The URL can be used to link to this page

Home My WebLink About0285.093~-~------------- - ~ .. . . Of. : . , " -'; May 6 1993 THE HONORABLE CITY COUNCIL Palo Alto, Cal,ifornia ORGANIZla.!.9NAI,,_~~IEIi of THE CPMMUf.,·1.TY SERVICES DEPARTM~~ Members of the Council: This is an info~mational repcrt and no council action is required. REPORT INn IEF This report transmits the opera.t.ional Services Department ~ The report was Division of the Finance Departnent. Revie .... · of prepared the Communi ty by the Budget The purpose of t.he review -""as to evaluate-the operCltio1'1.31 performance of the Communi tj' Services Department in order to enhartce service and effectiveness bI making rec0mnendations for operational improvements; and inves~igate alternative resources and funding mechanisms for the services offered. The_ report makes the following recommendatic'ns: • Continue the management p13nning process currently underwaYi • Have a community survey done by an outside group to identify the needs of the residents of Palo 1>.1 to ',.;i th regards 'to services provided by CO:ClIilunity Services; • Fund short-ter~. analytic support for specific projects; CMR:285:9J I .. e , . rc-j - • • • o Add a clerical position to the Administration or Recreation Divisions l open Space and sciences; Adjust allocation Parks Superviso~ Projects (CIP}; of *,or-k 1':'1 Parks a7ld Golf Divisions to allow additional time far Capital !l':1proverr::e;"lt Increage coordination !:let1o.'e[:n Ccmmunity services and ttle Public Works Depart:r.ent in the elP process; • With the above adjustments and the inclusion of elP fUi'lds for design ar-:d construction rnar:agernent, manage mere than three elP projects each year; " Whenever possible, pursue the creation of publiciprivate partnerships; • Provide mail-in registration for classes for adults; • Improve coordination bet~een divisions providing classes; the ?rogra~mer's committee could be elevated to a department-wide committee to facilitate this; • Mak.e adjustments in class fees where appropriate, increasc, charges for non-reside~t fees, and handle the negotiation of instr'.lGtor payment r~tions in a I:'Iore consistent manner 'Iolithin the department; • Develop a plan to sr.:ft !:,asic park 1rlair,ter:.ar.cc 'Work fro::.l in house staff to contract services; • Evaluate subsidies for specific services, including ~hc Lawn Bowling facility and the co~rnunity Gard~n5; and • Assess short needs. the technology needs of the depart:":1snt and, in the run, provide funding for SO'!':1e i';";1l":1ediate technology If the sum total of the recommendations included in the reoort were to be implemented in the ll'.l')st tinlely l11anner poss ibIe, th~re ..... ould be a net cost to the General fund of approximately $72,000 in the CMR: 285: 9) , -, - first year. There ~ill be ad1itio~al costs in the second year for technology that ~ill be identified in the needs assessment. These costs could be more than Clffs~t by a tr-ansition to ccntracting fer park maintenance ... ork, depending on ho-\Iro' that change is accomplished. BACXGROOND In .19$0 the City of Palo Alto changed to a. t .... ·o-year budget format. The budget is approved for the firs~ year, and for ~he second year in concept. In the interim l'ear~ the budget process is significantly shorter. During t~e interim year/ the Budget Division of the Finance Department is responsible for reviewing 2'_n operational department. The first department revjewed was the Public Works Depdrtrr.ent. (General Fund). The Community Services Departmer:t is th~ second department to be revie-\Iro'ed. The Cubberley School site operation ~as not include~ in this revie ... ~cause this area was under discussion in a separate forum ~ith the Council Finance Cornrnittee. Each of the: rernaininq areas of the comnrunity Services DepartlTle!".t 'Was revie·",ed. . Efforts were concentrated on those areas identified in initial interviews as being the ~ost i~portant. Therefore. so~e divisions or operations within a division receive only brief discussion iTl the attached report. The report includes an executive summary ~hich highlights the ~ajor recommendations. DUCUSSION The Community Services Department has the second largest budget in the Gen~ral Fund after the Police Department. The depa[·t~ent has a staff c! 128.5-full-time employees, nurn"?rous temporary employees and a budget of $17.5 mill ion. The department provides d -",ide range of diverse activities for many different audience~, and the departruent operates out of many different locations. The discussion below capsulates the :rna ir, recommendations :made bj-' Budget staff and the responses and reactions from the Community Service Depf:lrtment. Tne report is divided into four sect':ons: Managere~nt Issues, organizational Issues t Alternative Funding, and Resources and Technology. xanaqement P1Annin~ The Manage:rnent Planning section revie:..'s the r.ia;!lner in. which thE' department plans for the future and in how well th~ departrn~nt communicates and interacts inter-na 111' and externally ~ CMR:285:93 3 - ---------~~------------------------....... In the ManagemE' .... ~t Plar'!!1ing Section, the report re~o:':':":lends the follo,dnq: the process of def ini ng the -departrr,ents goals and objectives should be continued; futlding for a co~~unit~ survey to help identify tl'1.t? needs of the reside,its of Palo Alto; funding for sl"lort-term analytical support to !'",F!lp the departtT'.o;!nt coordinate and i~pl~ment specific projec~s; and the addition of ~ clerical position to a110 .... the F-xecutive Assistant to perforn some of the ongoing ccordination l analrtic31 and budgeting duties that are required for a depart~ent of this size. The addition of staff is recommended to address tl;,'O problems .... 'ithin the department. The first, short-term anc::l,"tical support, is needed for coordination~ special projects; developr;~ent of manue;ls and 'Work. on long-range data i":anagenent and planning acti vi ti'2s. This work is concentrated in Parks and Golf and Recreation r op~n Space anc2 sciences. The second pes i tien recor.lrnended is the addition of a cler leal pos i tj on. Over ti!':1c, there has been a decrease in the number of clerical employees available tc provide support, In Administration and Recreation, Open Space and Sciences, th.are is half of on~ epployee availab1e for clerical support and an Executive Assistant. By adding a cler ieal enployee r the EXecutive Assistant \oo'i11 be able to cocrdinat.e the budget process and do special projects that are mere appropriate for the job title~ The Comnunity Services Department feels that these recommendations are approp~iate, The report al~o recommends some adjustments in lead maintenance worker responsibilities to allm,,' t_~e Parks S'J.per'Jisor additional time for ClP projects. It. is also reco:T1m.enaed that the:.-e be increased coordinat ion and cooperatlclr. bet ..... eer, ComTIiuni ty Servj ces and the Publ ic Works Department regarding the creation, development and implementation of capital ir.oprovement projects. Based on organizational changes, enhanced coordination vith Public Works, and CIP funding for project design and constl-uction man,lgement, the report recommends that the Parks and Golf Divisio~ should be able to !!1anage :r.lore than two to three CIP proj ects a year. The Corr.rnunity Services Departr.,ent feels that ree,rganizing lead maintenance worke:-responsibil it iES as reccrnmer.ded is ~m·,rc!"kab1e arld that it 'IlI'ould result in a dilutioT, ot managenent's supervisory responsibilities. The department does not feel that current staffing levels allow for the management of more than t ... ,o to three elP projects annually. The department, however, has included funds for design and construction :rnanage>:'.ent in thE: 19')3-94 elP proposals and .. ith this type of support, additional pt".ojects can be undertake-n, orqanizational Issues Organizational iSSues in the report ..... ere defined as issues that related to the: structure of the depa.rtmentj in other words j 'oolhether thi:! department is organized in a logical manner. CMR:2:85:93 4 "L • - f , .~ , I I • 1 ! - - ··r .. _ .. " ... ~~~f<~~-:-~" The report recor.1;neJ:6:s that the Comrrcutlity Services Department ~ctivel'j pu!'",?ue public/private partn~rships 'Where possible, feasible 3nd b€~eficial to the City. An exa~ple of an existing public/private partflership is the current operation of the Corrununity Theatre. Finance staff felt that there may be fin?.!"lcial and creative benefits to public/private pa~tf1Erships or the creation of r,on-profit entities to provide services curr€.mtlv provided by the city. 'l'he community Services Department feels that it is a leader in the creation and utiliza~ion of public/priv~te partnerships and that the recommendation is appropriate. Ho .. rever, it believes stich partnerships may take many foc::ns, onl)' one of ~hich would be the creation of non-profit organizaticns. The report found that there were S01:1e issues ""'ith support. for recreation supervisors and the use of temporary ell'\ployees to provide ongoing operational support. The report did not make any recommendations relat.ed to this, but su,~gested t.hat there ..... 'ere three ~ays to address this issue; a li~ited number of ternpor~ry employees could b~ allowed to exceed the lODO limitj three part time positions could be created to provide this type of support; or the operation of the Recreation, Open Space and Sciences Division could be reevaluated and :::I progra:rn could be el imina tee to free up staff. The cQt!lmunity Services Department agreed tr,at this was an issue. There were also areas related to the provision of classeS. These inc Iuds a recommendation that in addition to ~alk-in registration, 1!lail-in registratiol". be p'r"cvided for adult.s. 'The other recommendation is for increased coordination a~ong the different divisions that hold classes~ This could be achieved by elevating the status of an eXisting Program~er~5 Committee to be department wide. The community Services Departmerlt agreed ..... ith these recollUllendations but felt that the manner of the coordination of classes between divisions should be left to their discretion. Alternati\~e Fundinq and Resources The Alternative Funding and HeSOl.lrces section cf t;"l.e report looked at the revenues generated by the Conrounity 5ervice$ Department and the level of subsidy received by different users of the services provided by the departttent. There were issues related to fees fer classes identified in the report. The recommendations in this section relate to fees and cost recovery and include: increasing class fees \;il'.ere appropriate, especially for adult spcrts; increasing non-resident fees; and moving towards ;,Iore common p_ethods of negotiating contracts for instructors and for the payment of instructors. The Commur,ity services Department agrees ·with these recomnendations but feels that the ~echanism tor any changes to the class structure or the instructor payment ratio 5ho~ld be left to the discretion cf the dE!partment. CMR: 2-85: 93 5 .• · .. 1 ... ~. - · -:.- The reoort r~com .. neI"'.ds that the provision of bas ic pilrk ma inten2Jr,ce ...... ork be revie""ed as to t.he feasibility of transiticning frorl L"l house statf to contract services. It is reco~~ended that Community Services develop a phased p!an to optimize the use of contractual services within the para~eters of instituting no layoffs. The report identifies areas where certain ?!'ograms 'IoIhich are provided by the City are subsidized, and reco~,r:tends evaluation of these for increased fees. For example, the City has 3. lawn bowling facility that is utiliz.ed by the La'Wn Bow-ling Club. The report found ~ direct subsidy by the City of $36,000 per year r or $lOO p~r !ne!Ttber of the La'"m Bowling Club j 25 percent of .... "hom are non-Palo Alto residents. It may be appropriate to eval,~ate the level of this suhsidy. The Communi ty Cardens Program is another area that is subsidized by the city. The report recotnmend.s irr.plernentation of water conservation measures at the Gardens. If 'Water consumption, which is currently 22 percent above last year's leVel, does not decrease this sum~,er, it ~ay be appropr~ate to consider .3 tee increase related to the .... ater rate increase. The Communi ty Services Department agreed .. i th these recommendation.s. Ho .... ever, it wants to stress that the Lawn Bowl Club, an established group in the cOIl .... ·ll.unity. is providing services to supplenel".t the subsidy or ser,~ice level provided by the City. 'l'ec:hnoloqy The Technology section di~cusses the availability of technology and the impact of technology on the department·s capability to operate. 'Ihe final recommendation in the report is that a long-range technology needs assessment of the department be performed. This will identify the longer-terTI, technology requirements in the departrrU;:llt anc the costs of this. In addition, some fundi!'lg is requested for purchase of computers and software on a short-terI~ basis. The Community Services DEpartment ag~ees ~ith this recotn..."lIendation. Cost {Bene fi t_._An,~.lys is If the sum total of the recoInJ'lendati ens included in the report viere to be implemented in the most timel}' manner possible there .... ·ould be a net cost to the General Fund of approximately $72,DOO in the first year. In addition, there • ... ill be additional costs in the second year for technology that \fIill be identif ied in the needs assessment. Tne kno~n ~osts in the second year are $34,000. It should be noted that the tiI':1 ing of the implementation of the recommendations .... i 11 have a large impact on the costs. The possibility of contracting out parks maintenance could result in savings to the General Fund in the second year. CMR:2S5:93 6 - P·..tture Budget oivis:i,.9t:. ___ "!lalyses As a last :-lote, h~ving gone through t...,o departme!"~al re· ... iews. there is concern about the dep.?!rtrnental analysis .s:ch~dLlle. council has asked Budget staff to evaluate one departme.Mt every other year. However. the Finance De-part':!1ent is prep.;\ring to enter into an. extensive proces~ to completely redo the budget docu!!ient and process and, upc·n Council ~.pprovali to implement a new' ~t1issiDn driven" budgeting (MDB) concept. 'fhe value in MDL is not only a ne~ budget format: Council will nave a greatly enhanced ability to effect policy decisions. The MDB process ~ill require a full-ti~e commitment from the 2ud.get staff over the next two years to implement successfully, along ...... ith the Division's other ongoing: duties. It is therefore apprcpr iate to defer any future departmental reviews until MDB is i~plemented. At that time the role of budget staff should be reevaluated. The MDB process~ once implemented, will provide increased accountability for results of departmental operations, and ~il1 require a new ~ay cf structuri~g the operational reviews '\,/hich the BUdget Division perforns. CMR:285:93 7 I , I , COMMUNITY SERVICES DEPARTMENT ORGANIZATIONAL REVIE'W Mkhael Frank, Senior financial Anal)'$! Vir;inia Harrington, Senior FLnancial Anal,lst Joseph SaccIo. Seni'lr Financial AriaTysl Ma) 6, 1993 Finance Department Budge! Di"'lsion Jim Steele, BUdget Manager --------------------,,- - o I. EXECUTIVE SCMMARY The Community Services OlganialioI1al Review \.\,.as. conwucled b,Y the B:Jdg~: Division of llje Finance De~rtmcr'.!. Cay Council has directed tr.at an ":'1 .. ga~iz~1tionai review of City departments be con dueled evel)' t.",'o years. As developed \,\,:irh the City M.1nager's Office, t~1; purpoY>! of this organizational revic'",," is to c'.aluate the operational perforrrran('e c-f Comm~!1ity Services.. ~r\ order to: • ennam'e sen'lce and effeCi.iv'eness by maki:-:g rccommenda\ions. for opemtionat improvemenls; and • investigate alternative resources and funding mechanisms for the ser • .rlces. offered. This rcporr ,is divided into fIve major ...... "'-(lions: :f\.-Ianagement Issues, OrganizationaJ Issues, AHemative Funding and Re.s.ourc-es. Technology, and Internal CmHrois. Given the number and variety of i:Tlporcant is.sues addressed in the n~view, the most .iigniflcaflt is-sues. and recommendations nave been sdected for the ex-eclJ.tl\'e summary. The Community Services Departme11t is '.miqtH~ within lJie Cay of Palo Alto and among other cities in the qUinlity and \"ariety of :;~rviC'es offered to the COm!T1Un~i'y; i! cOT,sequently presented challenge.s to evaluation. Acfi .... ilies range from .;nildren's thea ere to go~f to the PiO\'lslon of human services contracts. The depanmem ha.i tile se,ond Jargest budget in the Generoil Fund iH\d produces significant revenue 10 fund its activities. The department also has strong vocaT interest groups and large cilTzen demands for Ihe wide .... ariety of serv;ces ihat are provided. Due to the diver.slty of funclions and the decerHrallzed nature of the depanmem, staff have significant autor.omy and anempt to work tog~lher to pro\'ide [he best pi:;ssiblc services to the comrnuflity. The employees Clfthe Co:-nrnllrilty S,er-'ices Dep.2..rtmcM c..