oo<\/p>\n
Laguna Woods Village<\/p>\n
BENCHMARKING<\/p>\n
REPORT<\/p>\n
September 2024
\nAE<\/p>\n
Laguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Table of Contents<\/p>\n
by Department<\/p>\n
Executive Summary<\/p>\n
General Administration<\/p>\n
How VMS Compares<\/p>\n
16<\/p>\n
Financial Services Department<\/p>\n
General Services Department – Cable and Internet Services<\/p>\n
19<\/p>\n
General Services Department – Fleet Maintenance<\/p>\n
21<\/p>\n
General Services Department – Transportation<\/p>\n
23<\/p>\n
Information Services Department – Information Technology<\/p>\n
27<\/p>\n
Information Services Department – Resident Services<\/p>\n
29<\/p>\n
31<\/p>\n
Landscaping Services Department<\/p>\n
37<\/p>\n
Maintenance and Construction Department<\/p>\n
Recreation and Special Events Department<\/p>\n
39<\/p>\n
Security Services Department<\/p>\n
42
\n=<\/p>\n
Laguna Woods Village<\/p>\n
Benchmarking Report Executive Summary<\/p>\n
Overview<\/p>\n
This benchmarking project was undertaken under the leadership of the Village Management Services<\/p>\n
Inc. (VMS) board of directors. The goal of this project is to provide members with a greater<\/p>\n
understanding of the services provided by VMS and how the costs of those services compare to similar<\/p>\n
organizations and\/or contractors. Additionally, this project enhances the possibility of VMS to improve<\/p>\n
performance, identify best practices and assist the VMS board and staff in strategic planning efforts. This<\/p>\n
opportunity is due to the research and interviews of comparable organizations.<\/p>\n
Problem Statement<\/p>\n
Laguna Woods Village encompasses 3.8 square miles, a population of 18,600 and almost 13,000 manors.<\/p>\n
Geographical attributes, service demands and infrastructure needs contribute to the Village’s<\/p>\n
uniqueness, all of which make benchmarking a challenge. While the services provided by VMS are<\/p>\n
common, service delivery demands are amplified based on the aforementioned attributes of the Village.<\/p>\n
Methodology<\/p>\n
This project examined costs and services by comparing VMS services with services provided by for-profit<\/p>\n
companies, government entities and age-restricted sister communities. VMS department directors<\/p>\n
conducted appropriate research and analysis with staff support. Methodologies included budget and<\/p>\n
website reviews, interviews, quotes, service levels, requests for proposals and labor costs. This mixed<\/p>\n
methodology allowed for a richer, more nuanced understanding to ensure the services comparisons<\/p>\n
were as equivalent as possible. Throughout the project, the VMS board of directors provided oversight<\/p>\n
and leadership as to research, analysis and methodology.<\/p>\n
Key Findings<\/p>\n
Services provided by VMS are cost effective and, in the majority of instances, delivered at a lower cost<\/p>\n
than those of the comparable organizations analyzed. In areas where VMS has higher service delivery<\/p>\n
costs, it is clear that higher service levels provided are commensurate with higher costs.<\/p>\n
Conclusion<\/p>\n
During this research, it became clear that VMS Inc., as a self-managed, member-owned, not-for-profit<\/p>\n
company, has distinct advantages over the entities analyzed, including the ability to control costs, service<\/p>\n
levels and economies of scale due to the size of the Village. Additionally, distinct advantages include but<\/p>\n
are not limited to member control\/engagement, flexibility and responsiveness to member needs, and<\/p>\n
the members ability to prioritize transparency and accountability.<\/p>\n
The VMS board of directors wishes for members to increase their knowledge of VMS-provided services<\/p>\n
and assist the CEO\/General Manager and executive management to guide staff in continuing to identify<\/p>\n
opportunities to improve efficiency and enhance services provided to all members of Laguna Woods<\/p>\n
Village.<\/p>\n
\u2014 Village Management Services Inc. Board of Directors<\/p>\n
3
\n1<\/p>\n
Sf<\/p>\n
=<\/p>\n
Laguna Woods Village\u2019<\/p>\n
Benchmarking Report<\/p>\n
General Administration<\/p>\n
Introduction<\/p>\n
Village Management Services Inc. (VMS) general administration, consisting of administration,<\/p>\n
communications, corporate secretary and human resources, has been benchmarked against<\/p>\n
sister communities and smaller cities within Orange County. Published budget information and<\/p>\n
available open-source information were reviewed for this report.<\/p>\n
Benchmarking Criteria<\/p>\n
Metrics used for this report include financial components such as costs and operational metrics<\/p>\n
that define service levels. Service levels for the General Administration functions of<\/p>\n
administration, communications, corporate secretary and human resources are as follows:<\/p>\n
FUNCTION<\/p>\n
COMPLEX<\/p>\n
MODERATE<\/p>\n
Low<\/p>\n
Administration<\/p>\n
Magnitude of services managed<\/p>\n
Communications<\/p>\n
Methods and quantity of communications outreach<\/p>\n
100+ meetings<\/p>\n
50 to 100 meetings<\/p>\n
Less than 50 meeting<\/p>\n
Corporate Secretary<\/p>\n
administered annually<\/p>\n
administered annually<\/p>\n
administered annually<\/p>\n
Ratio of employees to<\/p>\n
Ratio of employees to<\/p>\n
Ratio of employees to<\/p>\n
Human Resources<\/p>\n
HR staff: 60+:1<\/p>\n
HR staff: 30 to 60:1<\/p>\n
HR staff: Less than 30:1<\/p>\n
Descriptions of service offered by each community are included in the General Gov’t<\/p>\n
(Administration, Communications, HR) Functional Comparison table (see page 6).<\/p>\n
Benchmarking Participants<\/p>\n
Entities used in this benchmarking effort are the Golden Rain Foundation (GRF) Rossmoor<\/p>\n
Walnut Creek and GRF Leisure World Seal Beach, and the cities of Aliso Viejo, Fountain Valley,<\/p>\n
Laguna Beach, Laguna Niguel, Lake Forest, La Palma, Los Alamitos, Rancho Santa Margarita, San<\/p>\n
Juan Capistrano and Villa Park. Sister GRF communities serve as benchmarking peers; cities<\/p>\n
serve as local industry providers.<\/p>\n
Data Collection and Analysis<\/p>\n
A review and an analysis of current budgets and staffing levels for the entities were conducted.<\/p>\n
Additionally, reviews of the organizations\u2019 webpages, budgets and other documents were<\/p>\n
completed to ensure a consistent match of budgets and service levels to the greatest extent<\/p>\n
possible. Personal contact was made where necessary.<\/p>\n
Benchmarking Results<\/p>\n
VMS provides a cost-competitive general administration system with a robust level of service.<\/p>\n
Analysis indicates that VMS general government functions comprise 2.4% less of the total GRF<\/p>\n
4
\nbudget than Rossmoor Walnut Creek and 9% less than GRF Leisure World Seal Beach. General<\/p>\n
government functions in the cities surveyed average 8.3% of the total budget while comparable<\/p>\n
VMS functions comprise 7.5% of the total budget.<\/p>\n
Benchmarking analysis data indicates that VMS offers higher service levels than its sister<\/p>\n
communities at a lower cost and at leaner staffing levels. Generally, VMS also offers higher<\/p>\n
service levels than area cities at comparable cost and leaner staffing levels. The attached chart<\/p>\n
provides a side-by-side comparison of the financial, staffing and operational metrics analyzed.<\/p>\n
The second chart contains a functional comparison of the entities surveyed to illustrate the<\/p>\n
robustness of VMS-provided services.<\/p>\n
The administration comparison is based on 1.) magnitude of services managed, 2.) types and<\/p>\n
frequency of communications outreach, 3.) meetings administered via corporate secretaries<\/p>\n
and 4.) employees served with ratio of employees to HR staff.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
While VMS seems to make better use of technology than its sister communities, comparisons<\/p>\n
with municipalities indicate a greater use of technology for board\/committee meetings as well<\/p>\n
as other operational uses, including employee recruitment (which should encompass Al) and<\/p>\n
other HR functions that may enhance operational efficiency and reduce costs.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to look for opportunities to integrate efficiencies and service enhancements<\/p>\n
into general administration where possible. Recent initiatives have included outsourcing the<\/p>\n
employee safety program, working with the corporations to reduce the number of governance<\/p>\n
meetings and implementing electronic agendas\/packets for board meetings. Longer-term focus<\/p>\n
should be on use of technology\/Al as outlined in the previous section.
\nGeneral Gov’t (Administ<\/p>\n
ation, Communications, HR) Functional Comparison<\/p>\n
Pe<\/p>\n
Sister Commun<\/p>\n
8 depts: admin (including communications), HR,<\/p>\n
finance, landscaping, general services (including<\/p>\n
734.78; 122:1 employees; benefits,<\/p>\n
587 serial publications & key messages; website; open rate 59.28%<\/p>\n
489 mtgs, 144 of which were board<\/p>\n
employeerelations, legal compliance,<\/p>\n
Village Management Services<\/p>\n
18,700; 2,095 acres [7.5%<\/p>\n
2.8%<\/p>\n
broadband), IT (including resident services),<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Weekly eblast & bi-monthly magazine; TV6; YouTube; CodeRED<\/p>\n
meetingsin 2023; 4 BODs, 35 committees<\/p>\n
recruitment, training, worker’s comp,<\/p>\n
maintenance & construction, security (including<\/p>\n
social services), recreation<\/p>\n
events, union; 6 HR emps<\/p>\n
138.35; 35:1 employees; benefits,<\/p>\n
Staff support to GRF BOD & 6 committees;<\/p>\n
Publish Rossmoor News weekly; websites; TV; YouTube; no<\/p>\n
employeerelations, legal compliance,<\/p>\n
Rossmoor Walnut Creek<\/p>\n
9,600; 1,800 acres<\/p>\n
8.9%<\/p>\n
14.2%<\/p>\n
8 deptsinc TV, social services with half population<\/p>\n
Moderate<\/p>\n
Complex<\/p>\n
not 23 mutuals; 80 mtgsin 2023 inc 13<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
emergency alerts<\/p>\n
board and 67 committee<\/p>\n
recruitment, training, worker’s comp,<\/p>\n
events, no union; 4 HR emps<\/p>\n
Staff support to presidents council, 4 GRF<\/p>\n
171.16 employees; 43:1; benefits,<\/p>\n
4 depts but with most services to some degree;<\/p>\n
Publish weekly newspaper; annual report; map; mini-bus<\/p>\n
committees and 2 ad hoc committees;<\/p>\n
employeerelations, legal compliance,<\/p>\n
Leisure World Seal Beach<\/p>\n
9,000; 542 acres<\/p>\n
16.5%<\/p>\n
14.6%<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
no TV, social services<\/p>\n
schedule; no TV; no emergency alerts<\/p>\n
board & committees meet monthly;<\/p>\n
recruitment, training, worker’s comp,<\/p>\n
approx 60 mtgs annually<\/p>\n
events, no union; 4 HR emps<\/p>\n
Area Cities (alpha order)<\/p>\n
Aliso Viejo<\/p>\n
50,760<\/p>\n
6.2%<\/p>\n
16.0%<\/p>\n
10 depts: admin, city clerk, compliance, finance,<\/p>\n
Complex<\/p>\n
Mayor’s message monthly; news tab on website; Nixle emergency<\/p>\n
Moderate<\/p>\n
City Council; 32 meetingsin 2023;<\/p>\n
Low<\/p>\n
8.25 employees served; ratio: 8.25:1;<\/p>\n
Low<\/p>\n
IT, planning, police, public works, recreation<\/p>\n
alert system<\/p>\n
no commissions evident<\/p>\n
1HRemp<\/p>\n
