HomeMy WebLinkAboutAgenda Packet - December 2, 1996 - CC{
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f• The Czty ofAzusa
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213 E. Foothill Blvd., P.O. Box 1395, Azusa, California 91702-1395
9'IFO%t (818) 812-5238
Henry Garcia
City Administrator
MEMORANDUM
TO: HONORABLE MAYOR AND CITY COUNCIL
AZUSA INNOVATIONS AND EFFICIENCY COMMITTEE
FROM: HENRY GARCIA, CITY ADNIIYi ISTRATO1(
DATE: DECEMBER 2, 1996
SUBJECT: AIEC REPORT
Enclosed you will find the responses to the AIEC recommendations.
I apologize for the delay in getting back to you however, the staff and I wanted to give each
recommendation thorough review.
You will see from each item that over 90% of the items are recommended for approval.
I look forward to seeing the committee Thursday, December 12, 1996.
HG/tc
cc: staff
. i
1
CITY OF AZUSA
FIVE YEAR FACILITY MAINTENANCE
MASTER PLAN
The City of Azusa holds the duty to maintain its facilities in which to provide the working
environment and the general public with the highest caliber of work performance and customer
service.
The information within, represents a working report of recommendations to maintain all City
facilities to the year 2002. The five year master plan identifies each City facility with a
description of purpose,year built, square footage,major improvements since 1990 and the five
year master plan.
City structures date back to1928, up to the most recent construction projects. The City of
Azusa's 37 individual facilities range from City Hall, department headquarters, service facilities
to snack bars. All City facilities combined total 193,486 square feet, compared to the 141,997
square footage prior to 1994, which equated to a 27.5% square footage increase within three
years.
It is the City's intent to comply with all State and Federal mandates and to compliment the
infrastructure of each facility for the future generations.
The facilities identified within this report are considered public facilities. There are other
facilities owned by the City that were acquired during the Azusa Valley Water Co. acquisition.
These facilities are not for public usage and are administrated by the Light& Water Department.
A second phase to this report will follow by the end of the 1996/97 fiscal year. The second phase
will provide a cost estimate to identify funds in which to implement each maintenance function.
CITY OF AZUSA
INVENTORY OF EVALUATION
FACILITY LOCATION YR. BUILT SQ. FT.
I. CIVIC CENTER COMPLEX 213 E. Foothill Blvd.
A. City Hall 1975 6,623
B. West Wing 1932 8,630
C. Auditorium 1928 4,460
Total 19,713
II. CIVIC CENTER PARK
A. Durrell House 740 N. Alameda Ave. 1987 4,042
(Azusa Historical Museum)
B. Barnes House 805 N. Dalton Ave. 1992 1,250
(Sister City)
C. Park Restroom 730 N. Alameda Ave. 1988 456
(Seasonal Recreation Facility) Total 5,748
III. POLICE DEPARTMENT 725 N. Alameda Ave. 1968 28,558
1V. SENIOR CENTER 740 N. Dalton Ave. 1984 15,743
V. CITY LIBRARY 729 N. Dalton Ave. 1958 18,500
VI. AZUSA WOMEN'S CLUB 1003 N. Azusa Ave. 1928 6,160
VII. BOY SCOUT HOUSE/ 1329 San Gabriel Blvd. 1969 3,920
EMERGENCY SERVICES (Alley)
VIII. LIGHT &WATER DEPT. 729 N. Azusa Ave. 1995 25,860
IX. CITY CORPORATE YARD 809 N. Angeleno Ave.
A. Light Construction Office 1967 2,288
B. Garage, Multilith& Warehouse 1967 7,200
C. Public Works Maintenance Facility 1970 6,320
Total 15,808
X. WATER MAINT. FACILITY 710 W. Gladstone
A. Offices 1996 2,800
B. Carports 1996 4,660
Total 7,460
XI. AZUSA TRANSIT FACILITY 850 W. 10th St. 1996 6,201 .�
XII. HEAD START 328 N. Orange Place
A. Office#1 1996 1,400
B. Office#2 1993 1,050
C. Classrooms (3) 1993 7,530
Total 9,580
XIII. RECREATION CENTER 320 N. Orange Place 1956 19,914
XIV.AQUATIC CENTER 1994 3,864
XV.MISC.FACILITIES Various Locations
A. Recreation Facilities 2,940
B. Snack Bars 3,160
C. Score Booths 240
D. Restrooms 1,287
TABLE OF CONTENTS
FACILITY PAGE
City Hall 1
Civic Auditorium 2
West Wing 3
City Library 4
Senior Center 5
Sister City House/Barnes House 6
Azusa Museum/Durrell House 7
Azusa Police Department 8
Azusa Light& Water Department 9
Azusa Women's Club 10
Boy Scout House/Emergency Services 11
Corporate Yard 12
Transportation Facilities 13
Recreation Center 14
Head Start 15
Aquatic Center 16
Water Maintenance Yard 17
Miscellaneous Facilities 18
The Azusa City Hall facility provides office space for Administration, the Mayor and Council,
Finance Department, City Clerk and Computer Services. The facility was constructed in 1975
•%., with a total of 6,623 square feet.
•
1. Major Improvements Since 1990
-Re-roof(flat roof portion)
-HVAC replacement
-Retro lighting installation
-A.D.A. front entry accessability
-Non-slip rubberized stairway
2. 5 Year Master Plan
-A.D.A. (restrooms and customer service)
-Earthquake replacement
- Carpet replacement
-Interior painting
-Exterior painting
- Seismic evaluation
- Structural evaluation
-Asbestos survey
-Fire sprinkler system
-Rain gutters
- Security system
`.- -Parking lot slurry
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The Azusa Civic Auditorium is primarily used for City Council meetings, employment testing
and Planning Commission meetings. This building was constructed in 1928, with a total square
\., footage of 4,460. The facility also incorporates the Credit Union.
1. Major Improvements Since 1990
Auditorium Credit Union
-HVAC unit replacement -HVAC replacement
- Carpeting - Complete renovation
- Stage drapes and window covering
-P.A. system
-A.D.A. (door entries)
2. 5 Year Master Plan
- Windows and door replacement -Interior painting
-Rain gutter replacement - Storage remodel
-Electrical upgrade
-A.D.A. (restrooms)
-Exterior painting
-Interior painting
-Earthquake gas shut-off valve
-Roof evaluations
- Structural evaluations
`• -Asbestos survey
- Seismic evaluation
- Carpet replacement
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STORAGE ROOM REMODEL
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The West Wing of City Hall provides public services from Human Resources, the
Redevelopment Agency, Community Development Department and Public Works. This facility
was constructed in 1932, with a total of 8,630 square feet.
1. Major Improvements Since 1990
-Retro fit lighting
-A.D.A. front entry access
- Partial roof replacement
-Employee lounge (kitchen)remodel
2. 5 Year Master Plan
-HVAC replacement(energy efficient)
- Security system
-Interior painting
- Exterior painting
- Carpet replacement
-Earthquake gas valve
-Roof evaluation
- Seismic evaluation
- Structural evaluation
-Asbestos survey
-A.D.A. (service counter)
-Fire sprinkler system
`.. -Remodel (interior)
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The Azusa Public Library provides resource materials for public usage. This facility was
constructed in 1958, with a total of 18,500 square feet.
1. Major Improvements Since 1990
- Lower level roof replacement
-HVAC replacements
- Carpet replacement
-Retro lighting installation
-Exterior painting
-Upper roof replacement
-Employee lounge (kitchen)remodel
- Security system
- Interior painting
- HVAC coil replacement
2. 5 Year Master Plan
- Upgrade electrical panel
- A.D.A. (restrooms and service counter)
-Interior painting
- Exterior painting
- Carpet replacement
- Window tinting
- Earthquake gas valve
- Seismic evaluation
- Structural evaluation
- Asbestos survey
- Remodel and upgrade
- Earthquake preparedness
- Fire sprinkler system
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CITY
LIBRARY
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The Senior Center provides services for citizens over 55 years of age. The facility was
constructed in 1984, with a total of 15,743 square feet.
1. Major Improvements Since 1990
- Wood floor replacement in dinning room
-A.D.A. (restrooms and north door entries)
-Exterior painting
-Interior painting
- Rain gutters
- Computer cable installation
-HVAC unit replacement
2. 5 Year Master Plan
-HVAC replacement(energy efficient)
- Carpet replacement
- Interior painting
-Exterior painting
- Parking lot slurry
-Earthquake gas valve
-Roof evaluation
- Structural evaluation
- Seismic evaluation
-Asbestos survey
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The Barnes House provides a meeting and function facility for the Sister City Committee.
Currently, one room is occupied by the Redevelopment Agency for the low income housing
program. The facility was restored in 1992, with a total of 1,250 square feet.
1. Major Improvements Since 1990
- Restoration
- Security system
-Telephone system
-Exterior painting
2. 5 Year Master Plan
-Interior painting
-Exterior painting
-Earthquake gas valve
- Parking lot slurry
-Fire sprinkler system
-Roof evaluation
- Structural evaluation
-Asbestos survey
- Seismic evaluation
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BARNES
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The Durrell House has been dedicated as the Azusa Historical Museum and operated by the
Historical Society. Public viewing is available weekly. This facility was restored in 1987, with a
total of 4,042 square feet.
1. Major Improvements Since 1990
- Second floor renovation
-Telephone system
- Security system
- Exterior painting
2. 5 Year Master Plan
-Earthquake gas valve
-Fire sprinkler system
-Interior painting
- Exterior painting
- Parking lot slurry
-Roof evaluation
- Structural evaluation
-Asbestos survey
- Seismic evaluation
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AZUSA
HISTORICAL
MUSEUM
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The Azusa Police Department facility provides headquarters for public safety to the residents of
Azusa. The Police facility was constructed in 1968. The expansion of the existing Police facility
to the old Light& Water Department, which was constructed in 1965 and the addition which will
connect the two existing facilities will total 28,558 square feet when completed.
1. 5 Year Master Plan
-Interior painting
-Exterior painting
-Parking lot slurry
- Earthquake gas valve
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AZUSA
POLICE
DEPARTMENT
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The Azusa Light and Water Department facility serves Azusa residents and neighboring
communities with electrical and water resources. This facility was constructed in 1995, with a
`, total of 25,860 square feet. This facility leases 10,000 square feet of the total square footage to
independent agencies.
1. Minor Improvements Since 1995
-Parking lot signage
-Mailbox installation
- Speed bumps
-A.D.A. (sidewalk ramp)
2. 5 Year Master Plan
-Parking lot completion
-Parking lot slurry
-Interior painting
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AZUSA
LIGHT
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WATER
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DEPARTMENT
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The Azusa Women's Club serves City and civic groups needs as well as rentals. This facility
was constructed in 1928, with a total of 6,160 square feet.
1. Major Improvements Since 1990
- Roof replacement
- Roof asbestos removal
-Interior painting
-A.D.A. (front walkway)
- Stage drapes and window covers
2. 5 Year Master Plan
-Earthquake gas valve
Fire sprinkler system
-Interior painting
- Exterior painting
-Parking lot slurry
- Structural evaluation
- Seismic evaluation
-Asbestos survey
-10-
AZUSA
WOMEN'S
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The Boy Scout House facility accommodates a troop of Boy Scouts and provides emergency
headquarters for area D. The Emergency Services operation is overseen by the Police
Department. The Boy Scout function is an outside organization operating under agreement with
the City. This facility was constructed in 1969, with a total of 3,920 square feet.
1. Major Improvements Since 1990
-Exterior Painting
-Front door entry replacement
- Security system
2. 5 Year Master Plan
- Earthquake gas valve
-Fire sprinkler system
-Parking lot renovation
-A.D.A. (restrooms)
-Remodel (interior)
-Asbestos survey
-Roof survey
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The Azusa Corporate Yard is home base for City maintenance functions and internal services.
Three departments operate from this multi-functional facility. The Finance Department oversees
the Multilith Room and Central Stores. The Light& Water Department operates its Electrical
Maintenance Division from this facility and the Public Works Department has four divisions
reporting to this facility. The construction of this facility commenced in 1967 and was
completed in 1970. All three facilities make up a total of 15,808 square feet.
1. Major Improvements Since 1990
- Interior painting
-Exterior painting
- Security system
- Loft construction
- Landscaping
- Parking lot construction
- Light facility remodel (interior)
- Information system cable installation
- Fuel tank monitoring system
2. 5 Year Master Plan
- Block wall installation
- Wash rack (recycle water system)
- Front security gate
-Parking lot slurry
-Interior painting
-Exterior painting
-Roof replacement
- Fire sprinkler system
- Earthquake gas valve
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CORPORATE
YARD
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The Transportation Site provides a central location for the Azusa Transit operation. This
division operates with Prop A and Prop B Funds and is administrated by the Community
Services Department. Completion of the Transit Site is scheduled for December of 1996. This
reconditioned facility of 6,201 square feet will require minimum capitol improvements within the
next five years.
1. 5 Year Plan
-Parking lot slurry
- Interior painting
- Exterior painting
-13-
AZUSA.
