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HomeMy WebLinkAboutAdditional Community Services Department Staff Positions and w-uw.A� AAA/l ADM. CITY OF HUNTINGTON BEACH Za [1'�'"`�� ��M� SvIV- MEETING DATE: August 26, 2002 DEPARTMENT ID NUMBER: Council/Agency Meeting Held: -(A-2b-02 Deferred/Continued to: Approved ❑ Conditio all Appro ed ❑ Den' d W. City Clerk' ignature o c It-Y-4by IV August 26, 2002 Department ID Number: c -.. CITY OF HUNTINGTON BEACH REQUEST FOR COUNCIL ACTION ram , _ -79 s SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS c D SUBMITTED BY: RAY SILVER, CITY ADMINISTRATOR a4Q PREPARED BY: WILLIAM P. WORKMAN, ASSISTANT CITY ADMINISTVaent OR RON HAGAN, DIRECTOR OF COMMUNITY SERVICE SUBJECT: Approve Reorganization of the Community Services De Statement of Issue,Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s) Statement of Issue: A reorganization of the Community Services Department is proposed. The purpose of the reorganization is to align the department with the City Council's priorities and community needs identified in the Strategic Plan as well as improve organizational effectiveness. Funding Source: The proposed reorganization increases the Community Services Department's FY 2002-03 proposed budget by approximately $112,000. Staff expects that the Park Ranger's enforcement activities will generate sufficient revenue to offset the cost of the reorganization. Recommended Action: Motion to: 1. Approve the reorganization plan for the Community Services Department and direct the staff to proceed with implementation measures to complete the reorganization. Alternative Action(s): The City Council may make the following alternative motion(s): 1. Do not accept the proposed reorganization and direct staff accordingly. RCA for Reorg -2- 8/22/2002 5103 PM REQUEST FOR COUNCIL ACTION MEETING DATE: August 26, 2002 DEPARTMENT ID NUMBER: Analysis: The Community Services Department has successfully served the community in its current structure for the past 10 years. In looking forward to the next 10 years, a reorganization of the department would be of benefit to the community both now and into the future. Proposed in this report is a reorganization that would: 1. Focus on City Council strategic priorities; 2. Align the department with the changing community needs; 3. Address the findings of the recent Citygate departmental study; 4. Adjust the organization to departmental budget reductions; 5. Combine like functions under each division of the department; 6. Reflect personnel changes due to retirements; 7. Provide more budget, finance and forecasting support; and 8. Provide improved oversight and management of operations. The organizational structure proposed to meet the objectives described above is presented in Attachment 1. This new organization will improve service to the public by better focusing departmental resources and increasing coordination with similar functions. The reorganization also improves internal effectiveness by streamlining reporting relationships as well as clarifying responsibilities for capital improvements and day-to-day operations. Key features of the reorganization are: 1. Current Community Services Director Ron Hagan is retiring. He will become a temporary part-time Special Projects Director assigned to the City Administrator's office working on special projects. Projects include sponsorships, naming rights, partnerships, Surf City credit card, park fees and harbor fees; 2. Recruitment for a new Community Services Director will be initiated. Deputy Director Jim Engle will serve as the acting department head; 3. The department will report to the Assistant City Administrator in order to provide overall guidance and coordination; 4. A new Senior Administrative Analyst will be added to provide needed analytical support of the department; 5. A new Manager of Facilities, Development and Concessions will be added to manage capital projects, leases and like functions; 6. A new Superintendent of Recreation, Human & Cultural Services will be added to manage the centers, programs and related functions; 7. A new Superintendent of Beach Services will be added to manage beach related functions. The position will remain unfunded until the 2003-04 budget so that increased south beach revenues can pay for its cost; 8. A Community Services Supervisor (Adult & Youth Sports) and a Community Services Supervisor (Programs) will be added to provide direct support of these areas; 9. The proposed 2002-03 budget and reorganization removes the Community Services Manager (currently in charge of Cultural Affairs) from the list of authorized positions; RCA for Reorg -3- 8/22/2002 5:03 PM REQUEST FOR COUNCIL ACTION MEETING DATE: August 26, 2002 DEPARTMENT ID NUMBER: 10.The proposed 2002-03 budget and reorganization removes the Superintendent of Recreation & Human Services from the list of authorized positions; 11.The proposed 2002-03 budget and reorganization removes two Senior Recreation Supervisors from the list of authorized positions; 12.The reorganization removes a third Senior Recreation Supervisor position from the list of authorized positions; 13.The proposed 2002-03 budget and reorganization removes a part-time Office Assistant II stationed at the Edison Community Center from the list of authorized positions; 14.A Recreation Coordinator will be added to provide support at the Edison Community Center; and 15.The proposed 2002-03 budget and reorganization transfers the Park Naturalist from Marine Safety to Parking and Camping and retitles the position Park Ranger. The Community Services Department has 73.5 authorized permanent positions. Those positions are part of the current organizational structure described in Attachment 2. The number of recommended authorized positions in the structure of this proposed reorganization is 69. The overall cost of the proposed new departmental organization increases slightly, however it will generate additional revenues sufficient to fund the increased costs. Upon City Council approval of the recommended reorganization of the Community Services Department, two implementation measures will need further action: 1. Adjustments to the proposed 2002-03 budget will need to be made by the City Council to reflect the reorganization. That can take place as part of the City Council's current budget deliberations; and 2. Approval of new classifications and job descriptions described in this reorganization will be needed from the Personnel Commission. In conclusion, this reorganization is recommended for approval. Attachment(s): NumberCity Clerk's Page . Description 1. Proposed Reorganization of the Community Services Department 2. Current Community Services Organizational Chart RCA for Reorg -4- 8/22/2002 5:03 PM Attachment 1 PROPOSED COMMUNITY SERVICES DEPARTMENT Assistant City Administrator 3 Director Community Services 1 Administrative Assistant Deputy Director 2 Community Services Administrative Secretary Ilk Analyst Sr. 4 Existing Positions ♦ Budget 8, Finance Account Tech It New Positions to be filled —� * office Assistant 11 2 Positions er* Superintendent 6 Manager 5 Recreation,Human&Cultural Superintendent 7 Facilities,Development&Concessions Services Beach Services Administrative 10 Administrative Administrative Secretary Administrative Secretary Aide Secretary I Mundy Center Comm Sic SupervisorComm SYc Supervisor Comm Svc Supervisor Beach Maintenance Specific Events Coordinator Adult&Youth Sports crosses Pier&Harbor 4th of July City Gym&Pool Supervisor Pier Plaza 1 1 O CommSVcSupervsor Specfic Events 1 1 O Parking&Camping Parking Structure 1 5 Art Center Supervisor Comm Svc Supervisor (� l Marine Safety Capital Projects/Development 12 Sports Complex Aquatics Project Self-Sufficiency Chief Hum Svc Supervisor Clubhouse Rentals Field Scheduling Fee Classes Senior Center Park Fund Report School Agreements Sands Comm Svc supervisor Golf Course Youth Sports Grants Adv Playground Edison Center Equestrian Center Youth Sports Day Camps Comm Svc Scpervisor 13,14 Beach&Park Concessions Adult Sports Tennis Emerald Cove Sister city NOTES: 1. Community Services Director retiring&becoming Special Projects Director 2. Deputy Park Grant Management Director will serve as acting Director 3. Department will report to Assistant City Annual Needs Assessment Update Administrator 4.New Senior Analyst 5.New Manager Facilities&Development 6. New HCP Reservations Superintendent Recreation,Human&Cultural Services 7. New Superintendent of Beach Services(To be filled in FY 03/04) 8. Two new supervisors for Adult&Youth Sports& Fee Programs 9.Remove Manager Cultural Services 10.Remove Superintendent Recreation&Human Services 11.Remove two Senior Recreation Supervisors 12.Remove Senior Supervisor Development 13.Remove PT Office Assistant II from Edison Community Center 14. New Recreation Coordinator at Edison Community Center 15. Transfer Park