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HomeMy WebLinkAbout03/04/02ADJOURNED REGULAR MEETING HERMOSA BEACH CITY COUNCIL Monday, March 4, 2002 - Council Chambers, City Hall 7:10 p.m. i Hermosa Beach Community Center, Room 4 710 Pier Avenue, Hermosa Beach 1 MAYOR Kathy Dunbabin MAYOR PRO TEM Sam Y. Edgerton COUNCIL MEMBERS Michael Keegan J. R. Revicrky Art Yoon CITY CLERK Elaine Doodling CITY TREASURER John M.. Workman CITY MANAGER Stephen. R. Burrell CITY ATTORNEY Michael Jenkins CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL • REVIEW OF PROCESS • DISCUSSION OF ISSUES, IDEAS AND GOALS CITIZEN COMMENTS ANNOUNCEMENT IN OPEN SESSION OF ITEMS TO BE DISCUSSED IN CLOSED SESSION AS FOLLOWS: 1. MINUTES: a. Approval of minutes of Closed Session meeting held on January 22, 2002; and,. b. Approval of minutes of Closed Session meeting held on February 12, 2002. 2. CONFERENCE WITH LEGAL COUNSEL The City Council finds, based on advice from legal counsel, that discussion in open session will prejudice the position of the City in the litigation. Initiation of Litigation.: Government Code Section 54956.9(c) Number of Potential Cases: 1 ADJOURN TO CLOSED SESSION RECONVENE TO OPEN SESSION ORAL ANNOUNCEMENTS ADJOURNMENT NOTE: THIS MEETING WILL BE TELEVISED LIVE ON ADELPHIA CABLE �l ob 01 t February 28, 2002 Honorable Mayor aimd Members of the Hermosa Beach City Council • Adjourned Regular Meeting of March 4, 2002 i 2002 GOALS MEETING i The process has allowed an informal way to developing a set of general goals and guidelines that represent the overall direction of the City Council. Over theyears, the process has evolved fiom a simple list of goals to a somewhat more detailed description of actual activity on projects. Ideally, the process will result in direction to staff that can be used in developing the budget, capital projects and other activities or projects. During the past several months, a list of items for discussion at this meeting, has been kept. These are listed below as a starting point for the discussion. At the end of the meeting, staff should be directed to compile the ideas, goals and projects into a Goals/Workplan report for your review and approval. POTENTIAL DISCUSSION ITEMS • COMMUNITY SURVEY — INFORMATION IS INCLUDED ON THIS FROM A VENDOR • PROJECT APPROVAL PROCESS • STAFFING NEEDS/STUDIES BY DEPARTMENT • TRASH CANS --KEEPING OUT OF PUBLIC VIEW • VALLEY/ ARDMORE / PIER AVENUE INTERSECTION • PLAZA ENCROACHMENTS — ENFORCEMENT • LIBRARY OPERATION — SEE MATERIAL ON THIS ISSUE • SET BACKS IN THE VALLEY — NEAREST PUBLIC IMPROVEMENT • FUNDING FOR CHAMBER • GYM AT VALLEY SCHOOL • AB939 RECYCLING COORDINATOR • BUILDING NEEDS STUDY POLICE STATION, COMMUNITY CENTER, CITY YARD — SEE MATERIAL ON THIS SUBJECT • • • REWRITE PLANNING & ZONE CODE • WORKERS' COMPENSATION • REVIEW AWNING FEES TO ENCOURAGE AWNINGS Respectfully submitted, Stephet( R. Burrell City Manager Hermosa Beach City Council FY 2000-2001 Goals Developed at the annual goal -ming meeting on February 17, 20043 Introduction: In setting these objectives, the City Council expressed a desire to enhance the image, cultural resources, and overall quality of life in Hermosa Beach. To accomplish this, the City will maintain a high level of attention to public safety and to providing premium City- services and products to the community. We will be a customer service driven organization that is in a constant review and feedback mode where public participation is encouraged To that end, we will seek to improve communications with our Commissions, residents, and businesses, as well as with public and private agencies whose input can assist Hermosa Beach in meeting its goals. The items listed below are divided into three categories: (a) capital improvement projects, (b) policy issues and studies, and (c) programs. Completion targets by quarter for the Fiscal Year (Jury 2000— June 2001) and budget references are identified for each objective. Capital Improvement Projects: 1. Improve the aesthetics of barricades on dosed streets: > Design a prototype that would be similar to those built on 10th and 2nd Streets. > Build one barricade at 14th Street. > Prepare a cost estimate for improvements to additional barricades. Budget: CIP # 00191-$27,400 Completion: 3rd Quarter 2. Refurbish the restrooms at the foot of the Pier as soon as possible: > Complete prior to summer 2000. Budget: $40, 000 Completion: DONE 3. Strand Improvements: > Allow for recycle cans with the Strand Wall project. > Look into overflow on existing cans. > Check on lighting_ Budget: CIP 99-144-$417,643 (part of Strand Bikeway and Pedestrian Path project).. Completion: 2nd Quarter • • 4. Repair all restrooms on the beach and in the parks: ➢ Look into restrooms that San Jose has installed. ➢ Ask the County to increase maintenance frequencies at the beach. Budget: CIP 99-631-$43,500 for beach restrooms. Parks TBD. Completion: FY 2001-2002 5. Develop a CIP Project W repave as many streets as possible as soon as possible. Budget: Various projects listed under CIP Street and Safety Improvements Completion: 4th Quarter 6. Consider developing more parking in outlying areas. Budget: CIP 00-140-$20,300 for l It'Place Parking (add 17-20 spaces). Completion: Design — 2nd Quarter 7. Make sure the Fire Department gets its remodel. Budget: CIP 99-610-$296,017 Completion: 3"d Quarter 8. Develop Master Plans for future CIP projects: ➢ Community Center ➢ City Yard (pending outcome of the oil lawsuit). Budget: Community Center, CIP 99-627- $217,199 City Yard Not budgeted Completion: 3th Quarter 9. Complete City Hall remodel Budget: CIP 96-622-$753,490 Completion: 3"d Quarter 10. Develop a CIP project for the Greenbelt: ➢ Re -landscape ramp. ➢ Replace trash cans, benches. ➢ Replace signs with more pleasing signs and reduce the number of signs to the bare minimum. Budget: CIP # 99-530. Amount TBD. Completion: 2nd Quarter 11. Develop alternative ideas for the end of the Pier: ➢ Develop a cost estimate for a meeting room building. ➢ Include infrastructure costs for a building. ➢ Consider a deck. Budget: NA Completion: 2nd Quarter II • • 12. Develop a plan for a comprehensive City wide sign program: ➢ New entry signs. ➢ Directional signs for parking. ➢ Downtown. ➢ Street sign. ➢ Approve a style and size_ Budget: Not budgeted Completion: 2"d Quarter 13. Initiate studies for a bike path west of the Strand wall: ➢ Await final judgement. ➢ Review entire bike path issue. ➢ Work on conceptual plan for public review. Budget: NA Completion: TBD Policy Issues and Studies: 14. Set-up a Public Works Commission to review all public projects to ensure that the expected quality of work is carried out in the design of public facilities and projects: > Members of the Commission should have the necessary background to be actively involved in the design process to ensure that the expected quality is included in the capital projects the City produces. Budget: NA Completion: 1s` or 2m1 Quarter 15. Set-up annual meetings between the Council and the Commissions: > Planning Commission. > Parks, Recreation and Community Resources Commission. Budget: NA Completion: 1s1 Quarter 16. Set-up a PCH Task Force to work on the improvement of PCH and Aviation: > This group would work to develop a consensus on desired improvements to PCH, Aviation and on economic development in the area. ➢ Caltrans should be included and asked to participate in the study. ➢ This task force would also have an interest in the LAX expansion as it relates to traffic impacts. Budget: NA Completion: 2nd Quarter III • 17. Set-up an Upper Pier Avenue Task Force to review the conceptual plans approved :by Council in 1995: ➢ Identify next steps to project completion. ➢ Develop a funding plan for the project to include an assessment district for property owners in the area to pay a portion of the costs of the proposed improvements. Budget: Not budgeted Completion: 3`d Quarter 18. Prepare an RFP for trash and recycling: ➢ Distribute proposal in fall, 2000. Budget: NA Completion: 3rd Quarter 19. Encourage the implementation of all reasonable measures to ensure that the storm waters do not degrade the Bay: ➢ Develop a sump pump system to dispose of low flows into the sewer system. ➢ NPDES and the new permit need to be addressed. Budget: Various storm drain projects (CIP budget) Completion: Ongoing 20. Consider the reduction of the UUT. Budget: Impacts TBD Completion: TBD 21. Reconsider the CIM proposal to build theaters in the downtown area. Budget: NA Completion: 1s` Quarter 22. Consider dropping out of the WAVE program and provide the service through a taxi -based system. Budget: NA Completion: 1s` Quarter 23. Revise Housing Element (State requirement): ➢ Staff to report back on this issue with options for City Council. Budget: Community Development Budget -$30,000 Completion: 2nd Quarter 24. Develop a program that reduces or eliminates through traffic in residential areas: ➢ Study on an area basis. Budget: Not budgeted Completion: 3rd Quarter IV • • 25. Keep involved in statewide and regional issues that will have an impact on the City and the quality of life for our residents, businesses and visitors. Budget: NA Completion: Ongoing Programs: 26. Develop a program to prepare the City for e -government: ➢ Bowler, City Manager and City Clerk to work on this_ ➢ Develop a technology plan for the City. ➢ Identify funding requirements for infrastructure and staffing. Budget: $20,000 Completion: 2"d Quarter 27. Implement AB 939 directives Budget: $30,000 Completion: Ongoing 28. Consider the development of a CERT volunteer program for the Fire Department Budget: $5,000 Completion: 3`d Quarter 29. Develop a policy of repaving streets when the area is "undergrounded" by assessment districts. This may be an incentive for other areas to underground Budget: NA Completion: Ongoing 30. Municipal Code Enforcement needs to increase with dedicated staff to follow-up on complaints: ➢ trash cans ➢ newspaper racks ➢ telephones ➢ Building and zoning code enforcement. Budget: Funded additional 1/2 time position for code enforcement — Community Development. Completion: Ongoing V THE NATIONAL CITIZEN SURWYTM What is The National Citizen SurveyTM? The National Citizen Survey T"' is a unique, NEW service to administer; analyze and report results from a customizable citizen survey. National Research Center, Inc. and ICMA are able to provide this service at a rela- tively low cost through careful standardization and automation of the survey process. Each participating jurisdic- tion can make important customizations for its locale, and the report compares the results from your jurisdiction with results from other jurisdictions aaoss the United States. Why should we surveyour citizens? Good reasons include: to measure service performance; to benchmark service quality ratings; to assess commu- nity needs; to make long-range, short-term or strategic plans; to demonstrate the receptivity of your governnaent; to evaluate potential policies or community characteristics; to continue a trendline from periodic surveying;, or to respond to a council mandate. These days, residents expect their local government officials to be as well informed about customer perspectives as the best businesses are. Why should we use The National Citizen SarveyT"" instead of doing the survey on our own? The National Citizen Survey"! offers many advantages over both in-house administration and the use of a consultant. These include reduced costs, comparisons to national norms, and the credibility of a widely reputable independent research firm. What kinds of questions are included on the survey? Questions are included about the quality of life in your community or county, local polities, demographics, quality of local government services, and resident use of services. Our Jurisdiction provides a wide array of services. Will The National Citizen SurveyTN let us survey opinions about:ait of these services? The selection of service questions is extensive, so all of the major services that you provide are likely tobe represented. We participate in ICMA's Center for Performance Measurement. Can we use The National Citizen survey'"' to collect data for CPM? Yes. In fact, The NCS was designed taking into account the needs of CPM participants. If you use the NCS: survey instrument, you will not need to use a separate survey to collect data on citizen opinion for CPM purposes.. Can results be used for measuring goveniment performance? Yes, but we caution our clients and readers of our survey reports that citizen opinion is only one way to assess performance. While the opinion of residents is critical in understanding the quality of service delivery, adminis- trative records and independent observations about actual service efficiencies, and quality measuzes are impor- tant, too. To what extent Is the survey customizable? You may customize your survey by picking from a set of questions that are commonly used in citizen surveys, that have been endorsed by a panel of experts, and that have been tested at several pilot sites. You also have the option of creating three policy questions that are entirely specific to your jurisdiction. Furthermore, you may choose among a selection of additional services to modify the administration by including an open-ended ques- tion, comparisons to your previous survey results, a larger sample size, a Spanish translation, customized norms, and a breakdown of results by respondent characteristics. What will the margin of error In the results be? Typically, with a sample size of 1,200 surveys, there will be about 400 responses, which translates to a margin of error that is approximately 5 percentage points around any percent. One of the adfitional options is a larger sample size of 3,000 residents,. which will reduce the margin of error to about 3 percentage points. How long will jurisdiction staff spend on The National dozen Sumer"? This will vary, and will depend in part on the way that yourjurisdiction operates. A lead off member for the project could expect to spend at least 10 hours over the course of the administration. Publicity is encouraged, and will take additional staff time. The reward for your rather small investment of time will be a better survey and a higher response rate. What Is the cost of The National ddlzen SurveyTM, and how does It cempare to the cost of a survey beam a private consultant? You will find endosed a list of options for The National Citizen Survey TM (The NCSTM) services , and you will find The NCSTM more affordable than a fully customized survey. The added value of normative data makes The NCSTM even more cost effective. How long will it take to get results and the report once we sign up? Once you sign up, you will receive a packet of materials requesting information about customizing the survey. The complete time frame is approximately 12 weeks from the time we receive your completed materials from this packet. How will the survey be admtnistsered? The survey will be administered by mail. A postcard is sent to randomly selected households announcing that a survey will follow. The first survey comes a week later and is followed by a "reminder" survey one week after that. How many people In our jurisdiction will receive the mailing? The basic service includes a sample size of 1,200 residents.. However, we also offer the option of a sample size of 3,000 residents at an additional cost. How many responses can we expect? With a sample size of 1,200, sve typically receive about 400 responses. For a sample size of 3,000, we expect approximately 1,000 responses. The actual number varies from jurisdiction to jurisdiction. The response rate will depend partly on the amount of publicity you provide ahead of time. what about people who don't. speak English? We offer a Spanish-language version of the survey instrument as a service option what kind of report will we get? The comprehensive final report includes an executive summary, survey background, survey methods, local results, and appendices. Local results are presented in tables and graphs. A separate report, .intended for internal use or for public information purposes, at the manager's discretion, compares local results to norms based on National Research