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CITY OF NEWPORT BEACH
OFFICE OF THE CITY MANAGER
April 12, 1976
STUDY SESSION ITEM NO
TO: MAYOR AND CITY COUNCIL
FROM: City Manager
SUBJECT: MANAGEMENT AUDIT
The first Management Audit performed by the Management
Services Division of the County of Orange has now been completed
on the City's Parks, Beaches and Recreation Department. In my
opinion the recommendations made by the Audit are realistic and,
for the most part, can and should be implemented by the City.
The Audit cost $7,333.12, with the first year savings approximat-
ing $21,000 to $26,000. The second year savings will approximate
$30,000.
Attached members of the City Council will find: --
1) A copy of the Audit;
2) The response from the Parks, Beaches and Recreation
Director; and
3) A chart showing the recommendations, responsibilities
to implement, and date of implementation.
These attachments, and particularly the third attachment,
will be discussed in greater detail during the study session of
April 12th.
ca�,j a LUL,
RLW:mn ROBERT L. WYNN
Attachments:
s
CITY OF NEWPORT BEACH
By PARKS, BEACHES & RECREATION DEPARTMENT
March 31, 1976
TO: 'ROBERT L. WYNN, CITY MANAGER
FROM: Calvin Stewart, Parks, Beaches & Recreation Director
SUBJECT: MANAGEMENT AUDIT
Following is my response to the recommendations made by the Management
Services Division, County Administrative Office, County of Orange, for
the Parks, Beaches and Recreation Department.
Administration
The current organizational structure should be changed.
Response. The Auditors recommend that the position of Senior
Recreation Supervisor be eliminated and that the three remaining
Recreation Supervisors report directly to the Assistant Director
of Parks, Beaches & Recreation. I will agree that the Department
can survive without this position, but I would rather suggest that
it be reclassified to Recreation Supervisor and that four positions
be retained until at least January 1, 1977 to allow time for attri-
tion to take place. Also, under Recommendation "' Recreation Di-
vision, the Auditors recommend that a study be made to implement
new programs for teens, senior citizens, handicapped, etc. Imple-
mentation of these types of programs would be impossible if one
Recreation Supervisor position is eliminated. At present the Rec-
reation Supervisor workload is divided between: tennis; aquatics
and boys sports; girls sports and special instructional classes;
adult sports and total recreation program supervision. The latter
is the Senior Supervisor position and I agree that it could be re-
classified. However, total elimination would result in a decrease
in service to the citizens of Newport Beach. If elimination of one
Recreation Supervisor is approved, an amount of $10,000 in part -
time salaries will be required to absorb the personnel loss inflict-
ed by this deletion. This would still result in an annual saving
of $10,000±,
A second recommendation concerning personnel relates to supervision
in the Park Division. It was suggested that one Park Foreman posi-
tion be deleted and that the Tree Foreman assume some of the Super-
visor responsibilities in the Park Maintenance Section. It was also
suggested that 50% of the Park & Tree Foremen time should be spent
actually working with their crews and the other 50% be used in super-
vision. This would result in a decrease in field supervision, but
would increase, to a degree, the physical work in the field. I can
agree that this procedure should be given a try, but I also agree that
Page -2-
the second Park foreman position should be funded in case we have
to fall back to that organizational structure.
The Department should document Administrative decisions.
Response. This is being done to a degree, but not to the degree as
recommended by the Auditors. I agree with the recommendation.
3. The Department should obtain Administrative training for its
Supervisors.
Response. I agree with the recommendation.
4. A clearer understanding of the Community Recreation Agreement
with the Newport -Mesa Unified School District should be developed.
Response. The report lists several items such as (a) use of civic
center funds, (b) mutual aid, (c) use of City funds on School District
property, such as joint participation in lighting projects, replacing
tennis nets, resurfacing tennis courts, etc., that are not covered under
the current Joint Powers Agreement. The mutual assistance programs have
occurred in past years on a gentlemen's agreement basis. If these are
to be formalized, perhaps a better understanding or even a total document
revision would be desirable.
The Department needs to form a closer liaison with other agencies
having common functions.
Response. I agree with the recommendation and will exert the necessary
effort to consult with other agencies in the area offering similar
recreation programs other than cities. We already consult regularly
with other community park and recreation departments regarding programs,
maintenance, etc.
6. Classification for the Clerical Staff should be reviewed.
Response. The Auditors recommend that since the staff does little
dictation, one of the two clerical positions should be reclassified to
a Typist Clerk level. The P, B & R Department has two clerical positions
(one Steno Clerk I and one Secretary). This is minimal considering the
fact that the workload for the clerical staff is generated by a minimum
of eight P, B & R personnel. Work is also generated by the P, B & R
Commission. Also, the clerical workload created from recreation regis-
tration is voluminous. If the title "Steno Clerk I" is inappropriate,
I would suggest that another title such as "Assistant Secretary," "Rec-
reation Registration Specialist" or some title commensurate with the
workload be instigated as has been done in other departments. I cannot
agree with a downgrading of the only two clerical positions that exist
in the P, B, & R Department and would only agree to such a reclassification
after subsequent surveys show that similar reclassifications are recom-
mended for other departments. It is interesting to note that the Auditors
recommendation was made without one word of discussion with the clerical
help to determine duties, workload, job assignments, etc.
Page -3-
Cost Center reports should be modified to be more useful to
department management.
Response. The Cost Center report is a very important management
tool for the department to work with. I would agree to any process
to make it more viable and effective.
Private office space should be provided for the Assistant Director.
Response. I couldn't agree more. It is a decided handicap to work
in an open office surrounded by clerical staff.
There should be an evaluation of the current practice of providing
assigned City cars as opposed to paying a mileage allowance.
Response. As recommended, an analysis will be made to determine the
miles that are put on City cars annually during the course of City
business. If they do not meet the standards recommended by the Auditors,
the cars will be relinquished and an appropriation for mileage will be
recommended. I will assume, however, that this action will apply to all
other departments having personnel who use City vehicles.
II. Parks Division
The Department should reevaluate its present position concerning
maintenance of certain properties.
Response. At present, City policy states that City maintenance will
not be provided on certain traffic medians and on certain parkways.
Through precedent, and before adopted policies, a few of these areas
were maintained. Examples are: traffic medians on Lido Isle and in
residential streets; parkways in Irvine Terrace and Cameo Shores where
ice plant grows over curbs on to public streets. Normally, the City
does not provide maintenance to similar areas in the City and I agree
that City maintenance should be discontinued in these instances. The
immediate Homeowner Associations should bear the responsibility. I
will prepare a list identifying all areas that we presently maintain
that fall into this category.