Communication of city policies\/programs to media & other<\/p>\n
13 depts: admin, city clerk, comm dev, env,<\/p>\n
audiences; monthly digital Fountain Valley monthly newsletters;<\/p>\n
City Council & 7 commissions;<\/p>\n
Low<\/p>\n
252.25 employees served; ratio: 42:1;<\/p>\n
Moderate<\/p>\n
Fountain Valley<\/p>\n
54,797<\/p>\n
4.0%<\/p>\n
4.6%<\/p>\n
finance, fire, housing, HR, police, public works,<\/p>\n
Complex<\/p>\n
monthly City Manager Update Video; biweekly internal City<\/p>\n
Complex<\/p>\n
purchasing, recreation, IT<\/p>\n
Council Communicators that inc important<\/p>\n
36 meetingsin 2023<\/p>\n
6HR emps<\/p>\n
department updates<\/p>\n
Weekly newsletter; strategic public relations; creative services to<\/p>\n
13 depts: admin, city clerk, treasurer, finance\/IT,<\/p>\n
Laguna Beach<\/p>\n
22,583<\/p>\n
4.0%<\/p>\n
4.5%<\/p>\n
police, fire, marine, pw, comm svcs, HR,<\/p>\n
Complex<\/p>\n
depts; maintains website; participatesin city’s presence on social<\/p>\n
Complex<\/p>\n
City Council & 9 active Committees;<\/p>\n
Complex<\/p>\n
336.68 employees served; 48:1; 7 HR<\/p>\n
Moderate<\/p>\n
media & other outlets to enhance digital engagement, public<\/p>\n
143 mtgsin 2023<\/p>\n
emps<\/p>\n
recreation<\/p>\n
relations, & info transparency<\/p>\n
10.6%<\/p>\n
10 depts: admin, city atty, city clerk, comm dev,<\/p>\n
Social media, Notify Me, Nixle, on-line brochures, e-newsletters,<\/p>\n
City Council & 10 committees;<\/p>\n
Low<\/p>\n
Laguna Niguel<\/p>\n
64,355<\/p>\n
3.8%<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
71 served; ratio: 71:1; 1 HR emp<\/p>\n
Complex<\/p>\n
finance, fire, parks & rec, police, pw<\/p>\n
press releases, comprehensive What’s News section on website<\/p>\n
49 meetingsin 2023<\/p>\n
13 depts: admin, city clerk, comm, com dev, eco<\/p>\n
Prepares various City publications for community inc The Leaflet,<\/p>\n
monthly e-Newsletters, budget-at-a-glance, new resident welcome<\/p>\n
City Council & 5 commissions;<\/p>\n
68 employees served; ratio: 34:1; 2<\/p>\n
Lake Forest<\/p>\n
84,293<\/p>\n
6.6%<\/p>\n
13.2%<\/p>\n
devo, finance, fire, HR, mgmt svcs, police, public<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
packets, flyers, and other special purpose publications.<\/p>\n
71 meetingsin 2023<\/p>\n
HR emp<\/p>\n
safety, public works<\/p>\n
Oversees the City\u2019s YouTube channel.<\/p>\n
11 depts: admin, city atty, city clerk, comm dev,<\/p>\n
Weekly e-newsletter, website, social media, media releases to<\/p>\n
City Council and 3 committees;<\/p>\n
LaPalma<\/p>\n
15,332<\/p>\n
22.4%<\/p>\n
7.1%<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
53 employees served; 53:1; 1 HR emp<\/p>\n
Moderate<\/p>\n
finance, fire, HR, police, pw, recreation<\/p>\n
inform community about city issues, programs and events<\/p>\n
11 city council meetingsin 2023<\/p>\n
Los Alamitos<\/p>\n
11,628<\/p>\n
6.8%<\/p>\n
\u2014<\/p>\n
8 depts: admin, city clerk, dev svcs, finance, fire,<\/p>\n
Complex<\/p>\n
Unable to locate information about communication program<\/p>\n
Low<\/p>\n
City Council & 3 commissions;<\/p>\n
Moderate<\/p>\n
Unable to identify information<\/p>\n
\u2014<\/p>\n
HR, police, recreation<\/p>\n
81 meetingsin 2023<\/p>\n
6 depts: admin, finance, police, development<\/p>\n
Periodic community news & media releases on website;<\/p>\n
City Council & Planning Commission;<\/p>\n
30.03 employees served; ratio<\/p>\n
Rancho Santa Margarita<\/p>\n
47,949<\/p>\n
5.8%<\/p>\n
21.6%<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
Moderate<\/p>\n
services, pw, comm svcs<\/p>\n
emergency alerts; monthly e-newsletter<\/p>\n
37 mtgsin 2023<\/p>\n
30.03:1;1 HRemp<\/p>\n
San Juan Capistrano<\/p>\n
35,271<\/p>\n
6.6%<\/p>\n
15.6%<\/p>\n
11 depts: admin, city clerk, city atty, comm svcs,<\/p>\n
Complex<\/p>\n
Weekly city manager update; contact for media requests and<\/p>\n
Moderate<\/p>\n
City Council & 7 committees;<\/p>\n
Moderate<\/p>\n
65.82 employees served; ratio: 33:1;<\/p>\n
Complex<\/p>\n
dev svcs, emer prep, finance, fire, HR, police, pw<\/p>\n
inquiries from the public.<\/p>\n
74 meetingsin 2023<\/p>\n
2 HRemp<\/p>\n
4 depts: admin, pw (storm drain, sewer), public<\/p>\n
Villa Park<\/p>\n
17.2%<\/p>\n
60.6%<\/p>\n
Moderate<\/p>\n
Public outreach efforts to promote open gov’t & transparency, inc<\/p>\n
Low<\/p>\n
City Council & 4 committees; est. 15<\/p>\n
Low<\/p>\n
8.25 employees served; ratio 8.25:1;<\/p>\n
Low<\/p>\n
5,951<\/p>\n
safety, community development (bldg,<\/p>\n
compliance, eng)<\/p>\n
mailing out informational mailers to residents.<\/p>\n
public meetingsin 2023\/24<\/p>\n
1HRemp<\/p>\n
8.3%<\/p>\n
17.1%<\/p>\n
City Average
\nGeneral Gov’t (Administration, Communications, HR) Functional Comparison<\/p>\n
Sister Communities<\/p>\n
Village Management Services<\/p>\n
7.5%<\/p>\n
2.8%<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Rossmoor Walnut Creek<\/p>\n
8.9%<\/p>\n
14.2%<\/p>\n
Moderate<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Leisure World Seal Beach<\/p>\n
16.5%<\/p>\n
14.6%<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Area Cities (alphabetical order)<\/p>\n
Aliso Viejo<\/p>\n
6.2%<\/p>\n
16.0%<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
Low<\/p>\n
4.0%<\/p>\n
4.6%<\/p>\n
Low<\/p>\n
Moderate<\/p>\n
Fountain Valley<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Laguna Beach<\/p>\n
4.0%<\/p>\n
4.5%<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
3.8%<\/p>\n
10.6%<\/p>\n
Low<\/p>\n
Laguna Niguel<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Lake Forest<\/p>\n
6.6%<\/p>\n
13.2%<\/p>\n
Complex<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
LaPalma<\/p>\n
22.4%<\/p>\n
7.1%<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
Moderate<\/p>\n
Complex<\/p>\n
Los Alamitos<\/p>\n
6.8%<\/p>\n
Complex<\/p>\n
Low<\/p>\n
Moderate<\/p>\n
5.8%<\/p>\n
21.6%<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
Moderate<\/p>\n
Rancho Santa Margarita<\/p>\n
Complex<\/p>\n
San Juan Capistrano<\/p>\n
6.6%<\/p>\n
15.6%<\/p>\n
Complex<\/p>\n
Moderate<\/p>\n
Moderate<\/p>\n
Complex<\/p>\n
Villa Park<\/p>\n
17.2%<\/p>\n
60.6%<\/p>\n
Moderate<\/p>\n
Low<\/p>\n
Low<\/p>\n
Low<\/p>\n
8.3%<\/p>\n
17.1%<\/p>\n
City Average
\n=<\/p>\n
Laguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
How VMS Compares<\/p>\n
Assessment History<\/p>\n
Each year, the United, Third and GRF boards of directors determine monthly assessments<\/p>\n
required to fund operations, determine restricted fund contributions and set reserve fund<\/p>\n
contributions.<\/p>\n
From 2013 to 2023, the Consumer Price Index (CPI) increased by 35.3%, which represents an<\/p>\n
average annual change of 3.1%. CPI: CPI-U was used for the Los Angeles-Long Beach-Anaheim,<\/p>\n
California, area. This comparison was made between October 2013 and October 2023, as it is<\/p>\n
the most recent 10-year period available. See below and Chart A (page 9) to see how GRF and<\/p>\n
the mutuals compare to this historical information.<\/p>\n
GRF<\/p>\n
From 2014 to 2024, assessments increased by $4.34 or 1.9%, which<\/p>\n
represents an average annual change of 0.5%. Much of the low increase is<\/p>\n
due to the trust facilities fee that owners pay when purchasing a new<\/p>\n
home.<\/p>\n
United<\/p>\n
From 2014 to 2024, assessments increased by $106.68 or 32.4%, which<\/p>\n
represents an average annual change of 2.3%. Combined with the GRF<\/p>\n
portion of the monthly assessment, the total basic assessment increased<\/p>\n
by $111.02 or 20.1%, which represents an average annual change of 1.7%<\/p>\n
Third<\/p>\n
From 2014 to 2024, assessments increased by $203.97 or 53.2%, which<\/p>\n
represents an average annual change of 3.5%. Combined with the GRF<\/p>\n
portion of the monthly assessment, the total basic assessment increased<\/p>\n
by $208.31 or 34.3%, which represents an average annual change of 2.6%<\/p>\n
The large year-over-year increase in 2022 was due to a $7 million increase<\/p>\n
in property insurance from 2021, which was due to reassessed Third<\/p>\n
property values and premium increase based on unfavorable market<\/p>\n
conditions related to natural disasters such as California wildfires.
\nCHART A<\/p>\n
QF<\/p>\n
GoLDEN RAIN FOUNDATION<\/p>\n
UNITED LAGUNA WOODS<\/p>\n
THIRD LAGUNA HILLS<\/p>\n
of LAGUNA WooDSs<\/p>\n
MUTUAL<\/p>\n
\u2014M U T U A<\/p>\n
UNITED BASIC ASSESSMENT<\/p>\n
THIRD BASIC ASSESSMENT<\/p>\n
GRF BASIC ASSESSMENT<\/p>\n
United Only % Change | (United + GRF)<\/p>\n
% change<\/p>\n
Third Only<\/p>\n
% Change | (Third + GRF)<\/p>\n
% Change<\/p>\n
GRF Only<\/p>\n
% Change<\/p>\n
2014<\/p>\n
$329.08<\/p>\n
$552.96<\/p>\n
2014<\/p>\n
$383.63<\/p>\n
$607.51<\/p>\n
2014<\/p>\n
$223.88<\/p>\n
2015<\/p>\n
$347.13<\/p>\n
5.5%<\/p>\n
$563.19<\/p>\n
1.9%<\/p>\n
2015<\/p>\n
$414.85<\/p>\n
8.1%<\/p>\n
$630.91<\/p>\n
3.9%<\/p>\n
2015<\/p>\n
$216.06<\/p>\n
(3.5%)<\/p>\n
2016<\/p>\n
$362.87<\/p>\n
4.5%<\/p>\n
$557.17<\/p>\n
(1.1%)<\/p>\n
2016<\/p>\n
$426.12<\/p>\n
2.7%<\/p>\n
$620.42<\/p>\n
(1.7%)<\/p>\n
2016<\/p>\n
$194.30<\/p>\n
(10.1%)<\/p>\n
2017<\/p>\n
$363.56<\/p>\n
0.2%<\/p>\n
$557.17<\/p>\n
0.0%<\/p>\n
2017<\/p>\n
$426.25<\/p>\n
0.0%<\/p>\n
$619.86<\/p>\n
(0.1%)<\/p>\n
2017<\/p>\n
$193.61<\/p>\n
(0.4%)<\/p>\n
2018<\/p>\n
$370.42<\/p>\n
1.9%<\/p>\n
$568.99<\/p>\n
2.1%<\/p>\n
2018<\/p>\n
$429.85<\/p>\n
0.8%<\/p>\n
$628.42<\/p>\n
1.4%<\/p>\n
2018<\/p>\n
$198.57<\/p>\n
2.6%<\/p>\n
2019<\/p>\n
$375.69<\/p>\n
1.4%<\/p>\n
$578.52<\/p>\n
1.7%<\/p>\n
2019<\/p>\n
$434.39<\/p>\n
1.1%<\/p>\n
$637.22<\/p>\n
1.4%<\/p>\n
2019<\/p>\n
$202.83<\/p>\n
2.1%<\/p>\n
2020<\/p>\n
$396.38<\/p>\n
5.5%<\/p>\n
$601.98<\/p>\n
4.1%<\/p>\n
2020<\/p>\n
$446.62<\/p>\n
2.8%<\/p>\n
$652.22<\/p>\n
2.4%<\/p>\n
2020<\/p>\n
$205.60<\/p>\n
1.4%<\/p>\n
2021<\/p>\n
$396.38<\/p>\n
0.0%<\/p>\n
$601.98<\/p>\n
0.0%<\/p>\n
2021<\/p>\n
$466.62<\/p>\n
4.5%<\/p>\n
$672.22<\/p>\n
3.1%<\/p>\n
2021<\/p>\n
$205.60<\/p>\n
0.0%<\/p>\n
2022<\/p>\n
$396.38<\/p>\n
0.0%<\/p>\n
$613.88<\/p>\n
2.0%<\/p>\n
2022<\/p>\n
$559.62<\/p>\n
19.9%<\/p>\n
$777.12<\/p>\n
15.6%<\/p>\n
2022<\/p>\n
$217.50<\/p>\n
5.8%<\/p>\n
2023<\/p>\n
$422.91<\/p>\n
6.7%<\/p>\n
$644.22<\/p>\n
4.9%<\/p>\n
2023<\/p>\n
$559.62<\/p>\n
0.0%<\/p>\n
$780.93<\/p>\n
0.5%<\/p>\n
2023<\/p>\n
$221.31<\/p>\n
1.8%<\/p>\n
2024<\/p>\n
$435.76<\/p>\n
3.0%<\/p>\n
$663.98<\/p>\n
3.1%<\/p>\n
2024<\/p>\n
$587.60<\/p>\n
5.0%<\/p>\n
$815.82<\/p>\n
4.5%<\/p>\n
2024<\/p>\n
$228.22<\/p>\n
3.1%<\/p>\n
UNITED BASIC ASSESSMENT<\/p>\n
THIRD BASIC ASSESSMENT<\/p>\n
GRF BASIC ASSESSMENT<\/p>\n
$800<\/p>\n
$800<\/p>\n
$800<\/p>\n
$600<\/p>\n
$600<\/p>\n
$600<\/p>\n
$400<\/p>\n
$400<\/p>\n
$400<\/p>\n
$200<\/p>\n
$200<\/p>\n
$200<\/p>\n
THT<\/p>\n
i<\/p>\n
ARRRRRRNN<\/p>\n
$-<\/p>\n
$-<\/p>\n
s$-<\/p>\n
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024<\/p>\n
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024<\/p>\n
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024<\/p>\n
m United m GRF<\/p>\n
= Third<\/p>\n
mu GRF<\/p>\n
m GRF<\/p>\n
nae ww hme WW mmm wm
\nWhat Do Other 55+ Communities Cost?<\/p>\n
Have you ever wondered how the total assessments you pay in Laguna Woods Village stack up<\/p>\n
when compared to other active 55+ communities? With support of the VMS board of directors,<\/p>\n
the Financial Services Department has prepared a cost breakdown of various 55+ communities<\/p>\n