~e d<:dicate.d, hard wo':k~ng people and are extremely Joyal to their users and 10 the De~artm~nt. It is nc,eewonhy that one of the criticisms of the depanment. its new \0 set priDri1.ie:>., is a result of it~ enthusiasm to pro\'ide the widec;1 and highest quulily services to its pu.blic. Man.agemenl bsues It is a difficuIt task for lhe Community Services. Department to balance the community'S dt'Tnal1d for services against the competing fleea' 10 manage and adm:nislcr a complex depJ.rtmcr:! in a time of timited rCSQurcc\. There is a need for management to prioritize a:'1d brtl",.r\o~ service kveh against smffing resources. Towards this. end, the depa:1.m~rlt s~ould continue lts current slrdtegic planning process effcJrj to defl:1e ihe m'l~:.i[lfi ,md Dbjl":cthes of its programs~ cor,duct 2. base-iine • , , - community sur"i'e} to assess dlt' cu1t'Jral and re"re<!t1onat ne~ds of Palo Alto residents; with exis'ling comm·mity o'ganlZJ.lions. 10 provide input on lJrogrJ.ms. and work The department lacks. adequate 3i1alytical Sllpp.Jri. Additional analytical cxpcrti:;e is needed to evaluate the cost recovery and revenue pcrfc-rrnance of prcgram.o:, to oversee information system needs, and to (lver5CC the budget pr0CC'is. Th'!re are a m:mber of project~ within the divisions. such as the 1.Ir,:riting ofproce:dural manuals and implerr.ellilf1g a management information system, that are proceeding in a s'lower [ha;1 optimal manner or thaI are not being accomplish~. To provide needed analytical support and to rnal:e headway on im;x>rtant projeclS., this report recommends hiring a contract intemianalyst for tw~ years. The e.stim.;ued cOSot of this contract position is $40,0(;() in the firM year and $45,000 11'1 the second year. Additional clenc2.i ~upport is. also recommended for Community Services. The Direclor and the Executive Assistant do nOI have a scrretary and there is little adrninistrc'ti""e suppon fnt the Division ofRecrea!ion, Open Space and Sciences.. An additional cteric~l po:.ltion will ser .... e two purpo!=.es: il will free up approximately 40% of the department's ExecLl~ive Assistanl'.';. time 10 work on analytical projects and departmental pianning o.!ld ;t wll! pruvide administrative support for division! where such support is lacking. Organizatio!13J Issues The department should continue Ie pursue public/private partnerships "'here poss,lble, feE.'ilble and bcnefidaL Alternative Funding and Resources The City currently has three firms under contract to perform basic maintenance work on 91 acres of City Ia"ld. Cily maintenance workers. perform basic maint~n.anc;;: task~ on the remaining 175 acres of City rand. Basi, maintenance tasks. include !i!!er pld.;:~up, pruning, weed control. and the care of turf, ground cover and shrubbery. It is reC'o:T!mended thal Communlty Services ,Qn6nue work on a phase(f plan to optimize the use of contrdctllal sentice for basic park mair.tenance work within the parameters of instituting no la),off5. This plan would be reviewed by the Manager's Offl~ and Fina!1ce staff. It is recommended, at this time, that all superviMJry, clerical, and higher skilled functions (s'-.tch as irrigation repairs, ath:etlc field mainlenar.ce, and mowing for large, opetl sites) be kept in~house. The City of Palo Alto spends. approximalely $36,000 annually to maintain the bowling grel!n at the Lawn Buwl:ng facility. The Palo Alto Lawns Bowl Club members provide in~kind labor and equipmem for maintenance of the bowling green and are responsible for tbe daDy upkeep of the clubhouse located al the facility. II is recommended thaI the current ]e\it'l of support [0 maintain the lawn bowling green be reevaluated. Several options includt: dire('ting Parks staff to ~'ork with the Lawns Bowt Ctub to recover the City's cos.ts or requir;;: tha.I the Club be responsible for maintenance activities. 3 L ~ , f ; ! "! o Community Servlc~s is in need of adtliti0=1al computers, cOW-plJler ~:j"upport, and C(lmpmer expertisc. Except fo~ the Libr.ary. Community Ser .... i::e:!l is a department ~ha! has nut raped the benefits of cornpl,.'teriution. Due to department prior;ties, budge! constraints, and d~dica:ed expenses to mairaai!l prOefams, the department has lacked the discret!OIl3l) funds to purchase an adequate number of comp:,Hers. The lack of CO!"":lputers in Community Services !las re;ulled in a number of inefflclC-r.cies such as a limitec and inflexible registratioil systcr.-t for Ihe Recreation, Open Space and Sciences; Division. A five year infor.n~1tion systt'ms plan should be developed. SimiiJ.r 10 pl.ans developed by lhe Police and Fire Departme:nts, it would im'enlory current Department hardware and software, and rerommend needed improvements and financing. In addition, suppon from the Informalion Resources Deparlment would be evaluated to delermi~le whether Community Services needs some type of inlemal compu.ter ~uppo[t. It is recornme"nded that the Recrl"?tian, Open Space and Sciences Division's o]'Cfating budge! be increased by 1JO,rXX] in the firsl year ar.d $20,000 in the second year 10 purchase the rninirnt.:m ie"cl of equipment necessary 10 fUl1ction efficiently. 4 \ 11. o TABLE OF CONTENTS I. II. Ill. I)'. V. VI. Executive SLlmmary Table of Comen!s . . Acknowledgements Methodology . .. Department Badg rou nd Manilg.!ment :ssues l:ssue II -Goals and Priority of Servicts Issue 112 -Management PlaMing Issue 113 -Parks and GolflCornmunity Services. CIP Proces.s issue #4 -Administrative Support Issue #5 . Parks and Golf Water Management Is:stJe #6 -Parks Organiz;jtion lssue #7 -Cross-Utilization of Parks and Golf Personnel Issue #8 -Director's Office Site and OperatJonal Respor.sibiliti·..'s Isz:ue tt9 -Library Staffmg Levels .m.1 Contiguration Issue 1110 -Library's Collection Budge: VII. Organization"dl Js...'i.ues .. Issl,;'! #11 -Pursuit of Public Private Partnerships Issue #12 -Open Spare Operation Tssue #13 -Recreation Oper.3.tlonal Irlt:ffk:iencies !S!\llC #14 -CD-sponsorship Policy Issue #15 -Class Registration Process hs~e #16 -Restructurillg Class Administratton .I . page 2 .page 5 . .page 7 . .page 8 .. .. page 9 . .. page 14 . . page 32 I " I .. n. TABLE OF CONTENTS (continued) VIII. Atternatjve Fundlng and Resources IX. x. Issue Il7A -Class. Fees Issue #17B -Non-Resident Fees Issue II7C -Adult Spom Fees Issue #18 -Instructor Payment Ratios ]ssue #19 -CQntra~ting Basic Park Maintenance Js . .'~ue no -Use of Volunteers Is.sue #21 -Adopt-A-Park I~ue 1122 -Lawn Bowling Facility Costs Issue #23-Jordan Pool lssue #24-Community Gardens Technology ..... Issue #2.5-Technulogicaf Resources II'1,ternZl] Cor.'Jol s Issue #26-Human Services Divislon COlilract ~'fon;,toring Appendix A -Community Services Review Workplan Appendix B -Comparative Library Data Appendix C -Parks Maintenance Sites 6 • ... page 41 . . page 52 ........ page 54 .. page 55 - o ID. ACKNOWl.EDGEMENTS De project team would l1ke to thank those Com1Tltmity $er"';'\ces Depa;-tJr.ent staff .... ,'ho sat through hours of inte:rvie'.,l.!s and assisted t.J.S ~n gathering tomes of data -ml.:ch of 'Which d;d not make it into the fin.al docurr.enL Their honest". arid forfr1right:less. was greatly appn;;ciated. 171 addition, we wonld tike to thank $.taff in Ihe Informa1ion Reso'J;"cts and Human Resollrces. Department'; and the Audi~or~s Off<cc for their as.sist3.nce. The project team wou1d also 1~ke to acknowledge: Myrna McCateb who helped us with research and Fan Ventura whe a1so lent a haad in Just about e"ery waj lmaginable. 7 • i I - o IV. METHODOLOGY With L~e exception of Cub~erley School Site operation:::., all programs ~,'jthil"l the Com nUrll!)' Ser.~ces Department were examine.d in t~lis review. Due to r~SOljrcc: and lime con::.vaints, however, some programs and issues or.ly received Cllfsor..r' e)(amination. This report 'Specifie~ areas th ... t the project team feeis n~ed further e\'alu,uion Project staff conducted no hours of intervie\.l,lSo with stiff from :he Community Services Department, from other departrner:ts that interact with Community Scrvi:;."es. and individuals from other cities and agencies. In addition, the project team re"'iewed departmental document .. , studied other cilies' cons.ull<\nt reports. OD5er\"ej work routi!les. attended community ~d internal meetings, and reviewed detailed department budgets, This report 1S di .... ided inlo five major sections: ~'1anagement Is~ues, Organizational Is~ues, Alternative Fu~ding and Res.ourcc~, Technaiogy, and Intemal Cenlrols. Detailed obJectives and progrdffi re .... iew topic areas for this study are out!lnc:d in the workplan, found in Appendix A. In some cases, issues covered in the workplai1 are not lis.ted a'S s.pedfic issues in the final document. Their ab~nce does nClt mean thaI the i~sucs were nol researche-d or ·o'I'ere not important. Rath~r. following invelJtigation it was determined by the project learn that no substantive prob!ems existed and therefore were not delakled in the fmal report. Because Staff was a\o¥"3.re the City Auditor wa:. re .... iewing cash handling as related t~ the departmenl, this topiC was not covered in this review. Details regarding program budgets, organi:t.atiQnal stt1jcture. and the number of employees per a'tivlty, are described in the docwment whe:-e they relate to a particular issue or recommendation. Additionar hlforma~lon ca..., be found in the 1992-1994 City of Palo Aim B"dget. 8 - v. DEPARTl\lENT BACKGROCND The Communily Serdces Department is divided into fi,(c dt~'isions as out1ined below and in [he attached organizational chart. ARTS AND CULTURE DIVISION The Arts and Cubure Division is comprised of the Palo Alto Culwrai Center cr VisuaJ Arts Program, the Children's Theatre, and tile COmml!nil), The--arre. In addition, the division acts as a liaison '~'ith numerous community ,,'IJJtural organinticns, faci!!tates dance and \.·is.ual artist studIo space al Cubberley and coordinates the Neighbors, Abroad and Art in Public Places Progro1ms. • CULTURAL CEI'HER The Cultural Cenler or Visual Art:; Program functions as. a c()lTIlnurlily art center where a number of m.ajor art exhibitions are held each year. In addilion. there are adult and chrldren's !>tudio art class.cs, leclun:s. and events associated with the exhibitions, fIlms. and performances, and the ~Prcject Look" program. Project Look uses volunteer docents to introduce school children to l'he art exhibitl\.)ilS and participale in an hands-on exercise pertaining to the show, The Center is. a site for rentals and co-sponsored eve:1~S which include French Cine, dance alld concert programs, and OIher arts related groups. such as the photography club. • CHILDREN'S THEATRE The Palo Allo Children's Theatre serves. children and young adults from ages eight to twenty-four. !t produces numerous sho~.'s. throughout the year where children perform as well as ass~s.t and learn the costume':techr'lic~l aspt."(.'t::> of the tfleatre. The Children's, Thea!re a!sa ofiers a six we'(y. conserl,'atOt), wh~re partJClpa:i::i. le.::.rn al1 aspects of theatre including history. \'Qi.:e, acting. a;'ld dancc. Other Ctlildren's Theatre progr3inS include producing theatre productions. and tea;.;hi:-.g dram,;. at certain locai public schools and holding workshops related to the theatre. • COMMUNITY THEA TRE PROGRA~I The Comrnuni~'1 healre Program cOlltraU5 wtth theatre arid opera companies to perform in the Lucie Stern CommunJty Theatre, In addition. the prograTll mainta:ns tne theatre, produces music arld dance cunc~rts lhroughout Palo AIle, and holds cla~~s pertai:1ing mm.tly to the performing artc;.. 9 .,,' -.... ' ~i. - ---~~ HUMAN SERVICES DIVISION The Human Services Division admini'Slers human ser:ke contracts. In the 1991·1992 fiscai year, Palo AltO granted approximatel), 5.900,000 to human Y.:rvice 3.gp,"ncies, In addi~jon, the Human Sen'ices Divi:;ion provides staff Si..lPPQrt to the Human Relatlofls Commission and sub, committees, focusc!l attention or. Council priorilies s"Jch as "People in Cr;sis·. and slipports tl1e Child Care, Disability Awarei1ess, Mediattcn, and Youth Council Task For(;es, LIBRARY DlV!SION The Library Division consists of si.x libraric:s: the :\'fa:n Libra!)'. '\4.'h!ch specializes. in adult coilecliof'is, reference and research scn..ices.~ a Children's Library; t3.:1d four bra:lch libraries scr.;ng t/le nejghborh(~:x:ls throughout Palo Alto. In addition to a collection of books {including large print), ma,g.alines, newspapers, serials. audio-visu.1! materials (fo; e!l:ample, art prints, recorded books, and cOlnpact discs), the Lkbrary offers special children's pmg:dms, a computerized catalog of libra!"}' holdings as l,I.,.'elJ <!s files index;ng local newspaper stories and community organir..ations (maintained by Pcnins.ula Area Information and Referral ,"'.geney). an otltrea..:-h program for hom{~boUfld citizens opo:r.3ted by volunteers, 3nd a local hi~tory collection (maintained by the Palo A·lto Historical Asscciatio:l). Volunteers work in every "liection and facility of the Llbrary. In addition, the Friends of the Palo Alto Library' is. a ~upport group whose members operate book sales. financially support .several library a('tlvit~e5 {for example, the summer reading program). and have initiated a fundraising campaigr. to s;uppon [he Library coliection. The Library has one of the h~ghe)! per capita uses in tJle 'Slale of CalIfornia reflecting a highly-educated citizenJ)' that consistently uses. Library res.ource~. PARKS AND GOLF DIVISION The Parks and Golf Divi'Sion consists of the Parks MairJtena.nce operaflon ll:1d the management and maintenance of the Municipal Golf Course. • PARK MAI'lTENANCE The Parks Mal ntenance program l.s re~por.s.ible for the prete-etlon and prc~rvation of Cil) parks, parkways. and pathways.; for the landscaping of City park.iilg lots. median strips, and facilities; and for the care of outdoor recreational facliities such as softball and soccer tields, tennis and has.ketbail cOurts, and playground are2S Parks and contract personnel care for approxi mal ely 239 acres which inc1 Lldes "27 parks, an athletic cenler, and a Lawn Bov,ling facility. The Parks program is in t1le process of developing a long range Masler Plan which x-eks to upgrade or replace, for example. playgrotJnd equipment, irrigatl0n and ..... ater control sy~tems, picrlic f.lcllitic5. athletic fields, and median strips. 10 : 4 - • WORK FOR UTILITIES The Parks progr:2.m ::; respons.ible for tht:! maintenance of 27 d.cr~s. of lands.calJl'.:'d areas at utility s.ubstations and fa;:litics IhroiJghoul Palo Alm. emts. for trle up;';eep of tr.e utility sites are paid by ti1e Clty's Utilities Department. • GOLF COURSE The Golf Course is an 18-hoi.; fadl,!)' thai is. lo.:-3!{,,(j or-an approxir,t3tl:!ly 180 3{;["e site in the Baylands Nature Prc$(;r,'e area. The Site r,oLlscs a golfprofcssiol1ai shop, dri'l;'ing ran.ge, pra(~lict': green, res.taurant, and mainten.al1c~ facility. During the past 10 years, the Golf Cours.e has a\,i!~ged over lOO,OCXJ rounds of golf annually. Supported by a Citizens Golf Ad~'i_'.ory Commlnee, the Course ho~ts golfers from the Bay Area region, and is active in running classes and organizing totJrnamenis.. To enhance playing conditions and enS-UTe the long~terrn viab;lil'y of the Golf Course, management is. developing a GoifCcurse Master Plar:. The Plan in.::orporJ.lcs a renovation of the golf comple:c. which is e"(pected to cornmer.ce in FY 1995-96. RECREATION, OPE"! SPACE. AND SCIENCES DIViSION The Recreation Division has three d!fferent ar~s of resp0l1S:h:lity: Recreat:o;l, Opt"ii Spa,;e and Science~, and operaLion of cert2.in aspect.!> of the Cubberley Community' Center. • RECREATION Recreation can be dIvided in10 diffcrl:.'i1! 1) pes of activities. These include: dildrcn~s programs. cla.s.!)es and t.:.:i:mps. teen ac!ivtlics, aquatics, adul1 ~pons, s.;nio:~, therdpeutics, special events. t.IH~ R~reation Foundation, f2cliit.y relltais and cooperative program ventures with olher agenc'ies and grC'Llps s,ich as the Youth ComlTluility Service'S Project and c-ospons.orship of e\'Cl'1b ·",'l!n lrx.<..l b~in~~-;.c~ 1:'1 e<i,;;h one Df !h'~~ c(1(egorics there is a mix of servlces provided .11 dlf"~rei11 1c,d~ elf \:'D~: rt;,:o\'\.':ry. Some actl\-ities or classes ilre provided lhroug.h ar, (~lli'>lde c,-'r.:ri1.::lur ""he reCeL\eS a perc,;"rage of the class fee. Some classes or ac,i, ilie\ an: prtJ' :dc.d ih!"ough in-houc;e or lemporary staff, Some activities are provided mainl} though the U')C of 'o'OlllnleC,S '","'!:h the ass.istance of City _"Iaff. Examples of each are liS.ll~ bel"w: Outside Contraclor~ Tenni .. Cia'<\f's, Count) \"·e"tern Dance In-House: S:Jmme~ ('amps. Volunteen: Therapeu:1~' B<) .... ~~!lg r~'igrJ.~, Teen Car0:1l<:l Program, Races II .,"- .. ,-' - 'Ar,ik the Recre.aliol'l ac~i\,lty is responslble for the majority of c]asses offereJ In ttJc C()mmUnil), Services Department !.here are other Divi~jons. thal provide dance classes cr art clas.ses. • OPE:-i SPACE AND SCIENCe.S Th( Sciences Program opera!es the Jun;or Ml.i5e>J1TI and Zoo, the Lucy Evans Baylands Nalure In:erpreti'ie Center and provices interpreti\'l;! .