Ranger to Parking&Camping Operations in Beach Services. Attachment 2 Community Services Department Department Adminlstratlon g P = # of Permanent Staff liirectol R = # of Recurrent Staff Operations Community Services DD rtment` Programs ----------------------- DepartmentClertcall, Accounting Supporf e iv Supertritendent` DeputyD rector ' " ;Manag er � ` Specific Events s Recreation&Humarr Be ches,Recreation; Cultural Affairs . :z Serutces &Development P 1 Human Services Adult Sports Beach Maintenance Parking/Camping Marine Safety Recreation Development Cultural and Specific Events P-12 P-2 P-10 P-4 P-15 P-10 P-1 Event Services P-1 R-20 R-12 R-30 R-50 R-125 R-150 P-3 R-1 R-8 7---------- --- ------------ Seniors Center Adult Sports Beach Maintenance Parking Lots Marine Safety Edison/Murdy Ctrs Acquisition Art Center Specific Events Seniors Outreach Special Events i Vehicle Maintenance i Main Promenade 1 Nature Center 1 City Gym&Pod Renovation Cultural Events i Pier Plaza Events Oak View Field Allocations Parking Meters Parking Structure Jr.Lifeguards ; Tennis&Spec Events ; Development Art in Public Places Clubhouse Rentals Youth Sports Grants I I Pier Maintenance I I Sunset Vista Camping I I i i Youth Sports i Grants Classes/Day Camps r--------------L__-_______---i r---_----------L--------------- r--------------II ___--------, Project Self-Sufficiency I ;Pier Plaza Maintenace Aquatics I Harbour Maintenance Classes Main Promenade ; Adventure Playground Maintenance Day Camps Xr____----______________- . Building/Restroom Maintenance ✓.� L-----------------------' i Boards and Commissions: Community Services Commission Allied Arts Board Council on Aging Sister City Program Children's Needs Task Force Historic Resources Board Youth Board 4t" of July Board RCA ROUTING SHEET INITIATING DEPARTMENT: Administration SUBJECT: Community Services Proposed Reorganization COUNCIL MEETING DATE: August 26, 2002 RCA ATTACHMENTS STATUS Ordinance (w/exhibits & legislative draft if applicable Not Applicable Resolution (w/exhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (w/exhibits if applicable) Signed in full by the City Attorne ) Not Applicable Subleases, Third Party Agreements, etc. Approved as to form by City Attome Not Applicable Certificates of Insurance (Approved by the City Attorney) Not Applicable Financial Impact Statement (Unbudget, over$5,000) Not Applicable Bonds (If applicable) Not Applicable Staff Report'(If applicable) Not Applicable Commission, Board or Committee Report (If applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION FOR MISSING ATTACHMENTS REVIEWED RETURNED FO ARDE'D Administrative Staff Assistant City Administrator Initial City Administrator (Initial) City Clerk EXPLANATION FOR RETURN OF ITEM: SpaceOnly) RCA Author: l - I Council/Agency Meeting Held: Deferred/Continued to: ®'Approved ❑ Conditionally Approved ❑ Denied '�WW'l City er 's Signature Council Meeting Date: April 19, 1999 Department ID Number: CS99-016 CITY OF HUNTINGTON BEACH REQUEST FOR COUNCIL ACTION rni SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS M= C--�'f ?� ryl SUBMITTED BY: RAY SILVER, City AdministratorWey = r-' PREPARED BY: RON HAGAN, Director, Community Services u; SUBJECT: APPROVE ADDITIONAL COMMUNITY SERVICES DEPARTMENT STAFF POSITIONS AND REORGANIZATION OF CULTURAL AND EVENT SERVICES DIVISION Statement of Issue,Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s) Statement of Issue: The City Council has directed Community Services Department staff to move forward with a significant number of major projects and events. If Council wants these changes to be implemented during this fiscal year, an increase in staff resources would be required to manage these issues on a timely basis and return to a higher level of service. The Community Services Department is requesting City Council approval of additional staff positions in the areas of Marine Safety, Beach Maintenance, Specific Events/Pier Plaza, and Facility Development. In addition, the department is requesting approval to reorganize the Cultural/Event Services Division and the Huntington Beach Art Center into a Local Arts Agency. Funding Source: General Fund — Revenue from parking/camping fees, concession/lease income, specific event fees, film permit fees, event sponsorships, capital projects. Recommended Action: Motion to: 1. Approve an amendment to the current year budget by appropriating $141,021 of new revenue from parking/camping fees, concession/lease income, specific event fees, film permit fees, event sponsorships, and capital projects to add the following positions to the Community Services Department budget for the remaining four months of FY 98/99: Marine Safety Lieutenant $27,417 Marine Safety Officer $20,560 Equipment Operator, Beach Maintenance $14,895 Maintenance Worker, Beach Maintenance $12,387 See NEY7- 0,19-ao f , l REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 Cultural Services Supervisor-Specific Events $18,666 Recurrent staff, Beach Maintenance $10,000 Administrative Aide- Community Services Administration $14,000 Supervisor- Facility Development $23,096 TOTAL $141,021 R#kov,6-D Vb) 2. Direct Community Services Department staff to implement the reo ganization as shown on Attachment 1 hereto; and /4,0Md Y�1' 6-/ Su//�✓a� � 3. Direct Community Services Department staff to implement the reorganization of the Cultural/Event Services Division into a Local Arts Agency, and return to City Council no later than December, 1999 with a strategic plan to address funding f he art and reducing the deficit in the Art Center Fund. (� iJ�U� y94 030 dA)c c517�9 o� C17Y A lIV161W-,� 7a Pope i �PieoY�� Alternative Action(s): Do not approve the proposed Community Services Department reorganization and give staff alternative direction. Analysis: The City Council has directed Community Services Department staff to move forward with a significant number of major projects and events. This requires an increase in staff resources to manage these issues on a timely basis and return to a higher level of service. During the past seven years, the Community Services Department has reduced marine safety and beach maintenance services because of budgetary constraints. With the state taking a greater share of city tax revenue, City Council has directed staff to develop alternative revenue sources to restore marine safety and beach maintenance service levels. In addition, while services were being reduced, demand for services was increasing. The city's beaches continue to see an increase in visitation and, with the completion of the downtown redevelopment projects, beach master plan, and residential development within the downtown area, the future will bring even greater demands for beach services. The Pier Plaza has been a huge success, creating a destination attraction for locals and tourists. It provides the city with the ability to host specific events ranging from professional ocean sports to cultural festivals. When the Hilton Ocean Grand Resort and Conference facility is completed, there will be an even greater need to coordinate specific events on the beach and other city facilities. There is a need for additional full-time staffing to coordinate specific events. This was recommended in the 1994 Cultural Master Plan. Also, for the past seven years, city staff has been working through the process of entitlements for a sports complex in Huntington Central Park; a new senior multi-service center; implementation of the master plan at Huntington Central Park; replacement of a law enforcement/public shooting range; replacement of the Driftwood three-par golf course; citywide upgrade of community and neighborhood parks and tot lots; reconfiguration, upgrade, and lighting of youth sports fields; and numerous other capital projects. Along with these capital projects, staff has developed and will continue to develop long-term strategic alliances with corporate partners who will generate revenue for the city but also require staff time to monitor, and implement the benefit packages. REORG -2- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 Recently, City Council approved new parking and specific event fees and the long-term strategic alliance with the Coca-Cola Bottling Company of Southern California. In addition, the lease revenue from Ruby's Surf City Diner, Duke's Surf City Restaurant, and Chimayo's on the Beach Restaurant has exceeded the city's original projections. The Community Services Department is requesting that a portion of this additional revenue be reinvested into the department to address Marine Safety, Beach Maintenance, and Specific Events. When City Council adopted the 98/99 budget in September, 1998, it also directed staff to monitor the Huntington Beach Art Center operations and report back in six months on the status of the center's budget with recommendations on how to insure a balanced art center budget