Center's database of 300 surveys conducted throughout the U.S. over the past ten years. can we compare the results of The National Citizen SiveyTM to the results of surveys we did be the past? Yes. As an option, we can convert most service evaluations to The NCSTM measurement scale for comparisons over the last 3 administrations to The NCSTM results. Do we have to compare our results to those from a pier year If we have done a dtiz n sunny before? No, the choice is yours. With which communities will we be able to compare eur results? The normative comparisons are based on about 300 jurisdictions where citizen surveys have been conducted recently. These are communities from all across the United States ranging in size frorniuslt a few hundred tower 2 million. More than 100,000 residents of counties, villages, townships and cities completed these surveys and they are intended to represent over 30,000,000 Americans. Norms can be customized, too, so that your jurisdic- tion is compared to others in the database of similar size,. location or type (e.g., counties. cities, towns, etc.). What if we don't want our reselts publicized? That is up to you. The final report is delivered to the client only, on your time schednIle:. Comparisons with the normative data are presented in a separate report. Results from our database remain confidential. Norms aie created by grouping results so that individual jurisdictions remain anonymous unless they opt to be mentioned for purposes of positive recognition. How Is the validity of the survey authenticated? In the final report, we provide an elaborate description of our meticulous survey methods. We also provide a certificate of participation, suitable for display, signed by the executive director of ICIAA and the president of NRC, to all jurisdictions that successfully complete the survey project. ENROLLMENT FORM The National Citizen SurveyTM The NCST"r basic service $7,500.00 Payment of half the basic service trice is due u ,on enrollment $3,750.00 Your selection of additional options will be confirmed during the preparation for your community's citizen survey. At that time, you will pay half the cost etthe additional options you have chosen. You will be invoiced for the balance for basic service and your chosen options after the surveylprocess is completed and a final report is delivered to you. Additional options available: Demographic cross tabulation Custom norms Comparison to prior results Expanded mailing . . Spanish One open- nded question $750.00 $950..00 $1,700.00 $6010.00 $1,7/10.00 $1,7700.00 rCMA Member Number Name Organization Address CitWStase1Zip Phone 2. Payment`Method: la Check enclosed for $3,750.00 3. To Ordectlase the enclosed business reply envelope to send this. completed form with payment to: . The National Citizen SurveyTM National Research Center Inc. Attn: Shannon Hayden 1503 Spruce Street Boulder CO 80392 FOX Mad Confirmation a Cancellation Policy You will receive written confirmation of your order from National! Research Center (NRC) within 10 days of receipt of payment. Through week 5 [see Timeline for The National Citizen SurveyTM ( CSTM)L jurisdictions may withdraw fromThe NCSTM and receive a full refund, less 25%. After weer 5, therewill be no refunds. NA"H&Q;fNAL Crrrzi SURVEY'S MAKING THE MOST OF YOUR SURVEY Your local government will benefit most from participation in The National Citizen Survey111' if you take the following steps: Create a committee or task force of staff, elected officials, and citizens. Charge it with defining the purpoeie and uses of the survey and reviewing the survey results and making recommendations for action to the manager. Publicize your survey by making full use of local media before the survey instrument is mailed. Newspaper stories, radio or tv spots, and flyers in utility bills are all good ways to alert citizens that you will be conducting an important evaluation of residents' opinions_ Share the results with staff who are responsible for improving service ratings. Some departments will be pleased to see the quality of their programs aflmned, others may be disappointed that citizens don't give their services top ratings. Line staff—fire fighters, lilEarians, planners—should take part in the discussion about why residents rated the services so high—or so low_ Program directors can be required to investigate ratings that are especially low and propose service improvements. Set performance standards and use the survey results as a performance measure. The professional caliber and comparability of The National CitizenSwveyr" help staff take the survey results seriously. As you buildup a local trend line from year to year, you cam test the effectiveness of new programs, examine trends in citizen use of services, congratulate staff on their progress, and catch problems with service quality before they escalate. And The National nal Citizen SurveyTm gives you comparative norms that can serve as benchmarks for improvement starting in Year 1. Use focus 'groups to help interpret yourrcesults. Small groups of interested citizens can provide detailed and specific input that will help explain the ratings your services receive. YOUR SURVEY AND THE MEDIA The National Citizen Surveyn4 (NCSTM) is designed to be a useful tool for managers and staff but it is also a chance to communicate with residents. Involving the media from the beginning of your survey process will make it more likely that the insults will be reported fairly and accurately and that residents will understand the purpose and significance of survey findings. Enlist the media in publicizing the survey. Enthusiastic promotion can improve your response rate and the credibility of the survey results.. Educate the media about scientific survey methods and comparative norms. Citizen Surveys How to Do Them, How :to Use Them, What They Mean, published by ICMA and sent to you free when you enroll to participate in The NCST"', provides a textbook on survey methods and norms that will help the reporters who cover your local government understand the survey results. Release only your final survey results. National Research Center, Inc., (NRC), will send you a draft report. Plan to release the final report only after it has been approved by all involved. The final report can be held by NRC until you are ready to release it.. Use comparative norms judiciously. The National Citizen SurveyT"' gives you two reports_ one is your final report with all local ratings illustrated with tables and charts.. The second report provides normative comparisons with the results from over 300 surveys in NRC's database. You may choose whether to report only your local results or your results compared to the norms. Define the framework for comparison. Note that local governments that survey their citizens are still in the minority. You will be comparing your responses to those of a select group of cities and counties that also care enough to take the trouble to find out what citizens are thinking. To increase the comparability of the norms you use to benchmark your results, you may also request tailored comparisons with specific groups of jurisdictions chosen by size, geographic region, or type (cities or counties)_ Manage your message. When you announce the results of your citizen survey, note the degree of citizen interest in their local government as represented by your survey response rate. Identify and highlight the services and indicators that receive the highest ratings. Point out comparisons that show that your local government is serving its citizens with special effectiveness. Identify services and indicators that receive lower ratings and discuss your plans for improvement. You will be able to make your plans for improvement part of the news story if you have already discussed future actions with staff and with a special mmzmittee or task force of stafL elected officials, and citizens. A sample press release is attached. • MODEL PRESS RELEASE FOR REPORTING THE RESULTS OF THE NATIONAL CITIZEN SURVEYTM' FOR IMMEDIATE RELEASE Date: Contact • Phone: The results of The National Citizen SurveyTM' conducted ur the City of Brookside earlier this spring are in. The City of Brookside received very high ratings for the overaKappearance of the city, air quality, water quality, cleanliness of streets, and several indicators of civic involvement. Ratings for fire and police services were also above average ratings in comparable jurisdictions. With an average rating of 83 out of a possible 100 points, the cleanliness of Brookside's streets compared favor- ably with streets in other jurisdictions that survey their citizens: the comparable norm is 72. Even better, the overall appearance of the City received a rating of 88, compared to a norm of 73. Brookside's libraries are among the most used in the comparison group. Our citizens visit our libraries more than 26 times a year on average compared to 3 to 12 times a year in other jurisdictions that survey. Brookside citizens also attend public meetings and read the city newsletter almost twice as often as citizens in the comparison group. The city has also identified two areas for improvement: a task force will be convened to study ways to improve emergency medical services,, and city staff are exploring a solution to concerns expressed by citizens about storm drainage. The National Citizen Surveys was conducted by National Research Center, Inc. (NRC), in partnership with the International City/County Management Association. The survey instrument was developed with the help of a blue-ribbon panel of national experts and tested in several pilot cities. The survey responses were analyzed by NRC. NRC's database of survey results from over 300 local governments across the United States provides a framework for understanding Brookside's ratings. The City of Brookside plans to discuss the results of the survey with focus groups of survey participants. These discussions will help guide the city council in setting priorities for taking action on survey findings. TIMELINE FOR THE NATIONAL CITIZEN SURVEYTM National Research Center, kc., will hold your enrollment and first payment until the next available start date. Surveys will begin in the monthsof November, January, March, May, July, and September. Legend: Q Indicates when items from NRC are duet° you > Indicates whonitems from you are due to NRC • indicates information items Item Actual Week Dates Preparing for the survey 0 The NCS survey process is initiated when NRC mails you The NCS wozeet padat.... week 1 D Due to NRC: Worksheets and additional payment for add-on options .. _ _— ...._. week 4 • NRC uses the information you provided to generate the sample and cusiamize thesaarvey instrument for your jurisdiction ..—. ._. .—. weeks 5-6 Q NRC provides confirmation documents about options selected by your jurisdiction week 5 D Due to NRC: Confirmation ofoptions selected. .._.._..... week 5 Q NRC provides samples of survey materia(prenotification postcaul 1° and 2'.'° wave cover letters, survey instrument, and envelopes) for gamer records. _ _.. week 6 0 NRC mails evaluation questionnareand timesheet about the data colledon processto you week 7 Conducting the survey • Survey materials are printed and nulled • Prenotification postcards delivered to pew office week 7 • 1° wave of surveys deliveredb post office ._. week 8 • 2"" wave of surveys deliveredb post office week 9 • Data collection: surveys received for your juadiction weeks 8-12 • Note 1: During this time, you via receive postcards that were undeliverable due to bad addresses, or vacant housing units. This is normaL Please count all the postcards, as we willsubtract the number of returned postcards from the total number mailed to estimate the !Number of "eligible" households in calculating the final response rate. • Note 2: You may receive phonecalls fromcitizens during this time period who call to inform you they are outside of your jurisdiction's boundaries, w that they do not wish to receive addlional malrmgs, etc. Please reassure them that their household was randomlyselected, and while they may receives total of three mailings from you, they will not receive any additional mailings after that. time. D Due to NRC: evaluation questionnaire and timesheet about the data collodion process .... week 12 D Due to NRC: Final count of returned/postcards _... week 12 • Survey processing and report wring ._. weeks 12-14 • During this time, NRC will process the surveys, perform the data analysis, and produce a two-part draft report for your jurisdiction. The report ofesults willloontain a description of tlwmethodology, information on understand- ing the results, and graphs and tables of your =sults. The second reportwill include a description of NRC's database of normative data from across the U.S. and actual comparisons*, your results, where appropriate. 0 NRC emails draft report (in PDF format) to yam week 15 D Due to NRC: jurisdiction feedbadcm the draft report week 16 Q NRC mails final report and data file to you (unless otherwise specified)_. week 17 0 NRC mails final invoice to you...._. week 17 0 NRC mails final evaluation questimnaire and timesheet to you week 17 D Due to NRC: Final half of costs of NCS week 18 D Due to NRC: completed final evaluation questionnaire and timesheet ...._. week 18 SPONSORS National Research Center, Inc National Research Center, Inc. (NRC) has demonstrated leadership and innovation in citizen surveying since 1994. NRC conducts survey research for local and state governments and training in outcome and performance measurement for the public sector. NRC principals Thomas I Miller and Michelle Miller Kobayashi have pre- sented their research on survey methods, and analysis at national conferences and in juried academic: journals. Thomas I Miller, NRC president, worked for local and state government for 16 years. For most of that time he headed a division of the city government in Boulder, Colorado, charged with conducting policy analysis, survey research, and program evaluation. He founded NRC in 1994. Waller has a Ph.D. degree in research and evaluation methodology and is currently an adjunct associate professor at the University of Colorado. Michelle Miller Kobayashi is the vice president of National Research Center. She has more than 10 years experi- ence conducting survey research and providing training for local and state governments. She holds a master's degree in public health. Tom and Michelle are the authors of ICMA s popular book Citizen Swrveys: How to Do Them, How to Use Them, What They Mean, first published in 1991 and recently revised and republished in April 2000. International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is the professional and educational organization representing nearly 8,000 appointed managers and administrators in local governments throughout the world. ICMA was founded in 1914 with a commitment to the preservation of the values and integrity of representative local government and local democracy and a dedication to the promotion of efficient and effective management of public services. To fulfill the spirit of this commitment, ICMA works to maintain and enhance public trust and confidence in local government. The National Citizen Survey" is the Latest in a long series of initiatives created to further public trust and confidence in local government and improve the management of local government services. BLUE RIBBON REVIEW PANEL AND PILOT SITES The National Citizen Survey has been reviewed by experts, tested, and mined to provide you with the best information possible per dollar spent.. The National Citizen Surveys" Review Panel Thomas M. Guterbock Director Center for Survey Research, University of Virginia James L. Cavenaugh Financial Business Analyst Pennsylvania Bureau of Correctional Industries James R. Fountain Assistant Director of Research Governmental Accounting Standards Board Michael W. Lawson Director ICMA Center for Performance Measurement Derek Okubo Director National Headquarters and Community Services, National Civic League David Swindell, Ph.D. Professor Clemson University The National Citizen Survey," Pilot Sites Long Beach, California Oklahoma City, Oklahoma Tucson, Arizona Watertown, New