that compares average basic assessments, common-use amenities, total assessments,<\/p>\n
community locations, home values and amenities offered, and more.<\/p>\n
The data is telling\u2014favorably for Laguna Woods Village. Third and United mutuals together are<\/p>\n
by far the largest representation, with 12,425 homes, compared to the next-largest community<\/p>\n
with half the number of homes and a total basic assessment that is more than twice that of<\/p>\n
United’s and almost twice that of Third\u2019s.<\/p>\n
Also, consider the following:<\/p>\n
Compare Third\u2019s and United’s total and average basic assessments to other communities<\/p>\n
that are significantly smaller and offer far fewer amenities. While the comparison may not<\/p>\n
be exact since the basic assessments may be comprised of different components, it provides<\/p>\n
a context for the value received by residents in Laguna Woods Village.<\/p>\n
Compare the number of homes in each community to put landscaping and<\/p>\n
maintenance\/construction tasking into greater perspective.<\/p>\n
Certain utilities, such as trash, water, sewage and basic cable are included in Third\u2019s and<\/p>\n
United’s total assessments.<\/p>\n
Please thoroughly review Chart B, Part | and Chart B, Part Il (pages 11 and 12) for more detailed<\/p>\n
insights.<\/p>\n
10
\nCHART B, PART |<\/p>\n
\u2014_<\/p>\n
a=<\/p>\n
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==<\/p>\n
== 30 BP<\/p>\n
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oo | Do<\/p>\n
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CT<\/p>\n
Ce<\/p>\n
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Te<\/p>\n
Ce<\/p>\n
CT<\/p>\n
Ce<\/p>\n
CT<\/p>\n
Ce<\/p>\n
Te<\/p>\n
11
\nCHART B, PART II<\/p>\n
ce<\/p>\n
J\u2014<\/p>\n
jm<\/p>\n
\u00a9=_<\/p>\n
\u00a9=_<\/p>\n
=”<\/p>\n
=-<\/p>\n
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===}<\/p>\n
=<\/p>\n
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=-<\/p>\n
=:<\/p>\n
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==<\/p>\n
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=-<\/p>\n
oo | oo<\/p>\n
\u2014<\/p>\n
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=<\/p>\n
==,<\/p>\n
==<\/p>\n
=.<\/p>\n
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=<\/p>\n
=-<\/p>\n
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SD<\/p>\n
=<\/p>\n
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==<\/p>\n
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[on J OK<\/p>\n
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\u2014<\/p>\n
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=<\/p>\n
12
\n2024 Monthly Assessment \u2014 How Is It Spent?<\/p>\n
To provide context to this benchmarking report, Chart C and Chart D (pages 14 and 15) show<\/p>\n
how 2024 monthly assessments are spent in Third Mutual and United Mutual, respectively.<\/p>\n
13
\nCHART C<\/p>\n
0}<\/p>\n
THIRD LAGUNA HILLS<\/p>\n
\u2014<\/p>\n
El<\/p>\n
1<\/p>\n
1<\/p>\n
fy<\/p>\n
L<\/p>\n
HOW $815.82 IS SPENT MONTHLY<\/p>\n
MAINTENANCE &<\/p>\n
GENERAL<\/p>\n
UTILITIES 592.35<\/p>\n
ADMINISTRATION $22.95<\/p>\n
\u2018CONSTRUCTION $39.50<\/p>\n
SERVICES $43.83<\/p>\n
SEWER $22.66<\/p>\n
WATER $43.97<\/p>\n
THIRD 511.49<\/p>\n
THIRD $25.99<\/p>\n
GRF 513.51<\/p>\n
= GRF $22.33<\/p>\n
– [| THIRD$21.50<\/p>\n
TRASH 19.51<\/p>\n
GRF 511.46<\/p>\n
ELECTRICITY $6.21<\/p>\n
3<\/p>\n
GVA\/LH-21 SURCHARGE<\/p>\n
BLDGS W\/O $15.83<\/p>\n
BLDGS Wf REC ROOMS $22.33<\/p>\n
THIRD 5163<\/p>\n
RESERVE 5180<\/p>\n
THIRD 54.88<\/p>\n
SECURITY $46.66<\/p>\n
GRF 517<\/p>\n
GRF 541.78 \u00ab\u00bb<\/p>\n
THIRD $125.19<\/p>\n
INSURANCE 5146.60<\/p>\n
GRF $21.41<\/p>\n
CONTINGENCY\/<\/p>\n
IT$22.25<\/p>\n
THIRD 56.58<\/p>\n
GRF $15.67<\/p>\n
THIRD $50.47 a)<\/p>\n
\u2014<\/p>\n
THIRD 582.05<\/p>\n
E $91.74<\/p>\n
THIRD $4.10<\/p>\n
$5.73<\/p>\n
GRF 59.69<\/p>\n
GRF $1.63<\/p>\n
14
\nCHART D<\/p>\n
UNITED LAGUNA WOODS<\/p>\n
MoUT oA L<\/p>\n
2024 ASSESSMENT WITHOUT TAXES<\/p>\n
HOW $663.98 IS SPENT MONTHLY<\/p>\n
FOR UNITED \u00bb<\/p>\n
MAINTENANCE &<\/p>\n
GENERAL<\/p>\n
ELECTRICITY $2.12<\/p>\n
UTILITIES $67.41<\/p>\n
UNITED $75.14<\/p>\n
CONSTRUCTION $88.65<\/p>\n
UNITED $16.58,<\/p>\n
SERVICES $38.91<\/p>\n
WATER $28.40<\/p>\n
SEWER $21.42<\/p>\n
TRASH $15.46<\/p>\n
TELEPHONE $0.01<\/p>\n
UNITED 5171.23<\/p>\n
RESERVE $183.23<\/p>\n
UNITED $6.29<\/p>\n
SECURITY $48.07<\/p>\n
CONTINGENCY<\/p>\n
IT 525.48<\/p>\n
UNITED $5.81<\/p>\n
UNITED $2 A)<\/p>\n
15
\n=<\/p>\n
Laguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Financial Services Department<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Financial Services Department encompasses both<\/p>\n
managerial and administrative teams that work collaboratively to oversee various financial<\/p>\n
functions including financial reporting, financial analysis, budgeting, ensuring compliance with<\/p>\n
financial regulations and daily operations such as accounting, payroll, accounts payable and<\/p>\n
receivable. Said services have been benchmarked against both private and public entities<\/p>\n
specific to the financial services organization within each company. Published budget and<\/p>\n
available open-source information were reviewed for this comparison.<\/p>\n
Benchmarking Criteria<\/p>\n
Metrics used for this report include financial components such as Financial Services expenses,<\/p>\n
total company levels, Financial Services staffing levels and companywide totals. An industry<\/p>\n
standard was also obtained for comparison purposes from CFO Magazine (January 2020), which<\/p>\n
stated that finance departments within an organization on average maintain departmental<\/p>\n
expenses at 1% of total revenues.<\/p>\n
Benchmarking Participants<\/p>\n
The entities used in this benchmarking effort were the Golden Rain Foundation (GRF) Rossmoor<\/p>\n
Walnut Creek and GRF Leisure World Seal Beach, and the cities of Aliso Viejo, Dana Point,<\/p>\n
Fountain Valley, Laguna Beach, Laguna Niguel and Lake Forest.<\/p>\n
Data Collection and Analysis<\/p>\n
A review and an analysis of 2023 budgets for all three entities were conducted.<\/p>\n
Benchmarking Results<\/p>\n
Analysis results illustrate that staffing and related expenses for the VMS Financial Services<\/p>\n
Department are lower than those of Laguna Woods Village sister companies and neighboring<\/p>\n
communities as a percent of total staff and related expenses. VMS Financial Services operates<\/p>\n
at 1.1% of total companywide revenue, consistent with the 1% presented as a standard from<\/p>\n
CFO Magazine. For purposes of this analysis and comparison to for-profit companies, total<\/p>\n
revenue was adjusted to include a profit margin of 30%.<\/p>\n
Conclusion<\/p>\n
VMS provides a cost-effective means of recordkeeping, reporting, planning and analysis, along<\/p>\n
with a robust set of internal controls to safeguard assets. Analysis indicates VMS has<\/p>\n
outperformed its sister companies and five of the six neighboring communities when<\/p>\n
16
\ncomparing both staffing levels and department costs as a percentage of the total company.<\/p>\n
Some of the comparable organizations may outsource financial services functions which can be<\/p>\n
more expensive due to hidden costs, profit margins and other aspects involved in handling<\/p>\n
various clients. VMS currently does not outsource any financial service functions. Table 1 (page<\/p>\n
18) is a side-by-side comparison that illustrates benchmarking findings.<\/p>\n
17
\nTABLE 1<\/p>\n
Village Management Services<\/p>\n
Ad Hoc Benchmarking Committee<\/p>\n
May 2024<\/p>\n
Financial Services<\/p>\n
Laguna<\/p>\n
Rossmoor<\/p>\n
Leisure<\/p>\n
City of<\/p>\n
City of<\/p>\n
City of<\/p>\n
City of<\/p>\n
City of<\/p>\n
City of<\/p>\n
Woods<\/p>\n
Walnut<\/p>\n
World Seal<\/p>\n
Aliso<\/p>\n
Dana<\/p>\n
Fountain<\/p>\n
Lake<\/p>\n
Laguna<\/p>\n
Laguna<\/p>\n
Village *<\/p>\n
Creek<\/p>\n
Beach<\/p>\n
Viejo<\/p>\n
Point<\/p>\n
Valley<\/p>\n
Beach<\/p>\n
Niguel<\/p>\n
Forest<\/p>\n
CFO<\/p>\n
Assist. Dir<\/p>\n
Controller\/Finance Manager<\/p>\n
Accountants<\/p>\n
Payroll<\/p>\n
AR<\/p>\n
AP<\/p>\n
Acct Clerk<\/p>\n
Analyst<\/p>\n
Admin<\/p>\n
Did Not Disclose by Position<\/p>\n
10<\/p>\n
12<\/p>\n
19<\/p>\n
10<\/p>\n
12<\/p>\n
11<\/p>\n
Finance Personnel as % of Total EE<\/p>\n
2%<\/p>\n
6%<\/p>\n
6%<\/p>\n
7%<\/p>\n
12%<\/p>\n
4%<\/p>\n
3%<\/p>\n
8%<\/p>\n
8%<\/p>\n
(In Thousands)<\/p>\n
Financial Services Costs *<\/p>\n
2,356<\/p>\n
762<\/p>\n
1,301<\/p>\n
853<\/p>\n
1,541<\/p>\n
1,880<\/p>\n
2,005<\/p>\n
1,179<\/p>\n
2,263<\/p>\n
Total Expenses (2024 Budgeted)<\/p>\n
148,923<\/p>\n
22,958<\/p>\n
18,657<\/p>\n
23,900<\/p>\n
48,850<\/p>\n
144,729<\/p>\n
117,187<\/p>\n
52,056<\/p>\n
76,525<\/p>\n
Financial Services Exp as % of Revenue<\/p>\n
1.1%<\/p>\n
2.3%<\/p>\n
4.9%<\/p>\n
2.5%<\/p>\n
2.2%<\/p>\n
0.9%<\/p>\n
1.2%<\/p>\n
1.6%<\/p>\n
2.1%<\/p>\n
CFO Magazine: Target 1%<\/p>\n
* Excludes mail room services, purchasing and warehouse<\/p>\n
18
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
General Services Department – Cable and Internet Services<\/p>\n
Introduction<\/p>\n
Laguna Woods Village cable and internet services have been benchmarked against a local<\/p>\n
communications company. Current Village cable and internet pricing and available open-source<\/p>\n
information were reviewed for this report.<\/p>\n
Benchmarking Criteria<\/p>\n
Metrics used for this report include such financial components as costs and service levels,<\/p>\n
including the number of channels and internet speeds.<\/p>\n
Benchmarking Participants<\/p>\n
Entities used in this benchmarking effort were the Village Management Services (VMS)<\/p>\n
Broadband Division, West Coast Internet and Cox Communications.<\/p>\n
Data Collection and Analysis<\/p>\n
Staff conducted reviews of 2024 VMS Broadband Division and West Coast Internet pricing, as<\/p>\n
well as a review of Cox Communications pricing in Southern California.<\/p>\n
Benchmarking Results<\/p>\n
Data indicates that the service levels and pricing offered by VMS are a great value. Table 1<\/p>\n
(page 20) compares what Laguna Woods Village residents pay for a sample cable\/internet<\/p>\n
bundle with what is available from Cox Communications. Village residents pay $85.06 for a<\/p>\n
cable\/internet bundle that includes 285 channels and 125 Mbps (Megabits per second) internet<\/p>\n
service. This fee includes the average monthly cost of $40.95 for internet service, $14.84 for the<\/p>\n
upgraded cable package and $29.27 that is included in the HOA assessment for broadband<\/p>\n
services. A comparable cable\/internet bundle from Cox would cost $165. This includes $50 for<\/p>\n
100 Mbps of internet service and $115 for 140 channels.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Providing cable service in house and internet services via a partnership with West Coast<\/p>\n
Internet allows VMS to better manage costs. In addition, Village membership in the National<\/p>\n
Content & Technology Cooperative allows the community to leverage reduced programming<\/p>\n
costs.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to maintain the Village’s broadband infrastructure so that it continues to be<\/p>\n
