Thatch Removal
• Thatch shall be removed, as needed, with a vertical mower once a year. • Removal shall be coordinated with soil aeration and fertilization.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 4 of 61 Fertilization
• Fertilizing of turf to be completed a minimum of three times per year and maximum of once per month, during the playing season, for sports/athletic fields. The amount of fertilizing is to be determined by the type of fertilizer, soil conditions, and turf type.
A general schedule to follow is:
o Bluegrass—16-6-8 with trace elements April through November. o Bluegrass—21-0-0 with ammonia nitrate December through March. o Fescue—16-6-8 with trace elements.
o St. Augustine—33-0-0 with ammonia nitrate.
• Lawn areas shall be watered immediately after fertilization. • Test soil for nutrient levels and recommendations for improvement one time per year.
Aeration
• Aerating to be completed three times per year and overdressed with grass seed and soil amendment as needed (humus or mushroom compost). Safety checks are to be done monthly with holes or divots filled with soil as needed. • Aeration shall be accomplished by removing 1” diameter by 2” deep cores at a maximum spacing of 6” by use of a mechanical aeration machine. • All walkways, roadways, trails, landscaped areas, or other areas dirtied by aeration operations shall be cleaned and all debris disposed of off-site.
Edging
• Edged one time per week during the active growing season of March through October, and once per month from November through February. • Chemical edging shall be used only where mechanical methods are impossible. • The turf shall be trimmed from sprinkler heads and 18 inches from all tree trunks. • All walkways, roadways, trails, or other areas dirtied by edging operations shall be cleaned and all debris disposed of off-site.
Weed Control
• Weed control to be completed for the control of warm and cool season weeds in turf by a regular program of pre-emergent chemical application. Spraying to be completed in spring and fall per a written recommendation of a Pest Control Advisor to control weeds in turf to a satisfactory level of less than 5% per area. • Weeds and grass shall be removed from all planted areas within seven days of the time that they are first visible. Methods for removal shall be hand removal or cultivation dependent upon planting concentration.
• Pest control to be completed as needed to control/prevent all pests in turf. Any damage done by pests is to be fixed immediately upon discovery of damage. • Remove or control invasive exotic species.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 5 of 61 Rodents
• All turf and landscape areas shall be maintained free of rodents and pests. • Inspection and treatment shall take place no less than 1 time per month or per labeling of chemicals used.
• Control shall be done by either chemical, mechanical, Co2 gas injector, or manual methods. The preferred method is the utilization of a Co2 gas injector. • All mounds shall be raked level a minimum of 24 hours prior to treatment. • All treated areas shall be inspected after treatment for dying animals which shall be properly disposed of off-site.
Shrub Beds/Ground Covers
• Pruning of shrubs shall be trimmed, shaped, and thinned as needed to keep a neatly maintained appearance and size.
• In addition, all shrubs shall be trimmed to maintain 12-inch horizontal clearance along all walkways, trails, buildings, and walls to prevent encroachment onto private property and to remove dead, damaged, or diseased limbs as necessary. • Weeds to be removed or prevented as needed by means of chemical, manual, or biological control. Shrub beds to be kept weed free (weeds not to be allowed to grow above two inches in height or to be more than 10% of the shrub bed). • Mulch shall be applied to all bare soil areas.
• Pest control to be done as needed to control/prevent all pests on or around the shrubs. Any damage to plants or soil should be addressed immediately upon discovery.
• Fertilization with an analysis of 20-6-0 shall be applied during the months of March and October, at the rate of ¼ pound per shrub, or as necessary to maintain a healthy condition.
• Shrubs and ground cover areas shall be free of moisture at the time of fertilizer application. Application of the fertilizer shall be done in sections, determined by the areas covered by each irrigation system. All areas fertilized shall be thoroughly soaked immediately after the fertilizer is broadcast.
• Control of rodents, snails, slugs, and sow bugs, by use of traps. • All trimmings and debris shall be removed and disposed of off-site. • All dead or severely damaged plant material shall be removed and replaced within 30 days of notice.
Tree Care
• Trees less than 5 years old and/or 25 feet are to be structurally pruned as needed for proper health and shape of the tree. Pruning branches shall be kept at 10 feet for parks and 13 feet for medians.
• Trees 5 years and older and or larger than 25 feet are to be pruned a minimum of once every 5 years or as needed for structural health and safety; pruning is to be or include removal of dead and damaged branches, thinning of canopy or required aesthetics. Rising of lowest branches are to be done as needed to maintain an 8-foot clearance over sidewalks and 14 feet clearance over bicycle lanes and streets. No more than ¼ of the foliage may be removed at any single pruning.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 6 of 61 Tree Care (continued)
• Pruning of trees shall occur from October 1st through January 31st, except for emergency pruning.
• Newly planted trees shall be properly staked utilizing 3-inch stakes. Trees shall be supported by double-staking with cinch ties applied at the lower and upper portions of the truck and inspected on a regular basis to prevent rubbing and girdling. Cinch ties or VIT braces shall be used to prevent bruising.
• Special emphasis shall be placed upon public safety during pruning operations, particularly when adjacent to roadways.
• Pruning criteria:
o The initial step is the removal of all deadwood and weak, diseased, insect infected, and damaged limbs.
o All trees shall be pruned for vertical and horizontal clearance. o All crossed or rubbing limbs shall be removed unless removal will result in large gaps in the general outline.
o All trees shall be thinned of smaller limbs to distribute the foliage evenly. o All trees shall be trimmed and shaped to provide a symmetrical appearance typical of the species.
o All suckers and sprouts shall be cut flush with the trunk or limb. • All trees to be inspected and thinned as required to prevent damage from winds. • Tree wells to be kept weed free. Preventive or removal of weeds is to be done by manual, chemical, or biological control methods. (Weeds should not be allowed to grow above two inches in height.)
• Pest control to be done completed as needed for prevention or control of pests in the trees per pest control advisor’s recommendation and recommendation of an ISA certified arborist. Control of aphids and other seasonal pests to be done in a timely manner to prevent health or aesthetic problems with neighboring residence. • Fertilize a minimum of two times per year and maximum of one time per month for proper health of shrubs areas. The amount of fertilizing is to be determined by type of fertilizer, soil conditions, and tree needs but generally at a rate of ½ pound per tree. All fertilizer shall be applied within the drip line of the tree. • Develop and maintain a tree inventory that includes the trees and variety in all public areas. The inventory should utilize GPS and GIS technologies to ensure precision and accuracy of tree records including maintenance levels.
Infection, Disease, and Pest Control
• Control of rodents, snails, slugs, and sow bugs, by use of traps is permissible. • All landscaped areas are to be treated for rodents or other pests as needed to keep the site pest free or to control the infestation of said pests. • Inspection and treatment shall take place no less than 1 time per month or per labeling of chemicals used.
• Control shall be done by either chemical, mechanical, or manual methods.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 7 of 61 Mulch
• Planters shall be mulched to a depth of 3 inches and replenished as needed. • Mulch is to be maintained around all trees and bare areas within shrub/ground cover beds.
Irrigation
• All scheduled irrigation shall be accomplished within the timeframe of 10 p.m. to 6 a.m. Signs should be posted whenever the irrigation system is being operated, repaired, or testing during daylight hours.
• All irrigation systems are to be inspected visually on a weekly basis. Inspection to be based on observations of new wet or dry areas in turf and/or landscaping. • All irrigation systems shall be inspected monthly during the growing season by testing the operation of each zone. Repairs, if necessary, shall be performed immediately.
• All systems will comply with State and local laws regarding backflow prevention and protection of the public water system.
• Controllers are to be programmed according to specific site conditions as needed for the proper health of the plants. Irrigation will deliver water, when possible, during non-use hours.
• Broken heads are to be repaired within 48 hours after the work is approved. All broken lateral lines must be repaired within 48 hours after the work is approved. All mainline breaks are to be secured as soon as they are discovered. Repairs of mainline breaks are to be completed within 72 hours after the work is approved. • Valves to be repaired or replaced within 96 hours after work is approved. Any holes dug to inspect or repair irrigation lines are to be covered with plywood and marked with a cone or barricade and cautioned off with caution take when applicable. No holes are to be left longer than 96 hours unless approved.
Restrooms
• Restrooms are to be opened and closed per Department requirements. Restrooms are to be inspected, cleaned, and stocked with supplies at a minimum of 1 time per day. Inspection of facilities should take place no less than 2 times per day. • Restrooms will be graffiti-free, and graffiti shall be removed within one day of discovery.
• Restrooms will comply with State and local Health Department standards. • Any safety issues should be addressed immediately.
• Trash cans should be emptied no less than 1 time per day.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 8 of 61 Fences
• Fences shall be installed where needed to protect park property, restrict access to hazardous areas, augment user safety or protect adjoining properties. • Repair and replace fences, gates, and locking devices immediately which are required for equipment protection.
• All fences will be free from litter and graffiti. Graffiti shall be removed within one day of discovery.
• Wooden fences will be plumb, sturdy, have no missing boards and, where needed, will be painted, or stained on a regular schedule.
• Metal or wire fabric fencing poles will be straight and fabric taut with no hole or gaps.
If fencing contains slats, they should be in good repair and missing slats should be replaced.
• Where painted, metal fencing should not be faded or chipped and should be painted on a regular basis.
Signage
• All signage will be clean and graffiti-free. Graffiti shall be removed within one day of discovery.
• All signage shall be readable, not faded, and shall not be covered by trees or other plant material,
• All signage shall be securely mounted and appropriately located at key points for visitor information and safety.
Drinking Fountains and Park Furniture
• To be inspected no less than 1 time per week for proper working order, graffiti, and removal of debris.
• Drinking fountains should be cleaned and sanitized a minimum of 1 time per week. • Leaks will be repaired immediately.
• Stickers and other graffiti removed no less than 1 time per week or with 24 hours of discovery.
• Barbeques are to be emptied of coals, ash, and litter weekly. • Picnic tables and benches shall be pressure washed annually, at a minimum.
Playground Inspections
• Playgrounds are to be inspected visually every day.
• Fibar shall be kept free of weeds, litter, and debris. Fibar shall be kept in a reasonably leveled condition to prevent the development of large holes or the exposure of equipment footings or foundations.
• Fibar shall be replenished twice a year.
• Complete playground inspection at least bi-monthly. All inspections are to be completed under the supervision of a Certified Playground Safety Inspector by an employee who has completed Playground Safety Inspector training. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Safety surface materials shall be maintained at recommended depth. Areas under swings and slide landing areas shall need raking on a regular basis to maintain depth. • All graffiti is to be removed or reported within 24 hours of first discovery.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 9 of 61 Trash/Debris
• All sites are to be formally inspected a minimum of 1 time per day for any loose debris or litter.
• All debris or litter, after the initial inspection shall be removed upon discovery of their presence.
• All concrete “V” drains shall be kept free of vegetation, debris, and algae to allow unrestricted water flow.
Hard Surfaces, Decomposed Granite, Wood Chip Walk Path, Trails • All hardscape areas and decomposed granite of a park are to be inspected no less than 1 time per week for safety and graffiti. All hazards are to be reported within 24 hours of first discovering them.
• Median islands, curbs, sidewalks, and trails shall be maintained in a weed free condition.
• All hard surfaces and decomposed granite shall be cleaned of loose debris a minimum of one time per week by use of blower, vacuum, broom, street sweeper, or other mechanical means that removes debris from the surface. Surfaces shall include and not limited to sports courts (basketball or tennis courts), walkways, multi-use concrete pads, picnic areas, parking lots, baseball dugouts, or maintenance areas. • Erosion control designs and devices such as sloped surfaces, drainage dips, and water bars will be installed and maintained to protect the integrity of the trail and to prolong its useful life on trails. Pruning of encroaching vegetation will be performed in a natural manner on an as needed basis.
• All surfaces shall be free of cracks, potholes, and tripping hazards. • Graffiti is to be removed within 24 hours of first discovery.
Preventative and Safety Checks
• Sites are to be formally inspected for the general safety of users no less than 1 time per month for all aspects of the site.
• The Department is to be notified of all problems within 24 hours of discovery. • Request for immediate repair shall be immediately generated for all health and safety issues.
Security and Ballfield Lighting Maintenance
• Park staff shall monthly inspect the working condition of all park lights. Request for repair shall be initiated within 24 hours and repair completed within 48 hours. • All park restrooms should be on timers to lock doors in the evening and unlock in the morning.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 10 of 61 Tennis, and Basketball Courts
• Nets will be set at the correct playing height and will be free of tears or holes. • Backboards, rims, and nets will be in good repair.
• Court surfaces will be free of leaves, grit, and other debris, so at no time it detracts from the look or safety of the area.
• Court surface markings will be well defined.
• All tennis, basketball, or other courts are to be cleaned monthly with the use of a water broom.
• All light times shall be in working order and scheduled according to use.
Picnic Shelters, Group Areas, Gazebos, and Reservation Areas • All structures shall be structurally sound.
• The structure will be free of debris and litter, so at no time it detracts from the look or safety of the area.
• Structure shall be graffiti-free, and graffiti shall be removed within one day of discovery.
• Picnic tables, benches, and outdoor cooking receptacles will be clean including sweeping and/or washing down, graffiti-free, in good repair and ready for use. Grills shall be brushed, and coals removed, if needed to maintain cleanliness of site. • Picnic Shelters, Group Areas, and Reservation Areas shall be pressure washed annually, at a minimum.
• All reservation areas will be inspected before each reservation used to ensure the site is customer ready.
Community Centers and Buildings
• Overall maintenance of physical facilities shall be inspected daily. • Floors shall be free of dirt, litter, and debris.
• All buildings will be graffiti-free, and graffiti shall be removed within one day of discovery.
• Food handling areas will always comply with State and local Health Department Standards.
• Stored items shall be stored safely and not block access or egress, fire extinguishers, pull stations or light switches.
• Roofs, and roof vents shall not leak and shall be free of limbs, litter, and debris. • Exterior surfaces shall be free of holes, gaps, and peeling paint. • Lighting fixtures and electrical outlets shall be in proper working order and timers set per the timer schedule or activated by photocell.
• Public Works is to be notified of all problems within 24 hours of discovery.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 11 of 61 Estimated Labor Hours and Cost for Maintenance
An initial important first step is the evaluation of standardized and regular maintenance (productive tasks) requirements of the Department to quantify workload. This initial step measures regular on-going programmed and planned maintenance activities such as regular mowing, landscaping, pruning, structure and infrastructure maintenance and trail work.
There will remain many aspects of the workload that is difficult to accurately quantify, including non-productive tasks such as vandalism repair, special event coverage, and travel time.
The spreadsheet shown in Appendix B, based primarily on industry standards, is designed to provide the estimated total hours required in productive tasks for each individual park and the system, based on the actual park inventory. Additionally, recommended standards on the spreadsheet (For the purpose of this report a working separate excel spreadsheet is attached.)
Currently, the City maintains the parks and landscaped areas primarily with staff from Public Works including buildings, medians, and parking lots. Additionally, City staff maintain several City owned facilities including City Hall, Nakaoka Community Center, James Rush Gymnasium and offices, and Rowley Gymnasium. Further there are several small community buildings within parks, although some are not in use. Community Buildings are found in George Freeman Park, Edward Thornberg Park, Vincent Bell Park, and Rowley Park.
Willow Wetlands is maintained by a volunteer organization.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 12 of 61 Preventative Maintenance
The objective of a preventative maintenance program is to extend the life of equipment, infrastructure, and facilities and to improve the efficiency of park maintenance operations by reducing the number of trouble calls required. Preventative maintenance standards support maintaining the level of predicted lifecycle of capital improvements and in most cases extends the asset life beyond the expected time period. Preventative maintenance helps to provide a safe and quality experience for visitors and users of park facilities and helps to decrease the liability exposure of the Department.
There are 4 major types of preventive maintenance with park and recreation systems. Each type of preventative maintenance is built around the concept of planned maintenance, although they are all organized and scheduled differently, to suit different operational purposes. The four types are:
1. Usage-based preventive maintenance is triggered by the use of park buildings, features, or fixtures. This type of maintenance considers the average daily usage or exposure to environmental conditions of a park asset and uses it to forecast a due date for a future inspection or a required maintenance task.
