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Home My WebLink About01- Budget Deliberations Y CITY OF SAN BERNARDINO CITY ADMINISTRATOR'S OFFICE INTEROFFICE MEMORANDUM TO: Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: Additional Information—Budget Workshops DATE: June 16, 1999 COPIES: All Department Heads In response to inquiries and issues raised at our June 9 budget workshop, I am providing the attached documents: ■ Vision, Mission and Goals Summary — This two-page summary outlines these priorities that were adopted by the Mayor and Council in October, 1998. ■ Department Program Summaries — These summaries were initially provided in February, 1999. They provide a good starting point for discussions concerning areas for potential reductions. ■ 1998 Community Survey — The Magnitude of Diffusion Index was prepared by the Institute for Applied Research at Cal State San Bernardino. The index generally indicates the relative priority of the services and programs included in the 1998 survey. We have listed the appropriate corresponding departments to the right of each item in the index. ERAF Return Update As of today, there remains no definitive resolution concerning the return of some local government revenues to cities. The latest version of the State budget, which has yet to win approval, calls for a return of $700 million to-local governments. Cities, counties, and special districts would receive approximately $220 million in the first year. The remaining funds would potentially be received in subsequent years, and are tied to the passage of a state constitutional amendment that protects local government revenue growth. No details are yet available concerning how much additional revenue San Bernardino could expect to receive in the coming fiscal year. It is anticipated that this information will be available in time for the June 23 budget workshop. Updated General Fund Budget Deficit The status of the budget deficit has been updated to reflect the Council's initial feedback. The projected FY 99/00 budget deficit has been revised to reflect increased Kaiser premiums and animal control costs, which will be discussed in more detail on June 23. As the summary indicates, the reductions and revenues currently on the table would achieve $681,100 in savings for the General Fund. Assuming the approval of the additional $1,231,400 in one-time savings, the total deficit remaining is $473,200. It will be requested that the Mayor and Council approve these reductions and revenues on June 23. We will also provide more information on that date concerning the one-time savings measures, and the implications of these measures for the City's financial future. Budget reductions reduce service levels to the community, and often must negatively affect our City employees. However, the absence of on-going reductions will mean yet more difficult choices in the years ahead. As I stated in the first workshop, San Bernardino has a structural financial problem; current revenues are simply not enough to pay for the current level of services. To echo Mayor Valles, I hope we can "look beyond our tenure", have a meaningful dialogue concerning community priorities, and work towards a more optimistic future. Fred ilson City Administrator FW/Is Attachments �$FjtNARD�NO Z O �U�DED 1N City of San Bernardino Judith Valles, Mayor Our Vision: Our vision for the City of San Bernardino is for it to be strong and prosperous. The City of San Bernardino will be the hub of economic growth in the Inland Empire. San Bernardino will offer a wide range of housing, recreation, cultural, educational, and employment opportunities for all who come live and work here. A strong sense of community will continue to grow and thrive within our city limits. Our Mission: Our mission is to provide quality and cost effective services to the people of San Bernardino. We will provide excellence in leadership through the allocation of public resources to City programs that are responsive to community priorities and maximize opportunities for economic and cultural viability. Adopted Goals: (Prioritized By Issues Identified In 1998 Citizen Survey) Overarching goal: Governance Improve governance by: ♦ Building trust and communication within City government and throughout the community. Organizing and planning for the future. ♦ Streamlining City operations to improve efficiency and effectiveness. 1. Jobs Attract and retain business that provides skilled and higher income jobs. Support job training. Provide entry-level employment for the long-term unemployed. 2. Safety Provide for a safe and secure community. 3. Roads Improve the overall quality of the roadway system, including traffic circulation and accessibility to freeways. Legislative Day May 26, 1999 4. Blight Eradication Enhance the city's physical beauty by revitalizing major commercial corridors and improving housing quality and balance. 5. Infrastructure Preservation and Improvement Provide appropriate maintenance to streets, storm drains, sanitation sewers, public right-of- way, trees, and public buildings and facilities in order to extend infrastructure life cycles and ensure attractive community appearance. 6. Recreation Seek opportunities for education, recreation, and personal growth of the citizenry. 7. Community Outreach Activate community outreach and communication. Promote the image of San Bernardino. Legislative Day May 26, 1999 CITY OF SAN BERNARDINO CITY ADMINISTRATOR'S OFFICE INTEROFFICE MEMORANDUM TO: Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: Department Program Summaries DATE: February 26, 1999 COPIES: In preparation for the March 2 budget workshop, City departments have prepared the attached program summaries. These summaries very generally outline the major programs or activities within each department, the number of staff positions involved, and the program costs. These costs are based on the FY 1995-99 budget. Please note that the estimated cost for each activity includes salaries, materials and supplies, internal services, professional services, and any other relevant expenses. Additionally, these summaries do not indicate the corresponding revenue that many programs produce. Rather than going into those details, the purpose of these summaries is to provide you with a starting point to begin to identify areas that could be considered for potential reductions. Once those programs are identified, more detailed analyses can be completed. J G� Fred Vilson City Administrator FWils A[tactlmems Department Program Summary Animal Control ESTIMATED PROGRAWFt1NCTION DESCRIPTION STAFFING COST Administration Overall supervision of staff; budgeting, (1) Director of Animal Control; $227,000 contract compliance; public education; (3) Animal Shelter Office Specialists answer phones: assist customers in the office; lost and found; dispatch calls to officers Field Services-General Rabies control; stray animal control, (3) Animal Control Officers $165,540 investigates citizen complaints including cruelty; dead animal removal; public education; issues citations for non- compliance Animal Licensing Enforce state licensing requirements; (1) Sr. Animal License Checker; door-to-door canvassing program; (5) Animal Licence Checkers (PT) $82,300 maintains data base; provides low cost rabies vaccination clinics After Hours Emergency Respond to animal emergencies after (All Animal Control Officers $18,800 Stand-By hours (i.e. injured animals) participate) Shelter Services-General Provide daily care for all animals; per- (1) Registered Vet. Technician; $173,100 forms euthanasia; assists public with (3) Animal Shelter Attendants lost and found animals, adoptions and redemptions, wildlife rehabilitation and relocation Contract Services-Fontan Provide full service Animal Care and (1) Animal Shelter Operations Mgr.; $261,200 Control program to city of Fontana (3) Animal Control Officers; (1) Animal Shelter Attendant; (1) Animal Shelter Office Specialist Department Program Summary City Administration Program Description $(atfing Estimate of Costs General administration Oversight of department (1) City Administrator, (1) $180,000 operations; support to the Executive Secretary; (5) Mayor and Council in policy Admin. Assistant development and implementation Agenda preparation Prepare Council and EDA (5) Admin. Assistant 40,000 Commission agendas, and coordinate the sumittal and revision of backup materials, prepare Council Committee agendas and back-up materials Grant preparations and Provide analysis to Mayor (.75) Assistant to the City 272,200 special projects and Council, manage special Administrator, (.50)Admin. projects, develop grant Analyst II; (1) Typist Clerk opportunities for departments III $492,200 City Administrator's Office 2/25/99 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: City Attorney DESCRIPTION STAFFING Chief legal officer (Charter § 55(d)) City Attorney Represent and advise all City officers City Attorney and Staff (Charter § 55(d)) Represent and appear for the City City Attorney and Staff in all actions brought by or against the City (Charter § 55(d)) Prosecute violations of City ordinances City Attorney and Staff (Charter § 55(d)) Prosecute violations of certain State City Attorney and Staff laws (Charter § 55(d); Gov't Code § 91001.5)) Attend meetings of the City Council City Attorney and Staff (Charter § 55(d)) Draft proposed ordinances and City Attorney and Staff resolutions (Charter § 55(d)) Prepare opinions (Charter § 55(d)) City Attorney and Staff Approve summary of ordinances City Attorney (Charter § 33)) TOTAL 1998-1999 BUDGET FOR PROGRAM SUMMARIES: $1,863,000.00 TOTAL 1999-2000 BUDGET FOR PROGRAM SUMMARIES: $1,856,100.00 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: CITY CLERK PROGRAMIFUNCTION DESCRIPTION STAFFING COST ADMINISTRATION Prepare agendas and City Clerk (1) $362,100.00 minutes for meetings of Administrative Operations Mavor and Common Supervisor 11 (I) Council; RDA Committee; Deputy City Clerks 1(2) Citizens Advisory Secretary(I) Committee; Mobile Home Account Clerk III Board. Attend meetings of the Note: Five of the six Mayor Council; RDA Administrative Division Committee;Citizens employees are designated Advisory Committee; Passport Agents. Mobile Home Board. Process resolutions and Note: Temporary help is ordinances for Mayor and hired as needed when the Council, Community City conducts a municipal Development Commission, election; however,all and San Bernardino Joint employees in the City Powers Authority. Clerk's Office assume Send out lien notices and election-related tasks in process and accept addition to their regular payments for liens imposed duties. for building and weed abatement and unpaid business registration fees; prepare demand letters for escrow companies. Accept, process and mail passport applications; take passport photos. Prepare election calendars and candidate notebooks, issue nomination papers. plan and coordinate elections, issue press releases. Accept and audit campaign statements. Serve as filing officer for Statements of Economic Interests;notify filers of filing requirement and provide forms. Accept petitions for charter amendments, recall. referendum and initiatives. Passport Program Revenue(6 mos): $34,100 02/23/99 BUSINESS REGISTRATION Collection of 15,453 (1) Supervisor $431,800 Business Registration (1) Business Registration Accounts including 7378 Coordinator residential and commercial (3) Business Registration rental accounts, 364 Area Inspectors Tax accounts, and 39 (4) Account Clerks Transient Occupancy Accounts. Note: Four of the nine Process Permits Business Registration (Entertainment, Operator's, Division employees are Bingo, and Fireworks)and designated passport agents. monitor yard sales, transient merchants and sidewalk sales. Revenue of$5.621,000 RECORDS& INFORMA- Scan and index minutes of Senior Secretary(1) $60,700.00 TION MANAGEMENT the Mayor and Council, PROGRAM (RIM) Community Development Note: Senior Secretary is Commission, agenda also a designated Passport backup, resolutions and Agent. ordinances. Prepare quarterly destruction Note: All Administrative proposals;maintain the Division employees filing of agendas and conduct research as needed; minutes for all city boards, however,we have one bureaus,committees and senior secretary assigned commission;conduct exclusively to maintaining research of minutes, our RIM Program. agreements, and historical documents. 02123/99 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: CIVIL SERVICE PROGRAMIFUNCTION DESCRIPTION ESTIMATED STAFFING COST Civil Service Chief Examiner Development and monitoring of Civil Service "$126,489 (1) Programs; Development and monitoring of Pre- employment physical examinations/psychological evaluations. Serves as Secretary to the Civil Service Board;Monitors all City and Water Department disciplinary actions and hearings. Personnel Analyst Development and monitoring of Civil Service $77,589 (1) Pre-employment written,oral and performance examinations; Application Screening;Development and monitoring of Minimum Qualifications for City and Water Dept. position classifications. Assists in department budget preparation; scores written exams. Personnel Assistant Insures all department financial obligations are $49,373 (1) paid on time; Monitors Dept. budget;schedules all pre-erployment examinations and DMV exams for all City and Water Dept. employees; Types and prepares Civil Service Board agendas and minutes of disciplinary hearings; prepares Council Personnel Agendas; Maintains Dept. files and prepares Dept. monthly report for Admin. Prepares Dept. payroll. Personnel Clerk I Maintains Dept. calendar and schedules examinations $$37,549 (1) with applicants; Finds raters for and organizes Oral Examination Boards; Prepares Dept. internal Monthly Report Prepares, monitors and distributes eligibility lists; proctors written exams; types pre-employment written exams;types routine correspondence; maintains recruitment files by classification. TOTAL GENERAL FUND $291,000 •'The figures in this column include salaries and all expenditures associated with the pre-employment physical and psychological examinations, testing programs and all departmental functions. Department: Mayor/Code Compliance Program/Function Description Staffing Cost Code Compliance Code Compliance responds to Director (1) reported code violations, issues notices of violations and Supervisors (2) conducts abatements in order Account Clerk (1) to improve the condition of Admin. Supervisor (1) blighted neighborhoods. This area also includes $362,000 for Admin. Tech. (1) abatement of violations. Typist Clerks (7) Senior Code Officers (5) Code Officers II (10) Code Officer 1 (1) $2,097,800 Total 29 Weed Abatement Provides twice annual Coordinator (1) removal of weeds from vacant Code Officer 1 (1) $296,400 lots. Demolition Part of the comprehensive anti- provided by Code * $525,500 blight strategy is to demolish Compliance Staff unsafe/substandard and abandoned vacant structures. The funding is used for asbestos removal and associated costs and board-up and fencing costs, if necessary, prior to demolition. Total $2,919,700 * Includes carry-over of CDBG funding of$275,500 from previous years for demolitions. Original Budget 7/1/98 $2,617,000 Carryovers - Demolitions 2751500 Carryovers - Supplies 27,200 $2,919,700 FORMS: Budget Breakdown CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM TO: Fred Wilson, City Administrator FROM: Council Office SUBJECT: Council Office Program Summary DATE: February 25, 1999 COPIES: The Staff of the Office of the Common Council perform all duties and tasks necessary to achieve the Council's goals and objectives. Staff also provides extensive customer service for the constituency, the business community and various other entities seeking the assistance of the Common Council. Staffing includes: 1 Executive Assistant 1 Executive Secretary 1 Senior Secretary 1 Secretary Cost for 1998-99: $354,100 ORGE CARLOS Executive Assistant to the Council JC:sg Department Program Summaries DEVELOPMENT SERVICES DEPARTMENT Estimate of Program/Function Description Staffing Costs Administrative Overall policy direction. mgmt. of dept., 1-Director of Development 921,600 admin. support to mgmt. staff and dept. Services divisions; reception support to public and l-City Engineer front counter staff; budget preparation and 1-Sr. Admin. Analyst maintenance, payroll and personnel 1-Senior Secretary processing and policy,billing for dept. 1-Admire Operations services, preparation of purchase orders, Supervisor II payment of dept. bills 1-Stenographer 1-Typist Clerk [IIs 3-Typist Clerk IIs 2-Account Clerk IIs Real Property Maintains records on annexations, 1-Real Property Official 185,400 dedications,vacations,easements, rights- 2-Real Property Specialists of-way, City properties and leases; 1-Landscape Inspector II maintains assessment districts,assessment 1-Landscape Inspector I district contracts and rolls, inspects landscape districts, and responds to public inquiries; processes street name changes and staffs Underground Utility District Committee Engineering/Design Designs all public works projects, prepares 1-Sr Civil Engineer 286,900 plans specifications and estimates, provides 2-Civil Engineering Assoc. plan checking on all improvements within I-Engineering Assistant I public right-of-way, checks subdivisions, 2-Engineering Assistant II parcel maps, records of survey for 1-Draftsperson conformance with Subdivision Map Act; I-Engineering Aide maintains all records traps and drawings; staff support to Development/Environmental Review Committee; provide info. to public, issue public works permits; provides studies on storm drains, sewer and street systems for Capital Improvement Program Field Engineering/ Provides contract administration, change 1-Construction Engineer 378,700 Inspection orders and progress payments on all public 2-Survey Parry Chiefs works, IVDA, Airport Authority and EDA 2-Survey Party Tech IIIs projects; inspects all public improvements, 1-Survey Party Tech Il street cuts, land closures. provides design t-Survey Party Tech I and construction surveys and maintains 6-Construction Inspectors survey monuments and records Traffic Engineering Handles traffic complaints, maintains I-Traffic Engineer 295,500 records on signs and pavement markings, 2-Engineering Assistant Ills and/or modifications; reviews development I-Engineering Assistant II plans for traffic related issues, traffic l-Engineering Assistant I impact analyses, traffic fees, determines needs for traffic studies, operates traffic model, times signals, studies accidents and recommends solutions; provides staff support to Traffic Safety Committee 2/99 1 Department Program Summaries - Development Services Department (Continued) Estimate of Program/Function Description Staffing Costs Traffic Signals Maintains and operates traffic signals, I-Traffic Signal Electrician 754,300 automatic gates, flashing beacons and fuel III systems; tests new public and private 3-Traffic Signal Electrician installations,provides after hours [is emergency response on signal or access problems; provides response to underground service alerts, inspects traffic signal projects Street Lighting Provides maintenance and service on all I-Traffic Signals and 1,570,100 (approx. 