HomeMy WebLinkAboutC-3033 - Roadside Landscape Maintenance (Privatization). _ a - -
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CITY OF NEWPORT BEACH
OFFICE OF THE CITY CLERK
P.O. BOX 1768, NEWPORT BEACH, CA 92658 -8915
TO: FINANCE DIRECTOR
FROM: CITY CLERK
DATE: March 3, 1995
SUBJECT: Contract No. C -3033
(714) 644 -3005
Description of Contract Privatization of Roadside Landscape
Maintenance
Effective date of Contract March 3 1995
Authorized by Minute Action, approved on February 13 1995
Contract with Landscape West Inc
Address 1705 S Claudina Way
Anaheim, CA 92805
Amount of Contract See Agreement)
Wanda E. Raggio
City Clerk
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Attachment
3300 Newport Boulevard, Newport Beach
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J3:5UI4 FBQM 0SW't CO i. INS. CJ i7i'4a9i3796 FUG:
POLICY NUMBER: CP04931763 COMMERCIAL GENERAL UABILITY
THIS ENDORSEMENT CHANGES T146 POLICY. PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - OWNERS, LESSEES OR
CONTRACTORS (FORM B)
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART.
Landscape West. Inc.
Eff. Date' 04/01196 SCHEDULE
Name of Person or OrganIzstiont
The City of Newport Beech, its elected and appointed RE: All California Operations
oNkers, apants and employees.
3300 Newport 8tvd.
Newport Beach, CA 82868
(If no entry appears above, information required to complete this endorsement will be shown In the Declarations as
applicable to this endorsement.)
WHO 1S AN INSURED (Section III is amended to include as an insured the person or orosnitation shown in the
Schedule, but only with respect to liability arising out of "your work" for that Insured by or for you.
CG 20 10 11 8S Copyright, Insurance 5arvices Offices, Inc., 1984
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CONTRACTOR AGREEMENT
THIS AGREEMENT, entered into this, .44ay of 19 &by and between
the City of Newport Beach, a Municipal Corporation and Charter City ( "City"), and
Landscape West, Inc., ( "Contractor "), is made with reference to the following:
RECITALS
A. Prior to this agreement City has maintained certain medians and
roadsides areas using its own employees and equipment;
B. City has determined that these landscaping and maintenance functions
can be performed by Contractor for substantially less money than through use of its
own forces;
C. City has, in reliance upon Contractor's commitment to perform these
landscape and maintenance functions for a period of five years at a set contract price,
eliminated positions that previously performed, and sold equipment that previously
was used in the performance of, these landscaping and maintenance services;
D. Contractor has represented to City that it has, and will maintain during
the term of this Agreement, the employees and equipment necessary and appropriate
to the performance of all services required of Contractor pursuant to this Agreement;
E. Contractor acknowledges that City has relied upon Contractor's
representations and Contractor commits to faithfully perform the services required by
this Agreement and in accordance with the terms and conditions of this Agreement;
F. Contractor has examined the location of all proposed work, carefully
reviewed and evaluated the specifications relative to the type, nature and frequency of
work to be performed, is familiar with all conditions relevant to the performance of
services, and has committed to perform all required work for the price specified in this
Agreement.
NOW, THEREFORE, the parties agree as follows:
1. TERM
A. The Term of this Agreement shall be for a period of one year. The term
shall commence within fifteen (15) working days of City Council approval and upon
receipt and approval of all required bonds and insurance. The term of this Agreement
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shall automatically be extended for four (4) additional one (1) year terms (automatic
extensions) with the first extension to commence upon the expiration of the initial term,
unless the City notifies Contractor in writing at least thirty (30) days before the end of
the initial term or any automatic extension, of its intent to terminate this Agreement at
the conclusion of the initial term or any extension.
B. In addition to the four (4) automatic one (1) year extensions, City shall
have the option to extend this agreement for five (5) additional one (1) year extensions
(optional extension), with the first option extension to commence upon the expiration of
the final one (1) year automatic extension. City shall notify Contractor, in writing, at
least thirty days before the expiration of the final automatic extension, or within thirty
(30) days before the end of any optional extension, of its intention to exercise its option
pursuant to this subparagraph. The terms and conditions of this Agreement shall
remain in full force and effect during any optional extension subject to the obligation of
the parties to reach agreement regarding an adjustment in the compensation paid to
contractor, provided, however, the adjustment to compensation shall not exceed the
compensation paid during the previous one year term of the Agreement plus any
increase in the Consumer Price Index for the most recent twelve (12) month period
preceding the date on which the City must exercise its option to extend and for which
statistics have been published by the Department of Labor.
2. CONTRACTOR DUTIES
Contractor shall perform the landscape and hardscape maintenance services
specifically described in, and in strict compliance with the requirements of, Exhibit A
(Contract Services). The Contract Services shall be performed at least as frequently as
specified in Exhibit B. City shall have the right to alter frequency of maintenance as
necessary to ensure highest industry standards of maintenance. The Contract Services
shall be performed at the median locations described in Exhibit D, and at the roadside
locations subscribed in Exhibit E as appropriate. Contractor services relative to the
installation of material, the application of substances, or the planning of landscaping
shall be in strict conformance with Exhibit C. All of the Exhibits are considered to be a
part of, and are incorporated into, this Agreement.
3. WORKMANSHIP SUPERVISION AND EQUIPMENT
A. The Contractor shall provide a work force sufficient to perform the
Contract Services and all members of the work force shall be legally documented.
B. All Contract Services shall be performed by competent and experienced
workers. Irrigation maintenance and repairs shall be performed by workers skilled and
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experienced in irrigation systems. All pesticide operations, where required, shall be
performed by a California State Licensed Pest Control Operator through written
recommendation by a California State Licensed Pest Control Advisor. Contractor shall
be responsible for compliance with all local, state and federal laws and regulations
regarding pesticide usage. Contractor shall employ or retain, at its sole cost and
expense, all professional and technical personnel (in addition to irrigation and pesticide
specialists) necessary to properly to perform Contract Services.
C. The work force shall include a thoroughly skilled, experienced, and
competent supervisor who shall be responsible for adherence to the specifications. All
supervisory personnel must be able to communicate effectively in English (orally and in
writing). Any order given to supervisory personnel shall be deemed delivered to the
Contractor. The supervisor assigned must be identified by name to ensure coordination
and continuity.
D. All Contractor personnel working at the outlined areas shall be neat in
appearance and in uniforms as approved by the Parks and Tree Maintenance
Superintendent when performing Contract Services. All Contractor personnel shall
wear identification badges or patches.
E. All work shall be performed in accordance with the highest landscape and
hardscape maintenance standards.
F. All vehicles and equipment used in conjunction with the work shall be
maintained in a neat, clean, and orderly mariner and shall be in good working order.
All vehicles shall bear the identification of the Contractor.
G. Contractor shall provide an Operations Manager to coordinate work with
the City Administrator and ensure satisfactory performance of Contract Services. An
Area Supervisor shall coordinate work crews on a daily basis to ensure compliance with
the terms of this Agreement. A working lead person will be assigned to two- person
crews. Contractor shall provide one (1) two- person crew for median maintenance and a
second two- person crew for roadside maintenance.
4. COMPENSATION TO CONTRACTOR
City shall pay Contractor the sum of $136,615.00 per year. Contractor shall
submit invoices to City on a monthly basis. City shall pay invoices within thirty (30)
days after receipt by the City. Payment shall be deemed made when deposited in the
United States mail, first class postage pre -paid, and addressed to Contractor as specified
in Section entitled 'Notices."
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5. INDEPENDENT CONTRACTOR
City has retained Contractor as an independent contractor and neither
Contractor nor its employees are to be considered employees of the City. The manner
and means of conducting the work are under the control of Contractor, except to the
extent they are limited by statute, rule or regulation and the express terms of this
Agreement. No civil service status or other right of employment shall accrue to
Contractor or its employees.
6. TYPE AND INSTALLATION OF MATERIAL
A. Contractor shall use only the standard materials described in Exhibit C in
performing Contract Services. Any deviation from the materials described in Exhibit C
shall not be installed unless approved in advance by the City Administrator.
B. Subject to the provisions of Section 7, City shall reimburse Contractor for
the actual cost, plus 15 %, of all material installed by Contractor in the performance of
Contract Services. Actual cost shall be the best price available to Contractor including
all applicable discounts. Contractor shall provide City with a schedule of typical costs
of irrigation parts, plant material and other commonly used items within thirty (30)
days from the date of this Agreement. Contractor shall retain records reflecting the
actual cost of parts or material used and the performance of services required by this
Agreement.
C. City reserves the right to purchase material or parts and make same
available to Contractor. City shall notify Contractor of its intention to do so seven (7)
days prior to Contractor's obligation to use City provided parts and /or materials.
Contractor shall secure, store, inventory, distribute and control all materials or parts
provided to Contractor by City. Contractor shall make all materials and inventory
available to the City upon request.
7. REPAIR/ REPLACEMENT
A. Contractor shall advise the City Administrator of any damage to City
equipment or property immediately upon becoming aware of the damage.
B. Contractor shall repair, at its sole cost and expense, any damage to City
equipment or property caused by Contractor or its agents, employees, representatives
or officers.
C. Contractor shall repair damaged irrigation pipes, controllers and valves
only after the City Administrator has approved a written estimate of the cost of repair.
D. Contractor shall, at its sole cost and expense, replace all plant material
(including shrubs, ground cover, mulch and bark) which requires replacement due to
the failure of Contractor to properly perform the services required by this Agreement or
has been damaged by the acts of Contractor or its employees. Contractor shall replace
plant materials damaged or destroyed by the acts of others only after the City
Administrator approves a written estimate of the costs of replacement including
material and labor costs.
8. EXAMINATION OF WORK SITES
A. City makes no representation regarding the order or condition of any area
or location for which Contractor is to provide services. City has also made no
representations that the site or location of work will be free from defects, apparent or
hidden, at the commencement of, or at any time during the term of, this Agreement.
9. HOLD HARMLESS
A. Contractor assumes all risk in any way related to the performance of
contract services. Contractor agrees to indemnify, defend, save and hold harmless City,
its elected and appointed boards and commissions, officers, agents, and employees
from and against any loss, damages, liability, claims, costs, expenses or damages,
including, but not limited to, bodily injury, death, personal injury, property damages,
attorneys fees and court costs arising from, or in any way related to, the performance of
contract services required by this Agreement, provided, however, Contractor's
obligation in this regard shall not apply in the event of the sole negligence, fraud or
willful misconduct by City, its officials, agents, employees or representatives.