a viable community resource well into the future, as well as continue to hire, train and retain<\/p>\n
top staff to provide the highest level of service at a competitive price.<\/p>\n
19
\nConclusion<\/p>\n
VMS provides a higher level of service at a better price than what is available from Cox<\/p>\n
Communications, a top national broadband service provider. Laguna Woods Village offers more<\/p>\n
channels and faster internet service (295 channels and 125 Mbps for $88.18), compared to a<\/p>\n
similar bundled offering from Cox (140 channels and 100 Mbps for $165)<\/p>\n
TABLE 1<\/p>\n
(Rates determined by average subscriber costs.)<\/p>\n
65 Mbps<\/p>\n
125 Mbps<\/p>\n
250 Mbps<\/p>\n
500 Mbps<\/p>\n
West Coast Internet<\/p>\n
$36.50<\/p>\n
$56.50<\/p>\n
$75<\/p>\n
HD cable box<\/p>\n
HD DVR<\/p>\n
TiVo<\/p>\n
Digital service<\/p>\n
(115+ channels)<\/p>\n
(285 channels)<\/p>\n
(285 channels)<\/p>\n
(285 channels)<\/p>\n
Broadband<\/p>\n
Included in HOA<\/p>\n
Digital TV guide<\/p>\n
Digital TV<\/p>\n
Cable<\/p>\n
included;<\/p>\n
guide included;<\/p>\n
dues; no device<\/p>\n
Television<\/p>\n
premium<\/p>\n
digital DVR<\/p>\n
required<\/p>\n
packages<\/p>\n
required<\/p>\n
$0<\/p>\n
$20.21<\/p>\n
$34.55<\/p>\n
Assessment<\/p>\n
$29.27<\/p>\n
$29.27<\/p>\n
\u2014 ae<\/p>\n
$105.98<\/p>\n
$138.82<\/p>\n
100 Mbps<\/p>\n
250 Mbps<\/p>\n
500 Mbps<\/p>\n
1 Gbps<\/p>\n
2 Gbps<\/p>\n
Cox Internet<\/p>\n
$50<\/p>\n
$70<\/p>\n
$90<\/p>\n
$109.99<\/p>\n
$150<\/p>\n
Contour TV<\/p>\n
Contour TV<\/p>\n
Contour TV<\/p>\n
ultimate<\/p>\n
Cox TV<\/p>\n
starter<\/p>\n
preferred<\/p>\n
(75+ channels)<\/p>\n
(140+ channels)<\/p>\n
(250+<\/p>\n
channels)<\/p>\n
$61<\/p>\n
$115<\/p>\n
$152<\/p>\n
100 Mbps plus<\/p>\n
1 Gbps plus<\/p>\n
Cox Internet\/TV<\/p>\n
Bundle<\/p>\n
140+ channels<\/p>\n
140+ channels<\/p>\n
20
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
General Services Department – Fleet Maintenance<\/p>\n
Introduction<\/p>\n
Village Management Services Inc. (VMS) Fleet Maintenance has been benchmarked against<\/p>\n
local automotive repair shops and one dealership. Fleet Maintenance operates two shifts: one<\/p>\n
from 6 a.m. to 2:30 p.m. and a second from 2 p.m. to 10:30 p.m. This schedule allows staff to<\/p>\n
conduct repairs and maintenance on vehicles during evening hours so vehicles are available to<\/p>\n
work center staff when they arrive in the morning. This in-house operation saves significant<\/p>\n
staff time, as no staff are required to drive vehicles to an off-site automotive repair facility and<\/p>\n
either wait for service or arrange for a return trip.<\/p>\n
Benchmarking Criteria<\/p>\n
Metrics used for this report include hourly rates from local automotive repair shops and a local<\/p>\n
dealership, as well as costs for a preventive maintenance service, which includes an oil and<\/p>\n
filter change, fluid top-off and inspections of lights, tires, brakes and suspension components.<\/p>\n
Benchmarking Participants<\/p>\n
Entities used in this benchmarking effort were VMS Fleet Maintenance, Elite Automotive<\/p>\n
Repair, Rincon Truck Center and Tuttle Click Ford. These entities were selected because VMS<\/p>\n
has a relationship with these companies, and information is more readily available than it<\/p>\n
would be from other private companies that maintain their own vehicles.<\/p>\n
Data Collection and Analysis<\/p>\n
A review of Fleet Maintenance work center hourly rates and preventive maintenance service<\/p>\n
costs were reviewed and compared against the hourly rates and service costs from Elite<\/p>\n
Automotive Repair, Rincon Truck Center and Tuttle Click Ford. The $63.08 hourly rate for VMS<\/p>\n
Fleet Maintenance staff is the 2024 total rate that includes salary, benefits and overhead.<\/p>\n
Benchmarking Results<\/p>\n
As a result of this comparison, the review indicated that the VMS Fleet Maintenance staff<\/p>\n
hourly repair rate and VMS Fleet Maintenance staff costs for a preventive maintenance service<\/p>\n
are lower than the two local automotive repair shops and one local dealership (see Table 1,<\/p>\n
page 22).<\/p>\n
21
\nTABLE 1<\/p>\n
VMS Fleet<\/p>\n
Elite Automotive<\/p>\n
Rincon Truck<\/p>\n
Tuttle Click<\/p>\n
Metric<\/p>\n
Maintenance<\/p>\n
Center<\/p>\n
Ford<\/p>\n
Repair<\/p>\n
Hourly repair<\/p>\n
$63.08<\/p>\n
$155<\/p>\n
$195<\/p>\n
$245<\/p>\n
Preventive maintenance<\/p>\n
$63.08<\/p>\n
$85<\/p>\n
$245<\/p>\n
$100<\/p>\n
service*<\/p>\n
LJ<\/p>\n
Note: Preventive maintenance service includes an oil and filter change, a fluid level top-<\/p>\n
off and inspections of lights, tires, brakes and suspension components. These services<\/p>\n
are common services provided by both VMS Fleet Maintenance and local repair shops.<\/p>\n
The rates charged by outside vendors may be less than their full rate if we asked them<\/p>\n
to take over all of the fleet operation as a result of economies of scale, but would likely<\/p>\n
be higher as a result of their need to build profit into their rates.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
The review of the VMS Fleet Maintenance work center versus local automotive repair shops<\/p>\n
and dealership rates indicates that the hourly repair rates for VMS Fleet Maintenance are lower<\/p>\n
than hourly rates for local repair shops and the dealership. In addition, VMS Fleet Maintenance<\/p>\n
costs for a preventive maintenance service are lower than the costs from local automotive<\/p>\n
shops. Lastly, an in-house maintenance facility allows VMS Fleet Maintenance to deliver<\/p>\n
maintenance services without providing a profit to a private third party, as well as deliver<\/p>\n
additional efficiencies and staff savings by not transporting vehicles to an off-site facility.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to research and select vehicles for purchase that are highly reliable and<\/p>\n
energy efficient; continue to assess the fleet of vehicles to ensure VMS has the right number<\/p>\n
and type of vehicles needed to operate efficiently; and continue to seek opportunities to<\/p>\n
enhance job satisfaction, training and work center morale to retain highly experienced staff and<\/p>\n
minimize vacancies.<\/p>\n
Conclusion<\/p>\n
VMS Fleet Maintenance staff provide services for approximately 260 vehicles and 160 pieces of<\/p>\n
specialty equipment efficiently and reasonably, without providing a profit to a private third<\/p>\n
party or having to transport vehicles to an off-site service facility.<\/p>\n
Additional Information<\/p>\n
The General Services Department performs a fleet right-sizing assessment every two years. The<\/p>\n
2022 fleet right-sizing assessment is estimated to save a total of $620,200 over a period of four<\/p>\n
fiscal years. Savings are realized through reducing vehicles, purchasing a less expensive vehicle<\/p>\n
class while maintaining the necessary utility and establishing a pooled\/shared vehicle strategy.<\/p>\n
22
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
General Services Department – Transportation<\/p>\n
Introduction<\/p>\n
Village Management Services Inc. (VMS) transportation services have been benchmarked<\/p>\n
against private and public entities in the transportation services industry. Published budget<\/p>\n
information, available open-source information and the Age Well Senior Services proposal for<\/p>\n
transportation services were reviewed for this report.<\/p>\n
Benchmarking Criteria<\/p>\n
Metrics used for this report include financial components such as costs and operational metrics<\/p>\n
defining service levels.<\/p>\n
Benchmarking Participants<\/p>\n
Entities used in this benchmarking effort were the Golden Rain Foundation (GRF) Rossmoor<\/p>\n
Walnut Creek, GRF Leisure World Seal Beach, Age Well Senior Services and Orange County<\/p>\n
Transportation Authority (OCTA). The GRF communities serve as benchmarking peers, OCTA<\/p>\n
serves as a local industry provider and Age Well serves as a third-party transportation provider.<\/p>\n
In addition, the GRF-funded Fehr and Peers study was referenced. This study recommended<\/p>\n
service levels and hours of operation for the Laguna Woods Village transportation system.<\/p>\n
Data Collection and Analysis<\/p>\n
A review of the 2024 Laguna Woods Village, Rossmoor Walnut Creek and OCTA budgets, and<\/p>\n
the 2023 Leisure World Seal Beach budget (2024 data was unavailable), was conducted.<\/p>\n
Additionally, reviews of transportation services webpages were conducted to obtain service<\/p>\n
levels and hours of operation.<\/p>\n
Benchmarking Results<\/p>\n
Data indicates that VMS transportation offers greater service levels with more routes and<\/p>\n
services at a competitive annual cost. Table 1 (page 24) compares VMS transportation with<\/p>\n
Rossmoor Walnut Creek and Leisure World Seal Beach programs.<\/p>\n
23
\nTABLE 1<\/p>\n
Laguna Woods Village<\/p>\n
Seal Beach<\/p>\n
Rossmoor Walnut Creek<\/p>\n
Manors<\/p>\n
12,736<\/p>\n
6,608<\/p>\n
6,700<\/p>\n
Transportation<\/p>\n
$1,572,728<\/p>\n
$666,571<\/p>\n
$1,306,696<\/p>\n
budget<\/p>\n
Per manor<\/p>\n
$10.29<\/p>\n
$8.41<\/p>\n
$16.25<\/p>\n
per month<\/p>\n
Fixed route<\/p>\n
Yes<\/p>\n
Yes<\/p>\n
Dial-a-Ride<\/p>\n
Paratransit<\/p>\n
Yes<\/p>\n
Yes<\/p>\n
Yes<\/p>\n
Lyft\/Uber<\/p>\n
Yes<\/p>\n
No<\/p>\n
Yes<\/p>\n
M-F5:50a.m.-6 p.m;<\/p>\n
Fixed-route<\/p>\n
M-F7:30a.m. -7:15p.m.;<\/p>\n
M-F9am.-5p.m.<\/p>\n
Sat, Sun<\/p>\n
hours<\/p>\n
Sat, Sun7a.m.-8 p.m.<\/p>\n
8:20 a.m. – 4:30 p.m.<\/p>\n
Paratransit<\/p>\n
M – Sat 7:45 a.m. – 3:45 p.m.,<\/p>\n
M-Sun8a.m.-4 p.m.<\/p>\n
hours<\/p>\n
Sun7a.m.-1pm.<\/p>\n
M-F7am.-9am.and<\/p>\n
Lyft\/Uber<\/p>\n
5p.m.-10 p.m;<\/p>\n
hours<\/p>\n
N\/A<\/p>\n
24\/7<\/p>\n
Sat 7a.m. -10 p.m.;<\/p>\n
Sun7am.-5p.m.<\/p>\n
Six neighborhood, two<\/p>\n
Four; no service outside<\/p>\n
No fixed-route service;<\/p>\n
Routes<\/p>\n
commercial, one<\/p>\n
call minimum one hour<\/p>\n
gates; no Lyft after hours<\/p>\n
wellness<\/p>\n
in advance<\/p>\n
24
\nAdditionally, while OCTA is an industry peer, its services have limitations, as they offer a larger<\/p>\n
service but do not provide complete coverage inside Laguna Woods Village. Table 2 (below)<\/p>\n
compares the OC Access program and Laguna Woods Village transportation.<\/p>\n
TABLE 2<\/p>\n
Village<\/p>\n
oc<\/p>\n
Transportation<\/p>\n
Access<\/p>\n
Offers fixed-route service within Village to all<\/p>\n
Yes<\/p>\n
No<\/p>\n
amenities within Village<\/p>\n
Offers fixed-route service from Village to<\/p>\n
Yes<\/p>\n
No<\/p>\n
local shopping centers<\/p>\n
Offers fixed-route service from Village to<\/p>\n
local medical offices<\/p>\n
Yes<\/p>\n
No<\/p>\n
Offers fixed-route service with 30-minute<\/p>\n
Yes<\/p>\n
No<\/p>\n
wait times<\/p>\n
Offers paratransit service to 100% of<\/p>\n
residents who meet assessment criteria<\/p>\n
Yes<\/p>\n
No<\/p>\n
(three-fourths-mile requirement)<\/p>\n
Allows for in-house oversight and control of<\/p>\n
Yes<\/p>\n
No<\/p>\n
service levels<\/p>\n
No history of strikes impacting service levels<\/p>\n
Yes<\/p>\n
No<\/p>\n
Low-floor ADA buses with ramps (no steps)<\/p>\n
Yes<\/p>\n
No<\/p>\n
Offers fixed-route service outside of Village<\/p>\n
‘[]<\/p>\n
transportation boundaries<\/p>\n
Last, General Services Department staff reviewed the transportation proposal received from<\/p>\n
