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REMEMBER THE TRUE CUSTOMER Customer service is many times a misunderstood component of maintenance contracts. Though it is important for the contrac- tor and agency to provide excellent customer service to each other throughout the contract, the real customers of both the contractor and the agency are the citizens of the community. Many times we lose track that the citizens who pay the taxes and/or assessments — the very ones who actually use the facilities and landscape areas — are the customers. A contract should in take into consid- eration the wishes of the community related to standards and expectations, as the agency is just the administrator of the contract when the citizens are providing the funding for the mainte- nance. Having users understand what they should expect from a maintenance standpoint helps the agency keep the contractor on track, and builds on the partnership that should be one of the guiding principles of the contract. The quality of a contract is what the citizens and users want and expect. Truth be told, they care very little how you get there. Finally, a contract needs to have corrective measures to ensure that the work is done to the level the agency expects. Once a situ- ation has been identifi ed as not meeting standard, how long do you allow the contractor to make repairs? If plant material dies on a contractor's watch, how do you get them to replace/pay for replacement? Do you assess a fi nancial penalty for each "out of compliance"? What about repeat out of compliances; is there an additional penalty? There is not one way to do this; however, you need to address corrective measures up front to make sure that the standards are met as per the contract conditions. The contract needs to be clear and up front on your expectation for corrective measures. You also need to understand that overseeing a contract takes time, and is something that has to be factored into the cost of contracting for maintenance. For many years, contracting out maintenance services was considered something that most agencies try to avoid. In the new normal, where expenses continue to rise faster than rev- enues, it may be something that you have to consider. If you consider contracting, you can make sure you get what you ex- pect if you spend the time writing the contract and standards using some of the lessons that have been learned to increase your chance of success. Building partnerships takes time and effort on everyone's part. And although the expectation should be written into a contract, it is the responsibility of both parties to foster the development of a long-term partnership. It is extremely important — especially in the beginning of a new partnership — to take the time to care for it. A partnership is no different than a marriage; someone is going to leave the cap off of the toothpaste, and someone else is going to leave the kitchen light on. The key to a successful partnership is learning to work together, as well as appreciate each other's little quirks. Do not be over-critical, especially in the beginning. It is important to talk through situations to ensure that people are "seeing" things in the same way, and learning from every expe- rience — good and bad. Through years of trial and error, both the City of Roseville and the City of Brentwood have come to anticipate that a true partnership will take 12 to 18 months to establish. The focus should be on making the initial period a long-term relationship, or you will forever spin in the trial-and- error period. Generally speaking, private con- tractors, and especially those bidding on public projects, have been trained by the public sector to come in low on the base bid and then make their profi t on change orders, extra work, and cutting a few corners. This is their culture. The public sector culture is to be on guard for such activity and en- ter contacts with the intent of "catch- ing" the contractor doing something wrong. Acknowledge that these cultures exist, and understand it will take your partner's staff, as well as your own staff, time to adjust to this new method of thinking. Also, remember that you are the steward of public funds and must ensure that those funds are being used wisely. ■ Craig Bronzan is the director of parks and recreation for the City of Brentwood, Calif; Scott F. Miller, CPRE, is parks superintendent, for the City of Roseville, Calif. 20 December 2014 Business Planning Guide www.greenmediaonline.com FACILITIES AND OPERATIONS A contract should in take into consideration the wishes of the community related to standards and expectations, as the agency is just the administrator of the contract when the citizens are providing the funding for the maintenance.