B. Contractor shall indemnify and hold harmless City, its City Council,
boards and commissions, officers and employees from and against any and all loss,
damages, liability, claims, costs and expenses whatsoever, including reasonable
attorneys' fees, which may accrue to any and all persons, or business entities furnishing
or supplying work, services, materials, equipment or supplies to Contractor in the
performance of services under this Agreement.
C. In the event that Contractor and City are sued by a third party for
damages caused or allegedly caused by negligent or other wrongful conduct of
Contractor, or by a dangerous condition of City's property created by Contractor or
existing while the property was under the control of Contractor, Contractor shall not be
relieved of its obligation to defend, indemnify and hold City and its officers, employees
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and representatives harmless, by any settlement with any such third party unless that
settlement includes a full release and dismissal of all claims by the third party against
the City.
10. INSURANCE
A. In addition to Contractor's obligation to defend, indemnify and hold City
harmless,
Contractor shall obtain and maintain at its own expense during the term of this
Agreement, policy or policies of liability insurance of the type and amounts described
below and satisfactory to the City. Insurance policies shall be signed by a person
authorized by that insurer to bind coverage on its behalf and must be filed with the City
prior to performing any contract services.
B. Prior to the commencement of work, Contractor shall provide to City
certificates of insurance from an insurance company certified to do business in the State
of California, with original endorsements. At the option of City, Contractor shall
provide copies of all policies, providing coverage as required by this Agreement.
C. Contractor shall provide the following insurance, with Best's Class B or
better carriers:
1. Workers' Compensation and Employers Liability insuring statutory
Workers' Compensation limits as required by the California Labor Code and $1,000,000
(one million) per accident Employers' Liability;
2. Commercial general liability insurance covering third party liability
risks, including without limitation, contractual liability, in a minimum amount of
$1,000,000 (one million) combined single limit per occurrence for bodily injury, personal
injury and property damage. It the policy contains a general aggregate limit, then the
aggregate limit shall not be less than $2,000,000 (two million);
3. Commercial auto liability and property insurance covering all
owned and rented vehicles of Contractor coverage Code 1 "any auto" with a minimum
amount of $2,000,000 (two million) combined single limit per accident for bodily injury
and property damage;
D. Endorsements to the policies providing the above insurance shall be
obtained by Contractor, adding the following three provisions:
1. Additional Insured:
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"The City of Newport Beach and its elected and appointed boards,
officers, agents, and employees as additional insured."
2. Notice:
"The policy shall not terminate, nor shall it be canceled nor the coverage
reduced, until thirty (30) days after written notice is given to City."
3. Other Insurance:
"Any other insurance maintained by the City of Newport Beach shall be
excess and not contributing with the insurance provided by this policy."
E. Contractor shall give to City prompt and timely notice of any claim made
or suit instituted arising out of Contractor's performance of this Agreement. Contractor
shall also procure and maintain, at its own cost and expense, any additional kinds of
insurance, which in its own judgment may be necessary for its proper protection and
performance of contract services.
F. Contractor agrees that in the event of loss due to any of the perils for
which it has agreed to provide comprehensive general and automotive liability
insurance, that Contractor shall look solely to its insurance for recovery. Contractor
hereby grants to City, on behalf of any insurer providing comprehensive general and
automotive liability insurance to either Contractor or City with respect to the services of
Contractor, a waiver of any right of subrogation which any such insurer of Contractor
may acquire against City by virtue of the payment of any loss under insurance.
11. PROHIBITION AGAINST TRANSFERS OR ASSIGNMENT
Contractor may not assign any right or obligation of this Agreement or any
interest in this Agreement without the prior written consent of City. Any attempted or
purported assignment without consent of City shall be null and void. City and
Contractor acknowledge that City is relying upon the special and unique skills of
Contractor and Contractor's management employees in City's decision to privatize the
maintenance of medians and roadside locations. City has eliminated positions from its
work force and sold equipment that would otherwise be devoted to the performance of
contract services and City's decision to do so was based upon the special skill and
ability of Contractor. Contractor acknowledges that these provisions relative to
assignment are commercially reasonable and that Contractor does possess special skills,
ability and personnel uniquely suited to the performance of contract services and any
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assignment of this Agreement to a third party, in whole or in part, could jeopardize the
satisfactory performance of contract services. Contractor may not employ any
subcontractors unless specifically authorized by City.
The sale, assignment, transfer or other disposition of any of the issued and
outstanding capital stock of Contractor, or of the interest of any general partner or joint
venture which shall result in changing the control of Contractor, shall be construed as
an assignment of this Agreement.
12. RECORDS /REPORTS
A. All Contractor's books, and other business records, or such part as may be
used in the performance of this Agreement shall be subject to inspection and audit by
any authorized City representative during regular business hours.
B. No report, information or other data given to or prepared or assembled by
Contractor pursuant to this Agreement may be made available to any individual or
organization without prior approval by City.
C. Contractor shall, at such time and in such form as City may require,
provide reports concerning the status or cost of services required by this Agreement.
E. Contractor shall complete a monthly maintenance report indicating work
performed and submit this completed report to the City Administrator within ten (10)
days after the end of each month. Irrigation programming schedules will be submitted
monthly. A phone log will be submitted monthly of all calls from the City of Newport
Beach General Services Department and the City of Newport Beach Police Department
to the Contractor, whether or not those calls require a request for service, and a
description of the action taken from the City call.
F. Contractor shall keep records and invoices in connection with its work to
be performed under this Agreement. Contractor shall maintain complete and accurate
records with respect to the costs incurred under this Agreement. All such records shall
be clearly identifiable. Contractor shall allow a representative of City during normal
business hours to examine, audit and make transcripts or copies of such records.
Contractor shall maintain and allow inspection of all work, data, documents,
proceedings and activities related to this Agreement for a period of three (3) years from
the date of final payment under this Agreement. Periodic reports will be submitted in
accordance with Exhibit I.
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13. ADMINISTRATION
A. This Agreement will be administered by the General Services Department.
The General Services Director or his /her designees shall be considered the City's
Administrator and shall have the authority to act for the City under this Agreement.
The Administrator or his /her authorized representative shall represent the City in all
matters pertaining to the services to be rendered pursuant to this Agreement.
B. City shall furnish to Contractor, maps, ordinances, data and other existing
information as may be requested by Contractor necessary for Contractor to complete
the work contemplated by this Agreement. City also agrees to provide all such material
in a timely manner.
14. INCREASE OR DECREASE IN SCOPE OF WORK
A. Contractor shall perform additional landscape maintenance or hardscape
maintenance services as requested by the Administrator. The Administrator may give
verbal authorization for additional services up to $500. Administrator shall provide
Contractor with written authorization prior to the performance of any additional
services that exceed $500. Contractor shall be compensated for additional services in
accordance with the unit prices specified in Exhibit F.
B. City reserves the right to withdraw certain median or roadside locations
from the scope of work to be performed by Contractor pursuant to this Agreement.
City shall notify Contractor in writing of its intent to do so at least thirty (30) days prior
to the effective date of withdrawal of any location. In the event a location is withdrawn
from the scope of services, compensation to Contractor shall be reduced in accordance
with the bid unit cost specified in Exhibits G and H. In the event the location is
withdrawn for a period of less than a full 1 (one) year term, Contractor's compensation
shall be reduced on a pro rata basis.
15. DISPUTES PERTAINING TO PAYMENT FOR WORK
Should any dispute arise respecting whether any delay is excusable, or its
duration, or the value of the work done, or of any work omitted, or of any extra work
which Contractor may be required to do, or respecting any payment to Contractor
during the performance of the Agreement, such dispute shall be decided by the City
Manager and his decision shall be final and binding upon Contractor and his sureties.
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16. REIMBURSEMENT FOR EXPENSES
Contractor shall not be reimbursed for any disposal fees or other expenses unless
authorized in writing by City Administrator.
17. LABOR AND PERFORMANCE BONDS.
Contractor shall furnish, concurrently with the effective date of this Agreement,
a bond or other instrument satisfactory to the Administrator in an amount equal to
$15,000 as security for the Faithful Performance of this Agreement.
18. LABOR
A. Contractor shall pay no less than the prevailing wage rates as required by
Section 1771 and 1774 of the California Labor Code. Contractor shall conform with all
applicable provisions set forth in the Labor Code, and the Federal Fair Labor Standards
Act.
B. Pursuant to the provisions of 1775 of the Labor Code, Contractor shall
forfeit to the City, as a penalty, the sum of $25.00 for each calendar day, or portion
thereof, for each laborer, worker, or mechanic employed, paid less than the stipulated
prevailing rates for any work done under this Contract, by him or by any Subcontractor
under him, in violation of the provisions of this Agreement.
C. Whenever Contractor has knowledge that any actual or potential labor
dispute is delaying or threatens to delay the timely performance of this Agreement,
Contractor shall immediately give notice to City, including all relevant information.
19. NONDISCRIMINATION BY CONTRACTOR
Contractor represents and agrees that it does not, and will not, discriminate
against any subcontractor, consultant, employee or applicant for employment because
of race, religion, color, sex, handicap, national origin or other basis that is violative of
the federal or state constitution or federal or state law. Contractor's obligation not to
discriminate shall apply, but not be limited to, the following: employment, upgrading,
demotion, transfers, recruitment, recruitment advertising, layoff, termination, rates of
pay or other forms of compensation and selection for training, including
apprenticeship.
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20. CITY'S RIGHT TO EMPLOY OTHER CONTRACTORS
City reserves the right to employ other contractors in connection with this
project.
21. CONFLICTS OF INTEREST
A. The Contractor or its employees may be subject to the provisions of the
California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to
disclose financial interest that may foreseeable be materially affected by the work
performed under this Agreement, and (2) prohibits such persons from making, or
participating in making, decisions that will foreseeable financially affect such interest.
The Contractor will provide a completed disclosure form noting the above. Contractor
will comply with the Act and relevant City Resolutions.
B. If subject to the Act, Contractor shall conform to all requirements of the
Act. Failure to do so constitutes a material breach and is grounds for termination of this
Agreement by the City. The Contractor shall indemnify and hold harmless the City for
any claims for damages resulting from the Contractor's violation of this Section.