by the end of the fiscal year. As Council is aware, the Art Fund had a deficit of approximately $28,000 a year in its first two years of operation. The center's annual budget is approximately $350,000, while the Art Fund revenue has produced approximately $322,000 a year. In reviewing FY 98/99 first six months of operation, it appears that this scenario will continue this fiscal year unless some changes are implemented. Consequently, staff is recommending an amended art center budget along with reorganization of center staffing to implement a Local Arts Agency. To address the above reorganization plan, the Community Services Department is requesting the following: I. MARINE SAFETY — Two (2) additional marine safety personnel are required in order to fill the work schedules to cover marine safety operations — one (1) Marine Safety Officer and one (1) Marine Safety Lieutenant — totaling $143,933 a year with benefits. When the Ocean Grand Resort and Hotel Conference facility and the 31 acres come on line, there will be a need for an additional Marine Safety Officer and recurrent lifeguards. Staff will address these needs in future years' budgets. Marine Safety Officers provide law enforcement, medical aid, lifeguarding, and public relations on the beach, pier and Pier Plaza. With the current staff levels, the operation cannot patrol and supervise all of these areas, nor do current staff levels allow for replacement of Marine Safety Officers for vacations, sick leave, physical fitness training, or other mandatory training. The operation is at the point of burnout due to filling schedules through the use of overtime shifts. Department administration did perform an outside evaluation of the Marine Safety operation and put it through a team-building program. The outcome of this exercise indicated that there is an absolute need for the three marine safety positions requested; however, budget limitations have prevented the department from adding the recommended officers. Now that there is additional revenue generated as indicated, staff is asking that Council address the marine safety issues prior to the upcoming summer season. II. BEACH MAINTENANCE — Five (5) additional Beach Maintenance personnel are needed to restore a higher standard of beach maintenance — one (1) Beach Equipment Operator and one (1) Beach Maintenance Service Worker totaling - $81,846 a year with benefits, and three (3) recurrent, 20-hour Beach Maintenance Workers — totaling $30,000 a year. REORG -3- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 As part of the Community Services Department reductions during the 90s, the beach maintenance night crews were reduced from four permanent employees to three. There was also a reduction in recurrent staffing. These reductions have resulted in decreased levels of service and beach maintenance. Beach rest rooms are being cleaned less often, sand and debris are not being removed from the Ocean Strand bicycle/pedestrian trail and the beach parking lots, and the beach sand is not being raked or sanitized as frequently as needed. While the Adopt-A-Beach Program has provided a stopgap measure and will continue to help with the off-season beach maintenance, staff is now recommending reinstatement of beach maintenance positions to provide a high level of maintenance on the beach, pier and Pier Plaza. With the increase in attendance, events, and associated uses, if the city does not invest in ongoing maintenance, the deferred maintenance costs in the next few years will be substantial. In addition, the city will incur a health and safety liability at the beach as well as a decrease in revenue-generating events. III. SPECIFIC EVENTS — One (1) position is needed to oversee and implement the specific event process and the city's Specific Events committee — one (1) Cultural Services supervisor— Specific Events —totaling $56,000 a year with benefits. The city has been embarking on an economic development direction toward developing tourism and hospitality services as a major tax generator for the city. A key component to the success of such services is specific events. The city has long been an attraction for specific events both on the city beach and in Huntington Central Park. Specific events are implemented in two ways: a) The city may sponsor an event; or b) a private promoter, nonprofit organization or commercial business may conduct an event. Either way, all events require a specific event permit. Hotels, motels, dining establishments, and specialty retail businesses depend upon specific events to generate customers. Specific events also provide residents with recreational and social opportunities to enjoy. Events of regional or national importance promote the city as a destination attraction for tourists. The successful operation of events can enhance the city's image as a desirable place to live, work, and play. Consequently, the community Services Department is requesting City Council approval to establish a Specific Events Operation to accomplish the following: A) Oversee and implement the specific event permit process and conduct the business of the Specific Events Committee; B) Review, analyze, and recommend proposed specific events that appeal to and reflect the image of Huntington Beach; C) Be responsible for identifying impacts of specific events on local residents, and mitigating those impacts; D) Prepare budgets, assign fees, and be responsible for full-cost recovery of city services for specific events; E) Coordinate relations between the city's corporate partners, concessionaires, and sponsors with promoters and organizers sponsoring specific events; REORG -4- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 F) Prepare the specific events revenue impact model which will report to Council the economic multipliers for specific events; G) Act as the city liaison to the Hilton Ocean Grand and Conference facility to implement adjunct activities and conferences using the Hilton facility; H) Liaise with the Conference and Visitors Bureau and serve on the bureau's Strategic Marketing Committee and Specific Events committee; 1) Act as the city liaison to the Downtown Merchant's Association to promote and implement downtown specific events and entertainment; J) Oversee the Pier Plaza events operation and develop an annual calendar to promote the city's economic, recreational, and social goals for the Downtown Specific Plan. IV. FACILITY DEVELOPMENT — Two (2) positions are being requested to address the increased workload in the department's development operations — one (1) Recreation Supervisor Senior/Facility Development and one (1) Administrative Aide/ Administration — totaling $111,289 a year with benefits. Prior to the budget reductions in the 90s, the Community Services Department had positions in its development operation to help the Director and Division Heads with park, beach, harbor, and social services facility development. These positions, which included an analyst, administrative aide, planning aid, and landscape architect, were eliminated and all of the facility development responsibilities fell on the Director and Deputy Director. With over fifty special projects assigned to the Community Services Department (see attachment), it is impossible to meet current Council-desired timelines and implementation of these special projects. As one can see from the list of projects, more time is required than staff time available. In addition to the special projects workload, the Director and Deputy Director must supervise and operate the department with a $7.7 million budget, 63 full-time and over 400 seasonal employees, 50 contract instructors, 30 concession agreements, and over a dozen public rental facilities. Park and recreation fee-based program revenue is up over $100,000 this past year and has continually exceeded revenue projections for the past five years. With funding being available through the various projects, staff is requesting appropriation of funds for the two new positions stated above. V. ART CENTER/LOCAL ARTS AGENCY — The Cultural Master Plan that City Council adopted in October 1994 contains a recommendation that the Cultural/Event Services Division be designated and developed into the city's Local Arts Agency. By definition, a Local Arts Agency is officially designated by City Council to address arts and cultural activities in the community. (See attached excerpt from Cultural Master Plan, pages 46 — 54). The city's Cultural/Event Services Division is not currently a Local Arts Agency and, as a result, is not eligible for significant funding available through county, state and federal sources. By implementing a Local Arts Agency and reorganizing the Huntington Beach Art Center staff, the city can accomplish a number of goals. First, a portion of the Cultural and Event Services Division Manager's time can be designated for daily oversight of the