10,000)city-owned stret lights, Lighting Supervisor maintains ballfield lighting and 5-Electrician Its scoreboards, library and city parking 5-Electrician Is structure lighting, maintains sewer lift stations,and provides electrical service support to City depts. Traffic Signing and Maintains traffic signs, street name signs, I-Maintenance Supervisor 540,700 Striping pavement markings and legends throughout 1-Lead Maintenance Wrkr. City and within City parking structure; [-Traffic Sign Painter provide barricades for special events; 5-Maintenance Worker Its provide temporary signs during power I-Maintenance Worker I outage or signal knockdown; respond to after hours requests for signs;handle custom sign work for City depts. NPDES (National Division provides for permit compliance 1-Construction Inspector 132,600 Pollution Discharge and Notice of Intent, inspection of 270,000 1-Secretary Elimination System) ft. of underground storm drains, water quality-testing,participates in education committee Planning Responsible for long range and current 1-Principal Planner 438,600 planning(case processing) including I-Senior Planner implementation and maintenance of the 3-Associate Planners General Plan and Development Code, 1-Assistant Ptarmer administration of CEQA(Calif. Environ- 1-Secretary mental Quality Act), staff support to Planning Commission and Development/ Environmental Review Committee,and provision of land use and development processing information to the public. Plan Check Responsible for providing plan check 1-Senior Plan Checker 392,100 services for review of all building plans and 4-Plan Checkers calculations to assure compliance with bldg. Codes, state laws and regulations, state engergy and disabled access rgmts. and City ordinances; provide front counter assistance to general public for issuance of building permits, permit processing info. and status, provide staff support to Develo ment/Environ. Review Comm. 2/99 2 Department Program Summaries - Development Services Department (Continued) Estimate of Program/Function Description StaMng Costs Building Inspection Responsible for enforcement of vanous 1-Development and 540,300 municipal and state regulations pertaining Inspections Services Mgr. to construction and use of structures, 1-Senior Building Inspector responsibilities include inspection of new 2-Building Inspector Its and rehabilitative construction in all 2-Building Inspector Is commercial, industrial and residential bldgs., enforcement of bldg. Codes, Development Code, state laws and regs. pertaining to energy and disabled access rgmts., implementation of the City's ureinforced masonry bldg. Mitigation program,staff support to Disabled Access Appeals Board Funded . HUD Building Responsible for inspection and preparation l-Building Inspector I through fees of reports on all HUD residential properties I-Typist Clerk II Inspection Program as Pan of the City's ARRP Program for inspection reports TOTAL GENERAL FUND $6,436,800 2/99 3 DEPARTMENT PROGRAM SUMMARIES Department: Facilities Management PROGRAMIFUNCTION DESCRIPTION STAFFING ESTIMATED COST ADMINISTRATION Provides overall supervision of (1) Facilities Manager, the division, including personnel, (1) Administrative $214,300 policy and budget administra- Analyst II tion. BUILDING MAINTENANCE Provides skilled craftsmen to (1) Electrical & HVAC perform facility maintenance in Supv; (1) Electrician II; (2) City-qwned facilities; Pays Electrical & HVAC Mech; utilities at City Hall and Carousel (2) Bldg. Maint. Mech; (1) $1,623,700 Mall Maintenance Carpenter, (2) Maintenance Plumber, (1) Storekeeper CUSTODIAL MAINTENANCE Provides custodiallcleaning (1) Custodial Supervisor, services to a majority of City- (2) Senior Custodian; (2) owned facilities, Does set-ups Lead Custodian; (8) $984,800 for various special events Custodian (Permanent); (47) Custodian (Part-time) PARKING CONTROL Provides enforcement of (4) Parking Control municipal codes relating to Checker; (1) Typist parking in downtown lots and Clerk III handicapped parking throughout $200,200 the City; Administers collection of fines and the ticket review process TOTAL GENERAL FUND $3,023,000 TELEPHONE SUPPORT Provides maintenance of the (1) Administrative City-owned telephone system; Analyst I; (2) Typist 579-6,300 Administers budget and internal Clerk II; (1)Typist Clerk I charges to departments UTILITIES Processes payment of all City (1) Project Coordinator, utility charges (over 1300 (1) Account Clerk II accounts), Administers budget $3,163,300 and internal charges to depts., Performs energy conservation projects TOTAL INTERNAL SVC. $3,931,600 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: Finance ESTIMATED PROGRAM/FUNCTION DESCRIPTION STAFFING 9- 0-ST-ADMINISTRATION/BUDGET Oversee and coordinate all areas (1) Director of Finance, (1) $272,300 of Finance, development and Budget Officer, (1) monitoring of budget, provide Secretary financial information, policy analyses and recommendations to City Administration, Mayor and Council PAYROLUBENERTS All activities related to payroll (over (1) Payroll Technician; (1) $180,000 1300 checks per payroll period) for Accounting Technician II; City and Water Dept.; (1)Account Clerk I administration of benefits including PIERS and health insurance. ACCOUNTS PAYABLE Process approximately 300 (2)Account Clerk II $97,000 accounts payable claims per week PURCHASING Process all purchase orders and (1) Purchasing Manager; $224,300 ensure all City purchases are in (1) Assistant Buyer; (1) conformance with City ordinances, Purchasing Clerk; (1) Storekeeper ACCOUNTING Maintains the City's official financial (1)Accounting Manager, $293,500 records, reviews and audits (1) Accountant II; (1) records for accuracy, books Accountant: (1)Account transactions in accordance with Clerk ll; (1) Typist Clerk II GAAP, manage debt service, responsible for billing and collection activities, cash management, etc. GRANT ADMINISTRATION Maintains all financial records (1) Accounting Technician $1,300 related to grants, including SBETA grants.(NOTE: Accounting Technician's salary paid by SBETA) TREASURY/CASH MGMT Daily accounting of all cash and (1)Admin Op. Supervisor; $142,700 deposits, issuance of petty cash, (1) Cashier ll; (1) Deputy and assists City Treasurer with City Treasurer investment activities. TOTAL GENERAL FUND $1,211,100 PRINT SHOP Provides graphic support, and copy (1) Print Shop Supervisor, $258,400 service to city departments, (1) Composer/Bindery receives,sorts and distributes mail. Clerk, (1) Duplicator Operator TOTAL PRINT SHOP $258,400 02i24/1999 15:22 9293945261 Sal BETAR1)IN0 FIRE FACE 02/04 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: FIRE PAGE 1 OF 3 02/23199 PROGRAM/FUNCTION DESCRIPTION STAFFING ESTIMATED COST ADMINISTRATION Policy analyses and (1) Fire Chief Persornel. PERSONNEL recomrrtendatiors to City ( (1) Admin. Analyst 1 $344,200 PAYROLL Administration, Mayor & (1) Sr. Secretary Maint & BUDGET Council - Development (1) Account Clerk II Operations: $44,500 CONTRACTS and monitoring of budget (1) Typist Clerk III Contract ACCOUNTING - Administratveresearch (1) Storekeeper Services: $34,800 SUPPLY & DELIVERY and statisticat/financial (6) TOTAL Internal Svc analysis - Personnel Charges: $456,200 issues, including Capital investigations. Civil Outlay: $4,700 Service Board actions, Debt Svc: $233,400 Suspensions and Terminations - Payroll and Accounting - Stat Physician Services and other contract monitoring j and accounting - Supply and delivery services for Total Cost Center 11 fire stations. dispatch Operations: and maintenance shop $1,117,800 EMERGENCY I City-wide emergency (1) Deputy Fire Chief Personnel OPERATIONS management which 1%1) Training Officer 514,204,400 (See page 3 for protects Ids and property (6) Battalion Chief Maint & specific personnel test from fire and other (39) Firs Captain Operations: detail) disasters - Provide (39) Fire Engineer $186,700 medical care, including (30) Firefighter/ Contract Basic Lde Support (BLS), Paramedic Services: $8,20C Advanced Life Suppoti 27 Firefignter Internal Svc (ALS), and Mass (143) TOTAL Charges: $578,900 Casualty Emergency Capital Medical Service (EMS) Outlay: $26,000 0 998 response call volume = 17,542-) - Mutual Aid to State, County, and surrounding cities - Aircraft Rescue and Fire Fighting (ARFF) - Swift Water Search and f Rescue - Urban Search and Rescue (USAR) - Hazmat Response Team - Suppression Training - Fire Protection inspections - Public education programs - Fire Total Cost Center station and equipment Operations: maintenance 515,004,200 Ten (10) percent increase expected in 1999 due to inclusion of 11 County Island areas 02!24/1`:99 15:22 90938452281 SAN RE3+9RDIN7 FIRE PAGE 05,,04 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: FIRE PAGE 2 OF 3 02/23/99 PROGRAMIFUNCTION DESCRIPTION STAFFING ESTIMATED COST FIRE PREVENTION Enforce fire code and (1) Fire Marshal Personnel: ARSON BUREAU related laws - Conduct fire (1) Sr. Fire Prev. Ofc $378,900 INVESTIGATIONS Investigations and (2) Fire Prev. Officer Main( & INSPECTIONS maintain Arson Bureau - L, Typist Clerk III Operations. PLAN REVIEWS Conduct fire prevention (5) TOTAL $23,800 Inspections of multi-family Internal Svc residential and commercial Charges. $12,300 properties - Prepare cases for and testify in court related matters- Provide blue print plans review for fire and life safety Total Cost Center concerns - Public Operations: education proqrams $415,000 MAINTENANCE SHOP Prevertative maintenance (1) Shop Supervisor Personnel: and repair of all fire (2) Equip. Mech. II $189,400 apparatus and vehicles - ll Equip. Mech I Maint & 24 hour response and (4) TOTAL Operations: I repair for lire apparatus ! $140,300 Internal Svc Charges. S8,200 Total Cost Center Operations: $337,900 FIRE DISPATCH 24 hour dispatch and radio (1) Dispatch Sup. Personnel: communications - After (7) Dispatcher II $397,500 hours dispatching for other s Dispatcher I Maint & city departments (9) TOTAL Operations $4.300 Internal Svc Cnarges: $20,500 Total Cost Center Operations: S422,3001 EMERGENCY Coordinate the city's (1) Emergency Persornel: PREPAREDNESS disaster response and Preparedness $73,100 mltigatlon programs - Coordinator Maint & Oversee City Y2K Operations. Prograrr - Oversee $17,900 City/State Mitigation Contract Irtertace Burn Grant Services: $4,700 Project - Secure funding Internal Svc and reimbursement for Charges: $8,200 Mutual Aid and disaster related incidents and programs - Public education programs - Total Cost Center Oversight of Emergency Operations. Operations Center EOC $103,900 TOTAL GENERAL FUND $17,407 100 02/24/1999 15:22 9e93e452e1 SAN BERNAgDIND FIRE PAGE e4/e4 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: FIRE PAGE 3 OF 3 02123199 ANNUAL COSTS PER FIRE STATION DESCRIPTION STAFFING ESTIMATED ANNUAL STATION COST (PER SHIFT) TYPE CONSTANT STAFFING COST 3 SHIFTS 4 PERSON CREW (1) Captain Personnel $1,184,238 (1) Engineer 6 Fire Stations (2) Firefighter/Paramedic Maintenance & $34,431 eratior Total operational costs $1,218,669 3 PERSON GREW (1) Captain Personnel $924,621 (1) Engineer Maintenance & $34,431 5 Fire Stations (1) Firefighter Operation 2 Ladder Trucks Total operational Costs $959,052 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: Human Resources PrograrTVFunction Description Staffing Estimated Cost Administration Responsible for management and oversight of (1) Director of $165,000 all Personnel and Risk Management functions; Human specific areas of responsibility include. Resources; recruitment, employee benefits, classification (1) Secretary and compensation, labor relations, training, workers compensation, liability claims, safety and insurance programs. Classification and Conduct Job Audits, Salary Surveys and (1) Personnel $86,500 Compensation maintain equitable classification and Analyst compensation system for City and EDA, Completes Charter Section 186 process, interfaces with Civil Service, Processes Industrial Disability Retirements. Benefits and Administers Employee Health, Dental, Vision (1) Admin. $114,500 Recruitment and Life insurance programs, conducts open Operation enrollment, administers position control, Supervisor, Processes all Personnel Action Forms, conducts (1) Personnel employee orientation. Clerk II Total General Fund: $366,000 Liability Claims and Responsible for the administration and (1) Risk $2,298,000 Insurance and management of the City's self-insured Liability Management Training Program. Insurance Program; investigation and resolution Coordinator, of non-litigated claims, staff assistance to City (1) Liability Attorney, procurement of Excess Insurance and Claims Property Insurance: develop and implement Adjuster City-wide Training Program; Oversight of City's Typist Clerk II Hazardous Materials Program. Workers' Responsible for the administration and (1) W. C. $2,363,000 Compensation and management of the City's self-insured Workers' Supervisor, Employee Wellness Compensation Program, investigation and (2) W.C. Programs resolution of claims; payment of benefits, Adjuster monitor treatment, return to work program. (2) W.C. Develop and implement Employee Wellness Assistant Program, manse EAP. Total Internal Service Funds: $4,661,000 1 LIBRARY The mission of the San Bernardino Public Library is to provide free access to the world of ideas, information and creative experience for all citizens of San Bernardino. The San Bernardino Public Library is governed by an autonomous administrative Library Board of Trustees as provided by Article XII(Free Public Library)of the Charter of the City of San Bernardino. All library programs with the exception of literacy are provided at four library sites: Norman F. Feldheym Central Library and three branches, Villasenor Library serving a predominantly Hispanic neighborhood, Inghram Library serving largely an African American population and Rowe Library serving predominantly a middle-class Anglo neighborhood. Open for public services-two libraries each 6(six)days/week and two- each 5(five)days/week. Service area population of 182,200 Per capita expenditures for library materials$0.85 The enclosed budget analysis reflects costs which are necessary for the operation of a library-staffing, cataloguing, library materials, public programming, electronic databases, information technologies, etc. PROGRAM/DESCRIPTION ADMINISTRATION: •manages all library services and operations *conducts planning processes *prepares and monitors library budgets •recommends Library Policies to the Library Board of Trustees *implements Library Board policies and prepares procedures •maintains up-to date knowledge of librarianship *prepares all required library statistics *processes all purchasing orders and vendor claims for payment -collects and deposits fines and fees for all four library sites *prepares grant proposals, monitors and administers grants •manages personnel and maintains personnel records;processes staff and payroll •communicates the library and its services to the community through newsletters, book reviews, PSAs, book lists and bibliographies, presentations to community groups, neighborhood associations, service clubs, etc. -supervises buildings and grounds maintenance *collaborates with the Library Foundation and FOL in seeking additional funding for special library services -maintains an art gallery •schedules and monitors use of community meeting rooms, study rooms and lecture hall COST FOR ADMINISTRATION: Library Budget Grants/Gifts staff: 4.75 FTE $242,162 1 Library Director I Associate Library Director 1 Admin.Operations Supervisor❑ 1 Typist Clerk III 0.50 Library Clerk 0.15 Supervising Librarian 0.10 Admin.Operations Supervisor 11 equipment/supplies: 4 works stations grants/gifts 1 fax machine gran ts/gifts 1 photocopier grants/gifts 1 staff dumb terminal MIS 2 PROGRAM/DESCRIPTION PUBLIC