Reponse to public inquiries regardingiree maintenance should be on
more scheduled basis.
Response. The Auditors suggest that field investigation of citizen
complaints regarding tree problems should occur on Fridays only, except
in cases of emergency, and that the requested work be performed the
following Friday. We presently have a two month backlog of requested
work and would, therefore, be unable to respond to new work within the
suggested week. We can delay the response time to investigate complaints,
however, thereby making more productive use of the Tree Foreman's time
during the week. This action could result in a decrease in the level
of service and might be discontinued if found to be unsatisfactory. The
Auditors suggestion to have the Tree Foreman physically do tree work 50%
of his time would be better implemented,though,if this suggestion were
followed.
Page -4-
Maintenance of selected City property by private contractors
should be pursued.
Response. The Auditors suggest that the City should consider contract-
ing the maintenance of some of the sites that we have that are the most
difficult to maintain. After attending several meetings on this sub-
ject, I agree with the concept. In the near future I will forward to
you a list of the sites that I feel would be advantageous for the City
to put under contract maintenance, thereby reducing the overall annual
cost.
4. Security at the Corporation Yard should be improved.
Response. The Auditors indicate that large quantities of fertilizer
and sprinkler system supplies are not as protected as they should be
and are subject to theft. The P, B & R Department has submitted Capital
Improvement proposals each year for the past three years to construct
sheds to house the subject materials. Each year our proposal is deleted
for budget balancing purposes. I understand that our request for sheds
in the 1976 -77 budget has also been deleted for budgetary reasons. I
agree with the Auditors and hope that some day we will be able to con-
struct the desired storage sheds.
Inventory control procedures should be better defined and written.
Response. The Auditors suggest that the Finance Department work with
P, B & R staff to develop controls on major inventories. I agree with
the recommendation.
Work standards and staffing levels should be established.
Response. The Auditors indicate that the City has never developed a
time standard measurement and because of the diverse operation of Park
Maintenance, do not suggest such a study. I'm not so sure that such a
study wouldn't have great beneficial rewards for the City, and would
look forward to working with such a program when the necessary funding
is available. Presently, such a study costs about $60,000. Perhaps
the studies of Long Beach, Anaheim and the County of Orange might
supply valuable information for our purpose; if not, I would be very
receptive to an outside study of our Park and Recreation operation.
III. Recreation Division
There needs to be a formal periodic evaluation of fees for the self -
supporting program.
Response. The Auditors suggest that fees for existing self- supporting
programs are too low and should be reviewed periodically to insure that
programs are, indeed, self- supporting. I agree with the recommendation
and will consult with the Finance Director to determine which classes
require a fee adjustment.
Page -5-
2. A study and evaluation of new programs for the Recreation Division
should be made.
Response. The Auditors suggest that an investigation be made to deter-
mine whether or not the City should implement new programs for teens,
senior citizens, handicapped, job placement and other community services.
Expansion. of these programs will, of course, cost money and at such
time that the City is ready to expend the necessary funds, I believe
that P, B & R is the appropriate department to implement the programs.
3. Consideration should be given to charging a fee for two classes
currently offered free.
Response. The City offers two programs that are available to the citizens
free of charge. They are badminton and open gym. In neither case is in-
struction given. Participants use school facilities and we provide a
building attendant. The Auditors indicate that since adults participate,
a fee should be charged. I don't agree, but would impose a nominal fee
for these two programs if so directed.
CS:mm
CALVIN STEWART
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1
' MANAGEMENT AUDIT REPORT
OF THE
1 PARKS, BEACHES AND RECREATION DEPARTMENT
CITY OF NEWPORT BEACH
1
'1 I
1
1
1
1 Prepared by
Management Services Division
County Administrative Office
County of Orange March 1976
11
TABLE OF CONTENTS
PAGE
PURPOSE AND SCOPE
1
SUMMARY
2
DEPARTMENT ORGANIZATION
4
ADMINISTRATION
Organization
5
Audit Detail - Recommendations
6
PARK DIVISION
Organization
13
Audit Detail - Recommendations
13
RECREATION DIVISION
Organization
17
Audit Detail - Recommendations
17
PURPOSE AND SCOPE
At the request of the City Manager a management audit of the Parks, Beaches and
Recreation Department was performed to evaluate effectiveness of the Department's
operation. This included determination of whether the Department is complying
with applicable laws and regulations, managing and utilizing its resources in
an economical and efficient manner, and whether desired results are being achieved.
To accumulate the necessary information for legal compliance analysis, we reviewed
certain California codes, City Council Policies, and the Newport Beach Municipal
Code. For the review of efficiency and economy of operations we wanted to determine
if the Department gives consideration to conservation of resources and minimum
expenditure of effort. We looked for examples of procedures that are ineffective
or more costly than justified, unnecessary duplication of effort by employees or
organizational units and inefficient use of manpower or equipment. To determine
whether desired results are achieved, we considered the Department's goals and the
validity of methods used in measuring attainment of those goals.
The objectives of the audit were accomplished by reviewing numerous City and
' Department files and manuals, interviewing and questioning employees at all levels,
visiting parks and other facilities maintained, observing Department operations
' and submitting a management audit questionnaire to the Department Director and
reviewing his responses to our questions.
I
11
f
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CI IMMADV
The Department has provided the citizens of Newport Beach with a good park system and
an adequate recreation program at a reasonable cost. Areas for which Parks, Beaches
and Recreation has maintenance responsibilities have increased in the past year and
maintenance has been performed without a commenserate increase in staff and cost.
Although previous maintenance levels have not been maintained, maintenance is still
performed at a satisfactory level. We believe that in both operational areas, park
maintenance and recreation, the staff has provided a conscientious level of perfor-
mance. However, the Department has been, in many ways, slow to respond to growth
and to changing expectations by the public and City officials. The Department
should strive to become more proactive than reactive in its management style.
We have recommended a Department reorganization to correct deficiencies in the
existing organizational structure and management. The Department was reorganized
two years ago and anticipated benefits were not realized from that change. Addi-
tionally the sharing of recreation facilities with the Newport -Mesa Unified School
District requires an in -depth analysis. We believe the potential exists for more
favorable interpretation and cooperation especially with maintenance costs, capital
costs, and coordination of facility use and recreation programs.
We have concluded that the Parks, Beaches and Recreation Department is overall an
adequate operation. We believe the recommendations shown below will assist the
Department to correct deficiencies and improve operations.
RECOMMENDATIONS
ADMINISTRATION
1. The current organizational structure should be changed.
2. The Department should document administrative decisions.
I
-3-
3. The Department should obtain administrative training for its supervisors.
4. A clearer understanding of the Community Recreation Agreement with Newport -
Mesa Unified School District should be developed.