York THE NATIONAL CITIZEN SURVEYTM NETWORK When you enroll to participate in The National Citizen Surveyna, you join a network of jurisdictions that regularly survey their citizens. • National Research Center, Inc., (NRC), has been building a database of citizen surveys for more than a decade. More than 300 local goveramerds are represented. • Comparing your results to norms from this database will allow you to put your own ratings in perspective,,, to identify programs that need attention, and to benchmark service improvements. • During the course of the survey process, you will be part of a small group of jurisdictions that are on the same schedule and share the same timeline for surveying. • Starting in November 2001, a new survey group will begin every other month (November, January, March,,. May, July, September). • By choosing to participate in The National Citizen SurveyT"', your jurisdiction benefits from economies of scale and from the collaborative process. Common interests and questions enhance the survey administration for each group. • If a jurisdiction has any difficulty sticking with the original schedule, it can join a later group. NRC allows each jurisdiction to change plans or postpone its survey based on local needs. • NRC welcomes multi jurisdiction enrollments. When two or more jurisdictions enroll together; each enjoys the additional benefits of peer comparison. THE NATIONAL CITIZEN SURVEYTM-OPTIONS AND PRICES The NCST"" basic service offered by ICMA and NRC includes: • Customized survey form with jurisdiction name, logo, and local contact • Choice of services to be surveyed • Addition of three optimal questions • Customized cover letter on jurisdiction letterhead with mayor's or manager's signature • Three mailings to 1,200 randomly selected households: pre -survey postcard and two maifingas of the survey instrument • A margin of error (95 percent confidence interval) of no more than +/- 5 percentage points around any percent • Data input and cleaning • Statistical analysis of survey results • Written report illustrated with tables and graphs summarizing the survey results • Comparative norms for service evaluations • Certificate of survey authenticity • Technical assistance by phone and e-mail The price for The NCST"" basic service is $7,500. Additional options are available for the following additional fees Additional Option Fee Description Demographic cross tabulation $750 Crosstabs of demographic questions (questions 20-32) by all other questions on survey to be provided under separate cover from report. Custom norms $950 Choosing from among several options, jurisdiction selects criteria for a set of custom norms. Custom norms will be provided alongside comparative norms in report tables. Graphs will include either custom or comparative norms but not both. Comparison to prior results $1,700 Tables in the final report include comparisons of the jurisdiction's service evaluation ratings to its ratings from as many as three previous years. Expanded mailing $6,000 Survey is mailed to 3,000 residents instead of 1,200. Spanish $1,600 Survey cover letter includes paragraph in Spanish asking those who wish to complete the survey in Spanish to contact the jurisdiction and request Spanish copy of survey. Jurisdic- tion will be mailed envelopes - outbound and return - and surveys to mail out to those individuals. Open-ended question $1,200 One open-ended question chosen by the jurisdiction is added to the survey. Responses will be categorized and reported in a table under separate cover, accompanied by a complete list of verbatim responses. The National Citizen Surlier r o18er)rnrt ' eas circlerthe •respens llymoas and 'will bei e 1. Please circle the number that comes closest to your opinion for each of the following questions: excellent good fair poor don't know 2 3 4 5 2 3 4 5 2 3 4 5 2 3 4 5 2 3 4 5 How:do-you rate ABC aszplace :to-iiive? 1 How do you rate your neigliborhoud as a place to live?1 How.do you -rate ABC a. placetis3aise:children?.... 1 How do you rate ABC as aplace to retire? 1 How do you Tatethe oven _ qualify of life in 2. Please rate each of the folIowiing characteristics as they relate to ABC as a whole: excellent good fair poor don't know Sense sof community 1., _ 2 3 4 5 Openness and acceptance of the community towards people of diverse backgrounds 1 2 3 4 5 Overallrappearanceof city,: _ 1 2 3 4 5 Opportunities to attend cultural activities 1 2 3 4 5 Shopping opportunities.. _.... 1 2 3 4 5 Air quality 1 2 3 4 5 Recreational opportunities 1 2 3 4 5 Job opportunities 1 2 3 4 5 Access to affordable qualifiousi mg 1 2 3 4 5 Access to affordable quality child care 1 2 3 4 5 Accessto affordable quality healthcare 1 2 3 4 5 Ease of car travel in ABC _ I 2 3 4 5 EaseOf busgrave1iii ABC:. 1 2 3 4 .-5 .. Ease of rail/subway travel in ABC 1 2 3 4 5 Ease of bicycle travel: in ABC.. __.___ 1 2 3 4 .5 Ease of walking in ABC 1 2 3 4 5 3. Please rate the speed of growth in the following categories in ABC over the past 2 years: much somewhat right somewhat much don't too slow too slow amount know too fast too fast Population growth l 2 3 4 Retail growth (stores, restaurants etc.) 1 2 3 4 Jobs. growth 1 2 3 4 5 5 5 6 The National Citizen SurveyTM © 2001 National Research Center, Inc. Page 1 of 5 4. To what degree are the following problems in ABC: nota minor problem rop blem Crime -1 2 Drugs 1 2 Too much growth 1 2 Lack of growth 1 2 Graffiti 1 2 Noise 1 2 .Run-down buildings, weed lots, or junk vehicles 1 2 Taxes 1 Traffic congestion - 1 2 Unsupervised youth 1 Homelessness 1 Weeds 1 7 2 2 2 moderate problem 3 W W W W V) W W W W W W major d'ontlt problem know 4. 5 4 5 4 5 4 5 4 5 4 5 4 5 4 5 4 5 4 5 4 5 4 5 5. Please rate how safe you feel from the following occurring to you in ABC: very somewhat neither safe somewhat very don't safe _ safe nor unsafe unsafe unsafe know Violent crime (e.g., rape, assault, robbery):....... :.1' ` 2 3 4 5 6 Property crimes (e.g., burglary, theft) 1 2 3 4 5 6 Fire _..:.°1 2 3 4 5 6. Please rate how safe you feel: very somewhat neither safe somewhat very dtu t safe safe nor unsafe unsafe unsafe know In your neighborhood fluxing the day 1 2 3 4 5 6 In your neighborhood alter dark 1 2 3 4 5 6 In ABC's downtown area during the. day.....:.... 1 2 3 4 5 6 In ABC's downtown area after dark 1 2 3 4 5 6 In ABC's parks during the day 1 2 3 4 5 .- 6 In ABC's parks after dark 1 2 3 4 5 6 7. During the past twelve months, were you or anyone in your household the victim of any crime? 0 No [go to question #8J 0 Yes jgo to question #9] 0 Don't know 8. If yes, was this crime (these crimes) reported to the police? 0 No ❑ Yes ❑ Don't know 9. In the last 12 months, about how many times, if ever, have you or other household members done the following things in ABC? once or 3 to 12 13 to 26 more than never twice times times 26 times Used ABC public libraries or their. services...... 1 2 3 4 '^y .`;_ 5 Used ABC recreation centers i 2 3 45 Participated in a rebreationprogram or.activity 1 2 3 4;7 l x. 5 h Visited a neighborhood or ABC park 1 2 3 4 5 Ridden.alocal bus' within ABC 1 2 3 4 5 Attended a meeting of local elected officials or other local public meeting 1 2 3 4 5 Watched a meetingof=local:elected:-officials or other local public meeting on cable television 1 2 3 4 5 Recycled used paper, cans or bottles from your home 1 2 3 4 5 =Volunteered your time to some group/activity in ABC 1 2 3 4 5:,-.' Used the Internet for anything 1 2 3 4 5 Used the Internet to conduct business with ABC 1 2 3 4 5 Read ABC Newsletter 1 2 3 4 5 Purchased an item over the Internet 1 2 3 4 5 ?. The National Citizen Surveynl © 2001 National Research Center, Inc. Page 2 of 5 10. How do you rate the quality of each of the following services in ABC?' Police services excellent good fair poor &aft know 1 2 3 4 5 Fire services 1 Ambulance/emergency medical services Crime prevention Fire prevention and education.. Traffic enforcement Garbage collection Recycling Yard waste pick-up Street repair Street cleaning Street lighting Snow removal Sidewalk maintenance Traffic signal timing Amount of public parking Bus/transit services Storm drainage Water quality Sewer services Quality of parks Park maintenance Recreation programs or classes Range/variety of recreation programs and classes Recreation centers/facilities _.. Accessibility of parks Accessibility of recreation centers/facilities . Appearance of parks Appearance of recreation centers/facilities Land use, planning and zoning Economic development Animal control ... Health services .Services to seniors Services to youth Services to low-income people Public library services Variety of library materials. Code enforcement (weeds, abandoned buildings.. etc) ....1 Public information services 1 Municipal courts Quality of education in public schools Cable television 2 3 4 5 1 2 3 4 5 1 2 3 4 5 ] 2 3 4 5 1 2 3 .4 5 1 2 3 4 .5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 ] 2 3 4 5 1 2 3 4 5 I 2 3 4 5 I 2 3 4 5 ] 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 2 3 4 5 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 excellent good fair poor don't know 11. Overall, how would you rate the quality of the services provided by ABC? 1 2 3 4 5 The National Citizen SurvevT" 0 2001 National Research Center, Inc. Page 3 of5 12. Have you had any in-person or phone contact with an employee of the XYZ of ABC within the last 12 months (including police, municipal judges, receptionists„ planners or any others)? ❑ No [go to question 1114] 1a Yes 13. What was your impression of employees of the XYZ of ABC in your most recent contact? (Rate each characteristic below.) excellent good fair poor don't know Knowledge 1 2 3 4 5 Responsiveness 1 2 3 4 5 Courtesy 1 2 3 4 5 Overall impression _ __._ 1 2 3 4 5 14. Please rate the following statements by circling the number which most clearly represents your opinion: strongly somewhat neither agree somewhat strongly don't agree agree nor disagree disagree disagree know I;receivegood`valuefor:the: XYZ ofABC ' x �z - .taxes I' pay -' ' - � 2 3 4 I am pleased with the overall direction that the XYZ of ABC is taking 1 2 3 4 The XYZ of ABC•government welcomes.. - citizen -involvement 1 2 3 4 The XYZ of ABC government listens to citizens 1 2 3 4 5 6 15. Please check the response that comes closest to your opinion for each of the following questions: a. Policy Question #1 ❑ scale point 1 ❑ scale point 2 ❑ scale point 3 ❑ scale point 4 ❑ scale point 5 ❑ scale point 6 b. Policy Question #2 ❑ scale point 1 ❑ scale point 2 IJ scale point 3 ❑ scale point 4 ❑ scale point 5 ❑ scale point 6 c. Policy Question #3 ❑ scale point 1 ❑ scale point 2 ❑ scale point 3 ❑ scale point 4 ❑ scale point 5 ❑ scale point 6 The National Citizen SurveyTM C 2001 National Research Center, Inc. Page 4 of 5 Our laStjueionsaiabioui�dy uIi ouseiold. anonymousand`wtll�spsrteroupform oiiy 16. Are you currently employed? ❑ No [go to question #181 ❑ Yes 17a. What one method of transportation do you usually use (for the longest distance of your commute) to travel to work? ❑ Motorized vehicle (egg. car, truck, van, motorcycle etc...) ❑ Bus, Rail, Subway, or other public transportation O Walk O Work at home O Other 17b. If you checked the motorized vehicle (e.g. car, truck, van, motorcycle, eta..) box in 17a, do other people (adults or children) usually ride with you to or from work? ❑ No 0 Yes 18. How many years have you lived in ABC? O less than 2 years 0 11-20 years O 2-5 years O 6-10 years 0 more than 20 years 19. Which best describes the building you live in? O one family house detached from any other houses O one family house attached to one or more houses (e.g. a duplex ortownhcane) O building with two or more apartments or condominiums ❑ mobile home O other 20. Is this house, apartment, or mobile home... O rented for cash oroccupied without cash payment? O owned by you or someone in this house with a mortgage or free and clear? 21. Do any children 12 or under live in your household? ❑ No ❑ Yes' 22. Do any teenagers aged between 13 and 17 live in your household? ❑ No ❑ Yes 23. Are you or any other members of your household aged 65 or older? ❑ No ❑ Yes 24. Does any member of your household have a physical handicap or is anyone disabled? ❑ No ❑ Yes 25. What is the highest degree or level of school you have completed? (mark one box) ❑ 12th Grade or less, no diploma ❑ high school diploma ❑ some collect, no degree ❑ associate's degree (e.g. AA, AS) ❑ bachelor's degree (e.g. BA, AB, BS) ❑ graduate degree or professional degree 26. How much do you anticipate your household's total income before taxes will be for the current year? (Please include it your total income money front all sources for all persons living in your household.) O less than $24,999 ❑ $25,000 to 549,999 O $50,000 to $99,999 ❑ $100,000 or more 27. Are you Spanish/Hispanic/Latino? ❑ No ❑ Yes 28. What is your race? (Mark one or more races to indicate what race you consider yourself to be) ❑ American Indian or Alaskan native ❑ Asian or Pacific Islander O Black, African American O White/Caucasian O Other 29. In which category is your age? ❑ 18-24 years ❑ 25-34 years O 35-44 years ❑ 45-54 years ❑ 55-64 years ❑ 65-74 years Cl 75 years or older 30. What is your gender? ❑ Female 0 Male 31. Are you registered to vote in your jurisdiction? ❑ No ❑ Yes 32. Did you vote in the last election? ❑ No Cl Yes 33. Are you likely to vote in the next election? ❑ No ❑ Yes Thank you for completing this survey Please..returar.# i _ ter'= completed surveyinthe postage paid envelope 4 ce National Research Center,.Inc., 1�Q3 G�QruS=£a ���.h Boulder, CO 80302 The National Citizen SurveyTM © 2001 National Research Center, Inc. Page 5 of 5 • • COVER STORY The Voice of the Public: Why Citizen Surveys Work Thomas I Miller and Michelle Kobayashi ust how in touch with the citizens of your juris- diction do you or your elected officials have to be? After all, there are the town meetings, the budget hearings, and the neighborhood talk - back sessions, as well as conversations with the chamber, school board, planning board, liquor board, board of zoning adjustment, Rotarians, Shriners, Odd Fellows, Grange, Elks, Lions, and like dubs representing all manner of fauna and flora. Open -mike time at council meetings can get to look like bug -house square at a carnival. The Usual Suspects The truth is—and most staff suspect this—that the varied community activists who show up for every input opportu- nity are members of a single cadre of irate, enthusiastic, agi- tated curmudgeons who care deeply about the community in general, or their blocks in particular. When the dust set- tles and the budgets and policies have been written, the sus- picion lingers that the typical resident still has not been heard from. Decision making by "wheel decibel" (a squeaky wheel gets the oil), after all, could simply be dismissed as the American way, by which those people with enough interest, energy, or money get to call the tunes. Although this genre of cynicism has been raised almost to a religion for the politi- cally savvy, giving in to it won't work when you come to the apolitical questions that managers need answered if they in- tend to run their communities well and to run them for all. 6 MAY 2001 Telephone's Unspeakable Problem In the National Research Center's analysis of surveys from around the country conducted from 1981 to 1991, the median response rate for telephone interviews was 65 percent. It was 35 percent by mail. In its update, conducted in 1998, the median response raft was 38 percent by phone and 35 percent by mail, among the few jurisdictions whose survey contractors still reported telephone response rates. In fact, response rates by telephone have declined so rapidly and so far that it has become uncommon for telephone survey research firms to report their response rates. The American Association for Public Opinion Research has quite specific roles for response rate calculations that,, when followed, produce response rates that go from bad (when the most liberal rules are applied) to worse (when stricter requirements for assumptions are applied). It is not difficult to understand what has happened to the telephone survey research industry. In 1990, only 37 percent of American households had answering machines. By 1999, more than 80 percent had some kind of answering device or caller ID or call blocking. The practice of pretending to administer a telephone survey as a ruse for marketing is so prevalent that it has its own name—"suggirrg'—an acronym taken from the first letters of "selling under the guise' of a survey. A journalist concluded in 1996 that "...an increasing rehr.ctance among Americans to participate in surveys is distorting all polling data. At a time when abuse of the telephone by sleazy sales reps masquerading as pollsters is widespread, refusal rates are soaring."' In fact, a study done in the early 1990s showed that most Americans thought that telephone surveys and telemarketing were the same thing, or didn't know- if they were different. One telephone market researcher admitted that "the market research industry has pretty much abandoned the response rate as a primary indicator of survey quality. Despite response rates in the range of 10 percent to 15 percent, telephone surveying continues because the market research industry is heavily invested in the infrastructure used for telephone interviewing.2 Although there are noticeable differences in response rates for properly conducted phone, mail, and in-person surveys, the differences tend to be small, and the response rates for all methods are low enough to require some investigation of—or adjustment for—non response bias. It is generally accepted that a well-conducted mailed survey can net between a 35 percent and a 50 percent response. For phone surveys, good response rates now tend to fall between 25 percent and 40 percent, while in-person interviews, which once netted around an 85 percent response, are so expensive and liability -prone that almost no one does them for citizen surveys. The response rates for intercept surveys vary by the environment and by the task asked of potential respondents. For example, two questions asked of riders sitting on a bus will get more than an 80 percent response but a two -minute survey asked of busy shoppers at an outdoor mall in the winter will get under a 30 percent response. The differences m response rates between the methods, excluding in-person surveys, is not Large enough to recommend one method over another. 