2. Calendar/time-based preventive maintenance occurs at a scheduled time, based on a calendar interval. The maintenance action is triggered when the due date approaches and necessary work orders have been created.
3. Predictive maintenance is designed to schedule corrective maintenance actions before a failure occurs. Staff need to first determine the condition of the park building, feature, or fixture, to estimate when maintenance should be performed.
Then maintenance tasks are scheduled to prevent unexpected failures.
4. Prescriptive maintenance doesn’t just show that failure is going to happen and when, but also why it’s happening. This type of maintenance helps analyze and determine different options and potential outcomes, to mitigate any risk to continue use of the park building, feature, or fixture.
The Department can improve its overall operations by implementing some of the following work activities. These include:
• Prepare weekly work plans and scheduling based on established maintenance standards.
• Adopt maintenance standards as displayed within.
• Benchmark and measure based on the adopted maintenance standards to provide data for evaluation and analysis.
• Provide new park maintenance staff or contracted labor and resources in proportion to additional park acreage that may be developed in the future based upon the maintenance labor model estimation sheet.
• Identify the appropriate duties that can be performed by volunteers and develop a training program for volunteers.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 13 of 61 Guidelines for Life Cycle Care
Lifecycle planning for park features and buildings involves the early and on-going planning, development, implementation, and management of a comprehensive strategy. The goal is to ensure sustainment considerations are integrated into all planning, implementation, management, and oversight activities associated with the acquisition, development, and maintenance across the park features life cycle.
Objectives of lifecycle planning are to:
• Determine the total cost of ownership and operation of an asset to ensure service continuity.
• Establish a sound basis on which decisions are made by evaluating the total cost of any investment decision, rather than just looking at the short-term impact or the initial capital costs.
• Identify the impact of refurbishment and maintenance decisions on asset disposal plans.
Benefits of lifecycle planning include:
• Undertaking lifecycle planning for park features and building assets will help ensure that these features continue to support departmental priorities. • Ability to plan and forecast capital costs over the life of a park feature while minimizing on-going maintenance expenses.
• There is a sound basis for making investment, maintenance, and disposal decisions.
For example, the estimated economic life of the building asset should be considered when determining if refurbishment or disposal is the most appropriate course of action.
Possible consequences of not undertaking lifecycle planning include:
• Failure to consider the optimal balance of operating and maintenance costs that are attributable to the use of the building relative to capital works investment costs. • Capital costs are minimized but without the knowledge of the consequential impact on lifecycle costs deficiencies. Often this results in assets that are inefficient to operate and maintain.
• Difficulty in determining whether refurbishment/renovation or an addition to a building will deliver better value for money than continuing to maintain a building which is no longer suited to its function or purpose.
• Inappropriate strategies for asset utilization over the expected remaining life of the building.
Agencies should have an adequate lifecycle plan for each park feature and building that supports departmental objectives. At a minimum, the following information should be included in a lifecycle plan:
• The initial capital cost (including directly associated costs, such as fees and installation) and the asset replacement value.
• The expected total life (in years) before full replacement will become necessary. If this figure cannot be confidently assessed, the design life of the facility can be used.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 14 of 61 • The estimated annual maintenance and operating cost of the park feature or building. • Estimated timing and costs of major repairs, overhauls, or refurbishments, scheduled on an annual basis.
Long-term maintenance planning and expenditure should be guided by whether it is more economical to upgrade, replace, or refurbish park features and buildings rather than continuing to make ongoing repairs. Lifecycle costing should be used to assess the merits of these proposals and to test alternatives in terms of scope and timing.
The City of Gardena should consider categorizing capital projects into the following groups:
• Priority 1 items (those requiring more immediate attention within years 1 through 3) • Priority 2 items (years 4 through 6)
• Priority 3 items (years 7 through 10)
• Priority 4 items. These represent sensible improvements to existing conditions but are not considered necessary and may also include reasonable alternatives to identified priority 1, 2, or 3 projects.
Project Priority Classification
Priority One Currently or Potentially Critical: Conditions that require immediate action to restore the facility's normal operations, stop accelerated deterioration, or correct a cited safety hazard; or that require remediation within years 1 through 3 to prevent them from becoming critical and impacting the normal operation of the facility. Intermittent interruptions are currently possible, along with rapid deterioration and potential safety hazards.
Priority Two Necessary, Not Yet Critical: Conditions that require attention within 4-6 years to preclude predictable deterioration, potential downtime, or damage to associated assets.
Priority Three Long-Range Predicted Requirements: Items that are predicted to require remediation or replacement in years 7-10 based on their current age and condition. These items do not currently require attention but should be planned for within the reserve budgets for outlying years.
Priority Four Recommended: Items that represent a sensible improvement to the existing conditions. These items are not required for the most basic function of the facility; however, these projects may improve overall usability and/or provide long-term reductions in maintenance expense.
An important component of lifecycle planning is to estimate the average useful life of park features and buildings. Great variation can occur depending on construction techniques, material, and quality of construction, weather conditions, and maintenance over the life of the item. The following identify general estimated useful life of a sampling of park features and buildings.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 15 of 61
BIKE/JOGGING PATHS
• Gravel –15 years
• Asphalt—20 years
• Concrete—30 years
PARK FEATURES, BUILDINGS, AND BUILDING COMPONENTS
• Carpeting –5 years
• Ceiling Finish—10 years
• Interior Renovation –10 years
• Roof Cover—10 to 20 years
• Electrical—20 years
• HVAC –20 years
• Plumbing—20 years
• Foundation, Frame, and Floor Structure—30 to 50 years • Picnic Shelter—20 years
• Landscaping—7 to 10 years
• Athletic Fields—10 to 15 years
• Soccer Fields—10 to 15 years
• Synthetic Fields—10 years
• Bleachers –20 years
• Fencing/Gates—20 years
• Fountains—20 years
• Outdoor Lighting—20 years
• Tennis Courts—20 years
• Basketball Court—10 years
• Irrigation Sprinklers/Controller—20 years (Technology will shorten the useful life) • Signs 30 years
• Tables/Benches/Barbeque/Trash Cans—15 years
• Fountains—15 years
• Play Area—15 years
• Pedestrian Bridges—25 years wood/30 years steel/concrete • Asphalt Parking Lots—20-30 years. Chip sealed every 10 years at a minimum.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 16 of 61 SAMPLE
FREEMAN PARK
PARK RENOVATION SCHEDULE
PART A
Feature Max
Life
Replacement
Costs
Inventory Total
Replacement
Cost
Scheduled
Replacement
Drinking fountains 15 $4,000 2 $8,000 2024
Garbage cans 15 $750 15 $11,250 2025
Irrigation -
controller
20 $8,000 1 $8,000 2025
Irrigation - valves,
sprinklers
20 Signs 30
Path--Asphalt 15
Picnic tables 15
Benches 15
Barbeque 15
Planter 10
Trees 30
Turf grass 15
Basketball Court 10
Parking Lot--
Asphalt
20 Play Area 15
Picnic Shelter 20
Concession 30
Maintenance
Building
30 Lighted Fields 20
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 17 of 61 SAMPLE
FREEMAN PARK
MAJOR MAINTENANCE AND RENOVATION SCHEDULE
PART B
Feature 2
0 2
3 /
2 4
2 0
2 4
/
2 5
2 0
2 5
/
2 6
2 0
2 6
/
2 7
2 0
2 7
/
2 8
2 0
2 8
/
2 9
Drinking
fountains
$8,000
Garbage cans $11,250
Irrigation -
controller
$8,000
Irrigation -
valves,
sprinklers
$50,000
Signs
Path--Asphalt
Picnic tables
Benches
Barbeque
Planter $8,000
Trees
Turf grass
Basketball
Court
Resurface
$6,500
Parking Lot—
Asphalt Chip
Seal
$5,000
Play Area
Picnic Shelter
Concession
Upgrade
Electrical
$18,000
Building New
Roof
$10,000
Lighted Fields
Total $37,250 $10,000 $6,500 $8,000 $13,000 $50,000
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 18 of 61 Safety Inspections
A park safety inspection program is a comprehensive, outcome-based performance measurement system that generates frequent, sometimes random, and detailed inspections of Department parks, facilities, and playgrounds. This program would provide the City of Gardena management, elected officials, and the public with a broad indicator of the condition of the City’s facilities, safety, and needed capital upgrades.
Currently the City has not developed an on-going inspection report program for parks or buildings. A developed program would include a regular program of inspections to identify work task to be completed and required date of completion. The inspection report would also include the identification of specific items to be inspected.
Recommended safety inspection reports for Parks and Skateparks are found in this section.
The Park and Skateboard Inspection report should be adopted and utilized by the City to inspect all Parks and Skateboards on a minimum bi-weekly basis. These forms are designed to include identification of issues and corrective actions taken. While the Park Inspection report includes components for building, a similar detailed report should be developed for all city indoor facilities.
Playgrounds within California should be inspected on a regular basis. These playground areas and equipment must be inspected for excessive wear, deterioration, and potential hazards. Some manufacturers supply playground checklists for general or detailed inspections with maintenance guidelines. A sample form is included that can be utilized by City employees who are not Certified Playground Safety Inspectors.
The City of Gardena should have trained employees who are certified as Certified Playground Safety Inspectors to periodically inspect all City playgrounds. The State of California requires all public playgrounds meet the Consumer Product Safety Commission (CPSC) guidelines and the American Society for Testing and Materials (ASTM) standards.
Training as a Playground Safety Inspector can be achieved virtually as this course is offered by the California Park & Recreation Society (CPRS) in conjunction with the National Recreation and Park Association (NRPA). For certified safety inspections of playgrounds a sample detailed form is available at: VS.2 PLAYGROUND AUDIT-INSPECTION CHECKLIST.docx (live.com). Forms are available that are specific to age specific playgrounds.
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City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 19 of 61 Sample Playground Safety Inspection Form
Location: _____________________________________________ Inspection Date: ________________________ Time: __________ Inspected by: ____________________ Age Appropriate: _ ______ Priority Rating Scale (1-4)
1. Permanent disability, loss of life or body part – correct immediately.
2. Serious injury resulting in temporary disability – correct as soon as possible.
3. Minor (Non-Disabling) Injury – correct when time permits.
4. Potential for injury Minimal – check to see if worsens.
SAFETY SURFACINGS Compliant Hazard
1. Transition from the path to surfacing is less than .5”. _______ ______
2. Surfacing material is adequate and proper depth. _______ ______
3. Loose fill is at correct height at Transfer Platform. _______ ______
4. Loose fill is at correct depth at Slide exits & Swings. _______ ______
5. Surfacing material is free from weeds and trash. _______ ______
6. No roots, rocks or objects are a tripping hazard. _______ ______
7. Unitary surface retains adequate absorbing abilities. _______ ______
8. ________________________________________ _______ ______
EQUIPMENT
9. Warning/information sign and/or labels are in place. _______ ______
10. Equipment and site furnishings are free of debris. _______ ______
11. No footings are exposed, cracked or loose. _____________
12. Clamps and rivets are in place and secure. _______ ______
13. All barriers and guardrails are in place and secure. _______ ______
14. Decks are level, secure and coated with no metal. _______ ______
15. No rust, corrosion, or peeling paint. _____________
16. Plastic is smooth, no cracks or cuts. _______ ______
17. Tree limbs are greater than 84” from equipment. _______ ______
18. Border around playground is adequate and secure. _______ ______
19. All hardware is in place and secure. _______ ______
20. Upright and pipe caps are in place and secure. _______ ______
21. No excessive wear, broken or missing parts. _______ ______
22.________________________________________ _______ ______ Required Repairs / Corrective Actions Taken
_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________
Tool 9: Operations and Maintenance Plan 610
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 20 of 61 Sample
City of Gardena
Skatepark Inspection Report
Recommended Minimum Bi-Weekly
Park Name: ______________________ Date: ____________________ Inspector: _______________________
ITEM TO BE INSPECTED OK DEFICIENT DATE
Sidewalk
1 Large cracks
2 Water puddles
Drinking fountains
1 Damaged
2 Vandalized
3 Functioning
Lighting
1 Damaged standard
2 Lights burned out
Cement areas - bowls, ramps, etc.
1 Cracks
2 Graffiti
3 Foreign material or objects
4 Puddles
Fencing
1 Damaged gates
2 Damaged or missing panels
Tool 9: Operations and Maintenance Plan 611
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 21 of 61
ITEM TO BE INSPECTED OK DEFICIENT DATE
Signs
1 Damaged
2 Missing
3 Graffiti
Metal coping
1 Cracks
2 Looseness
3 Burrs
Drains
1 Free of debris or objects
2 Functioning
Hand safety and grind railing
1 Damaged
2 Cracked welds
Request for Work Generated
Use Additional Sheets if Necessary
Item # 1_______________________________________________________________________
Item # 2_______________________________________________________________________
Item # 3_______________________________________________________________________
Item # 4_______________________________________________________________________
Item # 5_______________________________________________________________________
Tool 9: Operations and Maintenance Plan 612
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 22 of 61 City of Gardena
Parks Inspection Report
Recommended Minimum Bi-Weekly
Park Name__________________________________________________________________ Inspector___________________________________ Date________________
Rating Definitions
Limited Problem - This is one or two problems in an area that would normally be apparent during business.
Widespread Problem - This indicates numerous occurrences of problems in the same area or on similar sites.
Hazard - A problem that is potentially dangerous to health and safety.
If a problem is noted, please describe it on this form and request repair immediately through the work order system.
.
No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
General Site
Survey
Entrance Sign
Overall
Appearance
Vandalism
Graffiti
Turf
Shrub beds
Trees
Roads
Parking Lots
Tool 9: Operations and Maintenance Plan 613
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 23 of 61 No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
Fencing
Lighting
Walkways
Trails
Restrooms
Playgrounds
Sports/Athletic
Fields
Tennis Courts
Basketball Courts
Other Courts
Picnic
Shelters/Tables
Benches
Splash Pads
Volleyball
Skate Park
Concession Stand
Swimming Pools
Pool
Wading Pool
Pool Fencing
Pool Restrooms
Tool 9: Operations and Maintenance Plan 614
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 24 of 61 No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
Pool Public Areas
Community Centers
Entrance Area
Restrooms
Meeting Rooms
Athletic Courts
Miscellaneous
Area
Identified Issues
Request for Work Generated
Use Additional Sheets if Necessary
Item # 1_______________________________________________________________________
Item # 2_______________________________________________________________________
Item # 3_______________________________________________________________________
Item # 4_______________________________________________________________________
Item # 5_______________________________________________________________________
Item # 6_______________________________________________________________________
Item # 7_______________________________________________________________________
Item # 8_______________________________________________________________________ Tool 9: Operations and Maintenance Plan 615
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 25 of 61 City of Gardena
Park Maintenance - Annual Work Plan by Month
January
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect Park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Tool 9: Operations and Maintenance Plan 616
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 26 of 61 January (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• None.
Tool 9: Operations and Maintenance Plan 617
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 27 of 61
January (continued)
Semi-Annual Tasks
• Inspect fences, gates, and bollards at least twice annually. Complete safety-related repairs immediately and other repairs within 7 days.
• After spraying weeds around trees as needed, Place 3” of organic mulch around each tree within a minimum 18” ring to control weed growth.
• After spraying for weeds in shrub beds as needed, Place 3” of organic mulch within shrub bed to minimize weed growth.
Annual Tasks
• Audit each playground to ensure compliance with the current version of ASTM Performance Standard F1487 and the Consumer Product Safety Commission “Handbook for Public Playground Safety.”
Tool 9: Operations and Maintenance Plan 618
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 28 of 61 February
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 619
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 29 of 61 February (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Mow ground covers as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 620
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 30 of 61 February (continued)
Three/Four Times Annual Tasks
• None.
Semi-Annual Tasks
• Spring sports field renovation to address filling in or regarding of low spots, divots, sink holes, or other unevenness of the turf area.
• Spring fertilization of all trees.
• Cleaning/power wash of park amenities such as drinking fountains, restrooms, and walkways.