5. The Department needs to form closer liaison with other agencies having
common functions.
6. Classifications for the clerical staff should be reviewed.
7. The cost center reports should be modified to be more useful to Departmental
management.
8. Private office space should be provided for the Assistant Director.
9. There should be an evaluation of the current practice of providing assigned
City cars as opposed to paying a mileage allowance.
PARK DIVISION
1. The Department should reevaluate its present position concerning maintenance
of certain properties.
2. Response to public inquiries regarding tree maintenance should be on a
more scheduled basis.
3. Maintenance of selected City property by private contractors should be
pursued.
4. Security at the Corporation Yard should be improved.
S. Inventory control procedures should be better defined and written.
6. Work standards and staffing levels should be established.
r '
-4- I
RECREATION DIVISION t
1. There needs to be a formal periodic evaluation of fees for the self- ,
supporting program.
2. A study and evaluation of new programs for the Recreation Division '
should be made.
3. Consideration should be given to charging a fee for two of the classes ,
currently offered free.
DEPARTMENT ORGANIZATION
The Parks, Beaches and Recreation Department (PB &R) is responsible for the following
functions:
a) Operation and control of all parks and recreational facilities
over which the City exercises jurisdiction.
b) Landscaping and maintenance of City parks, parkway trees, and planted
areas on City owned property, easements and rights of way.
c) Planning, coordination and direction of community recreational
activities.
d) Master planning for the acquisition and development of park and
recreational facilities.
e) Maintaining liaison with officials of the Newport -Mesa Unified School
District to coordinate use of facilities for recreation programs.
The legal authority for these duties is the Newport Beach Municipal Code, Section
212.09 which places the Department under the Parks, Beaches and Recreation Director
and gives him responsibility as enumerated, above.
y
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Inclusion of "Beaches" in the Department title is nominal. The City's beaches are
operated and maintained by other departments.
The Parks, Beaches and Recreation Commission functions as an advisory group to the
City Council. PB &R provides staff assistance to the Commission, but administratively
reports to the City Manager.
The Department is divided into three divisions: Administration, Park, and Recreation.
The present organization is depicted in Exhibit I, following this page.
The Administrative Division, in addition to directing the operating divisions, provides
long range planning, liaison with Newport -Mesa Unified School District, a clerical
pool, and staff support to the Parks, Beaches and Recreation Commission.
The Park Division maintains public right of way, landscaping, parks, and other public
facilities. Functionally, it operates with separate units for park maintenance and
tree maintenance.
The instructional recreation program operated by the Recreation Division is directed
' by City Council policy to recover full costs plus additional amounts for administrative
overhead and for tennis court development. Additionally, there is a youth recreation
program for which fees may be charged, but which do not recover full cost. (See
Recommendation No. 3, page lE).
iAdditional information on the operation of each division can be found in the following
sections of the report.
ADMINISTRATION
ORGANIZATION
Administration consists of the Director, Assistant Director, Landscape Planner and
two clerical positions. The Director has two people reporting directly to him;
the Landscape Planner who is largely involved in park design and development planning,
I and the Assistant Director. The Department has two clerical positions, a Secretary
and a Steno Clerk I who perform typing, telephone answering, recreational registration
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and a wide variety of general office procedures.
The Assistant Director has responsibility for the two operating divisions. He is
also responsible for general office administration and for budget compliation.
' He serves in an advisory capacity as staff liaison to various Citizens' Advisory
Committees (e.g. Bicycle Trails Citizens' Advisory Committee and the Litter
Control Citizens' Advisory Committee). Both he and the Director are ex- officio
members of the Parks, Beaches, and Recreation Commission.
AUDIT DETAIL - RECOMMENDATIONS
I1. The current organization structure should be changed.
1 The organizational structure currently has 10 administrative /supervisory
positions and 35 worker level positions. Additionally there are a large
number of part time recreation leaders and related positions and numerous
contract instructors. There appears to be a more than necessary number
of administrative and supervisory positions. This situation appears in
' varying degrees throughout the organization.
Because of this situation and the fact that the perceived benefits of
the previous reorganization have not materialized we recommend a
1 further reorganization. An integral aspect of our recommendation is
the redefinition of reporting relationships and job responsibilities
for the Director, Assistant Director, Park Supervisor, Recreation
Supervisors and Park Foremen, as discussed below.
' There are various organization alternatives which might serve to remedy
many of the problems we observed. Two alternatives are proposed. We
recommend Alternative No. 1 because it should result in a more responsive
organization with improved communications and more efficient personnel
utilization.
Alternative No. 1. This organization is shown in Exhibit II, on the following
page. As shown, the major change is the elimination of the Senior Recreation
Supervisor position. The Recreation Supervisors are. experienced people.
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The programs offered are static. Exploration and evaluation of new program
areas would best be handled by the Assistant Director because of his contacts
in the community and in the City government unit. The reorganization in
June, 1974 placed the bulk of administrative duties with the Assistant Director.
These factors obviate the need for an interim level between the Recreation
Supervisors and the Assistant Director.
Alternative No. 2. This alternative would eliminate the Assistant Director
position. In effect this would be the traditional organization with a Park
Supervisor and a Recreation Supervisor reporting directly to the PB &R Director.
However, a central figure is necessary to provide continuity for daily operations.
Inasmuch as the Director is primarily involved in public contact and PB &R
Commission contact he is not always available for emergency decisions. The
Assistant Director position is necessary to provide adequate staff direction.
For implementation of Alternative No. 1, deletion of the Senior Recreation
Supervisor, job responsibilities must be redefined. Both the Senior Recreation
Supervisor and the Park Supervisor have operated relatively autonomusly.
They do not appear to have significantly benefited from the July, 1974
reorganization which created the Assistant Director position.
Additional emphasis should be placed on the planning role in the Director and
Assistant Director positions. The Assistant Director position should be
restructured to provide improved administration and leadership. The function
of the Assistant Director, as "operations manager ", should be more clearly
defined and communicated to subordinate supervisory positions. He should be
more involved in the daily decisions and operational activities.
During the course of this study one of the two Park Foremen positions was
vacated. We recommend that, for the present, the position remain budgeted
but unfilled. The Park Supervisor's job should be revised to allow him to
act also in the Foremen role, in which he checks crews, inspects facilities,
etc. as a part of his duties. Additionally, reporting and job responsibilities
between the Assistant Director and the Park Supervisor should be clearly defined.
in
The primary role of the foremen has been designated supervisory. They
tended to check on their crews at least daily and usually more often.
