Public Works & Transportation Committee
September 12, 2023

Written materials relating to an item on this agenda that are distributed to the legislative bodies within 72 hours before the item is to be considered at its regularly scheduled meeting will be made available for public inspection at the City Clerk’s Office, 300 West Third Street 4th Floor during customary business hours. Agenda reports are also on the City of Oxnard web site at www.oxnard.org.

In compliance with the Americans with Disabilities Act, if you require special assistance to participate in a meeting, please contact the City Clerk’s Office at 385-7803. Notice at least 72 hours prior to the meeting will enable the City to reasonably arrange for your accessibility to the meeting.

Agenda Item Time Estimates include: (Minutes for Presentation + Council Discussion + Public Comment)

AGENDA

OXNARD CITY COUNCIL

PUBLIC WORKS AND TRANSPORTATION COMMITTEE
Council Chambers, 305 West Third Street
September 12, 2023
Regular Meeting - 8:30 to 10:00 PM

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1. Dial Phone Number: (888) 475-4499

2. Enter Meeting ID: 853 7318 5475

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IN ACCORDANCE WITH ASSEMBLY BILL 2449, MEMBERS OF THE LEGISLATIVE BODY MAY MEET IN- PERSON OR REMOTELY. TO PARTICIPATE REMOTELY VISIT WWW.OXNARD.ORG.

To find out how you may provide public comment, please refer to the instructions below or at www.https://www.oxnard.org/city-meetings/.

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Video recordings of the meeting are typically available online following the meeting at the City’s website at www.oxnard.org/city- meetings.

*Please see the link for the Measure M pre-recorded presentation video for each item listed on this agenda.

YOU MAY PARTICIPATE IN THE MEETING IN THE FOLLOWING WAYS:

1. ATTEND THE MEETING AT THE LOCATION LISTED ABOVE: Submit a speaker card to the City Clerk.

2. EMAIL COMMENTS OR SIGN UP TO SPEAK REMOTELY BEFORE THE MEETING

a. Submit a request to speak remotely by no later than 3 p.m. on the day of the meeting by using the form available at www.oxnard.org/citymeetings.
b. Submit an email to [email protected] no later than 3 p.m. on the day of the meeting (indicate the agenda item number in the subject line). All email correspondence will be forwarded to the legislative body prior to the start of the meeting and made part of the legislative record.
c. Contact the City Clerk’s Office at (805) 385-7803 to submit your request.

3. PROVIDING PUBLIC COMMENTS REMOTELY DURING THE MEETING

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a. To provide public comment during the meeting dial (888) 475-4499 and enter the Meeting ID and Passcode listed above as the Zoom details for this meeting. When the presiding officer announces the particular item on the agenda you want to speak on, press *9 to raise your hand while in the zoom waiting room. Once called on, press *6 to unmute your phone.
b. Public comments on agenda items will be taken following the announcement of the item. After the item is announced, members of the public may register or otherwise be recognized for the purpose of providing public comment.

Please review the Zoom instructions on the registration page to help ensure there are no technical difficulties during your comments and help you understand public comment procedures using Zoom. Detailed participation instructions can be found at www.oxnard.org/city-meetings.

In the event of a disruption which prevents a legislative body of the City of Oxnard from broadcasting a meeting using a call-in option or internet- based service option, or in the event of a disruption within the City’s control which prevents members of the public from offering public comment using the call-in option or internet-based service option, the legislative body shall take no further action on items appearing on a meeting agenda until public access to the meeting via the call-in option or internet-based service option is restored. However, if any of the broadcast options are disrupted, but any of the other broadcast options is still available to the public, the legislative body may take further action on items appearing on a meeting agenda without waiting for the disrupted broadcast option(s) to be restored.

A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

A person may address the legislative body only on matters not appearing on the agenda and within the subject matter jurisdiction of the legislative body. Speaker requests shall be submitted as set forth on the first page of this agenda. Speakers are limited to three minutes. After 30 minutes, if all speakers have not had the opportunity to speak, the remaining speakers will be given an opportunity to speak prior to adjournment of the meeting. The legislative body cannot enter into a detailed discussion or take action on any items presented during public comments at this time. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion. Persons wishing to speak on public hearing items should do so at the time of the hearing.

C. CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the Public Works & Transportation Committee approve the minutes of June 27, 2023, and July 11, 2023, regular meeting as presented.

Contact: Dee Lai, (805) 385-8200
D. REPORTS

1. Public Works Department
SUBJECT: Calleguas Municipal Water District Salinity Management Pipeline Agreement Completion. (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee receive a report on the completion of the Salinity Management Pipeline Agreement between the City of Oxnard and Calleguas Municipal Water District.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/RCfcr9hQP18
Contact: Michael Wolfe, (805) 385-8055

2. Public Works Department
2 OXNARD CITY COUNCIL: PUBLIC WORKS AND TRANSPORTATION COMMITTEE September 12, 2023 - Page 3

SUBJECT: Tree Maintenance Update. (15 minutes)

RECOMMENDATION: That the Public Works & Transportation Committee receive and file an update from the Parks Division and the Special Districts Division regarding the citywide tree maintenance.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/x-2Chu8sU4E
Contact: Michael Wolfe, (805) 385-8055

3. Public Works Department
SUBJECT: Park Maintenance Priorities. (15 minutes)

RECOMMENDATION: That the Public Works & Transportation Committee receive and file a report from the Parks Division regarding maintenance priorities.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/KjL1K6F87NE
Contact: Michael Wolfe, (805) 385-8055

4. Public Works Department
SUBJECT: Harbour Island Homeowners Association Donation Agreement A-8531 to Waterway Maintenance District - Zone 2 (Harbour Island). (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee recommend that the City Council, acting as the legislative body of the Waterway Maintenance District, approve and authorize:

1. An Agreement from the Harbour Island Homeowners Association for the donation of $15,446 for landscape maintenance and on-call services; and

2. Recognize the acceptance of the $15,446 donation from the Harbour Island Homeowners Association, and therefore appropriate $15,446 to the Waterway Zone 2 Harbour Island District (Fund 40203801).

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/ZHz4ISRU-HU
Contact: Michael Wolfe, (805) 385-8055
E. ITEMS FOR FUTURE AGENDAS

F. ADJOURNMENT

3 CITY COUNCIL AGENDA REPORT

CONSENT AGENDA
AGENDA ITEM NO. C.1

DATE: September 12, 2023

TO: Public Works & Transportation Committee

FROM: Dee Lai, Assistant City Clerk, (805) 385-8200, [email protected]

SUBJECT: Approval of Minutes.

RECOMMENDATION

That the Public Works & Transportation Committee approve the minutes of June 27, 2023, and July 11, 2023, regular meeting as presented.

BACKGROUND

Approval of Minutes.

STRATEGIC PRIORITIES

This agenda item is a routine operational item.

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME

Prepared by: Dee Lai, Assistant City Clerk

ATTACHMENTS

1. 06 27 2023 PW Minutes

2. 07 11 2023 PW Minutes

4 MINUTES

OXNARD CITY COUNCIL

PUBLIC WORKS AND TRANSPORTATION COMMITTEE
Council Chambers, 305 West Third Street
Regular Meeting
June 27, 2023

A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
At 8:30 p.m., Chair Perello called to order the regular meeting of the Oxnard City Council Public Works and Transportation Committee in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. The Assistant City Clerk called the roll and announced the posting of the agenda. Chair Perello, Member Zaragoza, and Member Valenzuela Zavala were present in person.

Staff members Alexander Nguyen, City Manager; Michelle McCarron, Assistant City Attorney; Michael Wolfe, Public Works Director; Steve Howlett, Assistant Public Works Director; Brian Yanez, Assistant Public Works Director; Philip Schwieder, Streets Division Manager; and Dee Lai, Assistant City Clerk were present in person.

Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA (None Received)

C. CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the Public Works & Transportation Committee approve the minutes of the June 13, 2023 regular meeting as presented.

It was moved by Member Valenzuela Zavala, seconded by Member Zaragoza, to approve the Information/Consent item as presented. VOTE: Valenzuela Zavala, Zaragoza, and Perello voted in favor; the motion passed 3-0.

D. REPORTS

1. Public Works Department
SUBJECT: Public Project Agreement 32400005 with Chrisp Company for On-Call Street Striping and Marking Services, Specification No. PW 23-91. (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee recommend that the City Council approve and authorize the Mayor to execute an Agreement with Chrisp Company in the amount not to exceed $1,000,000 for a five-year term for On-Call Street Striping and Marking Services.

Philip Schwieder, Streets Division Manager, answered the Committee’s questions. No public comments were received. Discussion ensued among the Committee and staff.

It was moved by Chair Perello, seconded by Member Valenzuela Zavala, to approve the recommended action as presented. VOTE: Valenzuela Zavala, Zaragoza, and Perello voted in favor; the motion passed 3-0.

2. Public Works Department
5 OXNARD CITY COUNCIL: PUBLIC WORKS AND TRANSPORTATION COMMITTEE June 27, 2023 - Page 2

SUBJECT: Third Amendment to Lease Agreement A-5300 with Cingular Wireless. (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee recommend that the City Council approve the Third Amendment to Revenue Lease Agreement A-5300 with Cingular Wireless.

Steve Howlett, Assistant Public Works Director, answered the Committee’s questions. No public comments were received. Discussion ensued among the Committee and staff.

It was moved by Member Zaragoza, seconded by Member Valenzuela Zavala, to approve the recommended action as presented. VOTE: Valenzuela Zavala, Zaragoza, and Perello voted in favor; the motion passed 3-0.

E. ITEMS FOR FUTURE AGENDAS
No requests were made.

F. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Perello adjourned the meeting at 8:45 p.m.

_____________________ _________________________ DEE LAI JOHN C. ZARAGOZA
Interim City Clerk Chair

6 MINUTES

OXNARD CITY COUNCIL

PUBLIC WORKS AND TRANSPORTATION COMMITTEE
Council Chambers, 305 West Third Street
Regular Meeting
July 11, 2023

A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE

At 8:30 p.m., Chair Perello called to order the regular meeting of the Oxnard City Council Public Works and Transportation Committee in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. The Assistant City Clerk called the roll and announced the posting of the agenda. Chair Perello, Member Zaragoza, Member Valenzuela Zavala were present in person.

Staff members Alexander Nguyen, City Manager; Michelle McCarron, Assistant City Attorney; Michael Wolfe, Public Works Director; Jan Hauser, Wastewater Division Manager; Joseph Marcinko, Assistant Public Works Director; and Dee Lai, Assistant City Clerk were present in person.

Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA (None Received)

C. CONSENT AGENDA

D. REPORTS

1. Public Works Department
SUBJECT: Trade Services Agreement 32400020 with Blackpointe Group Construction & Management Inc., for On-Call Storm Channel Cleaning Services. (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee recommend that the City Council approve and authorize the execution of an Agreement with Blackpointe Group Construction & Management Inc. (Blackpointe), for an amount not to exceed $900,000 for a three- year term ending September 19, 2026, for On-Call Storm Channel Cleaning Services for the Public Works Department.

Joseph Marcinko, Assistant Public Works Director answered the Committee’s questions. No public comments were received. Discussion ensued among the Committee and staff.

It was moved by Member Zaragoza, seconded by Member Valenzuela Zavala, to approve the recommended action as presented. VOTE: Valenzuela Zavala, Zaragoza, and Perello voted in favor; the motion passed 3-0.