22. NOTICES
All notices, demands, requests or approvals to be given under this Agreement
must be given in writing and will be deemed served when delivered personally or on
the second business day after the deposit thereof in the United States mail, postage
prepaid, registered or certified, addressed as hereinafter provided.
All notices, demands, requests or approvals from Contractor to City shall be
addressed to City at:
City of Newport Beach
3300 Newport Boulevard
P. O. Box 1768
Newport Beach, CA 92659 -1768
Attention: General Services Director
All notices, demands, requests or approvals from City to Contractor shall be
addressed to Contractor at:
Mr. Barry L. Konier, President
Landscape West, Inc.
1705 S. Claudina Way
Anaheim, CA 92805
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23. TERMINATION/ DEFAULT
A. In the event Contractor fails or refuses to timely perform any of the
provisions of this Agreement in the manner required or if Contractor violates any
provisions of this Agreement, Contractor shall be deemed in default. If such default is
not cured within a period of two (2) working days, or if more than two (2) working
days are reasonably required to cure the default and Contractor fails to give adequate
assurance of due performance within two (2) working days after Contractor receives
written notice of default from City, City may terminate the Agreement forthwith by
giving written notice. City may, in addition to the other remedies provided in this
Agreement or authorized by law, terminate this Agreement by giving written notice of
termination.
B. This Agreement may be terminated for cause by City or Contractor, upon
thirty (30) days written notice. Upon termination, City shall pay to Contractor that
portion of compensation specified in this Agreement that is earned and unpaid prior to
the effective date of termination.
C. In addition to, or in lieu of, remedies provided in this Agreement or
pursuant to law, City shall have the right to withhold all or a portion of Contractor's
compensation for contract services if, in the judgment of the City Administrator, the
level of maintenance falls below appropriate landscape or hardscape maintenance
standards and /or Contractor fails to satisfactorily perform Contract Services. City shall
have the right to return funds withheld until the City Administrator determines that
contract services are performed as well and as frequently as required by this
Agreement.
24. COST OF LITIGATION
If any Iegal action is necessary to enforce any provision of this Agreement, or for
damages by reason for an alleged breach of any provisions of this Agreement, the
parties agree that the court with jurisdiction over the action may determine and fix
reasonable attorneys' fees and expenses to be paid to the prevailing party.
25. COMPLIANCE
Contractor represents that it is familiar, and shall comply, with all state, federal,
or local laws, rules, ordinances, statutes or regulations applicable to the performance of
contract services.
-12-
•
26. WAIVER
•
A waiver by City of any breach of any term, covenant or condition contained
herein shall not be deemed to be a waiver of any subsequent breach of the same or any
other term, covenant or condition contained herein whether of the same or a different
character.
27. INTEGRATED CONTRACT
This Agreement represents the full and complete understanding of every kind or
nature whatsoever between the parties and all preliminary negotiations and agreements
of whatsoever kind or nature are merged in this Agreement. No verbal agreement or
implied covenant shall be held to vary the provisions hereon. Any modification of this
Agreement will be effective only by written execution signed by both City and
Contractor.
IN WITNESS WHEREOF, the parties have caused this Agreement to be executed
on the day and year first written above.
ATTEST:
14
AS TO FORM:
ATTORNEY
CITY OF NEWPORT BEACH
A Municipal Corporation
\ , l
By:_T�J�7 i
CONTRACTOR
Landscape West, Inc.
-13-
Presiden
1.ds .p.3
G
List of Exhibits
Exhibit A Scope of Work
Exhibit B Maintenance Frequency Summary
Exhibit C Standard Materials
Exhibit D Median Locations
Exhibit E Roadside Locations
Exhibit F Unit Prices
Exhibit G Bid Unit Costs (Roadside areas)
Exhibit H Bid Unit Costs (Median areas)
Exhibit I Required Reports
EXHIBIT A
SPECIFICATIONS FOR CONTRACT OF LANDSCAPE MAINTENANCE OF
CITY MEDIANS AND ROADSIDE AREAS
SCOPE OF WORK
The contractor shall provide the following services and meet the following
specifications:
1. SCOPE OF WORK
A. Furnish all labor, equipment, materials, and supervision to perform
landscape maintenance as described herein including, but not limited
to, the following:
1. Weeding, cultivating and brush control both mechanically and with
chemicals.
2. Fertilizing.
3. Shrub and groundcover trimming, pruning, training.
4. Minor tree pruning and staking.
5. Irrigation monitoring and repair.
6. General pest control.
7. Mowing, verticutting, and aerifying.
8. General litter control, refuse removal, and grounds policing.
9. Irrigation system maintenance and repair.
10. Plant replacement.
11. Hardscape cleaning.
12. Access roadway clearance and visibility maintenance.
13. General drainage structure and system maintenance.
B. Contractor is NOT responsible to maintain or repair:
1. Area lighting systems
2. Fencing
3. Gates
4. Any building located at the specified site
5. Graffiti
6. Vandalism
7. Signage
8. Damage resulting from vehicular accidents
9. Water, sewer, and electrical lines or systems, except to the extent
required in the Technical Specifications of the Bid Schedules.
10. Trees over 8 feet in height (except minor pruning and staking)
11. Hardscape (curbs, gutters, sidewalks, etc.) (repair only -
maintenance required)
2. WORKING HOURS
Contractor's normal working hours shall be from 7:00 AM to 5:00 PM,
Monday through Friday. No Saturday or Sunday work is to be scheduled
without permission from the City Administrator, unless it is an emergency
situation. No motorized equipment shall be operated before 8:00 AM nor
after 5:00 PM
3. SUPERVISION OF CONTRACT
A. All work shall meet with the approval of the City Administrator. There
shall be a weekly meeting with the Contractor and the City
Administrator to determine progress and to establish areas needing
attention.
B. Any specific problem area which does not meet the conditions of the
specifications set forth herein shall be called to the attention of the
Contractor and if not corrected, payment to the Contractor will not be
made until condition is corrected in a satisfactory manner as set forth in
the specifications.
0 0
4. INCIDENTAL SERVICES
The description of Contract Services is intended to cover all labor, material
and standards of architectural, landscaping, and mechanical workmanship
to be employed by Contractor. Work or materials of a minor nature which
may not be specifically mentioned, but which may be reasonably assumed as
necessary for the completion of this work, shall be performed by the
Contractor as if described in this Agreement.
5. STREET CLOSURES, DETOURS, BARRICADES
A. Warning signs, lights, and devices shall be installed and displayed in
conformity with the "The California Manual on Uniform Traffic
Devices" for use in performance of work upon highways issued by the
State of California, Department of Transportation and as directed by
City staff.
B. If the Contractor fails to provide and install any of the signs or traffic
control devices required hereby or ordered by the City staff, staff may
cause such signs or traffic control devices to be placed by others, charge
the costs therefore against the Contractor, and deduct the same from
the next progress payment.
6. DISPOSAL
At least 25% of all landscape debris will be disposed of through a landscape
material recycling center or reused in some manner. The Contractor shall
dispose of all cuttings, weeds, leaves, trash, and other debris from the
operation as work progresses. The City shall not be responsible for the
disposal. Contractor shall pay all disposal fees and provide documentation
evidence of recycling to include location, tonnage, etc. on a monthly basis to
the City.
7. ANNUAL MAINTENANCE SCHEDULE
The Contractor shall, within fifteen (15) days of the effective date of an
executed agreement, prepare and submit a written annual maintenance
calendar to the Park and Tree Maintenance Superintendent. The
maintenance schedule shall be consistent with Exhibit B. This maintenance
calendar shall clearly indicate all of the major maintenance tasks required
by this agreement and the months of the year they are scheduled to be
performed. If it is necessary to make periodic revisions to this maintenance
schedule, a modified calendar must be submitted to the Park and Tree
Maintenance Superintendent for approval prior to the date the changes are
to take effect.
8. EMERGENCY SERVICES
The Contractor will provide the City with names and telephone numbers of
at least two qualified persons who can be called by City representatives
when emergency maintenance conditions occur during hours when the
Contractor's normal work force is not present in the City of Newport Beach.
These Contractor representatives shall respond to said emergency within
thirty (30) minutes from receiving notification.
9. SPECIALTY OPERATIONS
Written notification of all "specialty type" maintenance operations shall be
given to the City forty-eight (48) hours PRIOR to each of these operations by
the Contractor. "Specialty type" maintenance operations are defined as:
fertilization, preemergence weed control, turf aerification, turf dethatching_,
seeding, preventive and curative application of turf fungicide, all pesticide
applications and plant replacements.
10. LANDSCAPE LICENSE
The Contractor shall hold a valid and current California C -27 License and
submit a copy thereof. The Contractor must also maintain a California State
Licensed Pest Control Operator and a California State Licensed Pest Control
Advisor or have one on staff. The name and permit number will be supplied
to the City at the beginning of contract, and any changes forwarded within
twenty-four (24) hours of said change.
11. CONTRACTOR'S OFFICE
Contractor is required to maintain an office within a one (1) hour response
time of the job site and provide the office with phone service during normal
working hours. During all other times, a telephone answering service shall
• 9
be utilized and the answering service shall be capable of contacting the
Contractor by radio or pager. Contractor shall have a maximum response
time of thirty (30) minutes to all emergencies. There will be no on -site
storage of equipment or materials. Contractor will have full responsibility
for maintaining an office and yard.
12. PERFORMANCE DURING INCLEMENT WEATHER
During the periods when inclement weather hinders normal operations, the
Contractor shall adjust his /her work force in order to accomplish those
activities that are not affected by weather.
A. Failure to adjust the work force to show good progress on the work
shall result in deduction of payments to reflect only the work actually
accomplished.
B. The Contractor shall immediately notify the Parks and Tree
Maintenance Superintendent when the work force has been removed
from the jobsite due to inclement weather or other reasons.
C. The Contractor shall restake and re -tie trees or other such activities as
required as a result of inclement weather. The Contractor will stay
available to assist in any storm related damage repair.
13. UNDERGROUND EXCAVATIONS
Contractor shall be responsible for locating all underground utility lines to
insure the safety of his /her work crew and to protect in place existing utility
equipment before commencing any excavation. Contractor shall contact the
Park and Tree Maintenance Superintendent and Underground Service Alert
(1- 800 - 422 -4133) 48 hours before commencing any excavation, to locate
underground service lines.