Time spent on actual labor varied from two to three hours a day. In
addition to the three foremen (two Park, one Tree), there is also an
Assistant Tree Foreman who does in fact act as a leadman. The Park Fore-
men should function more as leadman with increased emphasis on working
with his crews. To facilitate this, the Park Supervisor would share some
of the present foreman duties of checking on crews and inspecting facilities
We believe that the foremen should spend no more than 50% of their time in
supervision and no less than 50% in working along with their crews. The
level of supervision thus provided should be adequate.
The Department has requested two Groundsman Gardener III positions. We cannot
support this request. We believe that the Foremen can continue to properly
supervise the work crews even while changing to a crew leader concept. In-
creased responsibility on the Groundsman Gardener II's to review and report
on their geographic responsibility areas should be developed. Additional
reliance can be placed on the Groundsman Gardener II's to evaluate and report
conditions in their areas and to be stronger task leaders. The Director
indicated in his response to our audit questionnaire that, "In the park field
each Senior Groundsmen (Groundsmen- Gardener II) is responsible for a geo-
graphical segment of the City." This responsibility should include small
crew supervision, with the Foreman supervising large crews on special jobs.
2. The
should document administrative decisions.
A number of budget and policy decisions we reviewed lacked proper documen-
tation, thus making it difficult to determine if proper decisions had been
made. The following examples are of varying importance and should be pursued
in accordance with their relative priorities. It is vital to follow up
decisions in a manner appropriate to the subject matter and to insure
realization of goals through planning and direction.
a. The reorganization which took place in 1974 was not supported
with a significant statement of purpose nor was there communi-
cation to those affected. Lacking a statement of purpose, goals,
11
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responsibilities, and objectives, it is not possible to evaluate
achievement.
b. Bids were solicited for facility maintenance of Irvine Terrace
Park. Documentation of the costs for City provided maintenance
were not available. The pros and cons of contracting out were
not formally pursued. Lacking the above information, it was not
possible to adequately evaluate whether the most appropriate
decision was made.
C. The Department of Community Development report of February 25,
1974 projected that PB &R revenues would not be adequate to
maintain new development in accordance with the Open Space
Element of the General Plan. PB &R does not have documented
detail of the costs used in this report. The report utilized
a uniform cost of $2,800 annually per acre regardless of type
of facility - park, paseo, or city facility. The Department
has not updated nor has plans to update this data. This is an
important element of planning and direction for the Department.
d. In the budget request for the '76 -77 fiscal year the Department
identifies new funds to separate component units of a currently
self contained tree trimming truck rig. While we believe this
may be a sound idea, we feel that justification should be presented
in terms of a cost - benefit analysis. An exhaustive research is
not required; a brief analysis detailing the functional changes,
time savings projected to dollars, and all costs properly related
should show the expected benefit over a specific time frame.
3. The
should obtain administrative trainino for its supervisors.
PB &R supervisory staff would be helped by guidance in some of the management
skills - planning, setting goals, communications, accounting, formulating
policy, and decisions. Guidance could be provided both on the job and
from various class /seminar offerings. Other City departments should be
0
-10-
contacted to provide guidance (e.g. City Manager and Finance).
4. A clearer understanding of the Community Recreation Agreement with Newport -
Mesa Unified School District should be developed.
The City and School District -ave contracted to share facilities and to
cooperate with each other in development and execution of community recreation
programs. The School District levies a tax to fund this activity. This tax
rate of ten cents per one hundred dollars of assessed value provided $880,000
of budgeted expenditure for 1975 -76. Since Newport Beach constitutes approxi-
mately 60% of the School District, equitably $528,000 might be designated
for use in the City.
The City has jointly funded several recreation facilities with the School
District. If funds have been diverted from City recreation purposes,
clarification of the provisions of the contract could provide a significant
funding source.
The School District and City share maintenance of various joint use facilities.
Under one provision, they alternately provide lawn maintenance for the total
shared facility. In certain instances the City provides the entire lawn
mowing (because they feel the District's level of maintenance is inadequate).
The level of service should be explored with the City Manager. If it is too
low, alternative arrangements with the District should be pursued.
The contract provides for cooperative development and execution of a recreation
program. The District and the City appear to be sharing facilities but not
to be working together on a unified recreation program. The two parties
should evaluate overall community needs against their individual programs
and mutually develop a coordinated working plan.
The contract provides that the City is to pay for expendable supplies, but
that equipment and appurtenances on school property are to be provided by
the District. The City pays for certain equipment items on school property
such as tennis court nets, windscreens, etc.
-11-
Recreation supervisors indicated they often have classes on school facilities
canceled with inadequate advance notice. The contract appears to require
that such cancellations require seven days notice.
A task force of the City Manager, City Attorney, and the PB &R Director should
determine what they are entitled to with the Newport -Mesa Unified School District
Agreement. They should meet with the District and pursue an equitable and
beneficial interpretation and agreement.
5. The Department needs to form closer liaison with other agencies having common_
functions.
The Department has membership in various parks and recreation associations.
There are several contact points with nearby cities and with the Newport -
Mesa Unified School District. However, we believe relationships should be
expanded to provide greater sharing of experiences and equipment. Activities
in both recreational and park areas should be shared as to experiences and
new developments. Some equipment is presently shared with the School District.
This sharing is for lesser used equipment items and there is other equipment
which is under utilized and could be shared with other agencies. The primary
example of such equipment would be the lawn mowing equipment used on only one
regularly scheduled day each week. In all probability both the Newport -Mesa
Unified School District and the City of Costa Mesa have similar equipment
that is probably used a similar amount on a regularly scheduled basis.
6. Classification for the clerical staff should be reviewed.
The Department has one Secretary and one Steno Clerk I. Since the staff does
little dictation it appears that one of the positions should be more properly
classified at a Typist Clerk level. We recommend that a reclassification
study be done at the discretion of the Personnel Department.
7. The cost center reports should be modified to be more useful to Department
management.
In determining the cost of various functions within the Department and for
-12-
substantiating various cost studies, there should be greater use of the cost
center report. To be a fully viable tool, the cost center report needs to
be programmed to provide meaningful levels of subtotals. Also the captions
need to break by project rather than by page. Input control for labor hours
should be developed to control data into the system. Guidance and assistance
should be sought from the Finance Department in bringing about these changes
and in the use of the cost center reports as well as in using the data in
preparing various analyses.
8. Private office space should be Drovided for the Assistant Director.
Currently the Assistant Director is situated in a public area of the Depart-
ment's main office along with two clerical positions. This situation is not
appropriate to the demands of his job which require detailed analyses with
minimal disruptions, conferences with staff and with persons external to the
department, and with disciplinary situations.