2. Public Works Department
SUBJECT: Trade Services Agreement 32400014 with SNF Polydyne Inc. dba Polydyne Inc. for the Supply and Delivery of Cationic Polymer to the Wastewater Division. (10 minutes)

RECOMMENDATION: That the Public Works and Transportation Committee recommend the City Council approve and authorize the Mayor to execute an agreement with SNF Polydyne Inc. dba Polydyne Inc. (Polydyne) for an initial one-year term through September 6, 2024, with the option to extend through September 6, 2026, for a total contract not-to-exceed amount of $900,000, if extended, for the supply and delivery of cationic polymer to the Wastewater Division. 7 OXNARD CITY COUNCIL: PUBLIC WORKS AND TRANSPORTATION COMMITTEE July 11, 2023 - Page 2

Joseph Marcinko, Assistant Public Works Director answered the Committee’s questions. No public comments were received. Discussion ensued among the Committee and staff.

It was moved by Member Zaragoza, seconded by Member Valenzuela Zavala, to approve the recommended action as presented. VOTE: Valenzuela Zavala, Zaragoza, and Perello voted in favor; the motion passed 3-0.

E. ITEMS FOR FUTURE AGENDAS
Chair Perello requested to receive an update from the Public Works Department regarding the tree trimming contracts and the priority projects list that are going forward to the Council.

F. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Perello adjourned the meeting at 8:54 p.m.

__________________________ ___________________________ DEE LAI JOHN C. ZARAGOZA
Interim City Clerk Chair

8 PUBLIC WORKS AND TRANSPORTATION COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.1

DATE: September 12, 2023

TO: Public Works and Transportation Committee

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Calleguas Municipal Water District Salinity Management Pipeline Agreement Completion. (10 minutes)

RECOMMENDATION

That the Public Works and Transportation Committee receive a report on the completion of the Salinity Management Pipeline Agreement between the City of Oxnard and Calleguas Municipal Water District.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/RCfcr9hQP18

BACKGROUND

In July 2015, City Council approved Agreement 7814 (“Agreement”) with Calleguas Municipal Water District (CMWD) for use of the Salinity Management Pipeline (SMP) as a recycled water conveyance distribution system to agricultural users on the Oxnard Plain. The duration of the agreement was 6-years from the approval date, contingent upon the full disconnection from and restoration of the SMP.

As part of the Hueneme Pipeline Phase 2 Capital Improvement Program (CIP) project (“Project”) the City disconnected the services from the SMP. All but two of the services were disconnected by removing the service valve and installing a blind flange. The remaining two services were disconnected while maintaining the operation of the SMP as a brine disposal pipeline by closing the valves and cutting & capping the pipeline.

DISCUSSION

The final disposition of the SMP related to the connections that the City installed as part of the Project are consistent with, but slightly modified from, what was originally outlined in the Agreement. As such, staff worked with CMWD to provide a mutually beneficial alternative (as outlined in the Background section above), which does not require additional costs.

The City and CMWD collaborated in the drafting of the attached letter, intended to show approval of the disconnection methods and closeout of the agreement. The final draft shall be reviewed by the City Attorney’s Office and presented to the City Manager for signature.

STRATEGIC PRIORITIES

This agenda item supports the Infrastructure and Natural Resources strategy. The purpose of the Infrastructure and Natural Resources strategy is to preserve and improve our roads, utilities, parks, trees, water supply and 9 natural resources through effective planning, prioritization, and an equitable and efficient use of available funding.

FINANCIAL IMPACT

There is no direct financial impact in receiving this report.

Prepared by: Timothy Beaman, Supervising Civil Engineer

ATTACHMENTS

1. Draft Calleguas SMP Letter

2. Agreement No. A-7814

3. Presentation

10 July25, 2023
AnthonyGoffGeneral ManagerCalleguasMunicipal Water District2100OlsenRoadThousandOaks, CA91360 RE: Noticeof Request for Acceptanceof theCityof Oxnard’sDischargeServiceConnectionsfromtheSalinityManagement Pipeline(“SMP”) byCalleguasMunicipal Water District.

Dear Mr. Goff:

In2015,theCityof Oxnard(“City”) andCalleguasMunicipal Water District (“Calleguas”) enteredintoa“Useof theSalinityManagement PipelineTemporaryServiceDischargeConnectionforCityof OxnardAgreement”, (“Agreement”), sotheCitycouldusetheCalleguasSMPforRecycledWater Conveyance. TheAgreement wasextendedinJulyof 2018andexpiredinJulyof 2021.

TheCitydiscontinueduseof theSMPinDecember of 2020. TheCitypursuant tothetermsoftheagreement completelyremovedthreeof itsfiveconnectionsfromtheSMP.Twoconnections,identifiedbelowinthisletter, werenot abletobefullyrestored. Thiswastheresult of Calleguasusageof theSMPmakingit impossiblefor theCitytofullyremoveitstemporaryconnection.

TheCity’srecycledwater systemhasbeenphysicallydisconnectedfromCalleguas’ SMP.However, certaincomponentsof twotemporaryconnectionswill beleft inplace. Thosecomponentsandtheir locationsareasfollows:

At SMPManholeStation271+50:1. 12-inchsteel 90-degreeelbowwithoversizedflange2. Pipesupport3. 12-inchflangeadapter4. Approximately6feet of 12-inchPVCDR18pipe5. 12-inchgatevalveandaccessories OntheSMP24-inchbypassbetweenStations57+74.19and57+08.19:1. Approximately7feet of 16-inchdiameter PVCpipe(horizontallyinstalled)2. Approximately6feet of 16-inchdiameter PVCpipe(verticallyinstalled)3. Two90-degreeductileironelbows4. Linestoppipesaddleandblindflange5. 16-inchductileironcapand2-inchcopper pipeandball valve CalleguasandtheCityhavedeterminedit isintheir best mutual intereststoleavetheabovementionedcomponentsinplaceduetotheoperational constraintsassociatedwithshuttingdowntheSMP. CalleguasandtheCityhereinagreethat theseremainingcomponentswillbecomethepropertyandresponsibilityof Calleguas. Thisisamodificationafter expirationoftheAgreement. 11 DRAFT
CalleguasOrdinance19section8(B), andunlesscontractuallywaivedasintheAgreement,requiresconnectorstotheSMPtotransfer ownershipandresponsibilityof theserviceconnectionstoCalleguasafter theconnectionisnolonger valid/needed. It isreasonablefor theCityandCalleguastomutuallyagreethat Calleguaswill retainownershipof thecomponentsidentifiedinthisletter, modifyingtheparty’sresponsibilitiesunder theAgreement, whichisallowablebyOrdinance19. CalleguasandtheCityfurther agreethat theCitydoesnot havetorestorethetwolocationstotheir original condition.

For goodandvaluableconsiderationtheCityandCalleguasdoherebyagreetotheaboveconditions.

AnthonyGoffCalleguasGeneral Manager
Alexander NyguenCityManager, Cityof Oxnard
ApprovedastoForm:

MichelleMcCarronAssistant CityAttorney, Cityof Oxnard
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Public Works and Transportation Committee
September 12, 2023
Tim Beaman, PE
Supervising Civil Engineer
Calleguas Municipal Water District Salinity
Management Pipeline Agreement A-7814
Completion
146
RECOMMENDATION 2
That the Public Works and
Transportation Committee receive a
report on the completion of the
Salinity Management Pipeline
Agreement between the City of
Oxnard and Calleguas Municipal
Water District (CMWD).
147
BACKGROUND 3
• City entered into an agreement
with CMWD to use of the Salinity
Management Pipeline (SMP) as
a recycled water conveyance
distribution system to agricultural
users on the Oxnard Plain
• The duration of the agreement
was 6-years
• Provisions for the full restoration
of the SMP were included in the
agreement
• As part of the Hueneme Pipeline
Phase 2 Project the City
disconnected the services from
the SMP
148
DISCUSSION 4
• The SMP has been operated
by CMWD as a brine
disposal pipeline since 2021.
• The letter is intended to:
• show approval of the
disconnection methods
• closeout of the agreement.
• The final draft shall be
reviewed by the City
Attorney’s Office and
presented to the City
Manager for signature.
149

QUESTIONS
5 150

PUBLIC WORKS AND TRANSPORTATION COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.2

DATE: September 12, 2023

TO: Public Works and Transportation Committee

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Tree Maintenance Update. (15 minutes)

RECOMMENDATION

That the Public Works & Transportation Committee receive and file an update from the Parks Division and the Special Districts Division regarding the citywide tree maintenance.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/x-2Chu8sU4E

BACKGROUND

Parks Division

The Parks Division of the Public Works Department is responsible for maintaining 36 General Fund Parks, 2 Measure O Fund Parks, 1.7 miles of Oxnard Beach, the citywide street landscaping consisting of parkways and medians, citywide graffiti abatement, and over 26,000 trees.

Prior to the passing of Measure E, the Parks Division had insufficient funding that resulted in the lay-off of 18 maintenance employees, the mowing of citywide landscapes was reduced to less than monthly, and watering of the landscapes was discontinued. As a result of these drastic reductions, the ability for City staff to properly maintain and care for our urban forest was also impacted.

With the passing of Measure E, effective April 1, 2021, funding was identified to begin addressing the long deferred tree maintenance. The annual operating budgets for the Parks Tree Sub-Division was approximately $1.25 million in FY 2021-22, $1.5 million in FY 2022-23, and $1.3 million in FY 2023-24.

Parks developed a plan that started in FY 2021-22 to improve our overall tree program and address the many years of deferred maintenance of our aging urban forest. The implementation of this plan included developing a 5 year grid pruning cycle for all maintained trees, awarding a grid pruning contract, using consulting services to review our existing tree program, a hazardous tree assessment with mitigation recommendations for the blue gum eucalyptus, contracting on-call tree services, and assigning 311 tree requests.

It should be noted that as more resources (staff and funding) is made available to focus on the City’s urban forest, the more accurate the data becomes. In recent various reports about trees, the total number of trees under the City’s responsibility has been reported as approximately 48,000. With more data, comes a more accurate tree count. As such, this report uses the most current information with respect to tree count. 151

Special Districts Division

The Special Districts Division of the Public Works Department is responsible for 51 assessment districts containing 17 parks, and the landscape and tree maintenance for each district. There are over 15,000 trees that are managed by Special Districts and approximately 8,000 of these trees are within Community Facilities Districts (CFDs). These CFDs are funded through annual property assessments, which includes specific money for landscape maintenance and tree maintenance resulting in little to no deferred maintenance. The remaining estimated 7,000 trees that are managed by Special Districts fall within the Landscape Maintenance Districts (LMDs), a Maintenance Assessment District (MAD-4), and a Waterway Assessment District (WAD). These Districts are also funded through annual property assessments. However, some of these Districts are underfunded or partially funded due to the requirements related to the assessment changes that were brought upon by the approval of Proposition 218 in 1996. Therefore, some of the LMDs, MAD4, and WAD have not been able to perform routine maintenance of landscapes and many of the trees have been impacted by the deferred maintenance.

It should be noted that as more resources (staff and funding) is made available to focus on the City’s urban forest, the more accurate the data becomes. In recent various reports about trees, the total number of trees under the City’s responsibility has been reported as approximately 48,000. With more data, comes a more accurate tree count. As such, this report uses the most current information with respect to tree count.

DISCUSSION

Grid Pruning-Parks Division

Staff addressed the deferred maintenance of the citywide General Fund trees through the development and implementation of a 5-year grid pruning plan. One of the challenges of developing this plan was not having accurate tree inventory data because the last comprehensive inventory was done approximately 15 years ago.

Due to the lack of reliable data, staff made certain assumptions to formulate a plan that will prune over 25,000 General Fund trees within a 5-year timeframe. This plan does have some flexibility built-in to accommodate anticipated as well as unanticipated delays.

The tree grid pruning plan was initiated in FY 2021-22. The first year of work focused on all 6,646 arterial street trees throughout the City. The grid pruning plan for years two through five is to trim the remaining General Fund trees, regardless of planting location category (ie. residential, parks, secondary streets, parking lots, etc), starting at the eastern side of the City and working to the west.