'John Liscio for Barron's (November 25, 1996). 2Reg Baker, Marketing Research, Vol 8, No. 1 (Spring 1996), pp. 22-24. 8 Judging Service Quality Evaluative surveys are conducted in many communities across the country, but their proper interpretation remains elusive. For example, what does it mean to discover that citizens are more satis- fied with services from the parks depart- ment than with the services of street maintenance workers? Because most cit- izens preferparks to potholes, it is better not to base the interpretation of results on absolutepercentages but rather to at- tend to changes in residents' evaluations of one service from one survey to the next, and to compare your jurisdiction's results with those garnered across the nation or in similar locales. Many jurisdictions do use the results of citizen surveys to assess the perfor- mance of local government services. In- deed, while it is right to acknowledge that citizen opinion is only one measure of service quality, citizen opinion also may be the most important measure. If you collect trash three times a day, and your residents still rate trash hauling as poor, you lave a problem. When you conduct a citizen survey, however, it is important not to presume that you an determine the best services by comparing ratings of one service with those of another. In this "competition," fire servious will always win, and street repair will always lose. Fairer is a com- parison of your fire services with those of other communities and of your street repairs withthose of others. Who Is Doing Citizen Surveys? In 1991, the National Research Center estimated that citizen surveys were con- ducted each year by 30 to 60 jurisdic- tions of over 25,000 population. By 1998, the center's estimate, derived from a survey of more than 1,000 larger juris- dictions, had risen six -fold, to more than 250 such surveys per year. Evidence from an e-mail survey conducted earlier this year suggests that the use of surveys is continuing to grow. In 1998, many citizen surveys in - MAY 2001 • • What You Get with The National Citizen Surlier' Choice of services to survey, choke of optional c fuestions Customized survey instrument (two mailings) la WM Om Ow, Pre -survey postcard mailing • ITV )[CHIC.' � ��.,A• CERTIFICATE 01 VA R! [CII':\ FON Your �iwti, 'UUS4 I !IF NATTONAI CI 1111 \' \ I Customized comer letter Certificate of participation Final report with analysis of local results and separate report benchmarking local results against comparative norms PROCEDiJIPE FOR ENCROACIAENT PERMITS APPLICANT RESPONSIBILITIES 1. Provide one copy (marked "copy") of the Deed for the property adjacent to the City property. 2. Complete the Encroachment Agreement Application. 3. Pay the processing fee of $355.00, which is non-refundable. In addition, a check for $24.00 made out to the Los Angeles County Recorder will be required at the time the agreement is signed. 4. Provide two full size and one 8 'h" x 11" drawing of the site plan and the landscaped plan. • The two plans may be drawn together as one plan as long as all information is dearly shown. • The plans may be drawn as a sketch but shall be drawn to scale and show all information clearly. • The site plan shall show all dimensions including height, width and length. • The site plan shall show all landscape materials such as concrete or brick and all landscaped areas. • Identifying photographs may be provided if the applicant wishes. • The landscaping plan shall show the area calculations for the landscaped areas and that the percentage of area landscaped is greater than 1/3 of the total encroachment area. • The landscaping plan shall show landscape materials by their common names. • Automated irrigation shall be provided for the landscaped areas. dwi nworcEencrochm'encroinf • • RECORDING REQUESTED BY CITY OF HERMOSA BEACH Name Mailing Address City, State, Zip Code WHEN RECORDED, MAIL TO. - City of Hermosa Beach City Clerk's Office 1315 Valley Drive Hermosa Beach, CA 90254 SPACE ABOVE THIS LINE FOR RECORDER'S USE CITY OF HERMOSA BEACH COMMERCIAL OUTDOOR DINING ENCROACHMENT PERMIT AND COVENANT RECITALS A. THIS PERMIT is made and entered into at Hermosa Beach, Califuiuia, this day of , 20 . By and between the CITY OF HERMOSA BEACH, a i unicipal corporation in the county of Los Angeles, State Of California, hereinafter referred to as "CITY", for the purpose of permitting a portion of the public right-of-way to be used for outdoor dining, and, or: Hereinafter referred to as "PERMITTEE" which parties do agree as follows: B. PERMITTEE represents that they are the owners of the business located in Hermosa Beach, legally described as follows: Lot Block Hermosa Beach. Tract Commonly known as: Hermosa Beach, CA 90254 And doing business as C. The parties further agree that an encroachment permit application was presented to the public works department of the CITY for permission to encroach in and over a portion of the public right-of-way at: for the sole purpose of outside dining with improvements consisting of the following: square feet of part of which includes CITY easement to be used for outside dining. A sketch of the proposed improvements and encroachment is on file in the public works department of the CITY and is by reference incorporated herein and made a part hereof. REV 10/99 1 F:\B95\PWFILESIPWFORMS\Encroachment Commercial D. The term of this permit shall be for ( years) at the rate of $1.00 per square foot for square feet for a monthly rate of ($ ). The rate shall be paid quarterly, in advance. ($ quarterly) the payment schedule is as follows: PAYMENT DUE July 1, Every Year October 1. Every Year January 1, Every Year - April 1, Every Year FOR July, August And September, Lease October, November And December Lease January, February And March, Lease April, May And June, Lease For the first year and shall be the same for each consecutive year thereafter. E. PERMITEE further agrees to deposit with the CITY an amount to be determined by the public works department, a cash deposit to be used for restorative costs. This deposit is evidenced by receipt no. , in the amount of $ this deposit shall be held by the CITY to provide for the removal of improvements on the public right-ocway in the event the PERMITTEE does not restore the land within 15 days of surrender of possession of the lease_ The encroachment shalil be removed by the PERMITEE at no cost to the CITY upon a thirty -day written notice to the PERMI 'TEE from the CITY, and should any cost be incurred by the CITY in the removal of such encroachment, such cost shall become a lien upon the adjacent Business. PERMIT 1. Encroachment permit. A revocable encroachment permit is hereby granted to property owner on the right-of-way described in the recitals hereinabove as described in the drawing attached hereto as Exhibit A in accordance with the provisions of Chapter 29, Article V of the Hermosa Beach Municipal Code and the provisions of this permit. 2. Term. This permit shall take effect on the date set forth hereinabove and shall remain in effect until and unless revoked by City pursuant to Paragraph 3 herein or voluntarily relinquished or abandoned by property owner. 3. Termination. This permit is in the nature of a revocable license and may be revoked by City at any time, with or without cause, in City's sole discretion, upon giving property owner thirty (30) days' advance notice of revocation. 4. Assignment. This permit shall not be assigned or transferred without the written consent of City. Any such purported assignment or transfer shall be void and of no effect_ 5. Indemnification. Property owner shall indemnify and hold harmless City, its officers, employees and agents from and against all claims, causes of action, liabilities and damages for injuries to persons and property, including reasonable costs of defense and attorney fees, arising from property owner's encroachment on City property as described in Exhibit A, including but not limited to property owner's negligent REV 10/99 2 F_\895\PWFILES\PWFORMS\Encroachment Commercial • • or wrongful acts, errors or omissions in the construction, erection and continued maintenance of the encroachment in its location. Property owner shall promptly pay the amount of any judgment rendered against City, its officers, employees and agents for any such indemnified claims, and reasonable costs and attorney fees incurred by City in the defense of such claims. 6. City's right of entry. Property owner acknowledges the City's absolute right to enter upon the encroachment area for purposes of inspection, replacement, repair, or maintenance of public facilities above, on or under the right-of-way and property owner expressly waives any and all claims for damages to its encroachment resulting from such actions. 7. Damage to right-of-way_ Property owner assumes responsibility for all damage to City's right-of-way caused by construction or maintenance of the encroachment and shall reimburse City for correction of any such damage. Upon failure of property owner to so reimburse City, the cost incurred by City in removing the encroachment shall be a debt of the property owner to the City, and recoverable by City in any manner provided by law. Moreover, property owner acknowledges that City may record and enforce a lien upon the property in order to recover such costs. 8. Restoration of premises. Within thirty (30) days of termination of this permit, whether upon its expiration or earlier termination, property owner shall at its expense remove the encroachment and restore the property to its condition prior to placement of the encroachment. In the event property owner fails to do so, City shall have the option of removing the encroachment at property owner's expense and property owner waives all claims for damage to the encroachment or property owner's adjacent property or improvements resulting from such removal. The cost incurred by City in removing the encroachment is a debt of the property owner to the City, and recoverable by City in any manner provided by law. Moreover, property owner acknowledges that City may record and enforce a lien upon the property in order to recover such costs. 9. Possessory interest. Property owner acknowledges that this permit may create a taxable possessory interest subject to property taxation, and that property owner shall be solely responsible for satisfaction of any property taxes levied on the property. 10. Compliance with Codes. Property owner shall perform all work in full compliance with all applicable codes, ordinances and laws, and obtain all necessary permits. 11. Maintenance of encroachment area. During the term of this permit, property owner shall at its sole expense maintain the encroachment area in good condition and appearance, in accordance with all ordinances, and shall not allow a nuisance condition to exist on the encroachment area. THIS INSTRUMENT SHALL BE RECORDED IN THE OFFICE OF THE RECORDER OF LOS ANGELES COUNTY, CALIFORNIA, AND SHALL RUN WITH THE LAND AND SHALL BE BINDING ON ALL PARTIES HAVING OR ACQUIRING ANY RIGHT, TITLE OR INTEREST IN OR TO THE PROPERTY OR ANY PORTION THEREOF, AND SHALL CONSTITUTE NOTICE OF PROPERTY OWNERS' OBLIGATIONS AND CITY'S RIGHTS WITH RESPECT TO THE ENCROACHMENT AREA. REV 10/99 3 F:\B95\PWFILESU'WFORMSEncnaachment Commercial • • In the event property owner sells, transfers, leases or otherwise conveys any interest or right of possession in the property, property owner shall provide any such purchaser, lessee or transferee a copy of this instrument. IN WITNESS WHEREOF, property owner has executed this Encroachment Permit and Covenant on the date first written above. Property Owner Property Owner APPROVED BY: PUBLIC WORKS DIRECTOR ATTEST: CITY CLERK REV 10/99 4 F:\B95\PWFILES\P WFORMS\Encroachment Commercial • • Signature(s) must be acknowledged before a Notary Public: STATE OF CALIFORNIA COUNTY OF LOS ANGELES On before me, ) ss DATE NAME, TITLE OF OFFICER E.G. "JANE DOE. NOTARY PUBLIC" personally appeared, personally known to me (or proved to me on the basis of satisfactory evidence) to be the person (s) whose name (s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s)„ or the entity upon behalf of which the person(s) acted, executed the instrument. WITNESS my hand and official seal. (SEAL) NOTARY PUBLIC SIGNATURE REV 10/99 5 F:\B95\PWFILES\PWFORMS\Encroachment Commercial • • 12.16. 090 Commercial outdoor dining. A conditional use permit is required for use of public right-of-way for commercial outdoor dining subject to the following conditions: 1. Provides for and maintains an area for passage of pedestrian traffic; 2. Does not inconvenience pedestrian traffic; 3. Conforms to all applicable health codes and this code; 4. Applicant to pay all appropriate fees, including but not limited to rental fees; 5. Applicant to maintain and keep in force at all times a policy of liability insurance, naming the city as an additional insured in the amount of one million dollars ($1,000,000.00); and 6. To pay restorative costs, if applicable, in an amount to be determined by the director of public works, plus administrative costs. (Prior code § 29-39) I Code Index I Street Index I Top of Page 12.16. 100 Commercial Outdoor Dining -- Exception for Pier Avenue. Notwithstanding the provisions of Section 12.16.060 and 12.16.090,, a conditional use permit shatl:riot be required for commercial outdoor dining on Pier Avenue between Pacific Coast Highway and the Strand as long as the conditions set forth in Section 12.16.090 are satisfied and the outdoor dining facility complies with design standards adopted by resolution of the City Council. (Ord. 97-1172 § 1, 06/24/97) HomePage I Code Index I Street Index I Top of Page sagisliftlowimObibikiseasigiukiewslioft 12.16. 110 Application procedure. 