SERVICES •provides a community center where the people of San Bernardino meet, learn, interact and participate in public discourse •provides community referral and information that aids the community in the creation of better informed and educated citizenry •provides the people of San Bernardino with opportunities for free lifelong learning and economic improvement Public Services Statistics: During FY 1997/1998: 1,225,569 people used SBPL libraries 201,826 reference questions answered in person and on the telephone 110,430 electronic searches and uses conducted 242,696 children's materials used 343 children's programs conducted 19,636 participating children •PUBLIC SERVICES: Reference and Research Services *provides through electronic or traditional library sources, in-person or on the telephone, general information •business, career and job information -resume and interview preparation information *consumer information ,government information •local city information -Council agendas,city budgets, etc. *Civil Service test information •GED test information;grant and foundation information *grant writing workshops *formal learning support •automotive repair information •home improvement information *research •reference *readers advisory •current topics and titles •cultural information and awareness *community outreach •provides a Virtual Library on: 'Business and Stocks 'College and Financial Aid 'Government and Law *Health and Medicine 'Jobs 'Newspapers and Magazines 'Web sites for Children •PUBLIC SERVICES:Young Adult Services provides to teens: *reading material •instruction on preparing science projects and other assignments electronically and through traditional means *homework assistance •readers advisory *special programs for teen audiences •PUBLIC SERVICES: Children's Services provides to children: *reading material *instruction on preparing science projects and other assignments -homework assistance -story hours for preschoolers *reading readiness for preschoolers *year-round Reading Came program *reading, educational and cultural enrichment programs COST FOR PUBLIC SERVICES: REFERENCE/YOUNG ADULT/CHILDREN'S: Library Budget Grants/Gifts Staff: 19.58 FTE $544,964 .85 Supervising Librarian .10 Senior Librarian 4.83 FTE Librarians 4.00 FIT Junior Librarians 5.20 FTE Library Clerks 4.60 FTE Library Pages Equipment/supplies: Reference Database Network grants/gifts 1 server grants/gifts 9 reference work stations grants/gifts 3 20 public work stations grants/gifts 11 staff dumb terminals MIS PROGRAM/DESCRIPTION *PUBLIC SERVICES:Collection Development Services *evaluates materials for purchase and addition to various library collections and orders materials based on community needs and requests •maintains collections by reviewing subject areas, weeding and replacement •collections-books, magazines, newspapers, audio-visual materials, electronic formats,vertical file COST FOR PUBLIC SERVICES: COLLECTION DEVELOPMENT: Library Budget Grants/Gifts staff: 1 FTE $37,119 .90 Senior Librarian .10 Library Clerk materials: books $188,200 grants/gifts subscriptions $ 25,000 grants/gifts BIP, I Page databases grants/gifts equipment/supplies 1 acquisitions work station grants/gifts *PUBLIC SERVICES: Local, Regional, and California History and Genealogy Services/California Room *provides information on local history,businesses,industries,government,organizations, clubs, genealogy *maintains nationally known archival collections of:'Norton Air Force Base'Santa Fe Railway'Steele Photography'City Directories dating back to 1889'local newspapers dating back to 1867'San Bernardino Valley Genealogical Society 'original local photography*diaries°manuscripts°scrapbooks'maps .correspondence COST FOR PUBLIC SERVICES: LOCAL, REGIONAL, AND CALIFORNIA HISTORY: Library Budget Grants/Gifts staff: docent volunteers Grants/Gifts materials: archival supplies Grants/Gifts equipment: 1 staff dumb terminal MIS *PUBLIC SERVICES/Information Technologies Services •will provide access to requested relevant information through an integrated computer network: *Public Access Catalog for access to the library's holdings°access to subscribed electronic reference databases° access to PACs of other libraries via their web sites -provides free computer literacy education in all computer applications, Internet and reference database searching in the Cosand Computer Learning Center •New Service: SBPL will receive an additional$109,486 from the state Public Library Fund. The Mayor instructed the Library Board to present a budget for this unencumbered sum for the purchase and implementation of a library public access catalog. 4 Phase One: Infrastructure and Public Access Catalog Installation: PLF Grants/Gifts 1. Connectivity between sites- GTE connections/one time $22,000 2. •Service $180/month $ 2,160 after the 82% a-rate discount *Internet access $180/month $ 2,160 after the 827o a-rate discount connectivity/branches $ 3,000 3. Public Access Catalog: -TLC-one time installation $16,000 •maintenance and installment payments $44,000/annually for 5 years (after 5 yrs- $20,000 service) PAC/Information Technology support staff •raise one librarian to Sr. Librarian/electronic databases $4,000 •Library Assistant/6 months $15,244 4. Ethernet cable/Central FOL Gift 5. Equipment: •48 PAC Stations Grants/Gifts *software/applications $ 922 Grants/Gifts TOTAL PLF $109,486 COST FOR EXISTING PUBLIC SERVICES: INFORMATION TECHNOLOGY AND COSAND COMPUTER LEARNING CENTER: Library Budget Grants/Gifts Staff: 3.4 FTE $66,416 1 Technology Librarian 1 Library Computer Technician 1.40 FTE Library Pages Equipment/supplies: 20 work stations/Cosand Computer Leaming Center grants/gifts PROGRAM/DESCRIPTION TECHNICAL SERVICES *receives shipments, verifies invoices,catalogues,classifies,and processes all library materials *installs security coding *maintains all card catalogs,shelf list and authority files *maintains electronic record of holdings through a standard library database •collection authority through weeding, book mending and binding Technical Services Statistics: During FY 199711998 16,510 items were received, catalogued, classified and processed 5 COST FOR TECHNICAL SERVICES: Library Hudeet Grants/Gifts staff: 2.9 FTE $77,053 1 Senior Librarian 1.4 FTE Library Clerks .50 FTE Library Page equipment/supplies: OCLC/based on per record cataloged $20,000 2 OCLC stations FOL gifts 1 work station grants/gift 2 staff dumb terminals MIS security and cataloging supplies $6,000 PROGRAWDESCRIPTION LITERACY SERVICES offers classes in •.Adult Basic Education *English as a Second Language -Citizenship -offers homework assistance The functional illiteracy rate in San Bernardino for persons over 14 years of age is estimated at 227o or 28,380 adults that are illiterate.(from the National Adult Literacy Survey /NALS: the most comprehensive, statistically reliable source of data on literacy in the United States;www.nifl.gov/reders/!intro.htm)Clearly functional literacy is the most important survival skill necessary for employment and job training. The 1991 National Literacy Act defines literacy as"an individual's ability to read, write,and speak in English, compute and solve problems at levels of proficiency necessary to function on the job and in society, to achieve one's goals, and develop one's knowledge and potential." "As the education level of adults improves, so does their children's success in school. Improvement in the literacy level of parents has a measurable impact on both the education and quality of life of their children." "The impact of low literacy(from NALS): Forty-three percent of people with the lowest literacy skills live in poverty;70% have no jobs or a part-time job;seven in ten prisoners perform in the lowest two literacy levels." During FY 1997/1998: 2,024 people were served in all SBPL Literacy programs 61 students completed the Adult Basic Education program 40 students completed the English as a Second Language program 146 students completed the Citizenship program COST FOR LITERACY SERVICES : 0 The Literacy Program is funded completely with grants and gifts. PROGRAWDESCRIPTION MATERIALS CIRCULATION SERVICES •oversees the lending and return of library materials to customers,between SBPL libraries and other cooperative libraries -maintains database of registered borrowers *maintains record of borrowed and returned materials *issues library cards *inputs and expunges records -generates overdue notices *monitors fines and collections from collection agency •reshees library materials •processes Inter Library Loans and reserves *serves as an information center to direct calls or library visitors to proper service area. 6 Materials Circulations Services Statistics: During FY 1997/1998 617,124 items were circulated 45,114 registered borrowers $69,018 collected in fines and fees COST FOR CIRCULATION: Library Budeet Grants/Gifts staff: 8 FTE $169,986 .90 Admin.Operations Supervisor H 4.10 FPE Library Clerks 3.00 FfE Library Pages equipment/supplies: 3M Security Gates maintenance $2,400 8 staff dumb terminals MIS 2 workstations grants/gifts postage $8,000 overdue notices $2,030 library cards $2,725 barcodes $2,400 printing charges $2,500 miscellaneous supplies $3,000 TOTALS: Personnel:39.63 FPE $1,137,700 Personnel Benefits $ 186,800 materials,equipment,supplies, other costs: $ 281,400 TOTAL $1,605,900 city in-house service $165,900 other professional services(debt serv. Fee)$ 2,400 internal services charges $ 241,500 debt service interest $ 668,700 total $1,078,500 total/library /approved $2,684,400 2.24.99 DEPARTMENT PROGRAM SUMMARIES F£B 2 9g9 DEPARTMENT: ADMIN/MIS DIVISION P/A = Programmer/Analyst Prog = Programmer PROGRAM DESCRIPTION STAFFING COST Admin Management of IS personnel & major (1) Director 136,000 projects such as Y2K, citywide upgrade, (1) TCII utility billing upgrade, etc. Development & monitoring of division budget. Development of citywide technology policies, procedures, and plans. Clerical & accounting support to division. Public Safety Technical support to Police & Fire servers (1) P/A 1.7 million and software applications including CAD, RMS, Jail Mgmt., and Imaging. Inventory, troubleshooting, & administration of contracts for radios, MDT's, MDC's, & numerous public safety equipment. City BusinessTechnical support of City Business (1) P/A 370,000 Systems applications and servers such as (2) Prog's financials, permit tracking, business lic., animal lic. etc. Development & maintenance of Web server and web site. Technical support of non-public safety imaging server & applications. System & application support of Water Financials system. Network Technical troubleshooting, maintenance, (1) P/A- 125,000 & repair of wide area network including Comms fiber backbone, frame relay connections, (5) Comms firewalls, hubs, & numerous infrastructure Technician equipment in 47 buildings. Responsible for citywide security across network and internet. Maintains firewall filtering applications. Develops & maintains citywide major h/w-s/w inventory & maint. contracts. Creates & maintains intemet accounts. GIS & OA Technical support & system administration (1) GIS 310,000 of geographic information system & citywide Coord. office automation servers & application s/w. (1) GIS Creates & maintain electronic mail accounts. Technician Schedules & monitors citywide computer training classes. Assists with information for census taking. Provides plots/maps of sewer systems, storm drains, streets, bldgs, wards, crime mapping, etc. Monitors & maintains Microsoft Backoffice, NT, Windows 95, and Office 97 for word processing & spreadsheet applications. Operations Provides hardware & software techical (1) Oper.'s 200,000 support at the desktop level to approx. Superv. 1000 end users. Troubleshoots, repairs (2) Operators printers, PC's, terminals, laptops, etc. Performs citywide server backups nightly to tape. Performs major city processes such as payrolls. Performs major print jobs for all departments. Maintains inventory of all city desktop level printers & PC's. Administers h/w & s/w maint. contracts for desktop equipment & line printers. General Fund 2.8 million Water Provide technical support to utility billing (1) P/A-UB 385,000 hardware, software & users. Monitor& (1) Prog Water funded maintain Water network. Provide desktop (2) Operators support to approx. 200 users. (.5) Comms Tech. Public Safety (See Public Safety description on previous (2) Frog's 145,000 page.) 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( rx 0co \ ] / z § ® EEan000 C--- 0 « 2 0 —CD CL n ( c [ [ } , § ; § \- e 2a » E o 0 CD � \ � \ ( w 7 rri � 9 � q = ssCD n « @ ; m § [ q ± , Q 0 c CD � 0 � m Cl ) � 33 ° � Z � } \ k( \ -) = # Rkzom } ¢ -- - } G = m \ } � ( 90 E , / } § ¢ [ / ƒ § E o n ; 2 ] m t2 z M 7 = $ § < § kCD _ ( DEPARTMENT PROGRAM SUMMARIES POLICE DEPARTMENT PROGRAIWFUNCTION DESCRIPTION STAFFING COST Police Administration Administers all department 1 Chief of Police; 1 $ 2,310,900 functions, to include determining Assistant Chief; 1 mission, developing goals, lieutenant; 1 sergeant; 2 developing deployment plans, detectives; 1 senior monitoring service delivery, secretary; 1 secretary, 1 investigating police misconduct, administrative analyst; 1 administering discipline, and Account Clerk III ensuring fiscal control. Station Command Provides 24-hour functional 1 lieutenant; 3 sergeants; $ 940,800 control of all police services and 12 CSR I's operations; staffs the front desk to handle walk-in and telephone police reports; directly supervises front desk personnel; receives and investigates citizen complaints; and provides oversight for contract city jail operations. Patrol Directly responsible for crime I captain; 6 lieutenants; $16,209,800 suppression and enforcement 27 sergeants; 10 activities; first responder to corporals; 145 police public emergencies; conducts officers; 5 CSR II's; 10 community and problem CSR I's; 6 PRC I/stenos; oriented policing, and problem 1 secretary; 1 Account solving activities. Clerk II; 1 TC II; 1 fleet expeditor Carousel Mall Provides oversight for the San 1 sergeant; 1 police $ 179,000 Bernardino Municipal officer (80% Enforcement (SBME) unit, reimbursed which provides uniformed by EDA) security presence at the mall- Vice/Narcotics Investigates and enforces vice 1 lieutenant; 2 sergeants; $ 2,086,500 and narcotics laws; administers 4 detectives; 13 police asset forfeiture cases; officers; 3 CSR II's; 2 investigates applications for PRC I's business operators permits, live entertainment licenses, and ABC licenses. Multiple Enforcement Provides gang and graffiti 1 sergeant; 1 corporal; 7 S 810,500 Team (MET) identification, suppression, and police officers investigation efforts; provides gang awareness training to the public; responds to police emergency situations requiring special weapons and tactics (SWAT) and hostage negotiations. Traffic Investigates traffic accidents, I sergeant; 1 detective; $ 1,386,700 enforces traffic laws, and 10 police officers; 1 CSR resolves hazardous traffic II; 1 PRC I; 28 crossing conditions using problem guards solving. Administers crossing guard program. Investigations Provides follow-up investigation 1 captain; I lieutenant; 5 $ 3,792,700 on all crimes with the exception sergeants; 28 detectives; of vice & narcotic violations; 6 CSR II's, 1 secretary; oversees all aspects of 1 crime analyst; 2 TC prosecuting criminals including III's; 4 TC II's filing cases with the District Attorney" Office, testifying court and disposition of evidence and property; oversees the mandatory registration of sex offenders and public notifications pursuant to Megan's Law. Identification/Property The ID Bureau collects, 1 ID Tech III; 10 ID S 735,200 preserves, and presents in court Tech IUI's; 1 property & crime scene physical evidence, supply tech; 1 property & and conducts searches of latent supply assistant prints against known offenders using the state automated fingerprint identification system (CAL ID). Property stores and safeguards all evidence and property. Police Support Services Supports all internal service None S 3,503,900 charges, lease payments and materials and supplies for the entire police department. Dispatch Provides emergency 1 Communications $ 1,234,100 communication services for the Operations Supervisor; 5 community and police dispatch supervisors; 22 department through telephone Dispatcher I/II's; 6 and radio contact; first point of contract service desk contact for the public via 9-1-1 clerks calls. Records Responsible for processing and 1 records manager; 4 $ 1,289,100 maintaining criminal records and PRC H's, 21 PRC I's, 1 citations according to DOJ telephone operator; 5 mandates; types dictated police contract clerks reports; maintains entry and updates into local, state, and national crime databases; generates monthly and annual crime statistics. Personnel & Training Responsible for all aspects of the I lieutenant; 2 CSR III's, $ 972,600 department's hiring process; 3 CSR II's; 2 police administers the department's officers; 2 TC III's; 1 training program; operates the range master; 1 account pistol range; administers clerk II department payroll and provides oversight for the department's volunteer programs. Landlord Certification Educates landlords of the crime- 1 project coordinator $ 90,100 free rental housing program to (reimbursed include blight reduction, tenant by EDA) screening processes, and reporting suspected illegal activity. COPS universal Hiring Federal funding received from 22 police officers $ 26,900 Grant the COPS Office to perform (1,331,600 community policing