<;.ervices for Foothills. Park and the Arast.ade;o Pre:r:.erve Programs conducted thro~gh the Sciences ~I1clude: s.:-~cnce acti .... lties fOT children and adl.1Jl.s: interpretive programs for children, adults and faOldics At the Junior ~h:seum, the Zoo. and the two rature interpretive centers; and ex.hibits at boih intt!rprclive centers. the lunlor Museum, and lhe Zoo. Inrcrprctiv'! program respomibiil1ie~ are shared by the 1""':0 Producers, Sciences staff who perform work as Nalwr.!lis!5. In addition. tf1e Junior Mlm.'um and Zoo has the !"esponsibilitj' for cQile-etlan:) m~nagen1.':i11, s.:-ie!ll..":e oulre:zch in tl,e schools and animal care. Tller~ is a :'>lrong. supp0rt group. the Frien(~"S of the Junior Museum, whi.:h a~sists in bllilding and desi€nin,g: irtteraclil:e e:o:,h.:bi~ .... at I.he Junior Muse1.m and zoo. In addltion to the sciences function. ,!1is .2.c!i\'i!,Y al!)c mciudes the o;:ten spaces. Footbills ParI(, the Arastradero Preserve, the Baylands Preserve and Byxbee Park. These area.~ are cared for by full t!~e and temporar)' Park Rangers ..... "ho have a wic"e range af responsibilities, inclUding responding to emergenc~ incidents, repairif1g 1r2~1s 2!ld f~:cilil:es, patrolling. responding to open space fires and providing PlJblic contact services. A suppon group, Friends of Foot.,il1s Park is currently being developed to provide support to the open space acti\!ilies. CUBBERLEY Tne Cubberley Communi!)' Center is a former s.::hool site which the Cit.y leases from the PaIn Alto School Disrrict. The facilities are u:.ed for Community College education (Foothills College). visual artisl space, dance space, community mectings, child care anc! trainir'1g pu:pose~. The City Council has appro',.'.:.:! a C.Jbb~r;eJ , .... laster Plan, that is to be p~w;ed !n flJture years as funding become-s a\·ailablc. The operation of the Cubcerley Faci!ity is overseen by a site managt'r who is sUPervi~d by the Director of Recreation and Open Spaces. Operation of C'..ivberley facility is a coordir;ated effort between the site manager, the building ser\'ice perSl..'('s '" ho report to the Public \\'orks Department. office staff that schecdc and monilor the us..: of the facil:ty. the Arts and Cuitule Division which works wit~ the art ienants of the facilit}, and the Real Est.afe Division of the FinanC'.e Departrner.t whi('~ is responsible for coordinating and monitoring tr.e long lerm lert~s of the faCility. The Division of Art:; and CUlture is res~)I.:m31hle for overseeing Stage II proo;Jctionr;; by the Communil), Theatre groups, visua! ani'):s studio "pace and Ihe dance center. I:' o The Council Finance Cornmiut:e has rocentiy been di~u~:isin~ the C ... b~\1ey operat;on, hS\Jes facir.g the facility include the fi;\an.c::ial cosl of impiemi::lIting. the Maw;r Plan, the availabilit;.: of funding for Dper-at~Or.5 of the site, and !he J:ffic\J\ty {r\ coordin.ating th~ operation with the diffetent departmeoLo;. Because tl·le~ i~S\'H!S are being. addressed arkd d\So.:uss.ed. in ane!hef arena they are not included in this report lJ - VI. MAl'llAGEl\IEl'iT l&<;lJF.5 Issue II - Ccndition: Goal .. and Priority of Service-. • The Community Ser-.:ices Dcpa;tmeot lS prcs.::ntly cond'Llcl:~lg a p:-oactive prtlCe~s to define the dep.anmcnt's values, vi~ion, and mission as well as assist with kmg range planning. The process i~cludes three teams~ a division head learn, a "dream" team made up of employees from all di .... ision programs, and a c!edcal group. The different groups have been meeling off and on for about a .\lear. The dcpartme11t hopes that the process will provide a !ltrategic plan ..... hkh will inlegrate divisional ,goals and wvr"J..--p!ans. Th~ depanment comiders the process a top pnority. It ap~_red al the time of this analysi$_ however, that th;e Dream Team portion of the strategic planning process had lost some momentum and needed some dear timeiirle:i and additional direction. Since that time, the departmen: has made adju.,~menls to facilitate the Dream Team's efforts. For some afe-2s., SpeClt~' tC:1g range plans ha\c either beel1 de~,'ejcoped or are being dcvel~Jpe{j. These include a study to identify nc('.(js for the current library computer system. Human Ser .... ices Resource Alio.."'2.tioo Process, tile Park Renovation Plan, the Golf Course MClsler Pla.""'l and the Art in Public Places Long Range Plan. • Ret:reatiorl Supervisors and program le\:el :olaff at the Arts and Culture Division gem'T.dte new classes and programs based niostly on professional judgement or interest It is. importai'it that staff have input in and feel commilted 10 the cfr: ..... elopment and running of programs. In addition, it is importal1t that the creative pn:x:e.~5 and lhe ability to take risks not be hampered. The qllcstion arises., howevcr, whether resoun."~s. should be spent on identifying the wider communii)' interes.t~ and needs.. • A portion of Palo A1L;::;.r1s have not participated iil Arts and Culture and Recr~tion DlVision events.. The department re("ogni2'es the value -of ascertaining the needs and interest of these citizens and how the department can betrer serve these re~idents, RecommendatLons: • The departmem should continue 1,r.:,ith its process for defining the mission and objeclhe; (If the department and individual programs. Thjs. process 14 --····.·.·.' .• ··.··L.-· ..... -"-~-.'.' .. " Issue ~2 - Condition: shollld conllnue to be a top priority for the dt::p.artrJenl w;th a~s.:st;m;;e from an oul.:;ide facilitutor w prc\'Jde dearer dinxliofl. • A ba~1.im: community survey should be conduclcd 10 a~~,')s th~ cultural and re.::rcatior'ai need~ of Palo Alt.:.) residents. This survey should slriYe to reach residl"rlls. tha: are nOl pre~ntJi' using departJr,ent programs as \\','ell as current user~. Fuwre funding for this item 'ShOllld be rlanned. Although the base1ine surv!;!y sl10ujd be condUCled by a professlonal. sub,r;equenr SLtn'eys on indiv~dL:al progra.m areas or facilitics could be conducte.d w!!h V01U!lleerS or a gr..uiL.:ale school mar~:e!ir:g ·.:lass and courd be carried out over the phone for minimal cost. • It is very difficult for those s~t'f who work with the ccmmunity on a daily basis to s;:ale back 5e:~vice"O (tm! programs. Nevertheless, O'le of tile key responsibilities uf managl'ment is '.0 prioritize and balance )en'ice levels agai ns~ slaffi n,g r!;!.~u!";:cs CO,"lscquentiy, the departmerJ t requires clear guidance about wh.H priorities are. Thc depan,nent 'r.eeds to takc respmlslbilit)' for ~ric!ting that guidance (rum Ihe Cil)' Manager. Management ptanning • During the pas! five years., the Community Ser\'ict:s Department has gor:e through a series of changes.. As pa-rt of lhe 1989-90 budge: proces.s, the Parks and Open Space Division of (he Put-.lic Works Department wa_~ moved to the Community Ser .... ices Department. The Division was split Wilh Par).;.·s activities bei.lg mer,ged with Goif to cre.ate the F.arks. and Golf Divisien1; and Otk'r. Space was merged wi~r. Scier.ct!~ wh;ch e\,entualiy became the Rec:.:reaticn, Ope:'\ Spa~e and Science:) DivisiDn. Open Space wa~ brollgh; i:lto the Recreation and Sciences Di\'i.s!on I!lstead of the Parks and Golf Di ... rision because oflhe affirt:ty ofOpt:n Space with the sciences. and with c1as.ses., camps and education. Tr.is process occurred during a time when tf1e General Fund budge! wa~ reduce-d by 40 poSitions.. BecaliSC of the reductions, the staffLflg that existed .... ;hen tile Parks and Open Space Di\.'ision was in Pubhc V-"'cr~~ was g:-earer than the staffing that came into the COITl:Tlunit)' Services Depar:mcnl. During the transi!iort prcl('~ss, two pos;tion~ "'\"ere l():,t~ the Director of Parks and Open Space and a management a:'!si:.tant. The~ positions .s.uppori:ed the Parks actl ..... illes about two third.'i of their time and devoted one third of their lime 10 OJk!n Space. 15 o At about the s.ame time, the Assistant City ~.f;l.nger posi:ion '\4as .al~ performing the duties of the Director (1r Comml!rJ i'y Sef\'ices Department. When the positiol1 of Director of Communi:y Services was' permanently fi!1ed til ere \I,:a~ n0 a(lditionar full lime position prc·"id.ed. A more recer.1 adJustrr:enl in perwrmel occurred when the Ext!Cuti'ie SecreLary positIon assigned (0 the Administration Division was recldssified to be an Execliiive Assistant tn this proces:s, a commitmem was made by the departm~i1t that the E~C("d!j..·'e Assislarll w':luld not perfvrm clerical duties. • The Recreatio '1 , Oper. Space, and Sciences Divls-ion has recently gone through a series of cba!lges. These i.nclude staff tumover at alileveis of the di\o"ision and a change in job dulies for the Supervisor of the Junior Museum. These changes are helping the di"'i:sion resolve some managemenl issues slJch as decreasing (he span ;)f cont!"c.l for the Superinrende,n of Recreation, dr.af!ing a CO-s.ro~sorshi'p policy, better filing and record keeping, and the drdfting of a manllal for new and tempo,dr), employees. Many of the above are currently under developme!"Jt ar.d were nat a ..... ai!able for re-vie .... at the time of chis project. In addition. new siliff have just been hired or are in the process of being hired so it was not pos"ible to evaluate the impact of the staffing changes on Lhe functioning of the division. • In the Parks and Golf Diyision a fllndCimental SQurce of information for Parks management pranilir.g and ana:ysi.!. is an accur,ate invenloI)' of sites maintained (Sites inc-fude, for eICample, parks, tire stations, libraries, and other City buildings and fac!lilies. See Appendix C for a complete lis~ing of sites maintained by the Parks program), the acreage .of e.ach s:,e, the type of 3:creage mai;"l1.ained at each site, and the !lumber, age, 2:1d condition of Parks equipment and fac'llities in each site. Parks managernent possesses milch of tJlis inforMation, but it has not been updated fOi many years, is found in a variety of documctlls., aI1d is not maimained in an easily accesslble database, In additlon, there are disc!"epancies in acreag:. informatior, provided on li~js. f,om Parh, Public "Vorks. and the Rea; Estate Diy;sion. • In September, 199~ the Parks program initiated a .Ma~nten~nce Management Infon:Tlatiotl Sy~le.m. Maintenance pc,~nnel are required to complete a daily "work activity report" dela,iHlg the type of tasks completed. the time 10 complete (he task, and the travel time bell,i,.,'een the si[es 'o\'here work is performed. Managernent staff intend to us,.;: :6 'r~~ -~'/ - informalior. from tl,c !\,fan3g<:ment Syslem to assess staff productivity and eff.::icr,cy. Except for Seplem~r data, 'o4,'~jch is currerltly beir.g evaluated, staff have neither input nor evaluated subsequent work aClivity information. • The Cornmunit) Services DCPd~mcnt a.s a whole lacks the analytical s.upfJClrt to o~'er:>ee information sys1em needs, evaluate cost re-:o\iery and rever.ue performunce of programs, 2Ild oversee the budgeting process.. Additionally. there are currently a number of project:; within !he entire Community Ser .... ices Department that are either procee<liflg in a slower than optimal manner or arlo! not being .accomplished. The~ projCClS are outlined above and include the developmcn! ~f goaLc;. and priorities for the department, writing of procedural manuals, the planning, monitoring and des.tgn of Carital lmpro'iernent Projects, and the im?lrmenlal\On of a Management r:1formatiofi S}~ttm in Park's Recommendations: ":L , . • The Recreation Open Space and Sciences Divlsion should continue the currelH proce~s. of m",nagemem planning and creation of operating manuals. If in the futu;e there n~ds to be chaiiges. in joe. tit1es and ~lary levels to ac{;Ommodale and support the new organization Df ihe division. these proposals s.hollld be included as part of the budEe-l prex·ess. • The Parks. and Golf Division should develop a computenzed database that inventcries [he number and type of acreage maintained by the Parks program, and the number. condition. and age of all Parks equipment at e2ch sire. This inventory should be updal~d annually and be readily available in report format. Sites. and acreage maintained by Parks. per~nnel and corllra..::t crc"'s should be clearly identified. All acreage ir,formati(,ri shc>uld agree with the t\ol,O year bl..loget document ano the Parks Maintenance Management Information Sys.terl"l. Information from the da.tabase can be integrated and used in the Parks. CIP planning process. • Representati .... es from the Parks and GeM Division, Re,=re.atic,n. Open Space and Sciences Di\iision, Sun'eying in PwbtlC v.,.·'ork.c;., and the Real Esta1e Divisi~1n should m~el to de .... elop a definitive des.crip!ion and inventory of de-dicate.d park land owned by t.he City This irlventory snotl1d be useU to update the Mlll1icipal Cooe. • The Parks program should make a ccmcened effort to il"\p\i~ and analY1.e the data il collects f~om its mainlenance personnel. The "Work Repoit Acti\iily~ data l:S useful to man3gemerH in ass.ess.ir,g st2:ffproduc!j>,.'ity and efficiency. evaluating r..rganiZLltional Structure. allocating reso'Jrces, and i7 . I - --------_.----._------- • • ' .. o ,-----..... in planning and pr:oritizir;g mat:lter:ance pr·.)ject~. J~ is reconlmer.j~ that timelines be established lntelTliilly for the cOiTlplelion of data keyi:lg and production of rt'p0ns for mal"lagernen: an~lys!s The Executtve Assi<;tan! to tile Dep;;:J[tmcnr Director sl10uid be freed lip [0 assume more analytical function",. At least forty pcr'~'~nt of the Assistant's time is taken up wi(h clerical duties. If addi:icmal cIericaJ s~pport • ... 'ere o:.ertX! as recommended in Issue #4, the Exe.cutl\~ As.'iiscant could ':.ake 3 more aClive role in budget coordination, CIP o::oordination, the goals and vision dev'e1opment proces.s cf ',he department. and' coordinaling the information system's p!an 3rJd comlnunity sun-'e)' rct"o'nmended in I.ssues #24 and #1. Aside from the projects the Executive ASSISldl1t would take on, t[lere are appwximate!y two Ye4rs worth of additional analytical work to be accomphhed in ordl.;'r to allow the Community Ser.k·es Department 10 "get up to 5opeed. ~ Tile Executive Assistant wOlold be able to maintain the projects and syslems once de ... 'eJoped, out wf}u.td not be able to complete tner.1 in addtlion 10 her olher flinctions, The needed additional ar,alytical support can be addressed in a number.r:;f ways: [he City Manager cotlld assign an analyst from another depa!1ment for two yc.af:;, the depanment could eliminate a program to free up a qual:fied staff person, or the department could be gi",'.:n the funding to hire an irttern:'analyst on a term contrdCt. The project learn believes that tile ~hird option .... ould be the ;nos! plOductive. The intern/analY5ot would be respon5oible for $,pending one year in the Re-ereation. Op.::n Space and Sciences DI'o'lsion and one year in the Parks ana Golf Dj",ision, The internianaiy:st \.\,ould write procedural manlJaL'> for temporary employe2s and recr.ealion silper.:iwr5o. develop operating manllals fo;-the department. e .. aluati.:' co'ot rt'co'."c:'y and ;eVen;JC performance ofprugrains. coordir;ate Farks. C!P dev(";opmem. assist Parks piOgram in utilizing data from the ~'!2.,..,agemenl IrrrJrmalion System and in planning acti""ities, and assist with long-range CIP and non C1P planning. Prior 10 rcnewirig the COl11rac! for a st:wnd year, an ~il1;.:n:aJ repon of accompiis.hmenl5 should be rr:viewed .. 50 pan of the in'll"mal budget proce~s. 1t is estimaled that such a contract v.ould CL1:.1 approximateiy $40,000 in the firs1 year ;,.nd $45'()(x"J in the :;ecor.d )tar. J 8 -. . ·t~~~I········ .......... ':-';.;:":"",~:E~~;l:?:;~ __ ~~ __ . _. -." Issue #3 - Cond~liQn: Parks and GoJf/CQmmunity S€'r ... ke~' CIP Process • The Parks and Golf Dlvision is res.pcnsible (or dc\"eloping and managing CIP projects ~uch as renovating !he GoifCourse, i:1~talbng new irrtgation systems, renovating athl£ti,::-fields. resurfacing pat:l',l,;}YS, and rep2.iring and replacing park amenities such as picnic t:1~!e5, beflches, signs, and playground equipment. • Based on su!'\'eys of Paio Alto p3r:(S, interviews 'with Parks staff. site visits. and community com;erns over playground eq\Jipment, thae is a. clear need for infrastrolcture improvements. The ParkJi program has made prog.re:!.s in Tef\.lrbishin;.? playgrouno sites at Hooyer, Greer, Johnson, and. Eleanor parks_ There an~ apprm:;lmalcly 12 more playground sit..::s. to upgrade. Te addre~s this. need and other impro,rements. Parks managcme~l i~ de .... t-lopi;lg a long range Master Plan. • Adminislration and implementalion responsibilities for park improvement.', resl with the DireC'lOr ofCommurlity Services. the Dire;:tor of P.uks and Golf a~d the Parks. Superinter.dent. T:1e Parks Supt::r;nltndent, ho'We"'er, has been chiefly responsible for de,:eloplng and managing CIP projects. Based on the administrative and supcrVis.ofY responsihilities of management, it is Ihe D;vision's view that a rnaximun' oflWO !olhree eIP projecls can be adrninislen:d each y.:aT. Though Parks and Golf have made 2: consci~nticus effort to develop and impleme~1 CIP projeclS the ctlief priority of r.1anagemelll is )upervi~ing the maint(,nance \II:orkers. who care for the parks. • The current proce~s ofbr~ng;l'1g a c<1pil21 projec\ froT: idea to cC',n:-.tructirm. invol\.es. n'Jil1~rous steps Thes.e incl;Jde: deve1opir.g the ~.:ope of a project, writing specifi.:ations., creating a desigil, drafting a ReqL!