1. Filing. An application for an encroachment into a planned or existing public right-of-way shalt be filed by the owner of the property for which the encroachment is sought or by an authorized representative of the owner. Such application shall be made to the director of public works and shall be on. firms furnished by the department of public works. 2. Filing Fee. A uniform fee, established by council under separate resolution, shall be required upon the filing and investigation of the application for encroachment or transfer of an encroachment permit to defray administrative costs incurred by the city in processing the application. Such fee shall: be nonrefundable and shall include the costs of recordation of the encroachment, if granted. 3. Investigation. An investigation shall be conducted by all departments of the city having an interest in, or jurisdiction over, the matter. Upon the receipt of an application pursuant to the provisions of this chapter, the director of public works shall transmit the application to all affected departments for written reports of findings and recommendations. All such written reports shall be submitted to the director of public works for consideration when making a decision on the application. 4. Director of Public Works Findings and Decision. The director of public works shall make a written decision. Such decision shall recite the findings upon which the director bases his decision.. if the decision is favorable to the granting of the encroachment, it shall set forth the conditions to be imposed. The conditions set forth in Sections 12.16.080 through 12.16.100 shall be attached to every permit approval. 5. Appeal. The decision of the director of public works shall be final ten days after mailing a copy of his • • decision to the applicant_ Within said ten-day period, the applicant may appeal the decision of the director of public works to the council to review; a denial of the application or any conditions attached to an approval other than those set forth in Section 12.16.080. Upon consideration of such appeal, the council may approve, modify, or disapprove the application for encroachment. The council may add, delete or modify the conditions attached to the encroachment permit. The action of the council shall be final. 6. Time Limit for Development. Any encroachment granted pursuant to the provisions of this chapter shall be developed and utilized within a period not to exceed six months from and after the date of the granting of such encroachment, and, if not so developed and utilized, such encroachment automatically shall become null and void at the expiration of such six-month period. 7. Extension of Time. The permittee may apply in writing for one extension of time, not to exceed six months, within which to develop and use such encroachment. The director of public works, after due consideration, shall either grant or deny the extension of time for such development and use. (Prior code § 29-41) HomePage I Code Index I Street[ Index I Top of Page 12.16. 120 Maintenance of encroachment. It shall be the responsibility of the adjacent property owner to maintain the encroachment in a condition satisfactory to the city. (Prior code § 29-42) HomePage I Code Index I Street Index I Top of Page 12.16. 130 Nonconformance of encroachment. No building permit shall be issued for new construction or for remodeling of an existing structure exceeding fifty (50) percent of the existing structure's square footage or fifty (50) percent of the assessed valuation, whichever is less, until the adjacent city right-of-way is determined to be in accordance with the city standards. Additionally, all existing encroachment permits shall become null and void if or when the building on private property is removed.. (Prior code § 29-43) Encroachments in existence on May 15, 1996, which do not conform to the standards set forth in Section 29- 38 may remain as they exist as of May 15, 1996, whether or not a valid encroachment permit is obtained from the City as long as the encroachment is not expanded, increased or intensified, until the earlier of either of the following events: 1. The City revokes the encroachment permit or requires removal of the encroachment for any reason, including construction of public improvements, which requires access to the encroachment area; 2. The primary structure on the property benefiting from the encroachment is remodeled or reconstructed at a cost which exceeds fifty percent (50%) of the replacement cost of the existing structure. In either of the above events,, the encroachment shall be removed and any replacement encroachment shall be subject to receipt of an encroachment permit and shall conform to the requirements of Section 29-38. (Ord. 96-1161, § 9; 07/09/1996) • HomePage I Code Index I Street Index I Top of Page 12.16. 150 Revocation. The director of public works or the council may revoke any encroachment permit for noncompliance with, the conditions set forth in granting such encroachment or if it is determined that such permit is not in the public interest. A written notice shall be mailed to the permittee of such revocation. Within ten days of mailing of such notice of revocation to the permittee, a written appeal of such action may be filed. Any such appeal shall be reviewed by the council, and its determination of the matter shall be final. (Prior code § 29-45) HomePage I Code Index I Street Index I Top of Page 12.16. 160 Encroachment violation. It is unlawful for any person to construct or maintain, or cause to be constructed or maintained, any encroachment inviolation of the provisions of this chapter. (Prior code § 29-46) HomePage I Code Index I Street Index I Top of Page 12.16. 170 Violation—Misdemeanor. Any person violating any of the provisions of this chapter shall be deemed guilty of a misdemeanor and upon conviction thereof, shall be fined in an amount not exceeding five hundred dollars ($500.00) or be imprisoned in the county jail for a period not exceeding six months, or by both such fine and imprisonment. Each day such violation is committed or permitted to continue shall constitute a separate offense and shall be punishable as such. (Prior code § 29-47) Nil February 25, 2002 • • Library Systems & Services, LLC • RCLS Management Officc • 3392-A. Durahart Street • Riverside, CA 92507 • 909/369-3003 • FAX 909/369-6801 L551 Headquarters • 20250 Century Blvd_ • Germantown, MD 20874 • 301/540-5100 • FAX 301/540-5522 Stephen Burrell City Manager City of Hermosa Beach Civic Center, 1315 Valley Drive Hermosa Beach, CA 90254 Dear Steve, Thank you for the opportunity to present the City of Hermosa Beach with an alternative to contracting with the Los Angeles County Public Library (LACPL) for library services. What we propose is that Hermosa Beach withdraw from LACPL to gain local control of the library and library tax monies and contrail with LSSI to manage the library. I understand that you requested this information for the City Council goal -setting meeting to be held March 4, 2002.. It is my understanding that the Citizens of Hermosa Beach would like a local library that is more responsive to their needs. When Hermosa Beath withdraws from the Los Angeles County Library System and makes the existing Library the Hermosa Beach Public Library, Hermosa Beach will be assured its library tax dollars are being used for quality library services in Hermosa Beach, not being spread out over the entire County. As Hermosa Beath grows and the funds generated by the library tax levy grow, Hermosa Beach will be able to apply that increased revenue to provide its residents the library services they want Gaining local control of the Library is an important issue. LSSI will be there to help you through the process of becoming an independent City Library and will help you manage the Library. LSSI views its relationships with the cities it serves as partnerships. Each partner has a part to play. We manage all aspects of the •ibrary dealing with the day-to-day responsibilities. Policy decisions remain the responsibility of the contacting city. The city retains ownership of all assets and makes the decisions on what library services are appropriate for the community, the collection, decisions affecting the building and any other policy-making responsibilities. As any good manager, we make recommendations and carry out policy. Each contract for library management services is different, reflecting the different needs of the communities we serve. We have made a number of assumptions to provide you with this alternative solution. 'LSSI assumes that Hermosa Beath will provide the building and pay utilities and maintenance. Our solution includes staffing the existing 6,400 square foot building to be open 48 hours per week, an additional 13 hours per week over the present schedule. These additional hours could include Sundays and extended evening hours and would mean a 37% increase in library hours open to the public. We assume programming, such as story hour, to remain at the same level as the County now delivers. We will provide staff to support the increased hours open and the Hermosa Beach/LSSI 1 2/25/2002 . • existing programming levels. LSSI's solution would support the present service level plus the additional services for the same dour amount you are paying for County library services. As you determine the service levels and objectives you desire. we will be able to provide you with a cost estimate. LSSI is pleased to see that Hermosa Beach wishes its library to be controlled locally, providing services that reflect the unique wants and needs of its Citizens_ Once it is an independent library, Hermosa Beach could join MCLS, a local library cooperative, to access the members' extensive collections (over 8 million volumes) available through the cooperative. LSSI stands ready to partner with you to make improved library services happen. For this process to move forward, our experience has shown that it is important we meet individually with the City Council members to fully explain our solution and answer any questions they may have. I would appreciate it if we could work together to set up these appointments. LSSI has the experience and the staff to work with the City to increase the services of Hermosa Beach's library, making it a local success. I look forward to working with you. Sincerely, Lee Ireland Enclosure Hermosa Beach/LSSI 2 2/25/2002 • • City of Hermosa Beach February 2002 Size: 1.3 sq. miles Population: 18, 566 Male 53% Female 47% 6.8% are over 65 years a& age. 12.6% are under 19 years of age. Media age is 34.2 93% white Income: Family median $65,085 Per capita $33,510 Education: 55.1% college graduate 1,084 are enrolled in elementary and high school 16.2% of those are in private schools Households: Total 9,172 Library: Budget $415,000 Staffing: Have observed reference and children's librarians as well as 1 circ and a page Hours: open 35 hours M — closed T — 11-7 W — 12-7 T — 12-7 F — 12-6 S - 10-5 S — closed Size: 6, 400 sq ft building opened in 1962 Seating: There are1G tables with seating for 4 at each table and 6 chairs in the periodical area. Terminals: 9 to 10 public access, some with Internet access Automation: DRA Hermosa Beach Statistics 1 2/15/2002 • • Programs: Storytime, summer reading Collection: books, periodicals, videos, cassettes 9 newspapers 86 magazines 18 shelves of books on tape 216 shelves of fiction 36 shelves of paperbacks 60 shelves of ref books 72 shelves of videos 360 shelves of non-fiction 216 shelves of children's material 4 circular paperback display racks for children's materials Hermosa Beach Statistics 2 2/15/2002 • • Report on Privatization of Public Libraries - Pros and Cons The Florida House of Representatives Committee on Tourism January, 2002 Representative Allen Trovillion, Chair • • PRIVATIZATION OF PUBLIC LIBRARIES — PROS & CONS Executive Summary Purpose The purpose of the report is threefold: (1) to examine the pros and cons of the use of for- profit companies in the administration and operation of public libraries; (2) to determine what, if any, restrictions exist in state or f deral laws or rules governing; funding for public libraries pertaining to the use of for-profit companies in administration and operation of such libraries; and, (3) based upon the findings, to provide policy options, if any, for improving public library service for consideration by the Legislature. Background During the 2001 Legislative Session, several changes were proposed to s. '257.17, F.S., relating to eligibility of public libraries forreceipt of operating grants under State Aid to Libraries. Some changes did pass in CS/HB 337, 1st Eng, (Ch. 2001-263, LOF), including requiring the Division of Library and Information Services of the Department of State to review the State Aid to Libraries program and submit a report on needed revisions to encourage and improve the delivery of free library service to all state residents. Also, the report is to examine the feasibility of municipalities and county designated single administrative units forming public library cooperatives through interlocal agreements for the purpose of extending library service to residents of both legal service areas. The final report is due to the Legislature by January 2, 2002. An amendment was adopted in the Senate Governmental Oversight and Productivity Committee to SB 1010, the companion to CS/HB 337, that prohibited the denial of an "operating grant, or any other state or federal aid, to an eligible political subdivision solely because the functions of the library's single administrative head, or any other library services, are contracted to a private, for-profit firm." Although this language was not included m the final Senate version, nor in the bill that became law, the language raised questions among legislators and those in the library field concerning the meaning and impact of such language on the State Aid to Libraries program if it were to be brought forward in the future. Since neither the issue of "privatization" of public libraries nor the issue of state funding of "privatized" public libraries, as it was referred to, was discussed in any committee of the House of Representatives, Tourism Committee staff was directed to do an interim report providing legislators with information on the issues. i • State Aid to Libraries Program: What is it? Chapter 257, F.S., is the statute governing library operation and funding. The Division of Library and Information Services in the Department of State is the state agency responsible for the implementation of the chapter and the administration of the grants established thereunder. The State Aid to Libraries grant program (State Aid), established in 1961, is a statutory, formula -based aid and incentive program to assist in the establishment and development of library services in all counties. It is designed to encourage counties to provide free library service to their residents and to provide finding to support that service.' At the time of its inception, counties were determined to be the political subdivisions most suited to provide library services because 43% ofFloridians,lived in unincorporated areas. In 1999, the percentage living in unincorporated had grown to 51%. Grant formulas for State Aid are based largely on local fund. iwested in library service. The more local money spent on library services, the higher the grants earned under the State Aid to Libraries program. State Aid is composed of the Following grants for which libraries may apply: "operating grants," used for any open purpose by a local public library; "multicounty librury grants," used as an incentive to link a number of poorer, rural county libraries together and provide a solid base for library services in the area; "equalization grants," awarded to the poorer counties; based on ability to tax, effort, and need when compared with the rest of the state; and "establishment grants, "used for establishment of library services m qualifying areas. In order for a library to receive funding under any of the State Aid grants, it must first qualify For an operating grant.2 All 67 counties participate and receive State Aid. The structure for receipt of that funding is dictated by s. 257.17,, F.S. Departmental rules, which include State Aid guidelines and application requirements, further dictate requirements for operation. There are basically three structures: consolidated county public library, county public library cooperative, and multicounty library cooperative.3 The funding for State Aid in FY 2001-2002 is $32.4 million.. All other federal and state grants to libraries in Florida equal less than half of the State Aid funding. Methodology In order to answer the question. concerning Florida's requirements regarding eligibility for State Aid to Libraries, Committee staff reviewed Florida Taw and rules governing eligibility for state funding of public libraries as well as Department of State and Joint Ch. 61-402, L.O.F. 2 The State Aid to Libraries grant program is set forth in ss. 257.14-257.25, F.S. For a detailed explanation of eligibility for State Aid and the awand process see Appendix A and pp. 47-55 of the report. 