TRANSIT
SITE
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The Recreation Center provides primary offices for the Community Services Department. All
recreational functions are coordinated within this facility. The original building was constructed
\-' in 1956. Since then, two additions were constructed for a total of 19,914 square feet.
1. Major Improvements Since 1990
- Gymnasium renovation
-Retro lighting installation
- Hallway renovation
-A.D.A. front entry accessability
-Exterior painting
2. 5 year Master Plan
-HVAC replacement
- Interior painting
- Exterior painting
-Earthquake gas valve
- Seismic evaluation
- Structural evaluation
-Asbestos survey
-14-
AZUSA
RECREATION
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The Head Start facility is an educational facility for pre-school children. This public service is
funded by the State of California. This Division is administrated by the Community Services
�.- Department. Office space renovation and modular classroom placement was completed in 1993,
since then, additional modular office space was completed in 1996 for a total of 9,980 square
feet.
1. Major Improvements Since 1993
-Irrigation installation
-Modular office space
2. 5 Year Master Plan
- Security system
- Interior painting
-Exterior painting
-15-
HEAD
START
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The Aquatic Center provides recreational swimming to the public from June through September.
This function is coordinated by the Recreation Division of the Community Services Department.
The facility was constructed in 1994 with a total of 3,864 square feet.
1. Major Improvements Since 1994
- Solar water blanket
2. 5 Year Master Plan
- Security system
-Parking lot slurry
-Earthquake gas valve
- Interior painting
-16-
AZUSA
AQUATIC
CENTER
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2001/2002
The Water Maintenance Yard incorporates the Azusa Water and Azusa Valley Companies
maintenance operation. The Water Maintenance functions are administrated by the Light&
L-- Water Department. Completion of this facility is scheduled for December of 1996. Major
capitol improvements will be a minimum within the next five years. This facility has a total of
7,460 square feet.
1. 5 year Master Plan
-Interior painting
-Parking lot slurry
-Earthquake gas valve
•
-17-
AZUSA
WATER
MAINTENANCE
FACILITY
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The Miscellaneous facilities throughout the City include; park restrooms, park snack bars and
recreational facilities within the parks. All of the aforementioned are administrated by the
Community Services Department. All of the Miscellaneous facilities combined total 7,107
square feet.
1. Major Improvements Since 1990
- Interior painting
-Exterior painting
- Roof reconstruction
-Roof replacement
2. 5 Year Master Plan •
-Roof replacement(pre-fabricated metal)
-Interior painting
- Exterior painting
•
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Azusa Innovations & Efficiency Committee
Status Report on Recommendations
Observation 1: The City expends more than is necessary on paper, and preparation and handling of City
Council Agenda folders is time-consuming and cumbersome.
Recommendation 1: Transit information, agendas,manuals and minutes to their recipients on the
inter-departmental local area network(LAN). Maintain document files on the LAN to enable all
employees and/or the City Council to review them when and if necessary.
Response 1-Administration: Now that all Councilmembers are online E-Mail will facilitate the exchange
of reports, messages and other computer generated documents. The issue E-Mail and other electronic media
can not answer is the need for printed copies that Councilmembers may need in attending various meetings.
Changing the Council Agenda folder to an electronic document would only shift this burden of printing and
organization from the staff to the individual Councilmembers.
The City's local area network is in the process of maturing into its role as the central repository of all
electronic information. Many users are utilizing E-Mail for the purpose of scheduling meetings, transmitting
information and other files. Users are also increasingly using the file and printer sharing which is currently
available. Information Services staff are in the process of upgrading the City's network to NetWare 4.1 in
order to facilitate the central storage of information and enhance the ease with which files and other shared
resources are used between Departments. Additional user training sessions will be conducted in order to
help the users understand and use these tools.
TIMELINE: All Councilmembers have been connected to the City's E-Mail system. Internal network
enhancements and training will be ongoing through major upgrades to the network infrastructure are
planned for completion this budget year.
COST: Connection of Councilmembers does not incur any expense since all of the hardware is currently in
place. Upgrades to the City's network will require significant expenditures which will be budgeted for in
a multi-year plan. The MIS Committee is currently developing a multi-year plan during the Fall of 1996.
Costs will become clear as the plan becomes clear. The anticipated plan will be incorporated in the 1997/98
FY year budget.
Observation 2:The City of Azusa,like most local governments with aging infrastructure to maintain as well
as growing demands for social services, finds itself short-staffed. On the other hand,many long-time area
residents and business members have expertise that they want to contribute to the betterment of the City.
The City is losing out on this available "free" help.
Recommendation 2A: By organizing in the City Library a central clearinghouse for inventorying
and assigning volunteers,the work of every City Department would be enhanced, essentially at no
additional cost to the City.
1
Response 2A-Administration: The Library Director will coordinate the establishment of a Azusa Volunteer
Program (AVP). The primary elements to start-up the program will be:
1. Survey of departments to identify the needs that could be met by volunteers in terms of skills and
times needed
2. Widespread marketing of program, in print media(newspapers), electronic media(Internet), cable,
schools,flyers, etc.
3. Design and distribute "Volunteer Service Forms".
4. Create and maintain database to match departmental needs with volunteers available.
Various City departments currently use voluntary services of L.A. County Workfare Program; Court
Referral Program; Azusa Unified School District Career Intern Program; East San Gabriel Valley
Consortium, and community volunteers.
TIMELINE: The program creation will begin July 1, 1997 and is anticipated to take 3-6 months before
volunteers could begin service at the City.
COST: Creation of program materials, such as surveys,forms, and marketing is estimated to cost below
$1,000. The Library Director will assign existing staff to assist with start-up of program. The goal of the
program will be to have volunteers run the Azusa Volunteer Program under the guidance of the Library
Director.
Recommendation 2B: Hire and pay(at minimum wage) interested,motivated students from local
universities to serve as interns. They are an inexpensive source of assistance.
•
Response 2B-Administration: The Human Resources Department will create the guidelines of an Azusa
Internship Program which will hire students at minimum wage for an established time period It is essential
for the program to allow a student sufficient time to complete necessary work objectives, therefore it is
anticipated that a minimum of 120 hours of work would be required for the internship program. The Human
Resources Department will coordinate the creation and implementation of the Internship Program with local
universities. The option of working for academic credit will also be considered One issue that will need
to be clarified will be the level of assistance, will interns be hired to perform clerical functions or to assist
in program development and/or implementation.
TIMELINE: The Human Resources Department will begin contacting local universities for assistance in
creating the Internship Program in February 1997. It is hoped that the Internship Program could be
established by July 1, 1997 to begin hiring interns. The program cannot begin until the passage of the
FY97/98 budget.
COST: The Human Resources existing staff will create and coordinate the Azusa Internship Program.
Program materials are expected to be minimal and design/printing support may be available from local
universities, since the program will assist them in "making their students marketable". The budgetary
impact on the FY 97/98 will depend on how many students, how many hours are to be part of the program.
One suggestion for reviewing budgetary impact, might be a departmental survey to identify how many interns
could be used? Then the budgetary process could work through the most efficient use of interns in relations
to cost/benefit.
2
Observation 3: The various departments submit and the City Administrator's Secretary compiles, monthly
reports of operations that comprise a newsletter for the City Council entitled,Hot News. The entire job is
done on paper medium via the inter-office mail. This process is not only cumbersome, it often results in
information that is outdated or no longer germane.
Recommendation 3: The Hot News should be prepared entirely via electronic medium.
Departments should send their portions of the News to the Secretary via E-Mail; she should compile
the News and place it into the City-wide communications network for review by the City Council,
City departments and any others who would like to update themselves, such as patrons at the City
Library.
Response 3-Administration: Beginning in October 1996, departments who are currently connected to the
City s network have been submitting items of information for Hot News via E-mail; additionally Hot News
will also be distributed to these same departments via E-mail. Plans are in progress to connect other offsite
departments and locations such as Memorial Park
TIMELINE:Departments and Library patrons will view Hot News via E-mail beginning January 1997. All
Council members will review via E-mail by August 1997. The City Council will receive all information prior
to public review.
COST:It is estimated that computer training for all Council members will cost less than$1,000. Training
will be budgeted in FY 1997/98.
Observation 4: In virtually any endeavor,thorough planning is the precursor to success. Due to rising costs
and scarcity of revenues,which is a problem at all levels of government,as well as business have faced,the
City has been forced to forego its former practice of preparing multiple-year plans in its various disciplines.
This has slowed progress and let to deferred maintenance or, in some case,no maintenance at all.
Recommendation 4: The City should prepare Master Plans for Street Maintenance, Parks
Maintenance,Facilities Maintenance, Management Information Systems(to include hardware for
elected officials and City Administrator), Cultural & Leisure Services, and any other of its
disciplines that lend themselves to such a procedure. The City should resume preparation of a
multiple-year Capital Improvement Budget and should make every effort to fund it.
Response 4-Administration: In the past the City has had a Master Plan for Street Maintenance. The City
will continue to update and develop a Master Plan for all of the following areas to be included in the FY
97/98 budget:Street Maintenance, Parks Maintenance, Facilities Maintenance, Management Information
Systems, Community Services, and Library (Please note that the Committee did recommend to create a
Cultural & Leisure Services Department, but we are declining to implement the recommendation. The
Community Services Director and City Librarian discussed the feasibility of a merger upon the retirement
of the Community Services Director. However, after further review the both Directors felt it would be
difficult to manage the Community Services Department from a separate location).
1. Many street projects are compiled by the Engineering Division i.e., asphalt overlays, sewer
mainline upgrades and storm drains. The maintenance activities such as equipment
replacement, street stripping, street sign uniformity are within the Public Works
Department.All of the above noted have been submitted as a five year Capital Improvement
3
Program.
2. The Park Maintenance functions include equipment replacement, sport field maintenance,
turf and irrigation management. The five year Capital Improvement Program includes the
above.
3. The Facility Division maintains the responsibility of City buildings. The five year plan
submitted includes facility painting, HVAC improvements, rain gutter replacement and roof
replacements.
TIMELINE:Part of FY 97/98 Budget.
COST:Every effort will be made to budget for current year projects. Actual costs will not be available until
the Master Plans are completed for the budgetary process.
Observation 5: In order to comply with various mandates of the South Coast Air Quality Management
District,the City adopted a 4/10 plan for its work week,with City offices closed on all Fridays. However,
most of the rest of the working world operates on a 5- or 6-day basis. Thus, some important municipal
services are not readily available to the public that needs them.
Recommendation 5: The City should develop, and negotiate with its bargaining units as needed,
a plan for maintaining municipal services on a 5-days-per-week basis. A suitable way to do this
could involve staying on the 4/10 plan but staggering the employees' work days.
Response 5 - Administration: The City currently has Memorandums of Understandings with nine
bargaining groups through FY 1999/2000, therefore this recommendation is not feasible at this time. Please
note that many City services currently are available on a 5 to 7 days per week basis:
�• -Community Development 5 days per week Transportation 6 days per week
Building Inspection 5 days per week Graffiti 6 days per week
Code Enforcement/Field Work 7 days per week Street Sweeping 5 days per week
Streets 7 days per week Code Enforcement 7 days per week
Library 6 days per week Woman's Club 7 days per week
Parks 7 days per week Senior Center 5-7 days per week
Police 7 days per week (Depending on events)
TIMELINE: The recommendation cannot be formally considered until after 1999.
COST:None at this time.
Observation 6:The City has been blessed with a corps of employees many of whom have dedicated 15, 20,
30 or more years of service to Azusa. This has led departments to rely upon the extensive work experience
and memory recollections of certain key employees. When change inevitably occurs, or in the case of
extended absence of a key employee,departments and the City will be at a distinct disadvantage.
Recommendation 6: Each department should develop and publish a detailed procedural manual.
Every employee in a given department should have a personal copy of his respective department's
manual. A full set of all department manuals should be available for review on the City-wide
communications network and in the City's Emergency Operations Center.
4
•
Response 6 Administration:In early 1997, when the City Administrator reviews goals and objectives with
each Director, he shall make development of an operations/procedural manual a priority in every
department. The new fiscal year goals/objectives will have the manual listed.
Observation 7:The tools and procedures of trade in practically every discipline have changed steadily and
persistently over the past few years. A primary example is the universal implementation of micro-
computers. Not all City employees have been afforded the opportunity to keep up with changes in their
respective disciplines, or to familiarize themselves with or build skills with micro-computers. Eventually,
this will snowball to the point where the City will lose its standing among the forward-looking municipalities
in southern California and it will engender unnecessary extra cost due to lack of advancement through the
use of technology.
Recommendation 7: The City should develop and budget for a mandatory program of job skills
development and re-training. It should be implemented by all departments.
Response 7-Human Resources:In order to promote and encourage training and educational opportunities
for city employees to the extent that services rendered to the city may be made more effective, Human
Resources will work with the Employee Development Committee(or other committees as established by the
City Administrator) and department heads and managers to develop standards of performance and
procedures for evaluating employee efficiency; develop and conduct training to meet the specific needs of
their departments;provide informational materials concerning job requirements and training opportunities
to assist employees to improve performance in their present positions and prepare themselves for promotion.
