Issue
The citizens of Glendale expect their parks and facilities to be clean, safe and usable every day of every week. Good maintenance practices are good public relation opportunities for the city.
Action Strategy #22
Develop a hiring and training strategy plan based on levels of maintenance guidelines and program services and resources to exceed customer expectations.
Maintenance and Equipment Recommendation:
Conduct a thorough staff skill level evaluation.
Action Items
- Review and update job task descriptions through a complete task analysis.
Timeline: Y2 - Q2, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Create an evaluation process for staff for each maintenance classification.
Timeline: Y2 - Q2, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Create and publish job descriptions and department expectations for staff to understand what is required to advance their careers.
Timeline: Y2 - Q3, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Provide an orientation program customized to specific jobs classifications.
Timeline: Y3 - Q1, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
Maintenance and Equipment Recommendation:
Identify certifications and licenses needed by staff and contractors to perform work, and have a verification system for contractors.
Action Items
- Document and publish the requirement that licenses need to be on city or contractor personnel (the person?) during work hours.
Timeline: Y1 - Q1, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Potential contractors and new employees must provide proof of license and be subject to review every six months.
Timeline: Y1 - Q1, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Verify conformance at six-month staff evaluation period.
Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
- Clarify required certifications and licenses in department job descriptions.
Timeline: Y1 - Q3. Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: None
Maintenance and Equipment Recommendation:
Annually review the continuing education budget and promote access to skill-specific education and training opportunities.
Action Items
- Evaluate continuing education and/or training needs at six-month review intervals.
Timeline: Y2 - Q1, Responsible Staff: Parks Supervisor- Central District, Parks Supervisor- North District, Parks Supervisor-Special Operations
Revenue Potential: Increased retention decreases costs
- Develop promotion program for employees who gain from continuing education opportunities.
Timeline: Y2 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District, Parks and Rec. Superintendent-Special Operations
Revenue Potential: Increased retention decreases costs
Maintenance and Equipment Recommendation:
Provide parks system information training to each new/current staff members.
Action Item
- Develop handout with park facts including fee schedules, park hours, department philosophy, and specific items for all Park Ranger and Field Staff. This handout should include information on who to call for further information, and it should be bilingual.
Timeline: Y1 - Q2, Responsible Staff: Office Manager
Cost: Department Staff time for design and printing
Revenue Potential: None
Issue
The city has outdated maintenance components in the parks in the form of lighting, irrigation and computer software programs. This is costing the city valuable time in staffing and energy that could be eliminated through updating equipment and incorporating new technology to help alleviate energy cost. Upgrading infrastructure items and utilizing new technologies should be considered regularly as part of the long-term capital improvement program. In the long term, the city will save money and utility costs and meet the water reduction requirements established by the State.
Action Strategy #23
Utilize currently available technologies and explore new technologies to promote preventive maintenance efficiencies.
Maintenance and Equipment Recommendation:
Establish a process that promotes communication of learned information and new products to create a broader base of institutional knowledge.
Action Items
- Require post-training follow-up with staff through the development of technical papers, or brown bag training sessions to distribute information to staff.
Timeline: Y1 - Q2, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District, Parks and Rec. Superintendent-Special Operations
Revenue Potential: Increased retention decreases costs
- Create quarterly program of in-house training and information sharing.
Timeline: Y1 - Q2, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District, Parks and Rec. Superintendent-Special Operations
Revenue Potential: Increased retention decreases costs
Maintenance and Equipment Recommendation:
Evaluate available technological opportunities within and outside the city and make informed decisions based on need assessment.
Action Items
- Review current technologies within city system.
Timeline: Y2 - Q2, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District, Parks and Rec. Superintendent-Special Operations
Revenue Potential: Increased productivity through decreased costs
- Develop an annual review of design guidelines and replacement designations for current technology opportunities.
Timeline: Y3 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District, Parks and Rec. Superintendent-Special Operations
Revenue Potential: Increased productivity through decreased costs
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