3 For more details on these structures see Appendix B and pp. 45-55 of the report, Florida Laws and Rules Governing Establishment and Funding of Public Libraries. ii • • Administrative Procedures Committee (JAPC) correspondence on departmental rules governing such eligibility. Staff reviewed samples of reports and documentation required of public libraries or library systems applying for and receiving state funding through the State Aid to Libraries program. Federal laws were reviewed to determine if there are any relevant funding restrictions. Additionally, staff spoke with the Director of the Division of Library and Information Services of the Department of State and the Bureau Chief of the division's Bureau of Library Development concerning state and federal funding, laws, rules, and guidelines relating to public libraries. In order to answer questions concerning the terms "privatization," "outsourcing„ " and "contracting" and the use of private, for-profit companies to administer and/or operate a public library, committee staff did the following: • Reviewed literature. • Reviewed library laws of California, New Jersey, North Dakota, and Texas. • Interviewed key persons involved with public libraries that are administered and/or operated by a private, for-profit company. • Reviewed contracts for public library administration and management between each local government and private, for-profit company. • Interviewed State Librarians in New Jersey, North Dakota, and Texas. • Interviewed Librarian for Los Angeles County Library. • Received information and reports from Library Systems & Services, Inc. (LSSI), a private, for-profit company that administers and/or operates public libraries, through telephone requests and a meeting with representatives of LSSI and House and Senate staff • Spoke with Florida's State Librarian and the State Library Council. Findings Privatization. Outsourcing. Contracting —A question of definition In both the literature and in discussions with persons in Florida and in other states, three terms are used to describe what happens when a for-profit company is used to administer or operate a public library: "privatization," "outsourcing," and "contracting. " Sometimes these are used interchangeably. Other times there are specific distinctions used to provide definitional parameters. However, there is disagreement on the distinctions. Because of this, it is difficult to use these terms without first understanding how the person to whom you are speaking defines them as they relate to the library and its relationship with the local governmental entity and the for-profit company and to the governmental entity's relationship with the company and the library. Additionally, the iii • • word "privatization" is often used to evoke images of past experiences with privatized services and is often equated with poorservice, lack of accountability, and loss of public input and control.4 Simply defined according to Black's Law Dictionary, a contract is "an agreement between two or mode persons which dates an obligation to do or not to do a particular thing."5 All three terms, involve a contractual arrangement. The types of functions involved in the contract, the transfer ofproperty, and the degree of decision-making control appear to be the defining factors as to the classification of the contract with regard to public libraries.. There are 12 statutory definitions in Florida law for what constitutes a contract, however, each is very narrowly drawn to the specific area of law and often the word contract is used to define the term contract' There is no defmition in Florida law for "outsourcing' or "privatization." With regard to libraries, there are no contracting or outsourcing prohibitions for an eligible political subdivision under s. 25717, F.S. Woven into distinguishing "contracting" "outsourcing," and "privatization," are the issues of what constitutes a "core library service," who should control or manage those core services, and how can such control and management be exercised. These are viewed by some as the crs of questions relating to function and decision making. Core services are considered those activities defmingthe profession of librarianship. These are such things as collection development and organization; gathering and providing information; making the collection accessible to library users, and oversight and management of such. It should be noted, however, that there is not universal agreement on core library services nor on what core services should not be contracted out to another entity. The American Library Association's (ALA) Outsourcing Task Force defined "privatization" as shifting policy making and management of library services or responsibility for the performance of core library services in their entirety, from the public sector to the private sector.' "Outsourcing" is broadly defined in literature as contracting out functions that would otherwise be performed by library employees either because they chose not to perform the function or do not have the ability to provide what is needed. Public libraries outsource many functions to private, for-profit companies. Some of these functions might be considered "core". Management and operations of libraries are contracted or outsourced to private, nonprofit companies or organizations. Only seven public libraries, however, are spoken about as being privatized. These libraries have contracted or outsourced the management and operations of their libraries to a private, ° See Appendix F, Florida Public Libraries &Privatization - A Guide for Florida LibraryBoards and Friends, September 2000, prepared by the Division of Leary and Information Services, Department of State. 5 Black's Law Dictionary, (6th ed.), 1993. 322-326. 6 See ss. 420.503, 520.02, 520.31, 520.61, 5593902, 559.927, 671.201, 672.106, 668.50, 713.01, 721.05, and 766.1115, F.S. 7 Outsourcing and Privatization in American Libraries: Report of the ALA Outsourcing Task Force, 1998- 99 Council Document #24, American Library Association. 1999a. iv • for-profit company. According to the Tourism Committee survey responses, none of these seven consider themselves to be privatized but consider that they have outsourced certain functions or have contracted for specified services. A study prepared for the ALA in 2000 defined "privatization" as contracting out for services in a way that shifts control over policies for library collections and services from the public to the private sector. Based upon that definition, the study concluded that there were no privatized public libraries. All of the communities surveyed for the study concurred with this definitions Florida Library Law, Rules and Funding Compared to Stales Surveyed In Florida, the establishment, governance, staffing, operation, and local funding for public libraries are left to the county, municipality, or special district choosing to establish such a library. There are no requirements in Florida law for that nor for library directors to have specified degrees or experience. This, however, is not the case when state assistance is provided. Under the State Aid to Libraries program, library structure is directed to a statutorily established model for county structures to which municipalities must belong in order to receive any assistance.9 Levels oflocal funding and match participation are provided statutorily for the various grants under State Aid. Florida law broadly gives authority to the Division of Library and Information Services to establish "reasonable and pertinent operating standards under which libraries will be eligible to receive state moneys." These policies, which are in the grant guidelines adopted by reference in the Florida Administrative Code, dictate additional structural, administrative, and operational standards (hours of operation, etc.) as well as specific educational and experience requirements for the single administrative head of the public library or library system. Other state grants to libraries, such as the construction and multitype library, are available to a wider variety of library structures permitted in law. Matching requirements are provided in law. These grants are also governed operationally by rule. The state literacy grant is completely governed by guidelines adopted in the Florida Administrative Code. Under Florida rules governing State Aid to Libraries, questions were posed in March 2000 regarding whether or not the rules prohibited receipt of such assistance if a local government contracted with a private, for-profit company to provide library management and day-to-day operation of a library and upon what statutory authority was such a presumption based. In April 2000, the Department of State took the position that this was the case and cited broad statutory authority and opinions of the Division of Library and Information Services as the basis of the opinion. The Joint Administrative Procedures Committee (JAPC) continued to question the response especially when the new State Aid guidelines were to be adopted through the rule process. On August 23, 2001, the director BRobert S. Martin, Ph.D., et al., The Impact of Outsourcing and Privatization On Library Services and Management: A Study for the American Library Association (Texas Woman's University School of Library and Information Studies, June 2000), 3-4 and 53-55. 9 The only exception to this is the City of Hialeah that is a time limited exception created in s. 257.17(4), F.S. v • • of the Division of Library and Information Services responded that the rule would not preclude an eligible public entity contracting with a for-profit company "provided the entity hired the single administrative head for the liluary." Itshould be noted that the law is not specific on this point; it merely states that there will be a single administrative head. Additionally, the State Aid guidelines referred to state that the entity can "hire or designate" the single administrative head. It is questionable as to what statutory authority or rationale requires this distinction when a government chooses to use a for-profit company versus a nonprofit. This appears to be a conflict that needs resolution.10 The states of California, New Jersey, North Dakota, and Texas are very explicit in their laws concerning local governmental creation, organization, administration, staffing, and required local funding for public libraries. The relationships between local governmental entities, i.e., counties, municipalities, and library boards of trustees or library commissions, are specifically provided. With the exception of North Dakota, state law requires that the librarian be certified as holding a specified educational degree. In New Jersey, there are different specifications for different levels of librarians. Likewise, the administrative codes in some of the states are extremely detailed in the requirements for operational standards, staffing levels and qualifications, and collection size and maintenance. Receipt of state funding in these states is primarily dependent upon meeting the establishment requirements of the respective laws, including a designated funding source, and providing evidence of maintenance of effort. Each state requires reports to be provided to the respective state office responsible for administering the funding. Receipt of state funding is not limited to county structures in these states. In fact, in 1997, California changed its law to allow "general law" cities to opt out of a county library system and be eligible for state assistance. Federal Law and Funding Pertaining to Public Libraries There is nothing in the federal law or rules that prohibits federal funds being used by libraries that outsource their management and day-to-day operation to a private, for-profit vendor. This was borne out in the reviews of the areas where such outsourcing has occurred. Privatization of Public Library Management and Operations: Survey Findings Currently, the only areas of the country that have contracted with a private, for-profit company to provide the day-to-day operations and management of their public libraries are: Riverside County, Calabasas and Hemet, California; Jersey City and Linden, New Jersey; Fargo, North Dakota; and Lancaster, Texas." These contractual arrangements are I° For more in-depth discussion on this issue, see "Questions on State Aid Rules: Prohibition of Private Sector Library Management & Operation?" on pp. 53-55 ofthe report. Effective December 31, 2001, the contract between Jersey City, New Jersey and LSSI will be officially terminated; however, all LSSI staff left the library by the end of November. The newly elected mayor had vi • • still relatively new with the earliest having been signed in June 1997 and the latest being signed in July 2001. Each of these has contracted with Library Systems & Services, LLC (LSSI) of Germantown, Maryland. At this time, LSSI is the only company that provides complete management and day-to-day operation ofpublic libraries and library systems. The company has 20 years experience in providing services to corporate, educational, federal, and public 1fraries.E2 The selection process of the vendor differed in the different areas surveyed. Am issue raised by those surveyed was the lack of competition for a vendor to contract for such needs; however, none expressed dissatisfaction with the services provided byISSI. The persons surveyed in these communities repeatedly stated that they have not privatized their library systems but have only outsourced or contracted with a vendor for specific services: day-to-day operation and management of a public library or library system. Some even referred to these as "contracts for consultant services." There are a wide variety of specific requirements relating to library operation and management that are delineated in the contracts between the respective public governing entity and the private, for-profit company. These contract provisions play a part in the position on privatization. The reasons for the position are consist'int with all interviewed: 1. The kcal governing body (county, municipality, library board of trustees, or combination of municipality and library board or library commission) controls all policy decisions relating to the library operation. 2. Contracts and their addenda provide specific requirements for service and performance for a specified amount of funding. 3. Budget decisions remain with the local gowning body. 4. All state funding, receipt of federal grant finds, and donations from the private sector go to the governing body. 5. All materials, equipment, automated systems, bookmobiles, buildings, etc., purchased for use by the library belong to the library and the local governing body. 6. The contract is time limited. Riverside County, Calabasas, and Lancaster libraries are staffed by the vendor with varying degrees of oversight and control by the local governing body. The other areas are primarily staffed with employees of the local governing body. These people are governed bythe civil service requirements of the area and ultimately answer to the governing body. Pursuant to the contracts, a local governing body's right of refusal or ability to remove management staff brought into the libraries by the vendor varies. promised to brag outsourced services back under the city. With the new mayor's change in the composition of the Library Board, the Board voted to cancel the recently signed contract renewal. 