The committee will review Section 11 Training of the Rules of the Civil Service and make recommendations
for revisions as appropriate.
TIMELINE:FY 1997-98, 1998-99
COST: .55,000/year.
Observation 8: There is ebb and flow in the work of many City departments. Happily, it does not occur
all at once. However,the smaller departments find it difficult to stretch to accommodate the peaks and are
experiencing a measure of"burn-out"during the valleys. This reduces the City's productivity and leads to
costly absences.
Recommendation 8:Cross-training should be occurring within every department and the Committee
believes it is. However, the similarities among several of the City job classifications affords the
opportunity also for cross training among the various departments. For example,Human Resources
clerks should learn how the payroll system works and Finance employees should learn about Utility
Customer Service. This will boost morale and lead to a more integrated,knowledgeable staff. All
departments should devise a plan for and implement"inter-departmental cross-training".
Response 8-Administration: Human Resources will identify those positions that lend themselves to cross-
training. The Human Resources Department will develop a Cross-Training Program for the City. The goal
of the program will be to have at least one or in some cases two employees that can serve as back-up for 50
percent of employees. Positions that require certain expertise (computer programming) or security
clearance obviously cannot be cross-trained
5
TIMELINE: The program development will begin in July 1997 and will be implemented in the 1998/99 FY
year.
COST:Human Resources staff time to design and implement program. Cross-Training will be scheduled
during non peak work periods.
Observation 9: The City Administrator serves the needs of the five members of Council,who require his
time. In addition, he has a"span of control"wherein a total of twelve department heads report directly to
him. Such a wide span of control reduces the amount of time that he can reasonably spend with any one of
them,thereby eroding his ability to serve as their mentor,to instill in them the goals of the organization and
ascertain that they are completed. This span does not allow for planning,time to look at the overall picture
of the organization and chart its movement. Moreover, this arrangement leads to excessive fatigue and
impinges on the City Administrator's time in which to pursue outside interests.
Recommendation 9: The City should merge various existing City departments, that have related
missions, so as to create no more than five large departments. This would provide the City
Administrator with a narrower, more tenable span of control and would go a long way towards
equalizing the amount of time that he spends at City Hall.
Response 9 -Administration: The `flattening" of organizations is a characteristic of today's business
environmental and Azusa is but one example. After careful consideration, the City Administrator and staff
will respectfully modify the recommendation. The Redevelopment Agency and Public Work's Department
will be merged with Community Development in January 1997 beginning the `flattening"process. The City
Administrator will continue to review the concept each year at budget time to determine if it should yet be
implemented
Observation 10: Whereas the Woman's Club community facility is a leisure-oriented asset of the City, its
maintenance is handled by Public Works and Administration handles the scheduling. This is inefficient and
sometimes leads to lack of coordination or even duplication of efforts.
Recommendation 10: Management, maintenance and scheduling of the Woman's Club facility
should be transferred to the new Cultural and Leisure Services Department because that
Department's Recreation Division already has experience with renting-out City facilities.
Response 10 - Administration: Although we are declining to implement the a new Cultural/Leisure
Department, we do recommend the facility be transferred back to Ric Wvr from Administration to
eliminate inefficiency.
TIMELINE:January 1997 rj 0Ot t
COST:None
Observation 11: The Historical Commission is working on a Historic Preservation Ordinance. However,
its work is highly related to, and often overlaps, that of the Planning Commission. The cost of paying the
Historical Commission and providing it with a City staff liaison could be avoided if the Planning
Commission assumed its responsibilities.
6
Recommendation 11: After the City Council adopts the Historic Preservation Ordinance,Council
should merge the Historical Commission with the Planning Commission. As vacancies occur,the
positions should be dropped and not filled until such time as the Commission would drop below its
current complement of nine members. In recognition of the Historical Commissioners' abiding
interest in preserving Azusa's heritage,they should be encouraged to continue to be involved in this
effort by supporting and coordinating with the work of the Azusa Historical Society.
Response 11-Administration: The City Council has heard from the various Commissioners regarding their
feelings that a Historical Commission is needed, due to the detailed work that will arise from a Historical
Preservation Ordinance, and that a separate body is needed to assist City staff with carrying out the
requirements of a Preservation Ordinance. Our recommendation is to keep the Commission as is.
The Planning Commission has the ability to deal with the subject of historic preservation, as planning
commissions in many other cities do. However, the recommendation for implementation would create
practical difficulties for the Planning Commission. Its current membership of 7 is already at the maximum
(most cities have 5-member planning commissions). With the recommended merger of the Historical
Landmark Commission which has 9 members, the total membership would be 16 at least for the next several
years until term expiration reduces the membership complement. This would make Planning Commission
meetings terribly inefficient, and decision-making unwieldy. As a result, the business and development
community would suffer. An added difficulty would be the training process of so many additional members.
This is especially crucial with the upcoming Lewis Homes project.
An alternative for future consideration might be to have the Historical Commission remain as an informal
volunteer advisory committee to the Planning Commission. The committee could meet as little or as often
as it deems necessary, without the formalness of an official commission. In this manner efficiency could be
gained from the elimination of a commission, with the advisory committee continuing as a volunteer group,
but keeping the Planning Commission's current membership intact.
TIMELINE:None
COST:None
Observation 12: The City receives a generous amount of funding under Propositions A and C,the Local
Transportation Sales Tax measures. However,these laws and the regulations that implemented them are so
restrictive that the City is hampered in its use of the funds.
Recommendation 12A: The City Council and City Administrator should actively "lobby" the
lawmakers in charge of Propositions A and C in an effort to broaden the allowable uses of these
transportation monies.
Response 12A-Community Services:Prop A and C were voted on and passed by the electorate. Existing
legislation has other allowable uses for landscaping shelters, and lighting along fixed routes. Broader uses
for unrestricted use are not allowable. We do not recommend changing or lobbying to change a publicly
voted upon item.
TIMELINE:None
COST:None
Recommendation 12B: When the opportunity arises to streamline and/or simplify the Brown Open
Meetings Act,the City Council should participate in lobbying the appropriate State legislators.
Response 12B-Administration:State law governs the Brown Act requirements. The City Administrator
with the approval of the City Council will begin a lobbying effort. In the past this item has been discussed
with a majority of the City Council deciding not to use City resources to pursue this item.
TIMELINE: The City Administrator will ask the City Council by informational memo if they would like to
pursue the Brown Act changes in the month of December. A memo to the Efficiency Committee with a
follow-up to City Council by end of January, 1997.
COST: None
Observation 13: The City of Azusa offers a wide array of services to its residents and businesses. Many
of them are superior to, or less expensive than, similar ones offered in other communities. However, local
residents and businesses are not aware of this and some staff time and energy is lost answering unnecessary
questions or even complaints. One cause of this is the lack, for whatever reason, of adequate local cable
television coverage, and the lack of a"hometown"newspaper.
Recommendation 13: The City should make a greater, more coordinated effort to inform Azusa
residents and businesses about the wide array of services that are available to them here. The
information will promote Azusa's services in relation to similar ones offered by other cities.
Response 13 -Administration: As recommended in Recommendation 15C, a semi-annual cable show
highlighting City services, departments and activities would "get the word out"and other pertinent
information to the Council and to the residents of Azusa. Also, increasing the `Azusa At A Glance"to three
issues a year would deliver more timely news to the community.
TIMELINE:FY 1997/98
COST: $7,000 per year-for extra edition of Azusa at a Glance
Observation 14: The City Council and the administrative staff have put a lot of effort into developing and
articulating a sincere,optimistic"vision"for the future of the Azusa community. However,many residents
and businesses are unaware of it. This leads to unnecessary questions or even complaints.
Recommendation 14: The City Council should foster a greater,more coordinated effort to inform
Azusa residents and businesses about its vision for the future of the Azusa community. The
information will promote Azusa's positive aspects and its hopes and aspirations for continued future
success.
Response 14-Administration:Also, as recommended in 15C, a semi-annual cable show highlighting City
services and activities would be one avenue of reaching our residents. The cable show could showcase the
t... 8
efforts and successes that are contributing to the `S'ision. " Also, state the accomplishments in the City
newsletter as well.
TIMELINE:FY 1997/98
COST: $7,000 per year-for extra edition of Azusa at a Glance
Observation 15: The public, and sometimes the City Council, are not aware of the progress that each
department is making to implement positive change,to improve the quality of life here, and to propel Azusa
into the 21st century. As a result, community-wide morale is lower than it needs to be and businesses are
missing an opportunity to locate in a good community. Consequently,the City's revenues are flagging,too.
Recommendation 15A: Every Council Meeting should include a detailed update from one
department director,to inform the City Council and the community,and to narrate items of interest
that will be considered on the Council Agenda.
Recommendation 15B: Once per month, at any regular or special meeting of the City Council,
department heads should give a BRIEF, bullet-style report on tasks accomplished since the last
presentation. Spread the presentations among all the meetings in a given month.
Response 1 5A/B-Administration: For the last two years, the Chairperson of each commission has
been updating Council on their activities. Currently, with ten departments, each month, a director will be
able to give a summary to the Council and residents on various projects. Once a year, at a designated City
Council meeting, each Director will begin monthly updates as appropriate beginning the new fiscal year
1997/98.Also, when community events arise, a director or staff member will be able to give a summary to
City Council and update them on that event, such as Concerts In the Park etc.
TIMELINE:July 1997.
COST:Staff time
Recommendation 15C: Develop a weekly cable show interviewing department heads and featuring special
events, persons or businesses in Azusa.
Response 15C-Administration: Due to the cost of producing,filming and editing a cable television show,
it is suggested that a semi-annual show be produced. It has been stated by others in the cable television field
that for every one minute shown "on the air,"it takes ten minutes of script writing and investigating. It is
recommended to hire a part-time intern to assist the Administrative Analyst in producing the show. It is also
suggested that we utilize other staff members to help produce and tape the show.
TIMELINE:Fiscal year 1997/1998
COST: $5,000
Observation 16: Azusans are fortunate to have the City Council, City Staff, community institutions such
as schools and churches, and many service organizations that put a lot of effort and energy into building a
better community. However,not only is public awareness of this rather limited,there is no convenient way
�.- 9
for a member of the public to learn about organizations and their meetings dates and events.
Recommendation 16A:The City should expand its Master Calendar to include meeting dates and
events of all the various service organizations and community institutions, for publication on the
City's Internet Page.
Response 16A-Administration:Publication of the Master Calendar on the City's Web site produced once
a month by an Administrative Secretary and updated once a week is recommended to get pertinent
information about the community to its residents and businesses.
TIMELINE: October 1997
COST: $4,500 annually.
Recommendation 16B: The City should establish a phone number that Azusans can call to obtain
a weekly update or announcement of pertinent community events.
Response 16B - Administration: It is recommended that an `Azusa Information"phone number be
established for the residents and businesses who want up-to-the-minute information. Administrative Analyst
and City Clerk's office will update the message weekly.
TIMELINE:November 1997
COST:Staff time
Recommendation 16C: The City should develop a plan for and shepherd the establishment of a
hometown newspaper by the private sector.
Response 16C-Administration: Staff will assist editors of the hometown newspaper,Azusa Gazette, and
the home town magazine, Azusa Attitudes, with newsworthy stories and upcoming events. The
Administrative Analyst will be the liaison in developing a plan on a regular basis if requested to do so.
Currently, the Azusa Gazette has made a request for information. Staff is assisting in this endeavor.
TIMELINE: Current/Azusa Gazette
COST:Staff Time
Observation 17: Interest income from the investment of the City's idle cash and entrusted funds can be a
major source of income to the organization. The City Treasurer maintains extremely conservative investment
practices, limiting them to banks and the investment funds of higher levels of government. Thus, the City
is missing out on relatively-easy-to-utilize opportunities to increase its income and thereby more easily meet
its expenses.
Recommendation 17A: The City should resume its quarterly Treasury Committee meetings. The
group should investigate the safety and feasibility of several well-established companies for
investing of City funds.
10
Response 17A - Finance: Treasury meetings will resume this Fall after scheduled leave is concluded.
Investments are always examined during Treasury Committee meetings. Suggestions from committee
members are always welcome and examined.
TIMELINE: Current
COST:Staff Time
Recommendation 17B: The City Treasurer should try to gain more interest for the City through the
use of Treasury Bonds.
Response 17B - Finance: The Prudent Man Theory is used concerning all City investments. Primary
considerations in regard to City investments are (1) safety, (2) liquidity, (3) rate of return. The Treasurer
often has requests from the Redevelopment Agency for large sums for the purchase of properties, etc. He
is often only given a matter of hours in which to supply the funds. It is important that funds be immediately
available.
The Treasurer invests funds in Sacramento in the Local Agency Investment Fund. He is also using
Repurchase Agreements with Wells Fargo Bank, which investments mature each week so that fluids are
readily available. T-Bonds and T-Bills are always a consideration when it comes to City investments.