In year two (FY 2022-23), the number of trees grid pruned was lower than our goal to ensure we stayed within the approved “not to exceed” (NTE) limit of the existing tree contract. In the last two months of FY 2022-23, the focus was shifted to completing the hazardous tree work (Eucalyptus) before the end-of-year expiration of the $270,000 in hazardous tree funding. As a result, 5,027 trees were grid pruned in year two, but there were an additional 101 hazardous blue gum eucalyptus trees removed and 285 hazardous trees that were trimmed.

For the current year three (FY 2023-24), the target number of General Fund trees to be grid pruned is 7,061.

This target number also takes into account utilizing the tree operations budget to cover the matching funds that will be required for the USDA Urban and Community Forestry Grant. The City recently applied for this Grant, but has not yet received approval.

The number of trees to be grid pruned in years four and five of the 5-year grid pruning plan, will depend on the number of trees that are completed at the end of this fiscal year. Based on current funding levels, it is anticipated that the 5-year grid pruning plan will be completed on schedule, while also funding the USDA grant matches. However, due to the 3-year term of the existing tree contract, staff will need to re-bid the grid pruning 152
contract in order to complete the final year. The costs for grid pruning are expected to increase with the award of a new contract and may have an impact on the 5-year plan.

The quality control of the tree contracts rests on one Parks Supervisor who not only oversees the urban forestry work, but also the General Fund parks. The City does not have a dedicated position for a City Arborist and as a Certified Arborist, the Parks Supervisor takes these responsibilities in his role as the Tree Sub-Division Supervisor. As a result of competing priorities, the quality control inspections are performed as time allows, or in response to a complaint. Each year during budget preparation, the Parks Manager will continue to request a new position dedicated to the QA/QC of all contracts being performed in the Parks, Street Landscapes and Urban Forestry sub-divisions. Currently, these contracts total approximately $4.4 million dollars annually.

Grid Pruning Special Districts Division

During the preparation of the district budgets for FY 2023-24, the property owners within the districts expressed their strong desire to include grid pruning tree maintenance within their neighborhoods. As such, staff worked with the contractor to develop a schedule of services for the grid pruning of most LMD trees and many in the CFD trees for an estimated total of 12,000 trees in FY 2023-24. The estimated cost for this grid pruning is $745,000 with each district responsible for funding their trees through their individual district assessments and available fund balance. Staff also developed a 5-year Project Schedule for each district that will address the grid pruning in a 5-year cycle in perpetuity. As noted above, rebidding the tree trimming contracts when they expire may result in increased costs that could impact the 5-year plan for the LMDs, MAD4, and WAD.

The responsibility for quality control of the tree services within the Special Districts fall under the Project Managers and Landscape Maintenance Inspectors that are assigned to the specific districts. For the LMDs, there is only one Project Manager (vacant) and one Inspector. As a result of competing priorities, the quality control inspections are performed by either the Project Manager or the Inspector as time allows, or in response to a complaint.

Consulting Services

In January 2022, the City Completed a Tree Program Review and Assessment that was conducted through a contract service with Dudek (Dudek Report). This report provides recommendations for addressing existing maintenance needs, as well as ways of making our citywide tree program more resilient and sustainable for the future. These recommendations helped solidify the 5-year grid pruning plan.

Among Dudek’s recommendations was the need for a comprehensive tree inventory. This project may be funded through the USDA Urban and Community Forestry Grant. If awarded, this Grant will fund 100% of the tree inventory costs for disadvantaged communities and 50% of the tree inventory costs for non-disadvantaged communities. In anticipation of being awarded this grant, Parks and Special Districts will encumber approximately $340,000 out of the next three fiscal year’s operating budgets to provide the required matching funds. However, some of the underfunded assessment districts may not be able to cover their portions of the match and staff will make recommendations on options for these districts for Council’s consideration if awarded the grant.

The data that will be collected during the tree inventory will include information for individual tree gps locations, species, dimensions, an arborists health assessment, and various other data points. This information will provide staff with needed clarity on the exact count, locations, and conditions for each tree within the City’s urban forest. Staff can then use this information to identify urgent needs and start addressing the overall health of the trees holistically.

Dudek was also contracted to identify, assess, and prioritize the hazardous eucalyptus trees that are located 153
within the public right of way and some of the General Fund parks. This risk assessment was initiated because, in recent years, some of these windrow trees have fallen, which also resulted in some claims against the City.

The hazard assessment prioritized each tree on a numerical scale of priority with “0” requiring immediate attention and “4” being relatively healthy (very low risk of failure). The recommendations for mitigation were to either remove, trim, or increase the level of assessment for each specific tree.

Hazardous Trees

In FY 2021-22, 89 blue gum eucalyptus trees that were priorities 0 and 1 were removed and 84 were safety trimmed. An additional 19 dead-standing or hazardous trees of various species were also removed. In FY 2022- 23, 101 eucalyptus trees that were priorities 1, 2, were removed and 285 were safety trimmed. Additionally, 78 dead-standing or hazardous trees of various species were also removed. All of these trees were in the public right of way and in some General Fund parks. Based on available funding, staff will address the remaining lower priority trees over the next two years. Staff has observed that many of the eucalyptus trees throughout the City continue to decline. The goal is to have consultants, who specialize in urban forestry, continue the regular hazard assessments of the remaining blue gum eucalyptus trees.

None of the identified hazardous trees are managed by Special Districts.

On-call Tree Services

In FY 2021-22, the on-call tree service that is contracted under the General Fund Tree Sub-Division, completed 898 individual General Fund tree trimming requests. In FY 2022-23, they completed 606 individual General Fund tree trimming requests.

Special Districts also utilizes on-call tree services for individual requests within each district. However, the requests for trees within the LMDs, MAD4, and WAD continue to be a challenge due to limited available funding. Many times, the on-call requests for these areas are addressed by Special Districts staff as 311 Tree Requests.

311 Tree Requests

The City Tree Sub-Division continues to respond to 311 requests for individual General Fund residential tree services and to assist other divisions with their tree related emergency work. Since July 1, 2021 to present, this crew has completed more than 640 work requests that were initiated through the 311 app, in addition to over 1,600 non-311 tree work requests. The City Tree Sub-Division (3 FTEs) averages over 90 work requests per month.

The Special District Division collects resident requests through 311, phone calls, emails, and direct engagement with residents and HOAs. Currently, there are 371 active requests (mostly in the LMDs) for tree services.

There are four (4) Special Districts Inspectors that are assigned to specific assessment districts that can provide minor tree services. Only one of these Inspectors serves all of the LMDs. The current LMD grid pruning project will address most of these active 311 requests.

STRATEGIC PRIORITIES

This agenda item supports the Infrastructure and Natural Resources strategy. The purpose of the Infrastructure and Natural Resources strategy is to preserve and improve our roads, utilities, parks, trees, water supply and natural resources through effective planning, prioritization, and an equitable and efficient use of available funding.

FINANCIAL IMPACT
154

There is no direct financial impact as this item is a receive and file report.

Prepared by: Kevin Thompson, Parks Manager, Steve Howlett, Assistant Public Works Director

ATTACHMENTS

1. Presentation

155
Tree Maintenance Update
Public Works and Transportation Committee
September 12, 2023
Kevin Thompson
Parks Manager
Eric L. Storrie
Special Districts Manager
156
That the Public Works & Transportation Committee receive and file an update from the Parks Division and the Special Districts Division regarding the citywide tree maintenance.

RECOMMENDATION
2 157

BACKGROUND
3 • With the passing of Measure E, funding was identified to start addressing the long deferred maintenance of our urban forest. • The annual operating budgets for the Parks Urban Forestry Sub- Division was approximately $1.25 million in FY 2021-22, $1.5 million in FY 2022-23, and $1.3 million in FY 2023-24.
158

BACKGROUND
4 • The Special Districts Division of the Public Works Department is responsible for 51 assessment districts containing 17 parks, and the landscape and tree maintenance for each district.
• There are over 15,000 trees that are managed by Special Districts • Each district is funded annually through property assessments, which includes money for landscape and tree maintenance. • Some districts are underfunded or partially funded and have not been able to perform routine maintenance of landscapes and many of the trees have been impacted by the deferred maintenance. 159

BACKGROUND
5 • It should be noted that as more resources (staff and funding) is made available to focus on the City’s urban forest, the more accurate the data becomes.
• In recent various reports about trees, the total number of trees under the City’s responsibility has been reported as approximately 48,000.
• With more data, comes a more accurate tree count. As such, this report uses the most current information with respect to tree count. 160

DISCUSSION
6 5 year grid pruning
Year 1(FY 2021-22) - 6,646 Arterial Street Trees
161

DISCUSSION
7 5 year grid pruning
Year 2 (FY 2022-23) - 5,027 Trees
162

DISCUSSION
8 5 year grid pruning
Year 3 (FY 2023-24) - 7,061 Trees est.
163

DISCUSSION
9 5 year grid pruning
Years 4 & 5 - Continue working east to west and complete the remain trees
164

DISCUSSION
10 Consulting Services -Tree program review - Dudek
Section 1.3 - Key findings
■ 1.3.1-Current staffing and
funding levels are below what
is needed to manage the City
Tree Inventory
■ 1.3.2-The City needs to
complete an updated tree
inventory
■ 1.3.3-City’s urban forest is not
prepared for climate change
■ 1.3.4-Landscape standards
must be updated
■ 1.3.5-City would benefit from
an Urban Forest Management
Plan
165

DISCUSSION
11 Consulting Services - Eucalyptus Assessment - Dudek
166

DISCUSSION
12 Blue Gum Eucalyptus Hazard Assessment in GIS
167

DISCUSSION
13 Priority 0,1 Blue Gum Removals
FY 2021-22 - 89 Trees
168

DISCUSSION
14 Priority 0,1 Blue Gum Safety Trims
FY 2021-22 - 84 Trees
169

DISCUSSION
15 Priority 1, 2 Blue Gum Removals
FY 2022-23 - 101 Trees
170

DISCUSSION
16 Priority 1, 2 & 3 Blue Gum Trims
FY 2022-23 - 285 Trees
171

DISCUSSION
17 • Additional arboricultural work on General Fund maintained trees ○ Contract crew
■ FY 2021-22 completed 898 tree trims and 19 removals of dead or hazardous trees
■ FY 2022-23 completed 606 tree trims and 78 removals of dead or hazardous trees
○ City tree crew (3 to 4 staff)
■ Approximately 20 tree assessments are completed per
month
■ From July 2021 to present, over 640 311 & 1,600 non 311 ■ Averaging 90+ work assignments completed per month
172

DISCUSSION
18 • During the preparation of the Special Districts budgets for FY 2023- 24, the property owners within the districts expressed their strong desire to include grid pruning tree maintenance within their neighborhoods.
• Staff worked with the contractor to develop a schedule of services for the grid pruning of an estimated 12,000 trees in FY 2023-24. • The estimated cost for this grid pruning is $745,000 with each district responsible for funding their trees through their individual district assessments and available fund balance.
• The responsibility for quality control of the tree services within the Special Districts fall under the Project Managers and Inspectors that are assigned to the specific districts.
173

DISCUSSION
19 Special Districts On-call Tree Services
• Special Districts also utilizes on-call tree services; however, the requests continue to be a challenge due to limited available funding and are addressed by Special Districts staff (4 FTEs).

Special Districts 311 Tree Requests
• The Special District Division currently has 371 active requests (mostly in the LMDs) which are being addressed this fiscal year. 174
There is no direct financial impact as this item is a receive and file report.

FINANCIAL IMPACT
20 175
21 This is the footer.
176

PUBLIC WORKS AND TRANSPORTATION COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.3

DATE: September 12, 2023

TO: Public Works and Transportation Committee

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Park Maintenance Priorities. (15 minutes)

RECOMMENDATION

That the Public Works & Transportation Committee receive and file a report from the Parks Division regarding maintenance priorities.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/KjL1K6F87NE

BACKGROUND

The Parks Division of the Public Works Department is responsible for maintaining 34 General Fund Parks, 2 Measure O Fund Parks, 1.7 miles of Oxnard Beach, the citywide street landscaping consisting of parkways and medians, citywide graffiti abatement, and over 25,000 trees.

