HomeMy WebLinkAboutReso 36-16 Adopting City Partnership PolicyRESOLUTION NO. 3646
RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MORRO BAY, CALIFORNIA,
RESCINDING RESOLUTION NO, 1844 AND
ADOPTING A NEW PARTNERSHIP POLICY
THE CITY COUNCIL
City of Morro Bay, California
WHEREAS, the City Council supports robust partnerships with outside entities in order
to enhance the quality of life of both residents and visitors; and
WHEREAS, it is appropriate to adopt a policy that provides clear guidance and
standards for partnerships; and
WHEREAS, the City Council not only supports partnerships, it especially supports those
that enhance the quality of life for seniors, low-income residents, children, and persons with
disabilities; and
WHEREAS, in 2014 the City Council adopted an initial version of the Partnership
Policy; and
WHEREAS, from time to time it is appropriate to review existing policies and
procedures and update them as necessary to reflect current trends and practices; and
WHEREAS, it is appropriate to adopt a new Partnership Policy that better reflects the
goal of partnerships and seeks to enhance the quality of life for seniors, low-income residents,
children, and the disabled;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Morro
Bay, California, as follows:
Section 1. Resolution No. 18-14 is hereby rescinded.
Section 2. The Partnership Policy, attached hereto as Exhibit A and incorporated
herein by this reference is hereby adopted.
PASSED AND ADOPTED by the City Council of the City of Morro Bay at a regular
meeting thereof held on this 24th day of May, 2016 on the following vote:
AYES: Irons, Headding, Johnson, Makowetski, Smukler
NOES: None
ABSENT: None
ABSTAIN: None e _
1' •
ATTEST:
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ANA SWANSON, City Clerk
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And
Table of Contents
I. 1Vlorro Bay Recreation Services Division
Partnership Policy
Resolution No. 36-16
Exhibit A
A. Purpose 2
B. Partnership Definition 2
C. Possible Types of Active Partnerships 2
D. Sponsorships 3
E. Limited Decision -Making Partnerships 3
F. Benefits of Partnerships 3
II. T'he Partnering Process 4
III. The Partnership Evaluation Process
A. Mission and Goals 6
B. Other Considerations 6
C. Selection Criteria 7
Part Two
Partnership Proposal Guidelines 9
Guiding Questions 10
A
Resolution No, 36-16
Partnership Policy and Proposal Guidelines Exhibit A
® Morro Bay Recreation Services Division Partnership Policy
This policy shall be referred to the Partnership Policy and is designed to guide the process for
the City of Morro Bay (City) Recreation Services Division to carry out the City's desire to
partner with private, non-profit, or other governmental entities for the development, design,
construction and operation of partnered recreational facilities or programs that may occur on
City property, as well as with organizations that may provide service on the City's behalf. In
particular, programs that can provide additional support for local seniors, youth, low-income
residents, and persons with disabilities are highly desired. The City also welcomes
partnerships that provide for the improvement or beautification of public spaces.
The Partnership Policy provides guidelines for the City to create partnerships of interest to the
City and framework for how partnership agreements are to be proposed and created.
D. Partnership Definition
For purposes of the Partnership Policy, a Proposed Partnership is defined as:
nother Citydepartment or division, ancl one ort, n protit, nooht or
,overnmental entities,y outlines a method to combine resourcesdeveloping
programs i yand its residents,businesses nr visitors
o provide services the City otherwise might provide on its own, but is not or cannot,
) i
The City will especially welcome potential partnerships that improve existing community
facilities or provide services/programming for seniors, low-income individuals, local youth, or
persons with disabilities.
Partnerships can take the form of (1) cash gifts and donor programs, (2) improved access to
alternative funding, (3) property investments, (4) charitable trust funds, (5) labor, (6) materials,
(7) equipment, (8) sponsorships, (9) technical/management skills and other valuable abilities and
(10) programs or services provided on the City's behalf. The effective use of volunteers also can
figure significantly in developing partnerships. Some partnerships involve active decision
making, while in others, partners may take a more passive role.
C. Possible Types of Active Partnerships
Morro Bay Recreation Services Division is interested in promoting collaborative partnerships with
multiple community organizations. Types of agreements for Proposed "Active" Partnerships
may include leases, contracts, sponsorship agreements, marketing agreements, management
agreements, joint -use agreements, inter -governmental agreements, or a combination of those.