Annual Tasks
• Concession facilities cleaned prior to opening including:
o Facilities cleaned, wiped down, and sanitized.
o Electrical appliances checked for compliance.
o Lights checked and repaired.
o Operating permits secured before opening.
o Cleaning and sanitization of supplies.
Tool 9: Operations and Maintenance Plan 621
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 31 of 61 March
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches. • Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 622
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 32 of 61 March (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Complete replanting of ground covers in damaged areas. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 623
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 33 of 61
March (continued)
Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a balanced fertilizer such as a sulfur coated, urea based 16-6-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft. • Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
Semi-Annual Tasks
• Overseed all turf areas.
• Weed control to be done for control of warm and cool season weeds in turf. Spraying to be done in spring and fall per a written recommendation of a Pest Control Advisor to Control weeds in turf to a satisfactory level of less than 5% per area. • Spring pruning/trimming of trees less than five years old for structure and proper health. Remove all suckers.
• Remove overhanging branches within 84” of trail surface. • Replenish wood chips throughout the entire Greenbelt pathway.
Annual Tasks
• If necessary, increase trash containers at all park sites due to increased usage. • Regrading or renovation of turf in athletic fields as needed. Work to be scheduled and completed prior to the season starting dates for each user group. • Mechanically or chemically control growth of weeds and invasive plants within 24” on either side of trails.
• Spring mowing of weeds for fire protection.
Tool 9: Operations and Maintenance Plan 624
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 34 of 61 April
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 625
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 35 of 61 April (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts, fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Rebuild basins around young trees and shrubs.
• Remove stakes and ties from maturing trees where they are no longer needed. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 626
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 36 of 61
April (continued)
Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
Semi-Annual Tasks
• Fertilize all turf areas.
• Application of a broad spectrum pre-emergent to all ground cover and shrub beds.
Annual Tasks
• Public Works staff, on or before May 1st of each year, shall inspect and evaluate each soccer field to determine the necessary maintenance repair work to be completed prior to the opening of the soccer season.
Tool 9: Operations and Maintenance Plan 627
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 37 of 61 May
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 628
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 38 of 61 May (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Trim and replant ground cover as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Clear grass away from sprinkler heads in lawns where they are needed. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users and adjacent to trails. • Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 629
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 39 of 61
May (continued)
Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
Semi-Annual Tasks
• Replace sand or wood fibers in all play areas as needed.
Annual Tasks
• All horseshoe pits will be repaired, repainted, and sand added as needed.
Tool 9: Operations and Maintenance Plan 630
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 40 of 61 June
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 631
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 41 of 61 June (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Clean and adjust irrigation heads on a regular basis throughout summer. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 632
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 42 of 61
June (continued)
Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours. • Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft.
Semi-Annual Tasks
• Replenish wood chips throughout the entire Greenbelt pathway.
Annual Tasks
• None
Tool 9: Operations and Maintenance Plan 633
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 43 of 61 July
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
Tool 9: Operations and Maintenance Plan 634
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 44 of 61 July (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 635
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 45 of 61
July (continued)
Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
Semi-Annual Tasks
• None.
Annual Tasks
• None.
Tool 9: Operations and Maintenance Plan 636
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 46 of 61 August
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with softball/baseball schedules.
Tool 9: Operations and Maintenance Plan 637
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 47 of 61 August (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Prune vegetation for line-of-sight obstruction at street intersections and park entrances.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Cut out spent blossom spikes on all shrubs.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 638
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 48 of 61
August (continued)
Three/Four Times Annual Tasks
• None.
Semi-Annual Tasks
• Overseed all turf areas.
• Replace sand or wood fibers in all play areas.
Annual Tasks
• None.
Tool 9: Operations and Maintenance Plan 639
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 49 of 61 September
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with softball/baseball schedules.
Tool 9: Operations and Maintenance Plan 640
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 50 of 61 September (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Trim “suckers” and “water shoots” off trees.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 641
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 51 of 61
September (continued)
Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft.
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
Semi-Annual Tasks
• Hand weed control to be done for control of warm and cool season weeds in turf.
Spraying to be done in spring and fall per a written recommendation of a Pest Control Advisor to control weeds in turf to a satisfactory level of less than 5% per area. • Application of a broad spectrum pre-emergent to all ground cover and shrub beds. • Cleaning/power wash of park amenities such as drinking fountains, restrooms, and walkways.
Annual Tasks
• None.
Tool 9: Operations and Maintenance Plan 642
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 52 of 61 October
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches. • Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with softball/baseball schedules.
Tool 9: Operations and Maintenance Plan 643
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 53 of 61 October (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within a natural area and the plant material may or could serve as habitat. • Check to be sure all appropriate shrubs and ground covers have been trimmed and edged and sprayed to maintain desired shape through winter months. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 644
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 54 of 61
October (continued)
Three/Four Times Annual Tasks
• None.
Semi-Annual Tasks
• Fall sports field renovation to address filling in or regarding of low spots, divots, sink holes, or other unevenness of the turf area.
• Fall pruning/trimming of trees less than five years old for structure and proper health.
Remove all suckers.
• Remove overhanging branches within 84” of trail surface.
Annual Tasks
• If appropriate reduce the number of trash containers within park sites due to lower usage.
• Inspection and thinning of all trees as needed to prevent damage from wind. • Regrading or renovation of turf areas as needed. Work to be scheduled and completed based on specific season ending dates for each user group. • Inspect turf areas for thatch build up and dethatch as needed. • Inspect storm drains removing debris as required from interior piping.
Tool 9: Operations and Maintenance Plan 645
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 55 of 61 November
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with softball/baseball schedules.
Tool 9: Operations and Maintenance Plan 646
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 56 of 61 November (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Start pruning deciduous trees, shrubs, and vines as required. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check edges of culverts, drainage v-ditches, and catch basins for erosion of soil. • Check for damage to drain structures.
• Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 647
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 57 of 61
November (continued)
Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
Semi-Annual Tasks
• None.
Annual Tasks
• Test soil to ensure application of appropriate nutrients as needed. Testing to occur in three parks, turf, and shrub bed locations.
• Repaint all outdoor court lines as needed.
• Annually free fences of dead woody plant debris.
• Paint park benches and picnic tables, as needed.
• Public Works staff shall inspect and evaluate each ball diamond and determine necessary repair maintenance work to be completed on or before December 1st.
Tool 9: Operations and Maintenance Plan 648
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 58 of 61 December
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with softball/baseball schedules.
Tool 9: Operations and Maintenance Plan 649
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 59 of 61 December (continued)
Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Continue dormant pruning as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and basketball courts and the Skate Park at Arthur Lee Johnson Memorial Park.
• Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Tool 9: Operations and Maintenance Plan 650
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 60 of 61 December (continued)
Three/Four Times Annual Tasks
• None.
Semi-Annual Tasks
• None.
Annual Tasks
• Paint fading or indistinct park, directional, or instructional signs as needed. • Paint parking lot curbs—red no parking/handicapped/yellow loading zone. • Restripe parking lots every three years.
Tool 9: Operations and Maintenance Plan 651
City of Gardena | Parks and Recreation Master Plan
Gardena Parks & Recreation Master Plan/Maintenance Management Plan Page 61 of 61
APPENDIX A
City of Gardena
Public Works Department
Estimated Hours Spreadsheet
Sample
Tool 10: Financial Strategy Plan 652
City of Gardena | Parks and Recreation Master Plan
Tool 10: Financial Strategy Plan
1 City of Gardena
Parks and Recreation Master Plan
Recreation and Human Services/Public Works Departments
Fiscal Summary and CIP Study
The cornerstone of the success of the Parks and Recreation Master Plan is Gardena’s ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. Two major cost centers require funding to implement the Master Plan. One is capital costs which includes potential acquisition and development of new required parklands and facilities and renovation of existing parks. The second major cost center is to develop long-term sustainable resources for operations and maintenance of existing and new facilities.
With difficult financial constraints and diminishing resources, it will be challenging to find the resources needed to build or renovate parks and facilities as well as maintain existing parks and infrastructure.
Another vexing task will be sustaining the affordability of recreation fee supported programs to meet needs and demands for residents.
This section of the Master Plan provides information on funding options for park development, maintenance, and operations to assist Gardena in preparing for plan implementation. It discusses current funding mechanisms and identifies future possibilities and identifies key resources to meet future goals or strategic directions and guides the city staff in accomplishing the vision and goals of the Master Plan. Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.
Tool 10: Financial Strategy Plan 653
City of Gardena | Parks and Recreation Master Plan
2 Fiscal Summary
In addition to providing parks and open spaces, the City of Gardena through the Recreation and Human Services Department provides a range of services and programs geared towards meeting the recreation needs and interests of the community. Recreation and Human Services identifies several programming areas as:
• Aquatics
• Classes
• Human Services
• Recreation Programming
• Seniors
• Special Events
• Sports
Park and building maintenance activities fall under the leadership of the Public Works Department within the divisions of Park Maintenance and Building Maintenance. Tree trimming, another Public Works function, is budgeted as a separate unit.
Budget
Figure 1 displays the overall general fund totals for both the Recreation and Human Services Department and Public Works Divisions of Parks Maintenance and Building Maintenance. It is important to note that since Fiscal Year 20/21 the overall budgets have risen for both departments, although Recreation and Human Services Department has outpaced Public Works. Figure 2 displays these numbers in table format.
Figure 1
City of Gardena
Budget Comparisons
Budget Unit Audited
FY 20/21
Audited
FY 21/22
Adopted
FY 22/23
Adopted
FY 23/34
Recreation & Human Services
Custodian Maintenance $751,788 $982,613 $1,241,894 $1,316,346 Youth/Family Services $138,185 $238,974 $434,353 --
Aquatics -- -- -- $301,407
Leisure Services $1,404,931 $1,908,210 $2,760,206 $2,815,559 Total Recreation & Human Services $2,294,904 $3,129,797 $4,436,453 $4,433,312 Public Works
Park Maintenance $1,334,705 $1,707,413 $1,677,509 $1,882,725 Building Maintenance $831,984 $693,615 $740,500 $753,351 Tree Trimming $238,109 $231,046 $281,850 $293,630
Total Public Works $2,404,798 $2,632,074 $2,699,859 $2,929,706 Recreation & Public Works Total $4,699,702 $5,761,871 $7,136312 $7,363,018 Tool 10: Financial Strategy Plan 654
City of Gardena | Parks and Recreation Master Plan
3 Revenue
In the periodic budget process that every municipality goes through, there are negotiations for the level of general fund support. The general fund pays for usual and on-going municipal expenses that are generally not supported by a stream of revenue. Tracking revenue is an important component for all municipal functions and comparing that to the cost-of-service delivery, or revenue rate, can present a clear picture of the success of departmental operations.
Revenue rate describes the percentage of income that is produced from fees and charges contrasted with total direct expenditures for the program. Direct expenditure does not include general overhead and City administration.
Figure 2 displays a historical summary of the Recreation and Human Services Department revenue and revenue rate. Tracking these two areas is important to understand a clear picture and trends within the department as it relates to expenditures and revenue. As Figure 3 indicates, Gardena has an exceptionally low revenue rate. Since the end of COVID restrictions the revenue rate has reached its highest point at 08.5% in FY 21/22. As a comparison, a recent study for the nearby City of Hermosa Beach found a revenue rate of 77.88% for the same fiscal year.
Figure 3
City of Gardena
Revenue Comparisons
Revenue Audited
FY 20/21
Audited
FY 21/22
Adopted
FY 22/23
Adopted
FY 23/234
Recreation Revenue $81,006 $268,103 $326,500 $341,500
Revenue Rate 03.5% 08.5% 07.3% 06.9%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24
Figure 2
City of Gardena
Recreation and Parks
Funding Levels
Recreation Public Works Total
Tool 10: Financial Strategy Plan 655
City of Gardena | Parks and Recreation Master Plan
4 While industry standards vary greatly depending on facilities, size, scope, and age, and types of programming offered, revenue rate or cost-recovery for all recreation programs should be fully monitored. Further, the City should develop a formalized marketing plan covering all recreation programming. This marketing plan should consider and evaluate what price to charge for programming and core services.
Park and recreation programs generally fall within a range of benefits from individual based benefits to community wide benefits. An example of a program with individual based benefit would be a public golf course while programs with community wide benefits might focus on areas such as teen programming, after-school childcare, or first aid classes. Commonly individual based benefit programming is priced such that the user pays the cost to deliver the program while community wide benefit programming is priced such that tax dollars often partially or fully support the program.
Factors to consider when determining what price to charge for a service:
• Cost Pricing/Individual Benefit. In this method of pricing first determine the cost of providing a service. Cost should include direct costs, indirect costs, and fixed costs. Indirect costs should include administrative costs and other general overhead costs such as utilities. With individualbased benefit pricing the user pays all or a high percentage of the true cost to provide the service.
• Competitors' Pricing. You need to be aware of what other cities or competitors are charging for similar services in the marketplace. Factors to consider are the value of the service being offered and the ability to develop long-term relationships in the marketplace. • Value to the Community. Clearly there is subjectivity in determining the benefits to the community from park and recreation programming and when setting a price for a service.
Community based programming is generally priced such that cost recovery includes only direct costs for services.
Special Revenue Accounts
These accounts are used to account for the proceeds of special revenue sources that are restricted by law (or administrative action) to expenditures for specific purposes and provide a complete picture of department resources and functions. Examples include funds set aside from the Older Americans Act to provide grant funding for programs which benefit seniors. This includes nutrition programs in the community and for those who are homebound, health promotion, and disease prevention activities.
Other Special Revenue Funds are earmarked for capital projects such as the new Rosecrans Community Center and the new Primm Aquatic Center and Senior Center, partially funded from California recreation grants. Figure 4 displays a 4-year history of Special Revenue Funds for Recreation and Human Services.
Note Family Childcare was discontinued during the time of this report and reflected in the calculation below.
Tool 10: Financial Strategy Plan 656
City of Gardena | Parks and Recreation Master Plan
5 Figure 4
City of Gardena
Special Revenue Funds
Historical Comparisons
Budget Unit Audited
FY 20/21
Audited
FY 21/22
Adopted
FY 22/23
Adopted
FY 23/34
Recreation & Human Services
Senior Program $1,128,391 $1,054,050 $706,414 $718,626
Family Childcare $2,635,094 $2,954,445 $3,603,662 ---
Community Development Block
Grants
$77,849 $58,592 $94,801 ---
Digital Divide --- --- --- $4,000,000
Maxine Waters Federal Earmark --- --- $1,400,000 $1,400,000 CPF Rosecrans Community Center --- --- --- $1,000,000
Recreation Grants $1,527,918 $1,328,952 $12,229,833 $13,784,883 Total Recreation & Human Services
Special Revenue Funds $5,369,252 $5,396,039 $18,034,710 $20,903,509 Staffing
Overall, the staffing level for Recreation and Human Services has remained relatively stable even during the past few years despite the on-going pandemic which closed many facilities. Public Works has declined from 12.5 positions to 11.5 full-time positions. This is the result of a frozen Parks Superintendent position which was frozen as the result of a COVID related budget shortfall.
Figures 5 summarize staffing levels for the Community Resources and Public Works Departments for FY 20/21 through the adopted FY 23/24.