TIMELINE: Current FY 1996/97
COST:Staff Time
Observation 18: Accurate, timely financial information is, perhaps, the most critical information that a
manager needs in order to properly steer the organization. The City has made a lot of progress in ensuring
the accuracy of its financial information. However, the Budget is confusing and needs to be more "user-
friendly". Moreover, the age of the City's financial computer software makes it cumbersome to use and
transactions take so long to prepare that the resulting information is usually stale.
Recommendation 18: The City should develop and implement a master plan for its financial
information systems. The Finance Department should re-vamp the format of the City Budget to
make it easy for the uninitiated user to comprehend the City's finances. The Department should seek
the initial reactions and advice from persons who are not so entrenched in the City's systems that
it is difficult for them to be objective.
Response 18-Finance: The Request for Proposals that has recently been answered is, in effect, Finance's best
reflection of its information systems plan. The new system should be reviewed after the new hardware is in and
again every five years,,after which a new or revised plan will be developed. This year's Budget already has the
new re-vamped format aimed at making it easier for the public, as well as City officials, to use and understand.
In developing it, the Finance Department sought input from other departments, such as Police Department, and
other agencies, such as Government Finance Officers'Association and California Society of Municipal Finance
Officers.
L•: 11
TIMELINE:Implementation scheduled for March 15, 1997(begin) through June 30, 1998.
COST: $120,000
Observation 19: Maintaining a portfolio of from $50 to$75 million is a very significant responsibility. However,
Azusa's practice of keeping the office of City Treasurer as an elective office is out-dated. The incumbent City
Treasurer has devoted a lifetime of sincere,dedicated and irreplaceable efforts to serve the Azusa community at many
levels. However, if the office of City Treasurer were to become vacant, its compensation would not be sufficient to
attract a seasoned individual to the position. This could cause the City to suffer some type of serious financial
calamity.
Recommendation 19: At the next municipal election,the City Council should submit to the electors the
question of whether the elective office of City Treasurer should be appointed by the City Council. If the
measure passes,the classification should be a management-level position, with salary set by market survey.
Response 19-Finance: Talk often revolves around the system of checks and balances. The City Treasurer is an
elected official and is responsible to the people of the City. The Treasurer furnishes a monthly report to the Council
advising of all investments and all funds on hand, as well as receipts and expenditures for the month.
To consider making the positions of City Clerk and City Treasurer appointed positions would be the most dangerous
move that has ever been considered Both of these positions are independent offices and they both work and
cooperate with Council, but their actions are not regulated by Council.
The election process for these two positions has been reconsidered in the past and at one time a measure was placed
on the ballot asking the people to express their opinion concerning the question of whether to abolish the election
`-�- of these officers and to allow the Council to appoint their representatives to these highly-respected positions. The
voters advised by a vote of over two to one that they want to continue to elect_their own people to these positions.
TIMELINE:None
COST:None
Observation 20: Municipal recruiting, particularly within the framework of a formal civil service system such as
the City of Azusa's, is complicated and time-consuming. Nevertheless,that the Human Resources Division requires
a staff of 3.5 full-time employees(FTE)plus an intern appears to reflect some inefficiency. This is costly for the City
to maintain and probably deprives the operating departments of the quality and quantity of needed personnel services.
Recommendation 20A: The Human Resource Division tends to conduct many individual recruitments,thus
finding itself grinding through the same motions repeatedly. The Division should analyze job classifications
for similarities/compatibilities and conduct annual pooled recruitments for anticipated needs within a
classification group among all City departments,
Response 20A - Human Resources: Human Resources Office areas of responsibility include not only
administration of the selection process but also labor-relations, benefit administration, risk management, Personnel
Board functions, employee appeals, classification plan,performance appraisal, custodian of personnel records and
others. Although each Staff member is able to assist in all areas, each has specific areas of responsibility. The
recruitment and selections process is conducted by the Office Specialist and the Personnel Analyst, with the Office
12
Specialist performing scheduling, tracking, inputting of applicants, applicant notification and a myriad of other
functions associated with the process. In addition the Office Specialist also assists in all other areas of Human
Resources functions. So in actuality, the recruitment process does not require 3.5 staff.
The Committee recommends `pooling"recruitments for positions with similarities/compatibles. Currently Human
Resources does conduct a type of recruitment pooling which establishes an eligible list from which several
departments may draw from. Examples of this type of recruitments are Office Specialist and Account Specialist.
In an effort to further conduct recruitments as efficiently as possible, staff will:
• review those job classes with whose essential functions and knowledge, skills and abilities
requirements are similar and research the feasibility of test pooling.
1 contact neighboring cities to explore the concept and interest in establishing a consortium for
testing applicants.
1 Consider the feasibility of permitting a longer period of time in which an eligibility list is valid
TIMELINE:FY 1997-98; 1998-99
COST: $5,000, staff time (materials, attorney fees, consultant)
Recommendation 20B: In every recruitment, its intensity or level of complexity should be commensurate
with level of the position and the intensity of its responsibility. The City should develop a program for
crediting part-time employees in the recruitment process. One method of doing this would be to allow Azusa
City experience for credit in the initial qualification process; another way would be to allow extra points to
those candidates who rank in the top three of an eligibility list and have worthwhile part-time City of Azusa
experience.
Response 20B-Human Resources: Part-time employees provide a valuable service at a reduced cost. The City
employs several part-time staff who have successfully competed in the selection process for the classified service;
however, often times part-time employees apply for a vacant position and are not successful. This is discouraging
not only to the applicant but often times to the department manager who would like to continue to employ the part-
time employee in a full-time classified position.
Recently, during the administration of a written examination, staff was asked by a candidate if existing employees
had an edge"over the others. Part time-employees inherently do have an advantage over other applicants in that
they have had on-the-job training and are familiar with staff and department procedures and the City overall. To
give in-house candidates additional qualifying points would seemingly violate the intent of the Civil Service Rules
to provide a fair and impartial selection process to all candidates. In addition, it would discourage otherwise
qualified applicants from competing in the selection process if there is a perception and appearance they did not have
a fair chance in the competitive process. Because an eligibility list may be utilized many times for current and future
openings, it is critical that we have as many qualified candidates as possible to participate in the selection process.
An informal survey of surrounding cities revealed that none provided extra credit to part-time employees when
participating in the selection process; and providing extra points to part-time candidates in the selection process
is not recommended
13
In order to balance the intent and purpose of the Rules of the Civil Service System to ensure that all position
vacancies are filled with qualified competent persons and at the same time develop tools that will enable part-time
employees to be successful in the selection process, staff will:
Meet with the Employment Development Team to research and consider procedures to assist part-time staff
in becoming successful in the selection process. Such procedures may include:
1. Provide and review an informational packet at time of appointment relating to the Civil Service
process;
2. Develop a mentoring program; Provide and monitor the experience necessary for successful job
performance.
3. Provide funds for appropriate training to part-time staff;
4. Consider revising the Civil Service Rules to permit part-time employees to participate in
promotional recruitments (currently restricted to full-time classified employees).
TIMELINE:FY 1998-99
COST:Staff and materials
Observation 21: Because their operations are not based upon the profit motive,long-term government managers have
a tendency to reduce the priority of making sure that government agencies are as lean and efficient as possible. The
City of Azusa would benefit from the advice of experienced private-sector managers.
Recommendation 21: When interviewing candidates for management positions, the City should seek and
include the advice of professionals from the private sector and/or the Azusa business community.
Response 21-Human Resources:Members of the community have assisted the City in the interview process on an
infrequent basis. Most recently,private citizens were invited to participate in the Police Captain and Lieutenant
recruitments. In addition, the City was assisted by a member of APU staff in the interview process for Information
System Administrator.
In an effort to take advantage of valuable experience and insight from private-sector,participation from the private
sector will be more regularly solicited for management positions.
TIMELINE: Current/FY 1996/97
COST:Nominal hosting costs (refreshments)
Observation 22: Micro-computers have been integrated at every turn into the quiver of tools of virtually every trade.
The City of Azusa is moving in the same direction. However, only the recruitments in the utility, finance and
office/clerical classifications seem to require computer expertise. This results in the wrong"fit"of employee to job
and is costly in terms of training,delays of progress,and,worse,dismissal.
14
Recommendation 22: All recruitments should include demonstration of an appropriate level
of proficiency with computers.
Response 22-Human Resources:Staff will:
• conduct a survey to identify classifications whose essential functions require computer skills;
♦ meet and confer with units to include the ability to operate a computer to those classifications
identified in the above survey whose essential functions require computer skills;
TIMELINE:FY 1998-99
COST:Staff time
Observation 23: City offices are closed on Fridays and a potential job applicant who comes here without first
telephoning the City arrives only to find a locked, informationless door. In this way,a very good potential employee
might be discouraged from pursuing a job opening,resulting in higher cost and frustration to the City.
Recommendation 23: The City should install an exterior bulletin board in the vicinity of the West Wing
doors with ample room to display job flyers and a notice directing potential applicants to the City Library
or the Police Department at times when the West Wing is closed.
Response 23 - Human Resources: Staff will budget for an exterior bulletin Board Additionally, staff will
do the following:
♦ coordinate with the Library and Police departments to provide recruitment and city applications
to interested parties on Friday and Saturdays;
• make the appropriate announcement on the 24-hr. job line;
• provide information on alternative sites on the job advertisement.
TIMELINE: FY 1996-97; 1997-98(bulletin board and mail slot)
COST: $2,000(exterior bulletin board and mail slot);and$1,500 additional advertising costs
Observation 24: Persons who may be unfamiliar with the structure of the Azusa City government may visit the
Chamber of Commerce in an attempt to learn about job openings here. The Chamber does not have information about
such openings. In this way, a very good potential employee might be discouraged from pursuing a job opening,
resulting in higher cost and frustration to the City.
Recommendation 24: Human Resources should add local Chambers of Commerce to their mailing for City
job flyers. The Azusa Chamber should maintain a supply of City application materials in addition to the
flyers. . •w , - . , l ' .-,__ l._ . .- - •.•l_ '0 • 11...'1r c ,' • I - • •. .1l- 1 _ r- . Iti -
City Human Resources Division by the applicable deadline,
�-- 15
Response 24-Human Resources:Staff will continue to supply and coordinate with the Chamber of Commerce with
job announcements and city applications for open City positions. Please note this recommendation is currently being
done.
TIMELINE: Current FY 1996-97
COST:None
Observation 25:The process of evaluating employee performance is one of the most useful tools in motivating them
towards improvements and excellence. However, City departments do not have comparable, consistent standards
for evaluating employees and,in many cases,evaluations are inexcusably tardy. At times,they are"lost" in the inter-
office mails and must be re-done.
Recommendation 25A; Human Resources should conduct mandatory training sessions for all those who
have the responsibility to evaluate the work of subordinates. A list of appropriate, consistent standards of
performance should be developed, implemented and supported by management.
Response 25A -Human Resources: Staff(in coordination with other city staff--Employee Development Team)
developed new performance appraisal procedures and conducted city-wide mandatory training in April, 1996. The
Employee Development Team will continue to meet and evaluate the newly implemented procedures. Human
Resources and Personnel Board members will continue to review performance appraisals to ensure proper
documentation of employee performance.
TIMELINE: Current/ongoing
COST:None
Recommendation 25B: All employee performance evaluations should be created and transmitted via the
E-mail medium.
Response 25B-Human Resources: City Departments are currently being notified electronically when performance
appraisals are due. Various comments have affirmed the efficiency of the use of E-mail.
TIMELINE: Current/FY 1996/97
COST:None
Observation 26: Some of the City's Civil Services Rules are outdated and create unnecessary work,which is costly.
For example,the City Council is currently approving all hiring,even for employees who work under grant-funded
programs.
Recommendation 26: The City and its bargaining units should review the Civil Service Rules and update
and modernize them. The City Council should consider delegating its hiring authority for some basic levels
of employment.
16
Response 26-Human Resources:
• Establish Negotiating team;
• Conduct ten-year review and update where appropriate the City of Azusa Civil Service
Rules;
• Negotiate and propose changes for Council consideration.
TIMELINE:FY 1998-1999, 1999-2000
COST: 530,000(staff time, consulting fees, attorney fees, materials)
Observation 27:Due to cutbacks in services at various other levels of government,and due to the changing
demographics of the City of Azusa,the City Clerk's Office is being over-utilized for reference and referral
services. This has diminished the effectiveness of the City Clerk and transferred to the Assistant City Clerk
many of the duties.
Recommendation 27: The City Clerk's office should develop and maintain an informational
brochure that provides all the details of where people can obtain social services and assistance. both
at public and private facilities in the area. This would reduce the need to research such referrals
from many times a day to once every year or so. This will give the City Clerk the opportunity to
curtail activities as ombudsman and to re-consecrate efforts towards the defined duties of the office.