operations of the art center. The Cultural and Event Services administrative staff can be merged with art center staff to create a Cultural and Event Services team, which would implement the Local Arts Agency. Relocating staff will allow the city to .reduce the budget REORG -5- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 of the art center by avoiding duplication with the Cultural and Event Services administration. Also, with the scaling down of some programming, the art center budget can balance revenue with expenses, which it has not been able to do for the past two and a half years. By merging support groups and establishing a program committee, the art center can build a larger volunteer base to help with operations. With Cultural and Event Services Division administration emanating from the art center, the art center will then serve as the focal point for the Huntington Beach Local Arts Agency. In addition to the art center reorganization (see attached organization chart), the role of the Allied Arts Board should be expanded to include the art in public places committee and the Huntington Beach cultural arts regranting committee. The need for finding funds for arts in Huntington Beach can then be accommodated. The specifics of the Art Center Program will be addressed in a strategic plan to be presented to City Council and appropriate city boards and support groups by September, 1999. In summary, staff is recommending three actions with regard to the Cultural and Event Services Division: 1. Restructure staff at the Huntington Beach Art Center 2. Designate the Cultural and Event Services Division as the Huntington Beach Local Arts Agency 3. Explore expanding the role of the Allied Arts Board to include art in public places committee and Allied Arts Board regranting committee through a strategic plan to be presented in September, 1999. Staff has met with the Art Center Foundation, Allied Arts Board, and other art center support groups to inform them of the recommended changes. If approved, staff believes these changes will secure the future of not only the art center in Huntington Beach, but also other local groups such as the Huntington Beach Playhouse, Huntington Beach Concert Band, Huntington Beach Historical Society, etc. The proposed art center budget to go along with the reorganization of the Cultural and Event Services Division is attached. In March, 1998, the City Council adopted the following policy regarding General Fund appropriation during the year. Whenever a Request for Council Action (RCA) includes a request for an appropriation of funds, the new appropriation must meet one of the following three criteria: 1) It is an unanticipated emergency, 2) It is required to implement labor negotiations, or 3) It is a new expense that is offset by related new revenues. Exemption #3 applies to this request. The recently approved parking revenues will pay for increased marine safety, beach maintenance, and specific events costs. The facility development staffing will be paid from projected costs. The Art Center budget contains no increase at this time. REORG -6- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 SUMMARY — Following is a summary of the positions being requested by the Community Services Department to implement the above proposed reorganization. Positions to be paid for by new parking, camping, beach concession, and specific events fees: Position Number Annual Cost Marine Safety Lieutenant 1 $82,250 Marine Safety Officer 1 61,683 Equipment Operator, Beach Maintenance 1 44,686 Maintenance Worker, Beach Maintenance 1 37,160 Cultural Services Supervisor 1 56,000 Recurrent staff, Beach Maintenance 3 30,000 TOTAL 8 $311,779 Position to be funded from recreation fees and capital projects: Position Number Annual Cost Administrative Aide-Community Services 1 $42,000 Supervisor-Facility Development 1 69,289 TOTAL 2 $111,289 To provide for these positions for the remainder of the 98/99 FY budget, an appropriation of $141,021 is needed. Approval of the above positions will enable the Community Services Department to address the needs in the areas of marine safety, beach maintenance, specific events, Pier Plaza, and facility development as explained above. The Cultural/Event Services Division will actually be reduced by one position in the reorganization of that division to create a Local Arts Agency. The Cultural Supervisor position at the art center, while shown in the organization chart, is not being recommended for funding pending a strategic plan for art center funding to be developed by the Cultural/Event Services Manager in cooperation with the Art Center Foundation. If the strategic plan produces additional revenue that can be utilized for additional positions at the art center, staff will return with a recommendation. The current deficit in the Cultural Arts Fund is approximately $306,000; $250,000 of that deficit was a loan from the Park Fund to complete the building of the art center. The remaining $56,000 is a result of the past two years' operating deficit. Part of the strategic plan will be a recommendation on how to deal with the $306,000 current deficit. By approving the above reorganization plan, the department hopes to accomplish the following Council directions: A) Develop and operate an art center where revenue matches expenses; B) Provide a safe and clean city beach for both locals and tourists; C) Oversee and implement specific events that appeal to and reflect the images of Huntington Beach while being full-cost recovery and producing revenue to the city to offset the cost of providing clean and safe beaches for locals and tourists; and D) Complete park, beach and social service facility development projects in a timely manner to provide the community with facilities to met Community Services demands. REORG -7- April 12, 1999 5:11 PM REQUEST FOR COUNCIL ACTION MEETING DATE: April 19, 1999 DEPARTMENT ID NUMBER: CS99-016 Council Policy Regarding Requests for an Appropriation of Funds: The new appropriations being requested are offset by related new revenues from parking, camping, specific events, beach leases/concessions, recreation fees, and capital projects. Attachment(s): City Clerk's Page Number No. Description 1 Community Services Department Reorganization Chart 2 Cultural Master Plan Excerpt 3 Art Center Reorganization Chart 4 Art Center Budget 5 Allied Arts Board 1999 Goals and Objectives 6 Community Services Department Project Priority List 7 FIS REORG-RCA -8- April 12, 1999 5:21 PM RECEIVED FROM AND MADE A PART OF THE RECORD AT THE COUNCIL MEETING OF 4-1.9 -9') OFFICE OF THE CITY CLERK CONNIE BROCKWAY,CITY CLERK '�..a:`^::::._��Y V,�:V rr:Y��•VSC;1F"V� .l,�' 'V:�,.�/ ��������• ����� ��/�A(4,y':+, ..Y_•="����.'' 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VIC DE E& PART 74,;;',"4�- "A M- 4`Z-'A-A T- 7 ECO ME N. M Rm iorgam �.,-Wp�prove `4 9, 81 z"A A wt thi" -ty Wor *k t lu",all 2groy e.g. p f 5 ATTACHMENT # 1 x U Q w m z COMMUNITY SERVICES 0 z RON HAGAN , DIRECTOR � REORGANIZATION PROPOSAL Z mr LL 0 F-- U Ron Hagan U Director Community Services Administrative Assistant(1) W M Administrative Aide(1) Accounting Tech III(1) 0 O Office Assistant II(2) DEPARTMENT ADMINISTRATION (D z MARINE SAFETY F-- BEACH MAINTENANCE PARKING AND CAMPING LL SPECIFIC EVENTS AND PIER PLAZA Q FACILITY DEVELOPMENT. RECREATION U HUMAN SERVICES CULTURAL & HISTORICAL SERVICES/EVENTS - - - - - - - - - - - Jim Engle �R WDeputy Director Community Services ` m Parking & G n Marine Safety Beach Maintenance Camping ; A Z O k R Marine Safety Captain (1) Beach Operations Supervisor(1) Parking/Camping Supervisor(1) 4 Marine Safety Lt. (4) (1 New) Equipment Operator(2) (1 New) Crewleader(l) Marine Safety Officer(11)(1 New) Crewleaders (2) r zMaintenance Worker(2)(1 New) Leadworker(2) Park Ranger(1) Parking Attendants -Recurrent r Administrative Secretary (1) Mechanic Senior (1) a Mechanic(1) z Lifeguards I, II, III -Recurrent w F Jr.. Guard Coordinator-Recurrent Parking Meter Tech (2) li it 7 Assist. Jr.. Guard Coord. -Recurrent Maintenance Workers -Recurrent(3 New) Jr.. Guard Instructors- Recurrent Parking Meter Tech -Recurrent U. Oit Park Rangers -Recurrent F } k Janitor-Recurrent ' 4 4 ; @ a 1 is Ul E fi 1 _ 2 1 L 5 U . Q - .. .. .. . .. .. .. .. . � .. .. - - .. .. ., - „ - - - - - Jim Engle S W Deputy Director Community Services 4 m Specific Events Recreation & Budget & Facility Pier Plaza Community Centers Development O B fr Recreation Supervisor Senior (1) Cultural Services Supervisor 1 ( ) P ( ) Administrative Sec. 1 £ li Community Services Supervisor(3) a Technical Aide-Recurrent Recreation Supervisor Senior (1)� Z Office Specialist(3) F H Custodian (3) k n Recreation Leaders -Recurrent ZPool Managers -Recurrent 5 Pool Guards -Recurrent ,t Swim Instructors - Recurrent I! g LL Program Coordinators -Recurrent O n Recreation Class Instructors - Contract F li v Coaches& Officials ,r i B UR a � 5 �i 5 � F I Q n . .. .. . .. . A - Bill Fowler W Superintendent Recreation & Human Services z pp Sports & A It Senior Services Human Services Recreation r Z0 Community Services Supervisor(2) Administrative Secretary (1) it,t Community Services Supervisor 1 Recreation Supervisor Senior(1) Social Worker(1) �' p ( ) Community Center Leader(1) Community Center Leader(1) Maintenance Worker(1) a Office Assistant II(1) Human Services Coordinator(1) Maintenance Worker-Recurrent x Human Services Coord -Recurrent Umpires & Officials - Contract E t Volunteer Services Coordinator(1) Z Senior Outreach Assistant(3) " Recreation Leaders -Recurrent 3 a u Custodian (1) Maintenance Worker- Recurrent n Caseworker-Recurrent U . Recreation Leader-Recurrent s OClass Instructors - Contract I It G 4 1t 4 e r „ U F M1 5 r� _ U . Q n- .