activities total budget - $1,304,700 reimbursed by federal government) City Jail Books, houses, and transports 9 contract jailers; 1 jail $ 873,600 persons in police custody; clerk administers the misdemeanor citation program to minimize booking fees charged by the county. *Distressed Federal funding received from 8 police officers S 513,744 Neighborhoods Grant COPS office to perform community policing activities within targeted neighborhoods *COPS More 98 Grant Federal funding from COPS 3 PRC I's; 3 TC II's S 116,285 Office to generate time savings for police officers to perform community policing activities * New grants added during FY 1998/99 DEPARTMENT PROGRAM SUMMARIES Public Services-Administrative Section Program/Function Description Staffing Estimated Cost Administration Develop and monitor customer (5) Director of Public $113,700 service programs and street Services; (5) Senior maintenance programs for each Secretary; (1)Admin. Street section Operations Supervisor II Accounts Payable Process and record requests for (1) Account Clerk II $48,500 payments, distribute checks to vendors, and process customer complaints for each Street section. Customer Service Process and record customer (1) Typist Clerk II $70,100 requests for each Street section, worker's compensation claims, accident reports, maintain the City's vehicle pool records. Payroll/Benefits Process and record all (1) Account Clerk II $49,600 information and activities related to payroll and or benefits for approximately 200 employees. Subotal $281,900 Total Public Services $2,649,300 Total Fleet Services $4,225,100 Total Pub. Svcs & Fleet $6,874,400 DEPARTMENT PROGRAM SUMMARIES Public Services-Street Division Sections Program/Function Description Staffing Estimated Cost Street Maintenance Daily maintenance, repair and (1) Project Coordinator; (5) $926,800 improving of 583 miles of City Street Superintendent; (1) roadways. Maintenance Supervisor; (3) Heavy Equipment Operator; (1) Maintenance Worker II; (7) Maintenance Worker II; (1) Lead Maintenance Worker Street Tree Regularly trim and maintain the (1)Arborist; (1) Tree $380,300 Maintenance City owned trees and respond to Trimmer; (1)Tree Trimmer approximately 1,500 individual ll; (2) Maintenance Worker requests annually for II emergencies, low hanging branches and removal of dead trees. Right of Way Responsible for the daily (1) Heavy Equipment $390,600 maintaining the City's alleys, Operator; (1) Maintenance cleaning roadway shoulders, Supervisor; (2) general clean up of City rights of Maintenance Worker I; (3) ways. Supervise work sentence Maintenance Worker II workers for weekend work. Concrete Remove, replace, repair 50,000 (1) Heavy Equipment $455,700 square feet of City sidewalks. Operator; (1) Maintenance Bring curbs into compliance with Supervisor; (1) ADA requirements where Maintenance Worker f; (3) requested. Maintenance Worker II; (1) Lead Maintenance Worker Graffiti Removal Program is maintained by Los Services are rendered $214,000 Padrinos. All activities are through contractual initiated through Code agreement Compliance. Subtotal $2,367,400 DEPARTMENT PROGRAM SUMMARIES Fleet Services Program/Function Description Staffing Estimated Cost Administration Develop, implement and (1) Fleet Manager; (1) $210,600 monitor customer service Admin. Operations programs for the user Supervisor I; (1) departments within the City; Equipment Maintenance ensure the City's equipment Supervisor fleet operates effectively and monitor vehicle replacement program. Accounts Payable Process and record requests for (1)Account Clerk II $35,000 payments, process interdepartmental billables. Customer Service Process and record customer (1)Typist Clerk II $30,000 requests, maintain accurate records for electronic personal and vehicle keys for the City Light Equipment Maintain and repair the City's (1) Lead Equipment $1,130,000 Maintenance light equipment and vehicles Mechanic; (4) Equipment (police vehicles) Mechanic II; (2) Equipment Mechanic I Heavy Equipment Maintain and repair the City's (2) Lead Equipment $1,248,000 Maintenace heavy equipment and vehicles Mechanic; (5) Equipment (refuse trucks) Mechanic II; (3) Equipment Mechanic I Supportive Services Support the Fleet operations by (1)Automotive Parts $629,300 repaing tires, welding, maintain Specialist; (1) Storekeeper; proper parts inventory. (1)Tire Repair Person; (1) Welder; (3) Extra Relief Heavy Laborer Vehicle Replacement City wide program developed to Operated by Fleet $942,200 Program regularly replace deteriorated, Administration inoperable and inefficient City vehicles. Total $4,225,100 DEPARTMENT PROGRAM SUMMARIES DEPARTMENT: Telecommunications PROGRAM/FUNCTION DESCRIPTION STAFFING EST. COST Administration Monitors (4) franchises to (1) Cable Television $127,585.00 the city; Franchise Manager (1) Secretary renewal, transfers; Cable Television Commission interface; budget, accounts payable; payroll; public contact regarding duplications and public questions; monitor community education ro ram channels Production Produce, Production, Post (1) Video Production $141,507.00 Production locally Coordinator (2) produced programming; Production Technician produce contract service (3) projects (income) public Production/Programming access classes Assistant 1-vacant Engineering Playout daily (1) Telecommunications $130,908.00 programming, maintain Technical Coordinator technical equipment; (1) Engineering update bulletin board; web Technician (1) site design; contract Programming/Traffic service income; tape Assistant (1) duplications, Channel 3 Programming/Production programming; technical Assistant facility design and installation Total $400,000.00 1998 Community Survey Rank Ordering of Services by the Magnitude of Diffusion Index The index shows the priority of spending more money on a particular service. Diffusion Service Index Corresponding Program Promoting new jobs by attracting major businesses 92.9 EDA/ Development Dealing with narcotics and gangs 92.1 Police Repairing potholes and repaving existing streets 89.8 Public Services/Streets Cleaning up illegal dumping 87.0 Code Compliance Crime prevention programs 84.4 Police Repairing sidewalks, gutters, and drains 83.9 Public Services/Streets Tearing down blighted buildings 83.5 Code Compliance; EDA Preparing for disasters like floods and earthquakes 83.1 Fire/Disaster Prep Provide youth and family recreation activities/programs 81.7 Parks/Recreation Removing graffiti 81.1 Code Compliance Responding to complaints about code violations like vacant housing, or poorly maintained buildings 80.4 Code Compliance Giving home improvement grants and loans to lower- income homeowners 79.7 EDA; Code Compliance Promoting home ownership 78.5 EDA Police patrols in the neighborhood 78.0 Police Ensuring clean and well-maintained parks 77.5 Parks/Recreation Senior service centers 76.9 Parks/Recreation Fast response times from police 76.8 Police Fire prevention inspections and education 75.7 Fire Community centers 73.5 Parks/Recreation Trimming and replacing city trees 72.0 Public Services/Tree Trimming Downtown revitalization efforts 71.7 Main Street Keeping streets clean 70.7 Public Services/Street Sweeping Performing arts like theater and music 69.6 Civic/Promotional Funding Firefighting services 69.6 Fire Convenient hours and services at neighborhood branch libraries 69.2 Library Paramedic services 68.7 Fire Convenient hours and services at the main library 66.7 Library EDA; Development Services; Code Improving the condition of existing shopping centers 64.1 Compliance Traffic violation enforcement 60.9 Police -Traffic Unit Promoting conventions and tourism 60.6 CVB Operating city swimming pools 59.8 Parks/Recreation Providing city services on-line through the Internet 50.8 MIS Producing local TV shows for broadcast on cable TV 50.7 Telecommunications Broadcasting City Council meetings on cable TV 45.7 Telecommunications I C, C, o $ o p (y gH(pUNp {'Q N EO h Ip r 1(I W N co N l'7 r N l'7 1° in 4 W. Cl) N N d a0i F w � o r Q m 3 B3 $ a m m ; c L W � E � tummy CL ca a m Z m a m U m C', C d d m ° m m c in O OL .� _m m m ( .m F c o v7 4 m C co 'c V C � Q � O w G V W N C O N CD W N M .5 Ni �IU N m H U O m C C m ,E m lb l' o as � UUUU a L LL LLt7a o � / ■ § § K § � § $ ¢ 2 § SBA % ■ � � C 4" CID C �_ a � — o I � % . LD k 2 � k 2 a k § { z 0 e k cm $ c ` ■ � � �& ■ � � § m \ � 7 ` 2 � c , e ■ $ a 22 � Ix r ono a � � ® / \ ) 22 ` ° Or- 0 � = CITY OF SAN BERNARDINO CITY ADMINISTRATOR'S OFFICE INTEROFFICE MEMORANDUM TO: Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: Proposed Budget Reductions and Revenues DATE: June 7, 1999 COPIES: All Department/Division Heads The attached packet contains information concerning budget reductions and revenue enhancements that are proposed to help achieve a balanced budget. These proposals are summarized on Pages 1-2 of the packet. These measures will be reviewed at the budget workshop of Wednesday, June 7. It is anticipated that these items will be discussed, but that no action will be taken at that meeting. In the meantime, if you have any questions please contact me. Fred Wilson City Administrator Attachment FY 1999-2000 BUDGET WORKSHOP June 9, 1999 Table of Contents Summary of Potential Budget Reductions....................................... 1 Proposed User Fee Increases AnimalControl.......................................................................3 CityClerk ...............................................................................8 CodeCompliance ................................................................. 11 Fire ....................................................................................... 14 Parks and Recreation............................................................33 Police ....................................................................................56 Reductions CATV ...................................................................................59 CityAttorney........................................................................61 CivilService .........................................................................62 Code Compliance/Public Services .......................................63 Development Services..........................................................64 PublicServices .....................................................................65 Facilities - Parking Control ..................................................66 Facilities - Telephone...........................................................67 Finance .................................................................................68 General Government ............................................................69 Parks - Special Olympics .....................................................70 Police ....................................................................................71 Fire........................................................................................72 Parks - Landscape Maintenance...........................................73 Parks - Johnson Hall.............................................................74 Police/Fire longevity pay .....................................................75 Other one-time reductions Increase vacancy factor........................................................76 Liability Fund transfer..........................................................77 Use budgeted reserve ...........................................................78 Refinance Police Station CON............................................79 d a �k § , 8 9 / / \ C6 co C4 i & j � j \ a ,- S @ " w K # 1m � eke § § Cq R { IM CL § C cm n— e ` 2 | E & C ¢ a IMaE � k E • i7 { � \ f . a 77 # - f ` $ _ 2 0 , � � ■ )c ƒE �§ 2§ 2-II7& kk� L c 00 c i7 °t © 2I§ 2 \ c � 7a22 `� a , $ $ �j � = k� Q! to 2,MM E: ®2f«) E- r D z D § ■ Ix: IX 2a2 k E ]c \ � § 2 2 (D i o - % at R } 0 co k 2 . f � E q % \ ' � \ t i2 � 0 CL 0 k \ { a - u2a ii� I (A ° : a & § | ' ate / ,k 0 0 C■ aa � � bb 2 � LL L a ir CL 60 . k 8 8 o8 $ p� G�oC�pg'� MMMM aD {� N V f7 N r V N in N �m C W L U � I a c N OI C a C LL N U E '' U a E J9 o j j c o f 'w yj O1 c Sat E c H QEUzi- m S � r a � O `c 0 d 0 & u r O Yl N O H y a "c s ° � r Q m a s a a v Z C 8 8 p C O p > O O C) NO S N N M! M h ma CO hNLL'1 V It IV V E cn E m 0 U U- O W K M fA vc �fNR m m N C N v �v VJ l'O m pH pH V i pW o O SSS o N 0 M c pM 4p9 /pA 4p9 1. pOo OOO v c m E E 0 U d pM pW pK pW CD O O O O O 1L V o o <co l6 7 � C C U H > a 0 tm m `s t6 L m O y 10 U m LL V ( m 9 C a y m m � y Q m oQ 7liti m y m m C LL v O IX m m G LL Q 10 44 m p m '—yWj N N "FRO 9 N > m cc O CL LL � mmmo � a � cn � W Ciw' w ib User Fee Determination Cost Analysis Worksheet DepartmenUDivision Fund Account User Fee Description Date Animal Control 124 4758 Small Livestock Apprehension Fee 5/20/99 Description of service, demand, subsidy, and other comments: This fee is charged for the impounding of small animals, other than dogs and cats (i.e. chickens, rabbits, snakes, and iguanas). It takes the same amount of time, if not more, to apprehend/impound these animals. It is recommended the name of this fee be changed to reflect those animals other than livestock. Personnel Costs Labor Rates straight Time Fringe Total cited Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits(29 a%)Labor Cost Oyerttead Labor C..t r Position per Unit Cast per Animal Control Officer 14.32 4.05 18.37 4.41 22.78 0.6 13.67 Animal Shelter Attendant 12.52 3.54 16.06 3.86 1992. 0.2 3.98 Animal Shelter Office Specialist 13.03 369 16.72 4.01 2073 0.4 8.29 Total Burdened Personnel Costs per Unit of Service. 25.94 Material & Rental Costs Description Cost Ea7b Quantity Required Unit Cost Impound Card 0.07 1 0.07 Disposable Carrier 3.25 0.5 1.63 Total Other coals per Unit of Service 1.70 Other Costs (Equipment, facility rental, part-time labor vi benefits) Desmpuon Cost Each Quantity Required Unit Cost Total Other costs per Unit of Sernce Comparisons to Proposed Fee More (Less)than S.B. Tot.isnrr.Ds.c[Cost 27.64 Jurisdiction Fee per Unit Dollars Percentage Cry-wild.Q.n aAdmin San Bernardino $30.00 R.t.C13U% 3.84 San Bernardino County $52.00 per hour 22.00 58% Tout SemceC rfl 31 AS Riverside $20.00 +trailer fee (if needed ($10.00) -150% Rialto Re mmended Fee 30.00 Highland (SB County) $52.00 per hour 22.00 58% Rec7mmended Fee SubWy 1.48 Fontana (SB City) 1$10,00 1 ($20.00) -33%1 C.ne.,F.Arnounl 10.00 Colton (SB City) $10.00 ($20.00) -300% Fe 1.. 20.00 Redlands $10.00 ($20.00) -3007/6 Moreno Valley 1$25.00 ($5.00) -1207/0 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account I User Fee Description Date Animal Control 124 New Euthanasia Request Fee 5/20/99 Description of service, demand, subsidy, and other comments: This fee will be charged to an owner who brings their animal to the shelter for euthanasia. It will also give the owner of animals who can no longer keep them the option of euthanasia or holding for potential adoption at a higher fee. Personnel Costs Labor Rates Straight Time Fringe Total Direct Dept or Div Total Bnmened Hours by Toul Labor Position Labor Benefibpe J% Labof Cost Overhead Labor Cost r PosNon pm Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 186 1992 03 5.98 Animal Shelter Office Specialist 13.03 3.69 16.72 4.01 2033 0.4 8.29 Registered Veterinary Technicia 14.32 4.05 18.37 4.41 22.78 0.25 5.70 Total Burdeneo Personnel Costs per Unit of Sernoe. 19.96 Material & Rental Costs Descnpuon Cost E.& Duantiy,Reouired Unit Cost Impound Card 0.07 1 0.07 Tranquilizer 0.70 1 0.70 Syringe/Needle 0.13 2 0.26 Euthanasia Drugs 0.17 3 0.51 Cash Receipt 012 1 012 Disposal 0.74 1 0.74 Total Other costs per Unit of Service 2.40 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Qesmption Cost Eatl, Quantity Reguired Unit Cost Total Other costs per Unit of Service. Comparisons to Proposed Fee More(Less) than S.B. Total w DasoC.11 22.36 Jurisdiction Fee per Unit Dollars Percentage CeyNede Den endmm San Bernardino $25.00 Itaves% 310 San Bernardino County $25.00 $0.00 100% Total s.C..wnd 2547 Riverside(City and County) $20.00 ($5.00) -80% Rialto (SB County) $25.00 $0.00 100% Recommended Fee 25.00 Highland (SB County) $25.00 $0.00 100% Remmmerol Fee subsay 0.47 Fontana (SB City) $10.00 ($1500) 40% C°ment Fee Amount 10.00 Colton (SB City) $10.00 ($15.00) -40% Feei maselDeaeum 1500 Redlands $20 00 ($5.00) -80 0/d Moreno Valley $15.00 ($10.00) -60% 5 User Fee Determination Cost Analysis Worksheet DepartmenUDivision lFund jAccount I User Fee Description Date Animal Control 1 124 4763 Owner Release Fee-Cat 5/20!99 Description of service, demand, subsidy, and other comments: This fee is charged to an owner who no longer wants their cat and brings it to the shelter. Under the new state law (SB 1785), owner surrendered animals must be held for 2 business days, excluding the day of impoundment (beginning 7-1-99) These cats will be housed an average of 4.7 days, or parts thereof, prior to being legally "released". Personnel Costs Labor Rates Straight Time Fringe Total Direct Dept or Div. Total Burdened Hours by Total Labor Position Labor Benents(2133%l Labor Cost overhead Labor Cost/Hr. Poston per Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 3.86 19.92 11 21 91 Animal Shelter Office Specialist 13.03 3.69 16.72 4.01 2033 0.3 6.22 Registered Vetennary Technician 14.32 4.05 18.37 4.41 22.78 0.1 2.28 Total Burdened Personnel Costs per Unit of Service. 30.41 Material & Rental Costs Description Cost Each Ouantity Required Unit Cost Impound Card 0.07 1 0.07 Vaccine 1,52 1 1.52 Syringe/Needle 0.13 1 0.13 Food 0.25 4.7 1.18 Cash Receipt 0.12 1 0.12 Disinfectant 0.12 4.7 0.56 Kitty Litter O.321 4.71 1.50 Total Other costs per Unit of Service. 