Response 27-City Clerk:An informational brochure will be implemented by July 1, 1997, but it is also felt
that the people of this community deserve to go to City Hall and receive the best customer service. The City
staff and Administrator have expressed a great need for a better customer service image instead of the
negative image that government usually projects. Not only do people come to City Hall for information on
personal problems and social services, but staff and the public regularly request information on contracts,
deeds, campaign statements, statements of economic interests, the history of Azusa, minutes, agendas and
general information about the City. These requested items couldn't possibly be addressed in a brochure.
They will, however, be addressed later in response which relates to implementation of modern records
management and retention methods.
TIMELINE:July 1997
COST:Approximately$1,000
•
Observation 28: Producing the Agenda for City Council meetings, preparing accurate minutes of the
proceedings,conducting municipal elections and acting as repository for all official City records is a major
responsibility. However, Azusa's practice of keeping the office of City Clerk as an elective office is
outdated. The incumbent City Clerk is to be applauded for having given many years of service to the Azusa
community. With the maturation of the governments,institutions and society of the southern California area,
it is no longer necessary to continue to elect the City Clerk on the quadrennial ballot. Moreover,as a highly-
compensated elected position,the City Clerk's office will have an increasing tendency towards attracting
unqualified"political wannabees". This is costly and contrary to the best interests of the City.
�'"'' 17
Recommendation 28: The position of City Clerk should be a management-level classification,
with salary set by market survey. To begin the transition to this,at the next municipal election,the
�-- City Council should submit to the electors the question of whether the elective office of City Clerk
should be a civil-service classification appointed by the City Council. If the measure passes, one
full-time position in the City Clerk's Department should be eliminated.
Response 28-City Clerk:Staff recommends no change. City Clerk will remain an elected position unless
otherwise changed by City Council. Also, the deadline for placing measures on the ballot for the March
4, 1997 General Municipal Election is December 4, 1996.
TIMELINE: Current/1996
COST:Municipal election cost approximately$35,000.
Observation 29:The City Clerk's Office has not been a priority for the City with regard to automation and
the use of micro-computer technology. Almost no photocopying, let alone computer printing, is done in
duplex(back-to-back)format. This leads to excessive use of paper,Agenda packages that are unwieldy and
imposing, deadline-crunch mania, employee burn-out and inefficiency. This has a high cost and is not
progressive. Moreover,with today's technology, it seems unnecessary for the City Clerk's Office personnel
to make mail deliveries every day to the homes of City Council members.
Recommendation 29A: It is inefficient for the Assistant City Clerk to have to analyze all
departments' proposed Agenda items and prepare the synopsis required by the Brown Open
Meetings Act. Instead,departments should prepare their own respective synopsis and submit them
with their agenda items.
Response 29A - City Clerk: While all the departments have been very cooperative in submitting their
agenda items on time and in an appropriate manner, they vary in subject matter,style, and content. The idea
of preparing a synopsis is excellent and we only request that the item be synopsized at the beginning of the
staft*report as the Department Head would like it to appear on the Agenda Attached for review is a sample
of a staff report we are recommending to be utilized by all departments. We recommend that the
standardized form be implemented in October.
TIMELINE: October, 1996
COST:None
•
18
SAMPLE STAFF REPORT
(LE 1-ThRHEAD)
AGENDA ITEM
OPTIONAL - (CONSENT CALENDAR)
(SCHEDULED ITEMS)
(ORDINANCES SPECIAL RESOS.)
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: DEPARTMENT
VIA: HENRY GARCIA, CITY ADMINISTRATOR
DATE:
SUBJECT:
Background
THE ITEM,AS YOU WOULD LIKE TO SEE IT ON THE AGENDA.
THE BROWN ACT DEFINES AGENDA ITEMS AS:
A brief general description of an item generally need not exceed 20 words.
Findings
All pertinent details of the Agenda item.
Recommendation
Approve-Deny- Cost-Account Number- Budgeted Item, etc.
Recommendation 29B: The City Clerk's Office needs to research, learn and implement today's
office practices and techniques.
Response to 29B City Clerk: This fiscal year the City Clerk's Office has budgeted funds in order for staff
members to attend training specifically geared towards the needs of the office. The Assistant City Clerk will
be attending a seminar entitled "Continuing Education for Professionals and Organizations"from August
18th through the 23rd, 1996. Both the Assistant City Clerk and Office Specialist II will be attending "City
Clerks Election Law Seminar"on December 4-6, 1996, in San Diego. Staff has not received lists of seminar
dates for 1997 as of this date. The City Clerk's Office has been receiving training from the City's Computer
Analyst with the acquisition of new computers, on Windows 95, and instruction for the implementation of
Agendas and related materials on the City's home page,
TIMELINE: Current /7 '
I
OST.•
$3,000
Recommendation 29C: The City Clerk's Office should research, adopt and implement modern
records management and retention methods. This may include microfilm medium but should be
centered around electronic media.
Response 29C City Clerk: The Office Specialist II will be attending "Records&Information Management
Seminar& Technology Show"on Tuesday, September 17, 1996. Staff together with the Computer Services
Division are currently working to implement a document imaging process for all files in the City Clerk's
Office. The image documentation process will allow staff to provide the public with requested information
regarding resolutions, ordinances, campaign statements, etc. Staff is currently interviewing many image
document companies in order to find the one that best suits the needs of the City.
TIMELINE: 1997/98 fiscal budget
COST:None
Recommendation 29D:The City Clerk should immediately develop for Council consideration and
adoption an effective Agenda and Council information communication system(s).
Response 2911 City Clerk: The City Clerk's Office will be receiving three new computers that will allow
this office access to the network Staffwill be coordinating with Computer Services Division in order to seek
an effective avenue to communicate and provide information to Council as well as other departments within
the City. We will be sending the agenda through E-Mail and will begin to process as of June 1, 1997.
TIMELINE:June 1, 1997.
COST:None
Recommendation 29E:The micro-computers assigned to the City Council for home use should be
exchanged for laptop-computers. Council would be able to access agendas and the related
information from home via the city-wide local access network(LAN),with the ability to download
the data to their respective laptops. This obviates the need for such lengthy,bulky Agenda packets
`-- 19
and for Council to have daily mail deliveries to their homes.
Recommendation 29F: Council members should bring the laptops to their meetings for further use
and reference. The City Clerk should organize and manage this process at Council meetings.
Response 29E and 29F City Clerk: These items should be the subject of an upcoming workshop in order for
Cowicilmembers to decide what forms of new technology computer equipment they have or will obtain. If
Councilmembers should choose to utilize the laptop computers, the City Clerk's offices will cooperate
thoroughly with the inputting of agenda items as well as staff reports on the local access network Agendas
are distributed semi-monthly, unless there is an adjourned meeting on the off week Council has daily
deliveries to their homes in order to deliver mail. In order to alleviate the daily delivery, Council may want
to consider other alternatives. The part-time person in our department delivers the mail, but, does have a
full work load, mail delivery time is approximately one-half hour to forty-five minutes.
TIMELINE:FY 1998/99
COST: $20,000
Recommendation 29G: Where an Agenda item involves backup material that is, for whatever
reason,unfeasible to transmit to Council via electronic medium,the involved department should take
the responsibility to make the needed copies and deliver them,complete,to the City Clerk's Office.
Furthermore, in the interim before the implementation of the above recommendations regarding
electronic media,departments should take responsibility to copy their own respective agenda items
and deliver them to the City Clerk. Wherever possible,all City photocopying and printing should
be done in duplex(back-to-back)format.
Response 29G City Clerk: At this time, since the City Clerk's Office staff coordinates the compiling of the
Agenda and its attachments, it is efficient to receive all items, coordinate and copy them. In the past
departments copied their own items which, due to a number of last minute changes to the Agenda, proved
to waste time and paper. We do not recommend individual photocopying by departments. Currently City
Clerk staff has begun to duplex photocopy and will continue this practice wherever possible. A state of the
art copy machine to help us with the bulk copying as well as duplex(back-to-back)format, is estimated to
cost$15,000 to S18,000, which we request to be discussed at the 1997-98 budget session.
TIMELINE: 1997-98 budget session
COST:$15,000-$18,000
Observation 30: Nearly a century ago,the Azusa City Fathers had the foresight to use General Fund monies
to purchase the then-fledgling electric light and power system from what eventually became the Southern
California Edison Company. By making this investment, the early visionaries sought to ensure that,
generations later,those who would manage the Azusa General Fund,and the community they serve, would
be able to count on a handsome return on that initial investment.The City is probably not receiving its full
return,in today's dollars,on its forefathers' investment in the Azusa Light and Power Company; moreover,
a substantial reserve appears to exist with which to rectify the situation.
`-' 20
Recommendation 30: The City should temporarily engage the services of a qualified actuary to
determine if it is receiving full return on its century-old investment in the Azusa Light and Power
Company. If the analysis supports it, the Light Fund should repay the General Fund for its
unrealized return. In addition, the Light Fund should plan to make the proper return thereafter,
factoring the cost of this,as necessary, into its rate structure.
Response 30-Light& Water: Azusa Light& Water Department's contributions to General Fund are within
the guidelines established by the City Council. With other services and transfers provided to the City, the
overall return to City's investment contribute a healthy rate of return. However, the Light & Water
Department will conduct a comparative analysis based on (1)prudent utility rate making principles, and(2)
survey of other municipal utilities in California during the Spring of 1997.
TIMELINE:FY 1997-98
COST:Staff time
Observation 31: The Light Fund appears to have developed a level of reserves far in excess of its needs,
as reported to the Committee.
Recommendation 31A:A long-range plan should be developed for the Light Fund for maintaining
its infrastructure and for meeting the challenges of"deregulation",when that does occur,and should
calculate the amount of reserves that it needs to handle this. Any reserves in excess of this amount
should be remanded to the General Fund.
Response 31A-Light& Water:Strategic plan for deregulation has already been developed;and necessary
reserve fund has been determined for the stranded generation debt. Workshops are being conducted with
City Council and community-wide customer groups during the months of September, October, and
November, 1996.
TIMELINE: Current/FY 1996-97
COST:Staff Time
Recommendation 31B: To the extent that it is possible to make a one-time residual equity transfer
from the Light Fund,the General Fund should expend them only for the purpose of major repairs
and improvements to_its existing public buildings. streets. alleys. sidewalks. parks. landscaping.
management information systems and any other items of infrastructure not listed. Under no
circumstances,should the funds be used to support ongoing maintenance costs or augmentation of
personnel.
Response 31B-Light& Water:Based on the financial projections and analysis, the Light Fund Reserve
is not sufficient even to fluid the necessary reserve for the stranded generation debt. This recommendation
is not feasible.
TIMELINE: Current review/not recommended
COST:Staff time for review
21
Observation 32: The City's system of exemptions from the requirement to pay the Fire Safety Benefit
Assessment,the Landscape Maintenance Benefit Assessment and the Utility Tax(devoted to public safety
purposes)is too liberal. Neither age alone nor physical/mental handicap alone should be a qualifying factor
because many seniors and/or handicapped persons have adequate retirement incomes and can well afford
to pay for these services.
Recommendation 32: Age and income combined and/or handicap and income combined should
be considered for utility tax and assessment exemptions,not age alone or handicap alone.
Response 32-Light& Water: The City Council will need to make this determination based on finding of
facts. The City staff and assistant engineer will bring this issue back on an annual basis as part of the public
hearings.
TIMELINE: Ongoing
COST:Significant revenues enhancement
Observation 33: Many members of the Azusa community do not have a thorough understanding of how the
City and other companies provide utilities to Azusa homes and/or businesses,not to mention several easy-to-
implement measure aimed at conserving utilities. They also do not know of the elements of cost that go into
providing utilities in southern California. This leads to unnecessary complaints and resolving them costs
time and money.
Recommendation 33: The Light and Water Department should develop an educational process that
teaches rate payers about the structure of the Azusa Light and Water system as well as other utility
systems in the City. The process should include a comparison of the City's rate with other
communities and details of how everyone can conserve utilities and,thereby, reduce their cost.
Response 33-Light& Water: Customer information and education will become a more important tool to
retain our customers under competitive utility environment. This department already has a staff whose
responsibilities consist of conservation, customer information, new commercial customer attraction, etc..
With respect to customers information in particular,four workshops have been scheduled in different parts
of the City to disseminate information on electric utility deregulation and the City's strategic plan for
competition. Two workshops per year are being conducted with the City's large industrial and commercial
customers.
TIMELINE: Current
•
COST:Staff time
Observation 34: The City of Azusa Utility Department is doing a good job of providing quality water and
electric services at a price that meets or beats its nearby competition. Deregulation will present an
opportunity for the City to expand its service area and therefore spread its fixed costs over a wider customer
base,thereby making more money for the General Fund.
L.. 22
Recommendation 34: The Light and Water Department should develop a thorough, detailed plan
of how it will turn the onus of"deregulation" into an opportunity for its further success. A major
element of the plan should be the intention to market Azusa's light and water utility services to other
communities.
Response 34-Light& Water: The electric utility market in the future does not require Azusa to go into
other cities physically with poles and wires. The City is currently engaged in discussions with other entities
for potential business opportunities.As these discussions are confidential in nature, and concerns the future
of City's enterprise operations, Director of Utilities will brief the City Council individually prior to his
recommendation for final approval, which is targeted for January, 1997.