14. PESTICIDES
The City must maintain all documents that pertain to the use of pesticides on
its property. Contractor must provide the Park and Tree Maintenance
Superintendent with all of the following:
0
0
1. A copy of Contractors Orange County Agricultural Commissioners,
"Restricted Materials Permit /Operator I.D. # ".
2. A written "Pest Control Recommendation" for each site before
Contractor uses any pesticide.
3. A "Pesticide Use Record" for any site that a pesticide was used, within
twenty-four (24) hours of application.
4. If a restricted pesticide is going to be used, a copy of the "Notice of
Intent To Use Restricted Materials ", twenty-four (24) hours before
application.
5. A list and EPA numbers of all the pesticides Contractor intends to use
for this contract, before any such use.
6. The contractor shall not use any pesticide that has not been authorized
by the Park and Tree Maintenance Superintendent.
0 0
Exhibit B
MAINTENANCE FREQUENCY SUMMARY
FUNCTION
FREQUENCY
Irrigation Inspection
Weekly
Turf Maintenance
Mowing
Once/Week
Edging
At each mowing
Clipping Removal
At each mowing
String Trimming
At each mowing
Fertilize
3 /year
Vertical Mow
1 /year
Aerate
2 /year
Pest Control
As needed
Visual Inspection
Weekly
Ground Cover Maintenance
Trim
Monthly
Fertilize
Twice a year
Pest Control
As needed
Visual Inspection
Weekly
Shrub, Vine, & Tree Maintenance
Trim
4 /year
Fertilize
Twice a year
Restake /Check
Each site visit/every two weeks min.
Visual Inspection
Weekly
Hardsca a Maintenance
Each site visit/weekly min.
Grounds Policing/Litter Removal
Each site visit/ 4/ weeklly
0 0
Exhibit C
STANDARD MATERIALS
All material used in maintenance must conform to the products listed below. Any
deviation from the approved list must be approved by the City of Newport Beach
before installation. Any item not mentioned in the Standard Materials list must be
approved by Parks and Tree Maintenance Superintendent.
STANDARD MATERIAL LIST:
1. Febco 825Y RP
2. Rainbird #ST -03UL Snap Tite Connectors
3. Rainbird #PT -55 Snap Tite Sealer
4. Toro Series Sprinklers
5. Griswald DW Series Electric Valve
6. Rainmaster RME 12 or Larger Controller
7. LA MAX Enclosure -LA MAX MARK -2SST
8. Matco 754 Series Full Port Ball Valve
9. Class 200 PVC Lateral Pipe
10, Class 315 PVC Main Supply Pipe 11/2" and larger
11. Schedule 40 PVC Main Supply Pipe 11/4" and Smaller
12. Rectangular Valve Box - Plastic -18 "L x 12 "W x 12" Deep
13. Round Valve Box - Plastic - 10"
14. Rainbird #44 Quick Coupling Valve with Vinyl Cover
15. Control Wire: AWG, U.F. 600 -V Direct Burial Copper with PVC Insulation
TURF FERTILIZERS. ETC.:
1. All commercial fertilizers must be homogenous except where approved by the
City.
2. All organic fertilizers must have lowest salinity rate possible.
3. No steer or chicken manure is allowed.
4. All fertilizers, planting medium, humus material, and etc. must be approved by
City.
PLANT STOCK
All selection and condition of the plant material of plant stock, trees, shrubs,
annuals and perennials, flowers, and ground covers must be approved by the Park
and Tree Maintenance Superintendent before planting.
PESTICIDES
All pesticides proposed to be used must be submitted to City with application location
and written recommendation from the Contractor's Pest Control Advisor prior to use.
All materials must be properly labeled and certified for intended use. Proper and legal
disposal of any and all pesticides used is solely the responsibility of the Contractor.
All state, county, and city laws regarding pesticide use and disposal must be followed.
2
Exhibit D
MEDIAN LOCATIONS
Area
Area
Description
Irrigation
Acres
=
T
H
U/D
O
G St. X Balboa Blvd.
P,H
M
0.032
0.022
0.054
Balboa Blvd. - Medina Way to 21st St.
P
M
0.034
0.034
Balboa Blvd. - Medina Way to 21st St.
P
NI,WT
0.223
0.223
McFadden Interchange Medians
P,T,H
M
0.032
0.241
0.02
0.293
Villa Way X 29th St.
P,H
M
0.02
0.014
0.034
M St. Median
P,T,H
AI
0.003
0.051
0.039
0.093
Via Lido - Newport Blvd. to Via Operto
P,H
AI
0.025
0.038
0.063
Newport Blvd. X Via Lido
P,H
AI
0.019
0.141
0.16
Clubhouse X Finley
P,H
M
0.02
0.018
0.038
Balboa Blvd. - PCH to 32nd St.
P,H
AI
0.068
0.317
0.385
Newport Blvd. - PCH to Industrial Way
P,H
INO,WT
0.461
0.552
1.013
PCH - Santa Ana River to Newport Blvd.
P,H
Al
0.607
1.27
1.877
PCH - E. of Riverside Avenue
PH
M
0.016
0.077
0.093
St. James Road X Kings Place
P,T
M
0.005
0.028
0.033
Margaret Dr. between Tustin & Irvine
P
NI,WT
0.007
0.007
Westcliff Dr. - Irvine Ave to Dover
P,H
INO,WT
0.132
0.152
0.284
Triangular median - WestcliffX Dover
P,T,H
Al
0.005
0.108
0.025
0.138
Dover Dr. - Westcliff to PCH
P,H
INO,WT
0.327
0.495
0.822
Irvine Ave. at Westcliff
P,H
M
0.031
0.003
0.034
Irvine Ave. @ Westcliff- Westcliff to Dover
UD
NI,WT
0.5
0.5
Irvine Ave. - Dover to Holiday Road
P
NI,WT
0.524
0.524
Irvine Ave. - Santiago to University
P,T,H
Al
0.057
0.966
0.386
1.409
Jamboree Road - Bristol to PCH
P,T,H
Al
0.068
3.363
1.712
5.143
University Dr - Jamboree to MacArthur
TX
AI
0.112
0.172
0.284
Vista Del Sol
P,T
Al
0.121
0.316
0.437
Ford Road - Jamboree to San Miguel
P,T,H
AI
0.012
0.679
0.53
1.221
San Miguel - Ford Road to Avocado
P,T,H
Al
0.081
1.643
0.852
2.576
San Joaquin - Spyglass to Backbay Rd.
P,T,H
AI
0.735
2.697
1.374
4.806
PCH - Larkspur to Newport Coast Dr.
P,H
AT
0.559
0.626
1.185
PCH - Iris to Goldenrod
P,H
M
0.041
0.115
0.156
MacArthur at PCH
H
0.037
0.037
PCH - Dover to Goldenrod
P,H
AI
1.476
1.438
2.914
0
0
El Paseo Dr
T
M
Turf
0.101
Hardscape
UD
0.101
Avocado - Waterfront to PCH
P,T
WT,M
0.286
0.23
0.516
Park Avenue
P,H
AI
0.587
0.104
0.691
Total Acreage
6.614
10.535
10.529
0.5
28.178
AD - AREA DESCRIPTION
P
Planter
T
Turf
H
Hardscape
UD
Undeveloped
0
Overall Area Measurement
.. i ..
M
Manual
WT
Water Truck
NI
No Irrigation
INO
Irrigation Not Operable
AI
Automated Irrigation
0
Exhibit E
ROADSIDE LOCATIONS
Area
Area
Desc.
Irr
Acres
P
T
H
U/D
O
Cannery Village Parking Lot
P,H
AI
0.074
0.313
0.387
28th & 30th St. Parking Lots
P,H
M
0.115
0.715
0.83
McFadden Parking Lot
P,H
M
0.116
0.112
0.654
0.882
19th St. Street end - bayside
P,H
WT
0.013
0.012
0.025
Marina Park Parking Lot
PH
M
0.037
0.239
0.276
13th St. Street end - bayside
P
BCH
WT
0.059
0.059
12th St. Street end - bayside
P
BCH
WT
0.059
0.059
list St. Street end - bayside
P
BCH
WT
0.059
0.059
"F" St. Street end - bayside
P
BCH
NI
0.041
0.041
Miramar Dr. and Balboa Blvd.