- - -. .- - ._ - - - - - - - - - - - a - _, -- - - - - - Mike Mudd ,, 3 LJ.J Cultural & Historical Services/Events Manager n Art Center/Local Arts Agency Citywide Events PublicArt/ Historic Services 4 Cultural Supervisor- Vacant Planning Aide -Recurrent Public Art Coordinator-Recurrent RAdministrative Sec. (1) Audio Visual Coord. -Recurrent Museum Aides -Recurrent n n Program Coordinator(1) H Cultural Services Aide (1) and Development Coord -Recurrent h Volunteer Coord -Recurrent ti .n a Classes/Camp Coord -Recurrent ; F n reparator-Recurrent a LL Gallery Aides-Recurrent a OMaintenance Worker-Recurrent s n uAudio Visual Coord. - Recurrent n Contract Instructors n U g e � n n n a t !� 4 ATTAC H M E N T #2 A Cultural Masterplan for Huntington Beach Final Report October, 1994 by Marc Goldring Carol Goldstein Bill Moskin Jane Preston The Wolf Organization, Inc. 8 Francis Avenue Cambridge, MA 02138 (617)492-2167 FAX(617)492-7525 Page 46 The Wolf Organization, Inc. Part III Role of the Cultural Services Division Throughout this report, the consultants have made recommendations to enhance the cultural life of Huntington Beach over the next five years. Many of these recommendations require oversight, coordination, or other assistance to be accomplished and the Cultural Services Division is the logical candidate to provide this. The Division has been in existence for about eight years and has, according to many interviewees, contributed to E a substantial improvement in the cultural climate of the City. In this sec- tion of the report, the consultants provide recommendations on the struc- ture of the Cultural Services Division and other related_bodies to allow for the best possible implementation of this plan. f Recommendation IIIA: The Cultural Services Division should be designated by ordinance I as the City's local arts agency. A "local arts agency" is officially designated by local government to ad- dress arts and cultural activities for the community. "Typically local arts agencies get involved in a wide range of activities, among the most impor- tant of which are the following: " Such a designation, standard in the field,is not intended to suggest a lack of emphasis on historic preservation and cultural heritage issues. I Cultural Plan for Huntington Beach Page 47 • provide marketing programs in support of the complete range of arts and cultural activities of the community • develop directories and information services for artists and arts groups • facilitate programming partnerships between and among arts groups, the business community, and others ° make recommendations to City departments on matters relating to arts, historic preservation, and culture • provide assistance to public schools in developing arts education programs • regrant public funds to local arts groups and artists to help support arts programs of high quality for residents • manage community-wide programs for such things as public art, community arts education, event presentation, etc. The Cultural Services Division is not currently designated as the City's lo- cal arts agency and as a result, it is not eligible for significant funding avail- able through state and Federal"sources to such agencies. The Division is responsible for an impressive array of activities, including oversight of construction and program development for the new Art Center, oversee- ing historic and cultural programs in the community, and much more. At the present time, its primary roles are that of manager of many of the City's existing arts programs and presenter of visual arts activities. There are, however, other components to what Cultural Services Division does, including: • serving as a "catalyst" to assist local arts groups in promotion, locat- ing space, raising funds, etc. • actively fund raising for cultural projects (this currently takes a sub- stantial amount of staff time because of the commitment to the Art Center) • capital project oversight, including the design and construction of the Art Center. The consultants have been impressed with the range, depth, and quality of the activity of the Division, and they believe that it is critical that the Divi- sion be designated as the official arts agency for Huntington Beach. In- deed, the implementation of this plan depends in part on such designation. Page 48 The Wolf Organization, Inc. With the likely increase in cultural activities resulting from this planning process, the Cultural Services Division will need to shift its emphasis somewhat in order to more effectively handle the range of responsibilities that it will ultimately have". Over the course of the next five years, the Di- vision should shift its emphasis away from additional program manage- ment responsibilities and toward more of a community facilitator, oversight, and policy and planning role. This is not to say that it will shed all its programmatic activities. For exam- ple, it is likely that the Division will always manage the Art Center or the public component of any art in public places program. Nevertheless, the Division must take a strategic role in facilitating the growth of the arts and cultural community, and the consultants believe that priority considera- tion should be given to: • being a high visibility advocate for the arts and culture of the entire community • being "at the table" when important civic decisions are being made • assisting in educating the general public about the value of the arts • coordinating the gathering and disseminating of information about arts and culture, both for arts groups and the general public • providing coordination of technical assistance programs to enhance the development of local arts, history, and cultural groups as well as individual artists • facilitating the creation of partnerships among arts and cultural groups and the public and private sectors. This is a common evolution for local arts agencies. In Huntington Beach, it is based on the assumption that the next few years will witness a growth and maturation of the cultural community, as a result of the new cultural facilities and programs in the City. ' There is one additional role that the Cultural Services Division should ul- timately undertake—that of regranting public and private funding to arts and cultural organizations. Such a program to provide small grants to cultural groups is not likely to be established within the time frame of this 'Z The consultants note that additional staff is another important strategy to address the responsibilities of the Cultural Services Division and in rec- ommendation III.3 on page 51 they discuss this issue. 1 Cultural Plan for Huntington Beach Page 49 plan and, indeed,priority should be given to stabilizing the funding of the Division itself". However, the value of such a program is that it would al- low private, nonprofit arts groups to further their development with a minimal amount of City assistance. It would also provide a way for start- up activities to receive initial support. By having this program established within the Cultural Services Division, quality control would be assured and issues of community-wide access to potential funding would also be addressed. It should be noted that, in the consultants' experience, a pro- gram of this sort is among the most common for local arts agencies, due in large part to the ability of small public sector grants to leverage private sector dollars many times in excess of the public expenditure. Recommendation III.2: The City's arts and cultural programming should be centrally coor- dinated by the Cultural Services Division. As the Cultural Services Division becomes the visible agency with involvement and responsibility for the full range of arts and culture in the community, it will be important to make sure that all of the City's pro- gramming in this area is coordinated in some way by the Division. Such an arrangement would be designed to enhance efficiency and to avoid dupli- cation of services. It is not the intent of this recommendation to suggest that all arts and culture-related services be centralized in the Cultural Services Division, al- though such a model is quite effective in many communities across the country.What is more important than actual consolidation is establishing a mechanism for effective communication and planning. The consultants recommend that a high-level inter-agency working group be established made up of senior staff from all City departments with ex- isting or potential cultural programming, including the Manager of the Cultural Services Division. The purpose of this body is to develop strate- gies to enhance communication among these agencies and to coordinate cultural initiatives and shared cultural objectives for City government. Such a body could share information, develop consistent policies, and cre- ate more cost-effective programming. 