Age Well Senior Services in 2022, which proposed assuming the Easy Rider (fixed-route) and<\/p>\n
Journey (paratransit) programs at a savings of $109,000. That proposal was not approved.<\/p>\n
However, the Transportation Division has reduced its operating expenses by $255,000 since<\/p>\n
2022, while at the same time retaining control of a valuable community asset. This was<\/p>\n
accomplished by implementing staffing changes, introducing smaller more efficient buses and<\/p>\n
monitoring operating costs closely.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Each of the transportation programs reviewed offered various programs and various service<\/p>\n
levels, making it difficult to draw a direct comparison between transportation systems.<\/p>\n
However, in this benchmarking analysis, the smaller bus configuration stands out as a best<\/p>\n
practice as long as it is aligned with route usage. This practice helps mitigate risk of traffic<\/p>\n
collisions and produces fuel savings. In addition, adjusting staffing to include less full-time and<\/p>\n
more part-time positions has led to additional budget savings.<\/p>\n
25
\nRecommendations and Action Plan<\/p>\n
Staff will continue to look for opportunities to integrate the use of smaller buses as appropriate<\/p>\n
to assist with mitigating risk factors and controlling costs, review staffing needs to operate<\/p>\n
efficiently, and hire, train and retain top staff to provide the highest level of service at a<\/p>\n
competitive price.<\/p>\n
Conclusion<\/p>\n
VMS provides a higher level of transportation services within Village transportation boundaries<\/p>\n
than what can be provided by OCTA. In addition, although the transportation programs being<\/p>\n
offered by our benchmarking peers varied widely, based on geography and need, the analysis<\/p>\n
revealed that the per manor per month is competitive with private community peers. Lastly,<\/p>\n
the comparison of Village transportation costs against the proposal from Age Well Senior<\/p>\n
Services confirms that our costs remain competitive compared to a third-party transportation<\/p>\n
provider.<\/p>\n
Additional Information<\/p>\n
General Services oversees the following revenue sources from our partners Arizona Pipeline,<\/p>\n
Age Well Senior Services and MemorialCare, which help offset transportation and service<\/p>\n
center operating costs.<\/p>\n
Arizona Pipeline rental space<\/p>\n
$33,300<\/p>\n
Age Well fuel administrative fee<\/p>\n
$10,800<\/p>\n
Age Well parking agreement<\/p>\n
$26,364<\/p>\n
MemorialCare wellness route sponsorship<\/p>\n
$35,000<\/p>\n
Total<\/p>\n
$105,464<\/p>\n
26
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Information Services Department – Information Technology<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Information Services Department – Information<\/p>\n
Technology has been benchmarked against both mid-sized and enterprise-level corporations<\/p>\n
across various business sectors. This analysis uses published budget information, data from<\/p>\n
trade organizations and open-source information.<\/p>\n
Benchmarking Criteria<\/p>\n
This report employs various financial metrics, including the percentage of revenue spent on IT,<\/p>\n
the number of users and a number of different systems across diverse industries for a<\/p>\n
comprehensive comparison.<\/p>\n
Benchmarking Participants<\/p>\n
Industries included in this benchmarking study are software development, cloud hosting,<\/p>\n
financial services, retail and commerce, transportation and logistics, healthcare, consumer<\/p>\n
products and industrial manufacturing.<\/p>\n
Data Collection and Analysis<\/p>\n
A review and an analysis of GRF budgets from 2020 to 2024 were conducted. Authoritative<\/p>\n
sources such as Gartner, Statista, ClO Insight and CIO Insider were also reviewed to understand<\/p>\n
how organizations allocate their IT budgets and the percentage of revenue invested annually in<\/p>\n
IT services and support.<\/p>\n
Benchmarking Results<\/p>\n
Analysis reveals that IT maintains higher service levels and incurs lower costs compared to the<\/p>\n
industry standards evaluated. Chart 1 (page 28) compares both the percentage of spend and the<\/p>\n
industries analyzed.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
The analysis highlights that Laguna Woods Village spends a significantly lower percentage of<\/p>\n
revenue on IT (1.87%) compared to the national average (7.62%). This suggests that GRF may<\/p>\n
be underspending on IT investments and services.<\/p>\n
Recommendations and Action Plan<\/p>\n
It is recommended that the department continue to explore opportunities to integrate business<\/p>\n
systems into a centralized ERP solution. This integration is expected to reduce licensing costs<\/p>\n
and significantly lower capital expenditures over the next three to five years.<\/p>\n
27
\nConclusion<\/p>\n
The benchmarking study underscores a critical need to strategically shift IT spending to align<\/p>\n
more closely with industry averages while maintaining service quality. Implementing a<\/p>\n
centralized ERP system will not only streamline operations but also enhance efficiency and<\/p>\n
reduce costs, positioning Laguna Woods Village to better leverage technology for operational<\/p>\n
success.<\/p>\n
CHART 1<\/p>\n
Percentage of Revenue Spend on IT, by Industry US<\/p>\n
Software<\/p>\n
I \u2014\u2014= 18.00%<\/p>\n
Tech Hosting\/Cloud<\/p>\n
I 11.00%<\/p>\n
Financial Services<\/p>\n
I. 10.00%<\/p>\n
Retail and eCommerce<\/p>\n
I 7.00%<\/p>\n
Healthcare<\/p>\n
I. 5.00%<\/p>\n
Transportation and Logistics<\/p>\n
IN 5.00%<\/p>\n
Consumer Products<\/p>\n
I 3.00%<\/p>\n
Industrial Manufacturing<\/p>\n
I 2.00%<\/p>\n
Village Management Services<\/p>\n
I 1.87%<\/p>\n
28
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Information Services Department – Resident Services<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Information Services Department – Resident<\/p>\n
Services has been benchmarked against both mid-sized and enterprise-level call center<\/p>\n
markets. This report is based on published budget information, trade organization data and<\/p>\n
open-source information to provide a comprehensive overview.<\/p>\n
Benchmarking Criteria<\/p>\n
This analysis uses financial metrics, including the percentage of revenue spent and costs per<\/p>\n
agent, engagement and minute across various communication channels, including telephone<\/p>\n
calls, emails and walk-ins.<\/p>\n
Benchmarking Participants<\/p>\n
The geographic focus of this benchmarking effort includes the cities of Irvine, San Diego, San<\/p>\n
Francisco and Los Angeles. The call centers in these cities handle various inquiries ranging from<\/p>\n
basic customer service to complex technical support and billing issues. VMS\u2019 Resident Services<\/p>\n
also addresses a broad spectrum of resident needs, including maintenance requests, billing<\/p>\n
inquiries and community event information. This comprehensive service range ensures that<\/p>\n
residents receive prompt and effective assistance regardless of the issue.<\/p>\n
Data Collection and Analysis<\/p>\n
A review and an analysis of GRF budgets from 2020 to 2024 were conducted. Additionally, data<\/p>\n
was sourced from employment and salary information sites such as Zip Recruiter, Monster and<\/p>\n
LinkedIn to determine the average costs per customer service agent.<\/p>\n
Benchmarking Results<\/p>\n
The benchmarking analysis indicates that VMS\u2019 Resident Services maintains higher service levels<\/p>\n
with similar pricing structures compared to the analyzed geographic areas. The accompanying<\/p>\n
chart offers a side-by-side comparison of the average cost per customer service agent among<\/p>\n
mid-sized companies.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Analysis reveals that the average cost of a VMS customer service agent is slightly lower than in<\/p>\n
the comparative geographic areas, standing at $21, compared to the average of $23. This<\/p>\n
demonstrates that VMS is competitively priced within the California market.<\/p>\n
In addition to traditional telephone support, the call centers in these benchmarked cities offer<\/p>\n
multiple communication channels, including:<\/p>\n
29
\n\u00b0<\/p>\n
Email support: Allowing customers to send detailed inquiries and receive timely<\/p>\n
responses<\/p>\n
\u00b0<\/p>\n
Walk-ins: Offering face-to-face support for residents who prefer in-person interaction<\/p>\n
VMS\u2019 Resident Services similarly uses an omnichannel approach, ensuring residents have<\/p>\n
multiple ways to seek help. This includes telephone calls, emails and in-person visits, thus<\/p>\n
catering to a wide range of preferences and needs.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to explore automation opportunities for business systems and customer<\/p>\n
service interactions to further reduce the cost per engagement.<\/p>\n
Conclusion<\/p>\n
The benchmarking analysis underscores the competitive edge that VMS has (Chart 1) in the<\/p>\n
Californian call center market, both in terms of cost efficiency and service quality. By continuing<\/p>\n
to innovate and automate customer service processes, Resident Services can enhance<\/p>\n
operational efficiency and maintain its strong market position.<\/p>\n
CHART 1<\/p>\n
Average Cost Per Call Center Agent<\/p>\n
Irvine<\/p>\n
Los Angeles<\/p>\n
San Diego<\/p>\n
VMS<\/p>\n
30
\n=<\/p>\n
Laguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Landscaping Services Department<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Landscaping Services Department has been<\/p>\n
benchmarked against private contractors in the landscaping maintenance industry. This report<\/p>\n
was prepared using actual bids from a distinct specialty in landscaping maintenance services.<\/p>\n
Benchmarking Criteria<\/p>\n
The Landscaping Services Department maintains 651.1 acres of irrigated landscaping, 310.5<\/p>\n
acres of turf, 170.7 acres of shrub beds and 169.9 acres of slopes. All acreage is currently<\/p>\n
maintained by VMS staff except 121.6 of the slope acres, which are currently maintained under<\/p>\n
contract.<\/p>\n
Data Collection and Analysis<\/p>\n
A review and analysis of requests for proposals (RFP) for the two main tasks in landscaping<\/p>\n
maintenance, shrub-bed maintenance and turf maintenance, were used for this analysis. In<\/p>\n
addition to providing landscape maintenance services, the department also maintains a 6-acre<\/p>\n
commercial-grade nursery and a 4-acre green waste processing center. Staff performed cost<\/p>\n
analyses of the nursery and green waste processing work centers that compared the costs of<\/p>\n
obtaining said services from outside vendors.<\/p>\n
In January 2024, staff issued an RFP for turf maintenance, which includes mowing and edging of<\/p>\n
all turf within Third Mutual. The RFP was issued to seven large landscape contractors, but only<\/p>\n
two of them currently have the required manpower and equipment to undertake the contract.<\/p>\n
As mowing frequency changes with seasons and weather, the RFP scope of work mirrors<\/p>\n
current VMS staffing levels, which involves mowing an average of 28 times a year. The two bids<\/p>\n