TIMELINE: Current
COST:Staff Time
Observation 35: The Light and Water Department has developed a sophisticated management information
system. It includes features such as customer account files and maintenance, utility billing,the ability for
customers to access the system from home,and electronic messaging. This means that the utility department
is more aggressive and has become more advanced than other City departments in the use of electronic
technology in the workplace. Moreover, the utility department Director serves as Chair of the City-wide
Management Information Services steering committee,that holds its meetings at the utility office building
on the second Wednesday of every month.
Recommendation 35:The Management Information Services Department should become a division
of the Light and Water Department,which should be renamed,"Utility and Management Information
Systems Department". The Management Information Systems(MIS)Manager,that the City intends
to hire, would be responsible to the MIS Committee but would report to the Utility Director. The
City would benefit because the MIS Division would be situated in an environment where application
of new technology is a business requirement. Secondly, whenever possible, equipment sharing,
hand-me-downs or outright funding from the utility department occur to the benefit of the entire
City. The City should make a one-time grant from utility to initiate and implement City-wide MIS.
Response 35-Light& Water:: The MIS division in Azusa has recently been operated under an appointed
committee selected by the City Administrator. Following the recommendation of the Innovation and
Efficiency Committee, MIS Division has been assigned to Light& Water Department beginning FY 96-97.
The three MIS staff will be assigned to manage information and communication systems of three major
operations of the City--General Fund, Police, and Utilities.
The goals and objectives set forth for the next two fiscal years are as following:
*Network all departments and city council members
*Establish a Web site for the City
*Install new software for the City's financial system
*Implement Phase I of Document Imaging System this fiscal year, and full
implementation by December 1997
*Install Geographic Information System
*Provide training to staff on all new applications
`-- 23
TIMELINE: Current
COST: Varies, according to current FY budget 1996/97
Observation 36; Education and training in the use of computers and automated management information
systems are a requisite to being successful in business not only in the 90's but right on into the 21st century.
The City has placed good emphasis on this but has fallen short in requiring education,training and retraining
of its people, at all levels in the organization.
Recommendation 36: The City should develop a plan for involving all of its employees in
education,training and retraining on automated management information systems. The Management
Information Systems Division should lead the way.
Response 36-Light& Water: Training and education on automated management information systems can
be carried out in two ways -- 1) sending employees to outside classes, or 2) conduct training in-house.
Sending employees to attend outside classes is both costly and time consuming. Conducting in-house runs
into the problem of allocating PCs for the classes. So staff propose the following:
. Schedule the delivery of new PCs under CIP purchases in two shipments each fiscal year: one
in the beginning of the fiscal year and one at the second half of the fiscal year. When new shipment
arrives, they will be setup for classes before they are distributed to assigned users.
. Staff is also pursuing the idea of setting up a mini-computer training classroom capable of
accommodating about 6-8 employees. The Light & Water Department intends to market this
training facility to other businesses operating in Azusa for a fee. Using the revenue to maintain and
upgrade the equipments in the classroom.
TIMELINE: Current
COST: Varies, according to current FY budget 1996/97
Observation 37: Due to declining revenues, higher costs and the implementation of better work methods,
the City has down-sized the staff,thereby saving money. However,the City has accomplished this primarily
through attrition which has, in some instances,left supervisors with few, if any,employees to supervise. The
essential work is still getting done, but supervisors are losing some productive time by having to continue
the formal lines of responsibility and supervision that a separate Public Works Department entails.
Moreover,the location of the Public Works Department director at City Hall,with his supervisors and team
leaders at the maintenance yard,makes for a schism that is, at best,difficult to bridge.
Recommendation 37A: With the exception of the Parks Maintenance Division, merge the Public
Works Department with the Community Development Department. The Public Works
Superintendent position would report to the Director of Community Development. It would remain
an executive management position until such time as the incumbent leaves the employ of the City,
after which the position would revert to management level.
Response i7A-Community Development: This recommendation is feasible,and can be implemented as
early as January, 1997. This recommendation can be implemented as follows:
�.- 24
1. The Public Works Department would once again become a division of the Community
Development Department. The Public Works Superintendent would report to the
Community Development Director, and would relocate his office to the City Yard The City
Engineer would be assigned by the Community Development Director to assist the Public
Works Superintendent in overseeing the day-to-day operations of the Maintenance function.
2. The Public Works Secretary would move to the City Yard as well.
3. No significant budgetary savings are anticipated from this consolidation, because the
incumbent would remain, and no future salary reduction for the position is being
contemplated while the incumbent remains. It is expected that some of the existing
workload will be shifted from the Public Works Superintendent to the City Engineer and
Community Development Director.
4. The relocation of the Superintendent to the City Yard will enable staff to manage
supervisors and crew activities without the separation of distance and view.
5. The room currently used for conferences can be converted to accommodate both the
Superintendent and Administrative Secretary.
The merge is feasible and can be implemented without capital cost as soon as January 1997. Superintendent
recommends some budgetary items and responsibilities of the Parks Division be transferred to the Street
Division i.e., the East San Gabriel Valley Consortium,for weed abatement of City right-of-way.
TIMELINE:January, 1997
COST: $3,000
Recommendation 37B: Coordination of parks maintenance and recreational use of park facilities
`.. is a must. At the City of Azusa, this coordination would be enhanced if the Parks Maintenance
Division becomes a division of the new Cultural and Leisure Services Department.
Response 37B- Community Development: This can be accomplished as part of the implementation of
Recommendation 37A at mid year. Please note, the parks maintenance function will fall within the
Community Services Department.
TIMELINE:January, 1997
COST:None
Response 37B Public Works: The merger of the Parks Division into the Community Services Department
is feasible. The merger will once again bring the Parks Division under the direction of the Community
Services Department and the Parks and Recreation Commission.
It is recommended that the labor force of twelve employees,fleet, equipment, trees to include the Ad-Hoc
Committee be transferred to the Community Services Department. The remaining areas within the Parks
Division i.e., contract landscape maintenance, precise landscape plans, review and inspections,
beautification(projects)and the East San Gabriel Valley Consortium remain within the Public Works area
of responsibility.
`-- 25
TIMELINE:January, 1997
COST:None
Observation 38: The Public Works Department is very skilled at installing medians and otherwise
beautifying the City. However, in the meantime, City buildings can be observed in need of major
maintenance which has been delayed in favor of beautification.
Recommendation 38:The City should develop a plan for beautification projects that recognizes the
importance of maintaining existing structures first. Items such as peeling paint, leaking roofs and
potholes should be prioritized above new beautification projects and the additional maintenance
burden that they present. Once the priority list of beautification projects is ready, it should be
presented to the various civic groups and service organizations, invite them to"adopt-a-median",
much as Cal-Trans invites them to"Adopt-A-Wall".
Response 38-Public Works:In regards to the maintenance of City facilities see attached Five Year Facility
Maintenance Master Plan.
Staff will calculate the cost of maintaining each center median with the new contract landscape maintenance
cost in April of 1997. The three year contract will set the length of time for a civic group, service
organization, business or individual to Adopt-A-Median for the duration of the landscape maintenance
contract. The City may off-set maintenance by all or part of the cost. A sign to recognize the median
sponsor will be placed on median for a three year period
An example for your review: CITY OF AZUSA
�.. ADOPT-A-MEDIAN
SPONSORED BY
RED ROOSTER
PILLOW COMPANY
Sign: white on blue
Size: 48 x 36
Sponsor Area: Black on White Artwork not available
TIMELINE:June, 1997 budget
COST: Probably none
•
�.• 26
Observation 39: The City has hopes that the return to it by the State of California of Highway 39 will lead
to revitalization and prosperity for the downtown district. However, the Committee has not had an
opportunity to review whether the City of Azusa would be able to bear the reported$80,000 per year cost
of taking over the highway,once the initial maintenance dowry from the State has been exhausted.
Recommendation 39: The City should conduct a thorough investigation and analysis of the
cost/benefit, advantages and liabilities of resuming responsibility for Highway 39. If the result is
affirmative, the City Council should proceed forthwith so that the project can be an immediate
contributor to the revitalization of the downtown district.
Response 39- Community Development: The City Engineer has prepared an estimate of the projected
maintenance cost, which concluded that, after the improvements to Hwy. 39 have been made, the annual cost
of maintenance would be approximately$30,000, which can be absorbed using the City's annual gas tax
funds, which amounts to approximately $700,000 annually. This will become effective upon the
relinquishment of Highway 39 in January, February, 1997.
TIMELINE:January/February 1997
COST:None
Observation 40: The City maintains a central fleet repair facility operated by a maintenance mechanic and
his supervisor. However, it is not cost-effective for the City to have its own central fleet repair due to the
complexity of modern equipment and the needs of some departments for immediate turn-around. In fact,
many City departments already contract with outside garages.
`.• Recommendation 40: The City should close its central fleet repair facility and contract out all
garage operations. The existing employees could be retained to assist with"running"vehicles and/or
could be transferred to other City maintenance divisions for retraining and new assignments.
Observation 41: In recent years, the City has made strides in recognizing the need to replace its equipment and
rolling stock on a regular basis to ensure that it is roadworthy, modern and safe to operate. However, equipment
down time leads to unnecessary cost and inefficiency and should be avoided. If equipment is too old to be reliable,
it should be replaced.
Recommendation 41: The City should develop a multi-year plan to replace its equipment and rolling stock
on a regular basis. A convenient way to do this is for a central equipment fund to charge using departments
on an annual basis for the replacement of their respective stock.
Response 4041 41-Public Works:Staff will be prepared to submit a draft agreement between the City and private
agency to maintain rolling stock By early February 1997, specifications for proposal will include hourly cost and
replacement program. The City may choose to have a contracting agency perform vehicle purchase through mass
purchasing.
TIMELINE:July, 1997
COST: Unknown at this time
�.- 27
Observation 42:The Redevelopment Department and the Community Development Department must work hand-in-
hand to encourage new development and assist with the upgrading and maintenance of existing development in the
City. Due to down sizing of the Redevelopment Department,the two departments must work more closely than ever.
Maintaining them as separate departments is inefficient and leads to lack of coordination, lost time and unnecessary
cost and frustration.
Recommendation 42: Merge the Redevelopment and Community Development Departments,along with
Public Works, as described above, into a new department entitled, "Community Development and Public
Works Department". The existing (vacant) position of Redevelopment Director would be filled at the
management level by an individual who would report to the Community Development Director.
Response 42-Community Development: Redevelopment would become a division of the Community Development
Department. The workload activities of the Redevelopment Agency have been very intensive in the past few years,
and are anticipated to continue in this manner for at least the next two to three years. The need to retain a manager
in charge of the details of the daily operations of the Redevelopment function would be absolutely necessary with
the consolidation of the departments, because the Community Development Director would not have the time
necessary to devote to Redevelopment's daily activities. It is recommended that the title of the consolidated
department continue to be "Community Development Department".
The consolidation of departments is proposed to occur as follows:
1. The consolidation can be consummated at midyear. For the balance of this fiscal year, Mr. Robb
Steel, because of his intimate knowledge of the issues,projects, and activities of the department,
would function as the division manager on a part time basis.
2. Prior to the end of this fiscal year, recruitment should be commenced for a division manager to
replace Mr. Steel for next fiscal year.
`• Minor cost savings are anticipated from the consolidation, as a result of the salary difference from hiring a division
manager rather than a department director.
TIMELINE:January/February, 1997
COST:None
Observation 43: As a recipient of over $40,000 annually in City General Fund Support, the Azusa Chamber of
Commerce should play a major role in economic development in Azusa. However, the City needs to keep the
Chamber constantly apprised on its own efforts at economic development so that the Chamber can augment or even
improve upon them.
Recommendation 43: The Economic Development Specialist should maintain a schedule of weekly hours
at the Chamber of Commerce office and should keep that organization constantly apprised on the City's
efforts at economic revitalization and marketing.
Response 43-Redevelopment: The EDS will distribute "Welcome to Azusa"packages to new businesses. The EDS
will make personal visits to the City's existing businesses. The EDS will encourage businesses to become involved
with the City and Chamber activities. The EDS will distribute City and Redevelopment information to individuals
visiting or calling the Chamber offices. The EDS will promote the Chamber activities as outlined in the Agreement
between the City and the Chamber. The EDS will also give the City presence at the Chamber office.
28
The following schedule is proposed: 3 hours per week Tuesday, 9:00 a.m. to 12:00 noon. Because of Margaret's
forthcoming maternity leave, we suggest that these office hours not begin until she returns in February 1997.
TIMELINE:Spring 1997
COST:Staff time
Observation 44(same as Observation 101: Whereas the Woman's Club community facility is a leisure-oriented
asset of the City, its maintenance is handled by Public Works and Administration handles the scheduling. This is
inefficient and sometimes leads to lack of coordination or even duplication of efforts.
Recommendation 44: (same as Recommendation 10): Management,maintenance and scheduling of the
Woman's Club facility should be transferred to the new Cultural and Leisure Services Department because
that Department's Recreation Division already has experience with renting-out City facilities and managing
the Senior Center building.