5.08 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Descnpuun Cost Each Ouantiry,Required Unit Cost Total Other costs per Unit of Service Comparisons to Proposed Fee More (Less) than S.B. Tow service Direct cost 35.49 Jurisdiction Fee per Unit Dollars Percentage I City-Vdda Gen aAdm,n San Bernardino $40.00 RaieQlaN% 4.93 San Bernardino County $40.00 $0.00 100% Total serv,ceCaawn,t 40.42 Riverside (City and County) $10.00 ($30.00) $0.00 Rialto (SB County) $40.00 $0.00 100% Recommended Fee 40.00 Highland (SB County) $40.00 $0.00 100% ecommended Fee Subsidy 0.42 Fontana (SB City) $6.00 ($34.00) 15% Current Fee Amcunt 600 Colton (SB City) $6.00 ($34.00) 15% Feeinvea.e Cetreasei 34.00 Redlands $10.00 $10.00 25% Moreno Valley $10.00 $0.00 V User Fee Determination Cost Analysis Worksheet DepartmentlDivision IFund jAccount I User Fee Description Date Animal Control 124 4763 Owner Release Fee-Dog 5/20/99 Description of service, demand, subsidy, and other comments: This fee is charged to an owner who no longer wants their dog and brings it to the shelter. Under the new SB 1785, (beginning 7-1-99), owner surrendered animals must be held for 2 business days, excluding the day of impoundment . These dogs will be housed an average of 4.7 days, or parts thereof, prior to being legally "released". Personnel Costs Labor Rates Straight Time Fnnge Total Direct Dept or Div Total Burdened Hours by Total Labor Position Labor Benetits(28 3%)Labor Cost Overhead Labor Coal/Hr Position per Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 3.86 19.92 1.1 21.91 Animal Sheller Office Specialist 13.03 3.69 16.72 4.01 20.73 0.3 6.22 Registered Veterinary Technician 14.32 4.05 18.37 4.41 22.78 01 2.28 Total Burdened Personnel Costs per Unit of Service 30.41 Material & Rental Costs Descnption Cost Each Quantity Required Unit Cost Impound Card 0.07 1 0.07 Vaccine 1.52 1 1.52 Syringe/Needle 0.13 1 0.13 Food 0.75 4.7 3.53 Cash Receipt 012 1 0.12 Disinfectant 0.32 4.7 1.50 Total Other costs per Unit of Service 6.87 Other Costs (Equipment, facility rental, part-time labor wlo benefits) pescnpuon Cost Esch Quantity Required Unit Cost Total Other wilts per Unit of Service Comparisons to Proposed Fee More(Less)than S.B. Tout s.roceo cost 37.28 Jurisdiction Fee per Unit Dollars Percentag oty-vnd.c.n sAom,n San Bernardino $40.00 lost.a13.aa% 517 San Bernardino County $40.00 $0.00 100%p Total s.nnpCO nil 42.45 Riverside (City and County) $10.00 ($30.00) -25% Rialto (SB County) $40.00 $0.00 100%d Recommended Fee 40.00 Highland (SB County) $40.00 $0.00 100%p R000mmandec Fee subWy 2.45 Fontana (SB City) $10.00 ($30.00) -25% Cw ntF«Amount 10.00 Colton (SB City) $10.00 ($30.00) -25% Fee1..nelDwwsa) 30.00 Redlands $20.00 ($2000) -50% Moreno Valley $10.00 ($30.00) -25% o C) vm c o 0 Q O LO N r r fA V3 K H r LO m j O O E to c� LL m 69 69 U C' N O r LO N N O O O r- L) 0 f 69 eH N O O m O O N 69 69 'D O O LL t O O N O E r- E S m Y � L � � 47 U LL 00 a L U Ui El9 m d C N y O M L N fl Vi O O Q d g cn cn N c L. N C LL Ol Q L (D C LPL .` a) N N w C U > C _ > O N Q 7 co � .� � c E E U .� N m a7 r rn L vUi "a fQ N -0 7 N v a �, Q aL < .0 LU � Q User Fee Determination Cost Analysis Worksheet DepartmenVDivision I Fund Accountl ser Fee Description Date City Clerk/Bus. Reg. 1 001 033 Admin. Fee for placing business registration liens 1 5/5/99 Description of service, demand, subsidy, and other comments: Revise current administrative fees for planing liens on parcels for uncollected business registration fees. The current fee of$50 would be increased to $70 which would more accurately reflect costs. Personnel Costs Labor Rates Straight Time Fringe Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor CoaVHr Position per Unit Cost per Bus. Reg. Color. 18.56 444 23.00 2.30 25.30 1.50 37.95 Account Clerk III 14.32 4.05 18.37 1.84 20.21 1.00 20.21 Total Burdened Personnel Costs per Unit of Service. 58.16 Material & Rental Costs Description Cost Each Ouantlty,Required Unit Cost Photocopies 015 8 1.20 Postage-Regular 0.33 2 0.66 Postage-Certified 2.77 1 2.77 Film 0.51 1 0.51 Stationary Supplies 1 0.45 0.45 Total Other costs per Unit of Service 5.59 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Descnplion Cost Each Ouanlay Required Uml Cost Total Other costs per Unit of Service. Comparisons to Proposed Fee More (Less) than S.B. Total service Direct cost 63.75 Jurisdiction Fee per Unit Dollars Percentage cay-wslesen &Admin San Bernardino $ - n/a Rate @10% 6.37 San Bernardino County $ - n/a Total serviceCostrUna 70.12 Riverside $ - n/a Rialto $ - n/a Recommended Fee 70.00 Highland $ - n/a lir.� ..Suradr 012 Fontana $ - n/a Current Fee Amount 50.00 Colton $ - n/a Fee Increase tDecirs.) 20.00 9 User Fee Determination Cost Analysis Worksheet Department/Division I Fundl Account User Fee Description Date City Clerk/Administrative Div. 001 031 Admin fee for business reg. lien releases&demand letters 5/25/99 Description of service, demand,subsidy, and other comments: This action would establish an fee for the preparation of release of liens and request for payments(demand letters)for un- collected business registration fees. Currently, there is a fee for release of liens and demand letters for building and weed abatement liens, but not for business registration liens. By charging this fee,we will be consistent in charging the same fees for all abatement liens imposed. Personnel Costs Labor Rates Sv aigrt T,.me Fringe Total Dueot Dept or Div Total Burdened Hours by TOW Labor Position Lao., Benefits Labor Cost 0.nnead Labor C..UH, position par Una Cost per Account Clerk III 14 32 4.05 18.37 1.84 2021. 0.50 10.10 Total Burdened Personnel Costs per unit of Service 10.10 Material&Rental Costs Desmptmn Cost Each Quantity Reomred Una Cost Letterhead 0.05 1 0.05 Envelope 0.05 1 0.05 Postage 0331 1 0.33 Total Other costs per Unit of Service. 0.43 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Desaipoon Cost Earn Quantity Repurad Unit Cost Total Other posts per Unit of Service. Comparisons to Proposed Fee More(Less)than S.B. Tow s.,vc.Direct Cost 10.53 Jurisdiction Fee per Unit Dollars Percentage cm-N"M Dan&adnsn San Bernardino $ - n/a Flai.®fpw 1,05 San Bernardino County $ - n/a ToseSenocwduna 11.59 Riverside $ - n/a Rialto $ - n/a Recommended Fee 11.00 Highland $ - n/a R.mmm.od.d F..subedr 0.59 Fontana $ - n/a crnentF.a.Mrs,nt 0.00 Colton $ n/a F«n....tD.a.e«) 11 00 10 C o C O j O cr O O 1[1 N N O � � O E v� E a> o a) LL 6H 69 U C LO Lf) O (n O ~ O � U 0 64 69 H Lr) O V O O N c V 69 69 C V N L O 'o LL O CL ; O E U � � m cr c c U � � L U � V Q C O O O _ O !0 LL O O O C C O Q d O T O O w � N 0 (n O c a c w r ! 0 CL LL N O m and E 0 �, C C User Fee Determination Cost Analysis Worksheet DepartmenUDivision I Fundl Accountl User Fee Description Date Code Compliance 1 071 Release of Notice of Pendency 5/25/99 Description of service, demand, subsidy, and other comments: Fee for release of Notice of Pendency. Currently, no fee is charged. Release requires an inspection and filing with the County to release the lien. Personnel Costs Labor Rates Straight Time Fnnge Total Duect Dept.or Dw Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor CosbHr Position per Unit Cost per Code Officer 11 19.13 5.41 24.54 2.45 26.99 2.0 53.98 Sr. Code Officer 21 77 5.20 21.77 2.18 23.95 0.5 11.98 Typist Clerk II 11.22 3.17 14.39 144 15.82 0.5 7.91 Total Burdened Personnel Costs per Unit of Service. 73.86 Material & Rental Costs Descnptton Cost Each Quantity Required Unit Cost Recording Fees 12 1 12 Total Other costs per Unit of service. 12.00 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Description Cost Each Quantity Requiredi Unit Cost Total Other costs per Unit of Service. Comparisons to Proposed Fee More (Less)than S.B. Total Se "Daea cost 85.86 Jurisdiction Fee per Unit Dollars Percentage cM-%mda can &y n San Bernardino $94 n/a n/a Raft @10 to% 8.98 San Bernardino County $150 $56 60% Total San"CoewnR 94.85 Riverside 0 (94) -100% Rialto $20, plus cost of inspection Recommended Fee 94.00 Highland $18, plus cost of inspection e�WW Fm swmur 0.85 Fontana $12, plus cost of inspection Cwrent Fee AmowR 0.00 Colton 1$12, plus $25 for inspection F. no easetDeon,OW 94.00 /Z, User Fee Determination Cost Analysis Worksheet Department/Division I Fundl Accountl User Fee Description Date Code Compliance 1 071 1 Release of Notice of Pendency -Additional Units 5/25/99 Description of service, demand, subsidy, and other comments: Release of Notice of Pendency fee to be charged, in addition to the initial fee, for each unit inspected above four units. Personnel Costs Labor Rates straight Time Fnnge Total Dined Dept or Div Total Burdened Hours by Tole;Labor Position Labor Benefits Labor Cost Overhead Labor CoslMr. Pos,uon per Unit Cost Per Code Officer II 19.13 5.41 24.54 2.45 26.99 0.25 6.75 Total Burdened Personnel Costs per Unit of Service 6.75 Material &Rental Costs Descnpbon Cost Each Quantity Reaolred Unit Cost Total Other costs per Unit of Service Other Costs (Equipment, facility rental, part-time labor w/o benefits) Descnpbon Cost Each Quantity Required Unit Cost Total Other costs per Unit of Sen¢e Comparisons to Proposed Fee More (Less)than S.B. imaSsNiul o Cost 675 Jurisdiction Fee per Unit Dollars Percentage City Md.Gen sAdrmn San Bernardino 0 R.u®to<ex 0.71 San Bernardino County 0 Tom Sen.C..vune 7.45 Riverside 0 Rialto 0 Recommended Fee 7.45 Highland 0 RemmmeMM F"S Wy 0 Fontana D Cumnt F»Amount 0 Colton 0 F„Id ...tD.o..sal 7.45 !3 O Ni O O O C 7i O O O • O C N O N - Q N, N N Z a da c � ' n N 3 E vl E m o L aLL (D - y N y U_ C N a) a) N N m �N O > > > � U 6 H N y y N N cc U > > > C O O O v D w a 0 m V V L N 0 a c 7 T d OD L N O v 1 C 7 7 !. a T T 00 OD L E w O 0 0 V C C y y O O O C N N m m CO o M o Q3) 3 L L d > LL LL C C C d f/1 > > c V C CD 10 N O fC �+ d CL L QU FF A 0 7 d o O - m O .r a LL a V E y C c c c W m Q '� ' a y a) a7 w aI y D a Y CO u C .y f/) y a) c y c 'y a�i c m r Q L ° u U L) 2 E U u m 0 m O �iU m c m Q m c a) rn w °- y C w n7 a o n- if C ....,a C y N Q. .0 U W CITY OF SAN BERNARDINO FIRE DEPARTMENT eZS& STAFF REPORT SUBJECT Update Fire code permit inspection fee, based on cost recovery using the fully burdened hourly rate in order to comply with state law. The current fire code permit inspection fee schedule was adopted in 1988. BACKGROUND Fire code permits are issued for various uses and operations. Inspection and issuance of a permit is required by the Uniform Fire Code. These inspections are required annually for most occupancies. However, due to staffing levels of the Fire Prevention Bureau, the fire department is only completing approximately 40%of the required inspections. Currently, in the Fire Prevention office there are 1,605 inspections to be completed yearly in addition to the 7,192 inspections completed annually by the Engine companies. The Fire Prevention Bureau is not only responsible for 1,605 annual inspections but also new and existing construction plan check and inspections, Engine Company assistance, Police Department assistance, Code Compliance assistance, court proceedings due to closures or citations, Certificate of Occupancy inspections, closures of buildings or operations including the hearing process, high-rise inspections, and training. The Fire Prevention Bureau currently is seriously understaffed. Adoption of the new fee schedule would not only reimburse the city on a cost recovery basis for the fully burdened cost of the fire code inspections but would also allow funding to hire one Fire Prevention Officer to complete the required inspections. Additional revenue could be generated to hire one Fire Prevention Officer and generate revenue on a cost recovery basis for the General Fund. FINANCIAL IMPACT The fees collected for inspecting all the occupancies that require fire code permits using the new schedule would be approximately $208,501. The hours to complete these inspections would be approximately 2,723. With current staffing the Fire Prevention Bureau has 2,136 hours available for fire code inspections and with an additional Fire Prevention Officer would be able to complete the fire code permit inspections. An additional officer would contribute approximately 712 hours toward the permitted occupancy inspections. The Senior Fire Prevention Officer would be able to assist with the complex inspections and also assist the Plan Checker as needed. One additional Fire Prevention Officer could be funded the first year including salary, benefits and related costs for $52,286. After start up cost, additional years would cost IS $50,074. The additional revenue to the General Fund after deducting the fees generated in 1998 of $48,675, would be approximately $107,540 the first year and $109,752 in subsequent years. The additional Fire Prevention Officer would allow inspections to be completed and still generate new revenue, based on cost recovery, for the General Fund. • Salary and benefits $40,746 • Maintenance and operations $ 7,298 • Vehicle 2,030 Total On-Going Cost $50,074 First year costs • PC $ 1,500 • Desk, Chair, File Cabinet 712 Total Start Up Costs $ 2,212 Grand Total $52,286 • Potential Revenue $208,501 • Cost of new person 15t year - S 52,286 • 1998 Revenue S 48,675 • Net new Revenue Is' year $107,540 • Potential Revenue $208,501 • Cost of new person on-going - $ 50,074 • 1998 Revenue 48,675 • Net new Revenue on-going $109,752 /6 CALCULATION OF HOURLY RATE FOR FIRE DEPARTMENT PERMIT INSPECTIONS FOR FISCAL YEAR 1999-2000 FIRE PREVENTION OFFICER DIVISIONAL COSTS RELATED TO FIRE CODE INSPECTIONS PERSONNEL SERVICES/ $ 314,766 DIVISION OVERHEAD MAINTENANCE AND OPERATION $ 21,750 INTERNAL CHARGES $ 14,700 VEHICLE COSTS $ 6,115 NET DIVISION TOTAL $357,331 DEPARTMENTAL OVERHEAD ALL FIGURES BASED ON 169 TOTAL EMPLOYEES ADMINISTRATION BUDGET (201) $ 1.208.914 NUMBER OF EMPLOYEES 163 =$ 7,417 PER EMPLOYEE ADMINISTRATION OVERHEAD 3 EMPLOYEES $ 7,417 X 3 = 2� 2.251 DISPATCH BUDGET (205) $ 427.545 NUMBER OF EMPLOYEES 160 =$ 2,672 PER EMPLOYEE DISPATCH OVERHEAD 3 EMPLOYEES $ 2,672 X3 =$ &01 NET DEPARTMENTAL OVERHEAD TOTAL $ 30,267 GENERAL CITY OVERHEAD CITY GENERAL OVERHEAD= 10.69% NET DIVISION COSTS TOTAL $ 357,331 NET DEPARTMENTAL OVERHEAD TOTAL $ 30,267 TOTAL GENERAL CITY OVERHEAD $357,331 + $30467 X 10.69% =$41,434 I� FULLY BURDENED RATE (FIRE CODE PERMIT INSPECTIONS) NET DIVISION COSTS TOTAL $ 357,331 NET DEPARTMENTAL OVERHEAD TOTAL $ 30,267 GENERAL CITY OVERHEAD $ 41,434 TOTAL $429,032 TIME DEVOTED TO PERMIT INSPECTIONS 40%X $ 429,032 = $ 171,613 TOTAL FPO HOURS DEVOTED TO PERMIT INSPECTIONS = 2136 TOTAL HOURLY RATE $ 171.613 2136 = $ 80.34 HOURLY 1g TYPE OF INSPECTION OLD FEE NEW FEE Aerosol products 0 120.51 Aircraft refueling vehicles 144.53 180.76 Aircraft repair hanger 144.53 261.10 Assembly- Bowling alleys and billiard parlors 64.23 120.51 Assembly-Churches 49.32 80.34 Assembly- Clubs/Lodges/Recreation halls 80.30 120.51 Assembly- Dance studios and ballrooms 64.23 120.51 Assembly-Mortuaries and Cemetery chapels 32.12 120.51 Assembly-Movie theaters 80.30 160.68 Assembly-Occupant load 300-5000 134.20 160.68 Assembly-Occupant load > 5000 206.47 321.36 Assembly-Restaurants and bars 50-299 64.23 120.51 Automobile wrecking yard 0 180.76 Auto tire rebuilding plants 96.35 180.76 Battery systems >100 gallon capacity 0 80.34 Bowling pin or alley refinishing 128.46 160.68 Carnivals and fairs 0 160.68 Cellulose nitrate film 128.46 120.51 Cellulose nitrate storage 128.46 120.51 Combustible fiber storage 80.30 160.68 Combustible material storage 0 160.68 Compressed Gases- Flammable > 6000 cubic feet 128.46 160.68 /9 Compressed Gases- Flammable 2000 - 6000 cubic feet 96.35 160.68 Compressed Gases- Non-flammable > 12000 cubic feet 96.35 241.02 Compressed Gases- Non-flammable 6000 - 12000 cubic feet 64.23 160.68 Convalescent home 128.46 200.85 Cryogens 112.41 160.68 Dry cleaning plants 0 160.68 Dust-producing operations 96.35 261.10 Explosives or blasting agents 128.46 261.10 Fireworks-Display 128.46 160.68 Fireworks- Booths 178.95 120.51 Fireworks-Pyrotechnical special effects materials 128.46 160.68 Flammable- inside storage > 60 gallons 64.23 160.68 Flammable- outside storage aboveground > 60 gallons 96.35 261.10 Flammable- underground storage 102.08 261.10 Flammable-underground storage (service station) 102.08 180.76 Fumigation or thermal insecticidal fogging 96.35 80.34 General Inspection 43.59 80.34 Hazardous materials/chemicals 112.41 180.76 High-piled combustible storage 64.23 261.10 High-rise 0 401.70 Hospitals- < 100 beds 192.71 241.07 Hospitals- > 100 beds 256.94 401.70 Hot-work operations 64.23 160.68 Liquefied petroleum gases 80.30 180.76 Liquid or gas-fueled vehicles or equipment in assembly buildings 0 120.51 Lumber yards 80.30 261.10 Magnesium working 64.23 180.76 Mall, covered- use as assembly 0 120.51 Mall, covered- use of open-flame or flame producing device 0 80.34 Mall, covered-display any liquid or gas fueled powered equipment 0 80.34 New business inspection 41.29 80.34 Organic coatings 112.41 261.10 Ovens, industrial baking or drying 96.35 160.68 Radioactive materials 0 261.10 Refrigeration equipment 32.12 180.76 Repair garages 64.23 180.76 Residential- board and care > 12 98.65 220.93 Residential- board and care < 12 41.29 120.51 Residential- child daycare > 12 98.65 220.93 Residential- child daycare < 12 41.29 120.51 Schools-private 80.30 180.76 Spraying or dipping 102.08 180.76 Tents or canopies, temporary membrane structures 80.30 120.51 Tire storage > 1000 cubic feet 0 180.76 Woodproducts 