Prior to the passing of Measure E, the Parks Division had insufficient funding that resulted in the lay-off of 18 maintenance employees, the mowing of citywide landscapes was reduced to less than monthly, and watering of the landscapes was discontinued. As a result, the Parks maintenance team was not able to perform routine and proactive maintenance tasks and shifted to a reactionary strategy that deferred some maintenance tasks for years.

With the passing of Measure E, the City Council provided the additional funding to restore and maintain the parks and citywide landscapes. This includes contracting routine services such as mowing, trash removal, janitorial services for park restrooms, gopher control, on-call irrigation repair, on-call tree maintenance, and routine maintenance of our street landscapes. However, overcoming many years of deferred maintenance will not occur instantly. Moving away from a purely reactive mode to proactive work-plans and assignments will take time and a focused effort on efficiencies.

Below is a categorized list of assets that are maintained by the Parks Division:

General Fund Parks and Measure O Parks Sub-Divisions
Parks and areas maintained
• 36 parks
• 223 acres of turf areas to maintain (9.7 million square feet) • 323 total park acres (14 million square feet)
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• Beach area maintained
• 47 acres (2 million square feet)
• Vacant Lots maintained
• Campus Park - 33 acres (1.4 million square feet)
• Sports Park - 21 acres (0.9 million square feet)
• Five Points Parks - .25 acres

Number of playgrounds, restrooms, trash cans, bbqs, other amenities • 570 area and sports lights
• 30 baseball/softball fields
• 54 basketball and tennis courts
• 34 restroom facilities
• Almost 800 trash cans
• 41 playgrounds
• 13 rubberized walking tracks
• 181 bbqs
• 55 drinking fountains
• 5 premium soccer fields
• 2 dog parks
• 1 soccer stadium

Street Landscapes Sub-Division
Identified areas of regular maintenance in street landscapes • 1,965 individual planters in medians, parkways, and right of way locations • 186 acres of total maintained landscapes (8.1 million square feet)

Tree wells
• 760 arterial street tree wells

Parking lots
• 45 parking lots - 27 acres (1.1 million square feet)

Irrigation controllers
• Approximately 324 citywide
• 243 hardwired controllers
• 107 solar powered controllers
• 54 battery operated controllers

Urban Forestry Sub-Division - Parks
Estimated totals tree sites citywide - 36,490 (information is estimated due to outdated tree inventory) 178
• 10,842 Vacant Tree Wells
• General Fund - 25,648
o 4,843 Parks
o 6,646 Arterial Streets
o 14,159 Collector/residential Streets

Graffiti Action Program
Citywide graffiti abatement including walls, fences, benches, signs, trash cans, doors, windows, playgrounds, sidewalks, utility boxes, poles, curbs, trees, drinking fountains, and tables.

DISCUSSION

Parks - General Fund Sub-Division, Staffing and Tasks

The Parks Sub-Division has 15 Full-Time Employee (FTE) positions allocated to perform field work that is outside of the routine contract maintenance within the 34 parks and the beach. Over the past 12 months, there was an average of 1.75 vacancies. Reducing the available number of field staff to 13.25 FTEs or 27,560 working hours. The actual available working hours of the 13.25 FTEs in Fiscal Year (FY) 2022-23 was to 22,784, which is equivalent to 11 FTEs, or an average total reduction (vacancies and leave) of 4 FTEs per year.

This actual amount accounts for allowable time off (e.g., vacation, maternity), holidays, sick time, jury duty, injury, and disciplinary reasons.

This Sub-Division’s area of responsibility is 34 of the 36 general fund parks, 4 future park locations, which are currently vacant lots, and the 1.7 mile stretch of beach that is located between Mandalay Beach Rd. (Zachari Dunes Hotel) and 5th Street. Contractors currently perform the routine maintenance within the 34 parks. These tasks include mowing/edging/blowing of turf, servicing park trash cans 4 days per week, loose litter cleanup once per week, weeding once per month, trimming of shrubs quarterly, aeration and fertilization once per year, monthly gopher control efforts, and nightly servicing of the restrooms.

With these basic tasks taken care of, our Parks crews are responsible for addressing other, and in many cases, more complex tasks. These include but are not limited to addressing long deferred maintenance (eg. lighting repairs and upgrades, plumbing issues, freshening up paint on facilities, preventative maintenance on walking tracks, etc), irrigation checks and repair, infrastructure assessment and repair, amenity replacement, pressure washing of tables and surfaces, playground maintenance and repairs, baseball and soccer field renovations, beach grooming, vandalism repairs, graffiti abatement, homeless encampment cleanup and much more.

This 27% reduction in available labor is a continual challenge of our goal to provide the best service possible for the residents of Oxnard. Several of the work crews consist of only 2 staff, and in the case of Ololkoy Beach Park, there is only 1 employee. When an employee is absent from one of these crews, it automatically cuts productivity by at least 50%. Although supervisory staff will not approve vacation leave for all of the employees in a single crew at the same time, staff do call in sick while others are on leave. When these crews are not fully staffed, which is most of the time, a decision needs to be made whether or not to pull someone, or multiple employees, from another work crew to cover the absences. This, in turn, reduces the productivity of the crew(s) that is being drawn from.

On a daily basis this challenge is addressed in several ways. First, is to prioritize the tasks based on the risk of harm to people, property, and infrastructure, the equitable needs of the residents, and City Council priorities.

Second, is to assign a realistic timeframe for completion based on our available resources. Third, is to schedule the work with as much forethought as possible and avoid conflicting work schedules. Due to the regular work week shifts, weekend shifts, and sick-days, we usually have the most available staff on Tuesdays, Wednesdays, 179
and Thursdays. Additionally, supervisors must consider that staff tend to take vacations in the summer and holiday months more than any other time of the year. Therefore, the summer and holiday months tend to have even fewer available staff.

Scheduling and prioritization are the key measures for managing daily operations. However, even with these measures, the continuous rate of requests, complaints, and shifting priorities limit our resources and ability to complete tasks as scheduled. Addressing the graffiti, homeless issues, illegal dumping, and other trash related tasks comprise approximately 46% of each employee's daily workload. This leaves an average of approximately 12,300 working hours available, or just under 6 FTEs to complete all of the remaining scheduled maintenance tasks.

In addition to the routine maintenance tasks, staff also respond to urgent or emergency situations. Examples include backed-up toilets, broken sewer lines, vehicle accidents in parks, issues at reservation locations, hazardous waste disposal, vagrants causing facilities to be closed, irrigation breaks and leaks, and vandalism to park amenities including being set on fire.

In FY 2022-23 this crew completed an estimated 3,500+ work orders. • 34-General fund parks
• (Landscape crew) 8 Landscape Maintenance Technicians - 9/80 weekday • Daily tasks
• Daily park inspection
• Irrigation checks and repair
• Open and check restrooms, service when needed
• Vandalism repairs
• Service dog bag dispensers
• Respond to resident complaints
• Graffiti Abatement
• Removing drug paraphernalia
• Weekly tasks
• Loose litter cleanup
• Homeless encampment cleanup
• Pressure wash surfaces
• Monthly tasks
• Fill holes and level low spots in turf
• Cleanup trash in vacant lots
• Quarterly tasks
• Abate weeds in vacant lots
• Maintain playground safety surfaces
• Storm cleanup activities
• Perform minor amenity repair and replacement
• Annual tasks
• Turf aeration/fertilization/top dress
• Preventative maintenance to rubberized walking paths & play surfacing • Soccer Field renovations
• Baseball/Softball renovations
• Volleyball and Basketball Net Replacement
• (Parks 311 crew) 2 Landscape Maintenance Technicians - 9/80 weekday • Daily tasks
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• Respond to 311 requests in parks
• Open and check restrooms, service when needed
• Cleanup illegal dumping
• Loose litter cleanup
• Graffiti abatement
• Weekly tasks
• Homeless encampment cleanup
• Pressure wash surfaces
• Assist with Volunteer Programs

(Weekend crew) 2 Landscape Maintenance Technicians - 4/10 weekend • Daily tasks
• Open and check restrooms, service when needed
• Loose litter cleanup
• Homeless encampment cleanup
• Pressure wash surfaces
• Service park trash cans on Sundays as needed ; beach trash cans

(Maintenance crew) 1 Senior Parks Maintenance Specialist & 1 Parks Maintenance Specialist - 9/80 weekday • Daily tasks
• Infrastructure repair and replacement
• Complex maintenance tasks
• Trades work (electrical, plumbing, carpentry, masonry) • Asset condition assessments
• Monthly
• Large repair or replacement projects

Ololkoy Beach Park
• (OBP crew) 1 Landscape Maintenance Technicians - 9/80 weekday • Daily tasks
• Irrigation checks and repair
• Check and make minor repairs to parking ticket machines • Graffiti abatement
• Open and check restrooms, service when needed
• Service trash cans on beach (not in contractor’s scope of work) • Clear sand and trash from playground
• Respond to resident complaints
• Loose litter cleanup
• Weekly tasks
• Vandalism repairs
• Perform minor amenity repair and replacement
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• Clear sand from ADA walking paths
• Clear sand from southern parking lot
• Remove and bury dead marine animals
• Quarterly tasks
• Groom beach
• Storm cleanup activities

Parks - Measure O Fund Sub-Division, Staffing and Tasks

The Measure O Sub-Division has 4 Full Time Employee (FTE) positions allocated for the field work. This equates to 8,320 available work hours. Over the past 12 months, there have been no vacancies. The actual available working hours of the 4 FTEs in FY 2022-23 was 6,171 which is equivalent to 3 FTEs (a reduction of 1 FTE per year). This actual amount accounts for allowable time off (e.g., vacation, maternity), holidays, sick time, jury duty, injury, and disciplinary reasons.

This Sub-Division is responsible for all maintenance operations at College and East Village parks. This 26% reduction in available labor is extremely impactful to this team for several reasons. First, the intent of utilizing Measure O funds at these two parks was to pay for a dedicated crew of City staff who are responsible for all maintenance tasks. As a result, contractors are not used at these two parks. Addressing the graffiti, homeless issues, illegal dumping, and other trash related tasks comprise approximately 33% of the daily workload for the Measure O crew. This leaves an average of approximately 4,073 working hours available, or just under 2 FTEs to complete all of the remaining scheduled maintenance tasks.

The second reason the labor reduction impacts the maintenance of the Measure O parks is due to the schedule of the crews. College Park is one of our two regional parks and one of the most heavily used parks in the City.

This park regularly hosts City programmed soccer games, tournaments, large festivals, and other events. This level of activity requires the scheduling of maintenance staff to cover 7 days a week. The assigned staff are divided into 2 crews of 2 employees each. To ensure 7 day a week coverage, the team is scheduled so that both crews are working Tuesday - Thursday. This leaves only one crew of 2 employees to work Friday - Monday.

Therefore, having one person absent represents a 25%-50% reduction in productivity at any time during the week.

2-Measure O funded parks (College Park, East Village Park) o (Measure O crew) 4 Landscape Maintenance Technicians - 5/40 split week o Crew 1_2 Staff_Tues-Sat
o Crew 2_2 Staff_Sun-Thurs
• Daily tasks
• Service trash cans
• Irrigation checks and repair
• Open and clean restrooms
• Vandalism repairs
• Homeless encampment cleanup
• Respond to resident complaints
• Service dog bag dispensers
• Graffiti abatement
• Loose litter cleanup
• Weekly tasks
• Mow turf, edge, and blow
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• Dog park cleaning and maintenance
• Clean reservation area
• Clean and remove graffiti from skate park
• Perform minor amenity repair and replacement
• Weed abatement of undeveloped fields
• Monthly tasks
• Fill holes and level low spots in turf
• Weed abatement in developed areas of park
• Trim shrubs and ground cover
• Quarterly tasks
• Aerate, fertilize, and top dress the sports fields
• Weed abatement in undeveloped areas of park
• Storm cleanup activities

Street Landscapes Sub-Division, Staffing and Tasks

The Street Landscapes Sub-Division has 8 Full Time Employee (FTE) positions allocated for field work Over the past 12 months, there was an average of 1.25 vacancies. Reducing the available number of field staff to 6.75 FTEs or 14,040 working hours. The actual available working hours of the 8 FTEs in FY 2022-23 was 12,149 which is equivalent to 5.8 FTEs (a reduction of 2.2 FTE per year or 27% of available labor). This actual amount accounts for allowable time off (e.g., vacation, maternity), holidays, sick time, jury duty, injury, and disciplinary reasons.