P,T,H
AI
0.015
0.056
0.036
0.107
"I" St. Street end - bayside
PjI
NI
0.043
0.013
0.056
"L" St. Street end - oceanside
PH
NI
0.048
0.015
0.063
"M" St. St. Street end - oceanside
P,H
NI
0.031
0.018
0.049
Via Oporto X Central Parking Lot
P,H
M
0.036
0.367
0.403
Short St. X Newport Blvd. Roadside
P,H
Al
0.146
0.118
0.264
OCTA Bus Stop - Balboa Blvd. X 46th
T H
M
0.027
0.018
0.045
OCTA Bus Stop - Balboa Blvd. X River
P,H
M
0.033
0.024
0.057
Newport Island entrance planters
P,H
Al
0.014
0.009
0.023
37th - 41st St. Street ends off Seashore
P
Al
0.011
0.011
Prospect Street ends off Seashore
P
M
0.004
0.004
Orange Street ends off Seashore
P
M
0.002
0.002
Summit St. planter
PH
M
0.011
0.021
0.032
Cappy's trail/bench area
UD
NI
0.172
0.172
W. PCH Roadsides
P,H
AI
0.849
1.998
2.847
Superior X PCH Parking Lot
P,T,H
Al
0.486
0.205
1.145
1.836
N.W. Quadrant - Newport Blvd. X PCH
UD,H
NI
0.071
1.103
1.174
S.W. Quadrant - Newport Blvd. X PCH
P
NI
0.379
0.379
S.W. Quadrant - Newport Blvd. X PCH
P,H
Al
0.650
0.268
0.918
S.E. Quadrant - Newport Blvd. X PCH
P,H
Al
0.575
0.238
0.813
Newport Blvd. Roadsides
P, H
IN
O
10.447
0.076
10.523
0 0
Mariners Mile Parking Lot
PH
AI
0.079
1.19
1.269
Rocky Point/Pelican Wall
P,H
Al
0.054
0.036
0.090
Dover X Westcliff
P,T,H
Al
0.066
0.63 a
0.118
0.820
PCH Bayshore Soundwall
PH
Al
0.035
0.293
0.328
OCTA Bus Stop - Bayshore Dr. X PCH
PH
Al
0.135
0.129
0.264
Dover Dr. Arterials - Westcliff to Mariners
P
AI
1.308
1.308
Dover Dr. Arterials -(N) Irvine Ave. to Mariners
P
AI
0.101
0.101
Dover Dr. Arterials -(S) Irvine Ave. to Mariners
P
NI
0.418
0.418
Westcliff Dr. Arterial (Groves)
P,H
Al
0.612
0.062
0.674
Westcliff Dr. X Santiago
P,T,H
M
0.006
0.049
0.017
0.072
Groves Bike Trail
UD,P
H
NI
0.056
0.354
1.192
1.602
Irvine Ave. Arterial N of Private Road
P,T,H
AI
0.018
0.223
0.045
0.286
Tustin Avenue Streetend
PH
Al
0.038
0.009
0.047
Anniversary Lane Roadside
P
WT
0.149
0.149
Jamboree Arterial - Bison to Eastbluff Dr. (S)
P,H
AI
0.155
0.313
0.498
Jamboree Big Canyon Roadside
UD,H
NI
0.227
0.204
0.431
Port Dunbar Drive Roadside
TX
AI
0.741
0.526
1.267
Spyglass Hill Road Roadsides
P,T,H
AI
1.607
0.499
1.188
3.294
San Joaquin Hills Road Roadsides
P,T,H
AI
2.245
1.323
1.022
4.590
PCH - Seaward to Cameo Highlands
P
NI
0.496
0.496
Larkspur Street End
P,H
NI
0.037
0.013
0.050
Jasmine Street End
P,T,H
NI
0.014
0.059
0.025
0.098
Fernleaf Ramp
PH
NI
0.184
0.046
0.230
Bayside Drive - Jamboree to Marguerite
PH
NI
1.316
0.051
1.367
PCH - Jamboree to Avocado
P,H
WT
1.364
1.28
2.644
PCH - Bayside Drive to Jamboree
PH
Al
0.018
0.579
0.597
Jamboree - PCH to Bayside
PH
NI
0.202
0.121
0.323
Promentory Bay Plaza
PH
Al
0.025
0.093
0.118
Promentory Point & Channel Walk
P,H
Al
0.26
0.211
0.471
Balboa Island Entrance
P,H
M
Al
0.028
0.029
0.057
Balboa Island - Grand Canal Bridge
P
Al
0.012
0.012
Total Acreage
25.648
3.93 14.322 2.467 46.367
AD - AREA DESCRIPTION
P
Planter
T
Turf
H
Hardscape
UD
Undeveloped
O
Overall Area Measurement
IRR - IRRIGATION
M
Manual
WT
Water Truck
NI
No Irrigation
INO
Irrigation Not Operable
Al
Automated Irrigation
0
EXHIBIT F
UNIT PRICES
A. The Contractor agrees that for requested and /or required changes in the scope
of work, including additions and deletions on work not performed, the
Contract Sum shall be adjusted in accordance with the following unit prices,
where the City elects to use this method in determining costs.
B. Contractor is advised that the unit prices will enter into the determination of
the contract award. Unreasonable prices may result in rejection of the entire
bid proposal. Unit prices listed below refer to all items installed and the
Construction Documents and include all costs connected with such items;
including but not limited to, materials, labor, overhead, and profit for the
contractor.
C. The unit price quoted by the Contractor shall be those unit prices that will be
charged or credited for labor and materials to be provided regardless of the
total number units and /or amount of labor required for added or deleted
items of work.
D. All work shall be performed in accordance with specifications described in the
RFP.
FUNCTION
TURF
Turf Mow
Turf Mow and Clippings Picked Up
Turf Edge
Turf String Trim
Turf Chemical Edge 6" Swath
Turf Chemical Edge 12" Swath
Turf Aerify
Turf Fertilize
Turf Dethatch /Renovate
HARDSCAPE MAINTENANCE
Hand sweep
Gasoline Blower
GROUNDCOVERS
Mow
Edge
Fertilize
COST /UNIT OF MEASURE
4.00 /1000 Sq. Ft.
5.00 /1000 Sq. Ft.
2.00 /1000 Linear Ft.
2.00 /1000 Linear Ft.
4.00 /1000 Linear Ft.
5.00 /1000 Linear Ft.
7.00 /1000Sq.Ft.
6.00 /1000 Sq. Ft.
6.00 /1000 Sq. Ft
2.00 /1000 Sq. Ft.
1.00 /1000 Sq. Ft.
4.00 /1000 Sq. Ft.
1.00 /1000 Linear Ft.
5.00 /1000 Sq. Ft.
*See page 31 in the RFP (Hardscape Maintenance)
0 0
PEST CONTROL
Turf disease /insect spray
3.00 /1000 Sq. Ft.
Boom Application
3.00
/1000 Sq. Ft.
Hand Application
5.00
/1000 Sq. Ft.
Turf Broadleaf Spray
65.00
/Each
Boom Application
4.00
/1000 Sq. Ft.
Hand Application
4.00
/1000 Sq. Ft.
Groundcover disease /insect spray
4.00
/1000 Sq. Ft.
Shrub disease /insect spray
4.00
/1000 Sq. Ft.
Soil Sterilant Applicant
4.00
/1000 Sq. Ft.
Turf Pre - Emergent
4.00
/1000 Sq. Ft.
Landscape Areas Weed Control
4.00
/1000 Sq. Ft.
General Weed Control Post Emergent 4.00
/1000 Sq. Ft.
SHRUB PRUNING
1 -4 Feet, Lacing 8.00 /Shrub
1 -4 Feet, Hedging 4.00 /Shrub
4 plus Feet, Lacing 10.00 /Shrub
4 plus Feet, Hedging 5.00 /Shrub
TREE PRUNING
up to 10 Feet 10.00 /Tree
10 -20 Feet 20.00 /Tree
20 -30 Feet 35.00 /Tree
30 -40 Feet 40.00 /Tree
40 -plus Feet 80.00 /Tree
PLANTING
1 Gal. Shrub /Tree
6.50 /Each
5 Gal. Shrub
18.50
/Each
5 Gal. Tree
35.00
/Each
15 Gal. Shrub
65.00
/Each
15 Gal. Tree
90.00
/Each
24" Box Tree
275.00
/Each
64 Count Flat Groundcover
18.50
/Flat
Turf - Seed and top dress
500.00
/ 1000 Sq. Ft.
Turf - Sod
1000.00
/1000 Sq. Ft.
LABOR
Landscape Maint. Laborer
16.00
/Hour
Landscape Maint. Leadworker
18.00
/Hour
Landscape Maint. Supervisor
30.00
/Hour
Irrigation Specialist
32.50
/Hour
Pest Control Applicator
50.00
/Hour
Tree Trimmer
65.00
/Hour
Equipment Operator
40.00
/Hour
EXHIBIT G
ROADSIDE AREAS BID UNIT COSTS
• 6..
Area
Unit Cost
Cannery Village Parking Lot
708.00
28th & 30th St. Parking Lots
1520.00
McFadden Parking Lot
1615.00
19th St. Street end - bayside
50.00
Marina Trailer Parking Lot
506.00
13th St. Street end - bayside
108.00
12th St. Street end - bayside
108.00
list St. Street en - bayside
108.00
"F" St. Street end - bayside
75.00
Miramar Dr. and Balboa Blvd.
196.00
"I" St. Street end - bayside
103.00
"L" St. Street end - oceanside
115.00
"M" St. St. Street end - oceanside
90.00
Via Oporto X Central Parking Lot
738.00
Short St. X Newport Blvd. Roadside
484.00
OCTA Bus Stop - Balboa Blvd. X 46th
82.00
OCTA Bus Stop - Balboa Blvd. X River
105.00
Newport Island entrance planters
50.00
37th - 41st St. Street ends off Seashore
50.00
Prospect Street ends off Seashore
50.00
Orange Street ends off Seashore
50.00
Summit St. planter
60.00
Cappys trail /bench area
315.00
W. PCH Roadsides
5200.00
Superior X PCH Parking Lot
3360.00
N.W. Quadrant - Newport Blvd. X PCH
2150.00
S.W. Quadrant - Newport Blvd. X PCH
694.00
S.W. Quadrant - Newport Blvd. X PCH
1680.00
S.E. Quadrant - Newport Blvd. X PCH
1488.00
0 0
Newport Blvd. Roadsides
19267.00
Mariners Mile Parking Lot
2324.00
Rocky Point /Pelican Wall
165.00
Dover X Westcliff
1500.00
PCH Bayshore Soundwall
600.00
Bus Stop - Bays ore Dr. X P H
484.00
Dover Dr. Arterials - Westcliff to Mariners
2395.00
Westcliff Dr. Arterials - (N)Irvine Ave. to
Mariners
185.00
Westcliff Dr. Arterials - (S) Irvine Ave. to
Mariners
765.00
Westcliff Dr. Arterial (7r-ov-esT
1234.00
Westcliff Dr. X Santiago
132.00
Groves Bike Trail
2930.00
Irvine Ave. Arterial N of Private Road
524.00
Tustin Avenue Street end
S6•00
Anniversary Lane Roadside
273.00
jamboree Arterial - Bison to Eastb of I Dr. ()
912.00
Jamboree Big Canyon Roadside
790.00
Port Dunbar Drive Roadside
2320.00
Spyglass Hill Road Roadsides
6032.00
San Joaquin Hills Road Roadsides
8405.00
PCH - Seaward to Cameo Highlands
908.00
Larkspur Street End
92.00
Jasmine Street End
180.00
Fernleaf Ramp
421.00
Bayside Drive - Jamboree to Marguerite
2500.00
P H - Jamboree to Avocado
4840.00
P H - Bayside Drive to Jamboree
1094.00
jamboree - PCH to Baysi e
592.00
Promontory Bay Plaza
216.00
Promontory Point & Channel Walk
862.00
Entrance to Balboa Island
105.00
Balboa Island - Grand Canal Bridge
50.00
Total
85041.00
EXHIBIT H
MEDIAN AREAS BID UNIT COSTS
Median Unit�t /ear
Area
Unit Cost
St. X Balboa Blvd.
100.00
Balboa Blvd. - Medina Way to 21st St.
62.00
Balboa Blvd. - Medina Way to 21st St.
408.00
McFadden Interchange Medians
536.00
Villa Way X 29th St.