received were relatively close, with an 8% difference. For this analysis, the two were averaged<\/p>\n
to arrive at a fair representation of costs. Bids were based on mowing and edging costs per<\/p>\n
acre. For comparison, staff labor hours were averaged over the past three years and converted<\/p>\n
to cost per acre in today\u2019s dollars.<\/p>\n
In January of 2020, staff issued an RFP for shrub-bed maintenance services due to the ongoing<\/p>\n
staff shortage. The scope of work was for the contractor to perform the same shrub-bed work<\/p>\n
that staff had performed historically: shrub pruning, soft edge maintenance, weeding and<\/p>\n
general cleanup. Staff received two competitive proposals from competent contractors. The<\/p>\n
two bids received were relatively close, with a 4.5% difference. For this analysis, the two were<\/p>\n
averaged for a fair representation of costs. The bids were based on shrub-bed costs per square<\/p>\n
foot. For comparison, staff labor hours were averaged over the past three years and converted<\/p>\n
to cost per acre in 2020 labor rates.<\/p>\n
31
\nThe green waste processing center handles more than 35,000 cubic yards of green waste<\/p>\n
annually. Green waste comes from routine shrub bed maintenance, turf maintenance, turf<\/p>\n
removal projects, tree trimming and tree removals. The budgeted cost for 2023 to operate the<\/p>\n
green waste processing center was $135,085. To manage green waste using outside vendors,<\/p>\n
roll-off bins are required to haul the waste; the contracted price via the city\u2019s contract with<\/p>\n
CR&R is $598.04 for each 10-cubic-yard bin. The annual yardage produced would require 3,542<\/p>\n
bins per year for a total cost of $2,118,044. Instead, our 35,000 cubic yards of green waste are<\/p>\n
converted into almost 9,000 cubic yards of mulch. Purchasing mulch and having it delivered<\/p>\n
would cost approximately $359,932 per year. The combined savings of the green waste<\/p>\n
operation saves $2,342,718 (Table 1, page 34).<\/p>\n
The nursery provides growing and logistics cost savings. In 2022, staff brought power and data<\/p>\n
to the nursery and installed a weather-tight office, enabling installation of a computer to begin<\/p>\n
tracking inventory digitally for the first time.<\/p>\n
In the initial 2022 inventory, 48,424 plants of hundreds of assorted species and sizes were<\/p>\n
counted in stock. On average, over the past two and a half years, the nursery has maintained an<\/p>\n
inventory of over 51,000 plants. Staff has introduced additional plants at a rate of over 16,500<\/p>\n
plants annually. These plants are cultivated, grown, repotted and maintained by a staff of three,<\/p>\n
plus a foreman. In most cases, the plants begin as cuttings from existing community plants that<\/p>\n
are grown to maturity to 15-gallon plants.<\/p>\n
In addition to digitizing the inventory system, new plant species, planting methods\/materials,<\/p>\n
irrigation systems and fertilizers are increasing operation efficiency and output. The average<\/p>\n
number of new plants added to the nursery in 2022\/2023 was 14,273. In the first six months of<\/p>\n
2024, 20,779 plants were added, which has reduced the cost per plant in inventory to $3.11<\/p>\n
from $6.17 (Table 2, page 34).<\/p>\n
On average, staff plants over 15,000 plantings annually, an amount that has increased steadily<\/p>\n
since 2022. In the first six months of 2024, staff planted 16,538 plants of varying sizes and<\/p>\n
species\/colors. For this analysis, staff considered 30 of the most-used plants and sizes planted in<\/p>\n
2023 and obtained quotes from three local wholesale nurseries for the same sizes and<\/p>\n
species\/colors. The average cost of the same variety of plant material (when available) is $8.56<\/p>\n
each (Table 3, page 35).<\/p>\n
One logistical challenge in using wholesale nurseries is availability. An in-house nursery means<\/p>\n
staff can grow the plant species, colors and quantities needed without having to visit several<\/p>\n
nurseries to find the quantities needed or pay delivery fees, which ranged from $100 per truck<\/p>\n
load or 1.5% of the plant material cost. Including delivery could mean an additional $4,200 to<\/p>\n
the annual cost of purchasing plant material. Wholesale nurseries also deliver to a central<\/p>\n
location only, incurring additional labor costs for handling, maintaining and distributing plant<\/p>\n
material that are included in the in-house nursery costs.<\/p>\n
32
\nBenchmarking Results<\/p>\n
Analysis reveals that the VMS Landscaping Services Department is not only competitive with<\/p>\n
contracted landscaping maintenance services but is also significantly less expensive. Moreover,<\/p>\n
VMS staff are well acquainted with routes and resident concerns, ensuring quick response to<\/p>\n
work order requests with no additional costs. Contractor quotes for maintenance work are for<\/p>\n
specified services and do not include costs for resident-requested service work included in VMS<\/p>\n
costs.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Analysis indicates that turf maintenance operations carried out by VMS staff follow industry<\/p>\n
standards at a competitive price. Additionally, staff has successfully implemented cost-savings<\/p>\n
measures in the past year and consistently seeks to enhance performance.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to look for opportunities to reduce labor hours and identify equipment usage<\/p>\n
to reduce costs.<\/p>\n
Conclusion<\/p>\n
VMS provides more cost-effective landscaping services than similar-sized landscaping<\/p>\n
contractors. Side-by-side comparison charts (Charts 1 and 2, page 36) illustrate the cost<\/p>\n
difference. Using VMS crews for turf maintenance, the per-manor-per-month cost for<\/p>\n
landscaping services in 2024 is $74.70 for United and $91.74 for Third. Using contracted crews<\/p>\n
for turf maintenance would increase the monthly assessments to $86.53 for United and $104<\/p>\n
for Third.<\/p>\n
Using VMS crews for shrub-bed maintenance work described above, the per-manor-per-month<\/p>\n
cost for landscape services in 2020 was $56 for United and $70.97 for Third. Had we used<\/p>\n
contracted crews for the same service level, it would have increased the monthly assessments<\/p>\n
to $59.31 for United and $74.76 for Third.<\/p>\n
33
\nTABLE 1<\/p>\n
2024 Cost Analyses for Green Waste Processing and Mulch Purchasing<\/p>\n
(COST BREAKDOWN FOR CR&R TO HAUL<\/p>\n
Average Yards Per Bin | Avg. Bins Per<\/p>\n
Total CYProduced<\/p>\n
(Weight Restrictions)<\/p>\n
Month<\/p>\n
Bins Per Year<\/p>\n
Per Bin<\/p>\n
Annual Total<\/p>\n
35,416<\/p>\n
10<\/p>\n
295<\/p>\n
3542<\/p>\n
$598.04<\/p>\n
$2,118,044<\/p>\n
COST BREAKDOWN FOR PURCHASING MULCH FROM AGUINAGA GREEN<\/p>\n
Cubic Yards<\/p>\n
Trucks per<\/p>\n
COST PER CUBIC YD<\/p>\n
Month<\/p>\n
Annual Cost<\/p>\n
Delivery Fee<\/p>\n
CYPer Truck| per Month<\/p>\n
Per Load Cost | Monthly Cost<\/p>\n
$34<\/p>\n
$100<\/p>\n
16<\/p>\n
745.2<\/p>\n
46.6<\/p>\n
$644<\/p>\n
$29,994.30<\/p>\n
$359,932<\/p>\n
Estimated Annual Cost to Transport\/ Dump Green Waste w\/ CR&R and Purchase Mulch<\/p>\n
$2,477,975<\/p>\n
Annual Cost to Operate Mulching Center<\/p>\n
$135,257<\/p>\n
Savings<\/p>\n
$2,342,718<\/p>\n
TABLE 2<\/p>\n
2024 – 2024 Nursery Inventory and Cost Per Plant<\/p>\n
2022 Nursery<\/p>\n
Nursery Actual<\/p>\n
Cost Per Plant in<\/p>\n
Beginning Inventory<\/p>\n
Inventory Used<\/p>\n
Inventory Added | Year End Inventory<\/p>\n
Expenses<\/p>\n
Inventory<\/p>\n
48 424<\/p>\n
11,627<\/p>\n
14,489<\/p>\n
51,287<\/p>\n
$287,729.78<\/p>\n
$5.61<\/p>\n
2023 Nursery<\/p>\n
Nursery Actual<\/p>\n
Cost Per Plant in<\/p>\n
Beginning Inventory<\/p>\n
Inventory Used<\/p>\n
Inventory Added | Year End Inventory<\/p>\n
Expenses<\/p>\n
Inventory<\/p>\n
51,287<\/p>\n
18,739<\/p>\n
14,057<\/p>\n
46,605<\/p>\n
$316,058.05<\/p>\n
$6.78<\/p>\n
2022-2023 Nursery Averages<\/p>\n
Beginning Inventory<\/p>\n
Inventory Used<\/p>\n
Inventory Added | Year End Inventory<\/p>\n
Average Actual<\/p>\n
2 Year Average Cost Per<\/p>\n
Expenses<\/p>\n
Plant in Inventory<\/p>\n
49,855<\/p>\n
15,183<\/p>\n
14,273<\/p>\n
48,946<\/p>\n
$301,893.91<\/p>\n
$6.17<\/p>\n
2024 Nursery (As of June 30, 2024)<\/p>\n
Inventory (As of<\/p>\n
Nursery Actual<\/p>\n
Cost Per Plant in<\/p>\n
Beginning Inventory<\/p>\n
Inventory Used<\/p>\n
Inventory Added<\/p>\n
06\/30\/2024)<\/p>\n
Expenses<\/p>\n
Inventory<\/p>\n
46,605<\/p>\n
16,538<\/p>\n
20,779<\/p>\n
50,846<\/p>\n
$158,058.24<\/p>\n
$3.11<\/p>\n
34
\nTABLE 3<\/p>\n
Plant Material Quotes From Wholesale Nurseries<\/p>\n
Plant Name<\/p>\n
2023 Planted<\/p>\n
Vilage<\/p>\n
Ayon<\/p>\n
Devil Mountain<\/p>\n
Size<\/p>\n
Quantity<\/p>\n
Nursery<\/p>\n
Nursery<\/p>\n
Nursery<\/p>\n
Dwarf Carpet of Stars<\/p>\n
1-Gal<\/p>\n
5500<\/p>\n
6.50<\/p>\n
Myoporum – Putah Creek Pink<\/p>\n
1-Gal<\/p>\n
4156<\/p>\n
3.10<\/p>\n
6.50<\/p>\n
3.90<\/p>\n
Kurapia Pink<\/p>\n
1-Gal<\/p>\n
2225<\/p>\n
6.50<\/p>\n
African Daisy<\/p>\n
1-Gal<\/p>\n
1580<\/p>\n
3.30<\/p>\n
6.50<\/p>\n
4.10<\/p>\n
5-Gal<\/p>\n
623<\/p>\n
8.55<\/p>\n
12.50<\/p>\n
9.50<\/p>\n
Rhaphiolepis Pink Lady<\/p>\n
Euonymus Japonica<\/p>\n
5-Gal<\/p>\n
455<\/p>\n
9.80<\/p>\n
12.50<\/p>\n
12.95<\/p>\n
\/Agapanthus Peter Pan Blue<\/p>\n
1-Gal<\/p>\n
368<\/p>\n
3.70<\/p>\n
6.50<\/p>\n
12.95<\/p>\n
Gerranio Red<\/p>\n
1-Gal<\/p>\n
357<\/p>\n
3.90<\/p>\n
6.50<\/p>\n
12.95<\/p>\n
Hemerocallis Yellow<\/p>\n
5-Gal<\/p>\n
289<\/p>\n
9.50<\/p>\n
12.50<\/p>\n
9.50<\/p>\n
Rose Iceberg Red<\/p>\n
5-Gal<\/p>\n
272<\/p>\n
15.20<\/p>\n
12.50<\/p>\n
14.75<\/p>\n
Begonia Richmondensis<\/p>\n
1-Gal<\/p>\n
260<\/p>\n
3.50<\/p>\n
6.50<\/p>\n
2.95<\/p>\n
1-Gal<\/p>\n
253<\/p>\n
3.99<\/p>\n
6.50<\/p>\n
2.90<\/p>\n
Tulbaghia Violacea<\/p>\n
Agave Attenuata<\/p>\n
1-Gal<\/p>\n
248<\/p>\n
10.80<\/p>\n
6.50<\/p>\n
5-Gal<\/p>\n
222<\/p>\n
15.20<\/p>\n
12.50<\/p>\n
14.75<\/p>\n
Rose Iceberg White<\/p>\n
Bacopa Conseil<\/p>\n
1-Gal<\/p>\n
210<\/p>\n
6.50<\/p>\n
Calandrina Grandiflora<\/p>\n
1-Gal<\/p>\n
200<\/p>\n
6.50<\/p>\n
Nandina Domestica<\/p>\n
5-Gal<\/p>\n
187<\/p>\n
9.80<\/p>\n
12.50<\/p>\n
10.00<\/p>\n
Euonymus Variegated White<\/p>\n
5-Gal<\/p>\n
180<\/p>\n
9.80<\/p>\n
12.50<\/p>\n
9.50<\/p>\n
Callistemon Little John<\/p>\n
5-Gal<\/p>\n
176<\/p>\n
15.20<\/p>\n
12.50<\/p>\n
12.00<\/p>\n
Tulbaghia Silver Lace<\/p>\n
1-Gal<\/p>\n
174<\/p>\n
8.50<\/p>\n
6.50<\/p>\n
6.95<\/p>\n
Tecoma Stans Yellow<\/p>\n
5-Gal<\/p>\n
166<\/p>\n
14.44<\/p>\n
6.50<\/p>\n
Liriope Gigantea<\/p>\n
1-Gal<\/p>\n
160<\/p>\n
5.38<\/p>\n
12.50<\/p>\n
6.30<\/p>\n
Rhaphiolepis Umbellata Minor<\/p>\n
5-Gal<\/p>\n
148<\/p>\n
9.80<\/p>\n
6.50<\/p>\n
Aeonium Purple<\/p>\n
5-Gal<\/p>\n
128<\/p>\n
7.60<\/p>\n
Geranio Pink<\/p>\n
1-Gal<\/p>\n
127<\/p>\n
4.90<\/p>\n
6.50<\/p>\n
Hibiscus Brilliant Red<\/p>\n
5-Gal<\/p>\n
120<\/p>\n
15.50<\/p>\n
12.50<\/p>\n
12.00<\/p>\n
Begonia<\/p>\n
1-Gal<\/p>\n
115<\/p>\n
4.90<\/p>\n
6.50<\/p>\n
2.95<\/p>\n
1-Gal<\/p>\n
109<\/p>\n
3.10<\/p>\n
6.50<\/p>\n
2.95<\/p>\n
Lantana Purple<\/p>\n
Duranta Erecta<\/p>\n
5-Gal<\/p>\n
105<\/p>\n
14.40<\/p>\n
12.50<\/p>\n
12.00<\/p>\n
1-Gal<\/p>\n
105<\/p>\n
4.36<\/p>\n
6.50<\/p>\n
2.95<\/p>\n
Hemerocallis Orange<\/p>\n
Average| $<\/p>\n
8.39<\/p>\n
$<\/p>\n