~st for Propo!i.31, hi,irlg a contra( tor, and inspecting C0m y]:eted ,,'onsLructior1 work. The skilLs. of varied personner such ;:,.s ,;onsultants., architects, engineers, !ilspeclors, and project rnz.nagers life usuafl:, requireD to complete a ploje,ct. Though much depends on the nature, size, and complexity of a project, the C[P pnx'e!.s necess,itate!. close cooperation and coordination among City departme:lts. T!':e charactcn--tic ... of most Parks and Golfe!p projects have required a particularly clO'>e work:ng relat;onsllip wilh Public \Vorks from de,;elopmerH [If a project through completion. It appears tnal thi~ relatiomnip needs ft.mher c1ariticaliofJ and d;~Lls.sian. • Interviews wilh man.agemem :rer!.onnei ir. Parks ard Golf!'Community Ser'Jlces am) Pliblic \\:'or~s ~fld\cate divergcf'lt ,.it!\"' s 10m the roles and 19 Reconunt:nd'ations: o responsibibties [If each .cC'partrr.I:':N in th!! CIP pr()(.t:'5S. The question of which department leads and COrl~rols a projed fmm design to construction needs c:arificatlcn and discLls:)ion. The p(ll~ntial fN project delays and inefticie:nt use Df e).!1er1i:;e irt each departmem exists. The Public Wor:':'s· pcr<;pective is :hat onc~ a department has developed thejustifica,jon, specifica!ioDs, and SCl'pe for ils project, Public \"iorks is ther. re~p<.msible for the desig'l and comtruclion phases of a project. All projecls involving drainage, f~llcing, resLlrfacing. gradings, and construction should be managed by Public Works.. In comrast, the Parks and GOJf:Comm!Jnit), Servk'es vie ...... is that, as: a client of Public Works, they should be in1imatel)i il1volve<l in all phases of the P(oject, providing input 10 tlle project manager as. work progresses. • Parks should ('onr'lnue to prioritize cOnlemprClted CIP proje<'ts, piaL:ing a strong emphasis on playground equipment replacement for safety pU'PC'ses, irrigalicn and water (orltr'..)! projects :0 maximize Cii, water savings, athletic facility improvciTlenis, and park accessibility projecl<; to conform with ADA requirements. • More sustained and thorough coor...eration, communication. and coordination between ParJ..:s and Golf/Community Services and Public Work'S Oil CIP projects is neces~ary_ This needs. to occur from the initial stage of developing a project to the final stage of construction. An indication of coordinat'lon is a recent Parks an.d Golf memo to Public Works outlining con!emplateD. long range CIP projects. To fllrther communkatio;l, it is. r'eCOr'1!"Jlcndec Lha: .sen;or management from Parks and Golf/Community Services and PLibtic Works meet to discus.s and detine their roles. iesponsib;,\:ties.. expectations, and Objectives with a ·\li:;w toward maximizing their respective expertise. • Several ai!Crnalives fOi increased cooperation and coordination exist. One approo'C'.h is Ihat Parks and Gott", \A.,jlh support from Public Works, could tackle 'Small and straightl"o.-v.'ard projeCls. such as nc·,,", piayground eqllipment installation. Pub1,lc \\"'orks, with Parks and Golf/Community Services input, could lead on comp1i.:aled projects, Anot1ler altc.rnative is. '0 have a Parks and GolfiPublk Works leam working together on a project \Yhatev~r approach is uti1iz.e.d. it i:; recomme'1ded that a permanent, Joint wod<ing committee of staff from each department be • f , I&sue #4 • Condition: - • orga,:iz(',{j to d:scu~s and plan projects ~:1d oiSS:g.f"1. r'!spon!>:bititles I,e compl<:le the projC'i:t'i. Based en '(he je\.'o!1l!ile:ldallo"s (!f1d changes dted below, Parks and' Golf Division should be able to m,1nage mOi'e than t1,l.O to three elP projects each year. With enhanced coord~natlon and cOr.1munlc-at~on v.:ith PL..Oblic Works, it is expected that efli<.:i~ncies I'."ill be realized. O!lCE a GeM SlJper: nler.dt:nl and Greensleeper are h ired for G'.:;,l f Course operalior'ls, the Director of Parks and Golf will be able to de\'ct~ more time to lhe division"s-o\'er'l!1 erp planning. The addition of an analyst addressed in hs.ue #2 w~11 SI.tppoit the dn:ision \, ith CIP planning and implementation. The division is enco~raged to incorporate costs for any de$igr. and construction management service'S work in its C1P th2! it or Public Works cannot appropria!e1y prc'-"ide, thus freeing effort for addi\i,ollal projects, Finally, it 15 reCOIT,menG'eG lhat -..erdor Parks n:an.agemen! re-e\'aiuate its priority of close SUper.'I!":lon of Lead and Parh ~'falntenar:ce workers so that additional time <:an be devoted 10 p!.a~ning 3;jd anaj)'tlcal projeCl<;. Realtgr1ment ofrespons.lbllities tited in Issue #6, where Lead Maintenanr:e assume several P3.rks S(Jpt:l"\.iwr work activities. shDuld allow the Parks Supervisor more ratimde f(IT eIP work, • The Parks. program not~rie5 and meei.s ~,ith Interested citi]j~ns ",'hen new playgicund equipment is to be purdl<lscd, Ko fcprmal community organizations exis!. however, to provide public in?ut into ?-dTk developments. As. [he A<::lopt-a-Park progjam progres5es (See Issue 1121). a nucleus of citizens inlere:)ted in Palo A1t~} parks should emerge. Parks staff shouid work with tl',cse citizens to form a Friends of the Parb Association so thai community inptJl into park C!P projects and other park issues. continues to be available, Administratir<e Support • In the Commu:1ity Services. Department then" appe.ars to be a lack of sufficient clerica~ support This is particularly true in the Recreation, Open Space and Sciences Di\'\sion and in Adminlstralio:l, The lack of admlrll)t,ra',ive s.upport ue",res inef:,cien.::ie:) 2S more highl.",· paid employees are reqLHrt':d [0 do clerical tasks, For im,lance. (he Executi\'e Assistant does ali :;.chedllling of meetings for tile department Head (see Issue 2). Tlle Departmel1t Head ar;d [he Executive Assistant do nol have a secretaf)". 21 - " ' ••. :.i • P~rks and Golf '5 supported by one staff secretary and an hourly citr1cal po<;itlon. The Divlsior:: believes that t!lis support is insufflcient to com~lcte several projects such as Ihe Managemen: Informalion System that recenti.v l1as been pla.:lned 3!'"Jd if'1t!i3t~d. • There is little adm:nis:racive support (OJ the Division of Rec,eation, Open Space and Sciences. Curren! s:Jppon ccmsists of shared use of an Cffice Assistant assigned to ar.other divlsio~, one and or:e half Office As-sistants resp-.")nsibte for pn ...... ;ess.ir;g p~rcha~ ..... equests and an office manager and Office Assistant who staff the front reception desk. ;'1 Lucie Stem. There is f1:;J administrative support for any of the Re~ ... ealion SupervIsors, Program Asshtants or Park Rangers.. In addition, lrlf."!re is no administrdti'le s.:.lppor:: for the Supervisor of the Junior MtJseum and the Superintendents ot Open Space and Recrt'".Jlion. • Th~ adminiSIT2ti'.·e support issue is complicared b} the 1993-94 budge!: recommendations to decrr-ase lh~ staffing of the Cubbeiley operation. Curremly the Director of the Humlin Services Division is hx:ated at CLlbberley and as such i3 able to mi!i2'e (he CubbcrJey staff for general support duties. Because of this u~. h~s c:,ecretary is. located;a! Lucie STt::m and is utilized 50 to 75 percent of the time for Human Servi\.'es. rdated matlcr~ and the rest of the tjme is able to provide some SLlpport to the Executi .... e Assistant and to the Direclor of Recreation, 0pt':rI Space and Sciences. If the current ympcs,al to de,creas.e the starting at Cubberley is implemented. L~cn the senetary currcnlly at Lucie Stem v.·uuld ha ... ·e to be relocated to Cubberiey and any back up support that she currently provides would be 10S1. As s.tated earlier in Ihis report, the Cubberley operation is under re .... ·jew as pil..:"t of the Interim budget process,. Rft'ommendations: Issue #5 - Condition: • One clerlcal position shollld be add~d to the Community Services Department. The position should ~ part of Adm~nis(ra~ion 10 allow Ihe EXf'cutive Assistar.~ to aSSlIlnt: more analYlic functions as de.s.cribed in IS'itJe #2. Parks and Golf Water \1mmgrmcllt • DLlring the pd-"t Ihrec yean. Parks and Golf nlan:tgemen~ hJ.\"e made cons.istent effol1.s to cOrlta-in water COSlS and usage. In i990 the Golf . '",' :"-",W..,,:-. ,~. '·'·~-·~X"" ....•. ,~.~~;::~.--- .. -. -.":-',:-.. -~ . :r~:-,~ .. ,;,,-,.'--.;:. JII -'~ ____ ... - Course sough: and se~ured a revised Baseline Cons:Jl'1rtion AHowance (BCA) from tile Utililies L1cpartmcnt based en an economic ~ardship e:w.emption and r-ed:.lced water consllmp:ion by no! irrigating 41) acres of (Urf and idling 25 % of its ~pri'lk!ers. .. The Parks. program a~$o ap?lied for le',:i~ion~ to It) BCA allotments and recerved adjustments. These adJ'l:stl11ents ',oI,:~re not bax~d un a safety or hardship e:w.emption, but on a ~orrection of the base po;!riod used to formulate the BCA. Parks initiated additional warer conS-:ivatlcn efforts. by installing a centralized computer inigalion system for Greer Pad. and by using reclaimed water al Greer Park Further efforts by Parks to conserve water included sL...rvei!tanc~ of water controilers b} main!enance workers h) ellmin3te unnece~~1ry irrigation and cessatior: of watering particular median strip~. • C~n!inui[lg its pro-aC'tlve effort to control water use. the Parks program will be proposing several C1P projects. Parks 1) planning for Ihe instaliatlon of ~lar powered controtlers at 50 sites which are manually irrigated due to thc lack Df electriC<tl1ir1es 10 ~he Soiics. This will save s.taff time and reduce water consumplion. In add;lior., Parks will be requesling e[p fur:ding to extend the centra1Fzed COlT~pLHer irrigaTion system to 16 sites over the next 6 years. Accord;ng to tile consuhant u~ LO assess. the feasihilit} of a centralized irrigation sy<;;terP, the City can expect an es1imated 25% in y.ater ~vings at s~tes having the centralized system installed. During this {is(al year PaTks. anlicipates buying a $15,000 weather sUlion which will be-connected to the centralized ir:iga(ion system and provide mo:-e a;:curdte dala on when and hov.' much to irrigate specific sites. It is p()~sible ihat Sianford Universily will use information from Ihe '."'eJ.ther station and share in the purchase cost. The weather station will reduce the Paik.'i Super\'i~r's rr.anual effort 10 irlpu! weather info!"ll',,ation tnlO ~~ie cefllral:zed sysrem, thus all(1'J.w.g time for otnl"r Parks projecl:-. Recommendation: • Parks and Goif has workeJ .... ,ith Utilllies and fnfonnalion Resources to pro\,]dt an automated r~pt1ft Ihat details. monthly v.:?lcrconsumption, BeA allormer.l, arvj expense by melU, account, 2.nd park site. It is recommended th.at Ihis report be enhanced to l'lc;ude information on current momh and year-modale consumption compared to prior year's month and year-to-date ccmSL',mpt\on. T~is .... ,il! aUow Parks and Golf to more carefully morillor consumplion and a'.'oid allY m,lnual work necessary to make comparisons ¥\'i~h prior yea; LL~ge. 23 -. '.--.-. -~ ~>..... • . ~"': ::". 1II" .... : ... ~ .. :_s.!~~~ .. __ _ - Issue If6 - Conditions: • Re\-'lsiorn to BCA a11olml;nls for prJ..: sit::s C'.nd p1aying fields need to be evalrJated based on health ar.d safe:) CO!"1CU71S Since Be,A adjOlstments were pro~'ided by Utilili.e~ iO the Palo Alto Unified School District to maintain playing netds ir; a ~fe CO(1(:'ittton, ii !S reas(mable acd eq'J\t.abte to apply Ihe same slandards [0 Palo Arlo parks. an.cl playing fields. Recenlly, the City's Finance C(1rrir'j11t[~ has ;:s'ked 1...itilitie-, 10 repo:1. or: he"",' City water rates and BCAs na\'e been deterrIJinen. Un!tl this info.mation is pro":ideJ. no action is recommended at this lime, Parks; Organization • Functionaliy, Par'..: maimenance staff are divided into six areas: playgrDl.l1lC inspeC[10n, irng:?tion ma~mcnance. mO\\!tng, ,alhtetic f.dd maintenance, maintenance contract oversight. and general park and landscape maintznance. • MailJlenance v,'orkers, supr:r\iised by the Park Supervisor :-tnd L.e'ld 'Mainten-aflce \Vorker!). -are orgcmized lnio tW0 persQ!". c~ews that lJC resjX1nsibJe for !)pecitic site" or functions. Sites assigned to each crew are designed to minimize tr.-ive11ing and maximize productive work time. Sites stich as parks, libraries, fire stations, and community cenlcrs receive maintenance 2-3 times. per week. \\'hen special projects arise, crew workers. are ~emporarily reas~igaed. to cc:mpIete the project, displaying flexibility in ...... rd: rOlilines and an effort (G max.im~le available resources. • The supervisory span of cor,trol within Parks is, in the main, reas.onable and compares. fa ... orably with ol~e; cil;es Communication be(ween Parks management ar.d itsff lS exce1.kn"l • There: is So.l1T'te oveilap in the func~iDn~ of \e,:cfdI po:\itiors '" ii'hin Par\i.:\. The Parks. Superintendenl, Parks S u:pcr .... i >or, and Leitd ~·rainH!nance Workers undertake field .... ·Isits 10 monl!or maintenance work and generate special work oiders. This. re~ult& in an e,;cessive monitoring of mainlenance ',.\'ork. In additlOn. tne Playground Le-ad Worker ar.d the Contract Mainten:mce wort..~r \i~:;i\ the same. parks several times a week for different purposes. Recommendations: • Though the 'Current span of comml '" ithil'l Parks for Lead ~'hintenance workers is functioning well, it is recommended thaI one cr~w be wa - lssu. #7 - Condition: , }.'(~2': ,.,"~r.:. '-.," . reassigr.ed fro;n the P1<lyg.otjnd Lead Ie the Alhle-ti;::/Parr.: Crel4' Lead, This wii! red't..h:e the number of malfltcnance workers reponing tv the Playground Lead 10 a nlore manageabie ten '.-.orker5 and allow for assumption of responsibilities otherwis.e ass.:..Jmcd by ~he Parks Supervisor. T:r:is reCDnHTle~dal:or. was tmpt'!lnented by the Dil,.·ision in early i993. • The Irri,gJeio!'1 Cr~ .... ' Lead (); ot'f-,er Parks staff shou:d be encouraged :0 ~ssume addltloJ1al responsibilities in -.-iater cO:Jtro!. The Parks 51Jpe:--. i~r should (ross--train the Irrigation Lead or other Parks st2.1f about the centrdiil'ed compu:t!f irrigation s}stem used 10 water Grl!er Park, \l\-hich I." expected to be used to irrigate additional sitC's. This wOiJld allow for cross-training and free the S'Jper~"~sor's timi! for C1P and other management projects. • Parks management should re--eV?.!llale the inspection v.ork of the Playgro:Jnd Lead and the Park Maintenance Pf:rson in~pecting contract wmk. Since tr,!;") each \·is.it the same six parh (for differt:nt purposes) durjng the week, it is. recommen.ded that the pla}ground inspection aClivity at these parks. be ve-;;ied in Ihe Mainl;:':rJ.?J1Ce Per:,-Oll ins.pecling contract work. In addition. the frequendes ofplaygroulld inspections. (two:o lhree times per week) at recently reno~'ated playgrounds s.~ch as Hoover, Greer, Eleanor and Johnscn'. Parks shoL:ld be examirwd. The purpose of this evaluation would be 10 determine If fewer impectiQns are pos.sible v"hile malntaining a high degree of equipment safe!), for children at those parks wi:1l new e.q:Jipment. Likewls.e, as older playgroufJds. aie refurbi:.hed, Parks should e\·aluate in!>j:X"ctjon frequei1cies. Thjs wilt dec-rease the Playground I_ead's "I,I,.'orkload so thai person can as.sUITle more respons.ibtlity for generaling ·,,,·ork orders. This is currently performed almost exclusi"'eiy by tIle Parks Supervisor_ • The Parks. SIJpt"n.'iso"l" produces about 95'i, of Parks wOlk orders. InCTeJscd ddegatioT1 of tnls tasK to Lead M..11nten2nce \\-"o;-Kers. is recommt;'ncea :0 anow more time for u)Xoming CIP projects. It will be nece,~s.ary 10 educate the Le3ds on the .qlla:ity and type of projects the Parks Snperi".tendent and Parks Super .... i!>or e:o-pect to be completeJ. Cruss-LtUiza!ion of Parks and Golf Pt'noonnel • Combined in one Di\l':>lon under lhe Director of Parks. and Golf, Parks and Golf are bas.ical1y two Sepafi:l.le entities. Each entity has its. own 25 ;. " - • managemer,1 structurl!, equipmcll:. maintenance per::;onncl, anc are locate,j in relarively clo~, but separ."te lcX'oltOns.. Though tr.e ecn:irollrTIerHs in ...... tJid Parks and Golf Ma'intenance pers.onnel work an: diffe~el1t and requirt! different tasks., some of the esscr.tial functions and skill.s of the workers are similar, Such fwnctions as turf care, acriflcation. pruning of trees and shrubs, and cpera~ion of hand and po'},'cr equipment;u-e common to mairHer,ance personnel. irrigation maimenance_ work is carried on in each area anj requires the SJ.ITIf' skills. Because of the spe..-ialil.ed tasks and lonique equipmf"nt required 10 maintain the Golf Course, additio"laJ training of perscrmel is nec6s.ary. The Parks and Golf programs have made 2: sign-ificai:t effort to share equipment, Cross training and cross-utilization of pers.cnnel is mi!iimaJ, bur j:; utilized to cnhallce the use of expertise in eal::r. operalio!']