62.00
M St. Median
170.00
Via Lido - Newport Blvd. to Via Operto
115.00
Newport Blvd. X Via Lido
293.00
Clubhouse X Finley
70.00
Balboa Blvd. - PCH to 32nd St.
705.00
Newport Blvd. - PCH to Industrial Way
1855.00
PCH - Santa Ana River to Newport Blvd.
3436.00
H - K of Riverside Avenue
170.00
St. James Road X Kings Place
60.00
Margaret Dr. between Tustin & Irvine
20.00
Westcliff Dr. - Irvine Ave to Dover
520.00
Triangular median - Westcliff X Dover
252.00
Dover Dr. - Westcliff to PCH
1500.00
Irvine Avenue at Westcliff
62.00
Irvine Ave. Westcliff to Dover
915.00
Irvine Ave. - Dover to Holiday Road
959.00
Irvine Avenue - Santiago to University
2580.00
Jamboree Avenue - Bristol to PCH
9400.00
University Dr - Jamboree to MacArthur
520.00
Vista Del sol
800.00
Ford Road - Jamboree to San Miguel
2235.00
San Miguel - Ford Road to Avocado
4716.00
San Joaquin - Spyglass to Backbay Rd.
8800.00
PCH - Larkspur to Newport Coast Dr.
2170.00
,
• •
PCH - Iris to Goldenrod
285.00
MacArthur at PCH
68.00
PCH - Dover to Goldenrod
5335.00
El Paseo Dr
185.00
Avocado - Waterfront to PCH
945.00
Park Avenue
1265.00
Total
51,574.00
0
Exhibit I
Required Reports
1. Annual Maintenance Schedule
2. Weekly Maintenance Schedule
3. Weekly Performance Report
4. Monthly Chemical Use Report (as sent to County Agriculture Commission)
5. Monthly Fertilizer Use Report
6. Proposed Pesticide List with EPA numbers
7. Monthly Phone Log with action taken
8. Weekly irrigation check list
9. Monthly irrigation controller programming charts
10. Extra work approval list
11. Weekly inspection list
12. Backflow certification forms
13. Annual pesticide safety training records
14. Required tailgate safety meeting records
E
City Council Agenda
Item No.
February 13, 1995
TO: Mayor and City Council
FROM: General Services Director G_ ;3033
SUBJECT: Privatization of Roadside Landscape Maintenance
Recommendation
N7
FFR 1 3 1945
That the City Council approve the privatization of roadside landscape
maintenance by accepting the proposal of Landscape West Inc. at an annual cost
of $136,615 for a period of five years and direct staff to implement the
reassignment of the four impacted employees concurrent with the beginning of
work by the contractor on March 1, 1995.
Background
At its September 26, 1994 meeting, the Council accepted a report prepared by
Integrated Urban Forestry, Inc., which recommended the privatization of all
roadside landscape maintenance. A copy of the staff report and IUF study is
attached.
Shortly after this Council action, both the preparation of a Request for Proposal
(RFP) for roadside landscape maintenance services and a commencement of the
meet - and - confer process occurred.
Meet - and - Confer Process
The City directed its authorized representatives in September 1994 to meet -and-
confer with the authorized representatives of the Newport Beach Employees
League (NBEL) to discuss the effects the privatization would have on four
employees who would be reassigned to lower paying positions following the
award of the contract. 41
It was explained to the NBEL representatives that no layoffs would be required
in turning over this work to a private contractor, because the City had
maintained four open positions in the Parks Division through attrition.
However, after privatization, four employees would be reassigned to lower
paying positions due to the elimination of one of five supervisory positions in the
Park Maintenance Division. The City representatives and the NBEL
representatives met - and - conferred extensively during five scheduled meetings,
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and additionally the City Personnel Director spoke on several occasions with the
NBEL bargaining representative by telephone in an effort to develop a solution
which would be satisfactory to all parties concerned.
In the final analysis, most of the proposals presented by the NBEL were not
acceptable to the City because of cost. The City did, however, agree to provide a
limited amount of release time for the effected employees for the purpose of
interviewing for other positions outside the City. The City also agreed to explore
the possibility of in -house vocational retraining for these four employees on a
case by case basis.
Staff believes that the City has fulfilled its legal obligation to meet and confer in
good faith on the effects of this matter.
Biddine Process
The RFP was prepared by staff simultaneously with the research and
identification of competent landscape contractors. The latter was narrowed to a
field of six contractors, each of which had established a record of superior
performance with various local governmental agencies.
The RFP was distributed to the six contractors on December 16, 1994. Five bids
were opened on January 12, 1995 with bids ranging from $136,615 (Landscape
West) to $357,384. The additional costs to perform the contract without the use
of leaf blowers ranged from $16,848 to over $99,000 per year.
Should the City accept the low bid of Landscape West Inc., the savings are
projected to be $143,113 per year or $715,565 in five years. The contract would
not have a CPI increase clause, so no projected savings would be lost to annual
adjustments.
ntractor Oualification
Staff has conducted a thorough analysis of the low bidder, Landscape West, Inc.,
to ascertain the performance level and financial stability of the firm.
As part of the research, field checks of the contractor's median landscape
maintenance were conducted in Huntington Beach, Mission Viejo, and San
Clemente. Each location was found to be well maintained.
Landscape West, Inc. has operated in over 30 cities throughout Southern
California for as long as 15 years. The firm was chosen from a large field of
contractors by the City of Palm Springs to assume all parks and roadside
landscape maintenance when that City privatized those functions in 1994.
2
y
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Financial documents were provided to staff by Landscape West, Inc. which notes
the company's access to lines of credit as well as documenting the financial
security of the firm.
Staff has no reservations regarding the performance qualifications and financial
security of Landscape West, Inc.
Summary
If approved, the privatization of roadside landscape maintenance would be the
second major Department privatization effort after last year's successful
privatization of the tree trimming function. Numerous examples of partial
privatization are available throughout the City, but none of the level associated
with trees and landscape maintenance.
The opportunity to privatize occurs at a time when fiscal resources are
anticipated to become even more scarce than in prior years, due to sluggish City
revenues and growing operational costs. The annual and five year savings of
$143,113 and $715,565 respectively, is particularly good news.
While the demotion of four employees represents a cause for the concern of the
Department morale, had management staff not maintained four personnel
vacancies since the privatization study started, we would now be faced with
layoffs of four employees instead of demotions.
Staff concludes with the recommendation that the Council approve the
privatization of roadside landscape maintenance by the acceptance of the low
annual bid of $136,615 for five years submitted by Landscape West, Inc. Upon
Council approval, staff will complete the execution of a service contract with the
intention of a starting date of March 1, 1995. The reassignment of the four
employees and the disposal of maintenance equipment will occur simultaneously
with the contract commencement.
Very respectfully,
David E. Niederhaus
DEN /es
Attachments
3
0
6
City Council Agenda
Item No. 16
September 26, 1994
TO: Mayor and City Council
FROM: General Services Director
SUBJECT: Privatization of Roadside Landscape Maintenance
Recommendation
That the Council accepts the consultant's report recommending the privatization of
all roadside landscape maintenance and directs staff to commence the meet and
confer process with the Newport Beach Employees League.
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 11 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 higher 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 may face further budget cutbacks from the State.
Integrated Urban Forestry Inc., the firm which conducted the tree maintenance
privatization study, has .provided a comprehensive look at the City maintenance of
medians. The consultant has provided a dual comparison by not only comparing City
operations to private industry, but to recognized industry standards as well.
0 0
Staff provided key items of data for the NF 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. One of the benefits of this report was to
update this data for daily management and plarming.
After receiving this information, NF then compared this data with the actual private
industry cost, equipment, and manning statistics and with recognized industry
standards. In addition, NF 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 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.
nsultant Conclusion
• 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
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. P S
noted earlier, the downturn of the economy has forced the 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.
2
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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.
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 staff recommendations below.)
• To privatize six employee positions including an Equipment Operator,
two Groundworkers 11's, one Groundworker 1, and two Park Laborer
positions.
• 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.)
Analysi
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. This could
be resolved by not privatizing all of the six positions and using some of the savings to
make capital improvements. The consultant's interviews with Parks staff (contained in
Appendix A of the study) identify some of these factors.
To reemphasize, the consultant's use of the term "low productivity" was not interpreted
to mean City employees are slow in the performance of their assignments, but rather
that the City costs are higher than private industry costs thereby causing lower
productivity relative to a cost per unit of work standard.
191
0 0
One facet of the consultant study that should be explained is the unusual increase in
Salaries and Benefits of Table I between the Fiscal Years of 1991 -92 and 1992 -93. The
majority of the overall increase in salaries and benefits was as a result of the decision in
1992 to transfer personnel benefits funding from the Maintenance and Operations
budget category to the Salaries and Benefits budget category. Although the consultant
added appropriate footnotes to explain the discrepancies, it would be easy to
misinterpret the overall cost totals. This misconception is further illustrated by the
consultant's statement on page 4, the fourth paragraph of Section 1.1.2 that "the average
salary per employee has doubled" in five years. And while the consultant explains why
his statement is flawed, the initial comment is not easy to disregard.
The consultant has caused some further confusion by using different amounts for
salaries of City employees. For example, some tables include only salaries such as Table
V, while others include salaries and benefits. Additionally, Fiscal Year 1993 -94 salary
levels were used in Table X rather than Fiscal Year 1994 -95 salary levels because the
landscape industry standards have not been published for 1994. Most importantly,
however, Table VII accurately depicts current salary levels of those positions to be
privatized and therefore the report accurately provides projected savings by using
Fiscal Year 1994 -95 salary levels.
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 reduction of six more non -
supervisory positions, it is necessary to consider supervisory personnel reductions to
maintain a level of balance. The larger percentage of supervisors per worker also skews
the Average Salary /Employee findings of Tables I and X. It should be noted that the
Superintendent also manages the Tree Division; therefore, a portion of his salary is for
management of that Division yet the consultant failed to acknowledge that cost
discrepancy.
There are additional savings to privatization that NF 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.
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 which 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 min mum of problems with the private contractors.
It should be noted that an earlier experiment with parks and median landscape
maintenance failed in the late 1970's. After a similar 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
4
0
0
which time the City returned to in -house services. This problem area could best be
addressed by stipulating a three to five year contract with a set annual cost as was done
in contracting the tree trimming function.