(la
Partnership Policy and Proposal Guidelines
Resolution No. 36-16
Exhibit A
Proposed partnerships will be considered for facility, service, operations, and program
development, including associated needs, such as, but not limited to, parking, paving, fencing,
drainage systems, signage, outdoor restrooms, lighting and utility infrastructure. An innovative
and mutually beneficial partnership that does not fit into any of these categories may also be
considered.
Morro Bay Recreation Services Division is interested in actively procuring sponsorships for
facilities and programs as one type of beneficial partnership.
While the Partnership Policy focuses on the parameters for more active types of partnerships,
the City is interested in, and willing to discuss, a proposal for Limited -Decision Making
Partnerships, and may create specific plans for such in the future.
F. Benefits of Partnerships with Morro Bay Recreation Services Division
The City expects any Proposed Partnership will have benefits for all involved parties. Some
general expected benefits are:
Benefits for the City and the Community:
® Merging of resources to create a higher level of service and facility availability for community
members.
® Making alternative funding sources available for public community amenities.
® Tapping into the dynamic and entrepreneurial traits of private industry.
® Delivering services and facilities more efficiently by allowing for collaborative business
solutions to public organizational challenges.
® Meeting the needs of specific groups of users through the availability of land for development
and community use.
Benefits for the Partners:
® Land or facility availability at a subsidized level for specific facility or program needs.
• Sharing of the risk with an established stable governmental entity.
Becoming part of a larger network of support for management and promotion of facilities and
programs.
® Availability of professional City recreation and planning expert
s to maximize the facilities
and programs that may result.
® Availability of City staff facilitation to help streamline the planning and operational efforts.
3
Resolution No. 36-16
Partnership Policy and Proposal Guidelines Exhibit A
re as follows.
❑ A. When applicable, the Morro Bay Recreation Services Division will create a public
notification process that will help inform any and all interested partners of the availability
of certain partnerships with the City.
❑ B. The proposing partner takes the first step to propose partnering with the City. To help in
reviewing both the partnership proposed, and the project to be developed in partnership,
the City asks for a Preliminary Proposal according to a specific format as outlined in Part
Two - Proposed Partnership Outline Format.
❑ C. If initial review of a Preliminary Proposal yields interest and appears to be mutually
beneficial based on the City Mission and Goals, and the Selection Criteria, then a City staff
or appointed representative will be assigned to work with potential partners.
❑ D. The City representative is available to answer questions related to the creation of an initial
proposal, and after initial interest has been indicated, will work with the proposing partner
to create a checklist of what actions need to take place next. Each project will have distinct
planning, design, review and support issues. The City representative will facilitate the
process of determining how the partnership will address these issues. That representative
can also facilitate approvals and input from any involved City departments, providing
guidance for the partners as to necessary steps.
❑ E. An additional focus will be to determine whether the proposed project is appropriate for
additional collaborative partnering, and whether the City should advertise a Request for
Proposal (RFP) from competing/collaborating organizations, based on the following
criteria.
Request for Proposal (RFP) 'I'ri��er: In order to reduce concerns of unfair private
competition, if a proposed project involves partnering with a private "for-profit" entity
and anticipated contribution from the City is greater than $5,000, and the City has not
already undergone a public process for solicitation of that particular type of partnership,
then the City will request Partnership Proposals from other interested private entities for
identical or complementary facilities, programs or services. A selection of appropriate
partners will be part of the process.
❑ F. For some projects, a Formal Proposal from the part
ners for their desired development
project will need to be presented for the City's official development review processes and
approvals. The project may require approval by the Legal, Planning, Fire and Safety,
Finance or other City Departments, the Recreation and Parks Commission, the Planning
Commission, the City Council, or the City Manager's Office, depending on project
complexity and applicable City Code provisions, ordinances, resolutions, or other
regulations. If those reviews are necessary, then provision to reimburse the City for its
Partnership Policy and Proposal Guidelines
Resolution No. 36-16
Exhibit A
costs incurred in having a representative facilitate the partnered project's passage through
Development Review should be included in the partnership proposal.
❑ G. Depending on project complexity and anticipated benefits, responsibilities for all action
points are negotiable, within the framework established by law, to assure the most efficient
and mutually beneficial outcome. Some projects may require all technical and professional
expertise and staff resources come from outside the City's staff, while some projects may
proceed most efficiently if the City contributes staff resources to the partnership.
❑ H. The partnership must cover the costs the partnership incurs, regardless of how the
partnered project is staffed; and the project proposal and budget must reflect those costs.