Figure 5
Gardena Authorized Positions
Recreation and Human Services & Parks Maintenance
Budget Unit Audited
FY 20/21
Audited
FY 21/22
Adopted
FY 22/23
Adopted
FY 23/34
Recreation and Human Services
Director of Recreation & Human Services 1.00 1.00 1.00 1.00 Recreation Program Administrator 1.00 1.00 1.00 1.00
Administrative Aide -- -- -- 1.00
Administrative Analyst I 1.00 1.00 1.00 1.00
Recreation Service Manager -- -- -- 1.00
Recreation Supervisor -- 1.00 2.00 2.00
Intern 0.19 0.19 0.60 0.60
Community Services Counselor 1.00 1.00 2.00 2.00
Community Center Coordinator 1.00 1.00 1.00 2.00
Recreation Coordinator 4.00 3.00 3.00 3.00
Lifeguard Instructor -- -- -- 7.50
Recreation Leader II 1.07 1.07 3.80 3.80
Recreation Leader I 10.74 10.74 15.46 15.46
Tool 10: Financial Strategy Plan 657
City of Gardena | Parks and Recreation Master Plan
6 Activity Coordinator -- 1.00 2.00 2.00
Total Recreation 21.00 22.00 32.86 43.36
Facilities
Custodian Lead 1.00 1.75 1.59 1.59
Custodian II 8.00 8.00 8.00 8.00
Custodian I -- -- 3.50 3.50
Total Facilities 9.00 9.75 13.09 13.09
Human Services
Family Child Care Manager 1.00 1.00 1.00 ---
Family Child Cre Education Coordinator 1.00 1.00 1.00 --- Family Child Care Education Assistant III 1.00 1.00 1.00 --- Family Child Care Education Assistant II 1.56 1.56 1.63 --- Family Child Care Program Assistant II 1.51 1.51 1.85 --- Family Child Care Program Assistant I 0.29 0.29 0.45 --- Administrative Aide 1.00 1.00 1.00 1.00
Administrative Coordinator -- -- 1.00 1.00
Human Services Aide -- -- 1.18 1.18
Community Aide II 1.00 1.00 1.00 1.00
Certified Nursing Assistant 1.44 1.44 1.44 1.44
Nutrition Services Coordinator 3.00 3.00 3.00 3.00
Homeless Coordinator -- -- 1.00 1.00
Recreation Leader I 1.21 1.21 -- --
Assistant Site Manager II 0.45 0.45 -- --
Meal Services Coordinator -- -- 2.41 2.41
Geriatric Aide 0.58 0.58 0.40 0.40
Assistant Site Manager I 0.52 0.52 -- --
Total Human Services 15.56 15.56 19.36 12.88
Total Recreation and Human Services 45.56 47.31 65.31 69.33 Public Works—Parks
Parks Superintendent 1.00 1.00 * *
Park Maintenance Lead 2.00 2.00 2.00 2.00
Tree Trimmer II 2.00 2.00 2.00 2.00
Park Maintenance Worker II 3.00 3.00 3.00 3.00
Park Maintenance Worker I 3.00 4.50 4.50 4.50
Total Parks 11.00 12.50 11.50 11.50
* Vacant positions (frozen) due to COVID related budget shortfalls Tool 10: Financial Strategy Plan 658
City of Gardena | Parks and Recreation Master Plan
7 Improve Daily Maintenance Levels
Park maintenance is important to ensure the safety of public facilities, protect investments, and position parks as a source of pride for the local community. Often cities are forced to juggle preventative work with other concerns, including emergencies, staffing, and other resource shortages. Improving parks and other facilities often takes a community effort. In some cases, it may take the development of a volunteer program including donated labor and materials. In others, it may take an initiative that presses the community to act often resulting in a public vote to financially support park and recreational operations.
The first step for any park maintenance organization is to develop basic maintenance standards and practices, including the identification of a minimal level of park maintenance standards, routine and preventative maintenance schedules/programs, work management, asset lifecycle management, and performance measurements. Many of these items are laid out in the Maintenance and Operations Plan as developed within this Master Plan.
Several steps should be taken by Gardena to improve daily maintenance levels outside of increased daily maintenance funding. These include:
• Conduct an evaluation and analysis of current management and operations practices giving specific attention to parks maintenance and staffing (consideration should be given to contract maintenance vs. in-house staffing) with recommendations pertinent to future growth of parklands, buildings and facilities, and related services. This review should further include an evaluation of current staffing levels and organizational structure based upon the existing Public Works Department and potential growth with the development of Parks Master Plan. • Develop a volunteer park adoption/maintenance program such that it includes training for the volunteers as Park Stewards. The program could include regular fix up/clean-up days and enlist the help of community organizations such as scouts, park users, sports clubs, etc. to maintain and enhance various elements of the park system.
• Conduct an analysis of the best possible providers of community and recreation facilities. This should include an analysis of possible competition or duplication of services through other public and private service and facility providers, and recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate. • Identify entities that should be created or utilized to assist with the implementation of the Parks and Facilities Master Plan. This could include a Non-Profit Foundation - such as a 501(c) (3).
Foundations are generally organizations that work with and would support the City and potentially other community organizations to develop educational, environmental, recreation, and community service programs for the community. This could provide a vehicle for a capital fund drive and a means to build community support.
Tool 10: Financial Strategy Plan 659
City of Gardena | Parks and Recreation Master Plan
8 Current Deficiencies Evaluation
Identified Shortfalls—Park and Building Maintenance
Benchmarking Gardena with the results of the NRPA study indicates that Gardena is underfunded for park maintenance activities both in the per capita spending and cost per acre to maintain a park. The basic funding level a city should provide for park maintenance should be sufficient to keep parks and other public recreation spaces clean, safe, and functional. This includes activities like mowing, planting, and pruning, as well as cleaning and general repair of park infrastructures such as roads, buildings, and playgrounds.
Per capita spending on park maintenance is a common comparison utilized between park agencies.
According to the 2023 NRPA report, agencies serving a jurisdiction with a population of 50,000 to less than 99,999, the range Gardena falls into, the median figure for per capita expenditure is $120.70 with an upper quartile of $197.47. The NRPA report also stated that the typical park and recreation agency has annual operating expenses of $94.77 on a per capita basis.
The denser the population served by an agency, the higher the per capita operating expenses. A typical agency serving a jurisdiction with less than 500 people per square mile has per capita operating expenses of $60.73, while one serving an area with more than 2,500 people per square mile has a median of $116.01 per resident. The City of Gardena had an estimated population of 61,543, an incorporation area of 5.9 square mile, and a density of 10,431 per square mile.
A benchmark analysis was completed as a portion of this Master Plan. The Benchmark identified per capita spending on park maintenance (Figure 1 Total Public Works FY 23/24) for Gardena at $47.60. This figure is in line with the benchmark average of $46.07 but falls far short of the highest figure within the benchmark, the City of Carson, at $77.96. The NRPA report found a median level of $120.70, lowest quartile at $73.64, and the highest quartile at $197.47.
Table 6 shows shortage in the lowest quartile of $73.64 representing a need for an additional 1.6M for Gardena park maintenance based on per capita spending comparisons.
Table 6
Public Works/Parks Operational Per Capita Funding Needed Funding Level Per Capita
Spending
Shortage from
Current Level
Additional Funds
Needed
Gardena Current $47.60 ------ ------
NRPA Lowest Quartile $73.64 $26.04 $1,602,579
NRPA Median Quartile $120.79 $73.19 $4,504,332
NRPA Upper Quartile $197.47 $149.87 $9,223,449
Another evaluation format is to compare cost per acre of developed parkland. For costs per acre, NRPA found the median costs to be $9,108 with an upper quartile cost of $20,564, for those jurisdictions with a population of 50,000 to 99,999.
Tool 10: Financial Strategy Plan 660
City of Gardena | Parks and Recreation Master Plan
9 The National Park and Recreation Administration 2023 NRPA Agency Performance Review, found that nationwide, the median level operating expenditures for operations and maintenance was $7,388 per acre of parkland, up from $7,556 per acre of parkland in 2019 and $6,589 in 2018. Agencies serving a jurisdiction with a population range of 50,000 to 99,999 the range Gardena falls into; the median figure is $9,108 with the lower quartile at $5,434 and the upper $20,564.
Th typical operating expenditure per acre of parkland increases with population density. The typical agency serving a jurisdiction of fewer than 500 people per square mile spends $4,359 per acre. The median rises to $13,048 per acre at agencies serving a jurisdiction with a population density greater than 2,500 residents per square mile. With a population density of 10,431 per square mile and only 49.4 acres of developed parkland, it would be expected that park maintenance cost for Gardena would be in the higher quartile. Indeed, Table 7 shows that Gardena’s expenditure per acre of $59,305 is higher than figures found by the NRPA research.
A comparison was made with the nearby City of Manhattan Beach. With a population of 34,668 and proposed park maintenance budget of $3,834,527, Manhattan Beach has a cost per acre of $55,572, slightly lower than the amount funded by Gardena. Additionally, the city area of Manhattan Beach is
3.88 miles and a population density of 8,940, lower than the 10,431 for Gardena.
Table 7
Gardena - Public Works/Parks Cost Per Acre
Funding Level Cities Less
Than 99,999
Population
Shortage from
Gardena Current
Level
Additional Funds
Needed
Median $9,108 $0 $0
Lower Quartile $5,434 $0 $0
Higher Quartile $20,564 $0 $0
Manhattan Beach $55,572 $0 $0
Gardena Current $59,305 $0 $0
The current funding level for park and building maintenance at Gardena is insufficient to properly maintain facilities on a long-term basis. While the Department is able to deliver quality public facilities, there is a current shortfall in staffing and budget to complete other mandatory tasks including:
• A fully operational preventative maintenance program and schedule. Currently only limited time is available for preventative maintenance activities. • No current staff trained in playground safety inspection through the Certified Playground Safety Inspector (CPSI) program, offered by the National Recreation and Park Association. • Limited ability to perform regular and formal safety inspections of park and building facilities by City staff.
• Backlog of deferred maintenance projects within the City buildings and the park system. • Limited ability to perform proactive basic equipment maintenance, including playgrounds, fields, nets, showers, fountains, and other public amenities.
• Aging infrastructure of City buildings results in increased level of maintenance, repair, and special projects.
• Little to no time is available to develop new sustainability programs and policies.
Tool 10: Financial Strategy Plan 661
City of Gardena | Parks and Recreation Master Plan
10 Future Operation and Maintenance Costs
To complete this Master Plan, the City will need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures. Funding needs can be satisfied for the recommended improvements and increased maintenance levels through a variety of potential sources as indicated in the review of Potential Funding Opportunities and those recommendations contained in this report. Proposals must include cost-effective administrative funding at a level necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service.
Local “levels of maintenance standards” should be developed to help define recommendations. Most importantly, that funding must include not just capital costs but more importantly, ongoing operations and maintenance.
Capital Needs and Upgrades
Proposed Capital Costs for Existing Facilities
Exhibit 8 identifies recommended projects by park sites for the City of Gardena. Project estimates are general in nature and developed to show a potential cost and/or range of costs. Costs should be considered as approximations of individual facilities listed only. Actual costs will depend on design, size of facility, additional support facilities, utilities, infrastructure, environmental conditions, as well as site specific conditions which require additional study and have not been evaluated in the Master Plan.
Based on these general project estimates, the City of Gardena is facing $39,759,250 park specific renovations to developed parkland.
Exhibit 8
Capital Costs for Existing Facilities
RECOMMENDATIONS Estimated
Costs
FUNDING
KEY (see
below)
Facilities
Nakaoka Community Center –
CIP Improvements 522 (c)
• Install two new specialized condenser coils on 40-ton existing condenser.
CASp Improvements –
• Accessible Parking Improvements (3.3)
• Building Entries Improvements (3.4)
• Restrooms and Drinking Fountain Improvements (3.6)
• Interior Vertical Circulation Improvements (3.7)
• Classrooms and Meeting Rooms Improvements (3.8)
• Auditorium Improvements (3.9)
$645,000
$30,000
$10,000
$25,000
$20,000
$10,000
$25,000
C
Tool 10: Financial Strategy Plan 662
City of Gardena | Parks and Recreation Master Plan
11 Rush Gymnasium / Human Services Building–
CASp Improvements –
• Accessible Parking Improvements (4.3) • Building Entries Improvements (4.4) • Restrooms and Drinking Fountains Improvements (4.6) $30,000 $40,000 $30,000
Paul A. Rowley Recreation Center–
CASp Improvements –
• General Accessibility and Lobby Improvements (13.2) • Restrooms Improvements (13.3) $20,000
$30,000
Parks
Arthur Johnson Park–
-New Parking Area and ADA Parking Improvements -New Playground -Basketball Court Resurfacing -Turf Renovations -Restroom Renovations CASp Improvements –
• General Site Accessibility (5.2) • Picnic Area (5.5) • Other Facilities (Building/Accessibility) (5.8) $70,000 $600,000 $20,000 $20,000 $70,000 $10,000 $10,000 $20,000 Vincent Bell Memorial Park–
-New Park Signage -New Parking Area and ADA Parking Improvements -New Playground (including remove/replace sand) CASp Improvements –
• Pathways Improvements (9.3) • Picnic Areas Improvements (9.5) • Sports Areas Improvements (9.6) • Drinking Fountain Improvements (9.8) $20,000 $45,000
$685,000 $20,000 $30,000 $70,000 $10,000
George H. Freeman Park–
-New Playground (including remove/replace sand)
CASp Improvements –
• Accessible Parking Improvements (7.2) • Pathway Improvements (7.3) • Picnic Area Improvements (7.5) • Sports Areas Improvements (7.6) • Buildings Improvements (7.7) • Drinking Fountain Improvements (7.8) $775,000 $70,000 $70,000 $30,000 $15,000
$300,000 $10,000
Gardena City Hall–
CASp Improvements –
• Accessible Parking Improvements (2.3) • Building Entries Improvements (2.4) • Restrooms and Drinking Fountains Improvements (2.6) $30,000
$10,000
$10,000
Sister City Harvard Parkette–
-New Playground (including remove/replace sand)$707,000 Tool 10: Financial Strategy Plan 663
City of Gardena | Parks and Recreation Master Plan
12 CASp Improvements –
• Pathways Improvements (10.3)
• Picnic Area Improvements (10.5)
$10,000
$30,000
Mas Fukai Park –
CIP Improvements 820 (c)
• Reconstruction of community center, restroom facilities and enhance the overall park to maximize its use, improve energy efficiency while reducing maintenance costs, and provide a variety of additional features that can accommodate the needs of residents of all ages in an all-inclusive park.
$7,032,000 P, C, U
Rosecrans Site –
CIP Improvements 505 (c)
• Demo existing facility and develop a conceptual plan for new recreation element.
$1,136,000 C, S, U
Primm Pool (Community Aquatic and Senior Center) –
CIP Improvements 978 (c)
• Reconstruction of pool and facility building to accommodate a new 25-yard (8) lane pool, diving bay, fitness pool with ADA ramp, new bleachers & shade structures, exercise equipment and a 12,000 square foot building that will house locker rooms for the pool as well as senior activities.
$19,408,250 R, C, S, U
Paul A. Rowley Park and Gymnasium –
-New Park Loop Walking Paths
-New Parking Area and ADA Parking Improvements
-New Playground (including remove/replace sand)
CIP Improvements 520 (c)
• Replace three (3) existing Carrier/BDP gas electric package units.
CIP Improvements 530 (c)
• Renovate/repair the existing basketball court and its drainage.
CASp Improvements –
• Picnic Area Improvements (11.5)
• Sports Facilities Improvements (11.6)
• Restroom Buildings Improvements (11.7)
• General Accessibility and Lobby Improvements (12.2)
• Restrooms Improvements (12.3)
$150,000
$500,000
$778,000
$468,000
$467,000
$30,000
$1,800,000
$30,000
$10,000
$30,000
Q
Q, R
Edward Thornburg Park –
-New Parking Area and ADA Parking Improvements
-New Playground (including remove/replace sand)
CASP Improvements –
• Pathways Improvements (8.3)
• Picnic Area Improvements (8.5)
• Sports Area Improvements (8.6)
• Drinking Fountain Improvements (8.8)
$100,000
$730,000
$20,000
$30,000
$60,000
$10,000
The Willows Wetland Preserve –
-Accessible Parking and Accessible Path of Travel
-New Amphitheater
-New Outdoor Education Center
$50,000
$100,000
$800,000
Tool 10: Financial Strategy Plan 664
City of Gardena | Parks and Recreation Master Plan
13 Multi-Year Capital Plan
Development of a multi-year Capital Budget is integral to sound financial planning, debt management, and reserve development. This Master Plan identifies development of master planned facilities, capital replacement, and capital outlay requirement over a five-year period to assist with planned cash and debt management.
CASp Improvements –
• Entry Bridge Improvements (6.3)
• General Trail Accessibility (6.4)
• Overlook Improvements (6.5)
• Zigzag Bridge Improvements (6.6)
$20,000
$130,000
$20,000
$25,000
Other CIP Projects
Civic Center Lighting Improvements 528 (c)
• Installation of new lighting and landscape improvements.