80.30 261.10 O ° a CITY OF SAN BERNARDINO FIRE DEPARTMENT STAFF REPORT SUBJECT Update Plan Check and Plan Check Inspection fees, based on cost recovery, using the fully burdened hourly rate in order to comply with state law. BACKGROUND Currently, the fire department is charging fees for plan checks based on the value of the job. These fees are based on City of San Bernardino Development Services Schedule of Fees for Plan Check and Building Fees (Ordinance MC 984) and have been used for a number of years. The fees currently collected are not based on cost recovery and do not reflect the fully burdened hourly rate for the Plan Checker. An analysis of various types of plans was conducted to determine the hours required to complete each type of plan. (See attached fee schedule). The plans check fee will include the plans check, required inspections, and meetings. The Plan Checker will complete each plan check and follow up site inspections. There are several benefits to the customer (contractor, developer) including the following: • One stop plan and fee submittal — All fire department plans and fees would be submitted at the Development Services counter. The Plan Checker would have an office at Development Services and the Fire Department. Importantly, the Plan Checker would be at Development Services for most of the workday. • The Plan Checker would be available at the Development Services counter to answer fire related questions for customers. • Coordination between Development Services and the Fire Department would improve dramatically. • Site inspections could be coordinated more effectively between Development Services and the Fire Department, ie. reduced number of times the contractor would need to have site visits by inspectors. ZZ FINANCIAL IMPACT There are two major categories of plans that the Fire Department reviews. One category is currently charged for, ie. building/occupancies with fire suppression and alarm systems. The second category is not charged for, ie. building/occupancies that need code analysis for exiting, suppression access, etc. First Category For the calendar year 1998 total fees collected, using the current fee schedule for plans check/plans check inspections, were $48,990. The fees collected based on last year's fire department plans reviewed using the fully burdened rate for Plan Checker would have been $75,071. Second Category Using a cost recovery fee schedule, these plan reviews would have potentially netted an additional $51,021 in revenue. The total hours required to check plans, complete required site inspections and attend meetings has been estimated at 1,492 hours. A Plan Checker is available an average of 1,457 hours per year. The additional 35 hours would be completed by the Senior Fire Prevention Officer. Currently, the Fire Department does not have a Plan Checker position. If the new fee schedule were instituted, the total fees collected would potentially be $ 121,000. A Plan Checker salary, benefit package, and related start up costs would total $64,140 the first year. After the first year start up, yearly costs would be $64,900. The potential new revenue, based on cost recovery, to the General Fund would be $7,870 the first year and $7,110 in subsequent years. • Salary and benefits $52,600 • Maintenance and operations $ 7,298 • Vehicle $ 2,030 Total On-Going Cost $61,928 First year costs • PC $ 1,500 • Desk, Chair, File Cabinet $ 712 Total Start-Up Costs $ 2,212 Grand Total $64,140 23 • Potential Revenue $121,000 • Cost of new person I" year -$64,140 • 1998 Revenue -$48,990 • New Revenue I" year $7,870 • Potential Revenue $121,000 • Cost of new person on-going -$64,900 • 1998 Revenue -$4 8,990 • New Revenue on-going $7,110 2`� PLAN CHECK AND PLAN CHECK INSPECTION HOURS AND FEES TYPE PLAN CHECK/PLAN CHECK INSPECTION OLD FEE FEES AUTOMATIC SPRINKLERS NEW CONSTRUCTION VARIES BASED 676.32 ON JOB VALUE AUTOMATIC SPRINKLERS T.I./ADDITION SEE ATTACHED 253.62 FEESCHEDULE CENTRAL MONITOR 126.81 ON-SITE HYDRANT 338.16 FIRE ALARMS 190.21 COOKING SUPPRESSION HOOD/SPRAY 169.08 UNDERGROUND STORAGE TANK INSTALL 274.75 UNDERGROUND STORAGE TANK SERVICE STATION 253.62 UNDERGROUND STORAGE TANK REMOVAL 169.08 ABOVEGROUND STORAGE TANK INSTALL 169.08 EMERGENCY ACCESS 0 211.35 HAZARDOUS STORAGE INSIDE/OUTSIDE PLAN 0 274.75 EVACUATION PLAN 0 211.35 EMERGENCY PLAN 0 84.54 BUILDING PLANS > 5000 SQUARE FEET 0 169.08 BUILDING PLANS < 5000 SQUARE FEET 0 84.54 C.U.P.,DP I, DP H 0 253.62 MISC. TRACT/SUBDIVISION 0 211.35 LOT LDWVARIANCE/GEN. PLAN AMENDMENTS FEES INCLUDE HOURS LISTED FOR EACH TYPE OF PLAN CHECK/ PLAN CHECK INSPECTION. ANY ADDITIONAL HOURS FOR MEETINGS, PLAN CHECK OR SITE INSPECTIONS WILL BE BILLED AT THE FULLY BURDENED HOURLY RATE OF $84.54. 25 CALCULATION OF HOURLY RATE FOR FIRE DEPARTMENT CONSTRUCTION PLAN CHECK AND PLAN CHECK INSPECTIONS FOR FISCAL YEAR 1999-2000 PLAN CHECKER DIVISIONAL COSTS RELATED TO PLAN CHECK AND PLAN CHECK INSPECTIONS PERSONNEL SERVICES DIVISION OVERHEAD $ 91,856 MAINTENANCE AND OPERATION $ 4,350 INTERNAL CHARGES $ 2,948 VEHICLE COSTS $ 2,038 DIVISION NET TOTAL $ 101,193 DEPARTMENTAL OVERHEAD ALL FIGURES BASED ON 169 TOTAL EMPLOYEES ADMINISTRATION BUDGET (201) $1.208.904 NUMBER OF EMPLOYEES 163 =$ 7,417 PER EMPLOYEE DISPATCH BUDGET (205) 42$ 7,545 NUMBER OF EMPLOYEES 160 =$ 2,672 PER EMPLOYEE NET DEPARTMENTAL OVERHEAD TOTAL $ 10,089 GENERAL CITY OVERHEAD CITY GENERAL OVERHEAD = 10.69% NET DIVISION COSTS TOTAL $ 101,193 NET DEPARTMENTAL OVERHEAD TOTAL $ 10,089 TOTAL GENERAL CITY OVERHEAD $ 101,193 + $ 10,089 X 10.69% =$ 11,896 FULLY BURDENED RATE (CONSTRUCTION PLAN CHECK AND PLAN CHECK INSPECTIONS) NET DIVISION COSTS TOTAL $ 101,193 NET DEPARTMENTAL OVERHEAD TOTAL $ 10,089 GENERAL CITY OVERHEAD $ 11,896 TOTAL $ 123,178 TOTAL PLANCHECKER HOURS DEVOTED TO PLAN CHECK AND PLAN CHECK INSPECTIONS = 1457 TOTAL HOURLY RATE $ 123.178 1457 = $ 84.54 HOURLY RATE 2ol "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES ;a. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL L COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2 . BLDG 3. SMA TOTAL RES/COMM PRMT RES/COMM RES COMM -- --------------------------- ----------------------------------------/------ 1. 00- 500. 00 11.25/14 . 25 15. 00 0 . 50 26. 75/29 . 75 501.00- 600. 00 12 .75/16 . 15 17 . 00 0 . 50 30. 25/33 . 65 601. 00- 700. 00 14 . 25/18 . 05 19. 00 0 . 50 33 .75/37 . 55 701. 00- 800. 00 15 .75/19 . 95 21. 00 0 . 50 37 .25/41. 45 801. 00- 900. 00 17 .25/21. 85 23 . 00 0 . 50 40.75/45.35 901. 00-1, 000. 00 18 .75/23 . 75 25. 00 0 .50 44 . 75/49 .25 1 , 001. 00-1, 100. 00 20. 25/25. 65 27. 00 0. 50 47 . 75/53 . 15 1. 101. 00-1, 200. 00 21. 75/27 . 55 29. 00 0.50 51.25/57 . 05 1 , 201. 00-1, 300. 00 23 .25/29 .45 31. 00 0 . 50 54 .75/60.95 1, 301. 00-1,400. 00 24 .75/31. 35 33 . 00 0. 50 58 .25/64 . 85 1 , 401. 00-1, 500. 00 26.25/33 . 25 35 . 00 0. 50 61.75/68 . 75 1, 501. 00-1, 600. 00 27 .75/35 . 15 37 . 00 0 . 50 65.25/72 . 65 1, 601. 00-1, 700. 00 29 . 25/37 . 05 39 . 00 0 . 50 68 .75/76. 55 1 , 701. 00-1, 800 . 00 30.75/38. 95 41. 00 0. 50 75. 75/84 . 35 1 , 801. 00-1, 900 . 00 32.25/40 . 85 43 . 00 0. 50 1 , 901. 00-2 , 000. 00 33 .75/42 .75 45.00 0. 50 79 .25/88 .25 2 , 001. 00-3 , 000. 00 40.50/51. 30 54 . 00 0. 50/0. 63 95.00/105.93 3 , 001. 00-4 , 000. 00 47 .25/59. 85 63 .00 0 . 50/0. 84 110.75/123. 69 4 , 001. 00-5 , 000. 00 54 . 00/68 . 40 72. 00 0.50/1. 05 126.50/141.45 5, 001. 00-6 , 000. 00 60.75/76 . 95 81. 00 0. 60/1.26 142.35/159.21 6 , 001. 00-7 , 000. 00 67 .50/85 . 50 90.00 0.70/1.47 158.20/176.97 7 , 001. 00-8 , 000. 00 74 .25/94 . 05 99 . 00 0. 80/1. 68 174.05/194 .73 8 , 001. 00-9 , 000. 00 81. 00/102 . 60 108. 00 0 .90/1. 89 189.90/212.49 9 , 001. 00-10, 000. 00 87 .75/111. 15 117 . 00 1. 00/2 . 10 205.75/230.25 10 , 001. 00-11, 000. 00 94 . 50/119 .70 126. 00 1. 10/2 . 31 221.60/248.01 11, 001. 00-12 , 000.00 101.25/128.25 135. 00 1.20/2 . 52 237.45/265.77 12 , 001. 00-13 , 000. 00 108 . 00/136. 80 144 .00 1.30/2.73 253.30/283.53 13 , 001. 00-14 , 000. 00 114 .75/145. 35 153. 00 1. 40/2.94 269.15/301.29 14 , 001. 00-15 , 000. 00 121.50/153 . 90 162 .00 1.50/3 . 15 285.00/319. 05 15 , 001. 00-16 , 000. 00 128. 25/162 . 45 171. 00 1. 60/3 . 36 300.85/336.81 16, 001. 00-17 , 000. 00 135 . 00/171. 00 180.00 1. 70/3 .57 316.70/354.57 17 , 001. 00-18 , 000. 00 141.74/179 .55 189.00 1. 80/3 . 78 332.54/372.33 18 , 001. 00-19 , 000. 00 148 . 50/188 . 10 198 . 00 1.90/3 .99 348.40/390.09 19 , 001. 00-20 , 000.00 155.25/196. 65 207 . 00 2 . 00/4 .20 364.25/407.85 20 , 001. 00-21, 000-00 1 , 001. 00-22 , 000. 00 168 . 0 2 75/213 . 75 225.00 2 . 20/4 . 62 395.95/443.37 2g "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL i COMMERCIAL CONSTRUCTION TOTAL VALIIATION 1. PLAN CHECK 2 • PRMT OMM RES/COMM 3. RES/C TOTAL RES/COMM 22 , 001. 00-23 , 000 . 00 175 . 50/222 . 30 234. 00 2 . 30/4 . 83 411. 80/461. 13 23 , 001. 00-24 , 000. 00 182 . 25/230 . 85 243. 00 2 . 40/5 . 04 427 . 65/478 .89 24 , 001. 00-25 , 000 . 00 189 . 00/239 .45 252 . 00 2 . 50/5 . 25 443 . 50/496 . 70 25 , 001. 00-26, 000. 00 193 . 50/245. 10 258. 00 2 . 60/5. 46 454 . 10/508. 56 26 , 001. 00-27 , 000- 00 198 . 75/251.75 265. 00 2 . 70/5 . 67 466. 45/522. 42 27 , 001. 00-28 , 000 . 00 203 . 25/257 . 45 271. 00 2 . 80/5 . 88 477 . 05/534 .33 25 , 001.00-29 , 000. 00 208 . 50/264 . 10 278 . 00 2 . 90/6 . 09 489 . 40/548 . 19 29 , 001. 00-30, 000 . 00 213 . 00/269 . 80 284 . 00 3 . 00/6. 30 500 . 00/560. 10 30 , 001. 00-31, 000. 00 218 . 25/276 . 45 291. 00 3 . 10/6 . 51 512 . 35/573 . 96 31, 001. 00-32 , 000. 00 223 . 13/282 . 63 297 . 50 3 . 20/6 . 72 523 . 83/586. 85 32 , 001. 00-33 , 000- 00 228. 00/288 - 80 304 . 00 3 . 30/6 . 93 535. 30/599. 73 33 , 001. 00-34 , 000 . 00 232 . 88/294 .98 310.50 3 . 40/7 . 14 546. 78/612 . 62 34 , 001. 00-35 , 000. 00 237 .75/301. 15 317. 00 3 . 50/7 . 35 558 . 25/625. 50 35 , 001. 00-36, 000. 00 242 . 63/307 . 33 323 . 50 3 . 60/7 . 56 569 .73/638 .39 36 , 001. 00-37 , 000. 00 247. 50/313 .50 330. 00 3 .70/7 .77 581. 20/651.27 37 , 001. 00-38 , 000 . 00 252 .38/319. 68 336.50 3 . 80/7 . 98 592 . 68/664 . 16 38 , 001. 00-39 , 000 -00 257 .25/325. 85 343. 00 3 . 90/8 . 19 604 . 15/677 .04 39 , 001. 00-40, 000. 00 262 . 13/332 . 03 349. 50 4 . 00/8 . 40 615. 63/689.93 40, 001. 00-41, 000. 00 267 . 00/338 .20 356. 00 4 . 10/8 . 61 627 . 10/702 .81 41, 001. 00-42 , 000. 00 271 . 88/344 . 38 362. 50 4 . 20/8 .82 638 . 58/715.70 42 , 001. 00-43 , 000. 00 276.75/350 . 55 369. 00 4 . 30/9 . 03 650 . 05/728. 58 43 , 001. 00-44 , 000. 00 281. 63/356.73 375. 50 4 . 40/9 . 24 661. 53/741.47 44 , 001. 00-45, 000 . 00 286.50/362 .90 382. 00 4 . 50/9 . 45 673 . 00/754 . 35 45 , 001. 00-46, 000. 00 291. 38/369. 08 388 . 50 4 . 60/9 . 66 684 .48/767 .24 46 , 001. 00-47 , 000. 00 296.25/375.25 395. 00 4 . 70/9 . 87 695 . 95/780. 12 47 , 000. 00-48 , 000 . 00 301. 13/381.43 401. 50 4 . 80/10. 08 707 . 43/793. 01 48 , 001. 00-49 , 000.00 306. 00/387 . 60 408. 00 4 . 90/10.29 718 . 90/805.89 49 , 001. 00-50, 000. 00 310. 88/393 .78 414 . 50 5 . 00/10 . 50 730. 38/818 .7.8 50 , 001 . 00-51, 000.00 314 .25/398. 05 419 . 00 5 . 10/10.72 738 . 35/827 .77 51, 001. 00-52 , 000. 00 317 . 63/402 . 33 423 . 00 5 . 20/10 . 93 745 . 83/836. 26 52 , 001. 00-53 , 000 . 00 321. 00/406. 60 428. 00 5 . 30/11. 14 754 . 30/845.74 53 , 001. 00-54 , 000. 00 324 . 38/410. 88 432 . 50 5 . 40/11. 35 762 . 70/854 .73 54 , 001. 00-55, 000. 00 327 .75/415. 15 437 . 00 5 . 50/11. 56 770. 25/863 .71 55, 001. 00-56, 000. 00 331. 13/419 .43 441.50 5 . 60/11.77 778 .23/872 .70 56 , 00l. 00-57 , 000 - 00 334 .50/423 .70 446. 00 5. 70/11- 98 786.20/881. 6 57 , 001. 00-58 , 000. 00 337 . 88/427 .98 450. 50 5 . 80/12 . 19 794 . 18/890. 67 29 "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL i COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2 . BLDG 3 . BHA TOTAL RES/COMM PRMT RES/COMM RES/COMM ----------------------------------------------------------------------------- 58 , 001. 00-59 , 000 . 00 341. 25/432 . 25 455. 00 5 . 90/12 . 40 802 . 15/899. 65 59 , 001. 00-60 , 000.00 344 . 63/436. 53 459 .50 6 . 00/12 . 60 810 . 13/908 . 63 60 , 001. 00-61, 000. 00 348 . 00/440 . 80 464 .00 6 . 10/12 . 81 818 . 10/917 . 61 61, 001. 00-62 , 000 . 00 351.38/445 . 08 468 .50 6. 20/13 . 02 826. 08/926 . 60 62 , 001. 00-63 , 000. 00 354 .75/449 . 35 473 .00 6. 30/13 . 23 834 . 05/935. 58 63 , 001. 00-64 , 000. 00 358 . 13/453 . 63 477.50 6. 40/13 .44 842 . 03/944 .57 64 , 001. 00-65 , 000. 00 361. 50/457 . 90 482 . 00 6. 50/13 . 65 850. 00/953 .55 65, 001. 00-66, 000 . 00 364 . 88/462 . 18 486.50 6. 60/13 . 86 857. 98/962.54 66, 001. 00-67 , 000 . 00 368.25/466 . 45 491.00 6.70/14 . 07 665. 95/971.52 67 , 001. 00-68 , 000 . 00 371. 63/470. 73 495 .50 6. 80/14 .28 873 .93/980 . 51 68 , 001. 00-69 , 000. 00 375. 00/475 . 00 500. 00 6. 90/14 . 49 881.90/989.49 69 , 001. 00-70, 000. 00 378 . 38/479 . 28 504 .50 7 . 00/14 . 70 889 .88/998.48 70, 001. 00-71, 000. 00 381.75/483 . 55 509. 00 7 .10/14 .91 897.85/1007.46 71, 001. 00-72 , 000. 00 385. 13/487 . 83 513 . 50 7 . 20/15. 12 905.83/1016.45 72 , 001. 00-73 , 000. 00 388. 50/492 . 10 518. 00 7 . 30/15.33 913 .80/1025.43 73 , 001. 00-74 ;000. 00 391. 88/496.38 522. 50 7 . 40/15.54 921.78/1034 .42 74 , 001. 00-75 , 000. 00 395.25/500. 65 527 . 00 7 . 50/15.75 929.75/1043.40 75 , 001. 00-76, 000. 00 398 . 63/504 . 93 531. 50 7 . 60/15.96 937.73/1052.39 76 , 001. 00-77 , 000. 00 402 . 00/509.20 536. 00 7 .70/16. 17 945.70/1016.37 77 , 001.00-78, 000. 00 405.30/513 .38 540.40 7 . 80/16.38 953.50/1070.16 78 , 001.00-79, 000. 00 408 .75/517 . 75 545. 00 7 . 90/16.59 961. 65/1079. 34 79 , 001. 00-80, 000.00 412.13/522. 03 549.50 8.00/16. 80 969.63/1088.33 80, 001. 00-81, 000. 00 415. 50/526. 50 554 . 00 8.10/17 . 01 977 .60/1097.51 81, 001. 00-82 , 000. 00 418. 88/530. 58 558.50 8.20/17 .22 958.58/1106.30 82 , 001. 00-83 , 000 . 00 422. 25/534 .85 563 . 00 8.30/17 . 43 993.55/1115.28 83 , 001. 00-84 , 000.00 425.63/539. 13 567.50 8.40/17.64 1001.53/1124.27 84 , 001. 00-85, 000. 00 429. 00/543 . 40 572. 00 8.50/17.85 1009.50/1133.25 85, 001. 00-86, 000. 00 432.38/547. 68 576. 50 8.60/18. 06 1017.48/1142.24 86, 001. 00-87 , 000. 00 435. 75/551. 95 581. 00 8.70/18.27 1025.45/1151.22 87 , 001. 00-88 , 000. 00 439. 13/556 . 23 585 . 00 8.80/18.48 1032.93/1159.71 88 , 001. 00-89, 000. 00 442. 50/560. 50 590.00 8.90/18.69 1041.40/1169.19 89 , 001. 00-90, 000. 00 445. 88/564 . 78 594 . 50 9 . 00/18.90 1049.38/1178.18 90, 001. 00-91, 000. 00 449. 25/569 . 05 599. 00 9.10/19.11 1057.35/1187. 16 91, 001. 00-92 , 000. 00 452 . 63/573 . 33 603.50 9.20/19.32 1065.33/1196.15 92 , 001. 00-93 , 000. 00 456. 00/577. 60 608. 00 9.30/19.53 1073.30/1205.13 93 , 001. 00-94 , 000. 00 459 . 38/581. 88 612.50 9.40/19.74 1081.28/1214 .12 "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL & COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2 . BLDG 3 . REBHCOMM RES/COMM RES/COMM ----------------------------------------------------- 94 , 001. 00-95 , 000. 00 462 .75/586 . 15 617 . 00 9 . 50/19 . 95 1089 . 25/1223 . 10 95 , 001. 00-96 , 000. 00 466. 13/590. 43 621. 50 9 . 60/20. 16 1095. 23/1232 . 09 96 , 001. 00-97 , 000. 00 469 . 50/594 . 70 626. 00 9 . 70/20 . 37 1105. 20/1241. 07 97 , 001. 00-98 , 000. 00 472 . 88/598 . 98 630 .50 9 . 80/20. 58 1113 . 18/1250.06 99 , 001. 00-1000000000 479 . 63/607 . 53 639 .50 10 . 00/21 . 00 1129. 13/1268 . 03 100 , 001. 00-101, 000. 00 482 . 25/610. 85 643 . 00 10. 10/21. 21 1135. 35/1275. 06 101 , 001. 00-102 , 000 . 00 484 . 88/614 . 18 646.50 10. 20/21. 42 1141. 58/1282 . 10 102 , 001. 00-103 , 000 . 00 487 . 50/617 . 50 650. 00 10. 30/21. 63 1147 . 80/1289 . 13 103 , 001. 00-104 , 000 . 00 490. 13/620. 83 653 .50 10. 40/21. 84 1154 . 03/1296. 17 104 , 001. 00-105 , 000- 00 492 .75/624 . 15 657 . 00 10. 50/22 . 05 1160. 25/1303 . 20 105 , 001. 00-106, 000. 00 495.38/627 . 48 660.50 10. 60/22 .26 1166.48/1310.24 106, 001. 00-107 , 000. 00 498 . 00/630. 80 664 . 00 10. 70/22 . 47 1172 .70/1317. 27 107 , 001 . 00-108, 000. 00 500 . 63/634 . 13 667 . 50 10. 80/22 . 68 1178.93/1324 . 31 108 , 001. 00-109, 000. 00 503 .25/637 . 45 671. 00 10. 90/22 . 89 1185. 15/1331. 34 109 , 001. 00-110, 000. 00 505. 85/640. 78 674 . 50 11 . 00/23 . 10 1191. 35/1336. 38 110 , 001. 00-111, 000. 00 508 .50/644 . 10 678 .00 11. 10/23 . 31 1197. 60/1345. 41 111 , 001. 00-112 , 000. 00 511. 13/647 . 43 681.50 11. 20/23 . 52 1203 . 83/1352 . 45 112 , 001. 00-113 , 000. 00 513 .75/650. 75 685.00 11. 30/23 .73 1210. 05/1359.48 113 , 001. 00-114 , 000 . 00 516. 38/654 . 08 688 .50 11.40/23 . 94 1216.28/1366. 52 114 , 001. 00-115, 000 . 00 519 . 00/657 .40 692.00 11. 50/24 . 15 1222 . 50/1373 . 55 115 , 001. 00-116, 000. 00 521. 63/660.73 695.50 11. 60/24 . 36 1228.73/1380. 59 116 , 001. 00-117, 000. 00 524 . 25/664 . 05 699 . 00 11. 70/24 .57 1234 .95/1387. 62 117 , 001. 00-118 , 000 . 00 526. 88/667. 38 702 . 50 11. 80/24 .78 1241. 18/1394 . 66 118 , 001. 00-119, 000 . 00 529 . 50/670.70 706.00 11. 90/24 . 99 1247 . 40/1401. 69 119 , 001. 00-120, 000.00 532 . 13/674 . 03 709.50 12 . 00/25.20 1253 . 63/1408 .73 120, 001. 00-121, 000. 00 534 .75/677 . 35 713 . 00 12 . 10/25. 41 1259 . 85/1415.76 121, 001. 00-122, 000. 00 537 . 38/680. 68 716.50 12 . 20/25. 62 1266 . 08/1422 . 80 122 , 001. 00-123 , 000. 00 540 . 00/684 . 00 720. 00 12 . 30/25 . 83 1272 . 30/1429 . 83 123 , 001. 00-124 , 000. 00 542 . 63/687 . 33 723 . 50 12 . 40/26 . 04 1278 . 53/1436. 87 124 , 001. 00-125, 000 . 00 545. 25/690. 65 727. 00 12 . 50/26. 25 1284 .75/1443 . 90 125 , 001. 00-126 , 000. 00 547 . 88/693 . 98 730. 50 12 . 60/26 . 46 1290. 98/1450.94 126, 001. 00-127 , 000. 00 550. 