. Rec:ommend:ilion. ... : l~'rue #8 • Condition: • Management should d.;'yciop a plan to cross-train and cross-iJlillze more maintenance pers.onne[ in Parks and Golf. OpponunLlies. shcmld be identified 10 cross-utilize :,taff during. \\·inter month'S when renovation and cleaning projects are :;cheduled. Tn aJdit\on, staff could ptrloclicaH) be cross-utilized for special projecls, seasonal \o\,'Drk, and ..... hen staff shortages are occur. Based on [he success of the initial cross-t:tilization, management shuu'ld explore potentia! FTE and part-time labo;-efficicncies thai may result from cro!.s-utiiizatiorl. Director's Offil'e Site and Operational Respollsibilities • The Directcr of Parks and Golf i., ('urrem1), located at the Golr Course \Vith the vacant Ground~keeper position ar;d a tempora;")' GlJlf Superintendent, the Director's presence has been essenlial to managing daily Golf Course oper<l!ions. It is anticipated tha~ a Golf Superintendent wil! be hire,d shortly and that a Gieel1Skeeper will the-n be recruited, When Ihese po~ilions are filled, there -..vill be no office space for the Director and his. operational responsibilities. for the Golf Course will diminis.h. • The division's, Secretary is ioca!ed at the ~·'SC in the Parks office and she provides clerical support for the DHector, Parks Superinlendent, Parks Supervisor and Parks Leads. She commutes several limes a we-ek to the 26 - -- Gojf Course to perfmrn [."r'ping, clerical, and data enlry wmk. Sh~ iCi not always avail.able to the Director to perform c!encaJ function:; which performs by ~\rrJ~lf, • The Parks and Gclf budgel ir1d~cates that the Director .and Di.,.islon Secretary dev,)te .66 of fuH time effort to the Pad .. s Divis=or, The .66 effort appears accurate for the S~ret2.ry, but not fm t!1e Director. \I,.'ho hOiS been enmeshed in managing the G':)]f Course and in developing the Goif Course Mas.tei Plan • CUITemiy. there lS a la..::k of office spact! at Inc "-,ISC Parks bllildmg. fhe Parks Superintendent, Parks Super.:isO!', Dn'ision Secretary. ComlTlunity Garden Coordinalor, :""'0 to three Park Rangers, and three Park Leads share tne saMe facility. Recommendat inm: Issue 119 - CQnd:tion: • The Dirt:ClOr should be !c.c8ied at the Municipal Sen ice Center (~'ISC) with the Division Secrelary arid £h.e Parks program. Th!_~ relocation v.:lll serve severa) pUfJXJses. The Dln:ctor will be able to playa more involved roTe i" the operJ.tional,and pla;;r,ing ac:';''''-;1.ie:s. of ihe overall program. Ail ~cre:ana1. data emry, and production of reports will be centraiized in or;e loca!ior=, reslilting in a more efficient us.e of Ihe Secretary's time. In addItion, a clearer line 0f sec,et.3.nal accountabiliTY to the Dire{:\or will be establis.hed and ~cretarial support for the Di\'i~ion \I."ill be enhanced. • Parks and Golf s.taff should wcrk with Utilities 2nd PublIc Wnrks to identify options for additional s.pace for tre Director. Librar), Staffmg u)"els and Con.figuralion • The Librdry Di\'is"lon has managed tl) iTleel incre?sed patron demands o~'er the pd_'>t five years while experiencing a moderate decline in FTE support. As the table beloVo" indicates. s'.nce. FY 1987-83 FTE levels dC\:ra~d by 4.8 % ",'hile cin..'t.llation and rderence and other inquiries have increased by 7.6% and 67.2%, respectj\.'ely. I ! - ---;989~1 I 1991_92] _11987-88 1988-89 199D-91 .5 Year % In('rt'a~ 52W I (DecrE'as€) Library HE Circulation Reference and O.her rnquiries J .. ibrary Children's 54.65 54.16 53.10 I 52.04 1 (48%) --- 989,024 i 964.334 UJ07,96J 1.041,312 1,064,437 7c~ 143,598 j 146,978 237,505 1l5,007 240,\26 67.2% • 8!7JiChes wi!hin the Library ~y:stel1l ha .... e e .... perienced varying rates of ,growth in circulation a~d reference and other l:1quiries over the past f:~'e years, The ·Children's and Milchell Park librariC"So have experienced the highest percentage lncreas.es In cir.,;ulation activity v.'hile the DO .... 'TitOWr! and Mltchell Park libraries have s.een !he hjg!lCS.t percentage increases. in n::ference and other lnql!iries act:vj,y. Interv'le-"I,,:s I,i,."tlh staff at Children'S end t .... IitcheU Park Libraries indICate that workloads. have been managed ...... lth existing resources, bu\ that the workloads are heavy. ~-- % Growth (Decrea~) % Grc~1t, (Detrea~) in Rer~Ttnce and in Circulation from 01her Inquiries rrom IT 1987~88 through IT 1987-88 through FY 1991-n I FY 19~1-92 ~~ 31.9S;C 51.1% ~- Mitchell Park 1 ~,4"--; I 111.6% --- MalO 1.9<; 28.9% ~~- Downtown ().9%) 246.6% -----~----- College Terrace (3.0%) 72.6% Term;:;.n -----~- (l9.8~J 27,3% ~ ~ • T.1e Library Divislon j1as made several, recent changes In its lending policy and m organl2ation which mah:e i'L d\f1icllh 10 assc:o.s. the adequacy of staffing levers at ti1is t;me. On AUgWlt J, 1992 the Ubrai)' incrt'ased its loan period frNT"1 three 10 four \\ee~s.. This change is dt:s.igned to 28 ~- - .' .. • dccrea~ cir:1l1atlo~ a<:ti ..... iry and w • .)r"Kioad. The impact of t!ie new loan polic), is (,urreniJy being e .... aluated by Library' staff. In November, 1992 the Library re..:ngar.ized ~o cons.o!idat:: operations 4' the branch level (all libraries e\':cpr f\.-1ain) lH'1der Sl.ljJerVis.lflg Librarians.. This. cnar.ge is expe..:fed to lend mOTt: ('or.tlnu~I'y and stitbillzat;on to staffing, compared to a p"ior orgailizaticnal siructure \4.'n1ch s:n:ssed rotatir;g and pooling branch !.~ff fe:>t"lUrces. In ad{1i!'Dri, it ...... :11 shift ~o:ne of a Supcrvi!)of's superv:,SOr.y time ,0 ~hands~("m" llbrary tlsks such as \'o,'orking the circ1,..!latio!1 desk. k comparison with citie:. of s.imilar sile (s.ee Exhibit B), the Palo Alto Library s),slern is highly productive. Am('ng t!le eight cities revi~wed, PeJo Alta ranked first in circulation per capita, second in cir<:ulation per fiE ilnd reference questions per capita, and third in reference questions ~r FTE. • Technical Services, lo..::ated in the Mai:1 Library, is respons.ilJle for materials acquisilion. cataloging mater;als added to collections, maint~n.ance of the Library's computerized inlegrared i!brary system, n::pair of l!brdry books and materials, and removing infrequently use-d, outdated, or e)'.ces.~ivety worn materials. The worklo:::c of t!lis s.ec:ion is dependent on the volume of items purchase.::, catalogued, and made a .... ailable to the pubhc. As Ihe purchasing power of the collections budget has dropped over the past tnree years, the number of items processed has declined, consequently affecting part of Techr.ical Services' workload. The fullo,,"'ing table s~ows Technical Service's work measures.: -I 1988-891 1989-90 I 1990-91 1991-92 Number of Ti:lcs Catalogued: 6,110 8, !T; 7,57i 6,IX16 ~~ and Non-Book Number of Books. 13.505 15,470 16,473 13,481 Made Available to Patrons ~ ~--Number of Non-Book ~'Ialerials ),774 Made Avaiiable to Patron~ ~_'497_J 2,20g RC'CQmmendatiol1 : • Given the fixed number of library bran;,;he~ and ',he l1ign demand for llbrar), .sen/ices, the Library DiviSion ha", hrnl!ed optioi1s in reallocaling ;erourct's. Ubrary staff hJve been proactn'C' in reduc;ng workload and in colltinuatly evaluating its organizational s.tnK·!ure 10 meet demand. 29 . , ..:' ~~} - ---------------~~--- Libra;')' management ~hould e\'alu;.le [he effe,ct of t:'1e n~w circulation polic'y~as s....'XI~ ~ po$sib!e, particularly in ils. eff~t 011 Ctilld'ren's and Mitcheil P2.rk Lib:.uy s~ni!,g. L!:Jrary managem-en1 ~hould cor.linLJC 10 asse.iS its new organizational .~trU·:'lure to determine Ihat s~ff resour-:es are available to bra.nches thai experience staff ~h()ft.agcs due to \":lcation and sick leaves and to increas.ed parror demands. • If acquisiLio;iS of Ub:"2..r)' materials d.ec1lr,e "i~g.n;fkanlr)', Ubrary management should e'(amine Technica! Services staffing levels to deiermine lh~ fezsib.il,it)' of rea.tiocating Libran",r1., Libr"~' Spe<"tatist, Senior Librarian, and Clerk resources. to branches when; circulaticn a!"]c reference 3c~i .... ity is. .s.ignHicam:y IilCreasing Issue #10· Librafj"s Cofleciion Budget Condition: • The Library's gener-a] fund coHectLol1:'malerials blidget has remained relatively tlat O\"er the pa~1 six years. The table belo\.\.' jilu'itrates. Jr.J ..... In 1987-88 dollars, the collections budget rea! p'..:n:h'F,i:;g power has declined. ~ I Adopled Collections BIJdgd Collections in ]987·88 Dollars Budg<l'.t 198788 SJ97,lOO S397,100 1-1988-89 382,520 364.554 - 198990 389,948 356,888 ------ 1990-91 410,~8~ 357,697 ... - 1991-92 398,414 334.424 -~ r -------- 1992-9) 397,570 327,953 ~ ~-" Ba:;ec on the CPT, the Library has ro~t 17...1 % in real purchasing po\lo'cr since 1987"83, According to internal Library estimates, the in:l.ation rate f\.1r Library' ma:crials has averaged 60 7% per year over the pa~t years. At a 6% tnrlatior. rate, the Library's p'Jrchastng po' .... 'er de~reased by 25.2% ..,ll1ce 1987-88. LibrJ.ry staff have <!dju51ed to the decrease in purchasing p0\\'ef by eliminatii"lg the purchase of fOieign Iang,IJage books and. 30 - • ma,ga2ineS for aal..:Jb, re$tricilog lIS, pu~c!"Ja:,t:<; Gf featllfe f:lm videeJ'), curtaiiing purc;las.es of periodic ... ls, serials and Terman Park fI1ateriais, priori tiling col1ec~ion needs., a:1d realloc2.ting CO"lieciilJn !'"e50urc~.;. The Friends cf the Libr .. :H) has b~ell contribu~ing bl':lween $5,000 and $15,000 per year to tile Llb:-ac). The cO:ltribL!tior-5. are tajgetcd for spe:ific purposes. such as acquisition (If foreign language tapes, microfilm readers., recorded books, and surnmer reading programs. In addition, the Fn(':nds of t~je Library ha .... e reeeml)' rai~d $6,00{) in new funds for acquisition materials 3;5 pan of the Library Centennial Campaign. • The Lihrary Division ~as recently completed a survey of 1655 patrons at th~ Milchell, DlIwntown, Coli~ge Terrace, and Terman libraries. This. survey indicated [hat iO% of the patrons wanted "mo,e of e\.'eryrning,· 37% requested an increase in non-fictiOrl material, 34% wa~tcd more feature film \.'ideos, ar.d 25 % de-s;red mere audio .. :'a~;ettes, compact dis.cs. and tajking blx,ks. • Ba...o::ed on information in the Llbrary's r~cent "Branch Sludy Report," there docs not appear to be slgmfica:lt di'i'xiti~factlOn with tl1e Library's. cOl!ectil)M .11 its braf\.:'hes. There a~e signs. huwe1.'cr, the.: in such areas as non-f~ction (particularly iii S-Cicnc~. history, and biography), and audio visual materials, there are emerging \.\."eaknesses in collectior.s. Recommendations: • None. J I L vn. ORGANIZATIONAL ISSUES bsue #11 ~ Pursuit of Public:·Pri· .. ale F<H1ne~hips Cond~lio[j: • • • rublic·'pr: .... ale pa.rtnerships are arrangements where the public sector ir. ccmbinati01'l \A.'Llh the pri'vate or non-protit seclors. s''';1-~pOr1 an actjvity or sen-'ice. T~e:.e arran~em;;'n!s vary widely; a Cit), grant to a private or l1on-pmfi! ventuft: being on the Crl1i;: erl.d of ~he s.pc;:lrJm. to b'Js:d;ess or nen-proftt fundrai'Sing for a City ~i"ice on the olher. An example of the former is ihe Ci~y's suppon of hur:un 5e["\iice contracts. while an example of the latter is. Ihe recent fundraising by the F;iends. of the Children's Thedtre to bt,;iid a the.atre i:l.dditiDn. Palo Alto has a hhtory of public/pri, ale pi:lnnershi~s which has led to the creation of City 'Supported non-profll anc privale enterprises.. Senior ser·.riet:s.. hotJ~ing prog~m5 and lh~ Community Theatre were originally fully run .3J\d funded by the Cit)'. These programs are prescn:J)' 2.S sutce~."flll if not mN;! ~'J':-ces5f'J~ ir: pro\'~dirig: ~r. ices as non~profjt organizations than as City operated programs. The ques.tion of wr.-at combination of public. privale, and non-profit resources a:ld arrar.gemenL~ s.hoLJld be ;.Jsed to fun.j alld provide s.ervkes traditionally run by the City bureaucracy is critical. \Vithin ~he Commwn~I'y Services Department, there are four factors to help examine whether an activity is best pro\':d.-:d )OIefy by the Cit)' or in a partnership. These include' 1. Ne-Cd far contml -L~ tl~ere ;:\ reg:J13~or'y or potHical re.ason for the Cit)· to have decision maki:1g: aUlhority over th;;; ser.:ice or p~ogram? 2. Cost effecti-veness of pm\-ijing the ~n,.';ce -rs a sen'ice or program more co::.1 eff.-::c!!\'e as. a ell)' program: 3. Independence of sen.'ices -Is the service or program tightly inlegratcC ..... ,l;h other City programs so that the creation of pubhc,lpri..-ate parmerships would creat~ proced' . .!ral or morale p!"obiems? J~~~~t .:j;'. <.-'( - - ADVANTAGES: 4. Acti',e communit.y s.uppc-,r1 Does the progra.m or sen'ict I<!CK comnlunity supp.. .... rt in ti:e fO~~-:J of \-DI1..inteers arid/or a non-profit swppon gn:lI.':p? One example ora public/private panners.hip ""QuId be to ('rt"ate or contract '''''ith one or more non--pr:Jtit organiz.2Itions to pro\ ide ~rvice~ th'dt are presently prmided by ihe Cil). Based on the four fJctors above. !h~ Cultur.il Center, Chiidren's Thealne, and the Junior MIJ!.eum eQuid all be explored as pub:'lc:pri ... 'ate pa:-t.nerships, For instance, 1) !.here is no reaSOil for the Cit)' to have de.::tsion making authuri:y over any of these programs. 2) iln ~rgurr.el1t could be made thCit !hese programs would be more cost effecLive as non-profits, 3) the three programs have their own physical fadiilie5 and the Cultural Center and Children's The-3m.:: have very ti1tle ongoir,g programmatic interaction v.i(rl other City program.s (the Junior Mu~um is les.~ independent), and lcsiiy 4) all :h,ee have acti .... e volunteer backing and nor.~profit support organiza~ior1s, Some po~sible advantages a~j dis.ad\'al1tages are Iis.ted b<:lC'w. • In a publicfpri\"at~ partr.ership a non~profit would hCi.\:e more free,dcm and fie:o.ibility to make decis.ions and pursue programs. A~ a non~profjt, Ihe Cultural Cenler would be able to rr.aJ..:e i!~ own purch~sing der:!sior:s. • Staff of some Community Ser·:ices Department progr.dms view :heir ~audience" and customers as Bay Area-wide, ,4.s a non-profit, a program could assume a more regional rok and wr,uld be empowered to shape its own future. • Due to continued ar.d projected bu(1g:et tigllicni:'lg 0\'';::; the ye"ar). a ilon profit would ha\e more tlexibilil) to change progra;Jl~ and' grow as an orga!1i7...at~0l1. for t''(ample, the Cul~ural Center f~:ndjilg from the Cit)' has decreased 5 percefll (in const:1.i1! dollars) o'.'er the las.t eight year), As a non-profit, thert! wou!d be more fJexibiiit.'i to ,-'han;;e programs and g;ov. as an organ~zation. • ,.i..s a non-profit, there would be gr~aler acce~s to corpon:.te, indJ\'idual. and federal monies. Some organizations. pr(widing grants will not gi .... e m~lney to governmentai agerLcies.. Mom), citizens abo ha .... e probrems giving fl10ney to Or)' programs and they ',.'iew their taxes as an adequate donation to the City's f'Jnctioning. Ttje exception is. if citizens are giving money to a tangible project like the Children'~ Theatre bui1ding addition. 3.' >~--- ·,~·~1~~··-,. .. I j ~ ; .. Io addition. frH~re is Imle motlvar'lon for Cty statf to rJ15.e mone:y for prograrn~, rresently. any funds ra!s.ed (\.\.'ith the e~ccption of grants) go into the City's Genera! Fund and GO not increa~ the budget of the division. There are few, jf any. r(".z::~1ic incentives that can be put in yla~e to moli\'2te slaff to raise significant addrlional f~:1ds. • Depending on ',11e succes.'S of pri\.ale fundraising efforts, the Cit) could look at financial s.a\'ings or could fund more programs or .seli.'ices. • City employees generaHy ha;.'e better salaries 2:1d benefits than non··profit agencies_ Emptoyee~ might oppose any partners:hip arrangement due to Jess personal financial stab:lity_ One option to address Ihis concern is (or the City to contin'Je W empl,oy staff U;'1til they reave the City or retire. • There is a certain alTIOLlrll of fut'Jre financial uncertalray. if a non-profit runs into fundraising pl"Obletr1:i and Ci;'y Council prO'o.'jdes an inadequate amount of subsidy, [her. programs may be jeopardIzed, Of course, City programs ,:ollld face this same sitlOatlon due to future C!ty budget shortfall~_ • A non-profit may make programming and administrative ~ecis;ons trlat the City opposes. For instance, the Cultural Center mlght decide to charge admis'i-ion to irs ell:hib:tions, or prooLce art exhib'ition the content of which .!;Orne in the City do not believe is appropriate. Recommend.ations: • The City sbo~:ld conli"ue W pl~r:iUe pwblic"pr;vd,le par:nerships ",here poss.ible, feasib:e, and be;le:icial. Is..q)e #12 -Open Space Openltion Conditiun: • Th~ ct:rrent open space operat:on i!"lciuces Foothills Park, Arastra.1ero pn-'<;er\,e, patrol of the downtown pa:-~s and the Baylands Pre~erve. After B}xbee Park is compleled. Open Space ",-,'il: be respon.siblc for the parrol and maintenance of the Pa.rl.;.. Pa.rk Rang.ers perform a variety of duties that are not directly comp<1rable to arl)' title.i v.,ithln the City. These includ~: park and trJ.i1 maintenance, fee collect:on at lhe gale of Foothills Park, dispute resolution and responding 10 em~rgency incidents in the 34 .. -~ " .