9. There should be an evaluation of the current practice of providing assigned
City cars as opposed to paying a mileage allowance.
The Department has assigned City vehicles to six persons: the Director,
the Assistant Director, the Senior Recreation Supervisor, the Park Super-
visor, the Park Foreman and the Tree Foreman. We were informed that
several of these vehicles are little used and average only about 5,000
miles annually. Reducing mileage by home to work distance would result
in an average mileage for city business of 3,000 to 3,500 miles annually.
For the low use vehicles, consideration should be given to having employees
use their own vehicles. With current reimbursement to employees at 13 cents
per mile for 3,500 miles, this equals an annual expenditure of $455. This
is likely to be well under the cost of the City owning the vehicle. The
City might want to consider paying the employee a minimum reimbursement
monthly for those situations where the employee is required to provide his
own vehicle, but low mileage is actually driven.
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Obviously this consideration is meant to apply only to low mileage passenger
vehicles and not to special requirement vehicles such as the pickup trucks
driven by the foremen.
PARK DIVISION
ORGANIZATION
The Park Division is supervised by the Park Supervisor. The Division has two sections,
Tree Maintenance and Park Maintenance. The Tree Foreman supervises one section which
consists of four tree trimming crews. Each crew consists of two men generally equipped
with a truck, an aerial hoist, and a clipper. The Assistant Tree Foreman works
with the crews and also provides training. The crews trim and maintain trees and
inspect trees for damage, parasites, deterioration or threat to property.
At the time of our examination, the Park Maintenance Section was supervised by two
' Park Foremen, each responsible for a geographical area of the City. One foreman
was responsible for the mowing crew and Division's mechanic while the other
' foreman was responsible for the chemicals crew. Shortly after our examination
the two positions were operationally combined to one foreman. The other foreman
' position was retained but not filled in the event this span of control is too
broad. This Section has a four -man mowing crew and a two man chemicals crew which
' services the entire City. The two Sprinkler Systems Technicians carry an inventory
of irrigation equipment in their trucks and each serves a geographic area. The
Groundman - Gardeners work individually and in groups of two or three to maintain
' small geographic areas and are combined in larger work groups to accomplish
larger tasks.
AUDIT DETAIL - RECOMMENDATIONS
1. The Department should reevaluate its present position concerning maintenance
of certain properties.
There are several areas where the Department should seek policy guidance as
to whether they should or should not provide maintenance. These policy
decisions might also involve consideration of charging for a portion or all
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of the services provided.
a) Some medians are maintained by the City. Others are maintained by
the various homeowners associations. While medians are an important
factor in civic beautification, they also create a significant
expenditure.
b) Certain privately owned shrubbery is maintained. The prime examples ,
of this are at Cameo Shores and Irvine Terrace.
c) The lawn mowing at certain school facilities are totally maintained
by PB &R. Maintenance should be shared with the School District.
This is discussed in the Administration Section under Recommendation
No. 4.
d) The Department does not maintain trees in the public right of way if
planted by the individual homeowner and different than the trees
recommended by the Department. If the City incorporates an area,
usually there has been no municipally provided maintenance nor tree
recommendations. In these situations the Department inherits complex
maintenance problems. They must then provide complete maintenance,
often at a great expense of manpower. Policy is needed on whether to
maintain such areas or renovate them to City standards.
2. Response to public inguries regarding tree maintenance should be on a more
scheduled basis.
Many calls are received from the public regarding both trees in the public
right of way and on their own property. To provide a high level of community
service, the Tree Foreman or Park Supervisor will drive out and inspect the
situation generally within two days or less. They provide information re-
garding trees on private property. One tree crew is scheduled on Friday
to attend to appropriate tree problems where trees are in the public right
of way.
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We recommend that with the exception of emergency work or hazardous situations,
inspections should be scheduled on Fridays with the actual work to be performed
the following Friday. This would allow a more economical response to calls,
allow better scheduling of the crews and still maintain an adequate level of
public service.
Maintenance of selected City property by private contractors should be pursued.
The contracting to private enterprise has great potential for cost savings
as exemplified by the City's experience with Marinapark. The study, mentioned
under Administration Department Recommendation No. 2, where bids were obtained
for private contractor maintenance of Irvine Terrace Park should be reevaluated.
The scope of work for the Irvine Terrace contract should include determining
(a) if Irvine Terrace is among the more logical areas to contract out, (b)
whether all maintenance or only selected maintenance should be included, and
(c) whether daily restroom maintenance and inspection should be included.
Exploration of contracting out should not be limited. Other areas seem to
have greater savings potential and should be considered for contracting out.
Such areas would include the chemical crew, Eastbluff Park which is situated
some distance from other park operations, Jamboree Road, and various paseos.
Security at the Corporation Yard should be improved.
The Yard is not secured until midnight. Park materials (primarily fertilizer)
and large equipment items are not in enclosed structures. Equipment and the
irrigation supplies inventory are locked up, but the age and building condition
would allow easy entry. A serious potential for theft or vandalism exists.
Consideration should be given to a watchman and /or to having employees log
in and out after normal work hours. The Police Department should be consulted
for additional security measures.
Inventory control procedures should be better defined and written.
The inventory of irrigation supplies is estimated to be in excess of $5,000.
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The materials are kept in a locked shed and five parks employees have keys.
Additional inventory is carried on the trucks of the two irrigation specialists
to insure an adequate working supply. The amount budgeted is expended early
in the year to insure having items on hand and to purchase more economically
in an inflationary era. The control procedures were described differently
by various people interviewed. We suggest that the Finance Department work
with the Park Supervisor and Assistant Director to develop procedures that
allow control as well as provide for operational needs. The procedures should
be in writing and provided to all persons having access to inventory.
Work standards and staffing levels should be established.
Presently the City does not have time standards for park maintenance functions.
Staffing levels for parks are based on prior experience of the managers rather
than being scientifically developed.
Developing time standards for an operation as diverse as parks maintenance
is a monumental task. The extensive number of routine tasks performed is
compounded by variables such as park usage, season of the year, and weather
conditions. Because of these constraints, we do not advocate that the City
conduct a full scale standards study involving time studies.
Detailed studies of parks maintenance operations have been completed by the
Cities of San Jose and Long Beach as well as the County of Sacramento. (Copies
of operational standards are attached). The studies contain time standards
for the majority of maintenance tasks Newport Beach might perform but they
do not indicate the quality of maintenance required. The quality of main-
tenance might have some affect on the time standards but any difference.
should not be significant enough to negate the use of time standards. Time
standards should be usable in determining a more realistic and more scientific
staffing level. The staffing levels can be calculated by applying time
standards to the inventories of facilities at each park.