Staff Recommendations
• Privatize four of the six employee positions identified with roadside
landscape maintenance. (Eliminate 1 Equipment Operator, 2
Groundsworker It's, 1 Park Laborer positions).
• Eliminate one of the two Parks Maintenance Supervisor positions in
order to retain two of the six positions (one Groundsworker I and one
Parks Laborer) identified with roadside landscape maintenance. This
results in a net loss of five 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 roadside maintenance areas to increase efficiency.
• Evaluate the possible use of a "piggyback" bid by assessing other
municipal contractors and the performance of contractor.
• Assess and implement the additional consultant cost savings measures
wherever feasible.
• Accept the consultant's report.
• Direct staff to commence the meet and confer process with the Newport
Beach Employees League.
Staff recommendations result in a minimum annual savings of $110,000 while
eliminating one supervisor and four Parks Maintenance personnel positions.
The annual salary and benefits 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., an improved 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 changes such as salary reductions are subject to a meet and confer
process with the Newport Beach Employees League. Upon Council direction, staff will
begin negotiations. A recently compiled employee seniority list will be utilized to
61
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determine which employees are directly affected and what management actions are
necessary should a decision be made to privatize the roadside landscape maintenance
function.
Review Process
The Parks, Beaches, and Recreation Commission assessed the privatization proposal on
September 6 and unanimously accepted the consultant report and staff recommen-
dations. The Commission directed staff to forward the report to the Council for
consideration. The proposed privatization schedule is attached. There has been no
feedback from the NBEL, individual employees, nor the public at the time of the
preparation of this report.
Summary
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 Council
support the privatization of the roadside landscape maintenance function.
Upon a favorable decision on staff's recommendations, we will proceed with
commencing the meet and confer process with the NBEL and continue assessing current
roadside landscape maintenance contracts and contractors used by other local
governments with the goal of having a contractor in place by January 1, 1995.
Very respectfully,
David E. Niederhaus
DEN /an
Attachments: (a) Cost Analysis for Privatizing_ Roadside Landscape MaintE
(b) Summary of Survey of Municipal Privatization Activities
(Roadside Maintenance)
(c) Proposed Privatization Schedule for Roadside Landscape
Maintenance
9
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City of Newport Beach
Proposed Privatization Schedule for Roadside
Landscape Maintenance
EVENT
Discuss Concept in Closed Session with Council
Provide NBEL with Copy of Report
and Staff Recommendations
Announce Consultant findings to Parks Division Personnel
PB &R Commission Packets Mailed
(Report becomes public document)
PB &R Commission consideration
at monthly meeting
Assess PB &R Commission comments, employee and
NBEL input, and Public Comments
Comprehensive Assessment of Current Other
City Contracts and Contractors' Performance
Prepare and Submit Council Agenda Item
Council Initial Consideration (Evening Agenda)
(Request for authority to meet and confer)
Meet and Confer Process with League Begins
Council Approval of Privatization
Preparation of Request for Proposals, Bid Tabulations, etc.
Selection of Contractor
Contractor in Place (off season) and
any layoffs or reassignments of City staff
Disposal of maintenance equipment
DATE
August 22, 1994
August 30
September 1
September 6
September 7 - 12
September 7 - 23
September 12 - 16
September 26
September 27
October 24
October 25 - November 11
January 1, 1995
January 1, 1995
Prepared by General Services Department
August 21, 1994
/.
FFR 1 319
COST ANALYSIS FOR PRIVATIZING
ROADSIDE LANDSCAPE MAINTENANCE
Pmpamd for
City of Newport Beach, General Services Department
COST ANALYSIS FOR PRIVATIZING
ROADSIDE LANDSCAPE MAINTENANCE
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
(714) 837 -5692
September 1994
ITable of Contents
Section Page
Executive Summary ................... ............................... l
1.0 FACT FINDING ................ ...............................
3
1.1 Gather Pertinent Information .. ...............................
3
'
11.1 Methods Used
3
1.1.2 Current budget and budget trends .........................
4
1.1.3 Staffing Levels. Salaries and Benefits ......................
7
'
1.1.4 Equipment
9
1.2 Current Condition of City Maintained Roadside Landscapes ..........
11
1.2.1 Scope and quantity of work ............................
11
'
1.2.2 Design and plant material selection .......................
11
1.2.3 Quality of work performed ............................
12
2.0 COST COMPARISON ........... ...............................
13
2.1 Newport Beach Roadside Landscape Cost Savings .................
13
2.2 City Personnel Costs v. Private Sector ..........................
15
2.3 Private Contractor Costs and Net Savings
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
1 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 - ParksMaintenance 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 ParksMaintenance Division ............
8
Table VI - Equipment Used by the ParksMaintenance Division with Monthly Rental
Rates 10
Table VII - Potential Staff Eliminations with Privatization of Roadside Area
' Maintenance .................. ............................... 13
Table VIII - Equipment, Materials, and Supplies Associated with Roadside Landscape
Maintenance .................. ............................... 13
I
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 ParksMaintenance Crews and Supervisors
' 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 Parks Maintenance Division have 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 mcommend that the City
of Newport Beach contract out roadside landscape maintenance services. Consideration
should be given to "piggy - backing" this service onto a current, 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
We also recommend that the City evaluate the contractors desire and ability to hire cunent
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 Parks 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.
2
DEFINITIONS
Certain terms used in this report will have the following definitions.
Hardscape - All man -made items associated with a roadside landscape, e.g., 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 budgets and other documents and interviews are tabulated 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.
' 3
• 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 - Parks Maintenance Division Budget represents the total costs
of the Division while Table II - Parks 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 Division 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 II 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.
V,
Table I - Parks Maintenance Division Budget
Ctassificatiitiir
1989 -90
Actual ":
'199t19I * %-
; Actrial
1,99192*
tictual,
" ig92 93 ;
"" Actual:
1993 4
Estixiunct
. T99A;95 ;
.. Reed`
Salaries & Benefits
$1,020,856
$1,137,320
$1,176,755
$1,579,096
$1,496,300
$1,520,527
Maintenance & Operations
$612,244
$621,165
$622,350
$377,939
$448,420
$392,929
Capital Outlay
$54,778
$91,425
$30,500
$7,199
$5,816
1 $U
Totals
$1,687,878
$549,910
J$IJ29,665
1$1,964,234
1$1,950,536
$1,913,456
Salary as %of Total
1 60.5%1
61.5%1
64.3%1
90.4%1
76.7%1
79.5%
No fidl time egvfit employee
43.63
43.531
401
42.21
341
31
Avg. Salary/Ennplo ce **
$23,398
$26,067
1 $29.419
1 $37,419
1 $44,009
1 $49,049
Cost /acre, as -//.of total •`
$6,946
$7,367
$7,225
$7,756
$7,702
$7,639
{ ' Prior to Fiscal Year 1992 -93, benefits were included in the Maintenance and Operations category.
** Benefits are included in the 1992 -93, 1993 -94, and 1994 -95 "Average Salary/Employee" fig=
Table If - Roadside Landscape Acreage as a Percentage of Total
5
1988 90
- .199 -9I
:199192
1"2 =93
199391
1991 95 x : ;<:
Parks
154.00
156.35
156.35
156.35
156.35
156.35
City facilities
43.63
43.63
43.63
43.63
43.63
43.63
Medians
23.69
28.82
30.95
30.95
30.95
28.18 **
Pascos & 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
18.70%
20.4%
21.0%
21.0%
21.0%
20.2%
Cost, as %of total
$315,140
$376,671
$384,792
$413,107
$410,226
$385,716
Cost /acre, as -//.of total •`
$6,946
$7,367
$7,225
$7,756
$7,702
$7,639
Data taken from City of Newport Beach's 'Budget atinatos for 199495."
Based on acreage in the document "Median Measurements and Breakdowns" provided by Park Maintenance Division
staff and shown in Table 111. There has been no actual reduction in acreage; the 199495 figure is based on a recent
remeasuremenl and more accurately depicts true acreage than in past years . The median figure does not include adjacent
roadside areas that are often maintained together. Roadside acreage is included in paseos.
Depicts the cost per acm only; does not account for arying maintenance requirements of other areas.
5
r
r
r
1
1
r
r
Table III - Details by Area
Area -
Ax+ea
llesc ' tiara
Irri atinn
Acses
": P..
- Tr
H
iD
Q "`
G St. X Balboa Blvd
P,H
M
0.032
0.022
0.054
Balboa Blvd -Medina Way to 21st St.
P
M
0.034
0.034
Balboa Blvd -Medina Way to 21st St.
P
NI,WT
0.223
0.223
McFadden Interchange Medians
P,T,H
M
0.032
0.241
0.020
0.293
Villa Way X 29th St.
P,H
M
0.020
0.014
0.034
M St, Median
P,T,H
At
0.003
0.051
0.039
0.093
Via Lido - Newport Blvd to Via Operto
P,H
AL
0.025
0.038
0.063
Newport Blvd X Via Lido
P,H
At
0.019
1
0.141
0.160
Clubhouse X Finley
P,H
M
0.020
0.018
0.038
Balboa Blvd - PCH to 32nd St.
P.H
Al
0.068
0.317
0.385
Newport Blvd - PCH to Industrial Wav
P,H
INO,WT
0.461
0.552
1.013
PCH - Santa Ana Riverto Newport Blvd
P.H
At
0.607
1.270
1
1.877
PCH - E. of Riverside Ave
Rif
M
0.016
0.077
0.093
SL James Rd X Kings PI
P,T
M
1 0.005
0.028
0.033
Margaret Dr. between Tustin and Irvine
P
NI,WT
0.007
0.007
W estelilrllr. - Irvine Ave to Dover
P,H
INO WT
0.132
0.152
0.284
Triangular median- WestcliffX Dover
P,T,H
At
0.005
0.108
0.025
0.138
Dover Dr. - Westcliff to PCH
P,ll
INO,WT
0.327
0.495
0.822
Irvine Ave, at Westcliff
P'H
M
0.031
0.003
0.034
Irvine Ave. rWestclitf- WestelitT to Dover
UD
NI
0.500
0.500
IrvineAve. - Dover to Holiday Rd
P
NI,WT
1 0.524
0.524
Irvine Ave - Santiago to University
P,T,H
Al
0.057
0.966
0.386
1.409
Jamboree Ave. - Bristol to PCH
P,T,H
At
0.068
3.363
1.712
5.143
Universtiy Dr- Jamboree to MacArthur
T Il
At
0.112
0.172
0.284
Vista Del Sol
P,T
At
0.121
0.316
0.437
Ford Rd - Jamboree to San Miguel
P,T,II
At
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
AI
0.735
2.697
1.374
4.806
PCH - Larkspurto Newport Coast Dr.