The proposal for the partnered project should also discuss how staffing and expertise will
be provided, and what documents/products will be produced, if any. If City staff
resources are to be used by the partnership, then those costs should be allocated to the
partnered project and charged to it.
❑ I. Specific Partnership Agreements appropriate to the project will be drafted jointly. There
is no specifically prescribed format for Partnership Agreements, which may take any of
several forms depending on what will accomplish the desired relationships among partners.
The agreements may be in the form o£
® Lease Agreements
® Management and/or Operating Agreements
® Maintenance Agreements (such as Adopt -A -Park)
® Intergovernmental Agreements (IGAs)
® Or a combination of those and other appropriate agreements
Proposed partnership agreements might include, but not be limited to, such things as
oversight of the development of the partnership, concept plans and project master plans,
environmental assessments, architectural designs, development and design review, project
management, and construction documents, inspections contracting and monitoring.
Provision to fund the costs and for reimbursing the City for its costs incurred in creating the
partnership, facilitating the project's passage through the Development Review Process,
and completing the required documents should be considered.
❑ J. If the proposal and all required documentation are approved, then the Partnership begins.
The City is committed to upholding its responsibilities to Partners from the initiation
through the satisfactory continuation and completion of a partnership. Ongoing evaluation
will be an integral component of all Partnerships. The agreements should outline who is
responsible for evaluation, the types of measures used, and detail what will occur should
the evaluations reveal Partners are not meeting their Partnership obligations.
Resolution No. 36-16
Partnership Policy and Proposal Guidelines Exhibit A
All partnerships with Morro Bay Recreation Services Division should be in accord with the City's
and the Division's Mission and Goals to indicate how a proposed partnership with the City would
be preliminarily evaluated.
1. Costs for the Proposal Approval Process
For most proposed partnerships, there will be considerable staff time spent on the review and
approval process once a project passes the initial review stage. That time includes, but is not
limited to discussions with Proposing Partners, exploration of synergistic partnering
opportunities, possible RFP processes, facilitation of the approval process, and assistance in
writing and negotiating agreements and contracting. There may also be costs for construction and
planning documents, design work, and related needs and development review processes mandated
by City ordinances.
Successful partnerships will take those costs into account and may plan for City recovery of some
or all of those costs within the proposal framework. Some of those costs could be considered
construction expenses, reimbursed through a negotiated agreement, once operations begin, or
covered through some other creative means.
2. band Use and/or Site Improvements
Some proposed partnerships may include facility or land use. Necessary site improvements
cannot be automatically assumed. Costs and responsibility for those improvements should be
considered in any Proposal. Some of the general and usual needs for public facilities that may
not be included as City contributions and may need to be negotiated for a project include:
• Any facilities or non-existent infrastructure construction
• Roads or street improvements
• Maintenance to specified standards
• Staffing
• Parking
• Lighting
• Outdoor restrooms
• Water fountains
• Complementary uses of the site
• Utility improvements
• Custodial
• Trash removal
3.1'
1eed
The nature of provision of public services determines certain activities will have a higher need
than others. Some activities serve a relatively small number of users and have a high facility
6
Partnership Policy and Proposal Guidelines
Resolution No, 36-16
Exhibit A
cost. Others serve a large number of users and are widely available from the private sector
because they are profitable. The determination of need for facilities and programs is an ongoing
discussion in public provision of programs and amenities. The project will be evaluated based
on how the project fulfills a public need.
4. Funding
Only when a Partnership Proposal demonstrates high unmet needs and high benefits for City
citizens will the City consider contributing resources to a project. The City recommends
Proposing Partners consider sources of potential funding. The more successful partnerships will
have funding secured in advance. In most cases, Proposing Partners should consider funding and
cash flow for initial capital development, staffing, and ongoing operation and maintenance.
opo
For many partners, especially small private user groups, non-profit groups, and governmental
agencies, cash resources may be a limiting factor in the proposal. It may be necessary for
partners to utilize alternative
Obtaining alternative funding
forms of funding are available.
funding sources for resources to complete a proposed project.
often demands creativitv, ingenuity, and persistence, but many
Alternative funding can come from many sources, e.g. sponsorships, grants, donor programs, and
Internet searches can help with foundation and grant resources. Developing a solid leadership
team for a partnering organization will help find funding sources. In-kind contributions can, in
some cases, add additional funding.