8.78<\/p>\n
8.51<\/p>\n
8.56<\/p>\n
Average Cost of Plants from Wholesale Nursery| $<\/p>\n
*Blank spaces indicate plant is not available<\/p>\n
35
\nCHARTS 1 AND 2<\/p>\n
Landscape Division<\/p>\n
In-house vs. Contracted Turf Maintenance Services<\/p>\n
(Average Cost per Acre)<\/p>\n
$200.00<\/p>\n
$185.04<\/p>\n
$149.64<\/p>\n
$150.00<\/p>\n
$100.00<\/p>\n
$50.00<\/p>\n
N<\/p>\n
\u00a7<\/p>\n
$-<\/p>\n
In-House Turf Maintenance<\/p>\n
Contracted Maintenance<\/p>\n
Landscape Division<\/p>\n
In-house vs. Contracted Grounds Maintenance Services<\/p>\n
(Average Cost per Square Foot)<\/p>\n
$0.40<\/p>\n
$0.35<\/p>\n
$0.35<\/p>\n
$0.30<\/p>\n
$0.27<\/p>\n
$0.25<\/p>\n
$0.20<\/p>\n
$0.15<\/p>\n
$0.10<\/p>\n
$0.05<\/p>\n
$-<\/p>\n
B<\/p>\n
_<\/p>\n
In-House Grounds Maintenance<\/p>\n
Contracted Maintenance<\/p>\n
36
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Maintenance and Construction Department<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Maintenance & Construction Department<\/p>\n
oversees in-house maintenance functions and various maintenance\/construction services that<\/p>\n
are outsourced to private contracting companies.<\/p>\n
The department currently outsources contracts for various specialty services, including roof<\/p>\n
repair\/replacement, asphalt\/concrete paving, termite fumigation, structural dry rot repairs,<\/p>\n
emergency plumbing repairs, solar panel cleaning and epoxy lining for sewer and copper water<\/p>\n
lines. Vendors are selected based on a competitive bid process to ensure the mutuals receive a<\/p>\n
fair market price for the specific services. All contracted vendors are required to provide proof<\/p>\n
of insurance and appropriate state licenses as required, based on work categories.<\/p>\n
By contracting for these specialty services, VMS can minimize its union workforce as necessary<\/p>\n
to provide selected in-house routine maintenance functions corresponding to the mutual\u2019s<\/p>\n
annual budgets and service levels.<\/p>\n
Selected Benchmarking Program<\/p>\n
The washer and dryer replacement program has been selected for this benchmarking report.<\/p>\n
Data Collection and Analysis<\/p>\n
A comparison was made of the labor cost associated with replacing washing machine and dryer<\/p>\n
appliances for Third and United mutuals. United has 655 washing machines and 515 dryers in<\/p>\n
its appliance inventory that require occasional maintenance repairs and will eventually require<\/p>\n
replacement when the appliance is no longer serviceable. Third has 455 washers and 373 dryers<\/p>\n
in its inventory.<\/p>\n
VMS has four appliance technicians assigned to respond to service requests for repair and<\/p>\n
replacement of all appliances designated as mutual responsibility, including washers and dryers<\/p>\n
in both mutuals, as well as additional appliances in United such as refrigerators, dishwashers,<\/p>\n
garbage disposals, ovens, ranges and cooktops.<\/p>\n
Benchmarking Results<\/p>\n
This benchmarking analysis compared the cost for using in-house labor to replace a washing<\/p>\n
machine or dryer to the cost for the same service using an outsource contract.<\/p>\n
The results summarized in Table 1 (page 38) indicate that the cost for services provided by in-<\/p>\n
house personnel is cost effective compared to the cost for contract services. The flexibility of<\/p>\n
37
\nhaving in-house staff available daily to dispatch to service calls for emergency situations is an<\/p>\n
additional benefit.<\/p>\n
TABLE 1<\/p>\n
SERVICE ITEM<\/p>\n
COST COMPARISON<\/p>\n
Cost to remove existing washer and<\/p>\n
Outsource pricing is 24% higher than performing<\/p>\n
install new washer<\/p>\n
the work with in-house staff<\/p>\n
Cost to remove and replace<\/p>\n
Outsource pricing is 88% higher than performing<\/p>\n
washer angle stop<\/p>\n
the work with in-house staff<\/p>\n
Cost to remove existing dryer and<\/p>\n
Outsource pricing is 24% higher than performing<\/p>\n
install new dryer<\/p>\n
the work with in-house staff<\/p>\n
Additional Benchmarking Comparisons<\/p>\n
An additional benefit of having a dedicated in-house maintenance team available to respond to<\/p>\n
service calls allows mutual members to request several miscellaneous non-emergency<\/p>\n
chargeable services at a reasonable rate. Members are not required to use our in-house team<\/p>\n
for these services; members may hire their own handyman or private contractor to perform<\/p>\n
these tasks.<\/p>\n
Table 2 (below) is a representative sample of some of these services benchmarked against what<\/p>\n
a member could expect to pay for similar services if they contracted with Home Depot.<\/p>\n
TABLE 2<\/p>\n
SERVICE ITEM<\/p>\n
VMS<\/p>\n
HOME DEPOT<\/p>\n
Carpentry<\/p>\n
Bathroom grab bar installation<\/p>\n
$55<\/p>\n
$75 – $150<\/p>\n
Minor wood fence repair<\/p>\n
$65 – $160<\/p>\n
$100 – $200<\/p>\n
Electrical<\/p>\n
Replace outlet<\/p>\n
$59 – $80<\/p>\n
$65 – $125<\/p>\n
Replace light fixture<\/p>\n
$92<\/p>\n
$75 – $125<\/p>\n
Plumbing<\/p>\n
Toilet installation<\/p>\n
\u00a2 $90 (United member-supplied<\/p>\n
e $185 – $400<\/p>\n
toilet); $200 (Third mutual-supplied<\/p>\n
toilet)<\/p>\n
Water heater installation<\/p>\n
e $1,720 Third (38-gallon tank with<\/p>\n
e $1,600 – $5,400 (depending<\/p>\n
10-year warranty)<\/p>\n
on type and warranty)<\/p>\n
38
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Recreation and Special Events Department<\/p>\n
Introduction<\/p>\n
The Village Management Services Inc. (VMS) Recreation and Special Events Department provides<\/p>\n
numerous opportunities for residents to enjoy an enriched, healthy quality of life. The quantity of<\/p>\n
services has been benchmarked against similar 55+ HOA communities as well as public and private<\/p>\n
entities through review of published open-source information.<\/p>\n
Benchmarking Criteria<\/p>\n
Data was collected from several 55+ communities featuring similar recreational opportunities, as<\/p>\n
well as private\/public operations with similar opportunities, to show comparison and value to<\/p>\n
outside services. Communities reviewed included pools, clubhouses, golf courses, court sports and<\/p>\n
craft studios.<\/p>\n
Benchmarking Participants<\/p>\n
Entities used for comparison are Golden Rain Foundation (GRF) Rossmoor Walnut Creek and GRF<\/p>\n
Leisure World Seal Beach, and the entities\/cities of Casta del Sol Mission Viejo, Planet Fitness, LA<\/p>\n
Fitness, Laguna Niguel Family YMCA, Laguna Niguel Racquet Club, City of Aliso Viejo Aquatic<\/p>\n
Center, City of Fountain Valley Golf, City of Mission Viejo Oso Creek Golf and City of Laguna Hills<\/p>\n
Community Center.<\/p>\n
Data Collection and Analysis<\/p>\n
Staff conducted a review of several 55+ communities to compare services offered, including<\/p>\n
facilities, amenities, classes and activities. Additionally, information was collected from private and<\/p>\n
public entities (pools, tennis clubs, fitness centers) to show a comparison of fees for outside<\/p>\n
services.<\/p>\n
Benchmarking Results<\/p>\n
Laguna Woods Village has approximately 9,000 more residents than Rossmoor Walnut Creek and<\/p>\n
Leisure World Seal Beach, offers several more recreation services than many 55+ communities in<\/p>\n
California and has a competitive assessment fee for what is offered. The Laguna Woods Village GRF<\/p>\n
recreation assessment fee is approximately $10.64 less per month than that of GRF Rossmoor<\/p>\n
Walnut Creek.<\/p>\n
The cost for various private club memberships per month is typically significantly more than the<\/p>\n
recreation assessment for comparable services. A standard gym membership (Planet Fitness\/LA<\/p>\n
Fitness) costs anywhere from $10 for a limited-use facility to $40 (YMCA\/LA Fitness), plus<\/p>\n
enrollment and annual fees. Laguna Niguel Racquet Club (a local private tennis\/fitness\/pool club) is<\/p>\n
$223\/month. The Laguna Woods Village GRF monthly assessment for fitness is $3.69.<\/p>\n
39
\nLaguna Woods Village GRF golf is best compared to a municipal course. The City of Fountain Valley<\/p>\n
Mile Square 18-hole course costs $49 to $67 per round. The City of Mission Viejo Oso Creek Golf<\/p>\n
Course costs $29 to $45 per round. Laguna Woods Village residents can play for $16 per 18-hole<\/p>\n
round; residents pay $9.06 per month to support the golf courses. The daily fee plus the monthly<\/p>\n
fee is still far less than that of neighboring cities.<\/p>\n
In regard to aquatics, the Aliso Viejo Aquatic Center charges $5 per day for seniors, or $208 for a<\/p>\n
yearly pass. Laguna Woods Village residents pay $6.68 per month through their assessments to use<\/p>\n
any of the five available pools.<\/p>\n
In summary, the cost of services for private and public entities demonstrates the value of what’s<\/p>\n
supported by the $47.99 per month Laguna Woods Village GRF recreation assessment fee.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Laguna Woods Village offers more for less than other communities. As inflation of services and<\/p>\n
goods continues to increase, it is important to closely monitor how services are offered, while<\/p>\n
maintaining quality and efficiency.<\/p>\n
Recommendations and Action Plan<\/p>\n
Recreation staff will continue to explore cost savings and cost recovery methods to prevent the<\/p>\n
assessment fee from growing exponentially. Staff have been completing event evaluations that<\/p>\n
break down event attendance and financial actuals, and provide discussion regarding the<\/p>\n
efficiency, popularity and need for given events. Some events, (Memorial Day, Veterans Day and<\/p>\n
the tree lighting) are not expected to generate cost recovery. Others (Grandparents\u2019 Fun Day) are<\/p>\n
expected to generate some cost recovery, but fees are to remain low, as they are more of a benefit<\/p>\n
for residents. Yet other events (monthly dinners) are expected to generate full cost recovery. Some<\/p>\n
events, such as the Arts and Crafts Bonanza, the Bazaar and the Health and Wellness Expo, charge<\/p>\n
registration fees to cover costs. Several changes have already been implemented; for example, the<\/p>\n
Renaissance Faire was highly anticipated and popular. However, event costs were high, creating an<\/p>\n
entry fee that did not generate cost recovery. Residents stated they weren’t getting enough return<\/p>\n
for the entry fee. At the Performing Arts Center in 2023, staff wanted to host three big-name<\/p>\n
performers instead of numerous smaller acts. The cost of the big bands was too high and recovery<\/p>\n
was ineffective. In 2024, a new vision features one popular and professional band, and several<\/p>\n
smaller performers, with the goal of covering the costs for each event and supporting cost recovery<\/p>\n
for the larger act.<\/p>\n
Staff will continue to monitor events and develop additional efficiencies.<\/p>\n
Conclusion<\/p>\n
Laguna Woods Village offers facilities, amenities and activities to promote maintaining a healthy<\/p>\n
and active lifestyle through sports, clubs, enrichment, social interaction and general enjoyment<\/p>\n
and quality of life. The associated monthly assessment costs less than private memberships and is<\/p>\n
comparable to other local 55+ communities that offer far less.<\/p>\n