50/697 . 30 734 . 00 12 .70/26. 67 1297 . 20/1457 . 97 127 , 001. 00-128 , 000. 00 553 . 13/700. 63 737 . 50 12 .80/26. 88 1303 .43/1465. 01 128 , 001. 00-129, 000 . 00 555.75/703 .95 741. 00 12 . 90/27 . 09 1309 . 65/1472 . 04 129 , ,01. 00-130, 000 - 00 558 . 38/707 . 28 744 . 50 13 . 00/27 . 30 1315 . 88/1479 . 08 31 "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL i COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2 . BLDG 3. BRA TOTAL RES/COMM PRMT RES/COMM RES/COMM ----------------------------------------------------------------------------- 130 , 001. 00-131, 000. 00 561. 00/710. 60 748. 00 13 . 10/27 . 51 1322 . 10/1486. 11 131, 001. 00-132 , 000. 00 563 . 63/713 . 93 751.50 13 . 20/27 . 72 1328 . 33/1493 . 15 132 , 001.00-133 , 000. 00 566 .25/717 . 25 755.00 13 . 30/27 . 93 1334 . 55/1500. 18 133 , 001. 00-134 , 000. 00 568 .88/720. 58 758 .50 13 .40/28 . 14 1340.78/1507 .22 134 , 001. 00-135, 000. 00 571. 50/723 .90 762.00 13 . 50/28 . 35 1347 . 00/1514 . 25 135, 001. 00-136, 000. 00 574 . 13/727 . 23 765.50 13 . 60/28 . 56 1353 .23/1521.29 136, 001. 00-137, 000. 00 576. 75/730. 55 769.00 13 . 70/28.77 1359.45/1528 . 32 137 , 001. 00-138, 000. 00 579. 38/733 . 88 772 .50 13 . 80/28 . 98 1365. 68/1535.36 138 , 001. 00-139, 000. 00 582 . 00/737 . 20 776. 00 13 . 90/29 . 19 1371. 90/1542 . 39 139 , 001. 00-140, 000 . 00 584 . 63/740. 53 779. 50 14 . 00/29 . 40 1378 . 13/1549 . 43 140, 001. 00-141, 000 . 00 587 . 25/743 . 85 783. 00 14 . 10/29. 61 1384 . 35/1556.46 141, 001. 00-142 , 000. 00 589. 88/747 . 18 786.50 14 .20/29 . 82 1390. 58/163 . 50 142 , 001. 00-143 , 000. 00 592. 50/750. 50 790.00 14 . 30/30. 03 1396. 80/1570.53 143 , 001.00-144 , 000. 00 595. 13/753 . 83 793.50 14 .40/30. 24 1403 . 03/1577 . 57 144 , 001. 00-145, 000. 00 597 . 75/757 . 15 797. 00 14 . 50/30 . 45 1409.25/1584 . 60 145, 001. 00-146, 000. 00 600. 38/760 . 48 800.50 14 . 60/30. 66 1415.48/1591. 64 146, 001. 00-147, 001. 00 603 . 00/763 . 80 804 .00 14 . 70/30. 87 1421. 70/1598. 67 147 , 001. 00-148 , 000. 00 605. 63/767 . 13 807 .50 14 . 80/31. 08 1427 . 93/1605. 71 148, 001. 00-149 , 000. 00 608 .25/770 . 45 811.00 14 . 90/31.29 1434 . 15/1612 .74 149 , 001. 00-150, 000. 00 610.88/773 . 78 814.50 15 . 00/31. 50 1440. 38/1619.78 150, 001. 00-151, 000. 00 613 . 50/777. 10 818.00 15 . 10/31.71 1446. 60/1626. 81 151, 001. 00-152 , 000. 00 616. 13/780.43 821.50 15. 20/31. 92 1452 . 83/1633 . 85 152 , 001. 00-153 , 000. 00 618.75/783 .75 825.00 15. 30/32 . 13 1459 . 05/1640. 88 153 , 001. 00-154 , 000. 00 621. 38/787 . 08 828.50 15.40/32 . 34 1465. 28/1647. 92 154 , 001. 00-155, 000. 00 624 . 00/790. 40 832.00 15. 50/32 . 55 1471. 50/1654 . 95 155, 001. 00-156, 000. 00 626. 63/793 .73 835.50 15 . 60/32 .76 1477 .73/1661.99 100, 000. 00 thru 500, 000. 00 ---- 639. 50 for first 100, 000. 00 and 3 . 50 per 1, 000.00 thereafter. 500, 00. 00 thru 1, 000, 000. 00 ---- 2 , 039 . 50 for first 500, 000. 00 and 3 . 00 per 1, 000. 00 thereafter. 1, 000 , 000. 00 + ---- 3 , 539 . 50 for first 1, 000, 000. 00 and 2 . 00 per 1, 000. 00 thereafter. 31 . 5C $> S o < 6 ) } o S . - 6 m - \ � $ \ \ RS U) E ] 6 6 ' ww a E m� / [ LL _ \ m # # m _ mmm m } / \ q 2 � E S \ IT 2 A G d IV / 2 B d 0 \ 0 x $ § SS 0 G 2 SGG 0 w a 6 6 OD ¢ o - _ m _ 6s e # # # 69./ I $ oo 0 o JD 000 0 7 = 0 0 0 0 5 = o 0 0 0 E k $ \ S J { Bkk \ § & / & V3.1_ 6%1 # # # m # } 00 0 S / / / 00 0 $ k k � k \ $ q Im ki ® _ _ _ eG4 e # 2 § § \ § k g .§ $ 2 LL $ w f 3 JS ® o = m a \ I E 2 0 cm §— �_ \ \ f o U-0 co § $ © � ® = m % D 2 ■ f ■ I « d) _ f c • ■ c ■ cn k CL LL e = = m � : oE £ 2 10 = 2 = _ > « . E o ± .0 > © - - . CD 0 o e o 3 = m m e e 0 0 @ e = � > m >- O « WgLL w0 « ■ E aaW \ 0 0 0 0 O O 0 0 0 0 0 to N 00 CCD � 64 6% h 6A C C C; ) 8 69 69' 69 69 69 EA 69 69 61), 69 69 69 f� O 00 m N ILD CO LC).N co O (f1 O h M V 00 00 .- ti 1n O m (D V (D V O N m O 0 r •� m (D O N 00 00 Il- C7 r' r 69 H 69 69 69 69 69 69 69 69 691. 69 C O O O O O 00 (O N O O p o o 1.0 aq o C 00 r m n o C) C N V V r r In C M -q O M! 69 69 h 69 6e 69i/A 64 69 N 69 �+ R ° O O O ( ` O O O O V of C V C I (D II M r- Cn C �n L) N 0 m m a0 aD aD h N 69 fA tff W 643 f» 63, 69 fio 'v> 6r) (Al m N - -- Y O O O O: C) 0 0 0 0 0 0 O j O O (n (n O O O CD III) O y O > a L O O O Q) MU-) N m > O m m LJO N M M c') N r m U) N 69 69 69 fn (A 69 6P., 69 69 c) 69 w (6 LL Y L •C (�6 p C Q U C L (D C a)i— 0 p N a�i Z m mE E , , o Uc c) m a� Q.c LL > o EIm CL w c? E' g, E o m a) u- 0) Q) ) � O CL. s o U� c Q' ? = a) o a _ 'c v d. !C m C 0 N N «0 ."O—' N (0 E 7 (0 CA 70 O_ N m Z L 2 m (n Y Q J (n cn m J m cn W 3�- User Fee Determination Cost Analysis Worksheet D°. n Fund Account I User Fee Desui tlon aDate Parks & Recreation 001 383 Modeling class for Youth & Teens 6/10/98 Description of service,demand, subsidy,and other comments: Class of cost to include registration, administration, instruction and maintenance for six one hour(to 1.5 hours)classes. Personnel Costs Labor Rates' '- Slnighl Fnnge Total Direct Dept. or Div Total Burdened f : Total Labor Cost PA$3tiOR Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. HMWtoy Posen liartipjt ! per Una Supt. of Recreation $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Sr. Rec. Supervisor $22.37 $5.35 $27.72 $277 $30.49 2.00 $60.98 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $69.60 Material & Rental Costs orct an CollaIMti lQuandity Rqqlulnal Unit Cost Contract Instructor $148.20 1.00 $148.20 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $148.20 Other Costs (Equipment,facility rental, part-time labor wlo benefits) n is tidal ttao lQuaroy'.R 4ed ' UnR CoW$Q00 Total Other Costs Per Unit of Service' Total Service Direct Costs $217.60 City-Wide Gen.&Administrative Rate 010.14% $22.09 Total Program Cost $239.89 Numberflf Partfcipantt 6.00 Cost/Participant $39.98 Recommended Fe /Participant $38.00 Subsidy $1.98 inour�'i $35.00 Fee lncmad(Docrease) $3.00 Note'. Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 35 User Fee Determination Cost Analysis Worksheet De tnerotlfliitis�3n Fond jAccount I User Fee Descri lion Date Parks & Recreation 001 383 Beledi Dance Class 1 6110198 Description of service.demand, subsidy,and other comments: Class of cost to include registration, administration, instruction and maintenance for six one hour classes. Personnel Costs Labor Rates' Straight Fringe Toul Direct Dept.or Div. Total Burdened Total Labor Cost POSIt;On 4 Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. "o.tarsby PcsR14e,VW l,Trp('.: per Unit Supt. of Recreation $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Sr. Rec. Supervisor $22.37 $5.35 $27.72 $2.77 $30.49 2.00 $60.98 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $285 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $69.60 Material & Rental Costs basartPuon Gtutach Quat>t Ci hed Unit Cost Contract Instructor $156.00 1.00 $156.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service. $156.00 Other Costs (Equipment, facility rental, part-time labor wlo benefits) UM Cast $0 00 Total Other Costs Per Unit of Service. $0.00 Total Service Direct Costs $225.60 City-Wide Gen.d Administrative Rate CD10.14% $22.88 Total Program Cost $248.48 Numbaraf Pettit pants 6.00 Cost/Pa rticipant $41.41 Recommended Fee/Pafticipont $40.00 $240.00 Total PMWM SWlwr $1.41 $30.00 Fee lncrnse/(Decreesa) $10.00 Note'.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis 36 User Fee Determination Cost Analysis Worksheet O rt. Fund::, jAccomt :.User Fee Descri p ion Efate n.t-.:: Parks & Recreation 001 383 Youth Tap and Ballet Class 6/10/98 ilescrip��arrat'sai•irtiie,d"eman�si �,sid ct�it�>�s.m��.;._ Gass of cost to include registration, administration, instruction and maintenance for six one hour classes Personnel Costs Labor Rates* �.... ..... .. - Stnight Fringe Tow Direct DW.or Drv. Tood Burdened ^." y, Total Lab"Cost Tuna labor BanarKa Labor Cost overhead Lab"CostrHr. , paw Unit Supt. of Recreation $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Sr. Rec. Supervisor $22.37 $5.35 $27.72 $2.77 $30.49 2.00 $60.98 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $69.60 Material 3 Rental Costs ..& ^+ X;u'c "SY# > i>; T'i.i:ids,.vi?,W"e1 '»•x._..:..,,., sr.,-. .s•;::3 :nitc Unit Cast Contract Instructor $150.00 1.00 $150.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service $150.00 Other Costs (Equipment,facility rental, part-time labor w/o benefits) unit coat $o.00 Total Other Costs Per Unit of Service. $0.00 Total Service 0,n cam $219.60 Crty-w din Can a Admwustry vin Rata CIO 14% $22,27 Total Program Cost $241.87 8.00 Cost/Participant $30.23 Recommended F"Paiticipard $30.00 Total Program Subsidy $0.23 1 N $25.00 Fain increasw(Decrassa) $5.00 Note: Rata are per the City or San Bwnardino coat AOocation PM(CAP)in athct at the preparabon data of thin Usw Fain Amity= 31 User Fee Determination Cost Analysis Worksheet �enanmentiD vision Fund Aa,�ount I Use Fee Desch Ion Date Parks & Recreation 001 383 Family Swim Pass 6110/98 Desoription of service,demand,subsidy,and other comments: The family swim pass provides admission of all Immediate family members to any pool for any or all recreation swim sessions. Fee is based on the cost per session for Perris Hill swim, and an average admission of 50 per pass per season. Approximately 30 passes are sold annually. Personnel Costs Labor Rates' Straight Fringe Total Direct Dept.or Div ITotat Burdened f: !Total Labor Cost Position p. Time Labor Benefits Labor Cost Overhead Labor CosVHr. t1DiItxAYf?Qfkbn'per VNFI per unit Senior Rec. Supervisor $22.37 $5.35 $27.72 $2.77 $30.49 0.38 $11.59 Recreation Supervisor $19.07 $4.56 $23.63 $2.36 $25.99 0.50 $13.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $24.58 Material & Rental Costs Description Cosr. ach °3 t5 ` .•:il unit Cost Chlorine $0.89 4.21 $3.75 Acid $2.53 0.05 $0.13 Electricity $6.06 2.50 $15.15 Gas $0.50 2.50 $1.25 Total Other costs per Unit of Service. $20.27 Other Costs (Equipment, facility rental, part-time labor w/o benefits) i�64r! acn Caai Each -: Qtaatgf£ fired '.: Und Cost Part-time staff (11), various titles $76.29 2.50 $195.73 Total Other Costs Per Unit of Services $195.73 Total Service Direct Costs $240.58 City-Wide Gen.d Administrative Rate @10.14% $24.40 Total Program Cost Per Session $264.98 `ka„r `af�xttijl €'9r'> eaVon 194.00 Cos UParticlpant Per Season $68.29 Recommended Fee $60.00 >, =... itttatPexe3s?e€ $1,800.00 MW Total Program Subsidy $8.29 4 w ' x $50.00 Fee lncreasel(Decrease) $10.00 Note.Rate are per the Cdy of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 00 User Fee Determination Cost Analysis Worksheet De rtmentiflivsion: Funo JA count I User Fee Description Date Parks & Recreation 001 383 Recreational Swim Fee - Other Pools 6/10/98 Description of service,demand,subsidy,and other comments: Fee includes labor, chemicals and administrative costs. This provides a 3.5 hour recreational swim at all pools except Perris Hill. Personnel Costs Labor Rates' ;? Ey Straight Fringe Total Direct Dept.or Div. Total Burdened 3 Total Labor Cost Time Labor Benefits Labor Cost Overhead Labor CostlHr. hfottM by Bastlbh ydY l ? per Unit Sr Rec. Supervisor $22.37 $5.35 $27.72 $2.77 $30.49 0.50 $15.25 Recreation Supervisor $19.07 $4.56 $23.63 $2.36 $25.99 0.67 $17.42 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $32.66 Material & Rental Costs t1 Doll$ach ';. Q __ ••.:•! c. Unit Cost Chlorine $0.89 1.51 $1.34 Acid $2.53 0.10 $0.25 $0.00 $0.00 Total Other costs per Unit of Service $1.60 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Desci(ptiotk -1iV9tFaCA Rew Itad Unit Cast Part-time staff (5), various titles $35.31 3.50 $123.59 Total Other Costs Per Unit of Service. $123.$9 Total Service Direct Costs $157.84 Cdy-Wide Gen.8 Administrative Rate 010.14% $16.01 Total Program Cost $173.85 NumberpfPartigjpsrtt9' 51.00 Cost/Participant $3.41 $1 youth, Recommended Fee/Participant $2.50 adult Total Program Subsidy .91 - 1.41 youth, $2 mr4 " mof k adult Fee Increasel(Decrease) $0.50 'Note.Rate are per the C ty of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date or this User Fee Analysis. 39 User Fee Determination Cost Analysis Worksheet D" "' on Fund Acca3nt User Fee Description Crate Parks & Recreation 001 F Field - Club House Rental 6116198 Descriptionof service,demand, subsidy,and other comments: Rental cost per day for club house rental with office space, lockers, showers, restroom -approximately 1400 square feet. This includes administrative fee, utilities and contract maintenance. Personnel Costs Labor Rates* straight Fringe Total Direct Dept.or Div. Total Burdened . Total Labor Cost ?SySfttbn J Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. t'I04M WOO*Par OM i per Una Su enntendent of Parks $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Park Maint. Su v. $20.65 $4.94 $25.59 $2.56 $28.15 0.30 $844 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 010 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 020 $2.84 Maint. Plumbing II 1 $13.06 $3.69 $16.75 $1.68 $18 43 0.10 $1.84 Park Maint. Wrkr III $14.94 $4.22 $19.16 $1.92 F $21.08 0.10 $2.11 $21.01 Material& Rental Costs Cast Each DuanF Rsquired I: Unit Cost Carpet Cleanin I q Machine $314 1.00 $3.14 Shampoo $2.25 1.00 $2.25 $0.00 Total Other costs per Unit of Service. $5.39 Other Costs (Equipment,facility rental, part-time labor wlo benefits) R a tF :' Zti}tliK R bek +: Unit cost Contract Custodial Maintenance (weekly) $10.71 1.00 $10.71 Facilities/utilities $43.33 100 $43.33 Total Other Costs Per Unit of Service: $54.04 Total Samoa Direct Costs $80.44 City-Wide Gen&Administrative Rate @10 14% $8.16 Total Service Cost/Unit $88.60 Recommended Fee $88.60 Recommended Fee Subsidy $0.00 Cuff ant Fee Amount $000 Fee Increasel(Decrease) $88.60 'Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis {.�'AJ /v User Fee Determination Cost Analysis Worksheet De artnlenUDtviston IFund - A count I User Fee De5crl tion ;Date Parks & Recreation 001 383 Wading Pool Rental 6/10/98 . ............. Description of service, demand,$u6sidy.`and`other comments: Rental of wading pool cost includes administrative fees, staffing, and chemicals. Personnel Costs Labor Rates' Pt+s1GOn Straight Fringe Total Direct Dept or Div Total Burdened {�. Total Latwr Cost I Time Labor Benefits Labor Cost Overhead Labor t.OSVNr. I�M1rYp fMlr Qert ; Per UnR Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Sup. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $0.00 1 $0.00 $0.00 $0.00 $39.11 Material & Rental Costs Dexrgrtion Cost Each Quantay Recluffed - Unit Cost Chlorine $0.89 1.00 $0.89 Water to fill empty ool $0.48 1.00 $0.48 $0.00 $0.00 Total Other costs per Unit of Service: $1.37 Other Costs (Equipment, facility rental, part-time labor w/o benefits) C'�',:,:r:prion `.Cost Eadl t60nE afJ is unit Cost Life uard 1 $7.02 1.00 $0.00 Total Other Costs Per Unit of Service Total Service Direct Costs $47.50 City-Wide Gen.6 Administrative Rate @10.14% $4.62 Total Service Cost/Unit $52.32 Recommended Fee $50.00 Recommended Fee Subsidy $2.32 Current Fee Amount $36.00 Fee Increase/(Decrease) $14.00 Note'.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 41 User Fee Determination Cost Analysis Worksheet De lartmentfikvision IFund Account I user Fee Description Date Parks & Recreation 001 383 Pool Rental 6/18/98 Description of service,demand, subsidy,and other comments: Includes the rental of all pools other than Perris Hill Park Swim Center. Chemical, Staffing/maintenance, and administrative cost Is included. Personnel Costs Labor Rates` - Straight Fringe Total Direct Dept.or Div. Total Burdened Total Labor Cost PoSitton Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. HOt/tSy yy rr0 on py(t � '. per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Sup $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $39.11 Material & Rental Costs Descr®tan Cost Each jiauarvRj Rectvued Unit Cost Chlorine $0.89 10.00 $8.90 Acid $2.53 2.00 $5.06 $0.00 $0.00 Total Other costs per Unit of Service. $13.96 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Descxptan :Cost 12UW4 aar€ -. Unit Cost Miscellaneous staff 1 $39.54 1 1.00 $39.54 $0.00 Total Other Costs Per Unit of Service. $39.54 Total Service Direct Costs $92.61 Crty-Wide Gen. 6 Administrative Rate @10.14% $9.39 Total Service CosWnit $102.00 Recommended Fee $100.00 Recommended Fee Subsidy $2.00 Current Fee Amount $25.00 Fee Increase/(Decrease) $75.00 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. /u, 7 User Fee Determination Cost Analysis Worksheet De admenUDeviston fund IAcrount I User Fee Description . Date Parks & Recreation 001 383 Perris Hill Swim Center - Rental 6/18/98 Description of seriorko.demand,subsidy,and otherCOmments Rental cost for one hour for Perris Hill Swim Center. includes main pool, water slide, wading pool, rain forest pool, bathhouse, locker bags, and arcade. Costs incurred are for utilities, staff, chemicals, maintenance, and administrative costs. Personnel Costs Labor Rates' Straight Fringe Total Direct Dept.or Div. Total Burdened r 'r Total Labor Cost POs;"Son Time Labor Benefits Labor Cost Overhead Labor Cost/Hr Hours W POsfron pet lht4 per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 Rs $o.00 $0.00 $0.00 Material & Rental Costs Description Cost tack OuW"Required. Unit Cost Chlorine $0.89 10.00 $8.90 Acid $2.53 2.00 $5.06 $0.00 $0.00 Total Other costs per Unit of Service: $13.96 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Descrtphon C><t Each !� Quertt M$70.02 Miscellaneous staff $70.02 1.00 Total Other Costs Per Unit of Service: Total Service Direct Costs $12109 City-Wide Gen.