13 Cf., Part IV of this report, in particular recommendation IVA on page 60. Page 50 The Wolf Organization, Inc. While such a mechanism will go far to address some of the issues of coor- dination and communication, there is some additional action that should be taken. Consideration should be given to moving some cultural activities to the Cultural Services Division. From a logistical point of view, those that are already in the Community Services Department—the Parks and Recreation Division's crafts and arts classes—would be the easiest to move. There is a strong case to be made for this shift: • There is a need for enhancing the current range of offerings in the area of arts and culture and the Division is well-equipped to design such offerings. • Once the Art Center is on-line, its education programs will need to be coordinated with existing classes and providing continuity of pro- gram management and oversight will simplify this. • Consolidating all crafts and arts classes within the Division is a logi- cal, easy to understand arrangement that v ill allow for better pro- motion and marketing; it will allow existing classes to gain from additional publicity surrounding the opening of the new Art Center. • It may be possible to create additional space for recreational activi- ties in park facilities by moving some arts classes to an old school site, thus benefiting both programs. • Being able to provide a fully sequential range of offerings from be- ginner through advanced will be an important way to market arts and cultural instructional programming. The consultants acknowledge that this shift will require some flexibility on the part of the Community Services Department. Staffing and other is- sues will need to be addressed before the process can move forward. In ad- dition, they raise some caveats about possible problem areas: • It will be important to ensure that beginner and amateur classes re- ceive high priority since they represent the entry point for most of the community. IF • Consideration should be given to providing bilingual classes so that they can be accessible to a broader range of residents. Cultural Plan for Huntington Beach Page 51 I Recommendation III.3: The City should allocate additional staff resources to the Division of Cultural Services. The consultants note that the Cultural Services Division's staff has been stretched to its limit. Existing staff cannot perform all the new tasks out- lined in this planning document and additional staff is a necessity. It is true that four additional positions are being considered for the Art Center14 However, the staffing levels for the Art Center are modest considering the level of programming to be conducted. And while it may be true that ini- tially they will have time to address community-wide projects, it will not be long before there is no time to address the range of priorities proposed in this plan. For that reason, the consultants recommend that, in addition to staff to run the Art Center and existing positions in the Division, there should be several new positions, including: • A Special Events Coordinator, perhaps initially three-quarter time with benefits, to facilitate and coordinate a range of performing and visual arts activities, including concerts, street fairs, and community- wide celebrations. In addition, this individual could act as liaison be- tween the Division, artists, and historic, cultural, and arts groups. • An Education/Outreach Coordinator, who might also be part time initially, to develop a broad range of educational programs (that might be implemented by other groups), and to provide some ad- ministrative support for the Arts Education Planning Group. • An Art in Public Places Coordinator, who ought to be part time or a consultant initially, to plan and implement the Art in Public Places program when it becomes operational, and to provide assistance in promoting and marketing Huntington Beach's arts and cultural 1 community. " At the time this report was written, these new positions include an Arts Education Coordinator,an Exhibitions Coordinator, a Preparator, and a Cultural Arts Aide II. i Page 52 The Wolf Organization, Inc. • An Historic Services Coordinator, initially half-time, to provide some support services for the Newland House Museum, the Histori- cal Society, the International Surfing Museum, and other groups, as well as to develop the concept for the local history resource center (as described in recommendation II.A.4). • It should be noted that the Division will need additional clerical as- sistance as well. Recommendation III.4: The role of the Allied Arts Board as advisors to City Council should be strengthened. The Allied Arts Board is designated to advise City Council on all matters pertaining to the arts in Huntington Beach. It was responsible for devel- oping the initial ten-year plan for cultural activities that led to the estab- lishment of the Cultural Services Division, as well as other important milestones in the development of the cultural life of the City. Along with the Historic Resources Board (which oversees historic programs and ac- tivities), the Allied Arts Board, in its role as advisor to the City Council, can, among other things: • study and interpret the needs of the community for cultural pro- grams and facilities • recommend cultural policy on such matters as programming, facili- ties, and funding • assist local arts groups to better fulfill their missions • encourage individuals, civic groups, and businesses to support arts and culture with time, money, and in-kind services.15 There are some limitations to what the Board can do and how it can func- tion. Of particular relevance to this planning process, the Board cannot advocate for particular positions except to the City Council. In addition, while it is able to appoint ad hoc committees, it cannot appoint standing committees (which can only be done by City Council). Despite these 15 This list has been developed based on interviews with Allied Arts Board members and a review of the Board's Manual for Members, revised 1989. Cultural Plan for Huntington Beach Page 53 limitations, the consultants believe that there is a great deal of room for the Allied Arts Board to become an even more active player in the cultural life of the City. One important need that appears to be within the purview of the Allied I Arts Board is to conduct "fact-finding" and gather input from the com- munity on issues relating to arts and culture. The consultants suggest that, on a regular basis (perhaps semi-annually), the Board appoint ad hoc com- mittees to provide it with input on specific issues, such as: • community-wide involvement in arts education programming • developing new audiences for arts and cultural activities • the need for additional cultural facilities • a public art program for the entire City. Such a committee should be made up of artists, representatives of arts groups, developers, business and civic leaders, government officials, and i other interested residents. It would be convened by the Board and would meet no more than two or three times as a "focus group." It would hear a presentation on the issue under discussion and express its opinions on the subject. This information would be analyzed and refined by the Allied p Arts Board to inform its process of information gathering so that it can better advise the Council. In addition, the Board might use the informa- tion gathered to provide details about arts and culture as part of the cam- paign to raise the awareness of arts and culture.16 The consultants believe that through this activity, the Allied Arts Board will obtain an expanded base of information that will allow it to speak with greater authority in its recommendations to the City Council. It will gain credibility as a valued authority that can articulate the needs of the ientire cultural community. In order to enhance this role, it will be neces- sary to diversify the membership of the group to include a broader per- spective from all segments of the City. This enhanced role for the