The County of Orange has recently initiated a study to develop time standards
for the maintenance operation of County parks. As the study data becomes
available the audit team will review for applicability to the City of Newport
Beach.
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RECREATION DIVISION
ORGANIZATION
The Recreation Division is headed by a Senior Recreation Supervisor who has three
Recreation Supervisors reporting to him. One Supervisor is responsible for the tennis
program and the other two Supervisors have a mix of self- supporting programs and
youth oriented sports activities. The self- supporting classes are primarily provided
by use of contract instructors. Class offerings include tennis, sailing, and a variety
of special classes and sports activities. Adult sport leagues are operated on a self -
supporting basis. The youth sports activities are primarily provided by recreation
leaders who are part -time city employees. They coach both boys and girls activities
in such primary sports as football, basketball and track.
1. There needs to be a formal periodic evaluation of fees for the self supporting
program.
City Council policies provide that the self supporting programs are to recover
costs plus 25% for administration overhead. Additional recovery is to be provided
for tennis court facilities, swimming pool funding, and surf board replacement.
What the 25% administrative overhead includes is not defined in City Council
policy. The Director needs to obtain a clear definition of direct costs and
administrative overhead.
Our examination revealed fragmented practices that were inadequate in scope
and period of time covered to properly evaluate the fees charged. The 1974 -75
fees were inadequate for the self supporting program including tennis classes.
With fees already too low, and with realization of inflationary increases in
the 1975 -76 budget, there should have been an increase in fees for 1975 -76.
There was no such increase.
I , 2. A_study and evaluation of new programs for the Recreation Division should be
made.
' This should be a broad open -end survey of public needs and exploration of
1
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nontraditional program offerings. Teen programming, senior citizens programs,
job placement services, programs for handicapped persons and other community
services could be evaluated.
3. Consideration should be given to charging a fee for two of the classes
currently offered free.
There is no fee for Badminton or the Gym Program. These classes are available
to both youth and adults. Therefore, it would appear appropriate to consider
charging fees for these classes.
Management Audit performed by
FHI
M. G. Adams
E. H. Paull
R. L. Pickryl (Lead)
0 C T 28 1975 CITY OF NEWPORT BEACH
By +he CITY COUNCIL PERSONNEL OFFICE
CITY QP $KOMI y%*4H
October 28, 1975
TO: MAYOR AND CITY COUNCIL
FROM: City Manager
SUBJECT: MANAGEMENT AUDITS
Council Agenda
Item H- (f)
RECOMMENDATION: Approve the attached agreement with the County of Orange
and authorize the Mayor and City Clerk to execute said agreement on behalf
of the City of Newport Beach.
DISCUSSION: The staff has been studying for a number of months methods whereby
operations in our various departments could be reviewed by an objective
outside source. The purpose of these reviews or audits would be to determine
the effectiveness and efficiency of the operation of the departments and
to develop alternative solutions to correct any unfavorable conditions which
were found to exist. Reduction in personnel and/ or maintenance costs
would be the objective while at the same time maintaining the present level
of services which the City provides.
After evaluation of several proposals, the staff is recommending contracting
with an agency within the County of Orange. This agency, which is a part
of the County Administrative Office, was organized specifically for the
purpose of conducting management audits and has agreed to audit departments
within the City on a cost basis and on a schedule which will not interfere
with their regularly scheduled audits within the County. They have indicated
to us that they could begin the audits in November if the agreement is
approved by the Council and the Board of Supervisors. Based upon figures
supplied by the County, we are estimating the cost to the City will be
$20 - $23 per hour. In any event, the agreement stipulates that prior to a
detailed study of any department, the County shall submit to the City a
study plan and estimate of cost for the study. At that time, an evaluation
of cost versus possible benefits can be made as well as the decision of
whether or not to proceed.
It is my belief that periodic management audits of our operations are
essential in order to maintain control of costs. It has been my experience
that these audits generally result not only in savings which far exceed
the amount spent for the audit, but also development of standards by which
future allocations can be determined more objectively and realistically.
Approval of this agreement will not require the appropriation of additional
funds at this time since $6,000 was allocated for this purpose when the
1975 -76 budget was adopted.
Robert L. Wynn
RLW:kb
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FOM 1.2
AGREEMENT FOR MANAGEMENT AUDIT SERVICES
THIS AGREEMENT, dated November 5, 1975, made and entered into by and
between the COUNTY OF ORANGE, a body politic and corporate, hereinafter designated
as "COUNTY ", and the CITY OF NEWPORT BEACH, a municipal corporation, located in
the County of Orange, hereinafter designated as "CITY ".
WITNESSETH:
WHEREAS the CITY is desirous of contracting with the County for the
performance of management audits in order to review the operations of certain
departments. And WHEREAS, the COUNTY is agreeable to rendering such services on
the terms and conditions hereinafter set forth:
NOW THEREFORE, it is agreed as follows:
1. Upon mutual agreement of CITY and COUNTY the COUNTY shall through the
COUNTY Administrative Office, render to the CITY such services as may be required
_.to perform management audits of those CITY departments where such service is
requested.
2.
For
the purpose
of performing
said functions the COUNTY
shall provide all
I
manpower
and
supervision
necessary to
maintain the service to be
rendered hereunder.'
3. COUNTY staff will be assigned to perform said services on a time available
basis to be determined mutually by COUNTY and CITY.
4. The management audit services shall include but not be limited to the
following:
A. A comprehensive review of selected departments to evaluate
effectiveness and efficiency of operation as it relates to
cost, time, effort and utilization of assigned resources.
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B. A summarization of any favorable or unfavorable conditions
existing within the department's organization and operation.
C. Assistance to the CITY in developing alternative solutions
to correct unfavorable conditions.
D. A focus on potential cost avoidances or reductions and service
level needs or deficiencies.
5. Prior to initiating an audit in any CITY department COUNTY shall submit
to CITY a study plan and cost estimate for said audit provided that such estimate
shall not be a limitation in service costs as determined under Paragraph Ten.
6. The final authority for rendition of service, standards of performance,
and other matters incident to the performance of such service and the control
of COUNTY personnel shall remain in COUNTY.
7. CITY shall not be called upon to assume any liability for the direct
payment of any salaries, wages or other compensation to any COUNTY personnel
performing services hereunder or any liability other than that provided for
by this Agreement. Except as herein otherwise specified, CITY shall not be liable
for compensation or indemnity to any COUNTY employee for any injury or sickness
arising out of his employment.
