San Mateo County Grand Jury
• 2006-2007
Issue | Background | Findings | Conclusions | Recommendations | Responses | Attachments Summary of Coyote Point Marina:
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 5 findings
F1
Instruct the Parks Department to investigate the costs and advantages of private management of the Marina through a long- term lease or operating agreement to insure that the County’s investment in the Marina is preserved and enhanced. Response: Concur. The Parks Department will undertake an investigation into the costs and advantages of private management of the Marina using a long-term lease or operating agreement.
Related Recommendations (1)
R1
The Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Instruct the Parks Department to investigate the costs and advantages of private management of the Marina through a long-term lease or operating agreement to insure that the County’s investment in the Marina is preserved and enhanced. 7
F2
Report the written findings and conclusions of this investigation to the Board of Supervisors by December 31, 2007. Response: Concur. The findings will be reported to the Board of Supervisors when the investigation is complete. The findings will be presented at the December 18, 2007 Board of Supervisors meeting. If the Board of Supervisors concludes that private management of the Marina is not desirable or feasible, the Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Related Recommendations (1)
R2
The Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Report the written findings and conclusions of this investigation to the Board of Supervisors by December 31, 2007. If the Board of Supervisors concludes that private management of the Marina is not desirable or feasible, the Grand Jury recommends that the Board of Supervisors direct the County Manager to:
F3
Reorganize the Parks Department to create a separate management structure for the Marina, headed by a qualified and experienced harbormaster. Response: Concur. If it is determined that private management of the Marina is not feasible or desirable, the County Manager’s Office will work with the Director of Parks and the Human Resources Department to determine the organizational structure and classifications best suited to meet the business needs of the Marina and County.
Related Recommendations (1)
R3
The Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Reorganize the Parks Department to create a separate management structure for the Marina, headed by a qualified and experienced harbormaster.
F4
Instruct the Parks Department to adopt and implement policies and programs to increase the occupancy rate and promote boating activities in the Marina. Response: Concur. As an Enterprise Fund, the Marina receives no General Fund support and must operate on the revenue it generates. Any decrease in occupancy results in a corresponding decrease in revenue, and thus services. A number of projects and programs have been completed or are underway to increase occupancy and promote boating including: a revision to advertising material; capital projects to improve visitor amenities and services; a trend analysis to better plan the Marina’s facilities and services to meet changing trends in the recreational boating sector and improve Marina occupancy; and active Marina support of various boating and Coyote Point Yacht Club events and activities.
Related Recommendations (1)
R4
The Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Instruct the Parks Department to adopt and implement policies and programs to increase the occupancy rate and promote boating activities at the Marina.
F5
Provide staff and other support needed to enable Parks Department Planning to meet the capital projects needs of the Marina in a timely manner, and if Parks Department Planning is understaffed, to adjust staffing levels accordingly. Response: Concur. Marina capital projects are included in the Parks Department planning workload and handled as priorities dictate. In those instances where timeliness, expertise, or workload is an issue, additional planning assistance has been added. For the last several years, this has been accomplished through hiring consultants, utilizing the Department of Public Works, or reallocating other Parks Department staff resources. The Department will continue to supplement Parks planning efforts to meet the capital needs of the Marina, as priorities dictate and funding allows.
Related Recommendations (1)
R5
The Grand Jury recommends that the Board of Supervisors direct the County Manager to:
Provide staff and other support needed to enable Parks Department Planning to meet the capital projects needs of the Marina in a timely manner, and if Parks Department Planning is understaffed, to adjust staffing levels accordingly. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: July 30, 2007 BOARD MEETING DATE: August 14, 2007 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2006-07 Grand Jury Response RECOMMENDATION: Accept this report containing the County’s responses to the following 2006-07 Grand Jury reports: Summary of Coyote Point Marina: A Valuable Asset Deserving Effective Management; Health and Human Services Survey on Compliance with Recent Grand Jury Recommendations; and Tower Road Property and Maintenance. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
Conclusions 12
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CL1 Page 6The Parks Department does not operate the Marina as a business enterprise catering to the needs of its 500 plus monthly tenants. The operating model appears to be that of a county park catering to the occasional day use of park visitors, and the diffuse management structure and lack of direct responsibility for Marina performance exacerbates the lack of enterprise mentality. No one person is responsible for improving the performance of the Marina.
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CL2 Page 6The shared management responsibility for the Marina is not adequate. The Marina should be treated as the self-funded enterprise that it is, and be managed by a skilled harbormaster acting as its chief executive officer. The CEO should be given the authority to develop and implement maintenance and improvement initiatives, and be judged by his or her success. Management goals should include raising occupancy levels by meeting the needs of existing and potential harbor tenants, including improving infrastructure and amenities.
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CL3 Page 6Capital projects at the Marina suffer from unreasonable delays caused by the County bureaucracy. Parks Department Planning does not appear to be adequately staffed to process the Marina capital projects authorized under the Master Plan in a timely manner.
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CL4 Page 2Private marina operators may provide better management at no greater cost to the County, and that management option should be explored. 4 Since the publication of the survey data Marina berth rates were reportedly increased to an average of $7.02 per foot per month 6 Operations
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CL5 Page 7Rigorous maintenance schedules have not been established and implemented to preserve the County’s significant capital investment in the Marina. Docks in need of repair should be fixed before they are irreparably damaged. When repairs cannot be performed by Marina staff they should be outsourced.
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CL6 Page 7Maintenance of Marina amenities must be improved. Restrooms should be regularly painted and faucets and shower fixtures upgraded. Landscaping should reflect pride of County ownership and add to the desirability of the Marina. Parking lots should be regularly swept and maintained.
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CL7 Page 7Marina staffing levels should be assessed to determine that they are appropriate to meet management goals. If feasible, tenant billing functions should be performed by existing Marina staff to avoid County charges. Marina Improvement
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CL8 Page 7The prefabricated, temporary Marina office was formerly occupied by a boat charter concessionaire and according to the Marina staff it is sufficient for current operations. Its size and location are likely adequate for shared operations with a boat broker/dealer concessionaire. It need not be replaced in the near future.
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CL9 Page 7The berth layout of the Marina should be changed to meet the needs of current and future tenants, i.e., fewer but larger berths. Funding from California Department of Boating and Waterways should be pursued immediately to achieve this end.
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CL10 Page 7A dry storage area for small boats and personal watercraft, including appropriate launch facilities, would enhance the Marina and its water-related recreational activities.
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CL11 Page 7Current security systems should be reassessed for cost and effectiveness. An evaluation should be made of electronic security, including the use of electronic keys for access to the docks and security cameras to reduce the cost of security personnel.
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CL12 Page 7Restroom facilities are at the end of their useful lives and should be replaced.
No Responses Found 1
Government entities assigned to respond to this report. No response documents have been linked in our database.
San Mateo County Board of Supervisors
Elected County Office