Response 44-Administration:Because we decline to implement a new Cultural/Leisure Department, we recommend
the facility be transferred lack to ha&Works from Administration to eliminate inefficiency.
TIMELINE:January 1997
COST:None
Observation 45: The City has a total of seven standing Boards and Commissions. Many of them have up to seven
members,all of whom receive a stipend of$25 per meeting. Although community input to the governmental process
is a vital concept,Azusa's method of securing it is unnecessarily redundant and costly.
Recommendation 45: Merge the Architectural Barriers Commission and the Mobile Home Rent
Stabilization Board with the Planning Commission. Re-name the Commission as the "Community
Development Commission". Reduce the size of the resulting Commission by attrition until it has only from
five to seven members.
Response 45 - Community Development: The response to Recommendation 11 is appropriate here as well.
Burdening the Planning Commission with additional members poses practical and efficiency difficulties. The
Architectural Barriers Commission and Mobile Home Rent Stabilization Board each has a very narrow focus,
dealing with handicap access and rent control, respectively. The Planning Commission, on the other hand, has wide-
ranging responsibilities, which require considerable training and education. The following is proposed:
1. Architectural Barriers Commission- This Commission is recommended to remain status Quo.
2. Mobile Home Rent Stabilization Board- While created by ordinance in 1992, the Board has only
met twice, and since then no need has been demonstrated for additional meetings. It is proposed
that the ordinance be amended to convene a Board meeting only when necessary, and that such a
Board be constituted at the time of need, comprised of two mobile home tenant representatives, two
park owner representatives, and one neutral independent third party.
Because numerous State statutes make reference to planning commissions, it is important that Azusa's Planning
Commission retain its name as"Planning Commission".
`-- 29
TIMELINE: Current
COST:None
Observation 46(same as Observation 2): The City of Azusa, like most local governments with aging infrastructure
to maintain as well as growing demands for social services,finds itself short-staffed. On the other hand, many long-
time area residents and business members have expertise that they want to contribute to the betterment of the City.
The City is losing out on this available"free" help.
Recommendation 46 (same as Recommendation 2): By organizing in the City Library a central
clearinghouse for inventorying and assigning volunteers, the work of every City Department would be
enhanced, essentially At no additional cost to the City.
Response 46-Library: The City Library can house and organize the activities related to an efficient and effective
corps of volunteers. Utilizing volunteers is a well-tested and successful component of the operation of a public
library; libraries have always utilized and benefited from the services of volunteers. With this in mind, library staff
have already prepared a volunteer program manual which is in draft form. By centralizing and implementing this
service, most departments in the City and, ultimately, the community can benefit a great deal from this very valuable
service. We will be pleased to coordinate it. The Librarian will assign the work to Pam Alger, Library Literacy
Services Coordinator.
TIMELINE: February-March/FY 1996-97
COST:Staff Time &Printing Cost
Observation 47: The City operates the largest public library in this area. It is a member of the Metropolitan
Cooperative Library System of southern California. This enables patrons here to access the collections of 32 southern
California libraries plus the County of Los Angeles. In addition,the City Library offers many other special programs
such as summertime childrens' shows and storybook sessions; research reference assistance; mature readers'
collection,subscriptions to over 150 periodicals;video tapes for rent; etc. Probably only few Azusa residents know
all the services that their Library provides.
Recommendation 47: Inform Azusa residents about all the services that the City Library provides.
Encourage them to attend Library programs and to consider joining the Friends of the Library support group.
Response 47- Library: The staff have planned to produce several bibliographies and publications which will
provide information on the special collection, on new items in the library and on upcoming events and training.
Already, during the summer months, the Children's Library program provides information for the community on
events and publishes special reading lists for the youth of our community.
The literacy program also provides regular newsletters to inform the community of upcoming training and special
interest items related to the program. A new plan to publish a summarized annual report on the activities of the
library is also underway for Fiscal Year 1996-97.
TIMELINE: Ongoing/In progress (July 1997 for annual report)
COST:Staff Time and printing cost($1000)
�-- 30
Observation 48: The Azusa City Library is the community's central node point for information with access for all
City departments and for the residential and business community as well. For example,the City Business License
Division could benefit greatly by availing itself of the information it can access from the West Wing through I-NET.
Recommendation 48:The City should make a greater effort to coordinate its efforts as well as those of the
Unified School District and Azusa Pacific University to advertise and to enhance communications and
information retrieval efficiency for the Azusa residents,students and businesses. At the very least, such an
effort will spread knowledge about the Azusa City Library and its information retrieval capabilities; it will
enhance the image of the School District as having access to such a system; and it will more closely unite
the efforts of all three agencies towards achieving a better future for Azusa.
Response 48-Library: Staff is accommodating this recommendation by providing access to several reference
sources available on a CD-ROM network Users include City departments and the public via a special dedicated
access terminal in the library.
Soon, the entire community will be able to access the library catalog via personal computer and modem. Our greater
plan calls for the library to introduce the Internet to our community and to enable it to use it. We will also provide
information about the City on the world-wide web. This attempt will introduce the City via different resources and
services to a very wide audience all over the world
The City library is in close cooperation with the School District as part of its long-range plans for access to
information through the latest available technology. Library staff are also working closely with the library staff at
Azusa Pacific University to enhance the access to and delivery of information to our community.
TIMELINE: In Progress/Ongoing
COST:Staff Time
Observation 49: The City is providing a program aimed at achieving literacy for area residents. The potential
utilization of such a program is so large that the full extent is,as yet,still unknown. More help, ideally on a volunteer
basis, would be very useful. On the other hand, students at Azusa Pacific University are available and need
experience in the kind of teaching that the literacy program involves.
Recommendation 49: The City Library Literacy Program staff should meet with Azusa Pacific University
staff to discuss the possibility of developing a program that will involve APU students to assist with Literacy
program.
Response 49-Library: The Literacy Program is of course based upon the concept of utilizing volunteer tutors from
the community to help adult residents build reading and writing skills in English. In keeping with the Committee's
recommendations, library staff have already made necessary contact with APU to attract student volunteers for this
program. Training will be provided through literacy staff at the library.
TIMELINE:In Progress
COST:Staff Time
31
Observation 50:The City Library has many in-house publications that cover a variety of subjects such as specialized
bibliographic source lists for new businesses, health issues and concerns,emergency preparedness,student reading
lists for all ages,etc. However,most other City departments are unaware of these publications and how they would
be benefited by them.
Recommendation 50:The City Library staff should develop a list of its in-house publications and share both
the list and the publications with other City departments.
Response 50-Library: The library is already preparing listings for the various City departments of the publications
that are available. We plan to offer training to the City staff in the utilization of online reference sources. These
resources are available on a CD-ROM network already accessible by City departments.
TIMELINE:July, 1997
COST:Staff Time
Observation 51: The City Library building is one of single-department-occupancy. As such, it is incumbent upon
the occupant department to take a pro-active, involved approach to the maintenance and improvement of its own
building. The City Librarian has been successful in breaking the past cycle of the building's physical decline as
witnessed by the roof project. But,much more needs to be done.
Recommendation 51: The City Library needs a fully-defined maintenance schedule,with a time-table. The
City Library, as with all City buildings, needs to have an acceptable priority vis-a-vis other so-called
"maintenance" projects such as median beautification and freeway landscape maintenance.
Response 51 -Library: The preliminary repairs of the roof at the City library have been successfully completed
In addition, a series of much-needed maintenance has been scheduled for the library. At present time staff are
working with FEMA and the Office of Emergency Services on an application for the major library safety and roof
project, including vital structural repairs.
The City Librarian will work with the Public Works Superintendent to develop a maintenance schedule, and
implement it, no later than June 30, 1997.
TIMELINE:In Progress/Ongoing
COST: Approximately $61,000 to this date for roof repair, painting. Carpet and other maintenance items are
scheduled for the upcoming months. Painting and roofing have been completed
Observation 52 (same as Observation 45): The City has a total of seven standing Boards and Commissions. Many
of them have up to seven members, all of whom receive a stipend of$25 per meeting. Although community input
to the governmental process is a vital concept,Azusa's method of securing it is unnecessarily redundant and costly.
Recommendation 52(same as Recommendation 451:Merge the Library Commission with the Parks and
Recreation Commission. Re-name the Commission as the"Cultural and Leisure Services Commission".
Reduce the size of the resulting Commission by attrition until it has only from five to seven members.
32
Response 52-Community Services: Based upon the Commissions feedback, it is recommended that the Parks&
Recreation Commission remain Status Quo.
TIMELINE: Current
COST:None
Response 52 - Library: In rearranging divisions to increase the City's efficiency and productivity it was
recommended to include the Senior Center Division of Community Services with the City Library. In theory, the
Senior Center and its programs can be merged with the City Library. Not only is the Senior Center in close proximity
to the City Library, the volunteers of the Senior Center and its various programs can be well-managed and
coordinated with the City library and its programs. The Library Commission opposes any merger of Divisions. It
is recommended the Senior Division remain within Community Services.
TIMELINE:None
COST:None
Observation 53 (same as Observation 10): Whereas the Woman's Club community facility is a leisure-oriented
asset of the City, its maintenance is handled by Public Works and Administration handles the scheduling. This is
inefficient and sometimes leads to lack of coordination or even duplication of efforts.
Recommendation 53 (,game as Recommendation 10): Management, maintenance and scheduling of the
Woman's Club facility should be transferred to the new Cultural and Leisure Services Department because
that department's Recreation Division already has experience with renting-out City facilities.
Response 53- previously answered in observation 10.
Observation 54(same as Observation 52): The City has a total of seven standing Boards and Commissions. Many
of them have up to seven members, all of whom receive a stipend of$25. Although community input to the
governmental process is a vital concept,Azusa's method of securing it is unnecessarily redundant and costly.
Recommendation 54(same as Recommendation 52): Merge the Library Commission with the Parks and
Recreation Commission. Re-name the Commission as the "Cultural and Leisure Services Commission".
Reduce the size of the resulting Commission by attrition until it has only from five to seven members.
Observation 55: The City adopted the Headstart State Preschool program in 1989 when the Azusa Unified School
District dropped it. While this move was laudable in the eyes of some, it apparently was done without a cost-benefit
analysis. Such a decision can often have hidden costs and overhead,such as the workload on Human Resources and
other administrative departments from processing employees and providing insurance,etc.
Recommendation 55:The Headstart State Preschool program is a noble cause. However, in the future,the
City should carefully consider the cost/benefit and risk of a venture before it embarks upon it.
Response 55-Community Services: The benefits of this program cannot be measured in S. The families we are
serving gain a great advantage by having their youngsters better prepared for a successful education and future.
It is obvious to primary school teachers which youngsters have had a 'Head Start"experience. Current City
33
Administrative staffing levels are adequate to cover the administrative overhead presented by grants such as
Headstart. It is recommended to maintain the Headstart Program as an important educational tool.
TIMELINE: Current
COST:None
Observation 56(same as Observation 12): The City receives a generous amount of funding under Propositions A
and C,the Local Transportation Sales Tax measures. However,these laws and the regulations that implemented them
are so restrictive that the City is hampered in its use of the funds.
Recommendation 56(same as Recommendation 12A): The City Council and City Administrator should
actively"lobby"the lawmakers in charge of Propositions A and C in an effort to broaden the allowable uses
of these transportation monies.
Response 56-CommunV Services:Prop A and C were voted on and passed by the electorate. Existing legislation
has other allowable uses for landscaping shelters, and lighting along fixed routes. Broader uses for unrestricted use
are not allowable. We do not recommend changing or lobbying to change a publicly voted upon item.
TIMELINE: Current
COST:None
Observation 57: The City has made a diligent attempt to maintain extremely low fares on its public transportation
lines. However, such low fares encourage the using public to take such systems for granted, and could lead to
vandalism by making the system more accessible to the irresponsible.
Recommendation 57: The City should prepare an analysis of the fares and fees that it charges in its
transportation system. The City should make an attempt to allow its system of fees and charges to more
closely reflect the cost of providing the related services. It may be necessary to increase the fees by$1 or
$2 if they are too low.
Response 57- Community Services: The transportation department will schedule as a goal in the FY 1997/98 a
fiscal analysis review of fares and fees. This analysis will update and inform the City Council regarding the cost of
providing transportation services
TIMELINE: 1997/98 FY budget goal/objective to be included in the budget.
COST:Staff Time
Observation 58: Presently,the Senior Center receives a small amount of philanthropic donations from area patrons.
As time passes,such donations will increase both in number and in size. All of the City's banking and accounting
should be handled through its Finance Division. Yet,money that the Senior Center receives seldom goes through
Finance. History has shown that, even in the best of organizations, such an arrangement usually leads to a major
problem.
`.- 34
Recommendation 58: Philanthropic donations and bequests should be remanded to Finance for placement
in interest-bearing Trust and Agency Fund Type Accounts. The City should use the interest--never the
principal--for projects that qualify within the intent under which the Senior Center accepted the money.