P,H
AI
1 0.559
0.626
1.185
PCH - Iris to Caoldenrod
P,H
M
0.041
0.115
0.156
MacArthur at PCH
H
0.037
0.037
PCH - Dover to Goldenrod
PFI
At
1.476
1.438
2.914
El Pasco Dr
T
M
0.101
0.101
Avocado - Waterfront to PCH
P,T
WT,M
0.286
0.230
0.516
Park Ave
P,H
At
0.587
0.104
0.691
Total
6.61
10.54
10.53
0.50
28.18
Legend
P = Planter T = Turf H = Hardscape UD = Undeveloped O = Overall Area Measurement
M = Manual WT = Water Truck NI = No Irrigation INO = Irrigation Not Operable
Al = Automated Irrigation
51
Below, Table IV - Workload Indicators summarizes various data that impact 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
w6d' loatl Indicators ":: ;;
_._ .
1941
x1c
19913,
iActnat .
'19934 "
�s'
1994 s:; I
...
Acres of parks maintained
156.35
156.35
156.35
156.35
Acres of medians maintained
28.82
30.95
3095
28.18
Acres of City facilities maintained
43.63
43.63
43.63
43.63
Acres ofpaseos maintained
22.31
22.31
22.31
22.31
Total acres ofturf mowed (annualized)
51200.50
5,200.59
5,200.59
5,206.56
Total miles of turf edged (annualized)
648.91
648.91
648.91
650.88
Miles of ground cover edged
39.80
40.19
40.19
40.64
Nund>erof shrubs inlandscaped areas
43,970
52,139
52,139
52,476
Number of trees in the landscape
8,659
8,916
8,916
8,954
Number of park's
38
38
38
38
Nun-ber of full -time equivalent employees
1 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 Parks Maintenance Division personnel receive the following benefits -- no
employee has auto or 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 Parks
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
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1.1.4 Equipment
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
Quantity
Vehicle (V)
21
Tractor (T)
2
Trailer JR)
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. By contrast, in a typical private landscape maintenance operation, there are
two trucks and one trailer per six employees.
1.1.5 Renortinz 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 to normal activities)"
' 'Pesticide Safety Training Record"
"Employee Safety Training Record"
"Employee Performance Evaluation"
One Minute Survey"
"Equipment Check List"
' 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"
I "Daily Report -- Weekend Litter Run"
Internal scheduling between crews
' 9
Table VI - Equipment Used by the Parks Maintenance Division with Monthly Rental Rates
PC
Re acemf
"" 117aurten.
f nt .:
Taal
AMC /Jeep Cherokee
1990
V
$166.67
$186.18
$17.64
$370.49
GMC 1 Ton Flat Bed
1985
V
$150.00
$261.18
$20.56
$431.74
Ford 3/4 Ton
1983
V
$145.83
$261.18
$20.35
$427.36
Kubota Tractor
1983
T
$170.83
$86.18
$12.85
$269.86
Ford Ranger
1994
V
$135.42
$191.68
$16.35
$343.45
Ford 3/4 Ton
1987
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
Intl 21 /2Ton
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 I Ton
1980
V
$141.67
$261.18
$20.14
$422.99
ZiemanTrailer
1987
TR
$50.00
$48.18
$4.91
$10109
Dico Flat Bed Trlr
1987
TR
$12.50
$15.51
$1.40
$29.41
Kut Kwik Lawnrmwer
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
515.51
$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
$107.99
Cal Tra$ T& 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
$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
$5.14
$107.99
Dico Trailer
1982
TR
$12.50
$15.51
$1.40
$29.41
Totals
$4,946.66
$6,311.35
$562.22
$11,810.39
1.1.6 Orsanizational Structure
The organizational structure of the General Services Department and the Parks Maintenance
Division is shown below.
iceneral Services Director
' [[Park Maintenance 7,peri ntendent
Park Maintenancesi Supervisor
Park Maintenance Crew Chief
(Sprinkler Technician Crew Chief (1)
11 Sprinkler System Technician (1)
' Pest Control Technician (1)
Park Equipment Mechanic (1)
Administrative Clerk (.25)
Park Maintenance Supervisor
Park Maintenance Crew Chief
Groundsworker II (9)
Groundsworker 1 (6.25)
Equipment Operator I (3)
Park /Tree Laborer (4)
1.2 Cunent Condition of City Maintained Roadside Landscapes
1.2.1 Scope and quantity of work
The City landscape maintenance crews perform a comprehensive scope of work on the City
roadside landscapes as follows:
Litter Removal: Daily Prune Shrubs: As Required
Weed Removal: As Required Prune Trees: As Required
Mow and Edge Turf: Weekly Edge Groundcovec 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
hadscape, thus increasing the maintenance demand of the landscape.
11.3 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.
' A Some roadside landscapes contain well grouped, pruned and irrigated perennials,
some with plants that are somewhat difficult to maintain, e.g., Pelargonium
' peltatum (Ivy Geranium).
C Only litter removal and occasional pruning (edging) are performed on the iceplant
' 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
degree 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.
1 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
2.0 COST COMPARISON
' 2.1 Newport Beach Roadside Landscape Cost Savings
Table VII below shows those positions in the Parks 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
Position . ;..
fluarltity..Arattial
"Sala,
Extended, Cost!
EqL prrert Operator
1
$34,659
$34,659
Grotr dswuRer H
2
$35,311
$70,622
Grou dsworker I
1
$32,028
$32,028
Park & Tree Laborer
2
$22,819
$45,638
Stir Total Personnel
6
$182,947
Benefits (33 %)
$60,373
Total Personnel
$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
3 Vehicles(IA, 3/4, 1 ton trucks)
$13,860
Mw. Farnd Tools
$1,000
Small EaWrmrt Renoir
$1-000
A 1' i� Ml4W,NMI 111
Me, 1. X11 :171R_ f 1.:! WK H �. 11
13
Total cost eliminations of the Division budget have 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 Maintenance
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 irrigation, 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
a 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
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 Parks 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
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
WifhoutbesieGts
Withlienefifis
.
ClassiEicatiuir
Cit
1993 94.
ii=aleitt
I993:Indnstry,
' slant * :
E:r
1993.94
$ 'valeitt
X993 Industry
iaieut "
Park Maintenance Superintendent
$
61,590
$
44,100
$
81,915
$
58,653
Park Maintenance Supenisor
$
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
Sprinkher System Technician
$
35,125
$
19,397
$
46,716
$
24,828
Park Equipment Mechanic
$
35,125
$
24,232
$
467716
$
31,017
Pesticide Applicator
$
37,584
$
24,232
$
49,987
$
32,229
Equipment Operator I
$
32,835
$
13,957
$
43,671
$
17,865
GrouWsworker 11
$
33355
$
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 Clark
$
28,529
$
28,605
$
37,944
$
36,614
Average salary,
$
36,816
$
22,824
$
48,965
$
29,609
Average difference
$
13,991
1 $
19,356
Average percent ofbenefits
33%
30%
Taken from the "Professional Grounds Maintenance 1993 Salary Survey, Far West Region ".
upon request.
Copy available
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 %) profit.
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
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
are significantly less than the Parks Maintenance Division costs for similar work. These
1 standards utilize hourly rates and time - per -task standards that are proportionally lower than
those reported by the City.
When only time - per -task standards are considered, the City Parks 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, and 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
Pnvate 5ectorx
II7F;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
PerAcre?,(based un St) 49:ii res)
Private Landscape Maintenance Costs
$3,300
$3,000
Eliminations (Gross Savings)
$5,277
$5,277
Net Savings per Acre
$1,977
$2,277
Based on mid -range ($275 /acre) estimates from qualified landscape contractors as well as
t3 he 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
are significantly less than the Parks Maintenance Division costs for similar work. These
1 standards utilize hourly rates and time - per -task standards that are proportionally lower than
those reported by the City.
When only time - per -task standards are considered, the City Parks 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, and 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
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 Fact Finding section, 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. However, Division management has 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 those same services 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 Parks 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
are often performed by City staff. These services include tasks such as road race and holiday
17
decoration preparation, field set up and modification, etc. Since July 1993, the cost for these
"extra" services has been expended against each event budget, not the Division budget.
Therefore, the cost for this work was not considered in neither 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 competitive 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
' is shown below.
• The Parks Maintenance Division will save approximately $100,000 per year, using the
Fiscal Year 1994 -95 budget figures.
• Approximately six (6) employees may be displaced from their current job and possibly
t 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 productive employees with 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, 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 crews. 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).
19
• 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.
- 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 materials such as turf and "dated" materials such as
ice plant with contemporary, low maintenance, and low water use plants.
• Utilize computer database management software to provide more efficient scheduling of
' work, reporting, assessing needs, and management control. The program can be either
operated in -house or privatized, and can provide significant long -term savings to the City.
20
APPENDIX "A"
■ Interview with Park Maintenance Crews and Supervisors
As part of the fact finding performed by IUF, individuals in the Parks Maintenance Division
were interviewed. IUF interviewed employees from the Park Maintenance Supervisor position
to the Park and Tree Laborer. A broad range of topics was discussed during the interviews.
IUF's intent was to gain 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.
t 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.
IniQation
■ 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)
■ 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.)
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 am 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 part of a preventative 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,
including 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.
■ During inclement weather, the crew responsibility is to monitor their areas. (True, crews
assume duties for storm damage mid 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 Parks Maintenance Division 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 greenwaste 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.)
1 ■ 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 some or fasten Under the tree
trimming contract, response time has improved dramatically)
1
Appendix A - Pg. 3 of 5
Comments on Suaervisorv/Mana¢ement
• 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 A venue
is maintained by Newport Beach, the other half by Costa Mesa from l7th 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 I 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,
particularily if privatization results in the loss of six employees.)
Eauipment
■ 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 performance 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 Il determines irrigation schedule. Feel that any job can be performed by
this classification level. (Irrigation programs are continually reviewed by the Supervisors
and Carew Chiefs.)
Appendix A - Pg. 5 of 5