HomeMy WebLinkAboutC- 5 Staff Report change in Special Events 3E1 I: Coop
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AZUSA
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: BILL NAKASONE, DIRECTOR OF PUBLIC WORKS
VIA: RICK COLE, CITY MANAGER 1)
JOE HSU, DIRECTOR OF UTILITIES
DATE: JUNE 9, 2003
SUBJECT: SPECIAL EVENTS-STAFF RECOMMENDATION
RECOMMENDATION
It is recommended that the City Council approve the following staff recommended changes to
"Special Events". The ten (10) staff generated recommendations for "Special Events" are as
follows;
1. The creation of an annual master calendar
2. The consolidation of numerous events into fewer events based on a seasonal
format.
3. The deletion of certain special events.
4. The transference of certain stand alone special events into ceremonial recognition
at City Council meetings.
5. The identification of Memorial Park as the centralized venue for the majority of
events to minimize logistical considerations.
6. The implementation of changes to existing work methods (which includes an
appropriation to Recreation &Family Services in the amount of $12,000 per year).
7. Absolving ourselves of the "stage rental" and "booth rental" business.
8. The creation of a special events tracking system to identify incurred costs by
departments.
9. Improve marketing and audience targeting for special events
10. Explore building a regional "signature event"
BACKGROUND
In April of 2003, the City Council and staff had a "courageous conversation" concerning `Special
Events". Staff cited (7) problematic areas relative to special events; /
1. Too many events ;L/
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2. Lack of planning
3. Lack of centralized budgetary control
4. Astronomical cost ($354,534 per year)and labor intensive for city staff.
5. The volume of special events was negatively impacting the primary work plan focus of
each department
6. Incorrect work methods/labor allocation of city staff
7. The events fell short of goals (too many small events that were sparsely attended)
Staff did provide "conceptual" recommendations that were well received by the Council. The City
Council then provided the direction to staff to further elaborate on the "conceptual"
recommendations and to define them in very clear and quantitative terms. Cabinet staff met on
several subsequent occasions to finalize the recommendations set forth in this report.
Recommendation #1 -The Creation of a Master Calendar of Major Events- FY 2003-2004
July 4, 2003 -July 4 Parade (starting next year would become principal day to honor veterans)
Month of August 2003 - Concerts in the Park
September 20, 2003 - City Links (River Clean Up Project that would dramatically reduce costs
and staff time involved in supporting multiple projects)
Month of October 2003 - Golden Days
January 2004 - Hands Across Azusa
April 2004 - Clean &Green Month
May 2004 - Fiesta Zacatecas (Replacing Cinco de Mayo, on the same day as the Mariachi
Festival)
Recommendation #2 - Consolidation of Events- FY 2003-2004
See above master calendar. Staff recommends continuing monthly volunteer projects,with clean-
up projects and tree planting alternating.
Recommendation #3 - Deletion of Events for FY 2003-2004
Dia de Musica (duplicative of Concerts in the Park-the garage band element would continue as a
low-key Recreation function at Memorial Park aimed at the mainly adolescent target
audience)
Halloween (Haunted House would continue, but the organized 'trick or treat' alternative would be
dropped)
Soapbox Derby (dropped in favor of Winter Fiesta being spearheaded by APU)
Cinco de Mayo
Recommendation #4 - Turn Stand Alone Special Events into Ceremonial Acknowledgement at
Council Meetings
Arbor Day
Veterans Day (Walk of Fame ceremony would be incorporated into Ceremonial Hour in the same
way that the Blue Star program was conducted)
Memorial Day (Walk of Fame ceremony would be incorporated into Ceremonial Hour in the same
way that the Blue Star program was conducted)
Holiday Tree Lighting
Cesar Chavez Day
September 1 1`h
Recommendation #5 -The Identification of Memorial Park as the Centralized Venue for Special
Events
Staff determined that some of the major cost components associated with special events revolved
around the following activities; traffic barricading, traffic control,street closure,sign posting,stage
set up, &stage transport. By scheduling the majority of events at Memorial Park, many of these
logistical concerns could either be dramatically reduced or eliminated. Events that take place in
Downtown, parade routes that cross Foothill Blvd, and the transporting of stage apparatus out of
the City Yard all contributed to a high expenditure level relative to the excessive amount of labor
hours associated with these tasks. While highly visible, the Civic Center is not designed to
comfortably hold large groups of people. By centralizing events at Memorial Park(and storing the
stages at Memorial Park)we can eliminate traffic control, street closures, sign posting, and traffic
barricading and reinforce the identity of Memorial Park and its facilities as our "central park."