Allied Arts Board will be a major boost for the cultural community. In the long-term, it would be a logical progression for this Board to become an Arts and Culture Commission. Such a body would have responsibility for serving in an advisory role to the Cultural 16 Cf., recommendation II.C.2 on page 33. Page 54 The Wolf Organization, Inc. Services Division, providing advice on such matters as regranting of public funding, Division staffing needs, or budget considerations. The Historic Resources Board could continue to deal with matters relating to historic preservation, including issues that might develop from an his- toric preservation ordinance (such as demolition, rehabilitation, environ- mental review, etc.). In addition, it must address concerns beyond preservation, including programs such as the Newland House Museum, development of the local repository for collections", as well as activities such as the Civil War reenactment and tours of historic buildings and districts. FM 17 Cf, recommendation II.A.4 on page 15. �. ATTACHMENT #3 Cultural & Special Projects Division Huntington Beach Art Center A Local Arts Agency Division Manager Huntington Beach Art Foundation Division Secretary Board of Directors 5O1(c)3 Recurrent Clerical Art Center Huntington Beach Art Center Board of Directors 5O1(c)3 Allied Arts Board Historic Resources Board Advisory to Council Advisory to C.C. Community Art Fund Committee Art In Public Places Huntington Beach Historical City-wide Local Arts Grants Committee Society Board of Directors Cul.Enrich.Fee Project Approval Activate October 1,1999(930,000) Museum Aides Newland House Museum Recurrent Adhoc Committees Gallery/Performing Arts Bandstand,'Save The Bids',90th Birthday Program Committee GTE Summer classic Exhibition/Performance Classes/Children Art Camp Cultural Services Supervisor Special Projects/Facility Manager Art in Public Places Fund Development Coordinator Coordinator Vacant Cultural Services Aide I Coordinator Coordinator Wing Benefited Cry Position Rewnert Benefited Orly Employee Bandstand;Concets,901h B�nhday,Summer classic Recurred Recurrent Edsbng Be netted Employee Volunteer Gift Shop Guild Installations/AV GallerylEvent/Maintenance Community Meetings Coordinator Volunteers Preparator/AV Coordinator Aides After Hour Security committees,Alliance,Gill Shop Guild Recurrent Recurrent Recurrent=500 hours peryear Recurred - ATTACHMENT #4 LOCAL ART AGENCY HUNTINGTON BEACH ART CENTER INCOME FORECAST 97/98 Actual 99/00 Notes Budget Budget Art Center Income Art Center Rental 5 000 6 350 6,300 Fund-raising Events 100 000 88 000 12,000 Cultural Enrichment Fund 81,000 81,000 125,000 Transfer Admissions 15,000 15 000 15,000 Classes/Art Camp 40,000 43 850 44,000 Lectures 0 0 5,000 Art Tours 5 000 3 200 3 200 Art Parties 0 0 5 000 Grants 10,000 11 000 10 000 Corporate Store 20,000 36 000 20 000 Membership/Donors 3 000 4 000 8,500 Masked Ball 15 000 12 500 0 Event Fees 30,000 32,550 0 Film Permit Fees 15 000 14 200 21 000 Specific Events Permit Fees 15 000 15 000 0 Community Meeting Space 0 0 5,000 Fees TOTAL $354,000 $362,650 $280,000 97/98 97/98 Actual 99/00 Notes Budget Bud et Art Center Expenses F.T. Staff 136 308 $145,694 $97,694 Maintenance & Operation 80 000 85 400 82 000 Program 103,140 103 249 92,806 Art Center Store 11 500 7 947 5 000 Membership Support 3,187 2 703 2 500 Total 334 135 $344,993 280 000 H. B. Art Foundation (Program Endowment GTE Summer Classic $110,000 50,000 Patrons 5 000 Associates 10 000 Club 538 Gourmet Society 6 000 9,000 Total $116,000 $74,000 Naming Opportunities Multi Purpose Room 65 000 Studio 50 000 Bookstore 40 000 Total $155,000 (Over) ATTACHMENT #5 Allied Arts Board 1303 CRY gf UaffuVen Beach ri NO U U C 0 A L 9 Advise City Council on All Art and Cultural Matters Support the Findings of the Council Adopted Cultural Master Plan Recognize Quality Work and Outstanding Service to the Arts 06 EECTIVES Identify potential permanent public funding sources for city sponsored programs Encourage the formation of a Community Arts Foundation (Cultural Trust Fund) 50193 supporting a re-granting program to benefit all community arts organizations Support remaining recommendations of the Cultural Master Plan: Concert Bandstand in Central Park Outdoor Public Arts Program Relationships with dance and music organizations 'Arts In Education' Program through city sponsored art programs Study the need for a downtown location of the H.B. Playhouse Restoration of the H.B. High School Theater Encourage continued financial support for city operated programs Cultural & Event Services Division Huntington Beach Art Center Community Band Special Events and Projects Outdoor Public Arts Program Promote the findings of the Cultural Master Plan to the public Support Communications between Art Organizations, Artists and Community Encourage Film Production in the City of Huntington Beach Host an annual Arts Award Recognition event ATTACHMENT #6 , COMMUNITY SERVICES DEPARTMENT PROJECT PRIORITY LIST For April, 1999 Monthly Proiect Staff Hrs. Lead Backup Status 1. Relocation of beach maintenance facility to temporary site and development of permanent site 15 Hagan Engle/Neishi On time 2. Hilton wetlands restoration project at Shipley Nature Center 20 Engle Winkler On time 3. Design and implementation of South Beach Improvement Master Plan Phase 1 20 Hagan Engle On time 4. Completion of the youth/adult sports citywide master plan including update of Youth Sports Needs Assessment Study 20 Hagan Engle Behind time line 5. Completion of the HCP EIR and specific plan for the HCP sports complex 20 Engle Hagan Behind time line 6. Citywide tot lot equipment replacement program 20 Engle Hagan Slightly behind time line 7. City Gym and Pool rehab and seismic retrofit 15 Engle Hagan On hold pend Sec. 108 HCD loan 8. Bartlett Park master plan (40,000 sq. ft. senior, multi-service center, 3-par golf course, neighbor. park, and envir.area) 25 Hagan Engle On time 9. Seapoint beach access at Pacific Coast Highway 4 Hagan Engle Slightly behind time line 10. Construction of Tower Zero and public rest rooms on municipal pier 20 Engle Hagan/Seim On time 11. Plans to install security systems and rehabilitate public rest rooms at Main Promenade Parking Structure 4 Engle Hagan Design phase 12. Former gun range clean-up in Huntington Central Paris 2 Hagan Engle Waiting for funding 13. South Beach Improvement Master Plan Phase II 20 Hagan Engle In design phase 14. Bluff top/bluff bottom parking master plan 20 Hagan Engle Resubmit to Coastal Commission 15. Installation of murals/pelicans Phase 1 10 Mudd Thorne Complete April 1999 16. Long-term strategic alliance agreements with corporate partners 10 Hagan Schulte Ongoing 17. HBHS and OVHS swimming pool projects with HBHSD 15 Hagan Engle Report due by May 18. New public/law enforcement gun range facility 15 Hagan Lowenberg Time line to be determined 19. Merchandising ordinance and agreement for Fourth of July 5 Hagan Fowler Pending sponsor agreement 20. Huntington Beach auto dealers promotional program to fund community facilities 5 Hagan Engle Report due by May 21. Secure funding murals Phase II 10 Mudd Due December 15, 1999 22. Establishment of specific events division and Pier Plaza program series 10 Hagan Engle Present to Council in April 23. Installation of murals 5 Mudd Thorne Phase II January 1, 2000 24. Design and reconfiguration of Edison and Murdy fields from adult to youth sports 4 Engle Hagan Design phase 25. Plans and agreement for rebuilding Park Bench Cafe in Huntington Central Park 6 Hagan Engle In negotiations 26. Plans and agreement for rebuilding public docks at HHYC 0 Hagan Engle In negotiations 27. Plans for implementing senior transportation grant housing and maintaining buses 2 Fowler Hagan Grant writing stage 28. Restructure Cultural & Event Services Division to Local Art Agency 40 Mudd Hagan Phase I to Council in April, 1999 29. Plans for beach concessionaire agreements to rehab and upgrade facilities 0 Hagan Engle In negotiations 30. Plans for construction of remaining pier buildings, i.e., bait shop and berm line shop 0 Hagan Engle In negotiations 31. Public art ordinance in association with public/private development 0 Mudd Hagan Planning stage 32. Strategic plan for volunteer involvement in replacing of urban forest at Shipley Nature Center 0 Hagan Engle Looking for funding 33. Parking meter"smart card"conversion program 0 Hagan Engle Studying technology 34. Sale and reuse of Irby Park surplus property 0 Engle Hagan Preparing RFP 35. FANS bandstand in Huntington Central Park 10 Mudd Hagan On time 36. Restructure Art Center program/staff 40 Mudd Hagan 1-May-99 37. Study to find funding for pier inspection and barnacle removal 0 jHagan Engle Submitting rant i i I 38. Study to find funding for skateboard park facility at Edison Community Center 0 Fowler Hagan Looking for funding 39. Study to find funding