12 Library professionals compose 25% of LSSI staff. Its contracts range from outsourcing of selected tasks, e.g. streamlining functions, managing electronic resources, and technical services, to managing complete operations. LSSI is not a book wholesaler or vendor of products. Its corporate partner, Follett, serves over 30,000 libraries, operates over 850 college bookstores, and is known for its inventory of K-12 materials. vii • According to those surveyed, however, all indicated the ability to require removal and replacement of management staff. As with any decision to contract out services that have histaricallybcen handled in-house or by another governmental entity, there are extenuating circumstances leading to that decision: quality of management; level and quality of library service; special needs to be met for which no expertise exists in the current system; funding levels; control issues; time constraints for action; and desperation. These issues were found to be motivating factors in the areas that have outsourced their public library managpment and operation. Some of the areas described their public library or librarysystem as being in desperate need of assistance. All of the public library systems had multiple problems requiring immediate, intensive action. Below are reasons for outsourcing as contracting provided by those areas surveyed. Riverside County: structure; lack of control; governance; funding problems; level of service provided; 6months.to find someone to run and staff the county librarysystem Calabasas: lack of control over management ofresources and services; unhappy with level of service for money provided to county; patron complaints; poor quality of collection Hemet: inabilityio find a qualified library dii+ector; need for special assistance in planning for move into a much larger library facility and in assessing current and future needs Jersey City: substantial automation needs with no in-house expertise; concerns with overall management and conditions of the library; resistance to change old methods; communities needs were not being served by the library; lack of staff training communication problems between library staff and the Library Board of Trustees Linden: poor management by library director; seemingly uncooperative director; library stagnant in movement toward automation and new ways of doing things to provide better service to patrons --no apparent in-house ability; problems with staffwork and attitudes (staff training); poor conditions of facilities; no expertise in aggressively seeking fimding Fargo: poor library management; difficulty in recruitment of library director; alienation of library staff by earlier directors; lack of senior leadership for six months; quality of service to patrons had been diminished over time; need for technology and grants writing expertise Lancaster: " loss of library director; insufficient staff with expertise to manage or staff newly constructed library; significant decrease in funding for library viii • • All of the persons surveyed and any studies done on contract performance indicated that the outsourcing had proven to be beneficial and that performance requirements outlined in the contracts were being met, if not exceeded. The outside timeframe for continuation of outsourcing of management and day-to-day operation of a public library varied from community to community and sometimes among those surveyed in a community. In Riverside County, there is no indication of ending the contract; however, the county has required the County Librarian to prepare a report on the options for library services in the future. The City of Calabasas contemplates the city taking over the management and operation of the library in four to six years. The City of Hemet will be ending its second year of its contract in December 2001 but has the option for a third year. There was no indication of whether the contract would be extended or for how long. Those interviewed in Jersey City indicated that the contract should be continued for six to eight years with control of the library being returned to the city then after all the plans had been implemented. It was also mentioned that there was a possibility that the contract would be terminated before then because of the election of a new mayor who did not favor outsourcing of library services.13 In Linden, there was an indication that at some point in the future things would go back to the city but no exact time was given. In Fargo, there was a split perception with one no longer viewing the contract as short-term and the other indicating that at some point in the future it would be turned back over to the city.'4 For Lancaster, there was no indication of any timeframe since they are just beginning their contract with LSSI.15 Positions on Outsourcing Management and Operation of Public Libraries Positions on outsourcing to a for-profit company run the gamut from opposition to any shift of management oversight from the public to the private for-profit sector because it is not in the best interests of the state residents to supporting local government choice to do so if the people will be better served and will be provided good, quality library service that will meet their needs.16 The Division of Library and Information Services in the Department of State has stated that "separating management and operations of the public library from public management would lead to loss of citizen input in library decision making and loss of community support." In other division documents prepared and distributed to Library Boards and Friends, outsourcing or contracting for incidental services from the for-profit sector was acceptable; but, going further could reduce government accountability, quality of service, citizen input, loss of publicly employed library director as a leader and advocate, and possible loss of state and federal funding. 13 Mayor Glenn Cunningham moved toward termination of the contract with LSSI. On November 14, 2001, at a special council meeting the mayor presented a resolution to end the contract. At the end of November 2001, LSSI staf were to have left the library. 14 The person interviewed who contemplated the return to the city also hoped this would happen with the LSSI library director remaining as the director. There are time prohibitions in contracts regarding the hiring of LSSI staff. This is standard for all the contracts reviewed. 15 For detailed information on contract performance, see Surveys of Other State Experiences on pp. 10-45 of the report. 16 The first is that of the American Library Association and the Florida Library Association. The second comment is that of the County Librarian for Los Angeles County Public Library. ix • • Currently, the division in its position on the requirements for State Aid has changed its position on management and operation outsourcing under certain circumstances.17 The positions in opposition to outsourcing seem to be stronger among professional associations. However, even with this there are some caveats to opposition. Also, the opposition seems to be based on the presumption that outsourcing is relinquishment of all management oversight and policy control as well as loss of all library staff and citizen input. From the surveys of other states and the review of those contracts, this does not appear to be the case.. Many perceived problems could be handled through adequate pre- planning and analysis of the library and community and contract provisions that will ensure the needs of the citizens, the control of the library policy, and performance measurements. Conclusions The following is a listing of some of the conclusions drawn from the findings of the research. • The lack of an accepted definition of `outsourcing" and "privatization" and the inconsistency in the use of these terms creates confusion among all affected parties: state and local governments, library users, library professionals, library Friends and volunteers, and vendors. The interpretation or definition of the terms "outsourcing" and "privatization" are most often linked to the personal or professional biases of those using the terms. For public libraries this is exacerbated by the fact that elements used in the definitions such as "core services" are not universally agreed to by persons in the field. • When policy and budget control and property ownership rests with a governmental entity, there is no privatization but only contracting out for services or outsourcing. Therefore, it can be concluded that there are no public libraries in the country that are privatized. • Outsourcing the management and day-to-day operation of a public library is not something that is sought for a library that can readily solve its own problems, but rather for a library with multiple problem issues that cannot be solved in-house and there is the need for immediate action. The individual local government must be the entity to determine if its needs are such that outsourcing is required to provide better library service to its citizens, and library patrons. 17 For more detail, see pp. 53-55 of the report. x • • • Contracts should not be altered into to cut funding and library services but for the continuation of current level or improved level of services through efficiencies in budgeting and automatics achieved through contract with a vendor. • Outsourcing of library management of public libraries to private, for-profit companies is relatively new and there is currently no competition in vendor selection; therefore, local governments would benefit from the experiences of other areas that have contracted for such services. Model contracts should be developed and providedio local governments, upon request, forthem to use and technical assistance should be offered to assist them in tailoring a contract to meet the library service needs of the community. Contracts should contain elements to ensure local government control, improved library service, meeting of needs specific to the community, and measurable performance outcomes. By doing this, concerns raised in position statements and issues raised by OPPAGA in an overall study on contracting with the private sector would be addressed. • Local governments would also benefit from a toolkit of information to use in evaluating its library services and systems to determine if outsourcing is a viable tool for them. Checklists already available in library literature could be shared with the governments ormodified to fit Florida -specific needs. See Appendix G for an example of such a checklist • In essence, an overall conclusion on contracting for management and day-to-day operation of a public library is that the quality of the preliminary. analysis leading to the decision to contract, the commitment of the responsible public entities to library services and the need to contract, the attention to contract detail, the experience of the contract manager(s), and the oversight of contract performance are essential to the success of this type of contracting with a private vendor to ensure continued or enhanced community support. • There are no prohibitions for receipt of state or federal assistance by a governmental entity that outsources the management or day-to-day operations of its public library or library system to a private, for-profit company. Local governmental decisions on such matters are clearly left to the local government. • Local governmental entities and libraries have been informed by the Department of State that they would not be eligible for funding under State Aid or that it was questionable if they would be eligible for such aid or for federal assistance if they outsourced the management or day-to-day operations of their public libraries. This has created confusion among local governmental entities and the library community and has limited the options of local government for provision of library services. The department has recently changed its position, noted in its response to JAPC on page 55 of the report, to state that such libraries are eligible for funding, if certain requirements are met. In order to alleviate any continued confusion because of the earlier position and the current one, the department should notify these entities of the change in position that has recently occurred. xi • • • The State Aid to Libraries Grant Guidelines and Application, adopted by reference in the Florida Administrative Code, require further examination to determine if certain provisions should be in law and not rule and to determine if current interpretations of requirements for the use of a for-profit company for library management and operation are soundly based on law. In summary, true privatization does not exist in the management and operation of public libraries, only outsourcing under contract with a governmental entity. The fear of privatization and the distrust of for-profit companies in a service area coupled with the lack of information about what has happened in other states and the fear of loss of State Aid and federal assistance has made this option unavailable to local governments in Florida in the past. With the study on State Aid required under CS/HB 337 due to the Legislature no later than January 2, 2002, some issues concerning existing required structures for library service delivery will be addressed including recommendations for statutory modification. The final and overarching conclusion of the report is that the provision of good, quality free library services to the greatest number of people in our incorporated and unincorporated areas should be the goal of the state's financial assistance program and not the structure nor the method of management and operation. Policy Options Based upon the background leading to the report development, fmdings of the research efforts, and the conclusions reached from those findings, the following options are presented for consideration. • Review the Department of State's report on State Aid structure and fimding that is required to be presented to the Legislature no later than January 2, 2002, to determine what recommendations for action should be addressed this Session that could give local governments greater operational options in order to improve library services. • Review the final State Aid to Libraries Grant Guidelines and Application to determine the clarity of the language regarding the use of private, for-profit companies to provide public library management through contract with an eligible political entity and make recommendations as determined needed. • Instruct the Division of Library and Information Services, in order to alleviate any local confusion, to notify local governments, public Libraries, library boards, and Friends about the eligibility for receipt of state and: federal assistance if library management and day-to-day operation is outsourced to a private, for-profit company. xii • Consider the need for clarification in law regarding those issues in rules that other states require statutorily, e.g., librarian certification, and those that have needed clarification over the recent past, e.g., the use of for-profit companies by local governments to manage public libraries. • Define the terms "outsourcing" and "privatization" to provide for a consistent understanding of those terms as they relate to public libraries and to alleviate confusion among local governments, library professionals, library Friends and volunteers, and library patrons. • Direct the Division of Library and Information Services, either in-house or through contract, to develop checklists, guidelines, and model contracts to aid librarians and local governments in making decisions about outsourcing of library services. In the preparation of material related to management and operation outsourcing, the division should be directed to work with those communities in other states that have outsourced such functions to determine needed elements in contracts and in what elements need to be considered prior to such outsourcing and in preparation for terminating such outsourcing contracts. • Direct staff to continue to monitor the outsourcing of public library management and operations in other states to determine the long-term