Park Electronic Signage 529 (c)
• Installation of new electronic signs for several parks.
Multi-Park Improvements 535 (c)
• Renovate/repair and upgrade the existing park facilities and amenities.
$293,000
$600,000
$250,000
Q, T
Q
P, Q
Park Specific Recommendations Total $6,220,000
CASp Improvements Total $3,240,000
CIP Improvements Total $30,299,250
IMPROVEMENTS TOTAL $39,759,250
FUNDING KEY (Potential Funding Sources)
A. Developer Impact Fees
B. Developer Special Agreement
C. General Fund/CFD’s/LMD’s
D. Non-profit Organization
E. Public/Private Partnerships, Concessions
F. Grants-CDBG
G. Grants-Public Agencies & Private Foundations
H. Corporate Sponsorships
I. Certificates of Participation
J. Bonds
K. Sales Tax
L. Sale/Lease of Surplus Land
M. User Group Contributions
N. School District Joint-use
Contributions
O. Other Dedicated Taxes
P. Park Land in Lieu
Q. Measure A
R. Prop 68
S. Federal Earmarks
T. Deferred Maintenance Fund
U. Measure G
Tool 10: Financial Strategy Plan 665
City of Gardena | Parks and Recreation Master Plan
14 Exhibit 9 displays the recommended five-year needs for the City of Gardena, including renovation of existing facilities, redesign/modification of existing, potential acquisition site costs, and development of these new sites. It should be noted that existing resources are limited and will not be able to fully fund the recommendations within this plan without new tax dollars.
Future Capital Projects
Gardena’s Capital Improvement Program for future years identifies several future capital projects. Most of these projects are not scheduled for this time frame but shown as future and potential projects.
Projects that do have funding proposed for FY 22/23. These include:
Exhibit 9
City of Gardena - Five-Year Capital Requirements
Project Estimated
Costs
Fiscal Year
23/24
Fiscal Year
Proposed
24/25
Fiscal Year
Proposed
25/26
Fiscal Year
Proposed
26/27
Fiscal Year
Proposed
27/28
Current Projects
Nakaoka Community Center
HVAC Upgrade
$645,000 $645,000
Mas Fukai Park Improvements $7,032,000 $7,032,000
Rosecrans Site (Previous Chase
Building)
$1,136,000 $1,136,000
Gardena Community Aquatic
and Senior Center
$19,408,250 $19,408,250
Paul A. Rowley Park Gym
HVAC Upgrade
$468,000 $468,000
Rowley Park Basketball Court
Rehab
$467,000 $467,000
Civic Center Lighting
Improvements
$293,000 $293,000
Park Electronic Signage $600,000 $600,000
Multi Park Improvements $250,000 $250,000
Future Projects
Nakaoka Community Center $120,000 $120,000
Rush Gymnasium / Human
Services Building
$100,000 $100,000
Paul A. Rowley Recreation
Center
$50,000 $50,000
Arthur Johnson Park $820,000 $820,000
Vincent Bell Park $880,000 $880,000
George H. Freeman Park $1,270,000 $1,270,000
Gardena City Hall $50,000 $50,000
Harvard Parkette $747,000 $747,000
Paul A. Rowley Park and
Gymnasium
$3,328,000 $3,328,000
Edward L. Thornburg Park $950,000 $950,000
Willows Wetland Preserve $1,145,000 $1,145,000
Tool 10: Financial Strategy Plan 666
City of Gardena | Parks and Recreation Master Plan
15 Alternative Funding Recommendations
To complete this Master Plan, the City will also need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures. Funding needs can be satisfied for the recommended improvements and increased maintenance levels through a variety of potential sources as indicated in the review of Potential Funding Opportunities and those recommendations contained at the end of this report. Proposals must include cost-effective administrative funding at a level necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service.
According to Travel California, travel and tourism are one of California’s most vital engines for economic growth. In 2022, the state’s tourism economy continued to grow, infusing $134.4 billion into California’s economy. Resulting from the multiplier effect, this spending generated $11.9 billion in local and state tax revenue and supported 1.1 million jobs for Californians.
Travel spending in 2022 increased to $134.4 billion across California, a 31.7% increase over 2021 that brought spending 93% of the way to pre-pandemic levels. California’s travel sector added 157,000 jobs in 2022 to 1.1 million – 94% of the way back to 2019 levels after devastating losses during the pandemic.
Visitor-generated tax revenue for state and local government increased by 21.6% to $11.9 billion.
Projections from Tourism Economics show California this year will surpass the record $144.9 billion in visitor spending achieved in 2019, a year sooner than projected in 2021. These facts are important considerations when the City evaluates park and recreation needs and the potential resources to pay for those needs as identified in this Master Plan.
The specific funding source to be considered will depend partly on the timing of the development and the funding sources which may be available, or which are more easily pursued at that time. For major improvements which include such facilities as community centers, tennis complexes, gymnasiums, ball field complexes, etc., the use of a fund-raising effort to be conducted on behalf of a City’s non-profit foundation could be beneficial. Sponsorships/naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fund-raising firm should be considered once a facility or project for which the funding will be used is identified. Other sources of funding for such projects could include public/private partnerships, partnerships with private sector through website advertising, user group contributions, joint use with the School District and public or private grants.
Use of bonds, sales tax increase, or special districts require a vote by the residents and have been used successfully in many California communities. The City of Pico Rivera recently passed a sales tax increase to implement their Park and Recreation Master Plan. In 2017 the City of Stockton passed a quarter cent sales tax increase to fund ongoing operations and maintenance needs for parks, recreation, and library services.
Specific recommendations for the City of Gardena include:
Improve Park Maintenance Practices and Procedures
As stated above, the City should fund a review and analysis of park maintenance organizational options, develop basic maintenance standards and practices, which would include the identification of a minimal level of park maintenance standards, routine and preventative maintenance schedules/programs, work Tool 10: Financial Strategy Plan 667
City of Gardena | Parks and Recreation Master Plan
16 management, asset lifecycle management, and performance measurements. These recommendations are included within this Master Plan.
Develop a Fee Policy
Fees and charges are necessary to provide financial support to Gardena’s Recreation and Human Services and parks for the operation and maintenance of programs and facilities. The revenue generated by these fees constitutes only a portion of funds required for operating and maintaining a park and recreation system. Development of a fee policy would provide a framework and guidance to staff as they develop ideas and proposals for fees and charges. This policy and procedure could also be used by decision-makers to help ensure fees and charges are developed and implemented in a consistent and equitable manner and to not unduly limit access to City’s programs and facilities.
The City should compare fee policies of other jurisdictions with the City’s and establish a policy that supports established revenue generation goals for each program taking into consideration equity, cost recovery, and consistency.
Naming Rights
Actively search for contributions from corporations and businesses to acquire naming or licensing rights from the City to advertise their name/product, considering the proposed improvement and/or development of new public facilities. This practice has several different levels and can include the naming of buildings, advertising on public property or license rights to the agency’s name and other intellectual property.
Prioritize Support Foundations
Prioritize support and development of a Gardena Parks Foundation “501c3” organization to a fully functioning organization. The primary mission of a Foundation should be based on:
• To aid, sponsor, promote, advance, and assist in the provision of public parks, recreation, and Community Resources in the Gardena area.
• To receive, invest, and manage funds acquired through dues, donations, grants, gifts, bequests, and solicitations in furtherance of the purposes and goals of the City.
Currently, the primary foundation supporting the City of Gardena and the Recreation and Human Services Department is the non-profit organization Give Gardena. This organization provides supplemental resources directly to City of Gardena programs and community organizations to enhance the lives of individuals facing adversity.
The specific programs, facilities, and improvements to be supported and/or paid for are identified within this Master Plan and a public relations effort is required to enlist the support of the citizens. The greater the demand and recognition of the need by the public, the greater will be the chance of success.
TOT Increase
The City could consider an increase in the Transient Occupancy Tax (TOT) to provide long-term funding for capital upgrades to the City’s park and recreation system. The TOT tax rate for Gardena is 11%, increased from 7% in 2002 when the increase was approved by voters. The current tax rate for Hermosa Beach is 9%, Inglewood at 14%, and Riverside, Long Beach, and Hawthorne which are at 12%. Other cities at that level include Los Angeles, Inglewood, Culver City, and Diamond Bar at 14% with Riverside, Long Beach, and Hawthorne at 12%. Malibu and Anaheim have a 15% rate. For each 1% increase in the TOT would bring approximately $750,000=/- in new revenue annually.
Tool 10: Financial Strategy Plan 668
City of Gardena | Parks and Recreation Master Plan
17 Sales Tax Increase
Called a transaction and use tax, this is essentially a sales tax increase that can be imposed by a city or county for local purposes including parks and recreation. Often the vote is for a designated period of time, 10-20 years, requiring a new vote to extend the sales tax increase. Currently Gardena has a rate of
10.25%. Overall, California law caps the City’s sales tax rate at a maximum of 10.25%. Overall, California law caps the City’s sales tax rate at a maximum of 10.25%, therefore an increase to support parks and recreation programs and facilities is not available.
Tool 11: Final Presentation 669
City of Gardena | Parks and Recreation Master Plan
Tool 11: Final Presentation
Parks &
Recreation
Master Plan
City of Gardena
Recreation and Parks
Commission Meeting
Nakaoka Community Center
May 13, 2024 at 7:30 PM
PURPOSE:
Parks and Recreation
Master Plan
• Guide and implementation
tool for the management
and development of parks,
recreation facilities, and
programs.
• Identifies local community
needs
• Offers recommendations to
support the Local Gardena
Community
Tool 11: Final Presentation 670
City of Gardena | Parks and Recreation Master Plan
Inventory of Existing Conditions
Extensive Community Engagement
Needs Analysis
Recommendations
Funding and Implementation
PROCESS:
Parks &
Recreation
Master Plan
Timeline:
• 12 Month Timeline
April 2023 – April 2024
• Parks, Facilities, and Program
Inventory & Assessment
• Extensive Community
Outreach
• Reporting
• Final Presentations
TODAY
Tool 11: Final Presentation 671
City of Gardena | Parks and Recreation Master Plan
Demographics
2022 TOTAL
POPULATION:
61,543
Source: ESRI forecast data set 2022/2027
Inventory
of Parks &
Facilities
Tool 11: Final Presentation 672
City of Gardena | Parks and Recreation Master Plan
Inventory
of Parks &
Facilities
Opportunity Sites
Inventory of
Programs
• Afterschool Programs
• Adult & Youth Sports
• Aquatics
• Classes (dance, gymnastics)
• Day Camps
• Rental of Facilities
• Senior Programs & Services
• Special Events
• Teen Programs
• Therapeutic Recreation Program (TRP)
Tool 11: Final Presentation 673
City of Gardena | Parks and Recreation Master Plan
Extensive
Community
Engagement
• Project Website
Feedback Comments
• Stakeholder Interviews
• Community Workshops
• Statistically Valid
Multimodal Survey
• Website Total Views: 1,961
• Feedback Submittals: 52
• Workshop 1 Survey: 183
• Workshop 2 Survey: 187
• Workshop 3 Survey: 268
• Multi-Modal Survey: 1,120
(400 Households)
Outreach numbers as of 04/09/24
Extensive
Community
Engagement
Tool 11: Final Presentation 674
City of Gardena | Parks and Recreation Master Plan
Participation Distribution
Multimodal Workshop 1 Workshop 2 Workshop 3 Feedback
Stakeholder
Interviews
PARK / FACILITY
NEEDS
• Pickleball Courts
• Walking Paths/Trails
• Computer Lab
• Dance Studio
• Dog Park
• Picnic Areas
• Playgrounds
• Renovate Community
Buildings
• Security Cameras
• Tennis Court
• Willows Wetland
Preserve
PROGRAM
NEEDS
• Aquatic Programs
/Swimming Lessons
• Coding
• Dance Program
• Events
• Partnerships w/Others
• Pickleball Classes
• Martial Arts/Self
Defense
• Robotics
• Senior Programs
• Technology /
Computer Training
• Tennis Lessons/League
Tool 11: Final Presentation 675
City of Gardena | Parks and Recreation Master Plan
Parks and Recreation Master Plan
Statistically Valid Multimodal Survey
80%
are satisfied with
the maintenance
of parks and
recreation
facilities in
Gardena
34%
get their news and
information about
the city parks,
recreation facilities,
and programs
through the City
website
78%
are satisfied with
the existing parks,
recreation
facilities, and
programs
provided by the
City of Gardena
Parks & Recreation Master Plan
Statistically Valid Multimodal Survey
What is one recreation program,
class, or activity you would like
added or improved in Gardena?
What is one park feature or
recreation facility you would like
added or improved in Gardena?
Tool 11: Final Presentation 676
City of Gardena | Parks and Recreation Master Plan
What are the most important
community characteristics?
Q1 Q2
• Safety
• Events
• Friendly Community/
Good Neighborhoods
• Homeless Solutions
• Modernize &
Upgrade Existing
Park Amenities
• Park Maintenance
Q3
• Security Guard/Park
Ranger
• Events
• Communication/
Marketing to the Public
Parks & Recreation Master Plan
Workshop #1 Summary
What are issues or trends
that may be negatively
impacting characteristics?
What role can Recreation &
Human Services Dept. play to
address these issues?
What is one park feature or recreation facility you would most like to see added or improved in the City of Gardena? Q1
• Aquatic Facilities
• Baseball & Softball Field
Improvements
• Benches/Seating
• Dog Park or Off Leash Dog
Area
• Exercise Equipment/Fitness
Stations
• Lighting in Parks & Parking
Lots
• Modernize/Upgrade Existing
Park Amenities
• Parking Lot Improvements
• Pickleball Court
• Playground Improvements
• Renovate Community
Buildings
• Restroom Improvements
• Shade Structures
• Tennis Court
• Trees and Green Space
• Walking Paths or Trails
• Willows Wetlands Preserve
Parks & Recreation Master Plan
Workshop #2 Summary
Tool 11: Final Presentation 677
City of Gardena | Parks and Recreation Master Plan
Q2
• After-School Program
• Aquatic Programs / Swimming
Lessons
• Dance Program
• Events
• Exercise
• Family Programs
• Farmers Market
• Gardening Class
• Martial Arts/Self Defense Class
• Pickleball Classes/Program
• Senior Programs
• Soccer Program
• Teen Programs
• Tennis Lessons/League
• Yoga
What is one recreation program, class, or activity you would most like to see added or expanded in the City of Gardena?
Parks & Recreation Master Plan
Workshop #2 Summary
From the list of all community needs, please
choose your top 5 park feature or recreation
facility you would most like to see added or
improved in the City of Gardena?
Q1 Q2
From the list of all community needs, please
choose your top 5 one recreation program,
class, or activity you would most like to see
added or expanded in the City of Gardena?
Parks & Recreation Master Plan
Workshop #3 Summary
Tool 11: Final Presentation 678
City of Gardena | Parks and Recreation Master Plan
www.cityofgardena.org/masterplan
Project Website (over 1,900 views) and Feedback Comments (52) Feedback
Comments
PARK / FACILITY
NEEDS • Adjusting Operating Hours
for Pools, Fields and
Facilities
• Clean/Maintenance
• Dog Park
• Exercise
Stations/Equipment
• Increased Trees and
Planting
• Lighting
• Playground Improvements
• Pickleball Court
• Renovate Community
Buildings
• Shade
• Walking Path
• Willows Wetlands
PROGRAM
NEEDS • Affordable Rental Facilities
• After-School Programs
• Community Events (street
fairs, farmers markets,
cultural heritage
celebrations, art fairs)
• Martial Arts/Self Defense
Classes
• Nature
Education/Conservation
Class
• Security Guard/Park
Ranger for Park
Surveillance/Safety
• Senior Center and Activities
• Teen Programs
Tool 11: Final Presentation 679
City of Gardena | Parks and Recreation Master Plan
Community Facility Needs - Prioritization
Area of maximum community impact
Small Group
Stakeholder Interviews
Public / Community
Workshop 1 / Workshop 2
/ Workshop 3 / Feedback
Comments
Surveys
Multimodal Community
Survey / CPSC’s
Community Facility Needs - Prioritization
Frequent:
• Dog Park or Off Leash Dog Area
• Pickleball Court
• Playground Improvements
• Walking Paths or Trails
Apparent:
• Park Maintenance
• Renovate Community Buildings
• Trees and Green Spaces (more)
Area of maximum community impact
Tool 11: Final Presentation 680
City of Gardena | Parks and Recreation Master Plan
Community Program Needs - Prioritization
Small Group
Stakeholder Interviews
Public / Community
Workshop 1 / Workshop 2
/ Workshop 3 / Feedback
Comments
Surveys
Multimodal Community
Survey
Area of maximum community impact
Community Program Needs - Prioritization
Frequent:
• Aquatic Programs / Swimming
Lessons
• Dance Program
• Events
• Martial Arts / Self Defense Class
• Security Guard or Park Ranger for
Park Surveillance & Safety
• Senior Programs
Apparent:
• After School Program
Area of maximum community impact
Tool 11: Final Presentation 681
City of Gardena | Parks and Recreation Master Plan
Acreage and
Service Area Gap
Analysis
49.4 Acres of City Parkland
= 0.80 acres per 1,000 residents
77% of residents live within a
15-minute walk to a city park.