The area of identified responsibility for this Sub-Division is very large, approximately 81 linear miles of arterial street landscapes. We have contracted out the regular and ongoing landscape maintenance of approximately 82% of the 1,965 individual planters in medians, parkways, and right of way locations. Our Street Landscapes crew is responsible for all maintenance tasks at the remaining 18% of the locations. As well as tasks within the contracted areas for which the contractors are not responsible. Such as irrigation checks and repairs, homeless debris removal, tree well maintenance, spreading mulch, non-functional turf mitigation projects and more.

Due to the sheer number of individual locations spread across such a large geographic area with such varied tasks it is difficult to keep on a set recurring schedule. Compounding the difficulty is the 27% reduction in available labor, limited resources, shifting priorities, and being tasked with special projects outside of their normal areas of responsibility. Priority is given to the monthly maintenance task in the 18% of the area in which contractors are not responsible, citywide irrigation checks and repairs, park lot cleanups, and addressing the 311s in a timely manner. Addressing the homeless issues, illegal dumping, and other trash related tasks comprise approximately 46% of the daily workload of the Street Landscapes crew. Leaving an average of approximately 6,560 working hours available, or 3.2 FTEs to complete all of the remaining scheduled maintenance tasks.

In FY 2022-23 this crew completed 2,564 work orders.
• All General Fund City medians, parkways, right of ways as well as some parking lots • (Street Landscape crew) 6 Landscape Maintenance Technicians - 9/80 weekday coverage • Daily tasks
• Proactive irrigation check
• Irrigation repair
• Mow, edge, blow turf
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• Manual weed abatement
• Trim shrubs and ground cover
• Litter abatement
• Homeless encampment cleanup
• Cleanup illegal dumping
• Respond to large, complex and irrigation related 311 requests • Weekly tasks
• Parking lot weed abatement and trash cleanup
• Monthly tasks
• Spreading mulch
• Tree well maintenance
• Herbicide application
• Quarterly tasks
• Storm cleanup activities
• Assist other Divisions with projects
• Non-functional turf mitigation project
• (Street Landscape 311 crew) 2 Landscape Maintenance Technicians - 9/80 weekday • Daily tasks
• Respond to 311 requests
• Cleanup illegal dumping
• Loose litter cleanup
• Weekly tasks
• Homeless encampment cleanup
• Assist Street Landscapes crew with large projects
• Quarterly tasks
• Storm cleanup activities

Urban Forestry Sub-Division, Staffing and Tasks

The Urban Forestry Sub-Division has 4 Full Time Employee (FTE) positions allocated for field work. Over the past 12 months, there was an average of 0.5 vacancies. Reducing the available number of field staff to 3.5 FTEs or 7,280 working hours. The actual available working hours of the 4 FTEs in FY 2022-23 was 6,740 which is equivalent to 3.2 FTEs (a reduction of 0.8 FTE per year). This actual amount accounts for allowable time off (e.g., vacation, maternity), holidays, sick time, jury duty, injury, and disciplinary reasons.

The number one priority for this crew is addressing tree related issues having a high liability risk (e.g., damage to property). After that, approximately 57% of this crew’s work load is responding to residential tree trim requests. Currently there are 559 residential tree trimming work orders in the que. The current backlog for responding to these “non-emergency” trim requests is 9-12 months. The 19% reduction in available labor, working with an old fleet of equipment and vehicles, and having limited resources directly correlates to the response time of work requests.

In FY 2022-23 this crew completed 2,200 work orders, 640 of which were 311 requests. In addition, approximately 240 trees were inspected by the City Arborist. • Approximately 26,248 General Fund trees throughout the city 184
o (Tree crew) 2 Urban Forestry Technicians & 2 Urban Forestry Groundworkers - 9/80 weekday coverage
• Daily tasks
• Trim resident requested trees
• Root prune to mitigate for infrastructure damage
• Remove and chip hanging and downed tree limbs
• Respond to tree related 311s
• Deliver mulch to identified project locations
• Monthly tasks
• Remove hazardous trees and grind stump
• Quarterly tasks
• Storm cleanup activities
• Assist other Divisions or Sub-Divisions
• Urgent or Emergency tasks
• Respond to downed trees or large tree limbs

Graffiti Action Program Sub-Division, Staffing and Tasks

The Graffiti Action Program (GAP) Sub-Division has 5 Full Time Employee (FTE) positions allocated for field work. Over the past 12 months, there was an average of 0.75 vacancies. Reducing the available number of field staff to 4.25 FTEs or 8,840 working hours. The actual available working hours of the 5 FTEs in FY 2022-23 was 7,621 which is equivalent to 3.7 FTEs (a reduction of 1.3 FTE per year). This actual amount accounts for allowable time off (e.g., vacation, maternity), holidays, sick time, jury duty, injury, and disciplinary reasons.

The sole function of this crew is to remove graffiti and stickers throughout the city, mostly in the City’s rights- of-way. In FY 2017/2018 the GAP team had 6 FTEs. In that year there were a total of 28,842 graffiti abatement work orders completed. The average time frame for completion was 1.1 days. This exceeded the 3 day service goal by 63%. Shortly after that, two FTE positions were cut due to budgetary constraints. Bringing the crew size to 4. In FY 2021-22, one additional FTE position was reallocated from Parks to GAP to bring the total crew size to 5 FTEs. In FY 2022-23, there were a total of 33,683 graffiti abatement work orders completed, 6,046 of these were 311 requests. With an average response time of 2.7 days. This exceeded the service goal by 10%. If current trends continue, the GAP crew will no longer be able to meet or exceed the service goal in the future. The 27% reduction in available labor, the 17% increase in graffiti work orders, working with an old fleet of equipment and vehicles, and having limited resources directly correlates to the response time of work requests.

Leadership, Administration, and Support, Staffing and Tasks

The previous sections focus on the field work of the Parks Division. This section describes the leadership, administrative, and support roles within the Division. The Parks Division shares all of the administrative and support staff with one or more Divisions. These staff members are responsible for the clerical, financial, leadership, and administrative duties.

• Leadership staff
• Parks Manager
• Tasks
• Oversee operations of the Parks Division
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• Planning and administration of 5 separate annual budgets • Analyze data and trends to forecast additional resource needs • Control expenditures
• Oversee capital equipment purchases, contracts, agreements, and purchase orders • Prepare bid specifications for new projects
• Assist with submission of grant applications
• Identify and propose mitigation for areas of liability exposure • Develop and implement long range operations and maintenance programs • Develop and/or implement digital work order and data collection solutions • Take on Project Manager role for identified playground replacement projects • New development landscape plan check review
• Monitor program progress to ensure work quality standards are met • Ensure adherence to operational and safety policies and procedures • Recommend, develop, update, and implement program enhancements and procedures to maximize quality and effectiveness
• Investigate, analyze, and resolve operational issues
• Handle and resolve escalated complaints
• Attend community meetings
• Prepare and present reports and presentations to City Council, committees, commissions and neighborhood groups
• Manage overall day to day operations of the field and office staff directly, or through first level Supervisors
• Supervise multiple first level supervisors
• Establish performance goals and provide support for staff to meet them • Coordinate skills and safety training
• Perform evaluations and discipline procedures
• Interpret and explain policies and procedures
• Take on EOC Logistics Coordinator role, when activated

• Field Supervisor (4 employees, one overseeing the Street Landscapes, GAP, Measure O / Parks infrastructure projects, Parks / Urban Forest)
• Tasks
• Provide direct leadership of assigned City field staff and contractors within area of responsibility
• Perform complex and difficult administrative and field tasks • Inspect work areas and identify deficiencies
• Schedule and track work projects
• Ensure work is being completed safely and on time
• Ensure compliance with established performance standards • Provide technical support to field staff
• Provide operations data and updates for reports
• Track supplies, equipment, and vehicle inventories
• Track Sub-Division operating budget
• Purchase supplies and equipment
• Respond to resident requests, questions, and complaints • Perform safety and skills training
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• Perform evaluations and discipline procedures
• Administrative / Support Staff
• Financial Analyst (one employee shared between Parks, Facilities, and Special Districts) • Tasks
• Perform complex statistical, financial, and program analysis • Forecast operational spending
• Assist in annual budget preparations
• Track program and project budgets
• Prepare financial, statistical, and operational reports • Maintain budget and financial databases and systems
• Develop and review budget proposal
• Process accounting documentation, such as budget adjustments and journal entries • Train and support staff on the use of the Tyler ERP system

• Administrative Services Coordinator (one employee shared between Parks and Facilities) • Tasks
• Function as office lead, providing supervision and support of administrative staff • Assist divisions with personnel matters
• Assist development and updating of office manuals, policies, and procedures • Revenue processing, tracking, and reporting
• Assist with the creation and management of contracts, agreements, and purchase orders • Data entry for account payables
• Reconcile records of P-card purchases
• Performs research and answers questions from the public and vendors regarding accounts and payments
• Assist carrying out duties of the administration team and providing back-up support • Assist with providing documents for Public Records Act • Cash handling and tracking of revenue

• Administrative Secretary (one employee shared between Parks, Facilities, and PW Admin) • Tasks
• Data entry into the Tyler Munis ERP system
• Update spreadsheets for accounts payable tracking
• Various accounts payable duties

• Office Assistant (two employees shared between Parks and Facilities) • Tasks
• Provide customer service via phone, email, and in person • Sort and distribute mail
• Assist with sorting and distributing 311 requests
• Process residential tree trim requests and assist with creating work orders • Process online parks reservations and related questions • Assist Sub-Divisions with claim processing
• Assist Sub-Divisions with time keeping tasks
187
• Inventory and purchase of office supplies
• Enter invoices and verify information
• Perform data entry

Overcoming many years of deferred maintenance will not occur instantly. Moving away from a purely reactive mode to proactive work-plans and assignments will take time and a focused effort on efficiencies. Immediately reacting to requests for non-emergency and unplanned urgent items will always be a step in the wrong direction, away from a proactive mode. It is always the goal of staff to respond to requests. However, non- emergency and/or non-urgent items should not be prioritized over emergency work and planned work.

Otherwise inefficiencies occur.

STRATEGIC PRIORITIES

This agenda item supports the Infrastructure and Natural Resources strategy. The purpose of the Infrastructure and Natural Resources strategy is to preserve and improve our roads, utilities, parks, trees, water supply and natural resources through effective planning, prioritization, and an equitable and efficient use of available funding.

FINANCIAL IMPACT

This item is a receive and file report. Therefore, there is no financial impact.