for implementation of downtown/beach Surf City shuttle system 4 Hagan Looking for funding 40. Study to provide Huntington Central Park as a soils remediation test site 8 Hagan Engle Support to Administration 41. Study reconstruction of Sully/Miller Lake for fishing/picnicking facility 0 Hagan Engle Waiting for EIR,then RFP 42. Study to determine a location and,funding for teen center 0 Hagan Fowler Looking for location 43. Design study of improvements to upgrade playability of Meadowlark Golf Course 2 Hagan Coordination w/American Golf 44. Study to relocate Frisbee disc golf course 0 Hagan Engle Tied to HCP cleanup 45. Study to determine a site for BMX course 0 Engle Hagan Citizen group request 46. Blanchard Customer Service Training 2 Hagan Training has begun 47. City Gym and Pool Section 108 Loan 2 Engle Com. Dev. Is the lead 48. Oak View Community Center expansion 0 Fowler Hagan Grant preparation 49. Acquisition of small lots in HCP and Ellis/Goldenwest neighborhood park 0 Engle Hagan Ten lots in escrow 50. Implementation of high school district field lighting agreement 0 Hagan Engle Design phase 51. Plans and entitlement process for new junior guard headquarters 0 Hagan Engle Design &funding stage 52. Study to find location for food bank facility for Project Self-Sufficiency 0 Fowler Hagan In negotiations 53. Develop regranting program 10 Mudd 1-Jun-99 TOTAL STAFF HOURS AVAILABLE 346 1 440 I 1 ATTAC H M E N T #7 � CITY OF HUNTINGTON BEACH ' INTERDEPARTMENTAL COMMUNICA TION To: Ray Silver, City Administrator From: John Reekstin, Director of Administrative Services Subject: FIS 98-32 Approve Additional Community Services Department Staff Positions and Reorganization of Cultural and Event Services Division Date: April 7, 1999 As required by Resolution 4832, this Fiscal Impact Statement has been prepared for "Approve Additional Community Services Department Staff Positions and Reorganization of Cultural and Event Services Division." If the City Council approves this action, (total appropriation $141 ,021 ), the estimated unappropriated, undesignated General Fund Balance at September 30, 1999 will be reduced to $8,003,709. JAL J ' n Reekstin, Director of Administrative Services Adopted Current Fund Balance-General Fund Budget Estimate . Beginning Fund Balance 10/1/98(unaudited) $ 8,987,000 $ 8,987,000 Plus: Estimated Revenue 107,860,642 109,108,000 Less: Estimated Expenditures (109,890,397) (109,399,000) Less Pending/Approved FIS's (551,270) Less: FIS 99-32 - (141,021) Estimated 9/30/99 Balance $ 6,957,245 $ 8,003,709 Estimated General Fund Balance at September 30,1999 $9,000,000 $8,000,000 $7,000,000 O $6,000,000 ;:.. ., vyW $5,000,000 $a,000,000 $8,003,709 3,000,000 Nlol z=aq ADOPTED BUDGET CURRENT ESTIMATE RCA ROUTING SHEET INITIATING DEPARTMENT: COMMUNITY SERVICES SUBJECT: APPROVE ADDITIONAL COMMUNITY SERVICES DEPARTMENT STAFF POSITIONS AND REORGANIZATION OF CULTURAL AND EVENT SERVICES DIVISION COUNCIL MEETING DATE: April 19, 1999 RCA ATTACHMENTS STATUS Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (w/exhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (w/exhibits if applicable) (Signed in full by the City Attorney) Not Applicable Subleases, Third Party Agreements, etc. (Approved as to form by City Attorney) Not Applicable Certificates of Insurance (Approved by the City Attorney) Not Applicable Financial Impact Statement (Unbudget, over $5,000) Attached Bonds (If applicable) Not Applicable Staff Report (if applicable) Attached Commission, Board or Committee Report (If applicable) Attached Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION FOR MISSING ATTACHMENTS REVIEWED RETURNED FORWARDED Administrative Staff ( ) ( ) Assistant City Administrator (Initial) ( ) ( ) City Administrator (Initial) ( ) ( ��✓ ) City Clerk ( ) EXPLANATION FOR RETURN OF ITEM: (Below . . • RCA Author: Y I NcCEIV D C V �LERK Mary Ellen Houseal Cf 1 Y OF 16952 Baruna Lane HU TPHG ION OEACH, CA Huntington Beach, Ca 92649 Iffi4 APR 19 P 2: 131 Huntington Beach City Council Huntington Beach, California April 16 , 1999 Honorable Council Members : Subject: THE HUNTINGTON BEACH ART CENTER I a-at a Patron Donor of the Art Center and have worked tirelessly for the project the last ten years . The Art Center is a jewel and should not be destroyed. The reorganization plan will eliminate the Director thus demoralizing the staff . One can ' t work without a creative leader in the art field. The present staff will certainly seek other opportunities . Without a seasoned staff and a full time Director, the program will suffer. Attendance will decline and the Art--Bookstore ' s revenue will decline You can not spend less money and -make more . At the end of this year, revenue will be much less . The City will have to make another decision about funding. The HUNTINGTON BEACH ART CENTER will be gone . You will have a community center to use for city functions and to rent for meetings , weddings and parties . This is a tremendous waste of a fine building in a prime location. C7 x& Cmmanol MtAtooe y This is not what I envisaged when I invested so much time and money in the center. I feel used and deceived by the reorganization. The center has been a source of pride and joy for me during the past four years . I have been so pleased with the new, hard working Art Center Board, which has brought exciting exhibits , shows and parties to the Art Center. They are a young, talented enthusiastic group who attend all meetings and support the programs . I should mention that the Art Center Foundation Board has not met since June of 1998 . There was no a quorum at that disastrous meeting. The administration did not consult any of the citizen groups before or after making the reorganization plans . The plan was presented to the Allied Arts Board ( five of the nine members were absent ) for their information only. The private- sector raised one million dollars for the Art Center whose contribution to the cultural life in the City is all there is to bring people here for an innovative cultural experience . We were trying to balance the Pier with culture at the end of Main Street downtown. Please don't let the ac€itinistrcution behind closed -doors destroy this innovative Art Center. Give us a- year to work out a solution. We had no notice of the proposed action. For a group who raised one million, this is the only fair way. Sincerely, Mary�Een Houseal Huntington Beach Art Center Foundation Board Member ` ORANGE COUNTY PERSPECTIVE A DauntingArts Challenge , 1 S ( It's disturbing that a pillar of innovation in can become private and self-supporting. It the Orange County arts scene is thinking provided about $110,000 of the center's about changing what makes it so attractive in budget this year, with other money coming the first place. The problem for the Hunting- from admissions, classes, sales, fund-Faisers, ton Beach Arts Center is no mystery for those membership dues and programs and lectures. trying to make ends meet in local cultural in- The financial pressures certainly are daunt- stitutions. Because it doesn't have enough ing. Times are tough in the competition for money, it.is thinking about becoming more dollars from the public sector and fund-raising "traditional." Translated, the mission of the from private sources is always a challenge. center no longer would be as a venue for cut- The board should be aggressive in seeking Ling-edge contemporary exhibitions. help from new sources of revenue to save the The larger Orange County arts world al- mission of being a contemporary arts center. ready has been affected by retrenchment One way or another, a program to erase the arising out of financial considerations. When deficit will have to be fashioned. The hard- arts institutions are repositioned, they can won reputation for innovation should not be lose some of their excitement and adventure. abandoned without a vigorous new effort. The county has been lucky to have this cen- The Pulitzer Prize for drama was awarded ter, which during four short years has be- this week to Margaret Edson, a writer who come nationally recognized. In the fate of the sent an unsolicited script about a professor dy- center lies a piece of a larger question, what ing of ovarian cancer to South Coast Reperto- kind of place will Orange County be for the ry in Costa Mesa. There it was picked from arts in the future? hundreds and later staged. This is the spirit of The numbers are daunting enough. The innovation that can and should have a place in center faces a more than $300,000 deficit. the larger Orange County arts scene. f This includes a big debt on the construction Times are tough for,the Huntington Beach of the facility as well as a budget shortfall. Art Center, but its supporters should be en- Something has to be done. couraged to find a way to stay the course dur- 1 The city hopes that the center eventually ing a difficult period.