> 1~:-~':' -.~~ • • • park, pr'.widing emer£'~r1cy response (:apab;)i[je., (OJ mcidents. wcs;t of Interstate 280, and prDviding interpretive functions for the pub!ic, clas.ses and camps he;d at FoolhitJs. Park, nattJrc walks and staffing the inlc:rprelivr; cenler. Many of t!"H;!' interpretative sen.'ices are pr()\,:idt:d by Producers, Naturalists worKing as memhers of (he S:.::iences program. Park Rangers are ,nspatched from the park by Police Ccmmunications when II is determIned that the Rangers ,:-an reach the -silt'" sooncr than !he Fire Departml.:'ni. TI,,: clos.t:"st fire sia:ion (in norl-SUmmer months) is t~e Hanover Park StaticfJ ir; the: St.ant'ord Research h.ik. There are fj\'e full-time paik rangers assigned to foothills Park and a number of seasonal t~mpo:-aries wtlO afC' hired for (he sLImmer months. There are tv-a park rangers Wh0 are res.ponsible for (he B.a.ylands Pre~n'e, patrol of the downtown parks and Byxbec Park. These rangers are suppJemer.:ea by "3. COrlJraci for ranger.') who tle!p patrol the dO\\,:l1town pClrks on t~le \.\.eekencf. CunclltJ,. then~ is a ques!i\':~·n as to the le,rei of m;:.'dical emer-gene) respon~e !n'lini'lg necessary for the Rangers The patrol of downto .... n par'r...~ has riY~r. in importance for the park ranger~. Situations during the summer months have praced a s(rd..in on the patrol of the parks, particularly in ~1itche!1 and Rim::onada Park. The cmHract for lemporary pairors th<1:1 was init!ated as a stop gap measure will need to be extended. This. wj'd be incJ'.Jded in the 1993-94 budget proce!'s bL!1 ij ne.eds. tl) be recl"lgnized that this win probably be an ongoing expenditure. Recommendations: 'L - • The Supe,o,nter,derit of Open Sp.a.:e .}fld Scier,ces 2nd the. Director oi RecreJ.tian, Open Space and S':lcnl{;:s should continue the pn::II.::CSS to dttermir.e ~he le .. el of medi,al emergency ;raining. necessa,), for Rangers. This proces.s should include Oi1~(lj"g pal1icipation from the City Attorney's Office, Risk Manager. Fire and Human Ro?soufces Departments Bas.ed Co!"] thi s process, if adc!i!ional tr.:Jining or funding for equipment is req ui!""ed, the dtpartment should include a re<.ju<'st in Ihe budget process. 35 r" - Issue 113 -Rc-creation Acth'ily OperatiuoOil Tr.f'fficil"ocies Condition: • • The recrealien a~"t;vities of tJl'; Re.:reatfon, O;>t'n Space anJ SCle;1ces Divls.ion orig!nale with five Recreation SUV-r-. isor~ The Recre.ation Supen:;Sl"lrs are responsible for s.uc:h major program areas as: Special E'.'ent!io. Aquatics. Adult Sports, and T~!1 Ac~i\iities Recent reorganizalicm wilhin the dJvision has resulted in the dO\"ngrading of t", ... 'O positions 10 provide operational backup and supron to two of IMe five Recreatian $upc-r.'isor::.. Th~:s incIudes cc,rNsge when the Recrealior. Supervisor is on leave. Provislon of this t)"pe of backup provides important operational effi::,lt!l(-ies. Currently the division is usir.g temporary employees \0\ ho are allowed to v-lork only 1000 homs in a fi.';cal year to provide bad.:up for the o.her three R~crealion Supe-r.'iwrs. This c!"cates addit:onal problems wirh monitoring and inefficienc:es when temp.xary emplo}ee~ nC.ve worked the l()(x) hours for tile year <md c;&n no longei be employed. Neol,' employees have to be hired af1d trained. \\'l1ile Ihe use of temporary employees is efficient tor the majori:;' of the func:ions tr,~ dj',.js,lon performs, Sl!ch as camps or classes., us.ing temporal")' employee_~ who are constrained by the 1000 hour limit for back '.Jp to the Recreation Suprr.isors is inefficient. R~ornmendatioru: Issue #14 - Condition: There are three possible ways to pro"'ide support for the five Re..:-reation Supervisors. Staff is still e\.'a1uating the ~'ario,Js options. Hc',.\.'ever, the options being re .... iewed inciude: U:>e" Icmporil.y p'),~itiol1S iO do ('1e ',\.'l)r'h.. c.e."'~e full-time pos;tio[;s 0:1 ih~ pJ.y rull u~ir.g salary 5o.wing_,; and temporal) dollars. or to ieduce the le\'el of progralTli1;ing provided by the division. Reduc~ng th~ le~el of prng;amming means eliminating a program that a Recrealion Supervis.or is currently respor,sible for. Co-sponsorship PolicJ • The Community Ser. icc:!! Dt:p'i.rirnent co-sponsor:!! e, en!:!! .",'Ith outside groups. Sponsorship takes r:mny forms including. free Cit)' fJcilities: City 36 ., "., -. c __ - •• < pw\-'ided t1ou~ mar:a~ef,) ar.d olher staff; afld free chairs, tables, and audio ,,"!sual equipment. Cily starr· mayor may not be involved with the planning of the e\ei1t • The adva~t.ages to co-sponsorship are that beneticial progri:lms can be offered to the public w/":;ch w(,uld normail)' be be)'on~ the department's resol.lXl!'s. The dlsadvanLages to co-sponsoring events are til a! t:ity dolJars and staff time are e:x-pended 2.:ld facilities ... hicn normall), wou!rl bring in rental income are occupied, In additiC>:1, there is. an is-sue of equity since different div~sions have differen! viev,s and p~(Kedures regarding co sponsorship. • An example of a c-urrent arrangement that \l.,.'ould fall under a co sponsorship policy 1;; the !\,!odef Train C!ub. This organi7.dtian has a fad!i!)' al a classn:'IOm at Terman thaT is reserved for its use with no deflT:able benefit to the Cit)'. The Cil)' pro\'ide~ a dedicated room and utililies for tllC ofgani7.3tion al no cost A co-sponsO'rship policy would help emure th'<lt arrangem-.:nts ~uch as thj~ are treated equitably. Recommendation.'Ii! • The Recreation, Open Space, and Sciences DI, .. ision, with (he assistance of the Fmane.: Depanment, has re<:ently <:ompleted a d:aft of a co spor.wrship policy for the d]""ls10n. The policy should be expanded to incorporale other Communit), Sc~'jce~ divisions If appropriate, lhe pol:cy ,md guidelines could appl)' ell)' ~'ide. i'ssue #15 ~ Class Rt'gi ... rration Proce~ Condition: L • There are six dlffer.:nt programs in the Community Sen;f('cs Departmer.1 which. offer das~s. A c!iilen must register for different ciasses. in four differen: locatiof]';. These locations hav:; dtfferent proc:'-dures, payment r.1etllods, hours, and fee structures.. The. "Enjc)'· Catalogue b£lS all but Children's, Thealre da~se). It is sent !a all Pato Alto re:£idents. • Depann;enl programs o<Jlside of tht;': R,",(."r~tton. Open Space and Sciences DI\'is:on cited citizen complainls 2nd an irlabllity to get updated cla,~s. lists as reasons they no lorlger it;':[ the Division conduct their class regi,'>tr.ltion. 37 - -":. • The CUrTcn~ reg;~t:-;l~ion fer Recreation, Open Space, and Sciences Division classes and camps listed i!1 the Er.joy Catal0g requ~res the perso.'l rt:gistering to stand in line on (he day the process begins. in order to insme tha: [he clJ.~s O~ c~mp desired is a,ailable. This traditionally resulh in a lQng Itr.e :1Idl CI(:curs !hree or four Satuld::J.~'s a ye.:,r, Citlzens begin lining up ou~side Lucie Stem Coml.lUrtiiy Center at 6.am on these-days. • Cla_~~s lh:lt regis-Ier at the Cut;ur<.!.l Cenrer do a!J0';'" registration by IT'ail. Cl'i.ilt:ns, ~2'y cali and request a regis!ralion packet v,:hich is mailed 10 them. Tr,is mail-in option js cited in the Cu.ltural Center"s .clas) schedule but is nOI merH:on-e:::l if] the Enjoy C,ua!ogwe. Recommend.dions: • A mail and fd~ n:gisl.ratiorl program shmdd b~ de .. 'elo~>d fOi adult clas5e::' so thaI cirizens do riot have to v.aLI in excc;,51vely long lines on registration day. SUCh;i system would allow pe,')ple to register who work Dr are noi a\iajiabfe on registration cay [0 register. Swell a system would n~t preclude peopJ~ whu choose to r~gi~tt'r in person at Lucie Stem. For llability reason5, ma:J-in registration is not recommended for childTt'!1~S progriHils. • Adult c1a~s programs in surrounding communities including Sunnyvale, Meni(1 Park, and RedwOL"'Cl Cl!Y have mail regislratio:l. The~ programs report the procc:os funs smovi.hi.r' and does not create problems. The actual format of the mail regislration shor.;ld i.nclude a chance for participants to choose al least a first and &econd choice of classes, The or.-site Sa1IJrday registratiur] :should slil] be <ilic\.n:d DlI;: the s!2.ffing req ... i!"~ wiU be 1es.<;. The 2clLla1, tin·:ing, fC:-lTiai and imptemc."',~a:;on of [he mail registr2tio!l ~hould be develop<':d b)' the Department wilh t'l1e a.s.s:stan:e of the Fir,a:lce Department an<.:l Cny Audirot' if needed. ¥/ith the ['X'lssible excc;ption of Cultural Center ch!:sses, citizens s.hould be able to register for all Communil); Services Departmen: classes through olle registrallon process. Th.e tecnr.oiC'gy to al I 0""',' for this. mc1ude.s a second computer and additional software to allo .. ' for acces.s. to data at two terminal;, Eventually, ·~'her. technology p;:rmits, citizerls ",hould be able to register and a.;:cess cra~s ini'orm:uion through computtr terminals at City library branches. Cit) Hall. Lucie Stem. or the Cultural Center as well as from r:sidentiaj compliters, The registratlon proce~s should be included in the informalion s.ystcms needs as':;.e~s.rIlenl recommended in Issu.e #~5. as is th.: funding reque~t. 38 . '" <-\'.,. ,'I.. " .. '. :,~::: .'-:{'l~:.:, ·l·~ . ;"'~~"> :'~~J~ ".'-.'. ".;.;::--;;" -.... -:-.,' "::- <~\~~r Issu£ '16 - Condition: & The Ch i ldre,,·s Theatre s:K':..lld jt~t its v.orkst",J)ps.icl ..... sses in the ·'Enjo.'y" CaL11ogue. R~1M1('turing Class Adminbtration • As de:;cr.bed <loo\e, tflere are s.ix differen! j::roglams in the Community Services De~anmer;! · ..... hkh offer c1as~s. CItizens. need :0 register for different cla!.~s in (our d'tfferen! locations. Tlle~ leX'ations. have varying procedures.. p<lyml'nt melhods, hours, fee struCfures, and instructor paymem scenarios. • There is lnsufficier:1 .;:oo,dma(IG:1 belv,-'ee[\ programs as to which clas~s are cffercd. Differer.t pro;rarm s(lmetimcs fmd that they an: offering Ihe same class or are compefil1g for lr1stroctors The Recreation, Open SpaC\.'~, and Sciences Divis!on ha.s done 2. gexld job of e_~tablishir.g a Programmer's Commillee with representatives of the d=fferent programs in the division. At this poir1t, theComl!'litlee is mo:;riy responsible for the Enjoy Ca(alogue al1d does not ptay .a ~argf'r mle wi:r.in the departrnt:r.!. \\-"ilhoul cooroination between prograr.1s. tllcle is a lack ofa sy:.tt"lnalic evaluation of clas.~s, theij revenue performance, or future cla~s. offerings. Recommendations: '.L . l - • TIl.'o dirferent optior1S. avai;-;;,ble to addres.s the issue of coordination of c:asses wi£llin the department are listed below. The first wC'uld be to brlr1g all class.e-.s into tne Recreation D'tvL~ion fu r.;oo;-dination with the ex.ception of !he Cultural Ce:lter adult SUdlO class,-'5 and ~he Childrer.·s The2lfe wo,bhop~ Cent.ra~I,nJ'ton af c1:'s~ 3dmon:s~r;,t:Dn "",,)I.;ld allD'." .. for belie;"" cor:tro! of class ofte"Ir;g~, coordination elf citizen jnpLit on chs~s :and instructors, st3I1cardiZ'.:d proced'.lres regJ.rcf'tl1g pa)'mer:t:<. to ir:structors and class fees, and betiere~'J.mir,at;on of revenue generation of individual cla<';)es. Children's art cra~~<; are pr('sen~l)' 11)CJied '211 the Recreation Division's Junior Museum, bUl the c()()rdinator repons to the Cullurdf Center Dirc:clor in the Am and Culture D'i~lSi')!1. Tho[' cl2:'S~e:;. could rep~;.n to the JuoJor f\,'1USCllr:1 Director \\.here t~Cy are k.(~:'!ed and b~cOI-:1e part of the Recreatiol'.D:·.'isiof'l. Thl;! coord 'I rJator presently ,a',!cnds lL'rlLOr J,.hlseum staff meeli,rgs and has more imu! .... emenl with lh~ Jur.ior !\1u'>Cuni tna'l the Cultural Centt::i. The parH:,rne !-,'lusic and Da:lCe Coordinator al1d the 39 - Community Tr.eatre cla~ses eouid become pari (jf the Rl;'crca!ion, Open Space, and Sciences Divisior. as weli. • The second optic Ii would be for the Dcpartmer.l Director to W.e responsibi!ilj' for elevating the: status of the Prog;amrn.:-rs Committee that curr~ntl'y exis.ts 1n the Recreat:on, Open Spare, and Sciences Division 10 a department-wide comrr.~aee. Because or l~e deceI1traii::ed na!urt: of the depanmen! and the auto'i,orr,y 'Jf various j)rogr.c:.ms, a sustained effcm on ~he part of Lhe Department Djrector would be requ;rl'd for this option to be successful. The Programmej's Committee, consi.s.tin~ of represcn!ati .... es from all department prugrams o(ferir.g dJ.sses:, should m~l to c:)()rdinate the following sea~m's classes, discuss an)' registration problems and concems, evaluate the cor::inuarjon and eLm;;-;atjon ofvariClus classes, and examine the revenue performance of the pa<;t seasons,' class offerings. • Successful imp1l"mentation of caner one of these opliorJ:5 would help !o coordinale negotiation of in~truclor contra~:Is. as oisc'J.s:>ed in Iss.ue .*'18, 40 ~ _____ ~ _____ ~N' Vill. ALTERNATIVE. FtJl'<1)ING AND RK<;OlJRCES L'i'i1..i~ #17A -Class Fees Condition: • It is very diftku!t, given the varii:ty and jel1glh of c;as~s, to compare class fees. from one CcmlT1ur.i~y Services Depan.rnen! to anorher. For tho::.t': classes. where compariwn ~emed fe.J):ble, fees were gel'leldlly in line with others being offered i~ Palo Alto 0':" neighboring communities. • fn addition to Ll}e difticulty in comparing the fees charge.d for classes, tl1e qtlality of activities offered t.",' differer.1 programs is difficult 10 compare. According Ie CCHnmurli!y Service'S Department staff, City clas.ses. are generally of a higher qllahty than others in [he area Recomrnendations: • Every effort s.hould be n1ade to charge fees Ihal will move the programs offered bj' i~le divisio[l into the cost recovery levels set by the City CounciL For example. staff feels that fees for classes at the Junior Museum could be increas.cd fi, ~ to ten percenl. • Guidelilles regarding the number of participa;lis. f1cEde.:l 10 fill a class and different level:; of C(lst recovery should be de\:eloped by the department. These guidelines ~houid be used to determine the minimum level of participanls thai are required t'J hold a cla5:s, In addition, they can be u5e(j to make informed deci~lons. rcgardl:1g the level of subsidy to a piOgrarr .. Issue #178 -~'on-ResLdenl Fees Condition: • Approximately 25 % of Recreation Di\il~:on cl2~:' registrants are :'"lon-Palo Alto res;ider,ts. T1ley are currently paying a $5 fee pc:-cla~s to r~giste.r, plus the class fee. • The Children"s Theatre Conservatory, ..... hlCh has a waitir.g list. charges S210 for a sjx-wee~ progr.:L1J1 but only ar. exIra ~s non-res.~dent fee. Summer camps ar~o charge an addi!ional $5 non-resident fee for programs which cost bet",d.:en $75 to $135. 41 .-. .. , -----~~ -------- ;::,' " .. ' ;.;" ct·~~i~~~· ~~-. q... :"". -_. Rerommendal ions: • Tnt" Ct'm rllUn il)' SCi-'.':ces Department s.hould insti~l..!le a C"Omt,i r,a!lcn of fee s.tructures. for non·residents iO maximin reve-flue. It: tbe flr5ol, non f'a1o Alto res.idenls would pay a nOr1-re~ident f~e for classes of some percentage oflhe class fee. The second al:erna:ive is to increase ihe i1on-resjdr~nt fe-e. The department should choose ",rat co:-nb;nalio:1 or thc aom'e scenarios. makes ::.ense to implement from an opcral:onal viewpoInt. Non-res!dent fee increases w!il generate apflroxima!cly S8OC(), • Class.cs. .should continue to be mar~:e:ed to thE Stanford and other neighboring cOlilmu71iries to increa~ enr011ment and revenue. Preference to Palo Alto resident'S could be made through the mall registration program recommended in IS<iue #15. Issue #17C -Adult Sports f"ees Condition: • (\mer.I cha:-g.es fOj adJll spOrl_~ -baskelbail. softbaiJ. volleyball. etc, are not set at a leveT to allow for fLl11 recovery of all costs. fn line with the cos! recovery policy appw\'cd bi' the City Council, adult sports should be at a cost reco ... eT)' level approaching ll)() percent. • Charges for adult SPOr1S are compe-tliive \\'ith surroundi tog communities but are by no means the Inost e~:pens.i .... e. • There are teams lumed away from pantcipating in iidu11 SP()rts and there are !ea;ns thal i;;elude non-Palo A~to res:den~s. • For baskelb<1il gajT\,~5. Palo A:to provides a h~gher l~n~l of stdi'fing than the le.e] provided by other comlllunL:ies 1,1hree referees and a scoiekeeper per game vers.us one or two referees in other communities). Recommendations: • Fees for adult sports need to be raised to the upper Tange oj surrounding community'~ fees. Fees for both ba~ketball and soflbal1 should be i!1C'reased. Raj~ing the fee by $50 peT team will inc7ea~ the fee for softball to $550 for the season ar,d to $350 per season fuT basketbalL This will gem:rate additional revenue ,)f $8,300 per year. This will increase the CD',t recovery level of the propam to a level 3pproaching 100 percent. "\~( - • In addition 10 ~Ilcre.as.i['jg. 1he fee per learn the !ivfl-resider.i. fee !>h()uld be increased b) 50 percent. The current non-resident fee is $iO per perscn for the sea~on of ei[her bnskc:ball or ~oftbalL rnG~asing tl'le fee to $15 will raise S2,200 of additiona! fC\cnue. " The Recreation Supe:r·.:isor s.hCil.l16 el(plo;'"e ways to reduce the number of staff requirtd for basketball games.. The currei1t s:.affing coilfigurativr. is. t1m!e :ii!ferees for {.he e .... 