effects of these outsourcing efforts and the implications for public libraries in Florida. • Direct staff to follow any efforts in Florida to outsource the management or operation of public libraries and report on such efforts. • February 28, 2002 Honorable Mayor and Members of the Hermosa Beach City Council • Adjourned Regular Meeting of March 4, 2002 COSTS FOR BUILDING NEEDS ASSESSMENTS — POLICE DEPARTMENT AND CITY YARD The City Council, at its, meeting of February 12, 2002, directed staff to include an item for discussion on the cost of doing Building Needs Assessments for the Police Department, City Yard and Community Center. I asked the firm that had just completed the Fire Station study to provide me with a rough estimate of what would be involved in doing these other buildings. Mary McGrath was able to provide costs for the Police Station and City Yard_ The information is attached_ Respectfully submitted, Stephen R. Burrell City Manager Russell Tingley • • Page 1 of 1 From: "McGrath, Mary C." cgrath@rrmdesign.com> To: "'Russell Tingley'" <rtingley©hermosabch.org> Cc: "Winslow, Suzanne DV' cSDWinslow@rrmdesign.com> Sent: Sunday, February 24;,21J02 5:53 PM Attach: Hermosa Beach draftt.proposal - police.doc; mm -Hermosa beach Yard.doc Subject: Needs Assessment P.pa:sal drafts Hi Chief. Thanks for your voice mails. In the mad rush that is always a part of going on vacation I managed to prepared two VERY draft proposal outlines for Steve to use in presentation to the Council. The two that I was able to complete are the police study and the Yard study draft. The fee ranges are broad but give an idea of the range of costs. The auditorium is much more difficult to predict. The fee for that assessment will depend on the number of user groups that would be involved in the assessment. It would include a similar scope as the yard only with many more interviews and public meetings. The use study could costs around $30,000 to $3 5,000 and a structural assessment ofthat building could cost between $10,000 to $15,000. Also, we completed a civic center (city hall) assessment for a city the size of Hermosa Beach for about $25,000 including space arrangement studies and cost estimating. I Dope this assists in establishing a ball park estimate and scope for these types of projects. I will return on March 4th and will call Steve to check is If you could please forward this to him I would be grateful. Thanks Mary Mary C. McGrath, AIA RRM Design Group 3765 S. Higuera, Suite 102 «HHermosa Beach draft proposal - police.doc» «mm -Hermosa beach Yard.doc» San Luis Obispo, CA 93401 ph. 805.543.1794 Ext. 213 2/25/2002 • • PROPOSAL FOR SPACE NEEDS ASSESSMENT STUDY FOR POLICE DEPARTMENT City of Hermosa Beach WORK SCOPES AND FEES POLICE DEPARTMENT NEEDS ASSESSMENT A. Project Understanding The Space Needs Assessment will be prepared by RRM Design Group with input from the Police Department and City administrative staff. In addition RRM proposes tb consult with technical specialists in Police Department operations and space needs_ Both administration and operations will be evaluated. The document will contain the following: • Space needs outline • Component diagrams (a graphic representation of selected spaces) Equipment and Furnishings survey • A site arrangement study examining the site requirements for a new police station Police facility projected budget B. Scope Of Work TASK 1: ORIENTATION TASK 1.1: Orientation and Start -Up User Team Meet with the City and Police Department team to review and define the City/Police Department/Consultant Team structure; refine and review the general scope of work; establish user project goals and objectives; identify base information available for consultant use; and review and establish the needs assessment study milestones and schedule. Deliverables: • A refined work plan delineating each task to be completed, describing its scope, content and due date Items and action required of City: • Meeting attendance by core team • Draft goals and objective for discussion • Establish a Core Planning Team/Working Group within the Police Department RRM Design Group • • PROPOSAL FOR SPACE NEEDS ASSESSMENT STUDY FOR POLICE DEPARTMENT City of Hermosa Beach TASK 1.2: Review Existing Material and Prior Studies Organize all appropriate and pertinent previously completed work by others; define overall planning framework for this study; and confirm any additional data required. Collect and review the Police Department's current materials including but not limited to the list below. Items and action required of City: • Organizational charts; previouslycompleted studies; Police Department annual reports plans of existing Police facilities TASK 2: ANALYZE CURRENT AND FUTURE FACILITY NEEDS TASK 2.1: Interviews/Meetings with Police Department Representatives Over approximately 1 day, meet with Police Department representatives to review the project objectives, interview approximately five to six different groups of Police Department representatives from all pertinent Police Department functions within Administration, Operations, Investigations, and Support Services. Clarify the space, functional and technical needs of all Police Department units/bureaus. Compare projected needs with benchmarks for police facilities in other communities with similar demographics. Deliverables: • Benchmark analysis for similar police facilities Items and action required of City: • Attendance by key staff at pertinent meetings TASK 2.2 Review of Existing Police Department Spaces Visit the existing facilities, discuss functions with command staff, photograph existing conditions, define operational deficiencies and review available existing building plans. Establish an understanding of the current space, functions, operational relationships, space standards, equipment, technology, parking and other issues that define how the Department currently functions. Deliverables: • Memorandum to summarize essential observations Items and action required of City: • Guided tour of existing facility TASK 2.3: Review Input and Follow -Up Interviews Develop follow-up questions to further clarify the space, functional and technical needs of all Police Department units/bureaus. Issues to follow-up and confirm include staffing projections, operational procedures, service delivery options, technical/technology changes and other organizational changes. RRM Design Group 1 • • PROPOSAL FOR SPACE NEEDS ASSESSMENT STUDY FOR POLICE DEPARTMENT City of Hermosa Beach Items and action required of City: • Attendance by key staff at pertinent meetings — one (1) minimum TASK 2.4: Develop Space Standards, Space Lists, and Equipment Lists Establish appropriate space standards for each personnel classification and job description and for each ancillary item requiring space. Survey existing office and space standards within the Police Department and other City facilities. Develop space lists that are based on staffing, space standards, equipment requirements, and space needs identified in interviews. Develop equipment lists to assure all space and technological requirements are identified. Deliverables: • Space standards that will be incorporated Fnto the Architectural Program • Space lists and total facility requirements • Equipment & Furnishings lists Items and action required of City: • Review of space standards, space lists, furniture and equipment lists TASK 2.5: Component Diagrams A key to determining area requirements will be the completion of component designs that are based on the space standards identified above, and space needs for the departments personnel and visitors. We wi:ili prepare diagrams for each operational unit/bureau to describe the current and proposed relationship of the spaces. We will also include diagrams that describe alternative organizational/service delivery approaches. These diagrams will be created from interviews, questionnaires and existing facility evaluation. Deliverables: • Component Diagrams Items and action required of City: • Review of above deliverables TASK 2.6.1: Develop Draft Space Program RRM will prepare a draft of the documentation of the planning, operational and space requirements for the Police Department Facility. This will be a draft written and tabular report documenting the Police Department's space needs for staff and ancillary areas. The draft will include functional/technical requirements, component diagrams, tabulation of current/future space requirements, parking requirements, and any other special requirements. We will submit sections of the preliminary draft document for review by the Police Department to verify the accuracy of the information collected and to allow each unit/bureau to evaluate the implications of their needs and operational plans. We will then meet with the City/Police Department representative to review the draft. RRM Design Group 2 • • PROPOSAL FOR SPACE NEEDS ASSESSMENT STUDY FOR POLICE DEPARTMENT • City of Hermasa Beach Deliverables: • Submit Draft Architectural Program for CPolice Department review and comment • One (1) Meeting with Staff to Evaluate Program Items and action required of City: • Review Draft Architectural Program • One (1) Meeting with Architect TASK 2.6.2: Final Architectural Program Prepare the final written and tabular report documenting the Police Department's space needs for staff and ancillary spaces incorporating the prior comments_ Meet with the City/Police Department to review the Final Arcfritectural Program document. Deliverables: • Submit Final Architectural Program for City/Police Department review and comment • One (1) Meeting with Staff to Evaluate Program Items and action required of City: • Review Final Architectural Program • One (1) Meeting with Architect TASK 3: SITE ANALYSIS TASK 3.1: Work session / Site Requirements, Based on the Architectural Program, RRM will review minimum site requirements to accommodate project building requirements and the site requirements such as building footprint, visitor parking, secure staff and Police Department vehicle parking, service access, intake areas, and communications equipment. We will participate in a work session to review siting issues and Police Department criteria. The site analysis will be a graphic display of the site requirements. Site access and configuration are of particular interest with respect to how police vehicles circulate. Deliverables: • Site Requirements Plan • One (1) working meeting with the project development team to review site arrangement studies Items and action required of City: • Review Site Requirements Plan • Attendance by key staff at working meeting RRM Design Group 3 • i PROPOSAL FOR SPACE NEEDS ASSESSMENT STUDY' FOR POLICE DEPARTMENT City of Hermosa Beach TASK 4: PROJECT BUDGET TASK 4.1: Review and Input into Project Budget Based on the architectural program and assumed site requirements, provide review and input into the "total" project budget. The budget will incil,ide all known components of the overall cost. Working it conjunction with the Pace Department and other City representatives, the budget will be developed to include construction costs, professional fees, furnishings, permits. special inspections, moving costs, owner equipment, contingencies, and other City costs of the project. Deliverables: • Input into the projected project budget • One (1) working meeting with the project development team Items and action required of City: • Review Site analysis and arrangement studies • Attendance by key staff at working meeting TASK 5: CITY COUNCIL PRESENTATION Task 5.1: Presentation and Finalization City Council hearing to present report findings and project team recommendations. Receive direction from Council on direction to proceed.. Deliverables: • One (1) presentation at City Council (The fee proposal for this work ranges from $30,000 to $45,00.. Police needs assessment is more time consuming than fire because there are more user types to consider and many different functions. The higher range results if there is temporary holding and/or evidence processing and storage.) RRM Design Group 4 • • CITY OF HERMOSA City Yard Needs Assessment Draft Work Scope and Fee Schedule February 24, 2002 Tasks Typical Basic Services A. Site Visit, Key Personnel Interviews, As -built Review $ 2,500-3,500 B. Space Needs Outline and Equipment Listing $ 3,600-5,000 C. Site and Building Space Arrangement $ 3,600-5,000 D. Overall Project Budget $ 2,160-2,500 E. Presentation to City Man.:er $ 1,500-2,000 Total Fee: S13,360-18,000 • We suggest that you budget approximately $1,000 in addition to the above for reimbursable expenses associated with the project. This work scope assumes that there is only one building and that all key personnel can be interviewed in one day. This does not include structural evaluation or professional cost estimating. Structural evaluation can range between $4,000 to $6,000 depending on the size and complexity of the buildings. Professional cost estimating can cost between $1,200 and $2,400. • February 6, 2000 625 Monterey Blvd. Hermosa Beach, CA 90254 Hermosa Beach City Council 1315 Valley Dr. Hermosa Beach, CA 90254 Dear Councilmembers, f E_B 1 2002 I am writing to you about a matter which has irritated me(and perhaps you) for many years, the common practice of leaving advertising material attached to every available space on one's home and car. On any given day, I might find some promotional material stuck on my garage door, in the fence, jammed under the flag on the mailbox, under my windshield wiper, in the car door, onthe gate, etc., etc. Today I found a magnetic business card stuck to the side of my car and it was the last straw. Our neighborhoods are constantly being canvassed by persons of dubious citizenship and integrity, trespassing on private property, messing with our vehicles, and creating a public nuisance when their materials end up flying around as litter. While I feel for the plight of various purveyors of pizza, lawn care, yoga classes, maid services, and so forth; our private property should be off limits to such assaults. Let them mail me something or put an ad in the paper. I understand that current city law permits such advertising as long as the material is sufficiently affixed so as to not fall off. This is clearly unrealistic and insufficient. I urge you to please consider legislation to keep these people and their advertising off of our property and away from our vehicles. Thank you. Sincerely e(1 Allan Mason JAN -08-02 TUE 17-0 ISSNER-TBDTP 310 3 (bLtbr S FACSIMILE CSR SHEET AND ME&6AOS Total number of pages including this cover sheet 1 Date: TU 1-8-02 Time To: City Council, City of Hermosa Beach Fax: (310) 372-6186 Voice: (310) 318-0216 From: James Lissner, 2715 El Cleste, Hermosa Beach, CA 90254 Fax: (310) 376-2287 Voice: (310) 376-4626 Venue: PLEASE AIENDIBE FOR COUNCIL_MEETING OF 1-22 - 02. WRITTEN COMM. FROM THE PUBLIC Subject: AVAILABILITY OF COUNCIL PACKET DOCUMENTS ON CITY WEBSITE Councilmembers: Many of the monthly reports mentioned in your council agendas are only spottily available on-line. 1. The Treasurer's Report and the Znveobment Report are available the most often- They are available for 5 months of 2000 (Jan. thru April, and June) . In 2001, the Treasurer's Report is available for September, and both reports are available for October. The most recent reports, those covering November 2001, were presented at your 1-8-02 meeting but are not available on-line. 2. The Check Register for June of 2000 is available, but not for any months since then. 3. The Revenue and Expenditure Report has never been available. (Staff has explained to me that the computer system presently used to construct this report will not output a PDF file. They said that anew computer system, due in approximately 6 months, probably will have that capability.) 4. The police Activity Report is available for 3 months of 2000. (Feb. thru April) but not for any months since then_ Would you please make these reports available on-line? Doing so will save the paper, copying, and storage space expended for the hard copies presently distributed to yourselves, the library, the newspapers, and the Chamber. It will also make the information available to more members of the public. Sincerely,