Prepared by: Kevin Thompson, Parks Manager, Steve Howlett, Assistant Public Works Director

ATTACHMENTS

1. Presentation

188
Parks Maintenance Priorities
Public Works and Transportation Committee
September 12, 2023
Kevin Thompson
Parks Manager
189

RECOMMENDATION
That the Public Works & Transportation Committee receive and file an update from the Parks Division regarding its workload and priorities. 2 190

BACKGROUND
● With the passing of Measure E, the City Council provided additional funding to restore and maintain the parks and citywide landscapes ● Contracts were established to address routine services such as mowing, trash removal, janitorial services for park restrooms, gopher control, and other general landscape maintenance tasks throughout the parks and street landscapes
● On-call agreements were put in place for services such as irrigation repair, tree grid pruning, tree maintenance, fence and wall repairs, plumbing and electrical tasks
3 191

BACKGROUND
● The Parks Division of the Public Works Department divides up its workload among 5 Sub-Divisions
○ Parks Sub-Division - responsible for maintaining 34 General Fund Parks,1.7 miles of Oxnard Beach, 4 undeveloped lots
○ Measure O Sub-Division - responsible for maintaining 2 Parks ○ Street Landscapes Sub-Division - responsible for maintaining the citywide General Fund street landscaping consisting of parkways, medians, right of ways and certain identified parking lots ○ Graffiti Abatement Program Sub-Division - responsible for citywide graffiti abatement
○ Urban Forestry Sub-Division - responsible for the health and maintenance of over 25,000 General Fund trees
4 192

BACKGROUND
Parks Sub-Division
● Areas maintained
○ 34 parks
○ 192 acres of turf areas
○ 270 total park acres
● Beach area maintained
○ 47 acres
● Undeveloped lots
○ Campus Park - 33 acres
○ Sports Park - 21 acres
○ Five Points Park - .25 acres
● Total area maintained is 371 acres (16.1 million sq ft) 5 193

BACKGROUND
Measure O Sub-Division
● Areas maintained
○ 2 parks
■ College Park
■ East Village Park
● Total acreage maintained
○ 31 acres of turf areas
○ 53 total park acres
(2.2 million sq ft)
6 194

BACKGROUND
Street Landscapes Sub-Division
● Identified areas of regular maintenance
○ 1,965 individual locations (planters, medians, right of ways) ○ 186 acres (8.1 million sq ft)
● Tree cutouts
○ 760 arterial street tree cutouts
● Parking lots
○ 45 parking lots - 27 acres (1.1 million sq ft)
7 195

BACKGROUND
Graffiti Action Program Sub-Division
● Citywide graffiti abatement including walls, fences, benches, signs, trash cans, doors, windows, playgrounds, sidewalks, utility boxes, poles, curbs, trees, drinking fountains, tables, etc
8 196

BACKGROUND
Urban Forestry Sub-Division
● Maintain approximately 25,000+ GF trees
○ 14,000+ Residential Trees
○ 6,600+ Arterial Street Trees
○ 4,800+ Park Trees
● Provide staff and Arborist support services to Special Districts as needed
9 197
Discussion
Parks Sub-Division staffing and tasks
● 15 full time employee (FTE) positions for field work
○ 8 FTE - Landscape Crew
○ 2 FTE - Parks 311 Crew
○ 2 FTE - Weekend Crew
○ 2 FTE - Infrastructure Maintenance Crew
○ 1 FTE - ‘Olol’koy Beach Park Crew
● FY 2022/23 - 15 FTE have 31,200 potential work hours per year ○ 8,416 hours of leave and vacancies (equivalent to 4 FTEs) ○ Leaving 22,784 actual available work hours (equivalent to 11 FTEs) a 27% reduction
○ The impact of this reduction in available staff affects the individual crews differently depending on the size of the crew
10 198
Discussion
Parks Sub-Division staffing and tasks
● (Landscape crew) 8 Landscape Maintenance Technicians - 9/80 weekday ○ Daily tasks
■ Daily park inspection
■ Irrigation checks and repair
■ Open and check restrooms, service when needed
■ Vandalism repairs
■ Service dog bag dispensers
■ Respond to resident complaints
■ Graffiti Abatement
■ Removing drug paraphernalia
○ Weekly tasks
■ Loose litter cleanup
■ Homeless encampment cleanup
■ Pressure wash surfaces
○ Monthly tasks
■ Fill holes and level low spots in turf
■ Cleanup trash in vacant lots
○ Quarterly tasks
■ Abate weeds in vacant lots
■ Maintain playground safety surfaces
■ Storm cleanup activities
■ Perform minor amenity repair and replacement
11 ○ Annual tasks
■ Turf aeration/fertilization/top dress
■ Preventative maintenance to rubberized walking
paths & play surfacing
■ Soccer Field renovations
■ Baseball/Softball renovations
■ V olleyball and Basketball Net Replacement
199
Discussion
Parks Sub-Division staffing and tasks
● (Parks 311 crew) 2 Landscape Maintenance Technicians - 9/80 weekday ○ Daily tasks
■ Respond to 311 requests in parks
■ Open and check restrooms, service when needed
■ Cleanup illegal dumping
■ Loose litter cleanup
■ Graffiti abatement
○ Weekly tasks
■ Homeless encampment cleanup
■ Pressure wash surfaces
■ Assist with V olunteer Programs
12 200
Discussion
Parks Sub-Division staffing and tasks
● (Weekend crew) 2 Landscape Maintenance Technicians - 4/10 weekend ○ Daily tasks
■ Open and check restrooms, service when needed
■ Loose litter cleanup
■ Homeless encampment cleanup
■ Pressure wash surfaces
■ Service park trash cans on Sundays as needed ; beach trash cans 13 201
Discussion
Parks Sub-Division staffing and tasks
○ (Maintenance crew) 1 Senior Parks Maintenance Specialist & 1 Parks Maintenance Specialist - 9/80 weekday ■ Daily tasks
● Infrastructure repair and replacement
● Complex maintenance tasks
● Trades work (electrical, plumbing, carpentry, masonry) ● Asset condition assessments
■ Monthly
● Large repair or replacement projects
14 202
Discussion
Parks Sub-Division staffing and tasks
● (OBP crew) 1 Landscape Maintenance Technicians - 9/80 weekday ○ Daily tasks
■ Irrigation checks and repair
■ Check and make minor repairs to parking ticket machines ■ Graffiti abatement
■ Open and check restrooms, service when needed
■ Service trash cans on beach (not in contractor’s scope of work) ■ Clear sand and trash from playground
■ Respond to resident complaints
■ Loose litter cleanup
○ Weekly tasks
■ Vandalism repairs
■ Perform minor amenity repair and replacement
■ Clear sand from ADA walking paths
■ Clear sand from southern parking lot
■ Remove and bury dead marine animals
○ Quarterly tasks
■ Groom beach
■ Storm cleanup activities
15 203
Discussion
Parks Sub-Division work challenges
● Challenges
○ Reduction in available staff
○ Staff responsible for responding to urgent or emergency situations ■ Backed-up toilet, hazardous waste disposal, vagrants causing facilities to be closed, irrigation breaks and leaks, vandalism to park amenities and much more
○ Parks staff being tasked with special projects such as assisting other Divisions and Sub-Divisions with skilled and unskilled maintenance tasks ○ Approximately 46% of this Sub-Division’s work load is addressing graffiti, homeless issues, illegal dumping, and other trash related tasks 16 204
Discussion
Measure O Sub-Division staffing and tasks
● 4 full time employee (FTE) positions for field work
○ 2 FTE - Measure O Landscape Crew #1
○ 2 FTE - Measure O Landscape Crew #2
● FY 2022/23 - 4 FTE have 8,320 potential work hours per year ○ 2,149 hours of leave and vacancies (equivalent to 1 FTE) ○ Leaving 6,171 actual available work hours (equivalent to 3 FTEs) a 26% reduction
○ The impact of this reduction in available staff is especially significant with this Sub-Division. The assigned staff are divided into 2 crews of 2 employees each. To ensure 7 day a week coverage, the team is scheduled so both crews (4 employees) are working Tuesday - Thursday. This leaves only one crew of 2 employees to work Friday - Monday. Therefore, having one person absent represents a 25%-50% reduction in productivity at any time during the week.
17 205
Discussion
Measure O Sub-Division staffing and tasks
● (Measure O crew) 4 Landscape Maintenance Technicians - 5/40 split week ○ Crew 1_2 Staff_Tues-Sat
○ Crew 2_2 Staff_Sun-Thurs
■ Daily tasks
● Service trash cans
● Irrigation checks and repair
● Open and clean restrooms
● Vandalism repairs
● Homeless encampment cleanup
● Respond to resident complaints
● Service dog bag dispensers
● Graffiti abatement
● Loose litter cleanup
■ Weekly tasks
● Mow turf, edge, and blow
● Dog park cleaning and maintenance
● Clean reservation areas
● Clean and remove graffiti from skate park
● Perform minor amenity repair and replacement
● Weed abatement of undeveloped fields
■ Monthly tasks
● Fill holes and level low spots in turf
● Weed abatement in the developed areas of park
● Trim shrubs and ground cover
18 ■ Quarterly tasks
● Aerate, fertilize, and top dress sports fields
● Weed abatement in undeveloped areas of
park
● Storm cleanup activities
206
Discussion
Measure O Sub-Division work challenges
● Challenges
○ Reduction in available staff
○ The intent of utilizing Measure O funds at these two parks was to pay for a dedicated crew of City staff to perform all maintenance tasks. As a result, contractors are not used at these parks
○ Highest level of confrontational interactions between staff and homeless, users of the skate park, soccer players, and delinquents ○ Approximately 33% of the Sub-Division’s work load is addressing graffiti, homeless issues, illegal dumping, and other trash related tasks 19 207
Discussion
Street Landscapes Sub-Division staffing and tasks
● 8 full time employee (FTE) positions for field work
○ 6 FTE - Street Landscape Crew
○ 2 FTE - Street Landscape 311 Crew
● FY 2022/23 - 8 FTE have 16,640 potential work hours per year ○ 4,491 hours of leave and vacancies (equivalent to 2.2 FTE) ○ Leaving 12,149 actual available work hours (equivalent to 5.8 FTEs) a 27% reduction
○ The impact of this reduction in available staff affects the individual crews differently depending on the size of the crew
20 208
Discussion
Street Landcapes Sub-Division staffing and tasks
● (Street Landscape crew) 6 Landscape Maintenance Technicians - 9/80 weekday coverage ○ Daily tasks
■ Proactive irrigation check
■ Irrigation repair
■ Mow, edge, blow turf
■ Manual weed abatement
■ Trim shrubs and ground cover
■ Litter abatement
■ Homeless encampment cleanup
■ Cleanup illegal dumping
■ Respond to large, complex and irrigation related 311 requests ○ Weekly tasks
■ Parking lot weed abatement and trash cleanup
○ Monthly tasks
■ Spreading mulch
■ Tree well maintenance
■ Herbicide application
○ Quarterly tasks
■ Storm cleanup activities
■ Assist other Divisions with projects
■ Non-functional turf mitigation project
21 209
Discussion
Street Landscapes Sub-Division staffing and tasks
● (Street Landscape 311 crew) 2 Landscape Maintenance Technicians - 9/80 weekday ○ Daily tasks
■ Respond to 311 requests
■ Cleanup illegal dumping
■ Loose litter cleanup
○ Weekly tasks
■ Homeless encampment cleanup
■ Assist Street Landscapes crew with large projects
○ Quarterly tasks
■ Storm cleanup activities
22 210
Discussion
Street Landscapes Sub-Division work challenges
● Challenges
○ Reduction in available staff
○ Staff responsible for responding to urgent or emergency situations ■ Irrigation breaks and leaks, vehicle accidents that damage city property ○ Staff being tasked with special projects such as assisting other Divisions and Sub-Divisions with skilled and unskilled maintenance tasks as well as intermittent landscaping around varies city properties not identified as the responsibility of this Sub-Division
○ Approximately 46% of this Sub-Division’s work load is addressing homeless issues, illegal dumping, and other trash related tasks
23 211
Discussion
Urban Forestry Sub-Division staffing and tasks
● 4 full time employee (FTE) positions for field work
○ 4 FTE - Tree Crew
● FY 2022/23 - 4 FTE have 8,320 potential work hours per year ○ 1,580 hours of leave and vacancies (equivalent to .8 FTE) ○ Leaving 6,740 actual available work hours (equivalent to 3.2 FTEs) a 19% reduction
○ The impact of this reduction in available staff directly correlates to the response time of the residential trim requests
24 212
Discussion
Urban Forestry Sub-Division staffing and tasks
● (Tree crew) 2 Urban Forestry Technicians & 2 Urban Forestry Groundworkers - 9/80 weekday coverage ○ Daily tasks
■ Trim resident requested trees
■ Root prune to mitigate for infrastructure damage
■ Remove and chip hanging and downed tree limbs
■ Respond to tree related 311s
■ Deliver mulch to identified project locations
○ Monthly tasks
■ Remove hazardous trees and grind stumps
○ Quarterly tasks
■ Storm cleanup activities
■ Assist other Divisions or Sub-Divisions
○ Urgent or Emergency tasks
■ Respond to downed trees or large tree limbs
25 213
Discussion
Urban Forestry Sub-Division work challenges
● Challenges
○ Reduction in available staff
○ Staff responsible for responding to urgent or emergency situations ■ Vehicle accidents that damage city trees, fallen trees or large limbs, storm related damage to trees
○ Very small crew to maintain a very large inventory of trees ○ Old equipment and vehicles
26 214
Discussion
GAP Sub-Division staffing and tasks
● 5 full time employee (FTE) positions for field work
○ 2 FTE - GAP Crew A
○ 2 FTE - GAP Crew B
○ 1 FTE - GAP Crew C
● FY 2022/23 - 5 FTE have 10,400 potential work hours per year ○ 2,779 hours of leave and vacancies (equivalent to 1.3 FTE) ○ Leaving 7,621 actual available work hours (equivalent to 3.7 FTEs) a 27% reduction
○ The impact of this reduction in available staff directly correlates to the number of removal requests which can be accomplished. As well as lengthening the response time and requiring Parks staff to shift from there scheduled tasks to assist with the removal of graffiti in parks that GAP does not have the bandwidth to accomplish.
27 215
Discussion
GAP Sub-Division staffing and tasks
● (GAP crew) 5 Graffiti Removal Technicians - 5/40 weekday coverage ○ Daily tasks
■ The sole function of this crew is to remove graffiti and stickers throughout the city, mostly in the City’s rights-of-way
28 216
Discussion
GAP Sub-Division work challenges
● Challenges
○ Reduction in available staff
○ Very small crew to maintain a very large area
○ Old vehicles and equipment which are constantly in the shop for service 29 217
Discussion
Division wide - Admin and Leadership staffing
● The Parks Division shares all of the administrative and support staff with one or more Divisions. These staff members are responsible for the clerical, financial, leadership, and administrative duties. ● 10 full time employee (FTE) positions for administration and leadership
○ 1 FTE - Parks Manager
○ 4 FTE - Field Supervisor (One for Street Landscapes, Parks/Trees, Measure O & GAP)
○ 1 FTE - Financial Analyst (Shared Parks, Facilities & Special Districts) (Vacant) ○ 1 FTE - Administrative Services Coordinator (Shared Parks & Facilities) (Vacant) ○ 1 FTE - Administrative Secretary (Shared with Parks, Facilities & PW Admin) ○ 2 FTE - Office Assistant (Shared with Parks & Facilities) 30 218
Discussion
Division wide - addressing challenges
● Prioritize tasks
○ Risk of harm to people, property, and infrastructure
○ Equitable needs of the residents
○ City Council priorities
● Assign realistic timeframe for completion based on available resources ● Communicate with other Divisions to schedule work and avoid conflict with existing projects and events
31 219
Discussion
Division wide - FY 2022/23 accomplishments
● Work is scheduled and tracked on a work order system developed by the City’s internal IT department specifically for the Parks Division. It is being constantly updated and improved to provide better data ● “Work Assignments” vary in size and complexity
● Parks Sub-Division - Completed over 3,500+ work assignments ● Measure O Sub-Division - Completed over 2,600+ work assignments ● Street Landscapes Sub-Division - Completed over 2,500+ work assignments ● Urban Forestry Sub-Division - Completed over 2,200+ work assignments (640 were 311 requests)
● Graffiti Action Program Sub-Division - Completed 33,683 work assignments (6,046 were 311 requests)
32 220
Discussion
Division wide - going forward
● Scheduling and prioritization are the key measures for managing daily operations.