8. COUNTY, its officers, agents and employees shall not be deemed to have
assumed any liability for the negligence of CITY or any of its officers or
employees; and CITY shall hold COUNTY, its officers and employees harmless
from any and all claims for damages resulting therefrom.
9. Both CITY and COUNTY shall hold each other harmless from liability for
acts or omissions of the other.
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10. Service costs.
A. CITY agrees to pay to COUNTY the costs of performing all services
covered by this Agreement as determined by the COUNTY Auditor -
Controller. Such costs shall include direct staff time devoted
to audit services and staff mileage costs.
B. COUNTY agrees to provide CITY with one copy of each completed
audit.
C. Within ten (10) days following the completion of each audit
COUNTY shall render to CITY a statement of the cost of services
performed under this contract and CITY shall pay COUNTY therefore
within thirty (30) days after receipt of such statement. Such
statement shall consist of the number of direct staff hours
provided for services rendered and a listing of mileage costs
computed at the current COUNTY rate.
11. This Agreement shall continue in full force and effect for five (5)
,years commencing November 5, 1975, provided that either party may terminate
upon thirty (30) days written notice.
IN WITNESS WHEREOF, COUNTY has caused this Agreement to be executed by
the Chairman of the Board of Supervisors and attested by the Clerk of said Board.
The CITY has caused this Agreement to be executed by its Mayor and attested by
the City Clerk on the dates set opposite their respective signatures.
DATED: , 19 COUNTY OF ORANGE, a body politic and corporate
ATTEST:
WILLIAM E. ST. JOHN By
County Clerk and et- officio Clerk Mairman of is Board of Supery sors
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BY
Deputy
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DATED: 19
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a Municipal Corporation
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ATTEST: BY
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my—or
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city Clerk
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�- RESOLUTION N.O. 8 6 2 5
0 C T 28 1975 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF NEWPORT BEACH AUTHORIZING THE
By the CITY COUNCIL MAYOR AND CITY CLERK TO EXECUTE AN AGREE -
CITY 00 MMMWT BRACH MENT BETWEEN THE CITY OF NEWPORT BEACH
AND THE COUNTY OF ORANGE FOR MANAGEMENT
AUDIT SERVICES
WHEREAS, there has been presented to the City
Council of the City of Newport Beach a certain agreement
between the City of Newport Beach and the County of Orange
for management audit services within the City; and
WHEREAS, the City Council has considered the terms
and conditions of said agreement and found them to be fair
and equitable, and in the best interests of the City;
NOW, THEREFORE, BE IT RESOLVED by the City Council
of the City of Newport Beach that said agreement above described
is approved, and the Mayor and City Clerk are hereby authorized
and directed to execute the same on behalf of the City of
Newport Beach.
ADOPTED this 28th day of October, 1975.
ATTEST:
City Clerk
DDO:yz
10/20/75
October 28, 1975
Honorable Board of
County of Orange
515 North Sycamore
Santa Ana, Calif.
Gentlemen:
I
I 's
CITY OF NEWPORT BEACH
Supervisors
92701
CALIFORNIA
Attached hereto is an agreement between the County of Orange
of Newport Beach concerning management audits. The agreement
approved by the City Council and signed by Mayor McInnis.
82660
City Hall
3300 Newport Blvd.
(714)673 -2110
and the City
has been
The City is interested in determining the effectiveness and efficiency of the
operation of its various departments and in developing alternative solutions
to correct any unfavorable conditions which exist. Since the expertise for
conducting these audits does not presently exist within the City, we have
been discussing for several months the possibility of contracting with
an agency within the County of Orange. This agency, as you know, is a
part of the County Administrative Office and was organized specifically for
the purpose of auditing County Departments. Representatives from that agency
have indicated a willingness to undertake these audits for the City on a
cost basis and on a schedule which will not interfere with their regularly
scheduled audits within the County.
I believe a cooperative effort of this type can be beneficial to both the
County and the City, not only in intergovernmental relations, but also as
a means whereby a portion of the County's personnel costs can be offset while
at the same time a needed service for the City of Newport Beach is being
performed.
Your approval of the agreement is requested.
/Robert L. Wynn
City Manager
RLW:kb
Attachment
CITY OF NEW%RT BEACH
TO: FINANCE DIRECTOR
FROM: City Clerk
SUBJECT: Contract No. 1767- /%el- 12
CALIFORNIA
City Hall
3300 W. Newport Blvd.
Area Code 714
673 -2110
Description of Contract MWxtMmt, Audit Swnrim,t.
Authorized by Resolution No. 8625 adopted on rr+r+,wr 98., 197s
Effective date of Contract Tlomatber S. 1975
Contract with I C=jty of Orange
r
(mount of Contract See Mmmmwt
City fterk `
NOVOTber 10, 1975
r• 1•.h I r y:H' r•a.
Attached is a copy of the executed MaMgemmt Audit Services
t with the Oaanty of Orange for Your files'
was authorized by the CitY Cm=" on October 28
by the a of Resolution No. 8625.
Laura Iagios
LL:swk
enc.
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F 0192 -1.2
A
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AGREEMENT FOR K409EMENT AUDIT SERVICES
(, -/76
THIS AGREEMENT, dated November 5, 1975, made and entered into by and
between the COUNTY OF ORANGE, a body politic and corporate, hereinafter designated
as "COUNTY ", and the CITY OF NEWPORT BEACH, a municipal corporation, located in
the County of Orange, hereinafter designated as "CITY ".
WITNESSETH:
WHEREAS the CITY is desirous of contracting with the County for the
performance of management audits in order to review the operations of certain
departments. And WHEREAS, the COUNTY is agreeable to rendering such services on
the terms and conditions hereinafter set forth:
NOW THEREFORE, it is agreed as follows:
1. Upon mutual agreement of CITY and COUNTY the COUNTY shall through the
COUNTY Administrative Office, render to the CITY such services as may be required
_.to perform management audits of those CITY departments where such service is
requested.
2.
For
the purpose
of performing
said functions the COUNTY
shall provide all
manpower
and
supervision
necessary to
maintain the service to be
rendered hereunder.
3. COUNTY staff will be assigned to perform said services on a time available
basis to be determined mutually by COUNTY and CITY.
4. The management audit services shall include but not be limited to the
following:
A. A comprehensive review of selected departments to evaluate
effectiveness and efficiency of operation as it relates to
cost, time, effort and utilization of assigned resources.
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F 01921.7
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B. A summarization of favorable or unfavorable conditions
existing within the department's organization and operation.
C. Assistance to the CITY in developing alternative solutions
to correct unfavorable conditions.