40
\nBENCHMARKING REPORT – RECREATION<\/p>\n
LOCATION<\/p>\n
LAGUNA WOODS VILLAGE<\/p>\n
ROSSMOOR<\/p>\n
LEISURE WORLD<\/p>\n
CASTA DEL SOL<\/p>\n
CTY<\/p>\n
LAGUNA WOODS, CALIFORNIA<\/p>\n
WALNUT CREEK, CALIFORNIA<\/p>\n
SEAL BEACH, CALIFORNIA<\/p>\n
MISSION VIEJO, CALIFORNIA<\/p>\n
MUTUAL\/ASSOCIATION FEES<\/p>\n
Avg. $615.91<\/p>\n
Avg. unknown<\/p>\n
$494.37<\/p>\n
$574.00<\/p>\n
GRF FEES<\/p>\n
$228.22 ($47.99 for Recreation)<\/p>\n
$273.62 ($58.63 for Recreation)<\/p>\n
$213.25 ($48.93 for Recreation)<\/p>\n
TOTAL FEES<\/p>\n
$844.13<\/p>\n
$707.62<\/p>\n
$574.00<\/p>\n
POPULATION<\/p>\n
18,600<\/p>\n
9,700<\/p>\n
9,600<\/p>\n
3,400<\/p>\n
DWELLING UNITS\/HOUSEHOLDS<\/p>\n
12,750<\/p>\n
6,700<\/p>\n
6,608<\/p>\n
1927<\/p>\n
AMENITIES<\/p>\n
AVAILABLE | AMOUNT<\/p>\n
COST<\/p>\n
AVAILABLE [AMOUNT<\/p>\n
COST<\/p>\n
AVAILABLE | AMOUNT<\/p>\n
COST<\/p>\n
AVAILABLE | AMOUNT | COST<\/p>\n
AMPHITHEATER – OUTDOOR<\/p>\n
X<\/p>\n
Laguna Woods Village Rec Assessment Breakdown – $47.99\/mo.<\/p>\n
AQUATICS – POOL<\/p>\n
X<\/p>\n
X<\/p>\n
Golf – $9.06<\/p>\n
AQUATICS – SPA<\/p>\n
X<\/p>\n
X<\/p>\n
Aquatics – $6.68<\/p>\n
ARCHERY<\/p>\n
Equestrian – $3.95<\/p>\n
ARTS AND CRAFTS ROOMS<\/p>\n
14<\/p>\n
(Club only)<\/p>\n
PAC-$3.74<\/p>\n
BADMINTON<\/p>\n
Fitness Centers – $3.69<\/p>\n
BASKETBALL (1\/2 COURT)<\/p>\n
(Club only)<\/p>\n
Clubhouse 4 – $3.42<\/p>\n
BILLIARDS<\/p>\n
X<\/p>\n
Clubhouse 1 – $3.28<\/p>\n
BOCCE<\/p>\n
X<\/p>\n
Rec Admin. – $3.15<\/p>\n
CARD ROOMS<\/p>\n
Clubhouse 2 – $3.08<\/p>\n
CATERING – BAR SERVICES<\/p>\n
Clubhouse 5 – $3.06<\/p>\n
CLASSES<\/p>\n
X<\/p>\n
Clubhouse 6 – $1.46<\/p>\n
CLUBHOUSE<\/p>\n
X<\/p>\n
Clubhouse 7- $1.94<\/p>\n
COMPUTER ROOMS<\/p>\n
(Club only)<\/p>\n
Garden Centers – $1.35<\/p>\n
DROP-IN LOUNGE<\/p>\n
Library – $.21<\/p>\n
EQUESTRIAN CENTER<\/p>\n
(Club only)<\/p>\n
Bar Services – $.03<\/p>\n
FACILITY RENTALS<\/p>\n
X<\/p>\n
Village Greens Caf\u00e9 – $(.12)<\/p>\n
FITNESS CENTERS<\/p>\n
X<\/p>\n
Total: $47.99<\/p>\n
GARDEN CENTERS<\/p>\n
$13-S72\/yr.<\/p>\n
(Club only)<\/p>\n
$100\/yr.<\/p>\n
GOLF – DRIVING RANGE<\/p>\n
$2-56<\/p>\n
$4<\/p>\n
GOLF – PRACTICE AREA<\/p>\n
X (Cages)<\/p>\n
GOLF – PRO SHOP<\/p>\n
GOLF COURSE – 9 HOLE<\/p>\n
X<\/p>\n
$6-$10<\/p>\n
$15<\/p>\n
(No visitors)<\/p>\n
GOLF COURSE – 18 HOLE<\/p>\n
$8-516<\/p>\n
$30<\/p>\n
(Oso Creek)<\/p>\n
$25<\/p>\n
GYMNASIUM<\/p>\n
HORSESHOE<\/p>\n
LAWN BOWLING<\/p>\n
LIBRARY<\/p>\n
PADDLE TENNIS<\/p>\n
PERFORMING ARTS AUDITORIUM<\/p>\n
PICKLEBALL – INDOOR<\/p>\n
PICKLEBALL – OUTDOOR<\/p>\n
X<\/p>\n
4<\/p>\n
PETANQUE<\/p>\n
RADIO ROOM<\/p>\n
RESTAURANT<\/p>\n
X (Caf\u00e9)<\/p>\n
SHUFFLEBOARD COURTS<\/p>\n
TABLE TENNIS<\/p>\n
TENNIS COURTS<\/p>\n
10<\/p>\n
VIDEO LAB\/STUDIO<\/p>\n
VOLLEYBALL<\/p>\n
HIKING TRAILS<\/p>\n
CLUBS<\/p>\n
250<\/p>\n
184<\/p>\n
X<\/p>\n
Over 200<\/p>\n
32<\/p>\n
41
\nLaguna Woods Village<\/p>\n
Benchmarking Report<\/p>\n
Security Services Department – Patrol Services<\/p>\n
Background<\/p>\n
Village Management Services Inc. (VMS) Security Services (patrol services only; not including<\/p>\n
Compliance and Social Services divisions) is comprised of 34 full-time and 164 part-time staff.<\/p>\n
Approximately 82% of part-time staff are residents and gate ambassadors. On a yearly basis,<\/p>\n
staff respond to more than 49,690 service calls, take more than 4,000 incident reports and issue<\/p>\n
more than 3,130 violation notices. A 24\/7 dispatch center also serves as the Village’s after-<\/p>\n
hours, weekend and holiday call center, which evaluates, processes and acts upon emergency-<\/p>\n
related maintenance issues.<\/p>\n
Benchmarking Criteria<\/p>\n
Data was collected from two similar 55+ communities and included such metrics as square<\/p>\n
miles, population, number of manors, personnel budgets, calls for service, medical aid, manned<\/p>\n
gate access points, incoming gate access traffic, unique services and per-manor-per-month<\/p>\n
costs.<\/p>\n
Benchmarking Participants<\/p>\n
Entities used for comparison are Golden Rain Foundation (GRF) Rossmoor Walnut Creek and<\/p>\n
GRF Leisure World Seal Beach. While similar in nature to Laguna Woods Village, these sister<\/p>\n
communities are neither as large nor as complex in terms of total square miles, population or<\/p>\n
operational budgets, nor do they offer the same service levels. Securitas provides security for<\/p>\n
Rossmoor Walnut Creek. Seal Beach Leisure World operates with a hybrid of internal security<\/p>\n
personnel (dedicated to just three access points) and staff from Off Duty Officers security<\/p>\n
company, which manages its other security needs. Unwillingness of private, for-profit security<\/p>\n
companies to provide financial and service capacity information limited additional<\/p>\n
benchmarking.<\/p>\n
Data Collection and Analysis<\/p>\n
A budget review and analysis focused strictly on security personnel costs to fairly compare VMS<\/p>\n
Security Services with Rossmoor Walnut Creek\u2019s outsourcing, which charges for contract hours<\/p>\n
worked in a week. Leisure World Seal Beach\u2019s internal\/contract services hybrid model was<\/p>\n
unclear; staff conducted interviews with directors of the comparable communities. Neither<\/p>\n
community provides the traffic enforcement that Laguna Woods Village performs.<\/p>\n
Benchmarking Results<\/p>\n
Data indicates that VMS Security Services provides residential, commercial and recreational<\/p>\n
facility security services at a level exceeding its sister communities due to the size of Laguna<\/p>\n
Woods Village and a delta of 1,300% in access points that must be manned by gate<\/p>\n
ambassadors.<\/p>\n
42
\nCurrently, VMS gate ambassadors\u2019 average hourly rate is approximately $16.50 per hour.<\/p>\n
Because Rossmoor Walnut Creek and Leisure World Seal Beach outsource their security needs,<\/p>\n
their respective vendors employ guards certified via the California Bureau of Security and<\/p>\n
Investigative Services and pay between $18 and $20 per hour for the same service. One<\/p>\n
exception is that Leisure World Seal Beach volunteers assist with daytime gate operations.<\/p>\n
Neither the exact number of volunteers nor total hours worked were provided.<\/p>\n
Chart 1 (page 45) reflects that Walnut Creek has only one gate access point; Seal Beach has<\/p>\n
three, with two shutting down during the evening hours, leaving the property with only one<\/p>\n
gate access point from 11 p.m. to 7 a.m.<\/p>\n
Rossmoor Walnut Creek is approximately 2.8 square miles, with 9,712 residents, 6,676 manors<\/p>\n
and a security budget of $2,383,098 for a $29.71 per-manor-per-month assessment. Leisure<\/p>\n
World Seal Beach is approximately 0.85 square miles with 9,600 residents, 6,608 manors and a<\/p>\n
security budget of $2,380,860 for a $30.05 per-manor-per-month assessment. Laguna Woods<\/p>\n
Village is approximately 4 square miles, with 18,600 residents, 12,736 manors and a personnel<\/p>\n
budget of $5,692,415 for a $37.25 per-manor-per-month assessment.<\/p>\n
Best Practices and Lessons Learned<\/p>\n
Laguna Woods Village security patrol staff have assumed multidisciplinary roles and<\/p>\n
responsibilities over time to accommodate and maintain a higher level of service, including, but<\/p>\n
not limited to, handling light maintenance repairs, shutting off irrigation systems, resetting<\/p>\n
tripped fuses and serving as the after-hours first responder for property management issues.<\/p>\n
Additionally, personnel cross training has added capacity and capability not seen at the sister<\/p>\n
communities.<\/p>\n
Recommendations and Action Plan<\/p>\n
Staff will continue to use a generalist approach to providing security to work as efficiently and<\/p>\n
effectively as possible, and seek ways to reduce costs and limit liability exposure, and maintain<\/p>\n
the high level of safety and security Laguna Woods Village residents enjoy.<\/p>\n
Conclusion<\/p>\n
Laguna Woods Village’s geographical size, population and traffic, and number of manors,<\/p>\n
service calls, medical aids and access points (secured gates) outpace its sister communities.<\/p>\n
Additionally, VMS Security offers medical aid response, after hours emergency maintenance<\/p>\n
assessments and lock out services not provided at other communities. Its $8 per-manor-per-<\/p>\n
month cost difference over Rossmoor Walnut Creek and Leisure World Seal Beach speaks to<\/p>\n
those increased service levels. This cost helps cover almost 90% additional activity in terms of<\/p>\n
service calls and medical aids, and factors in a greater number of secured access points that<\/p>\n
must be manned. Our 13 gates simplify ingress and egress, provide first responders a more<\/p>\n
direct route to 9-1-1 calls and facilitate emergency evacuations. These entry points also<\/p>\n
accommodate nearly 70% more vehicle entries (roughly 6.2 million more cars) than its sister<\/p>\n
communities. Last, this $8 per-manor-per-month cost difference also offsets what is needed to<\/p>\n
43
\ntask a security motor-and-foot patrol team to cover an area that is 70% to 80% larger than its<\/p>\n
sister communities.<\/p>\n
44
\nCHART 1<\/p>\n
Benchmarking Sta<\/p>\n
s for Laguna Woods Village Secu<\/p>\n
Patrol*<\/p>\n
Community<\/p>\n
Population<\/p>\n
Manors<\/p>\n
Budget<\/p>\n
Per Manor<\/p>\n
Per<\/p>\n
Calls for<\/p>\n
Medical<\/p>\n
Gate Access<\/p>\n
Traffic Counts<\/p>\n
Size<\/p>\n
Month<\/p>\n
Service<\/p>\n
Aids<\/p>\n
Points<\/p>\n
at Gates<\/p>\n
Laguna Woods<\/p>\n
$37.25<\/p>\n
13<\/p>\n
Village<\/p>\n
18,600<\/p>\n
12,736<\/p>\n
$5,692,415<\/p>\n
49,000<\/p>\n
8,030<\/p>\n
9,000,000+<\/p>\n
459. mi.<\/p>\n
Walnut Creek<\/p>\n
9,712<\/p>\n
6,676<\/p>\n
$2,383,098<\/p>\n
$30.05<\/p>\n
5,874<\/p>\n
1,099<\/p>\n
2,812,048<\/p>\n
2.8 sg. mi<\/p>\n
Seal Beach<\/p>\n
$29.71<\/p>\n
9,600<\/p>\n
6,608<\/p>\n
$2,380,860<\/p>\n
Did not provide<\/p>\n
Did not provide<\/p>\n
Did not provide<\/p>\n
0.85 sg. mi<\/p>\n
20.3%\/21.2%<\/p>\n
92.4%\/73%<\/p>\n
Laguna Woods<\/p>\n
47.8%\/49.4%<\/p>\n
47.6%\/48.2%<\/p>\n
58.1%\/58.2%<\/p>\n
more per manor<\/p>\n
88.1%<\/p>\n
86.4%<\/p>\n
greater ingress\/<\/p>\n
68.8%<\/p>\n
more medical<\/p>\n
more traffic flow [70%\/79.7%<\/p>\n
larger<\/p>\n
Village %<\/p>\n
larger pop. than<\/p>\n
more manors<\/p>\n
larger budget<\/p>\n
per month<\/p>\n
more service<\/p>\n
egress increases<\/p>\n
Difference,<\/p>\n
comp.<\/p>\n
than comp.<\/p>\n
than comp.<\/p>\n
(approx. $8) than | calls than comp.<\/p>\n
aids (22 per day<\/p>\n
convenience,<\/p>\n
(~6 million<\/p>\n
than WC and SB,<\/p>\n
vs 3) than comp.<\/p>\n
vehicles) than<\/p>\n
respectively<\/p>\n
Respectively<\/p>\n
communities<\/p>\n
communities<\/p>\n
communities<\/p>\n
comp.<\/p>\n
communities<\/p>\n
safety than comp.<\/p>\n
communities<\/p>\n
communities<\/p>\n
communities<\/p>\n
comp. communities<\/p>\n
*Does not include Compliance and Social Services divisions.<\/p>\n
45<\/p>\n","protected":false},"author":2,"featured_media":0,"template":"","document_category":[1112],"document_type":[53],"class_list":["post-50621","document","type-document","status-publish","hentry","document_category-vms-documents","document_type-other"],"acf":{"document":63326,"resolutions":null,"legacy_id":"9952","pdf_extracted_text":""},"yoast_head":"\n