However, even with these measures, the continuous rate of requests, complaints, and shifting priorities limit our resources and ability to complete tasks as scheduled ● Overcoming many years of deferred maintenance will not occur instantly. Moving away from a purely reactive mode to proactive work-plans and assignments will take time and a focused effort on efficiencies. Immediately reacting to requests for non-emergency and unplanned urgent items will always be a step in the wrong direction, away from a proactive mode. It is always the goal of staff to respond to requests. However, non-emergency and/or non-urgent items should not be prioritized over emergency work and planned work. Otherwise inefficiencies occur. 33 221

FINANCIAL IMPACT
There is no direct financial impact as this item is a receive and file report. 34 222
QUESTIONS?
223

PUBLIC WORKS AND TRANSPORTATION COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.4

DATE: September 12, 2023

TO: Public Works and Transportation Committee

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Harbour Island Homeowners Association Donation Agreement A-8531 to Waterway Maintenance District - Zone 2 (Harbour Island). (10 minutes)

RECOMMENDATION

That the Public Works and Transportation Committee recommend that the City Council, acting as the legislative body of the Waterway Maintenance District, approve and authorize:

1. An Agreement from the Harbour Island Homeowners Association for the donation of $15,446 for landscape maintenance and on-call services; and

2. Recognize the acceptance of the $15,446 donation from the Harbour Island Homeowners Association, and therefore appropriate $15,446 to the Waterway Zone 2 Harbour Island District (Fund 40203801).

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/ZHz4ISRU-HU

BACKGROUND

In June 1970, the Waterway Maintenance Assessment District (“WAD”) was formed for “the maintenance of the public waterways, parking and landscape areas those certain channels and landscape areas in Tract Nos. 1904 and 2026-1” (Resolution 5121). On October 26, 1976, by Resolution 6830, the City’s Waterway Assessment District annexed the Harbour Island community, thereby creating two zones within the WAD. This Resolution also amended the purposes of the Waterway Maintenance District, including “the maintenance and operation, including the cost of necessary repairs, replacements, care, supervision, cleaning, dredging and all other items necessary or proper for the maintenance and operation of the waterways and bulkheads dedicate in Tracts 1904-1, 2 & 3 and 2026-1, 2, and 3; The Edison Canal from the north line of the right of way of Channel Islands Boulevard to the north line of Tract No. 2026-3; maintenance and operation by caring for, cleaning, repairing, placing and replacing of asphalt, curbs, shrubs, lawns, trees, flowers, irrigation systems and water services and meters of the landscape areas; a program of water quality and biota monitoring.”

In 1996, Proposition 218 was passed, outlining the modified requirements to increase annual assessments to include the maintenance of both zones within the WAD. Since the passing of Proposition 218, WAD Zone 2 - Harbour Island has been assessed the maximum amount available for costs associated with maintenance of public improvements surrounding the property, including services for the waterways. This amount remains $371.70 per parcel per year on 129 parcels for a total annual operating budget of $47,949. This amount is only enough to cover the current direct and overhead costs to maintain the landscaping at a service level of “C’ (every three weeks) and does not allow for the routine and corrective maintenance of any of the 224
other items noted in the formation documents listed above (e.g., dredging, bulkheads, asphalt, curbs, etc…).

The costs to maintain just the landscape improvements continues to increase while the assessments remain at a rate set prior to the passing of Prop 218 in 1996. Therefore, the level of service that can be provided for WAD Zone 2 has continued to decline in order to remain within the annual operating budget of $47,949. WAD Zone 2 is currently at a landscape service level “C” which includes landscape maintenance every three weeks.

DISCUSSION

Over the past few years, the Special Districts Division staff and/or consultants from NBS has engaged the Harbour Island Homeowners Association (“HOA”) regarding the budget shortfalls of WAD Zone 2 and informed them that because of the change implemented by Prop 218, their annual assessment is capped, unless voted on by the property owners.

In 2019, Special Districts staff engaged the HOA regarding the funding shortfalls for water quality remediation that resulted in the HOA paying $4,853.37 to the WAD for FY 2020-21. In March 2023, staff explained again that the remaining funding for FY 2022-23 was not sufficient enough to support the fourth quarter landscape maintenance service. As a result, the contracted services were stopped on March 10, 2023, and City staff provided the basic maintenance and repair functions until the new fiscal year beginning July 1, 2023.

In subsequent meetings between staff and the HOA, the HOA proposed to supplement the WADs FY 2023-24 operating budget to ensure a full 12-months of landscaping services (service level “C”) and for additional on- call maintenance services, including irrigation repairs and mulching. The HOA has expressed interest in long- term solutions to fund shortfalls, including the Proposition 218 process, annexation into a CFD, or continued HOA-funding.

Government Code section 37354 allows a private entity to make a donation to a municipality for a specific purpose. Code section 37354 states in part, “The legislative body may accept … any gift, bequest, or devise made to or for the city, … or in trust for any public purpose. It may hold and dispose of the property and the income and increase from the property for such uses as are prescribed in the terms of the gift, bequest, or devise.” Staff recommends that the Council accept the donation from the HOA for the use as described in the donation agreement. The donation agreement has been reviewed by the City Attorney’s Office.

STRATEGIC PRIORITIES

This agenda item supports the Infrastructure and Natural Resources strategy. The purpose of the Infrastructure and Natural Resources strategy is to preserve and improve our roads, utilities, parks, trees, water supply and natural resources through effective planning, prioritization, and an equitable and efficient use of available funding.

FINANCIAL IMPACT

There is no impact to the General Fund for this donation. The donated amount of $15,446 ($5,646 C level service + $5,800 mulch labor cost + $4,000 irrigation repairs) will be recognized in the revenue account 40203801-47300 and appropriated to the expense account 40203801-53200 in Waterways Zone 2 - Harbour Island District (Fund 40203801).

For Finance Use Only: Assessment District Fund (Fund 120) - Waterways 02 Harbour Island Subfund (Org. 40203801 Obj. 47300 & 53200)

Prepared by: Eric Storrie, Special Districts Manager, Steve Howlett, Assistant Public Works Director

ATTACHMENTS
225

1. FY23-24HarbourIslandHOADonationAgreement

2. City of Oxnard Special Districts Map

3. City of Oxnard Special Districts List

4. City of Oxnard Maintenance Service Level Document

5. Presentation

226
Agreement No. A-8531

CITYOFOXNARDDONATIONAGREEMENT
THISDONATIONAGREEMENT(“Agreement”)isenteredintoinVenturaCounty,California,onSeptember12,2023. ThisAgreementisenteredbyandbetweentheCityofOxnard(“City”)andHarbourIslandHomeownersAssociation(“Donor”),forgoodandvaluableconsideration,subjecttothefollowingtermsandconditions:

SECTION1. DONATION
Donoris(checkandcompleteallthatapply):
✔ donating$15,446inalumpsum.● donating$_________________________in__________________(monthly,quarterly, etc.) paymentsof $_________________________in__________________installments.● donatingthefollowing(describeequipment):● DonorpreferstheCityusetheDonationforthefollowinglimitedpurpose(s):

DonationbyHarbourIslandHomeownersAssociationistobespecificallyusedforDistrict-wideirrigationrepairs;District-widemulch,andafull-yearoflandscapemaintenanceservices(“C”LevelofService).

SECTION2. BEHESTEDDONATION
IfthisboxischeckedthisdonationisbeingmadeatthebehestofCouncilMember/Commissioner/CityStaff Member__________________________.

IftheDonationisbeingmadeatthebehestofanelectedofficial,theCityshallnotifytheelectedofficialthattheelectedofficialmayberequiredtosubmitaForm803BehestedPaymentReporttotheFairPoliticalPracticesCommission.