GIS Mapping Analysis
Community Parks Walking Radius Walking Paths or Trails Desires Existing Bike Circulation Tool 11: Final Presentation 682
City of Gardena | Parks and Recreation Master Plan
Key Strategies &
Recommendations
Five Key
Strategies
Tool 11: Final Presentation 683
City of Gardena | Parks and Recreation Master Plan
Key Strategy #1:
Preserve the city’s
most cherished
resources through
enhanced
maintenance
support and park
improvements
Park Maintenance
Playground Improvements
Renovate Community Buildings
Key Strategy #2:
Strengthen the bond
between community
and the natural
environment
Trees and Green Space
Walking Paths and Trails
Tool 11: Final Presentation 684
City of Gardena | Parks and Recreation Master Plan
Key Strategy #3:
Develop new park
facilities to support
growing demands
Pickleball Court
Dog Park or Off Leash Dog
Area
Key Strategy #4:
Enhancing community
togetherness and
small town feel
through events
Events
Security and Park Safety
Tool 11: Final Presentation 685
City of Gardena | Parks and Recreation Master Plan
Key Strategy #5:
Refine program
development to
meeting the needs of
the community
After-School Programs
Aquatic Programs / Swimming Lessons
Senior Programs
Dance Program
Martial Arts / Self Defense Class
Maintenance Recommendations
Turf
Maintenance
Shrub and
Groundcover
Maintenance
Rodent / Pest
Control Tree Care
Signage &
Fencing
Irrigation
System
Maintenance
General Park
Maintenance
Playground
Inspections
Sports Field /
Court Light
Maintenance
Tennis,
Basketball, and
Sports Courts
Community
Centers and
Buildings
Tool 11: Final Presentation 686
City of Gardena | Parks and Recreation Master Plan
Funding and Implementation
Funding Sources for Parks and
Recreation
Current and Projected Capital
Project Costs
Funding Sources
General Fund for
Parks, Recreation,
and Maintenance
Measure G
Adequate Staff /
Personnel
Developer
Agreements/Park
in Lieu Fees
• Community Development Block Grants (CDBG)
• California HCD’s Housing-Related Parks
Program
• Office of Grants and Local Services (OGALS)
• California Land Water and Conservation Fund
(LWCF)
- Per Capita Grants
- Recreation Trails Program
- Outdoor Equity Grants
• MLB-MLBPA Baseball Tomorrow Fund
• United States Tennis Association (USTA) Facility
Services Program
• U.S.A. Swimming Foundation Grants
Tool 11: Final Presentation 687
City of Gardena | Parks and Recreation Master Plan
Current and Projected
Capital Project Costs
$30 million in current planned park and
facility improvements
$9 million in projected unplanned Parks
& Recreation Master Plan park and
facility recommendations $30 M
$9 M
Planned Projects Unplanned Projects
Parks and Recreation Master Plan
Questions?
Photo by the City of Gardena
City of Gardena
Gardena City Council Meeting
AGENDA REPORT SUMMARY
Agenda Item No. 18.A
Section: DEPARTMENTAL
ITEMS - TRANSPORTATION
Meeting Date: June 25, 2024
TO: THE HONORABLE MAYOR AND MEMBERS OF THE GARDENA CITY COUNCIL AGENDA TITLE: Approve Contract with Red Kite Consulting, Inc. for Training Services in the Amount of $130,280 and a Project Total of $143,308
COUNCIL ACTION REQUIRED:
Staff Recommendation: Approve Contract
RECOMMENDATION AND STAFF SUMMARY:
In response to escalating concerns with bus operator safety both nationwide and here within our own region, GTrans held six safety listening sessions with frontline employees along with the City Manager, the Chief of Police and the Director of Transportation. The meetings aimed to hear directly from team members and addressed possible solutions to make GTrans safer for both bus operators and passengers. One of the takeaways from these meetings was the need for additional comprehensive, de-escalation and customer service training for all frontline Bus Operators and Transit Route Supervisors with the goal of increasing resiliency, promoting communication and reducing burnouts and disengagement in the workplace.
Red Kite Consulting Inc. (“Red Kite Project”) has worked with front-line and first-responder organizations, including public transit systems across the country, for over 13 years. Red Kite Project specializes in delivering innovative and customized training courses using techniques based on a “post-war reconstruction” model built in war zones, with a focus on addressing behavioral health, violence prevention, trauma education and conflict transformation. Red Kite Project recognizes that bus operators are front-line employees who face a nation-wide growing number of assaults and violence. Red Kite Project customizes and implements training courses developed specifically for the agency, which promotes higher employee engagement both during and after training.
GTrans previously worked with Red Kite Project in 2019, however the training was interrupted and unable to be completed due to the Covid-19 pandemic. GTrans is looking to restart the training program with Red Kite Project in order to give all of our employees an opportunity to participate.. Based on feedback received from GTrans operators who received the initial training in 2019, 100 percent of the operators surveyed stated that they agreed that the training has helped them be better prepared in handling conflict. Other transit agencies who have received successful results and have recurring contracts with Red Kite Project include Southeastern Pennsylvania Transportation Authority (SEPTA), Metro Transit in Minneapolis-St Paul Area, Milwaukee County Transit System (MCTS), GoDURHAM, and Charlotte Area Transit System (CATS).
Red Kite Project training will occur on a time and materials basis, taking into consideration GTrans’ operation schedules, at a cost of $130,280, which includes a needs assessment to customize training courses according to the needs at GTrans. Going forward, GTrans will monitor the success of this training and develop metrics by which to measure its effectiveness. These metrics could include additional surveys, listening sessions and tracking root causes of incidents and complaints. Staff has reviewed the proposal and determined the costs to be fair and reasonable. GTrans is also requesting a contingency of $13,028, or 10 percent, to accommodate unforeseen training needs in the immediate future. Such expenditures would not be allowed unless agreed upon and approved in advance by GTrans management.
Therefore, staff respectfully requests that the City Council approve a contract with Red Kite Consulting Inc. for employee training services for a total of $130,280 and a project cost not to exceed $143,308, which includes a 10 percent contingency.
FINANCIAL IMPACT/COST:
GTrans has included training funding within the proposed FY25 and FY26 budgets for Council approval. There is no impact to the General Fund.
ATTACHMENTS:
City of Gardena Agreement with Red Kite Project.pdf
APPROVED:
___________________________________
Clint Osorio, City Manager
AGREEMENT BETWEEN
THE CITY OF GARDENA
AND
RED KITE CONSULTING, INC.
This contract, hereinafter referred to as Agreement, is entered into by and between THE CITY OF GARDENA (“City”) and RED KITE CONSULTING, INC. (“Consultant”). Based on the mutual promises and covenants contained herein, the Parties hereto agree as follows:
1. Recitals.
A. City is desirous of obtaining training services for GTrans’ operations staff.
B. Consultant is qualified by virtue of experience, training, education and expertise to provide these services.
C. City has determined that the public interest, convenience and necessity require the execution of this Agreement.
2. Services.
A. The services to be performed by Consultant shall consist of the scope of services outlined in Consultant’s proposal, and any associated addendum, incorporated herein by reference, unless otherwise instructed by City.
B. The Services shall be performed in accordance with the Project Schedule. Consultant shall not be liable for any failure or delay in furnishing proposed services resulting from fire, explosion, flood, storm, Act of God, governmental acts, orders or regulations, hostilities, civil disturbances, strikes, labor difficulties, difficulty in obtaining parts, supplies, or shipping facilities, inability to obtain or delays in obtaining suitable material or facilities required for performance, temporary unavailability of qualified personnel, failure by City to provide appropriate access to equipment or personnel, or other causes beyond Consultant’s reasonable control.
3. Additional Services. If City determines that additional services are required to be provided by Consultant in addition to the Services set forth above, City shall authorize Consultant to perform such additional services in writing (“Additional Services”). Such Additional Services shall be specifically described and approved by City in writing prior to the performance thereof. Consultant shall be compensated for such Additional Services in accordance with the amount agreed upon in writing by the Parties. No compensation shall be paid to Consultant for Additional Services which are not specifically approved by City inwriting.
4. Agreement Administrator. For purposes of this Agreement, City designates Rachel Yoo as the Agreement Administrator who shall monitor Consultant’s performance under this Agreement. All notices, invoices or other documents shall be addressed to the Agreement Administrator, as well as all substantive issues relating to this contract. City reserves the right to change this designation upon written notice toConsultant.
5. Consultant’s Proposal. This Agreement shall include and incorporate therein Consultant’s proposal in response incorporated herein by reference. In the event of any inconsistency between the terms of the proposal and this Agreement, this Agreementshall govern.
6. Timing of Performance. Time is of the essence with respect to Consultant’s performance of the Services required by this Agreement. Consultant shall diligently and timely pursue and complete DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
the performance of the Services required of it by this Agreement City, in its sole discretion, may extend the time for performance of any Service.
7. Compensation. Compensation for the Services shall be billed as set forth in Attachment A, attached hereto. The Compensation is inclusive of all costs that may be incurred by Consultant in performance of the Services, including but not limited to such items as travel, copies, delivery charges, phone charges, and facsimile charges.
8. Term of Agreement/Termination.
A. This Agreement shall be effective as of the date of execution by the City and shall remain in effect until all Services are completed or until terminated as provided for herein.
B. City may terminate this Agreement without cause by providing written notice to Consultant not less than three days prior to an effective termination date. City’s only obligation in the event of termination will be payment of fees and allowed expenses incurred up to and including the effective date oftermination.
C. Unless for cause, Consultant may not terminate this Agreement.
D. Upon receipt of a termination notice, Consultant shall: (1) promptly discontinue all Services, unless the notice directs otherwise; and (2) within ten (10) days, deliver to City all files, data, reports, estimates, summaries, and such other information and materials as may have been accumulated or prepared to date by Consultant in performing the Services under this Agreement, whether completed or in progress. Consultant shall provide these documents by both hard copy and in electronic format if available. In the event of termination for other than cause attributable to Consultant, Consultant shall be entitled to reasonable compensation for the services it performs up to the date of termination and shall be deemed released from liability for any work assigned but not completed as of the effective date oftermination.
9. Invoices and Payments.
A. Payment shall be made upon receipt and approval of invoices for Services rendered.
In order for payment to be made, Consultant’s invoice must include an itemization as to the services rendered, date(s) of service, direct and/or subcontract costs, and be submitted on an official letterhead or invoice with Consultant’s name, address, and telephone number referenced.
B. The Agreement Administrator shall review the invoices to determine whether services performed and documents submitted are consistent with this Agreement. Payment shall be made within forty-five (45) days following receipt of the invoice orthe Agreement Administratorshall provide Consultant with a written statement objecting to the charges and stating the reasonstherefore.
C. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to City at the time of payment.
10. Records/Audit.
A. Consultant shall be responsible for ensuring accuracy and propriety of all billings and shall maintain all supporting documentation for a minimum of three (3) years from the completion date of the Services under this agreement the following records:
1. All accounts and records, including personnel, property and financial, adequate to identify and account for all costs pertaining to this Agreement and assure proper accounting for all funds.
2. Records which establish that Consultant and any subconsultant who renders DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
Services under this Agreement are in full compliance with the requirements of this Agreement and all federal, state and local laws and regulations.
3. Any additionalrecords deemed necessary by City to assume verification of full compliance with this Agreement.
B. City shall have the right to audit Consultant’s invoices and all supporting documentation for purposes of compliance with this Agreement for a period of three years following the completion of Services under this Agreement.
C. Upon reasonable notice from City or any other governmental agency, Consultant shall cooperate fully with any audit of its billings conducted by, or of, City and shall permit accessto its books, records and accounts as may be necessary to conduct such audits.
11. Successors and Assignment. This Agreement covers professional services of a specific and unique nature. Except as otherwise provided herein, Consultant shall not assign or transfer its interest in this Agreement or subcontract any services to be performed without amending this Agreement. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the partieshereto.
12. Change in Name, Ownership or Control. Consultant shall notify the Agreement Administrator, in writing, of any change in name, ownership or control of Consultant’s firm or subconsultant. Change of ownership or control of Consultant’s firm may require an amendment to the Agreement.
13. Key Personnel. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall provide properly skilled professional and technical personnel to perform all services under this Agreement. In the event that City, in its sole discretion, at any time during the Agreement, desires the removal of any person or persons assigned by Consultant to perform Services pursuant to this Agreement, Consultantshall remove any such person immediately upon receiving notice from City.
14. Use of Materials.
A. City shall make available to Consultant such materials from its files as may be required by Consultant to perform Services under this Agreement. Such materials shall remain the property of City while in Consultant’s possession. Upon termination of this Agreement and payment of outstanding invoices of Consultant, or completion of work under this Agreement, Consultant shall return to City any property of City in its possession and any calculations, notes, reports, electronic files, or other materials prepared by Consultant in the course of performance of this Agreement.
B. City may utilize any material prepared or work performed by Consultant pursuant to this Agreement, including computer software, in any manner, which City deems proper without additional compensation to Consultant. Consultant shall have no responsibility or liability for any revisions, changes, or corrections made by City, or any use or reuse pursuant to this paragraph unless Consultant accepts such responsibility in writing.
15. Confidentiality. Consultant acknowledges that some of the material and information that may come into its possession or knowledge in connection with this Agreement or its performance may consist of information that is exempt from disclosure to the public or other unauthorized persons under either state or federal statutes ("Confidential Information"). Confidential Information includes, but is not limited to, names, addresses, Social Security numbers, e-mail addresses, telephone numbers, financial profiles, credit card information, driver's license numbers, medical data, law enforcement records, agency source code or object code, agency security data, or information identifiable to an individual that relates to any of these types of information. Consultant agrees to hold Confidential DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
Information in strictest confidence and not to make use of Confidential Information for any purpose other than the performance of this Agreement, to release it only to authorized employees or Subconsultants requiring such information for the purposes of carrying out this Agreement, and not to release, divulge, publish, transfer, sell, disclose, or otherwise make the information known to any other party without City's express written consent or as provided by law. Consultant agrees to release such information or material only to employees or Sub-consultants who have signed a nondisclosure agreement, the terms of which have been previously approved by City. Consultant agrees to implement physical, electronic, and managerial safeguards to prevent unauthorized access to Confidential Information.
"Personal information" including, but not limited to, "Protected Health Information" (PHI) under Health Insurance Portability And Accountability Act (HIPAA), individuals' names, addresses, phone numbers, birth dates, and social security numbers collected, used, or acquired in connection with this Agreement shall be protected against unauthorized use, disclosure, modification or loss.
HIPAA establishes national minimum standards for the use and disclosure of certain health information.
The Consultant must comply with all HIPAA requirements and rules when determined applicable by the City. If City determines that (1) City is a "covered entity" under HIPAA, and that (2) Consultant will perform "business associate" services and activities covered under HIPAA, then at City's request, Consultant agrees to execute City's Agreement in compliance with HIPAA.