'e_~jr.g ar.d '4 ieag,ue manager. The referees di'i~de their time between oftkid.trng and rUfl::lirlg the scoreboard, FOLH games are played in an evening. By staggering the starting time of the referees it \Would be poss.ible to U&e two refs. For tv~'o games per night and three refs for ('W'O ,g.am-es each e'l.'ening. U5lng a st.nffing configuration like this would save SJ ,500 per year in expcnse:i. • Dependmg on the fl'.J.Tkrt. the a~1lh spons program s.ho:Jlc be reviewed in 199·vi5:o determine: if ft.'(!~ can be increa'k"(j again. Issue #]8· Instructor Pa~JJ1enl Ralin.;; Condition: • DifferenT programs in the Community Ser .... Kes, D~paT1ment offer class.es. Tn most cases, instructors are contracted 10 tead [he classes. Fi ..... e different payment scef1arios are u:o,ed in the department. The Recreation, Open Space and Scit':ju:es Division (with the exception of the Junior Museum) n.egotialCs. contrdcts based 0;'\ a standard formula wl;h 70 percent of the revenue for the instruclor and 30 percent for the City after a $5,00 per studenl precessing fee is taken off the top. The Jumor ~Iu~um arld the Cufr ur.:l.1 Ce!1T2r's children's art classes pay insliUC!fJrS a flat S LSiJ f~-e. The. CulttJra\ Center uses a sirrl~la.r p:l)rnent sc~eme as. the Recreation Division bllt with diffcrenl per,;,':;nta~es arid a $15 processing fee as opposed to $5. The Community Theatre 1::las.scs anrllhe Children's Thealre workshops have their own in!>tructor payrner.l methods. • aile collSt"'qucnce of the payment method u~d most Ofl.e:'1 where the ins.tructor m::ei...-es a pcrcenlage of the re.:t:nue, is that ' ... ·'hen a class fee is raised onl~ about 2S percenl (If the additiona1 re\'Cn\.le goes to t11e Cl\y. • 'Amen different instructors v..'Drk for differer,i o!visions they art' patd different amounts fer sllmlar types of c1as~~ 43 - Recommendation$: • Where possible, contrac:s ... i!hin t~H;:' R;;-crcatlon, Ope" Spat:t' and Sciences Div;siC1n should be negotiate<:l 1:1 a cOrisistent ~a"ner. A ...... rit[~r. form should be developed for the Gi,.is~on to fa.::iiitale this. In additjon, the prcx:edure fo~ negotiating contract.; for ii1SirI.JCCc~rs should be included in t~e operation manual currently being prepared Cy the Recreation, Open Spare and Sciences Division. o The instructor paymert rdtio shQuld be g:"2cu.ally mO','ed 10 increase the benefit to the city. This. will generale ir • ..:rea.l.ed' re\'enue of appro:dmately $21,Q"'() in the first year and $43,000 in the second year. This is exclusive of any increase in fees. This car. be achieved throu.gh wme combination of registration fee 2nd/or instrucror payment percentage adjustments, Issue # 19 ~ Contract Lng Bask Park !\faintenann Work Condition: • The Parks program oversees 266 acres of parks.. pb.ygrounds, median strips. u!itity silts. parking lots, par}.;ways, and pathwa)'s,. According to [he 1992-94 Budgel docmnent, 175 2:cres a~e maintained by Cit) maintenance worker" and 91 acres by contract workers. Contract Vl-oTkers maintain a cross-section of sites such as parks, medi(l'.n strips, and landsc-aped, and non--landscaped areas that are similar 10 those maintained by Cily pers<:mncl. In add;tion, the)' }X:rform the ba.sic rT1alntenan,;:e functions that City ·.,.'orkers perform. Bas,ic park rnatntenance work includes mowlng:, fcn;;izing, aerifying, edging, iitler pick-up, and weeD and gopher control. Li}.,;e el) ·,,"'oTher_'), COr"ltr2C! workers are n .. spons~ble for the care of !wrf. grouT!d cover, shrubbery. aTid plants. • The City currently has three firms under contract !o perform basic maimenance work ttJroughaut Palo Alto. Parks staff is in charge of drawi~g up spedtications, developing ReqLie~ts for Proposal, ~lectior. of appropriate contractors, and fOT monitonng contrdct work. Parl...s managemem has Implemenred a thorough ef~·or1 to monitor contract ..... "ork at the lovo'est possibk CO~E to Lf:e Cil}'. The result is that basic park mairuenance contracT ',"Iork in the City of Palo Alto is comparable ir quality to ',hat performed by City perscnjlel a:ld provides evidence thdt Parks car. :shift 10 additional contract work. A Coord!nalOr. Public \\'orks Projects. posi1ion was reclassified to a Supen"isor posi(ion to t':n!:.lnce 44 • ,~~t/·,~~ -:;~,:'"" - -' ........ ~v .... ao ... ~ managc'menc of con.tr3cl w0rk and ?.arks sw'ff. :n <l:rjdilion, ;:o~lr3ct management responsitili!ics were spread among \'ario:.L~ PCirks '3taff. Given the v]abJlity of currcnl (onlrJ.ct wa:-k, arl analysis determining potential :ioavings to the Oly by using ::antrart Ir.oor to do basic maintenance work or. the l75 a'..;rcs cUlrerqiy mdi~H.ain.:-d by City crev..'s was performed. The analys.is i.~ based on a comparis.on of basic maintenance in-hou5e co:sts. pt:i acre and basic maintenance contract costs per a,re. To arrive at a rea~of1able comp.a:-tson be!ween City crew) a'ld curre;;! contr.aC"t maintenance fUl1c!ions and costs, specific acti\'ities and a.ssociatcj CllS!:; were excluded becau5e lie)' v..ould not dis.appe.1.r if the City switched to basic contract malnlcnan<:e. These costs include: Parks manage men I and secretarial support; Par;':s ~~!a;r.teraflce Leads res.pomible fOi directing mairltemmce crews; lITigalion pmgrammir.g. repair), and prcventath,e maintenance; alhldc field mailllenance and renovation; lawn Bowling main~er:3.nce (:see Issue II 22)~ and contract oversight. The cosu. cited above are excluded sif1ce managemcrJ! and secretarial support are neces~ry for budgetir.g, CIP Jnd program planning. contract development and oversight, y,'a!er manage~e:;!, and coord;r;atbTl with Cit) depa~1men!s. Park ~fail1tenaT'JcE' It''..ads are exduded since they will play an acti..,ie role in monitoring field contract work, \\Ioile cOnlinuing their direct -,','ork in specialized main!enar.ce function:'.. Irrigation, athletic fi~1d maintenance, and lawn bo\:.:ling costs were excluded gi\,'en thelr unique nature, and the scarcity dna high cos: of sk;lled services i., the~ areas. IT! add~lioE1 to mar.a~emenl and the highly skilled maintenance flinctions, other cos.ts that would not disappe3.' with contractillg were excluded from the ~arcu!atlon. Baxd Oll these e:o:cillslons, it is esllnl3te,j :ha: II cosb Par~5 siaff $3,950 per acre 10 perfl'rm b~Sl';: ma5m~nance functions in :he i 75 acres of pdr"s, bnd:>::"aped areas, and fa.:;!ilies it maiilt;:lm, Since it is dif:icult to determine contract costs for the basic maintenance oft~e 175 acres mair.r.a'med by City crews witholJt obtaining a Request for Proposal {RFP), costs from the CLlrrent COn(iacts and from contrdct bids for the curren I 91 acres under contra{'t were ana.lyzed. for analytlcaJ purpc5eS and to p:'O'."ide a range of potential COillrac.t costs pt.:r acre, bids were rearranged into hig.h, medium, and accepted bid cost scenarios, Contract bids were adj i.Jsted 10 appro);.imate tl~e in-house frequeracies of in hotJse park maintenance, to include materials and supplies pro"ided to contractors by the City. and to adjust for bas.ic maintenance work performed on contrJ.ct sites by eny wor~ers. That is. contract service frequencies were adjusted to alJo~,' a reasonable comparison between 45 - existir.g co:-:tra':::t ana in-house co.s:s, '>,\.'n.h these adJ:.Jstments and ba:)e.d on the assumption that current conrra~1 ...... "l,k represents a cross section of sites and us.i-:s s.imib.r to tho:'..t of PJ:r}..s rx;rc;onnef, the followipg range of .:omrac! Ct1:its. per acre ~ere 6cterlnined $3.090 $2,712 $2,172 • It should be noted :hat exis.r:ng contractS u.sed :0 make the donar comparisons above did not ~ncluce higher maintenance parks, such as Rinconada. Actual bids for citywide park: malnler.<!J1Ce may b~ higher than the numbers quotee a'oo\,.e. Recor,unendation: • It is recommended ,h2.i basic park mainlen,.l1Ce $.I;,·['vices, \,I.,·hicn include sllch acti ... ilic::. a.~ litter pick-up, pruning, fertilizing, acrifyir.g, and wet'..d and gopher wntml be r.ev;::Y-,'ed as to :he feas.ibili:}' 0f transitioning from ~n-nous.e s.taff to contract senl1ces, Community St;'\:ice~ staff is working on a plan to optimize and rhas.~ i!i the u:;e of b .. sic park maintenance contract services wllilin the parameters of ins.t;luti!1g no layoffs. This plan will need to be s,l.:bmit!ed to the ~'fanagcr's Oftli:e and Finance staff for review. • It is recommended that nigher skill..?d and mort: emtly mair.:enance activities such as irllga1.;on repaiTs, athietiC' f!e~d mair:lenance, and fTlow:ng for large, open sites sw;:h as Greer, Mitchel!, and Riflconada Parks be kept in-house. These actl\ ities invoiv;: skill:) th;H are difricult 10 replicat.: in quality, are more ,:ost)y tl] p!.lfch.ase, and are mare diffiCULt in obtaining cons~s[ent 3r1,j reliabk ~ids. Based on compar:wm wtlh eonlra..;tor es.tinw.~es f'Jr mo·')"t('l,g. la~g" f'd-:"'S., i~ appe.ars 1c<;s cos.tly to ma.:rl:.fi..in \h~s functio~ in-house. it is rt"~Gmmended that curren! management, secr;:t.ar"lal, and lead f:"lairnenar,ce pm,itions alw rema'm 1O continue the'lt" current d(JIie~ as des.cribed above • At this time, no additlOnaj fTE or orgarl:za~;onal Ch.a11g(:S. for supcrvi~ry functions are recommended for imp1cmentH'on of additional contract work. A pha~ tramitiol1 to tns.ic n1air.~t.r.a:1ce ('111"Liac\ work cmnb~ned wi1h the expertise ,si'lined from develaping currer>! corJtr<lcts could enable ma:-tagement to abStvD ~jl~ one-lime costs of establl~hir1g nc ... ' contract'\.. lead Mainlenance ·n'orl..ers currently supen, is.ing ir.··hOl.l:>e workers can shift theirm'crsight responsibilitles to contr.:lC[ ;ires and COrtJmUnicale their 46 I I • - findings to the ?a!"ks Supervisor, 1bs may ftqu.ire that I..e'lds be reclassitied at some fU~lIre time to other po$itioo:<o t:tles. Issue Ii 20 -rse of Volunteers Condition: • Th/!T'e <ire a !'lumber of Friends ai',a nen-profl! l,io~unl'xr groups associated with the Comml.!nity Services Depc.:r1men[ which support different programs finar.cia!ly and through volunteer time and assistarl(:e. Vo!un!et:r groups .are primarily a5:>cdated with Recreation, Open Space and Sciences, Arts and CL:iture, and the Lib;ary Divisions, The~ groups include the Friends of the Chddren's Theatre, Cu!turdl Center Guild, Friends of trle Junior M~5('um, the ReCreaiiorj FOL.mdation and Friend3 of !he Library. • The Friends '-'f the Junior MLl~um s~ror.gl.y SUPP()f!. lhe Jun:or ~1us.eurn They have fe-:tnrly taken responslbility for de~igntng. funding, and constructing the mlls-cum's tree exhibit. They have been irlVolved in the muse\.l~n for a long: ~:::le but this i5 tlie f.i":)l time that lh~y have funded and produced an eKr.lbit with the orJy support from th~ city in lhe form of staff time. In add;tion. high school 'S~lIdcnts 'iolunteer at the Junior Mu~um. The~ volunteers heliJ ciean !ne an!mal cages, feed and care fer the animals in the afternoons. On the~ aflemoons Ihe Zoo Curator i$ free to do other type,> of \·aluable program and outreach a:tivities. • Vohlnleers are used 10 s.uppon rccr':21io:1 activities such .as. hal"ldicapped bowling and as monitors who help tnc teen cardinal program byaltending home Stanford FCK1tbal1 games Wi:!l a group of young ieens. Ir: addition, volunteers. an,: u<,ed extens;\,'cIy at spc..:iaJ ever.Is., for e:O;l:lmpJe the ?<..fa) Fete Parolde. the Black and \\·\-t;te Ba!l. Jul~ 4th ~cti',,'lties, ~he Chili Cook off and [he ;ur: senes. • Tne Raylands Interpretive Ce:lter recen~ry entered into an agrecm.:nt .... ·'~th Environmental Volunteer.'i to provide staffing at tr:e inlerpretive ccnler one morning a week. In rctum, Er.v1ronmertai \/ofL!nteers tlas use of the facUity during open hour3-ar,d when the facility is. not pre-booked. • The Arts and O.llture Divi~;on m"j.;es C);;[t;nslve us.e of \·otunteers. A', the Cultural Center then~ are vohmre("r:i who staff 11'.(;. exhibi!iofls a:1d information desk durmg almosl ail hours of operation, ~'olunteers who are trained a~ dtK:ents and w.ke groups. of childrl.'TJ through the exhibitions as. part of ~PTojecl Look, ~ and vobnteer~ wrlo as~ist in the art studios. 47 -0" - The Chi idren' S Th ea~re and th.: the;.{tre groups :'h.a1 the Cflm munitj' Tneal] e Program contracts \\"Lth rely on volunteers. for most aspects of their produclions. i:1ciudtng set building and coSlume making, In addition. ~he Friends of the Children's Thealre is in (he proce~s of a major f:..:ndrais.ing campaign for.an add;~io:1 :0 the Cr,:ldren's The<ltre. • The Library h.as an established .... o!llrHCer p:-ogram which is dt:~·.:rltrJ.liz.ed ana' coordinated minimall)' by a Coord;nator of Llbrdry programs. Voiul1teer.s. COl1stituie apprm .. :malely a 3.0 FTE. Volunteer act1'.rl!ies include: '>e.-vice to the homebo'~!1d, 4ssistan~< ... ith .sele.:tion ana' de selection of books, preparing libraries for opening, .'.I::arcning for iost materials, sorting mail, preparir,g and pres.ellting storytelling programs, and the Friends of the Library f",ndrai&ing efforts, R~{Jmm('ndations: • The CmTlmlHIUY Services Deparirnent shoL!ld continue to pursue opportunities, to maximize the u::.t:: Df ,,'olunteers, Issue I 21 -Adopl-A-Park Condition: • Currently, there are a Ininimal number of ..... oluntt'ers working within the Parks program. rn the 51JmmCr of 1992, the CommlJn'lty Sen'ices Departmenl initiated the Adopt-A·Park vulunteer program, Job descriptions for the .... olunteers have been drafted. They include volunleers for coordinating Ihe program, playground inspt ... 'tions, lirter pick-up, graffiti reI110\ii!. data entry. tenn;s court ir,:;pectlons, and gardening. Recommendation: • The Parks Di .... ision .and Community Ser·.:ices shQuld place a strong emphasis 01'1 implementing lhis program. Parks and Golf management should develop a plan to integrate this activity into the existing maintenance program. AdDp!--A-Park has the potential to enhance Icv~ts of service in the Parks and free staff time lhat can be d.:.'oted to planning and analytic-al task::... e In conjunction with Recreaiion, Open Space and Sl:iences, a volunteer Coordlnat.or s.hould be recruiled fur overall direClicH1 and coordination of thiS program. Parks and Recreation staff will need to identify office space for the Coordinator. 48 - .... "" ,"_., -~.'-J';';":' ::. -~ •. ;S~:~~;1·<· ..• Issue 1/ 22· Lawn Rv~·!ing Facility Costs C(lndHiol'l: • The City of Pa~o Allo·s l.dwn Rvv:I;r;g faci1;ry con3i.<.ls of a chJ.oh-;:H;5e arid a bowling green. The Fa!u Alto Lawn Bo'>l.l.s Club, Inc. built the ~~i:;'ing clubhouse in 1958 and donated it to [he Clty. The Oty lca~e,'i the clubhouse to the Lawn SQwts Cjl,;b free of d"large. The City is responsible for structu"al mairttenance of the c!ubhm.!sc, but Hie Club has assumed responsibility fOi" Ihe dally cle.aning and upkeep of the clubhouse. Excepl for water. the Club pays all utility Oind insurance costs. • The Lawn BO\; .. !s Club currenlly has 1 ~O members Approxtmately.30% of the Lawn Bowls Club are non-residents. Membership in the Deb C(lsts .$50.00 for re5ider.H. and non-residents Th~.s. fet i<; primady used 10 offset the Oub"s insurar.ce expen:.e. In crder to regularly pla) Lawn BoWlIng one miJst become a L.a',~;n Bowls CiJb member. r-,;ler.1bers.hip. however. is open to the public and ie:, encouraged by the Lavm Bowls Club. • The City's Parks and Goi.f D;vi~i:):l i:; responsibte for daily m2inlendnce of the bowliflg green. The c~aracteri s~ics of a lawn bowl ing green require an intenSive maintenance effort, ,"-fore Ihan a ,5 FTE is dedicated to care of the green, Ciub members contribute jri-kind l<1h{)r and roave purchased equipment for maintC'na~ce of the green. ThE City pays for al1 s.upplies. such as 3and, seed. fenilizer. and pesticide. In ... ddition. \4'aier utililybil1s and propeny taxes for the Lawn &"!ing facility are paid by the City. The annual ,c:,ubsjdy by tile City to maintain the Lawn Bowling facJ!ity is a~prO)(.imately 536,000 or S300 for each user. • Tn the City of Beihley, the t~.',.I,n Bo\,,·t Ckb is respons.jble for ail of the Cos.ls to maint;>in their Lawn ao,I .. :i:1g facility. The Cit;e~ of OaJ..:h~d arlO Sunnyvale have anangements similar 10 P,,10 Alto's. but Sunnyvale is in the process of re-ev3luating i~s 5uppon gi .... en filture budget ~onsrld.ints, Re<:ommendattons: • It is recomm~nded rJlal the CUrrell! level of support be reevaillate-d to maintain the Lawn Bowling Green. Several optlons include: {lire-Cling Parh ~taff fa work ·~-ith the La ..... n Bowr Club [0 reC0':er the fuli cost of lawn maintenance or requiring lhai the Lawn Bowl Club be respomible for all iawn bowling green. matlllcfJanCe aCli ... ities. 49 - i .~ o .'