SECTION3. ADDITIONALCONDITIONS
TheCity’sacceptanceoftheDonationissubjecttotheconditionsspecifiedasfollows:

1. PursuanttoCaliforniaGovernmentCodeSection37354,theCityacknowledgesthattheDonationshallbeusedforapublicpurposeasdescribedinSection1.

2. TheCityshallprovideDonorwithadonationreceiptindicatingtheamountofthedonationorestimatedvalueofgoodsorservicesdonatedwithin30daysofreceivingtheDonation. 1 227
Agreement No. A-8531

3. TheCitywillmakebesteffortstousetheDonationforthepurpose(s)specifiedinSection1. IfitisimpracticalfortheCitytousetheDonationforthepurposesspecifiedinSection1, theCitymayusetheDonationinanymanneratitssolediscretionandDonorhasnorightorobligationtocontrolCity’suseofthedonation.

4. DonorhasnotandwillnotreceiveanygoodsorservicesinexchangefortheDonationandtheCitywillnotgrantanyextraconsiderationtotheDonorinrelationtoCityprocurement,regulatorymatters,oranyotherbusiness,services,oroperationsoftheCity.

5. NoWarranties.Donor(s),includingitsofficers,employees,andagents,makenorepresentationswhatsoever, extendnowarrantiesofanykind,eitherexpressorimplied,includingbutnotlimitedtotheimpliedwarrantiesofmerchantabilityorfitnessforaparticularpurpose,andassumesnoresponsibilitieswhatsoeverwithrespecttodesign,development,manufacture,oruseoftheDonatedEquipment.

SECTION4. COORDINATION
Inconnectionwithadministeringthisagreement,DonorandCityshallworkthroughthefollowingprimaryrepresentatives:

CITYOFOXNARD DONOR

PRIMARYREPRESENTATIVE
GeorgeRiveraJr., Special DistrictsProject Manager
BarryJudis, Harbour IslandHomeownersAssociation,
ADDRESS 1060PacificAve, Building1Oxnard, CA93030
C/OCommunityPropertyManagement (CPM), SetiSabzi 751E. DailyDrive,Suite300, Camarillo, CA93010PHONE 805-200-5334 805-987-8945EMAIL [email protected] [email protected] FAX N/A 805-987-7906

CITYOFOXNARD DONOR
2 228
Agreement No. A-8531
JohnC.Zaragoza, Mayor Date BarryJudis, HOAVP DateHarbourIslandHomeownersAssoc.

ATTEST:

RoseChapparo, City DateClerk(onlyif Mayor signs)
APPROVEDASTOFORM:

StephenM.Fischer, City DateAttorney(alwaysrequired)
3 229
4 9
5 34
7 8
1 2
3 & 4
1 &
2 03
30 14
12 36
43 28
38 31
46 39
13 25
51 52
10 16
47 37
34 42
24 58
41 23
33 11
40 60
27 55
50 4954
32 53
This map is compiled by the City of Oxnard GIS Division, which is developed and operated solely for the convenience of the City. The City does not make any representations or warranties regarding the use, accuracy, reliability, and/or completeness of this map and no decision involving a risk of economic loss or physical injury should be made in reliance thereon. µ Maintenance Assessment District (District No.)
Waterway Assessment District (Zone No.)
Community Facilities District (District No.)
Landscape Maintenance District (District No.)

CITY OF OXNARD SPECIAL DISTRICTS
3,000 0 3,000 6,000
Feet
Created by:

Geographic Information Systems Division
March 2023
Data Source:

City of Oxnard GIS Division
County of Ventura GIS Program
230
1 & 2 – Westport at Mandalay Bay 7 – Wagon Wheel
3 & 4 – Seabridge at Mandalay Bay 8 – Sakioka Farms
5 – Riverpark 9 – Northshore at Mandalay Bay
3 – Riverridge 37 – Pacific Cove
10 – Country Club 38 – Aldea Del Mar
11 – St Tropez 39 – El Sueno Promesa
12 – Standard Pacific 40 – Cantada
13 – Le Village 41 – Pacific Cove
14 – California Cove 42 – Cantabria/Coronado
16 – California Lighthouse 43 – Greenbelt
23 – Greystone 46 – Daily Ranch
24 – Vineyards 47 – Sycamore Place
25 – The Pointe 49 – Cameron Ranch
27 – Rose Island 50 – PV Senior Housing
28 – Harborside 51 – Pfeiler
30 – Haas Automation 52 – Wingfield
31 – Rancho De La Rosa 53 – Huff Court
32 – Oak Park 54 – Meadowcrest
33 – El Paseo 55 – Wingfield West
34 – Sunrise Pt/Sunset Cove 58 – Westwind
36 – Villa Santa Cruz 60 – Artisan
Zone 1 – Mandalay Bay Zone 2 – Harbour Island

MAINTENANCE ASSESSMENT DISTRICT

WATERWAYS ASSESSEMENT DISTRICTS
4 – Mandalay Beach/Colony

LANDSCAPE MAINTENANCE DISTRICTS
CITY OF OXNARD – SPECIAL DISTRICTS
LANDSCAPE MAINTENANCE DISTRICT * COMMUNITY FACILITIES DISTRICTS WATERWAYS ASSESSMENT DISTRICTS * MAINTENANCE ASSESSMENT DISTRICTS

COMMUNITY FACILITIES DISTRICTS
231
ABCD F
Weekly X
Every 2 Weeks X
Every Third Wee
k X
Monthly X
Quarterly X
3x per Year X
Annually XXX
Not Performed X
Annuall
y XXX
Not performed X X
Bi‐Annually X
Annually XX
Not Performed X X
ABCD F
Quarterly X
Bi‐annually X
Annually XX
None X
Monthly X
Quarterly X
Bi‐annually X
Annually X
None X
ABCD F
Daily X
Weekly XXX
Monthly
Not Performed X
ABCD F
Daily X
Weekly X
Every two weeks X
Monthly X
When reported X
ABCD F
Spray and Treat as required  X X X X
Not performed X
ABCD F
Daily X
Every 2 Weeks X
Every Third Week X
Monthly X
Quarterly X
Inspect and remove as needed
Level of Service
Frequency Level of Service
Entire Area including but not limited to: Turf, Shrubs, Groundcover and Gutters Level of ServiceFrequencyTurf Maintenance Schedule
Mowing, Edging & Trimming around sprinkler heads
Turf
Shrubs, Ground Cover and Vines
Aerate to relieve compaction and stress
Overseed Stressed Areas
Trash and Debris Removal
Dethatch (remove thatch layer to promote growth)
Complete control and/or eradication of all weeds within the landscape as scheduled Weed Control Schedule Frequency Level of Service
Level of ServiceFertilization Schedule Frequency
Graffiti Frequency
Pest Control Schedule Frequency Level of Service
Complete control and/or eradication of all plant pests within the landscape on designated service days
City of Oxnard Landscape Maintenance Service Levels and Frequency of Operations for Assessment Districts Version 5
232
ABCD F
Daily X
Every two weeks X
Every Third week X
Quarterly X
Respond to complaints X
ABCD F
Weekly X
Monthly X X
Quarterly X
Semi‐annually X
X
X
XX
X
Inspect and adjust/repair as needed
Frequency Level of Service
City of Oxnard Landscape Maintenance Service Levels and Frequency of Operations for Assessment Districts Version 5
Trees
Maintain all trees in their natural shape to 13.5' above street and 9' above sidewalks monthly Maintain all trees in their natural shape to 13.5' above street and 9' above sidewalks quarterly Trim as needed to prevent encroachments or hazards
Report encroachments or hazards
Groundcover/
Vines/Shrubs Trim to prevent encroachment
Irrigation Frequency Level of Service
Pruning and Trimming Schedule
233
Harbour Island Homeowners Association
Donation Agreement A-8531 to Waterway
Maintenance District - Zone 2 (Harbour
Island)
Public Works & Transportation Committee
September 12, 2023
George Rivera Jr.

Special Districts Project Manager
234
That the Finance and Governance Committee recommend
that the City Council, acting as the legislative body of Waterways Maintenance District, approve and authorize:

1. An Agreement from Harbour Island Homeowners
Association for the donation of $15,446 for landscape
maintenance and on-call services; and

2. Recognize the acceptance of the $15,446 donation from the Harbour Island Homeowners Association, and
therefrom appropriate $15,446 to the Waterway Zone 2
Harbour Island District (Fund 40203801).

RECOMMENDATION
2 235
3 MAP OF SPECIAL DISTRICTS IN THE CITY OF OXNARD
More information
can be found at:
oxnard.org/city-dep
artment/finance/spe
cial-assessment-dis
tricts/
236

MAP OF WATERWAYS MAINTENANCE DISTRICT
4 Harbour Island
(Zone 2)
Mandalay Bay
(Zone 1)
237
• In June 1970, the Waterways Maintenance Assessment
District (“WAD”) was formed for the maintenance of
waterways (e.g., bulkheads) and landscape on public
rights-of-way within the Mandalay Bay community.
• In August 1987 the Waterways Assessment District
annexed the Harbour Island community, creating two
zones within the WAD and amended its purpose,
including:
“maintenance and operation by caring for, cleaning, repairing, placing and replacing of asphalt, curbs, shrubs, lawns, trees, flowers, irrigation systems and water services and meters of the landscape areas; a program of water quality and biota monitoring.”

BACKGROUND
5 238
• In 1996, Proposition 218 was passed, limiting the ability to increase annual assessments.
• Since the passing of Proposition 218, WAD Zone 2 -
Harbour Island has been assessed the maximum amount
available for costs associated with maintenance services. • WAD Zone 2 annual budget covers staff labor, indirect expenses, landscape maintenance, and waterways
debris cleanup, but the district is unable to fund other maintenance & repair services (e.g., bulkheads, asphalt, tree trimming, irrigation repairs, water quality
remediation).

BACKGROUND
6 239
• The cost to maintain just the landscape improvements
continues to increase.
• Staff are unable to address deferred maintenance and
resident requests for enhancements.
• In Fiscal Year 2023-24, WAD Zone 2 Harbour Island was assessed $47,949.

BACKGROUND
7 240
• Over the past few years, the Special Districts Division staff and/or consultants from NBS has engaged the
Harbour Island Homeowners Association (“HOA”)
regarding the budget shortfalls.
• In 2019, Special Districts staff engaged the HOA
regarding the funding shortfalls for water quality
remediation that resulted in the HOA donating $4,853.37 to the WAD for FY 2020-21.
• In March 2023, staff explained remaining funding for FY 2022-23 was not sufficient to support fourth quarter
landscape maintenance services.

DISCUSSION
8 241
• As a result, the contracted services were stopped on
March 10, 2023 and City staff provided the basic
maintenance until the new fiscal year started.
• HOA proposed to supplement the WADs FY2023-24
operating budget to ensure a full 12-months of
landscaping services (service level “C”) and additional maintenance services (irrigation repairs and mulching). • Staff continue to engage and the HOA has expressed
interest in long-term solutions to fund shortfalls, including the Proposition 218 process, annexation into a CFD, or
continued HOA-funding.

DISCUSSION
9 242
• Government Code section 37354 allows a private entity to make a donation to a municipality for a specific
purpose.
• Code section 37354 states in part, “The legislative body may accept … any gift, bequest, or devise made to or for the city, … or in trust for any public purpose. It may hold and dispose of the property and the income and increase from the property for such uses as are prescribed in the terms of the gift, bequest, or devise.”
• The donation agreement has been reviewed by the City
Attorney’s Office.

DISCUSSION
10 243
There is no impact to the General Fund for this donation.

The donated amount of $15,446 ($5,646 C level service
+ $5,800 Mulch labor cost + $4,000 irrigation repairs) will be recognized in revenue account 40203801-47300 and
appropriated to the expense account 40203801-53200 in
Waterways Zone 2 - Harbour Island District (Fund
40203801).

FINANCIAL IMPACT
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