All plans for using alternative funding should be clearly identified. The City's Co-sponsorship
Policy and partnered projects will be expected to adhere to this Policy. That adherence includes
the necessity of having an Approved Sponsorship Plan in place prior to procurement of
sponsorships for a Partnered Project.
C. Selection Criteria
In assessing a partnership opportunity to provide facilities and services, the City will consider (as
appropriate) the following criteria. The Partnership Proposal Guidelines in Part Two provide a
structure to use in creating a proposal. City staff and representatives will make an evaluation by
attempting to answer each of the following Guiding Questions:
• How does the project align with the City and the affected Department/Division's Mission
Statement and Goals?
• How does the proposed facility fit into the current City and the affected
Department/Division's Master Plan?
• How does the facility/program meet the needs of City residents?
• How will the project generate more revenue and/or less cost per participant than the City can
provide with its own staff or facilities?
• What alternatives currently exist, or have been considered, to serve the users identified in this
project?
• How much of the existing need is now being met within the City borders and within nearby
7
Partnership Policy and Proposal Guidelines
Resolution No, 36-16
Exhibit A
cities?
® What is the number and demographic profile of participants who will be served?
® How can the Proposing Partner assure the City of long-term stability of the proposed
partnership, both for operations and for maintenance standards?
® How will the partnered project meet Americans with Disabilities Act (ADA) and Equal
Employment Opportunity Commission (EEOC) requirements?
® How will the organization offer programs at reasonable and competitive costs for
participants?
® What are the overall benefits for both the City and the Proposing Partner?
Partnership Policy and Proposal Guidelines
+1 1° i,, • 11 � 1
Please provide as much information as possible in the following outline form.
® Name of Organization
® Years in Existence
® Contact Name, Mailing Address,
Physical Address, Phone, Email
II. Decision-making Authority
Resolution No, 36-16
Exhibit A
® Purpose of Organization
® Services Provided
® Member/User/Customer Profiles
® Accomplishments
® Legal Status
Who is authorized to negotiate on behalf of the organization? Who or what group (i.e.
Council/Commission/Board) is the final decision maker and can authorize the funding
commitment? What is the time frame for decision making?
What is being proposed in terms of capital development and program needs?
�Jhy is the organization interested in partnering v.ith the Ci y' of Morro Bay Recreation Services
Division or another City Depart111% / ivision? Please list and discuss the benefits (monetary and
non -monetary) to the proposing organization.
Please list and discuss the benefits (monetary and non -monetary) to the Morro Bay Recreation
Services Division and residents of the City.
V. Details (as currently known)
The following page lists a series of Guiding Questions to help address details and outline the
benefits of a possible partnership. Please try to answer as many as possible with currently known
information. Include what the organization proposes to provide and what is being requested from the
Morro Bay Recreation Services Division. Please include (as known) initial plans for the concept,
operations, projected costs and revenues, staffing, and/or any scheduling or maintenance needs.
E
Resolution No. 36-16
Exhibit A
Meeting the 1�Teeds of our CoBnmunity0
• How does the proposed project align with Recreation Services Division goals?
• How does the proposed program or facility use meet a need for City residents?
• Who will be the users? What is the projected number and profile of participants who
will be served?
• What alternatives currently exist to serve the users identified in this project?
• How much of the existing need is now being met? What is the availability of similar
programs elsewhere in the community?
• Does the proposed program provide opportunities for entry-level, intermediate and/or
expert skill levels?
• How does the proposed project incorporate environmentally sustainable practices?
he Financial Aspect:
• Can the project generate more revenue or less cost per participant than the City can
provide with its own staff or facilities? If not, then why should the City partner on
the project?
• Will the proposing organization offer programs at reasonable and competitive costs
for all participants? What are the anticipated prices for participants?
• What resources are expected to come from the Recreation Services Division?
• Will there be a monetary benefit for the City, and if so, how and how much?
I,ogisticso
• How much space is needed? What type of space?
• What is critical related to location?
• What is the proposed time line?
• What are the projected hours of operations?
• What are the initial staffing projections?
• Are there any mutually beneficial, cooperative marketing benefits?
• What types of insurance will be needed, and who will be responsible for acquiring
and paying premiums on the policies?
• What is the organization's experience with providing this type of facility/program?
• How will the organization meet ADA and EEOC requirements?
Agreements and Evaluation:
• How, by whom, and at what intervals should the project be evaluated?
• How can the City be assured of the long-term stability of the proposing organization?
• What types and length of agreements should be used for the proposed project?
• What types of "exit strategies" should we include?
10