Recommendation#6-Changing Our Work Methods-Transfer Stage&Booth Set Up/Dismount
Responsibility from Public Works to Recreation & Family Services. Fund Recreation & Family
Services a Supplemental Budget Appropriation of $12,000 per year to cover 1,500 hours of
Special Event Set Up Time
Under the current operation, Public Works staff is responsible for stage / booth set up and
dismounting for special events. This consumes 1,500 hours per year of regular time. Public
Works staff is paid at an hourly rate of$16.00 (part timers) and $32.00 (full timers) for this task.
By transferring this responsibility to Recreation &Famiily Services part time staff at an hourly rate
of$8.00,we would save approximately$25,000- $30,000 per year on stage/booth labor costs.
Recommendation #7 - Absolve Ourselves of the "Stage / Booth Rental Business" to Outside
Entities
The City has historically "loaned out" both the existing stage system and booths to outside "non
city" entities. More often than not, this is loaned out at no cost to the applicant. This poses two
major problems for the City. First, the City provides labor and equipment to transport this
apparatus to and from the event. Second, it is often returned with damage.
The current stage system has far surpassed the end of its useful life. For reasons of safety, staff
recommends that the current stage system be scrapped and no longer used for any events (both
City related and non City related). When the new stage system does arrive this summer, we
recommend that it not be loaned out to any "non city" entity and that it be used exclusively for
"City of Azusa" events only.
Recommendation #8 - Create an expense tracking system for special events costs incurred by
departments
See attachment#2 entitled "Special Events-Event Consolidation Expense for FY 2003-2004"for
a detailed breakdown of the following; the staff recommended city wide events for FY 2003-2004,
the individual expense for each event, and the reimbursement amount for each participating
department.
Recommendation #9 - Improve marketing and audience targeting.
Currently we market each event separately, primarily using blanket publicity methods. By more
clearly defining our target audience for each event, we can customize our outreach for greater
impact. We can also do a better job of cross-marketing events that target similar audiences. Key
to this is assembling a data base of attendees and potential attendees. One way to efficiently
compile the data is to create an "Azusa Advantage" card to offer tangible benefits to card holders
in exchange for them providing information on their contact information and interests-the same
way corporations use corporate loyalty cards (Vons Club, KCAL card etc.)
Recommendation #10- Explore building a regional "signature event".
Although Azusa celebrates with many worthwhile local events, there is no major regional draw to
raise revenue, bring in visitors and market the community. For over half a century, Golden Days
has been a very successful "local" event that celebrates Azusa tradition.. While many regional
events have simply evolved into regional draws (Oxnard Strawberry Festival, Laguna Festival of the
Arts, Sierra Madre Wisteria Festival), others have been created or repackaged with that clear goal
in mind (Gilroy Garlic Festival,West Hollywood Halloween Carnival, Lancaster's California Poppy
Festival.) A potential change in the Golden Days format or the creation/repackaging of another
regionally-focused event would require extensive consultation and collaboration. Staff does not
expect this transformation to take place this fiscal year but perhaps this could be something worth
considering for FY 2004-2005.
FISCAL IMPACT
The cumulative cost for "Special Events" was identified at $354,534. By implementing
Recommendation #3 (deleting certain special events)and Recommendation#4(Turn stand alone
Special Events into Ceremonial Acknowledgement at City Council Meetings), the City of Azusa
could save $139,303. per year (see attachment #1 - Deleted Events and Events Transferred to
City Council Meetings - for a detailed breakdown of cost savings). This would reduce the net
cost of special events down to $215,231 as illustrated below;
Original Cost of Special Events $354,534.
Less deleted events &transferred events -$139,303.
Net special event cost $215,231
This residual balance amount of $215,231 would be used to fund the following consolidated
events recommended by staff;
Hands Across Azusa
Dump that Junk
Mariachi Concerts/Zacatecas
4th of July Parade
Concerts in the Park
City Links
Golden Days/ 5 K Run
Holiday Tree Lighting
River Clean Up
The $215,231 earmarked for these events could be further reduced in cost due to
recommendation #6 (transferring special event stage set up to Recreation&Family Services). By
shifting stage/ booth set up responsibility to Recreation, $6,000 could be reduced from Public
Works labor expense for Golden Days. Likewise, Public Works could reduce the cost associated
with Monthly Tree Planting by improved work methods and further reduce the expense for this
event by $6,446. Additionally, the concerts in the Park are currently funded by Light and Water
and the associated expense of $43,709 could therefore be excluded off the expense list.
Consolidation of City Links with the River Clean Up Project would save an additional$15,315. The
net total breakdown is listed below;
Original FY 2003-2004 Special Event Budget amount = $215,231
Less Concerts in the Park- L&W funding = - $43,709.
Less PW Labor Reduction on Golden Days = -$6,000.
Less PW Labor Reduction on Tree Planting = -$6,446.
Less Savings on City Links - combine with River = -$15,315.
