b
'Item 12
• General Services Department
Park & Street Tree Divisions
August 1994 Progress Report
Park Division activities report for the month of August:
1. Staff will be coordinating the installation of mower ramps by
City, concrete crew for safety access for mowing operations
throughout the City.
2. The annual field line markings at all athletic fields was
completed for upcoming football and soccer season.
3. Groundcover and shrub replacement plantings were completed on
West and East Pacific Coast Highway medians. This project also
included planting palm tree placements on the arterials on West
Pacific Coast Highway.
4. The City wide aerification program is 50% complete at various
athletic fields.
• 5. Two benches were installed, one at "L" Street Park and the
other at Larkspur Avenue and Ocean Boulevard in Corona del Mar.
Upcoming Activities for September
1. Fertilize all athletic fields on a City -wide basis.
2. Complete the aerification of City athletic fields.
3. Bench installations will be completed at Cliff Drive Park,
Lookout Point, Ocean Boulevard, West Pacific Coast Highway and Lido
Park.
4. The planting of the slopes with native plants at Cliff Drive
Park will be initiated with volunteers.
The Tree Division Activity Report for the month of August is as follows:
In August 532 trees were trimmed (222 by staff, 310 by West Coast
Arborists) 15 trees were root pruned, 7 trees removed, 12 trees
planted, 18 emergency calls were responded to regarding trees.
. 1. Seven trees were removed at the following locations:
3�
600 Narcissus Ave. 2 trees due to property damage
• 1358 Sussex Lane '1 tree due to property damage
2737 Alta Vista Dr. 1 tree due to property damage
919 Bayside 3 trees due to property damage
2. Twelve trees were planted at the following locations:
1 -15 gal. Liquidambar Irvine Terrace Park
1 -24" box Eucalyptus citriodora PCH- Pelican Wall
10 -24" Box Windmall Palms West PCH arterial & medians
3. In addition, City staff worked, extensively with the Concrete
Crew on root pruning for sidewalk, curb and gutter replacement
throughout the City.
4. West Coast Arborists has begun trimming in the Westcliff area.
However, the contractor will be limited to trimming 315 trees each
month for the remaining ten months of the year, based on the
current operating budget. The Westcliff and Eastbluff areas are
the remaining scheduled neighborhoods to be trimmed for the
remainder of this fiscal veark
•
0 31
Item 13
COMMUNITY SERVICES DEPARTMENT
Recreation Division Report for August
Youth Services
The summer Drop in program is coming to a close; fall staff members are
preparing for the school year. The school year sites will include Mariners
Park, the Community Youth Center, Newport Elementary and Newport
Heights. Each of the Recreation Leaders working on the drop in sites will be
attending an in- service training this week with their, supervisor, Dave
McConnell.
The Youth Sports will begin its new year with the Flag Football season.
Practices will commence on 'September 12th.
Aguatics
The summer swim lesson program came to a very successful close this month.
The warm weather brought the recreation swim participation levels up to the
"old days" standards when the pools had such amenities as diving boards.
There were 8,000 swimmers this season.
The NBAC Swim Team and the Jr Water Polo teams also concluded a very
successful summer season with 120 registered swimmers.
Adult Snorts
Summer softball leagues ended on August 15th. The Fall season will begin
September 12th with a record number 130 teams using four fields.
The Summer basketball program will be completed this week; the Fall
program beginning September 12th with 64 teams.
Two sand volleyball tournaments drew over 70 teams this past month at the
Corona del Mar State Beach. The next grass tournament is'September, 5th at
Mariners Park.
0 3'�,
Contract Programs /Special' Events
The summer classes and programs also ended this month with good
participation. Approximately 5,173 participants took part in the programs.
More popular classes included: Gymnastics with 290 children; Surfing,
170; Horseback Riding, 67; Beach Camp, 210; Sailing, 265; Tennis, 400;
and the new Judo class offered through the Newport Beach Police
Department with 40.
The Balboa Music and Arts Festival is September 10 at Peninsula Park. The
day will be full of music, entertainment provided by our children's dance
classes, and over 50 arts and crafts vendors.
The same weekend our Rusty Pro -Am Surf Championship will be going on
at 54th Street. This event draws approximately 150 local surfers.
0
• 3�
\ I_
1
• SENIOR SERVICES DIVISION
AUGUST 1994 ACTIVITIES REPORT
August is a planning month for Oasis staff - development of new classes,
scheduling new events and preparing publicity. New classes include:
Chinese brush painting
Life history
Self improvement through ancient art forms
Hand paper making
Art history
Women's Financial Information Forum
The social service programs have increased with more case management and
counseling requests. Staff have found that more family members have been
utilizing our services than previously.
The Eldercare, program has been full for the past 2 months after an article was
placed in the Oasis newsletter regarding this medical screening program. People
can take advantage of a free health evaluation from a public health nurse, provided
by a grant to the County Health Department.
The Oasis 24 passenger travel coach returned to the Friends of Oasis, who traded it
in for a new 27 passenger bus. The old Van had many breakdown problems
leaving the seniors stranded. Everyone is hoping that this new bus will perform
better.