Consultant shall ensure its directors, officers, employees, Sub-consultants or agents use personal information solely for the purposes of accomplishing the services set forth herein. Consultant and its Sub-consultants agree not to release, divulge, publish, transfer, sell or otherwise make known to unauthorized persons personal information without the express written consent of the City or as otherwise required by law.
Any breach of this provision may result in termination of the Agreement and demand for return of all personal information. Moreover, Consultant will indemnify and hold the City harmless from and against all losses and damages resulting from any unauthorized or improper disclosure, dissemination or use of the information as a result, in whole or in part, of Consultant’s action or inaction.
16. Nonuse of Intellectual Property of Third Parties. Consultant shall not use, disclose or copy any intellectual property of any third parties in connection with work carried out under this Agreement, except for intellectual property for which Consultant has a license. Consultant shall indemnify and hold City harmless against all claims raised against City based upon allegations that Consultant has wrongfully used intellectual property of others in performing work for City, or that City has wrongfully used intellectual property developed by Consultant pursuant to this Agreement.
17. Ownership of Work Product. The parties specifically agree that nothing in this Agreement shall be construed to assign, waive, or relinquish any rights by Consultant in any copyrighted materials of Consultant. All copyrighted materials of Consultant, as well as all educational modules, PowerPoint presentations, leave-behind posters, online learning materials, and all written materials contained in participants’ guides, with the sole exception of customized case studies and roleplay scenarios written specifically for City by Consultant, are to remain the exclusive property of Consultant.
18. Legal Requirements.
A. Consultant shall secure and maintain all licenses or permits required by law, including a City business license, and shall comply with all ordinances, laws, orders, rules, and regulations DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
pertaining to the work.
B. Consultant warrants that it shall perform the services required by this Agreement in compliance with all applicable Federal and California employment laws, including, but not limited to, those laws related to minimum hours and wages; occupational health and safety; fair employment and employment practices; workers’ compensation; and all other Federal, State and local laws and ordinances applicable to the services required under this Agreements.
C. Consultant covenants that there shall be no discrimination based upon race, color, creed, religion, sex, marital status, age, handicap, national origin or ancestry, or any other category forbidden by law in performance of this Agreement.
19. Conflict of Interest and Reporting.
A. Consultant shall at all times avoid conflicts of interest or the appearance of a conflict of interest in the performance of this Agreement. If required, Consultant shall comply with the City’s Conflict of Interest reporting requirements. Consultant understands that pursuant to Gardena Municipal Code sections 2.24.020H and 2.24.025G, it is forbidden to make any contribution to a candidate or committee of a candidate for a municipal office of the City, or to an officeholder, until the completion of services to be performed under this Agreement.
B. Consultant and its representatives shall refrain from lobbying City of Gardena officials, employees and representatives for the duration of this Agreement.
20. Guarantee and Warranty. Consultant warrants to City that the material, analysis, data, programs and SERVICES to be delivered or rendered hereunder will be of the kind and quality designated and will be performed by qualified personnel. Without waiver of City’s other rights or remedies, City may require Consultant to re- perform any of said services, which were not performed in accordance with these standards. Consultant shall perform the remedial services at its sole expense.
21. Insurance.
A. Commencement of Work. Consultant shall not commence work under this Agreement until it has obtained City approved insurance. Before beginning work hereunder, during the entire period of this Agreement, for any extensions hereto, and for periods after the end of this Agreement as may be indicated below, Consultant must have and maintain in place all of the insurance coverage required in this Section. Consultant’s insurance shall comply with all items specified by this Agreement. Any subcontractors shall be subject to all of the requirements of this Section and Consultant shall be responsible to obtain evidence of insurance from each subcontractor and provide it to City before the subcontractor commences work. Alternatively, Consultant’s insurance may cover allsubcontractors.
B. Insurance Company Requirements. All insurance policies used to satisfy the requirements imposed hereunder shall be issued by insurers admitted to do business in the State of California. Insurers shall have a current Best’s rating of not less than A-: VII, unless otherwise approved by City.
C. Coverage, Limits and Policy Requirements. Consultant shall maintain the types of coverage and limits indicated below:
1. Commercial General Liability Insurance - a policy for occurrence coverage for bodily injury, personal injury and property damage, with coverage at least as broad as Insurance Services Office Form CG 00 01, with no special limitations affecting City. The limit for all coverage under this policy shall be no less than one million dollars ($1,000,000.00) per occurrence.
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2. General Auto Liability Insurance - a policy including all coverage provided by and to the extent afforded by Insurance Services Office form CA 0001, including hired and non-owned autos with no special limitations affecting City. The limit for bodily injury and property damage liability shall be no less than one million dollars ($1,000,000.00) per accident.
3. Worker’s Compensation and Employer’s Liability Insurance - a policy which meets all statutory benefit requirements of the Labor Code, or other applicable law, of the State of California. The minimum coverage limits for said insurance shall be no less than one million dollars per claim. The policy shall be issued by an insurance company which is admitted to do business in the State of California and shall contain a clause that the policy may not be canceled without thirty (30) days prior written notice, return receipt requested, is mailed to City.
4. Professional Errors & Omissions - a policy with minimum limits of one million dollars ($1,000,000.00) per claim and aggregate. This policy shall be issued by an insurance company which is admitted to do business in the State of California and shall contain a clause that the policy may not be canceled until thirty (30) days written notice, unless cancelled for non-payment, then ten (10) calendar days notice shall be given, is mailed to City.
5. Policy Requirements. The policies set forth above shall comply with the following, as evidenced by the policies or endorsements to the policies:
a. The City, its appointed and elected officers, employees, agents and volunteers shall be added as additional insured to the policy. b. The insurer shall agree to provide City with thirty (30) days prior written notice, of any cancellation, non-renewal or material change in coverage, unless cancelled for non-payment, then ten (10) calendar days notice shall be given. c. For any claims with respect to the Services covered by this Agreement, Consultant’sinsurance coverage shall be primary insurance asrespectsthe City, its elected and appointed officers, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its elected and appointed officers, employees, agents and volunteers shall be excess of Consultant’s insurance and shall not contribute with it.
D. Additional Requirements. The procuring of such required policies of insurance shall not be construed to limit Consultant’s liability hereunder or to fulfill the indemnification provisions and requirements of this Agreement. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. City shall notify Consultant in writing of changes in the insurance requirements. If Consultant does not deposit copies of acceptable insurance policies or endorsements with City incorporating such changes within sixty (60) days of receipt of such notice, Consultant shall be deemed in default hereunder.
E. Deductibles. Any deductible or self-insured retention over $25,000 per occurrence must be declared to and approved by City. Any deductible exceeding an amount acceptable to City shall be subject to the following changes: either the insurer shall eliminate or reduce such deductibles or self-insured retentions with respect to City, its officers, employees, agents and volunteers (with additional premium, if any, to be paid by Consultant); or Consultant shall provide satisfactory financial guarantee for payment of losses and related investigations, claim administration and defense expenses.
F. Verification of Compliance. Consultant shall furnish City with original policies or certificates and endorsements effecting coverage required by this Agreement. The endorsements are to be signed by a person authorized by the insurer to bind coverage on its behalf. All endorsements DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
are to be received and approved by City before work commences. Not less than fifteen (15) days prior to the expiration date of any policy of insurance required by this Agreement, Consultant shall deliver to City a binder or certificate of insurance with respect to each renewal policy, bearing a notation evidencing payment of the premium therefore, or accompanied by other proof of payment satisfactory to City. Consultant shall provide full copies of any requested policies to City within three (3) days of any such request by City.
G. Termination for Lack of Required Coverage. If Consultant, for any reason, fails to have in place, at all times during the term of this Agreement, including any extension hereto, all required insurance and coverage, City may immediately obtain such coverage at Consultant’s expense and/or terminate thisAgreement.
22. Indemnity.
A. Consultant assumes all risk of injury to its employees, agents, and contractors, including loss or damage to property.
B. Consultant shall defend, indemnify, and hold harmless the City, including its officials, officers, employees, and agents from and against all claims, suits, or causes of action for injury to any person or damage to any property arising out of any intentional or negligent acts or errors or omissions to act by Consultant or its agents, officers, employees, subcontractors, or independent contractor, in the performance of its obligations pursuant to this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Consultant.
This indemnity shall not apply if the claim arises out of the sole negligence or willful misconduct of City, its officers, agents, employees or volunteers.
C. No official, employee, agent or volunteer of City shall be personally liable for any default orliability under this Agreement.
23. Independent Contractor. Consultant agrees to furnish consulting services in the capacity of an independent contractor and neither Consultant nor any of its employees shall be considered to be an employee or agent of City.
24. PERS Eligibility Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.
25. Notices. Any notice or communication given under this Agreement shall be effective when deposited, postage prepaid, with the United States Postal Service and addressed to the contracting parties. Name, address, telephone and facsimile numbers of the parties are asfollows:
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
City of Gardena – GTrans
Attn: Rachel Yoo
13999 S. Western Avenue
Gardena, California 90249
Email: [email protected]
Red Kite Consulting, Inc.
Attn: Charlotte DiBartolomeo
P.O. Box 573
Blakeslee, Pennsylvania 18610
Email: [email protected]
Either party may change the information to which notice or communication is to be sent by providing advance written notice to the other party.
26. Severability. If any provision of this Agreement shall be held illegal, invalid, or unenforceable, in whole or in part, such provision shall be modified to the minimum extent necessary to make it legal, valid, and enforceable, and the legality, validity, and enforceability of the remaining provisions shall not be affectedthereby.
27. Jurisdiction and Venue. This Agreement shall be deemed a contract under the laws of the State of California and for all purposes shall be interpreted in accordance with such laws. Both parties hereby agree and consent to the exclusive jurisdiction of the courts of the State of California and that the venue of any action brought hereunder shall be Los Angeles County, California.
28. Waiver. No delay or failure by either Party to exercise or enforce at any time any right or provision of this Agreement shall be considered a waiver thereof or of such Party’s right thereafter to exercise or enforce each and every right and provision of this Agreement. To be valid a waiver shall be in writing but need not be supported by consideration. No single waiver shall constitute a continuing or subsequent waiver.
29. Electronic Signatures. The parties hereby acknowledge and agree that electronic records and electronic signatures, as well as facsimile signatures, used in connection with the execution of this Agreement and electronic signatures, facsimile signatures or signatures transmitted by electronic mail in so-called pdf format shall be legal and binding and shall have the same full force and effect as if a paper original of this Agreement had been delivered and had been signed using a handwritten signature. City and Consultant (i) agree that an electronic signature, whether digital or encrypted, of a party to this Agreement is intended to authenticate this writing and to have the same force and effect as a manual signature, (ii) intend to be bound by the signatures (whether original, faxed or electronic) on any document sent or delivered by facsimile or, electronic mail, or other electronic means, (iii) are aware that the other party will reply on such signatures, and (iv) hereby waive any defenses to the enforcement of the terms of this Agreement based on the foregoing forms of signature. If this Agreement has been executed by electronic signature, all parties executing this document are expressly consenting under the United States Federal Electronic Signatures in Global and National Commerce Act of 2000 ("E-SIGN") and California Uniform Electronic Transactions Act ("UETA")(Cal.
Civ. Code § 1633.1, et seq.), that a signature by fax, email or other electronic means shall constitute an Electronic Signature to an Electronic Record under both E-SIGN and UETA with respect to this specific transaction.
30. Joint Drafting. Each party acknowledges that it has had an adequate opportunity to review each and every provision in this Agreement and to submit the same to counsel and other consultants for review and comment and that the parties jointly drafted this Agreement. No provision of this Agreement or any Assignment shall be construed more strictly against one party than the other party by reason that one or the other party proposed, drafted or modified such provision or any other existing or proposed provision.
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773
31. Public Records Act Disclosure. Consultant has been advised and is aware that this Agreement and all reports, documents, information and data, including, but not limited to, computer tapes, discs or files furnished or prepared by Consultant, or any of its subcontractors, pursuant to this Agreement and provided to City may be subject to public disclosure as required by the California Public Records Act (California Government Code section 7920.000 et seq.). Exceptions to public disclosure may be those documents or information that qualify as trade secrets, as that term is defined in the California Government Code section 7924.510, and of which Consultant informs City of such trade secret. The City will endeavor to maintain as confidential all information obtained by it that is designated as a trade secret. The City shall not, in any way, be liable or responsible for the disclosure of any trade secret including, without limitation, those records so marked if disclosure is deemed to be required by law or by order of the Court.
32. Authority to Execute. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement.
33. Attorney’s Fees. In the event that legal action is necessary to enforce the provisions of this Agreement, or to declare the rights of the parties hereunder, the parties agree that the prevailing party in the legal action shall be entitled to recover attorney’s fees and court costs from the opposing party.
34. Entire Agreement. This Agreement contains the entire understanding between City and Consultant. Any prior agreement, promises, negotiations or representations not expressly set forth herein are of no force or effect. Subsequent modifications to this Agreement shall be effective only if in writing and signed by both parties. This Agreement may be signed by the parties hereto in separate counterparts, including both counterparts that are executed on paper and counterparts that are in the form of electronic signatures. Electronic signatures include facsimile or email electronic signatures.
Each executed counterpart shall be deemed an original. All counterparts, taken together, constitute the executed Agreement. If any term, condition or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall be valid and binding.
(The Remainder of This Page is Intentionally Left Blank) (Signature Page Follows)
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IN WITNESS WHEREOF, the parties have hereunto affixed their names as of the day and year written below.
CITY OF GARDENA
By ______________________
Tasha Cerda
Mayor
Date ____________________
ACCEPTED: RED KITE CONSULTING, INC.
By ______________________
Charlotte DiBartolomeo
CEO
Date ____________________
APPROVED AS TO FORM:
________________________
Carmen Vasquez
City Attorney
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 6/17/2024
G T R A N S / R E D K I T E P R O J E C T P R O P O S A L © 2024 Red Kite Consulting, Inc. 1 presented to:
DANA PYNN, Assistant Director of Transportation and
KATELYN CORWIN, Human Resources Coordinator at GTrans
HELPING COMPANIES AND THEIR WORKFORCE
RISE ABOVE OBSTACLES AND FLY THEIR PASSION
INTRODUCTION
On May 13th, Dana Pynn, Assistant Director of Transportation, and Katelyn Corwin, Human Resources Coordinator at GTrans, phoned Charlotte DiBartolomeo the CEO and founder of Red Kite Consulting, Inc. (doing business as Red Kite Project) to discuss GTrans’ interest in Red Kite Project’s Resilience-building training program for frontline employees. During that conversation, Ms. Pynn and Ms. Corwin outlined some of the concerns facing GTrans operators, supervisors, and management. Ms. DiBartolomeo shared Red Kite Project’s philosophy as systems change agents who partner with agencies to build a more resilient culture of trust and empathy among the employee population. DiBartolomeo also discussed the previous contract Red Kite Project entered into with GTrans in the Fall of 2019 and how it was cut short due to the pandemic. She expressed her desire to complete the work Red Kite Project had begun with the frontline to teach de-escalation methods and assist employees who are dealing with burnout. Ms. Pynn and Ms. Corwin requested Red Kite Project submit a proposal for a sole source to conduct training with management and frontline employees. This document is in response to that request.
THE PROBLEM
The U.S. is experiencing increasing mass shootings, violent interactions, and rampant incivility. Across the nation, the riding public and transit professionals show growing concern over assaults on buses and light rail. A recent ATU survey revealed that 75% of transit workers are afraid of being assaulted on the job.1 The perception of danger in the workplace causes employee burnout by increasing transit workers’ stress. Additionally, the shortage of social services for individuals experiencing homelessness, mental illness, and substance abuse contributes to burnout among transit workers. Vulnerable persons with little access to social services often take shelter on public transit. This phenomenon overwhelms transit workers unprepared to manage the conflicts and crises these populations bring. In 2019, the World Health Organization identified burnout as a syndrome resulting from chronic workplace stress that has not been successfully managed2. Burnout increases employee absenteeism and resignations and reduces the industry’s service and productivity. The transit industry will continue to struggle without intervention to build employee resilience.