Response 58- Community Services: Placing donations and bequests in an interest-bearing Trust/Agency Fund
Type Account can be facilitated immediately.
TIMELINE: October 1996
COST:Staff Time
Observation 59: The Azusa Senior Center is fortunate to receive much assistance from local businesses and from
various service groups and organizations in the area. Periodically,the City Council should recognize these groups,
businesses and individuals for the tremendous contribution they are making.
Recommendation 59: At least annually, the City Council, in coordination with the Cultural and Leisure
Services Commission, should recognize and give thanks to the service groups, individuals and businesses
who contribute their time and talents to this city.
Response 59 - Community Services: Staff believes the CITY WIDE annual recognition of volunteers should be
coordinated by the Library as a part of the Clearinghouse project. As part of the assigning of volunteers, the
Library will coordinate a uniform agreement to be signed by all volunteers and a handout as it relates to general
info about the City and being a volunteer within our framework(including information on tracking their hours).
April each year has a National Volunteer Week Annual recognition could be done very simply by submitting the
names of ALL volunteers and the category of their volunteering- and the Azusa Herald with
a request for printing(much the same as printing the list of High School graduates).
Additionally, a recognition coffee/dessert could be hosted by the City Council outside Chambers and prior to a
regularly scheduled City Council meeting. Then volunteers could be invited inside for a general recognition at
beginning of the Council meeting.
TIMELINE:April 1997
COST:Staff Time
Observation 60: The City did well to receive a grant from the State of California that paid for part of the cost in 1985
of constructing the Senior Center building. However,a caveat in accepting the grant was that the City agreed that
the new building would be used primarily for senior program purposes. The word"primarily" has seemingly grown
in its interpretation to mean "exclusively", which is a hindrance to worthwhile alternative uses that could be
coordinated with senior programs.
Recommendation 60: The City should review its interpretation of its agreement with the State under which
the City received the grant that assisted with the construction of the Senior Center building. As much as
possible,the City should make the building available to other clubs and service organizations for worthwhile
community events.
35
Response 60-Community Services:Staff is in strong agreement that the Center should not be used for any activities
to which youth (with the exception as part of a staffplanned senior activity) would be participating-certainly no
weddings or other family activities where there is liquor and a party atmosphere (use Woman's Club).
Over the past nine years there has already been some utilization of the Center by "other clubs and service
organizations for worthwhile community events".•
Chamber of Commerce: Breakfast meeting for members
Miss Azusa Pageant Reception
Candidates Forums
Azusa Kiwanis Club: Weekly meetings- 1 %years
Azusa Sister City: 25th year anniversary
Rose Float Assoc. Float Unveiling
City Administrator: Budget Sessions
Community Development workshops
Dinner recognition of volunteers at
Senior Center, Police Dept., Library
Aerojet Retirees: Fall Meetings
A.A.R.P. Chapter Monthly Meetings
(Am.Assoc. Retired
Persons)
We anticipate continuing to work with the above organizations as well as more who might similarly present
themselves.
TIMELINE: Currently ongoing
COST: Staff Time
Observation 61: The definition of the term"senior"is unclear. Many residents may be missing out on worthwhile
activities at the Azusa Senior Center because they fear that they do not yet qualify by virtue of age.
Recommendation 61: The City should clarify the term "senior"as it relates to age and make its findings
known.
Response 61-Community Services:By the very nature of the variety of services and opportunities available to older
adults-many of which place their own minimum ages on eligibility-if we state age 50, we include some people who
must be older for some services-and if we state 60 we exclude younger persons who are eligible for certain things.
Please review the following:
Age 50- Eligible for American Association of Retired Person. The Azusa/Glendora Chapter of
AARP met here for several years.
36
Age 55- Title V-the Job Training section of the Older Americans Act-places enrollees at various
training sites. We currently have two enrollees(am/pm Receptionists).
Age 60- The Senior Nutrition Program-though not inclusive because a spouse of any age is not only
welcome, but ELIGIBLE.
Dial-A -Ride
Age 62 - Foothill Transit Pass for Seniors
Age 62/65 + +Medicare/Social Security
This list does not include the ages of"senior"for varied discounts with merchants, ie: restaurants, auto insurance,
etc.
TIMELINE: Current
COST:None
Observation 62 (same as Observation 37): Due to declining revenues, higher costs and the implementation of
better work methods, the City has been able to down-size the staff,thereby saving money. However, the City has
accomplished this primarily through attrition which has, in some instances, left supervisors with few, if any,
employees to supervise. The essential work is still getting done, but supervisors are losing some productive time by
having to continue the formal lines of responsibility and supervision that a separate Public Works Department entails.
Moreover,the location of the Public Works Department Director at City Hall,with his supervisors and team leaders
at the maintenance yard, makes for a schism that is, at best,difficult to bridge.
Recommendation 62 (same as Recommendation 37M: Coordination of parks maintenance and
recreational use of park facilities is a must. At the City of Azusa, this coordination would be enhanced if
the Parks Maintenance Division becomes a division of the Community Services Department.
Response 62-Community Services: The Community Services department will assume control of Parks maintenance
division effective January 1997. This item has also been discussed under recommendation 37B.
TIMELINE:January 1997
COST:Staff Time
Observation 63: The City Police Department provides protection and investigation to the residents and businesses
of the community primarily through the services of its employees. As a department, it has limited opportunities to
"sell" some of its services or to "recover" some of its expenses and thereby help to cover its overhead costs.
However,the Department has a well-organized training bureau with trainers. In addition, it has and operates a state-
of-the art image digitization and printing station.
Recommendation 63: Within the guidelines of the Commission on Police Officer Standards and Training
(POST), empower the Police Department to market its training services and its digitization and printing
services. Encourage it to continue its efforts to recover its expenses whenever possible.
37
Response 63 - Police Department: The Police Department is actively investigating several mechanisms for
recovering training costs. Currently, we seek out the opportunity to host POST certified training put on by a outside
trainer, and receive a number of spaces in the class for our officers at no charge, in return for providing the training
facility and refreshments. The department had some notable success in obtaining SWAT training for our SWAT team
officers in this manner, by hosting Sniper School, SWAT Supervisors School, Flashbang Instructor's School, and a
Tactical Diagraming course. The department is currently working to host a Crime Scene Reconstruction Course for
detectives, in return for which two detectives will train at no.charge.
The Police computer services division is currently unable to market its technological services for profit because of
staffing and resource constraints. Requests for services are currently reviewed on a case-by-case basis, and staff's
direction is to be as flexible and accommodating as possible. However, to increase the workload level to a point
where profitability is a goal,staffing and resource issues would have to addressed. Moreover, the division's primary
purpose of serving the needs of the Police Department would be compromised
TIMELINE: no action
COST:N/A based on recommendation
Observation 64: The Police Department has made strides at confining the work of its sworn safety personnel to
responsibilities that can only be handled by persons with their qualifications and training. The Police Department
has utilized non-sworn employees to take reports,for parking ordinance enforcement, to operate the municipal jail,
to perform clerical work, etc.
Recommendation 64: The Police Department should consider the possibility of accepting bids from private
�-- companies that specialize in the operation, for profit,of municipal jails.
Response 64 - Police Department: The concept of privatization of the Azusa municipal jail is worthy of
investigation. We began investigating privatization in 1994 and had high hopes of significantly reducing jail costs.
Staff conducted field research of other municipalities currently operating their jails with private vendors. Staff also
contacted the appropriate State of California regulating agencies which govern jail management. Several important
issues were discovered during this process. Primarily, to operate a municipal jail for profit would require a change
in the classification of the jail type as defined by the Bureau of Corrections. Along with this change would be
increased demands on the jail management to provide more resources to inmates above what is currently provided
to inmates as a 'type 1"facility, which is what Azusa currently operates. The jail would have to be reclassified as
a `type II"jail under a `for profit"orientation.
Our research showed that personnel hired by private vendors are not of the same professional caliber as the jailers
Azusa P.D. currently uses. Privatization of the Azusa City Jail is not recommended.
TIMELINE:no action
COST:N/A based on recommendation
Observation 65: The City has grown both in terms of size and complexity since the existing Police Department
Building and Community Annex were conceived.
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Recommendation 65: The City should consider placing a Police substation or community center at Foothill
Center.
Response 65-Police Department: Placing a police substation in a non-traditional setting has the advantage of
breaking down barriers that have previously separated the police from the community. It encourages the community
to look at their police department as a resource that is easily available to all and accessible even for the resolution
of small problems. A substation is less formal and intimidating than a full-service police station.
The disadvantages are the costs associated with operating a substation. The following are the approximate annual
costs for operating a small office front substation at Foothill Center.
Rent $ 16,200
Utilities/phone 5,000
Furniture/computer 6,000
One officer @10 hrs/day, 7 days a week 122.398
Total $149,598
Staffing costs are extremely high. The department has found that it is necessary to maintain regular office hours for
a substation in order to build community confidence in the substation. Erratic or infrequent hours promote the image
of an unresponsive police department. Full time city employees work four days a week for ten hours each day as
specified by city contract with all employee groups. To staff the substation seven days a week would require 1.75
officers. (Salary and benefits @ $69,942 for a full time officer). Each officer would be entitled to vacation time,
would occasionally become ill, and would need routine training. Each of these events would trigger the need to
replace the officer at the substation. The list expense is to maintain a single officer at the substation for 70 hours
per week
For a substation to be an efficient use of manpower, it must be situated at a location that has a high demand for
service and is difficult for officers to get to in a timely manner. Foothill Center is one mile from the Police Station
and is less than five minutes in travel time. We average approximately 3.9 hours per week at Foothill Center. The
assigned officer would have 66.1 hours per week of uncommitted time.
After carefully weighing the advantages and disadvantages of placing a substation at Foothill Center, staff
concludes that it is not an efficient use of Police Department resources at this time. If the department discovers that
in the future it is committing a disproportionate amount of resources in the east end of the city, the Police
Department will reconsider this proposal.
TIMELINE: no action
COST: $149,598
Observation 66: The City and its Police Department want to encourage physical fitness among its public safety
personnel.
Recommendation 66: The City should consider, to the extent economically feasible, offering an annual
physical fitness incentive to its employees,based upon an annual physical fitness test or exam administered
to its employees.
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Response 66- Police Department: It is feasible to institute a physical fitness incentive program to our officers.
However, unless the Police Officers Association agrees to a mandatory program during the meet and confer process,
1-- the incentive program would have to be voluntary. Unless the incentives are significant, it is doubtful that a
voluntary program would inspire an extremely sedentary officer to make the daily effort necessary to attain a high
level of physical fitness. Meet and confer is essentially concluded until June 30, 2000.
However, in addition to the direct economic costs of this proposal it would also increase the City's exposure to
Worker's Compensation claims. It is settled in case law that any injury steered by a police officer in preparing for
a physical fitness exam is subject to compensation under workers compensation.
TIMELINE:None
COST:None
Observation 67: The City of Azusa and its Police Department have made it a major priority to inform and involve
the community in the goals,objectives and"customer service" potential of the Police Department. However,there
is no formal vehicle through which the community can make known its needs,concerns and ideas.
Recommendation 67: The City should consider the creation of a five-member Public Safety Commission
to work with the Public Safety Department in developing and articulating its goals,objectives and priorities.
Response 67-Police Department: Currently, the City Council serves in the capacity of the proposed commission.
The City Council articulates their priorities the Chief of Police through the City Administrator. The City Council
takes an additional step and appoints two Council members to serve as Police Department liaisons whose duties call
for enhanced interaction with the management and work force of the Police Department.
The management of the Police Department consists of the Chief of Police, two Police Captains, two Police
Lieutenants and one Business Manager (newly formed position). The management team is experienced in law
enforcement and highly educated in public administration. One of the basic tasks of the management team is to
develop the goals, objectives and priorities of the Police Department. These goals and objectives are sanctioned by
the City Administrator and City Council by various methods of oversight. All significant financial transactions which
fund the programs receive scrutiny from the Administrator and Council through detailed staff reports.
The current system is in harmony with the Azusa community. This is evidenced in part by the absence of adverse
public comment regarding police operations and management practices. A very low yearly personnel complaint
count and the apparent warm relations between the police and the law-abiding community.
The six person police management team maintains a very high profile within the community. They regularly attend
meetings of the City Council, Chamber of Commerce, Neighborhood Watch, civic and veteran groups. The
management team is known for its open door policy that allows community members to meet in person with police
managers on a walk in basis or by appointment. In addition, the Azusa City Council holds many informal community
workshops that the Chief of Police regularly attends. When a matter of policy or police practice becomes a question
or concern, the Chief is available to respond in the presence of City Council. The management of the Police
Department maintains a flexible posture that allows for changes in the delivery of police services within the
guidelines of California law.
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Although it would appear that no 7ormal vehicle"for the community to communicate with the Police Department
exists, the current system seems to be effective and holds the bureaucratic layers to a minimum. The Azusa City
Council prefers not to create an unnecessary layer of oversight for the Police Department.
TIMELINE:None
COST:None
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