D. A focus on potential cost avoidances or reductions and service
level needs or deficiencies.
5. Prior to initiating an audit in any CITY department COUNTY shall submit
to CITY a study plan and cost estimate for said audit provided that such estimate
shall not be a limitation in service costs as determined under Paragraph Ten.
6. The final authority for rendition of service, standards of performance,
and other matters incident to the performance of such service and the control
of COUNTY personnel shall remain in COUNTY.
7. CITY shall, not be called upon to assume any liability for the direct
payment of any salaries, wages or other compensation to any COUNTY personnel
performing services hereunder or any liability other than that provided for
by this Agreement. Except as herein otherwise specified, CITY shall not be liable
for compensation or indemnity to any COUNTY employee for any injury or sickness
arising out of his employment.
8. COUNTY, its officers, agents and employees shall not be deemed to have
assumed any liability for the negligence of CITY or any of its officers or
employees; and CITY shall hold COUNTY, its officers and employees harmless
from any and all claims for damages resulting therefrom.
9, Both CITY and COUNTY shall hold each other harmless from liability for
acts or omissions of the other.
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10. Service costs.
2
A. CITY agrees to pay tolftNTY the costs of performing all services
3
covered by this Agreement as determined by the COUNTY Auditor -
4
Controller. Such costs shall include direct staff time devoted
5
to audit services and staff mileage costs.
6
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B. COUNTY agrees to provide CITY with one copy of each completed
8
audit.
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C. Within ten (10) days following the completion of each audit
11I
COUNTY shall render to CITY a statement of the cost of services
12
performed under this contract and CITY shall pay COUNTY therefore
13
within thirty (30) days after receipt of such statement. Such
14
statement shall consist of the number of direct staff hours
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provided for services rendered and a listing of mileage costs
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computed at the current COUNTY rate.
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11. This Agreement shall continue in full force and effect for five (5)
19
years commencing November 5, 1975, provided that either party may terminate
20
upon thirty (30) days written notice.
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IN WITNESS WHEREOF, COUNTY has caused this Agreement to be executed by \,
23
the Chairman of the Board of Supervisors and attested by the Clerk of said Board.
24
The CITY has caused this Agreement to be executed by its Mayor and attested by
25
the City Clerk on the dates set o pposite their respective signatures.
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DATED: November 4 1975. COUNTY OF ORANGE, a body politic and corporate
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ATTEST: .
30
WILLIAM E. ST. JOHN By Q
County Clerk and et- officio Clerk Ch-airmaKbf Its Board ot Supervisors
31
of the Board of Supervisors
32
of��0range County, California
B ( lq ) AL --% v
�� Deputy
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F 0192 1,2
IL
DATED: October 29
ATTEST:
1975
-4-
Citv of.Newport Be
a municipal CormPo0aktion
BY Mayor
ADRIAN
. .........
...... ... ........
C"FIE" A MI A T toot
OF THI V Y Of NtW0 f IM914
DAM OCT 2 � 197h
Clery
ADRIAN
. .........
...... ... ........
C"FIE" A MI A T toot
OF THI V Y Of NtW0 f IM914
DAM OCT 2 � 197h
MINUTES OF THE BOARD OF SUPERVISORS
OF ORANGE COUNTY, CALIFORNIA
November 4, 1975
IN RE: SELECT ARCHITECT- ENGINEER FIRM REMODEL
DATA SERVICES BASEMENT AND DOCK AREA
WILLIAM E. SWANK & ASSOCIATES
On motion of Supervisor Battin, duly seconded and unanimousl
carried, the firm of William E. Swank & Associates is selected to prepare
the design and construction documents for remodeling Data Services Base-
ment and Dock Area, Projects Nos. 1221 - 420 -061 and 062. The Director of
Building Services is authorized to negotiate a fee and prepare the
Architectural - Engineering Services Agreement.
IN RE: PURCHASE DATA RETRIEVAL SYSTEM SHERIFF- CORONER
On motion of Supervisor Schmit, duly seconded and unanimou
carried, the purchase of an Olivetti S -14 Data Retrieval System for the
Sheriff- Coroner presently on lease is authorized for the total cost of
$6,001.72, as recommended by the County Administrative Officer in his
letter dated October 28, 1975.
IN RE: AGREEMENT MANAGEMENT AUDIT SERVICES
CITY OF NEWPORT BEACH
On motion of Supervisor Schmit, duly seconded and unanimously
carried, the Chairman and the Clerk are authorized to sign the agreement
dated November 4, 1975 between the County of Orange and the City of
Newport Beach providing for Management Audit Services, as recommended by
the County Administrative Officer in his letter dated October 28, 1975.
IN RE: APPROVE AWARDS EMPLOYEE SUGGESTION AWARDS -PROGRAM
On motion of Supervisor Schmit, duly seconded and unanimousl;
carried, the Board approves the Suggestion Awards Committee's recommenda-
tion for a cash award of $53.00 and a Certificate of Award to Dolores R.
Kottman of the Social Services Department and a Certificate of Commenda
tion to retired employee Maybelle Snodgrass. The County Auditor -
Controller is authorized to issue a warrant in the amount of $53.00.
F 1013-t.¢
i
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BAND CARRIED
Oc tober 29, 1975
County of Orange
Board of Supervisors
•
Attached is the original and three copies of the agreement
between the City of Newport Beach and the County of Orange
for Management Audit Services.
This agreement was authorized by the City Council on
October 28, 1975 by the adoption of Resolution No. 8625.
Please return one executed copy of the agreement for our
files.
Laura Lagios, CMC
City Clerk
awk
enc.
OCT 28 1975
By 69 CITY COUNCIL
CITY OF 1
0 •
RESOLUTION N0. g 6 2 5
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF NEWPORT BEACH AUTHORIZING THE
MAYOR AND CITY CLERK TO EXECUTE AN AGREE-
MENT BETWEEN THE CITY OF NEWPORT BEACH
AND THE COUNTY OF ORANGE FOR ?MANAGEMENT
AUDIT SERVICES
WHEREAS, there has been presented to the City
Council of the City of Newport Beach a certain agreement
between the City of Newport Beach and the County of Orange
for management audit services within the City; and
WHEREAS, the City Council has considered the terms
and conditions of said agreement and found them to be fair
and equitable, and in the best interests of the City;
NOW, THEREFORE, BE IT RESOLVED by the City Council
of the City of Newport Beach that said agreement above described
is approved, and the Mayor and City Clerk are hereby authorized
and directed to execute the same on behalf of the City of
Newport Beach.
ADOPTED this 28th day of October, 1975.
ATTEST:
City Clerk
DDO:yz
10/20/75