RED KITE PROJECT’S PROPOSED SOLUTION
When Red Kite Project began work in the transit industry in 2010, we immediately recognized that transit workers deal with an easily agitated public and are prone to high conflict and crisis. Transit workers are more than just customer service representatives. They are human service professionals who sometimes act as first responders to emergencies. They need specialized training focused on chronic urban trauma, CITY OF GARDENA, GTrans, 13999 S.Western Avenue, Gardena, CA 90249 RED KITE CONSULTING, INC. Project Proposal for GTRANS Collaboration 1 https://www.atu.org/action/downloadable-asset/State%20Leg%20Agenda%20FINAL.pdf 2 https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 G TR A NS / RED K I TE PRO J E C T PROPOS A L © 2024 Red Kite Consulting, Inc. 2 substance abuse, community violence, and conflict de-escalation to manage customer challenges. When transit workers are better prepared to manage these challenges, they become more resilient, are less likely to suffer assaults, and are more likely to remain on the job.
Red Kite Project proposes to conduct resilience-building, trauma-informed, de-escalation classes with GTrans frontline employees. These classes are in-person and generally run for two to three consecutive days. Because we take a holistic approach to organizational culture change, we propose teaching GTrans managers, supervisors, control center employees, and dispatchers Psychological First Aid for when a critical incident occurs and an employee is in crisis. This training will help to repair trust that may have eroded between the frontline and their supervisors/managers. Working with management to support frontline workers builds individual employee health and shifts burnout culture to an organizational culture of resilience.
RED KITE PROJECT’S BACKGROUND AND EXPERTISE
Red Kite Project is the training and consulting branch of Red Kite Consulting, Inc. A certified WomenOwned Business Enterprise, Red Kite Project assists companies who work with high-conflict-prone customers and clients. We employ a model inspired by the Post-Conflict Reconstruction Approach from the International Community to rebuild civil society after violence and war. With this system-change approach, we help our clients shape healthier work environments and more resilient employees to generate top-quality customer service, reduce absenteeism and customer complaints, lower assaults, and ensure greater productivity. We have thirteen years of experience in the public transit industry, training front-facing employees and their managers. We’ve trained more than 8,000 public transit employees since 2010, successfully managing the politically charged environments of unionized organizations.
Red Kite Project’s radically different methodology is rooted in a professional work history of conflict and crisis de-escalation with previously incarcerated youth, youth gangs, and clients dealing with addictions, mental illness, and homelessness. Red Kite Project’s CEO and founder, Charlotte DiBartolomeo, earned a master’s in conflict transformation from SIT-Graduate Institute. She studied post-war reconstruction to rebuild civil society in Bosnia-Herzegovena. This work informed Red Kite Project’s training methods and systemic approach.
Red Kite Project holds five contracts with public transit agencies across the United States.
These recurring contracts are with Southeastern Pennsylvania Transportation Authority (SEPTA) in Philadelphia, Pennsylvania; METRO TRANSIT in Minneapolis-St. Paul Area, Minnesota; Milwaukee County Transit System (MCTS) in Milwaukee, Wisconsin; GoDURHAM in Durham, North Carolina; and Charlotte Area Transit System (CATS) in Charlotte, North Carolina. Charlotte DiBartolomeo, the CEO, has written numerous articles for the transit industry’s national publication, Metro Magazine. Her publications focus on the ideal bus operator candidate profile, the cost of employee burnout, how to build more resilient work communities, and why trauma-informed, conflict de-escalation training lowers the risk of customer complaints and operator assaults. She has widely presented across the Transit Industry to assist organizations in building employee resilience. Specifically, she has presented to the California Association for Coordinated Transportation, PennTRAIN, and the Southwest Transit Association and was the keynote speaker at the 2018 Missouri Public Transit Association Conference. In October 2022, she spoke virtually at Paris’s 7th International Conference on Observation, Analysis, and Prevention of Insecurity. She also presented at the Wisconsin Public Transportation Association’s 2022 conference. In addition to her work in public transportation, Charlotte DiBarolomeo developed and taught the first undergraduate course in Trauma Informed Care for the Department of Behavioral Health Counseling at Drexel University in Philadelphia, Pennsylvania.
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 G TR A NS / RED K I TE PRO J E C T PROPOS A L © 2024 Red Kite Consulting, Inc. 3 Red Kite Project’s training staff also has expertise in conflict management, intercultural communication, customer service, opiate addiction counseling, homelessness, crisis intervention, and behavioral health to teach our unique methodology.
RED KITE PROJECT’S METHODOLOGY
Effective training is more than just building new skills. It’s aimed at developing knowledge and shifting the attitudes of its participants, which is why Red Kite Project workshops are at least two to three days.
Trainers who only focus on skill-building will find the skills learned in training won’t “stick” for any longer than the length of the workshop. Dealing with potentially violent passengers requires participants to gain knowledge of the causes of violence from the psycho/social perspective and address their own biases, triggers, and conflict patterns, which often contribute to negative passenger interactions. Specifically, because front-facing employees are often first responders to conflict and crisis, we will continue to instruct:
• Physiological effects of trauma on the brain/body and behavioral challenges accompanying psychological trauma and opiate addictions.
• First responder crisis intervention & crisis de-escalation skill-building to remain safe in the workplace. • Conflict management & conflict resolution practices, including body language, voice tone awareness, outcomes of conflict styles, reflective listening, collaborative processes, exploration of personal triggers, and power dynamics.
• Threat assessment for violent behaviors.
• Professional behaviors that lead to successful employment. • Red Kite Project will continue to use various interactive training techniques such as lectures/large group discussions, small group discussions, poster walks, games, panels, customized case studies, role plays reflecting participants’ work experiences, and other simulations and videos. We conduct our sessions in a circle rather than with participants seated behind desks. The interactive classroom experience encourages full participation and leaves little room for participants to zone out. It also allows participants to “try on” new skills during role-plays to practice and evaluate their comfort level with them. When participants are fully engaged, it empowers them to find solutions to on-the-job challenges and participate in organizational culture change. Feeling empowered to create different outcomes in the workplace builds personal resilience and contributes to a more resilient work culture.
Red Kite Project facilitators meet participants where they are in the change process. This means recognizing that participants are often at different stages of change. Pushing them too far before they’re ready will undoubtedly shut them down. The term participant-driven describes training that establishes the participants as experts in their work. It welcomes the participants in the room who are further along in the change process to teach their peers. In addition, the small group discussions, case studies, and simulated activities such as role-plays encourage participants to deconstruct the information, relate it to their life experiences, and reality-test their outmoded beliefs and behaviors. Self-reflection is critical to shifting attitudes about oneself, the job, and the passengers. Because behavioral change requires facilitators to be highly observant, hold participants accountable, and challenge anti-social habits, Red Kite Project always assigns two facilitators to each training to ensure positive change outcomes.
PROPOSED WORK WITH GTRANS
Through our training and consulting, Red Kite Project aims to help GTrans build a more resilient work culture. Therefore, we propose two-day and one-day workshops for multiple employee populations within the GTrans operations division. This includes managers/supervisors and dispatchers who work directly with the frontline.
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 G TR A NS / RED K I TE PRO J E C T PROPOS A L © 2024 Red Kite Consulting, Inc. 4 Structuring of Classes: We propose structuring classes with a mutually agreed upon schedule between G-Trans and Red Kite Project prior to the training.
RED KITE PROJECT TRAINING FEES which INCLUDE THE FOLLOWING:
PRE-TRAINING WORK
Revised Needs Assessment (the last Needs Assessment was done approximately 4 years ago.
This one will be an updated version.) (at no charge) Because our work is customized to your organization’s specific needs, Red Kite Project will conduct a needs assessment.
Revised Customized Curriculum Development (the last Customized Curriculum Development was done approximately 4 years ago. This one will be an updated version.) Customized Curriculum, which includes revised case studies and role plays based on employees’ work experiences and challenges. Customized curriculum to be written and designed approximately one month in advance of the start of training. (one time fee)
Total = $5,000.00
TRAININGS—FULL-DAY WORKSHOPS
n (6) Two-Day Workshops for Bus Operators. Trainings will be (2) full-days and have no less than 10 participants per class. (No more than 20 per class.) $5,500.00 per day x 12 days (6) Two-Day Workshops = $66,000.00 Total = $66,000.00
n (2) One-Day Workshop for Supervisors/Dispatch to specifically address coaching and supporting bus operators with consistency when they are being disciplined, experiencing burnout, and / or traumatic events. Workshops will contain additional customized curriculum such as case studies and role-play scenarios for this population to be developed after a brief needs assessment. (approximately five participants in each class)
$5,500.00 per day x 2 days = $11,000.00
(If needed) Additional Customized Curriculum, Design of customized manuals and Case Studies, Role-plays, and Brief Needs Assessment = $2,000.00 Total = $13,000.00
n (1) Two-Day OVERFLOW Workshop for Bus Operators to accommodate those operators who were unable to attend any of the original (6) Two-Day Trainings. Training will be (2) full-days and have no less than 10 participants per class. (No more than 20 per class.) $5,500.00 per day x 2 days (1) Two-Day Workshop = $11,000.00 Total = $11,000.00
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 G TR A NS / RED K I TE PRO J E C T PROPOS A L © 2024 Red Kite Consulting, Inc. 5 n Printed Manuals (no charge for design)
$12.00 per manual x 90 participants (approx figure) = $1,080.00 n Project Management, Production, and Administration
Adjustments, if any, to curriculum, manuals, scheduling, and/or coordination $75.00 per day x 16 days = $1,200.00
TOTAL: $97,280.00
SHOULD GARDENA ELECT TO HAVE FUTURE TRAININGS
n POTENTIAL FUTURE TRAININGS (3) Two-Day Bus Operators trainings which may consist of new hires and returning operators from Leave of Absence. Trainings will be two-full-days and have no less than 10 participants per class. (No more than 20 per class.) $5,500.00 per day x 6 days (3) Two-Day Workshop = $33,000.00 Total = $33,000.00
TOTAL ADDING IN THE POTENTIAL FUTURE TRAININGS: $130,280.00
TO BE PROVIDED BY GARDENA
n Physical space to conduct workshops
n Screen and projector to conduct PowerPoint presentation and over-sized pads (if needed) n Easily movable chairs for participants and facilitators to configure in the round PLEASE NOTE: All transportation, food, supplies, and lodging will be paid by RKP. If Gardena cancels any training sessions after airline tickets and/or hotel fees are purchased by RKP and RKP can not get reimbursement, GARDENA will reimburse RKP for lodging and airline fees. RKP will provide receipts for all costs incurred. Red Kite Consulting, Inc. (doing business as “Red Kite Project”) shall own the copyright to any consultant training material, including any customizations to such training materials created for GARDENA. Red Kite Project agrees not to include references to GARDENA in any copyrighted materials it owns without the written consent of GARDENA.
RED KITE CONSULTING, INC. • PO BOX 573 • BLAKESLEE PA • 18610 www.redkiteproject.com • attn: Charlotte DiBartolomeo, CEO • 215-459-3518 Charlotte DiBartolomeo, CEO Gardena Representative (sign and print name) date: June 12, 2024 date:
DocuSign Envelope ID: E51C8161-FB8F-470D-9E34-92A0A0800773 City of Gardena
Gardena City Council Meeting
AGENDA REPORT SUMMARY
Agenda Item No. 18.B
Section: DEPARTMENTAL
ITEMS - TRANSPORTATION
Meeting Date: June 25, 2024
TO: THE HONORABLE MAYOR AND MEMBERS OF THE GARDENA CITY COUNCIL AGENDA TITLE: Ratify Administrative Approval of the Purchase of Driver Protective Barriers from New Flyer Industries in the Amount of $131,838.40 and a Project Total of $145,022.40 COUNCIL ACTION REQUIRED:
Staff Recommendation: Ratify Administrative Approval of Purchase RECOMMENDATION AND STAFF SUMMARY:
During the COVID-19 pandemic, transit agencies across the nation, including GTrans, sought solutions to protect bus operators from direct contact with the public through the use of driver protective barriers. These barriers helped to provide both protection from virus transmission and somewhat of a greater level of physical protection for bus operators. In 2021, GTrans installed an early iteration of such barriers on its fleet, including its first order of CNG buses.
The barriers were installed like a door that hinged on the pole in the driver seat area. The door has split levels: the lower is opaque black, and the upper is a clear, transparent polycarbonate material designed to allow the bus operator to maintain a clear view of the boarding passengers and their surroundings.
Later, a stronger, more durable barrier door with tempered, Department of Transportation (DOT) certified glass became available from AROW Global Corp., which GTrans tested on one of its CNG buses. This new barrier became part of the design for the next phase of bus replacement with the arrival of 21 new CNG buses and seven zero emission buses in late 2023 and early 2024. While most of GTrans' active bus fleet has this newer barrier design, 17 buses in the early CNG fleet still have the original, less-durable polycarbonate barriers.
GTrans wishes to expedite the upgrade of these 17 buses with the new standard barriers.
The AROW Global barriers may only be purchased through a bus manufacturer. In order to expedite this critical component and move forward with the design and installation of the new enclosures, GTrans obtained quotes from two of GTrans' current bus manufacturer component suppliers. New Flyer Industries (d.b.a. Aftermarket Parts) provided the lowest pricing at a cost of $6,725.81 per kit. Installation of the barrier kits will be done in house by GTrans staff. As such, Staff – under the authority of the City Manager – purchased the barriers to expedite the delivery of this critical equipment. The cost is $131,838.40 for 17 kits which includes estimated freight and sales tax. GTrans reviewed the proposal and determined that the costs are fair and reasonable. GTrans included a 10 percent contingency, or an additional $13,184, to accommodate any unforeseen expenditures or additions that may be required during the installation process. Such expenditures would not be allowed unless agreed upon in advance by GTrans management. The total project cost with recommended contingency is $145,022.40
At the same time, as a result of its recent safety listening sessions with frontline employees, GTrans is working to develop a larger footprint for the glass enclosure portion of the barriers surrounding drivers, providing greater physical protection. The existing glass enclosure extends only to the farebox, leaving a large space between it and the windshield. A larger glass enclosure is needed. GTrans is designing and creating a prototype for this new enclosure, using LA Metro as a technical resource as they have the same model bus. Once completed, GTrans will create kits with the glass and associated parts/materials for installation, which will then be used to retrofit the fleet using the existing base barrier doors.
While the design and prototype is underway, the first critical phase of this effort is to ensure the newer, more durable barrier door is installed on the 17 CNG buses in GTrans' fleet so that the entire fleet will have more durable barrier door as the base for installation of the retrofit kits.
Therefore, staff respectfully requests that the City Council ratify administrative approval of the purchase of driver protective barriers from New Flyer Industries for a total of $131,838.40 and a project cost not to exceed $145,022.40, which includes a 10 percent contingency.
FINANCIAL IMPACT/COST:
GTrans has designated local capital funds for this project within the proposed FY25 budget for Council approval. There is no impact to the General Fund.
ATTACHMENTS:
Gardena DPS Quote_06.17.2024.pdf
Driver Protective Barriers - Comparison.pdf
APPROVED:
___________________________________
Clint Osorio, City Manager
Date: 6/17/2024
QTY PART NUM PURCHASE PRICE DESCRIPTION TOTAL
17 TBD $6,725.81
KIT - MV308 Slide Stow DPS Components w/Extended Glass for (2020) 40' ENC Axess Buses
- Includes finished product
- Includes all components required for installation
- Does not include installation
$114,338.69
*Pricing may vary if a prototype is requested*
12-week lead time from design approval by customer
$114,338.69
$11,719.72
$5,780.00
TOTAL $131,838.40
Shipping
Sub-total (Not including applicable taxes)
ATTN: Peter Savaria / Rachel Yoo
All quotes are based on the full quantities being purchased.
Quote is valid for 30 days.
NFI PARTS QUOTE
Provided by: Rodrigo Maglalang
NFI Parts
630 Kernaghan Ave
Winnipeg, Manitoba
R2C 5G1
800-665-2637 Quote #: 06172024-Gardena
Taxes (10.25%)
Comparison of Driver Protective Barriers
Original Driver Protective Barrier New AROW Global Driver Protective Barrier