--. Issue 123 -AquatiC'S Programs Condition: • The Aql,1CitiS's Progrodms. ar.d fadllllcs do not o::.oeratc at full cost recovery and cost re~Q\'cry le\.'els \-ar)' widely. Rfcommendations: • ft may be appropriate to e,,"a!u<lte the different pieces of the aquatics program to defermine if there are ar-eas lhat could be made mere ef~icienl or facilides that are generating slgniflc'<Intly less revenue than other facilities. lssue /I 24 ~ CommLlnit), Gardens Conditi{)n; • The City of Palo ,~dlO ha~ approximately 250 community garden plots, loca~ed in fOUT dlfftTent plJce'3. Th~ chuge fOf ,ga~ojen ren~r is 50.10 per square foot per yem. There:5 a wak!ing list for garden plots of about 100 citizens. This piOgram provides an opportunit} for tho:.e 'oJ.:ith small or no .yards to have access 10 a garden. • The dmx:t cost 10 run Ihe program include water bills and salal)· costs for a <:oordinalOr wl"1o runs the pmgrarn. The salary costs for the program <:oordinator are 512.000 per year. The water costs are about $lS,(X)()... $22,(X)() per year. The re\'t!llJl~ frofT1 the program is about 58,000 annually. The program rlirl~ at abO!J: 25 percent ccst reco .... ery (If direct COSiS,. • This. pas! s.t;.mmer W<iter ccmsum;nion at ',he main garden site in the gardens increased by about 23 percent, bu: the BCA for the Gardcr"ls have been adjusted so fil.r. There was a 2-4 percent waler rate increaS(; this year. The cot>t of water if. 1992-93 for the gardens. ..... tll be between $22.~$24,OOO. Reconunendat io rtS: • The di\'ision should actlyely pur~ue Wi;i!er conservatlon efforts at the community gardens. !f rnl;:'"')e efforts are $lIccessfl.ll. then, a ft'.e if.crease cOl~ld be waived until 199·t·Sl5. FOi the p"L!rposes of thiS dl~cll~sion, successful could be defmed <IS a ccm~llmption ievel10 percent below 1991. 50 - 92 lc'o'els.. If con5umrlion does fiot decrt!Z.~ by this amO'.!n'., the fee :ncrec....c,e proposed bdo\~' should be lrrtplcm.ented a<; part of the 1993-94 Mil! Year Report. • The propos.ed fee in<:re.ase would be :ied to the annual approved rate increa_o:;e for the Water t!tility in an effC'1i to recoup scrr.e of the costs of operating the program. For example. Lhe 1992-i993 \,j,.'Oiter rate increase was 24 Ii. Rental rates for community g.ard>:-ns could have been increa~ by l2% or half of the water fate lrlnease. This would have rai~ the yearly fee from about $35 for an aVei-age p~ot to about $39 per plot. The total increase in revenue to the Diy wOLlld be in the range of $1,00J. Any increase in rental ral(;s sho~ld be wat"ed for scnior citizens and hardship cases. • Commuflity Services ~hc,uld pursue the idea of imtalling.a drip irrigation S)~le:n at tile Community Garden_~, If it is not feasible to have e.ach individual plOi holder instzll !heiro',o,'!'1 system, t!Jen the U'epanmen[ should investigate a capital project IhrOl'gh the C;I."r', and charge the ammtiled casts for the project ba.:k through the fee Slrlicture 51 - IX. TECHNOLOGY Issue # 25 • Condition: Te<'hnological Resources • Over t~e years. City department'S ha .... e tJad '.<J (,'arve d{)r~ars out of their opcratir:g budgets to purchase comp~J!ers. Due to departmen: and d~",'ision priorities, budg~" tightening. and tMe amount cf program dollars versus salary dolla_f :) in the Community Services Department, an adequate number of computers have :"lot bC'en ;Jurchas.ed. The lack Df computer; has led to a number t'f inefficiendes. • A consequence of the shortage of City funds for cO:Tlputers L~ the purchase of wmputers by some nan-pre-fit support group'i. The Recreation Foundation. Friends of the Junioi M'J.'>C",lm, Friends of thi! Children's The.me and [he Palo AtlO Culturai Guild have bought Apple Computers for city pro~rams. • In some cases., emp~o'yees are using their O'."n personal computers to do • Cit)' business Employees. are not reimbursed for this use, j\'lost employee-owned computers are made by Apple Computer. Apple comp;lters are not colTIp;l.tible with the departmenr5 cily-{)wned Hewle[t Packard or IBM-pc cOmpUler5 0!'" the Ci!y"'s f!l:linfrarne computer. \Vhen askf'{l during inlervie~'s. to specify job diffic121ties, employees in the Arts alJQ Culture Division most often ciled problems reiated to a lack of computers and problems wilh computer SUpfX1rt. • The Information ReSOllrces Deparcl'lent 5J)'S tb~t the Community S.:r,.'ice:i Depanment 6cxs. not get the s.ame !eve; 0; suppon as City H21l because of a lack of Inf(Hm3tiort Re~ourct:'s. Dep<>'r!IT',ent staff anri the C(1mmunit)' Sen.'icc"s Deparlment's remotl' rex-alions. • • The Arts ~.nd Cultllrt' and Ihe Re.:'r~3Iion, Open Space. and Sci~nces Divisicn does. fund-raising, gralll wnting. large mailing.s, class regis!rat;on. and publicity (If its eVents.. All of the~.e H,:Li,,:ities \vauld be made more effic~ent with additional compilters and standdrdized :K)ftoJ.'Cire throughout tllt' depan.ment Although ... i[ling, s.ome ·Jf th.e staff lack knowledge abDut !low i'J best u~!lize tfJe tec'hllolog)i_ In the Recre.".ti(1n. Open Space and Scierh.::es Di\,ision there are irlefficiencit'~ that result from the lack of compurers, There is currently only one computer that tracks and pr(.x:c<;scs the pankipants ~n classes and - \.:amps. Additional (,"2.pal~·II)' :s rcq\lln:d hdore the registration p:ocess (an be adju~ttd and improved. • In addition to a la,:k of cOmp~las., Communi:) S(::;>'ias Depan:"ent suff al~ feel th.'.t! they do not ha'\.'e <In adequate number of fax machir~s and phone answer:l'1g machines. • The Library Division is prepaJifl,g a report analyzing cDmputer hard ..... 'are and opera:!ng system needs for i~s integrated Jlorary system soflv.:are, DYilix. This report witl be cor:1ple~cd by FY ] 993-94 and wiil be used to prepare the future ope!,"31ing budgel and crp requests. The eKisling mini mainframe, pun:hased in 1985, does not have the capacity for additionaJ ports. tape drives, or d~sc space. This hampers th.:: ability of new ~sers to access the s)"stem, the ability to backu.p data quickly; and the ability to add new modules or fealmes to the S)'_~tcm. Tete operating ,syslem has also oe(:ome 3l'1tiqu2!cd and costly \0 maintain, O\'er time, the operating system may pro\'i':: less capable of supporting new re~eascs of the library system :,ofhvare, Costs 10 upgrade the Library's hardware and operating s.ystem are not available a·1 this tim~. Recommendat ions:: L • The ('urrent city-wide review of voice mail ~hould adjre5s the deficiencies in telephone answerrng capabilHles expres:'Ied by the depanmem .. The Community Services Department should develop a fi .... e year information systein5 ptan. Both the Police and Fire Depanments received capita! dollars to accomplish this ta~k. The estimated cost of such a needs assessmer:1 is approximately $10.000 to $20,000. The as.:.essmcnt :i.ho:.Jld e,,'aiuate the dep.lrtmer.t"s information s)'ste:!J's needs. inventory e\;sting softwar~ and h3!'"dv.are. conJ'Jcl a COS! analysis, and explore financirlg alterna!m:s. !n addition, the study s.hould evaluate available computer support from the Information Re$Ources Department and make a recl)lllmendalicm about whether. given added technOlogy, the City needs addttioflal COmpLJler contraci or technical support. Lastly tr:e consuitant sr,(Juld a(~dTes') ',.I;'h'elher ,6"pple COmpt!H::rs in the depa..'1ment :.ho'Jld be plla~ed Gut Dr if they serve certain departmc:ntal needs. S3 ~; ~. ~ , " • o Depending on the tin-ling of lhe tloove re.commel'idalio:l, the departmenl !ihould be allowed !o increase :.he oper3.lir,g budge! in the Recreation, Open Space and Sciences Divl'i.ion to pun::rla~, o\'er a two ie<l.r period, the minimum Ie-vel of eq'Jipmen! to allow them to fu.r.ction erTlcienrly. To do this will require $30,000 in funding !t:e firs.t ye.ar and $~O,OOO in the second 'year. 54 x. INfERNAL CONTROLS Issue' 26· Hum:m Sen'kt:'S Did~i{1r. Contracl ~'1cnitoring Cond~tio"; • f.\mded age1;'l,c:ies submtt aqu.arterly report 10 tr,e Hu~a['l Services Divis;on if their contract is $25,00J per year or more Agencies with contracts under $2S,0C'J0 Sol.lomit s.emi·-2rl1".ua1 repo7ts. The5J,! f<!ports are revieweC. by the d:v!sio;'l's staff. • The Hurr.arJ Services Divislon s.t.aff does site visits at all agencies once a year and more freq~ent vis.ils are made at agencies where problems have ari~n in the past. The SLatY comp~etes a compreherlS1V~ !11DnilOring form detaili:1g Progr3m Records and Verification, Program Goals and Objeclives. and IntcHl::l.! Controls.. A random audit was conducted Df dfvision files to delermine whether agendes were being adequately tTloi,iwred and wh~ther the monitoring form was being completed. T!!e ~H('je..:t team fo:md that monitJring of funded agencies. was excellent. Rtcommendations: None 55 , ' - APPENDIX A -COMMU1'iITY SERVICES RE\'lEW WORKPLAN 9!28/92 PVRPOSE: To evaluate operallons in order to: END PRODUCTS: SCOPE: • enhance service ar.d effectiveness by rr.akirog reCQlTlrJleildHtions for operational improvcment'io; and • idcn!:fy .altanativc r~~0l!r\:{,5 and funding mechanisms. for the s.en'ices offered, In l11e 5}>ring of 1993 [he results (If tl1.e re,,"jew w;ll be pres.cntcd by the Finance departmera to the City Council. Depend!r.g or the s..~ope arid complexil), of any recommended danges, the i99J·94 lI11~rim budget and Ine 1994~96 two year budge! submilt~l will incorporate recommt:ndations made in the rc\'ic\o\.". The~ recommendations will attempt tu improve internal departmental efficiencies, preseilt alternative rcv.;>n:..Je s,ourccs., and,'or sugges: different means of providing services. To review key areas of the Communil)' Sen ice'; Depanmt!:lt budget. The programs 10 be reviewc;1 are: • Recreation, Open Sp2ce & Science • Parks & Golf • Arts & Culture • Library • Human Services Althollgll ther;.;o are various issues which , .... ·ill b>! revlc''''ec! across all program areas, kt':)' ;ssues may be sJX~ciflC to one pro,gram a:"ld not another. For in.~~.nce, an area (If concern for ail prograrn~ include delegation and lines of atUhorit.y. An example ofa specific program areas of concern is capital project management in Parks. METHODOLOGY: L Interview key staff, review depan'nental documerHs. observe work routine:i, nleet wilh departments. tna, i merface ',,"'nh Com:n un :ty St"i\ ices, and attend spec:cfic communit), dod internal meeting:;. 56 - PROGRAM REVIEW TOPICS Sf OBJECTI\E: A preliminaty !Jstlng OflOPLC'S ,'-' be e~a1T1ined ar-d ta~ks to be accomp!is.hed in the prcgra111 review are ou.tlined below. The topics are arranged by objective. Where no div:sior. is :;pecifi:::d below, tl1c cbje~·tives penai!j to ali divisions in Cornrnurll~y ~ef\'ices. OBJECTIVE I: ORGA\,IZA TIO:'>.U rSSLES Appraise-clarity cf' work assignments Cor di~'isions~ work !lnifs, .and indh'iduals. (All di,"'isions) • E:r..plore altemative staffing cor.figuratiorlS to meet .c;hifts in demand from faciiily to fad!il), and from .!we<!.s.on to season. (Library Division, Rr..creation Di"'isicn) Appra~..e lines or authorif), and adl'Quate account2biJit} in dep,1rtment. (All divisions) • Are re:;puns.ibilities ciearly delegated? (All divisior;s) • Is there adeqU2le supervision and management of staff? (All d;,visions) • Does the organil.ationl structure m;;.ke sense for [he department's diverse function.s'! (All divisions) Assess the now of tnftJnnation ~'ith.jn Ihe department and bo;:twC'en Community Sen ices and other Cit, .. drpartments. (AU divisions) E· ... plore f'fficienc.,.' or departllklll operalions. (All di\i5iorls) • Is {here eftidclll 11~ of CIJrrcr.t acminlst:-ari\e S'.lpr.on? {Ali divisions} • Is there etTt!Ctive use of ted:r.olog.v to enhance performance? (All di .... i~,ioG:s) Examine rn~nagcmrnt planning effolis. tAli dhisions) • Is the departmeIlLidi\i::;ior:.!Opt"TJtion proactive or rcaltl\'e: (All divisions) • Ho'l,l,' does tne departrner.: prioriti2'e the sen'ict'-s it ,1erl\ tiS in response to community and council requesLs'l (A.ll d;"'ision:..) s., ,. ", . ,.",-.,-,,", : ;.- .. :.,'"'" :-" ~~ ..... ' - .' • • Ex:u1""line the dcvelopmt'rH J.nd man,lgement of capital projects, (Parks and Golf Division) E):.amineeffec! of li)OO hour temp-xary e-rnplu)'ee limit. (RecreatiC'rI, Open Space, and Sciences Division) OBJECTIVE 2: II'TER."I'AL Cm;TROLS EnsLlrE' internal controls exist. • Is there adequate mo~i!orir}g of in-lieu and resche-d~ied time~ (Arts I!11d Culture Dtvision and Recreaiion, O:xn Space, and S.:iences Di~,'ision) ldf'ntiry whether existing internal ':.'ontrols are the most effecth't' W3)' to safeguard rtsour<:es. • Revie')''' the \'ariOU5 cash handling situ<.:.lions. Specifically, evaluating procedures of mor,jtoring cas~ receipts, ~aft.':guarding cf monies., and the befleftt of incre<t:iing safeg'Jard melhods compared to [he resources a! risk. In additIOn, explore arternatives to cash handling a: program si'es. (Recreation, Open Space, and Sciences Di\'isio:-1) • Are contracts. with performing arts grcups and hUmaij sen.-'lce contracts being propeily monitored by staff! (ArtS and Culture Division and Human Services Dillis:,on) OBJECTIVE 3: ALTER:-':,HIVE Fl";l;DI~G A~D RESOURCfc.s Inn''Stigate allernathe runding snu/"Ces (foundations, gr.mISi. public/prh-"ale partnerships, conc~ions. creution of non·prr::--lt5 for ~n'.Cf' delh'ery, join~ \-'('ntures with other ser\'ice pro\iders <..nd;'or ~elHng {Jf Cir} sen-ices to other pro,·iders). Assess the viuhllif)-, of using alternati\'e r.'SOllrces {\'oluntft!rs, hourlJ emplo)'ees, interns}. • Explore effective us.e of \'OIUJlle~;'s (Ail di\'isions) • Examine gca1'3 of new CU~lllral. Center Dire.:-wr in raising funds. (Ans and Cullure Di\'isiord • Examine efft'cti.'ene~s of Voiumeer CoordlnatoL (Arts and Culture Division) 58 :'. ~-, '. -\ " o • Evaiuate [)~W f..:t:s and altcrr.:ati',.'e re;; strwc:!Jres. (Recreation, Open Space, ,z,nd $..::ienccs DivIsj,'):,] 3.'1d Arts and Cu:ture Divisw~) • E .... ah .. ate the appropriarcnes) of c:Jrrent ins.tructor payment ratio. (Recreation. Open Space. and Sciences. Division ar.d Arts and Cuirure Div~.sion) • Evaluate fe.e levels a:s compared ''\ tth other ser\lice pro',.'iders, i.e, cities, private and non-profit organizatio'ls. (Recreation, Open Space, and Sciences Division and Arts. and Culture Division) IF TIME PERMITS: • Examlre the efre.:! of the nepotism policy Or) department. (AI! divis.ions) 59 J r .~ ~ L 1 " L -- Al'PEI\,'J)IX R -COMPARATIVE LlfJRARV STATIS'fICS FY 1990-91 COlhparatin Puhlic: Llhrary DHla ,.tr Californill Cirielt whl! Pnpulanhltdi I,f 50,000 10 75,000 City Pnpubtlion ... ,<Ow,.. I B, ... hM I PH!" Att'. i 5(',000 62,.110) • , Sumh S<ll'. Frl'\n~I"'-" , 54,9(}(1 )0,MI1 2 Nt'wr)nrl H .. arh 67,:100 I 6J,~6'i 4 R.'dwl~"J C'ily 67,300 JO,{1.~4 J . - [.r~~rmnr .. 51!,IOO 29,M? , CHrI~h"ll M.JOO Mi, ~77 ! , S,IIl '''',lIltlrn >---(,H5 00 2(,A()7 i 4 i Atu'l<'do1 74,100 JO,(KK) ] i 4 ',Iy , "dl' ... t'nl·C~ I ('ir('I,h.tinll Reft'rt'lk:t' J Qllt'~tillll~ ; p(.,.. Cupitu (}11(I~li"ll\ I P" (",pilll P.d" ,'il,) In,JM I ~.5') 2.19 'lIlUth 5;,,11 l'ri'lll~t-'\"n 34,174 7.(r! .62 lIJ"Wlmrt fit'",'11 194.2Ot) I'UIR ' .. 11.'-' I ------'- ~ .. ;Jw'KKI (',ty 12 1),104 10 ~'II I 1.')2 I I 1_IY~rln,)rt' I 4J,409 IU~ ." I ('lI.rlsh~\1 11';,449 14_.14 LIIO S,111 1,"Hlldru i IOS.2!1I I IUS /.54 ! AllI.m~ .. IH I 65,24'i I ~·J_~_t __ . .~g -- 1'04:111 liTE l'utal OJWr"fln~ 10;11: .... "-""= (000'.) 52.04 $2,719 )OJ9 $1,538 61.111 S:l,fXJl 'i~.80 $3,3.55 21.bl $1,328 i'J.'iO ~2,71? 12.14 ~:09S n.7~ $1.~82 ()~rlllin~ M,I!I'rinl\ 1(\pt'II~1! r.'~lell\t' I'l'l'" P('r ('lIpit" ("'Ililll , $4':1551 1i7.(,I) i $2K.O; $J.U. I $4').48 ';8.411 '$49.R'i S4.]4 SnJ:l6 ~.1A4 - $41.111 $'1.117 $)0.511 S:U,/ $17.JO _$2.21 I 60 .-~;;~ c, MIUrrhds .... olume!! Annual Expron'l\l! Held-Ifoon·· (OOO'\:) ~4l9 250:15:1 14.6J? $11'~ 163,Kll 6,0('u $S71 247,054 1.1 ,51110: $21;2 164.'JQ2 7,t}04\ S}/}() 1:!J,420 4,1!9l! , $lR<l 1<)9,(,09 ",656 $111.\ 151,"12'> 1I.~lb S 1M 176,77'1 11,5119 l'h,,",,;,," ! R"" .... ,. I Slurr I Pt'r Io'rE i VIlt'.,lillll\ J'(lr I 1"10 ... V1'f~ I I,OOi) I lO,OQ4 12,7117 I', ,473 11,7h') 21,970 15.4% 17.61l7 14,7.10 I Hillin (ll'lt'lit'd - 2,.1~ I 1.'16 1,ll5 ·j.411 3,1'14 4.50 -- 2,19b 7.44 2/lOg 4.41 I,Q40 11.94 J,'l'i.1 1.9-'1 };,151 I 3.7J o;""~,V' ;,'&i .".' v .·':~;/'f,!fi'_'··- I 1'11!,,1 Circullilioo ! (OOO·~) 1,041 JI ",I ! I,()(.II ti92 ,) ,n~ .,n 5'17 I 1% I . I , , Ik'1 'i, J '{~ . k ~ ~",,~ .;.'" '. : , \.' ..... ".1 . -1' - · APPEI'.UIX C • PARKS MAI~'E:\A.~CE SI rES Bol Park Brio nes Park Cameron Park EI Camino Pad, Elt:.anor Park HOllve; Park. Hv!,kins Park and P<l10 Aim A\",~. Kellogg Park .M~yfield Par~ Mitchefl Park Monroe Park Pe~r,; Part; Ramos Fark Rinoonada F;;;rk. Ronles Park Seale Park Weisshar Park Werry Park Waflis Park Baylands Athfetic Center Bow!ing Green MSC Community Ce!1ters Cultural Cenlcr C:vi~ Center llhraii~ Junior MLi~e"Jm Re-J Cr,,5s Buihiil'lg Animal Shelter Southern Padfic DCi',)t Red Cmss Buikfir.g Forest Lawn 7 Cur de Sacs Arhorelllm We:1 Site FIfe St.ati,)n~ 101 Soundwalls Park Blvd. Islands. Willo'"," Read hl~J1ds Bike Path.s 61 B~lulw.J.r~ P<lrL. B\~w(h:m Park C(1gs\Io,.;!1 P ... rlc E~ Pal,l Altu PUK Greer P~rk Jur.r'-',on PJrk S.:ott Park Terman Pl!.r~ ana U~r'J.ry t~ni\'~r:-ity /\venue'T.lnJerpJs~ DII ..... n!i1wr. Tr<!c W ~I Is Em h ar ,,:,ad (!rl) h lands iC rlil,:rrii <;s San Anloni,., RO<ld 1.',1.ir.,j~ Or;!gun anJ P,age !.Illl Exrr~_,.',v.<I: A!mJ ::Ind Charlc~!(n1 SHct!! l'ni",t!r~i!y Bu!'[nc~.s D'.~trj,-1. P;1rldng Lnt~ Califl;rnia BU$in~.,s Di~trii..'t Parking Lnts