NET TOTAL PROPOSED FY 2003-2004 BUDGET = $143,761.
The cumulative savings for all of the recommended changes to special events takes the original
budget amount of $354,534 and reduces it down to $143,761. This represents a savings of
$210,773. See attachment#2 (Special Events-Event Consolidation Expense for FY 2003-2004)
for a detailed breakdown of cost. This attachment clearly delineates the chosen events for FY
2003-2004, the cost for each specific event, and the amount that each participating department
will be reimbursed for services rendered.
attachment#1 -SPECIAL EVENTS - Deleted Events & Events Transferred to City Council Meetings - Cost Savings
Event Public Works Police Dept Recreation Transp Redev L&W MIS Library Finance HR CM PIO Total Per Event
State of the City Address $ 108 $ 145 $ 145 $ 848 $ 2,500 $ 3,746.00
Soap Box Derby $ 1,211 $ 4,863 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 8,953.00
Ceasar Chavez Day $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 2,879.00
National Library Week $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 2,879.00
Cinco de Mayo $ 4,426 $ 1,622 $ 108 $ 145 $ 145 $ 848 $ 2,000 $ 9,294.00
c CEO Lunch $ 108 $ 145 $ 145 $ 848 $ 2,500 $ 3,746.00
Arbor Day $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 2,879.00
Memorial Day Celebration $ 3,873 $ 30 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 6,782.00
Dia de Musica $ 1,919 $ 3,966 $ 2,500 $ 108 $ 145 $ 145 $ 848 $ 2,000 $ 11,631.00
Azusa Fest $ 496 $ 1,000 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 4,375.00
Halloween Festival $ 977 $ 2,203 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 6,059.00
Veterans Day $ 3,559 $ 30 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 6,468.00
Business Image Awards $ 2,932 $ 108 $ 145 $ 145 $ 848 $ 3,633 $ 7,811.00
Winter Fiesta $ 6,295 $ 779 $ 1,204 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 11,157.00
Smart Growth Lunches $ 2,642 $ 108 $ 2,750.00
Slauson Pool Carnival $ 886 $ 1,574 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 5,339.00
Hoops Shoot Out $ 109 $ 145 $ 145 $ 848 $ 1,633 $ 2,880.00
Flag Ceremony $ 109 $ 145 $ 145 $ 848 $ 1,633 $ 2,880.00
Octoberfest $ 109 $ 145 $ 145 $ 848 $ 1,633 $ 2,880.00
River Clean Up $ 109 $ 145 $ 145 $ 848 $ 2,633 $ 3,880.00
River Event $ 109 $ 145 $ 145 $ 848 $ 2,633 $ 3,880.00
Skate Park Opening $ 109 $ 145 $ 145 $ 848 $ 1,633 $ 2,880.00
Blue Star Program $ 109 $ 145 $ 145 $ 848 $ 5,000 $ 6,247.00
Candidates Forum, $ 109 $ 145 $ 145 $ 848 $ 1,633 $ 2,880.00
Library events $ 11,300 $ 848 $ 2,000
$ 23,146 $ 4,462 $ 6,238 $ - $ 15,141 $ - $ 2,600 $ 11,300 $ 3,335 $ 3,335 $ 20,352 $ 49,394 $ 139,303.00
attachment#2 - SPECIAL EVENTS - Event Consolidation Expense for FY 2003-2004
Event Comments Public Works Police Dept Recreation Transp Redev L&W MIS Library Finance HR CM PIO Total Per Event
Hands Across Azusa $ 2,214 $ 1,718 $ 108 $ 145 $ 145 $ 848 $12,000 $ 17,178.00
Dump That Junk $108 $ 145 $ 145 $ 848 $ 2,000 $ 3,246.00
Mariachi Concerts $6,850 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 9,729.00
4th of July Parade $ 3,033 $ 1,038 $ 96 $ 108 $ 145 $ 145 $ 848 $ 2,000 $ 7,413.00
Concerts in the Park absorbed by L&W
City Links combine with river clean up $ -
Golden Days `PW expense reduced $ 38,154 $ 30,704 $ 3,445 $2,500 $ 108 $ 145 $ 145 $ 848 $ 2,500 $ 78,549.00
Holiday Tree Lighting $ 1,334 $ 245 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 4,458.00
Tree Planting 'PW expense reduced $ 8,000 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 10,879.00
5K Run $ 2,457 $ 1,338 $ 1,755 $ 108 $ 145 $ 145 $ 848 $ 1,633 $ 8,429.00
River Clean Up $109 $ 145 $ 145 $ 848 $ 2,633 $ 3,880.00
$ 55,192 $ 34,798 $ 5,541 $2,500 $6,850 $ - $973 $ - $1,305 $1,305 $7,632 $27,665 $ 143,761