&Administrative Rate 010.14% $12.48 Total Service CostfUnit $135.57 Recommended Fee $135.00 Recommended Fee Subsidy $0.57 Current Fee Amount $92.00 Fee Increasel(Decrease) $43.00 Note Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 0 User Fee Determination Cost Analysis Worksheet De artmenUDwtston Fund lAccount I User Fee Descri tier. Gate Parks & Recreation 001 383 Ballfield Reservation (without lights) 6110/98 Description of service,demand;'subsidy,and other comments: Rental Cost for the use of a ballfield for a two hour block Personnel Costs Labor Rates' Straight Fringe Total Direct Dept.or Div. Total Burdened Total Labor Cost Position Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. Haig tl}1fip51PeA par 27+161! ? per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 0.30 $9.15 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $17.77 Material 8 Rental Costs Description Cost Each jawrrf Requeed Unrt Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service $0.00 Other Costs (Equipment, facility rental, part-time labor w10 benefits) Descriptan jQ,,,niilyft&q,.d Unit Cost $0.00 $0.00 Total Other Costs Per Unit of Service: $0.00 Total Service Direct Costs $17.77 City-Wide Gen.d Administrative Rate 010.14% $1.80 Total Service CostfUnit $19.57 Recommended Fee $19.00 Recommended Fee Subsidy $0.57 Current Fee Amount $5.00 Fee lncreasel(Decrease) $14.00 Note.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. W User Fee Determination Cost Analysis Worksheet 0e aitmenifEHvis on Fund Account I User Fee Descri tior• Date Parks & Recreation 001 383 Tennis Court rental (no lights) 6110/98 Description of service,demand,subsidy,and other comments: Rental cost incurred for outdoor tennis courts, for tournament use. Costs Include court maintenance and administrative staff. Personnel Costs Labor Rates* PtuOn Straight Fringe Total Direct Debt.or Drv. Total Burdened Total Labor Cast Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. Hoeea 1p Adi$M!'t�r"$klR^ per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 0.30 $9.15 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Park Supervisor $20.65 $4.94 $25.59 $2.56 $28.15 010 $2.81 Park Maint. Wrkr III $13.06 $3.69 $16.75 $1.68 $18.43 1.15 $21.19 $41.77 Material & Rental Costs Description Co31 Each OuanMy Regxleed Unrt Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service. $0.00 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Dasc[�1Wn is fact: Unit Cost $0.00 $0!00 Total Other Costs Per Unit of Service. $0.00 Total Service Direct Costs $41.77 City-Wide Gen.&Administrative Rate @10.14% $4.24 Total Service CosWnit $46.00 Recommended Fee $20.00 Recommended Fee Subsidy $26.00 Current Fee Amount $5.00 Fee Increasel(Detrease) $15.00 Note.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. User Fee Determination Cost Analysis Worksheet D itserlttt3svislon Fund Account User Fee Descsi,t.lon Date Parks & Recreation 001 383 Norton Gym Rental - 1 st hour 6/15/98 Oescriptonofsail4W,demand, subsidy, and other comments: Rental cost for gymnasium. Costs Incurred utilities, maintenance, custodial services, staffing and administrative fees. Personnel Costs Labor Rates' Straight Fringe Total Direct Dept.or Div Total Burdened :Total Labor Cost Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. Hours by Poshfan;w LAef:'. per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0 10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 0.30 $9.15 Account Clerk II $11.13 $3.14 $14.27 $1.43 $1570 0.10 $1.57 Recreation Program Coord. $11.24 $3.18 $14.42 $1.44 $15.86 2.00 $31.72 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $46.65 Material& Rental Costs . .. .. .... ..... ..... ............... Oescrlphon Cwt£ach OuaMdy -... :< E: Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $0.00 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Gust Each Quantity Unit Cost Senior Recreation Leader $6.74 1.00 $6.74 Facilities custodial/maint. $43.33 1.00 $43.33 Utilities $7.50 1.00 $7.50 Total Other Costs Per Unit of Service. $57.57 Total Service Direct Costs $104.22 City-Wide Gen d Administrative Rate 010.14% $10.57 Total Service CosWnit $114.78 Recommended Fee $114.00 Recommended Fee Subsidy $0.78 Current Fee Amount $90.50 Fee Increasel(Decrease) $2150 -Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. qb User Fee Determination Cost Analysis Worksheet De aftmentiDtvision lFund Axcunt User Fee Descrl tlor, Date Parks & Recreation 001 383 Hernandez Gym Rental 6/16/98 Description of service,demand, subsidy,and other comments: Rental cost for gymnasium. Costs incurred: utilities, maintenance, custodial services, staffing and administrative fees. Personnel Costs Labor Rates' Straight Fringe Total Direct Dept.or Div. Total Burdened :g ,!; z Total Labor Cost iOJ^ Time Labor Benefits Labor Cost Overhead Labor CostlHr. t10NtY t1p' 111trt {Ir per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Sup. $22.37 $5.35 $27.72 $2.77 $30.49 0.30 $9.15 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Community Center Mn r II $17.87 $4.28 $22.15 $2.22 $24.37 0.50 $12.18 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $29.95 Material & Rental Costs DescriIDieo Cost Each O #Le:QuPed'. Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service. $0.00 Other Costs (Equipment, facility rental, part-time labor wlo benefits) DasCitpBO2:: L'natiCtk -:'.. Unit Cost Senior Recreation Leaser $6.74 1.00 $6.74 Facilities custodial/malnt. $43.33 1.00 $43.33 Utilities $7.50 1.00 $7.50 $0.00 Total Other Costs Per Unit of Service. $57.57 Total Service Direct Costs $87.52 City-Wide Gen. 6 Administrative Rate @10.14% $8.87 Total service CostfUnit $96.39 Recommended Fee $96.39 Recommended Fee Subsidy $0.00 Current Fee Amount $90.50 Fee Increase!(Decrease) $5.89 Note.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation dale of this User Fee Analysis. qI 1 User Fee Determination Cost Analysis Worksheet De artmenUDiuiston Fund. . Account I User Fee Description Date Parks & Recreation 1 001 383 Ballfield Concession Stand rental 6110/98 Description of service,demand,subsidy.and other comments: Rental Cost per hour for concession stand. Personnel Costs Labor Rates' Straight Fnnge Total Direct Dept. or Div Total Burdened Total Labor Cast r?QS1-ttDn s Time Labor Benefits Labor Cost Overhead Labor Cost/Hr Ha1r5 tyy l'4S9aeR per r per Unit Recreation Su erintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Sup. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $1570 0.10 $1.57 Recreation Pro ram Coord. $11.24 $3.18 $14.42 $1.44 $15.86 0.20 $3.17 T ist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $42.28 Material & Rental Costs DeSCr®1i6n Cost Each Quantay,Recluved Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $0.00 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Lna'°Caton cost ! s. Unit cost Custodial/Rec. Leaders $6.74 2.00 $13.48 $0.00 Total Other Costs Per Unit of Service: $13.48 Total Service Direct Costs $55.76 City-Wide Gen.&Administratrve Rate @10.14% $5.65 Total Service Cost/Unit $61.42 Recommended Fee $61.00 Recommended Fee Subsidy $0.42 Current Fee Amount $50.00 Fee Increase/(Decrease) $11.00 Note.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. qf User Fee Determination Cost Analysis Worksheet Da 3ftFnenG iAn Fund Account i7Sf AtrSfl CtQri Oate Parks & Recreation 001 383 Kitchen Rental 6/18198 Description of service, demand, subsidy, and other comments:' Rental Cost for the use of the kitchen in a community center. Costs include utilities, maintenance, custodial service, staffing, and administrative costs. Personnel Costs Labor Rates' Straight Fnnge Total Direct Dept or iv. Total Burdened i;i Total Labor Cost fOSttfOn Time Labor Benefits Labor Cast Overhead Labor CosVHr. tYrpTWr :' '. per Unit Recreation Su perintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Sup. $22.37 $5.35 $27.72 $2.77 $30.49 0.50 $15.25 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Center Manager II $17.87 $4.28 $2215 $2.22 $24.37 0.50 $1218 $0.00 $0.00 $0.00 $0.00 $36.05 Material & Rental Costs Destribtion Cost Each unit cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service'. $0.00 Other Costs (Equipment, facility rental, part-time labor w/o benefits) t?escraawn :o,t Each ouarletlyRewaed '; unit Cost Senior Recreation Leader $6.74 1.00 $6.74 Facilities/utilities $43.33 1.00 $43.33 Total Other Costs Per Unit of Service. $50.07 Total Service Direct Costs $86.12 Crty-Wide Gen.d Administrative Rate 010.14% $8.73 Total Service Cost'Unit $94.85 Recommended Fee $60.00 Recommended Fee Subsidy $34.85 Current Fee Amount $29.00 Fee Increase/(Decrease) $31.00 Note'.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. Ila Y4 User Fee Determination Cost Analysis Worksheet De anmenil0ivislon Fund JACcGmrlt User Fee Deli tion - Date Parks & Recreation 001 383 Assembly Room Rental 6116/98 Description of service, demand, subsidy,and other comments: Rental cost for assembly room with a minimum square footage of 2000 feet and a capacity of 150 people. Cost incurred to include utilities, maintenance, custodial, and administrative costs. Personnel Costs Labor Rates' On Straight Fringe Total Direct Dept.or Div. Total Burdened t Total Labor Cost 0 � Time Labor Benefits labor Cost Overhead Labor Cost/Hr. Hours;by POSiLon Per i}nR: per Unrt Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Community Center M r II $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 F $0.00 $000 $0.00 $63.47 Material& Rental Costs Dirwif Oft Cat Earth 4vn Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $0.00 Other Costs (Equipment, facility rental, part-time labor wlo benefits) Dese mtlon Ccat Each unit Cost Senior Recreation Leader $6.74 1.00 $6.74 Utilities facilities $8.67 1.00 $8.67 Total Other Costs Per Unit of Service: $15.41 Total Service Direct Costs $78.88 City-Wide Gen.&Administrative Rate @10.14% $8.00 Total service costrunit $86.88 Recommended Fee $86.88 Recommended Fee Subsidy $0.00 Current Fee Amount $38.00 Fee Increase/(Decrease) $48.88 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. User Fee Determination Cost Analysis Worksheet fl artm®rt�Crv4sxon If-Una tAZ40WT I User Fee IData Parks & Recreation 001 383 Large Room Rental 6/10/98 .................. Description of service,demand,subsidy,and other comments'. Rental cost for assembly room with a minimum square footage of 1200 feet and a capacity of 75 people. Cost incurred to Include utilities, maintenance, custodial, and administrative costs. Personnel Costs Labor Rates' I Straight Fringe Total Direct Dept.or Div. Total Burdened �I Total Labor Cost FOR n r%Time Labor Benefits Labor Cast Overhead Labor Cost/Hr. h&Wrs by't'e atyeF Lfiff s '. per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 --$2-77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Center Manager II 1 $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 $0.00 $0.00 $0.00 $63.47 Material & Rental Costs Deadription Celt Each ouardffY lie4uited Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $0.00 Other Costs (Equipment,facility rental, part-time labor w/o benefits) .... ., ast C Each ouanF Regsued s. Una Cost Senior Recreation Leader $6.74 1.00 56.74 Utilities/facilities $4.33 1.00 $4.33 Total Other Costs Per Unit of Service. $11.07 Total Service Direct Costs $74.55 Cey-Wide Gen &Administrative Rate @10.14% $7.56 Total Service Coet/Unit $82.11 Recommended Fee $82.11 Recommended Fee Subsidy $0.00 Current Fee Amount $35.00 Fee Increase/(Decrease) $47.11 'Note.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis 451 User Fee Determination Cost Analysis Worksheet ve art7nent}DiurLion Fund jAccumht I Use; Fee Des:- 2c*'r vase Parks & Recreation 001 383 Medium Room Rental 6/16198 Description of service,demand, subsidy,and other comrnents: Rental cost for assembly room with a minimum square footage of 900 feet and a capacity of 50 people. Cost incurred to include utilities, maintenance, custodial, and administrative costs Personnel Costs Labor Rates' Pas4fon Straight Fringe Total Direct Dept.or Div Total Burdened Total Labor Cost Time Labor Benefits Labor Cost Overhead Labor COSVHr. F{o�Ifxttp'Pp9atx�at Lh18'<• °', per Unit Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Comm.Center M r II $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 $0.00 $0.00 $0.00 $63.47 Material& Rental Costs DeacttVtlatt Gast Each QUlinfifyRe quited Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service- $0.00 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Uea rlRtioti Cast£ach , 0vwgayrRequaed Unit cost Senior Recreation Leader $5.74 1.00 $6.74 Facilities/Utilities $3.47 1.00 $3.47 Total Other Costs Per Unit of Service: $10.21 Total Service Direct Costs $73.68 City-Wide Gen.&Administrative Rate @10.14% $7.47 Total Service CostlUnit $81.15 Recommended Fee $81.15 Recommended Fee Subsidy $0.00 Current Fee Amount $32.50 Fee Increasel(Decrease) $48.65 Note'.Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. n/ 40 V User Fee Determination Cost Analysis Worksheet t7tt`:' Vin . . - Fund A,�;cant i Ube>r Fee Debcrl lioP Date Parks & Recreation 001 383 Small Room Rental 6/16198 Oescriptron of service, demand, subsidy,and other comments: Rental cost for assembly room with a minimum square footage of 600 feet and a capacity of 25 people. Cost Incurred to include utilities, maintenance, custodial, and administrative costs. Personnel Costs Labor Rates* I h straight Fringe Total Direct Dept.or Dw. Total Burdened Total Labor Cost I Time Labor Benefits Labor Cost Overhead Labor CosVHr tioUR by POSEtert pet 23118` '.. per UM Recreation Superintendent $29.00 $9.23 $38.23 $182 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 1.00 $30.49 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Comm. Center M r II $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 $0.00 $0.00 $0.00 $63.47 Material & Rental Costs p09 ym:`. Ce>t f_ach CFUant " ped I Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: $0.00 Other Costs (Equipment, facility rental, part-time labor wlo benefits) DeSCTVp n Cost Each QuantM Requaed Una Cost Senior Recreation Leader $6.74 1.00 $6.74 Utilities/facilities $2.17 1.00 $2.17 Total Other Costs Per Unit of Service: $8.91 Total Service Direct Costs $72.38 City-Wide Gen. d Administrative Rate @to.14% $7.34 Total Service CosVUnit $79.72 Recommended Fee $79.72 Recommended Fee Subsidy $0.00 Current Fee Amount $29.00 Fee Increasel(Decrease) $5072 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 63 User Fee Determination Cost Analysis Worksheet Department/Division Fvnd Account User Fee Description I Date Parks & Recreation 001 383 Ballfield/Tennis Court Lighting - 1st Hour 6122198 Description of service, demand, subsidy,and other comments: Rental Cost per hour for ballfleid Including costs Incurred from utilities, maintenance, custodial services, and administrative costs. Personnel Costs Labor Rates' Straight Fnnge Total Daect Dept.or Div. Total Burdened Total Labor Cost f�OSittan Time Labor Benefits Labor Cost Overhead Laborc_st/Hr Hours ryPoiAWnVeirArat. per Una Recreation Superintendent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Senior Rec. Su v. $22.37 $5.35 $27.72 $2.77 $30.49 0.30 $9.15 Account Clerk II $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk II $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $17 77 Material & Rental Costs 2 Reuired Unit Cost Dm (on. $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service. $0.00 Other Costs (Equipment,facility rental, part-time labor wlo benefits) i?$tlitadr ..a9 ? Unit Cost Utilities $10.00 1.00 $10.00 $0.00 Total Other Costs Per Unit of Service: $10.00 Total Service Direct Costs $27.77 City-Wide Gen. &Administrative Rate @10.14% $2.82 Total Program Cost $30.58 Total Program Subsidy $10.58 Recommended Fee $20.00 $10.00 Fee lncressd(Decrease) $10.00 Note. Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Anatym 61 User Fee Determination Cost Analysis Worksheet De artment/Division I Fundl Accountl ser Fee Description I Date Parks and Recreation 1 11 383 Youth Sports Ballfield Lighting 1 6/22/99 Description of service,demand, subsidy, and other comments: IFee would require all youth sports leagues to pay for 50% of their lighting costs. These leagues are not currently charged, while all other users are paying for the use of lights. I Personnel Costs Labor Rates Straight Time Fringe Total Direct Dept or ON Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor CosVHr Position per Und Cost per Total Burdened Personnel Costs per Unit of Service: 0.00 Material 8 Rental Costs Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Other Costs (Equipment, facility rental, art-time labor w/o benefits Description Cost Each Quantity Required Unit Cast Utilities $ 10 00 $ 10.00 Total Other costs per Unit of Service: $ 1000 Comparisons to Proposed Fee More (Less)than S. Tomi service EliranCost 10.00 Jurisdiction Fee per Unit Dollars Percenta at wde Gen BAdrnin. San Bernardino $ - n/a Rate @10.10% 1.01 San Bernardino Count $ - n/a Tons Service coswml 11 01 Riverside $ - n/a Rialto $ - n/a Recommended Fee 5.00 Highland $ - n/a Recmrvoanded Fee sial 6.01 Fontana $ - n/a current Fee Amount 0.00 Colton 1 $ - n/a Fee Increase(Decrease) 5.nn k d § � k # E E , § LL k ; k 00 k0 e 6ck _ \ � v ■ R m 0 ■ § k } E 04 2 S E CD cc } 8 G / a w \ 2 � sD 3 _ m 2 ! c � aB LL � k k CA CD $ M c m @ $ t | CL U- ° E \ § § — � � kkkk2 2 § � \ �� User Fee Determination Cost Analysis Worksheet Department/Division Fund Accountl User Fee Description Date Police 001 219 Concealed weapons permit - renewal fee 5/25/99 Description of service, demand, subsidy, and other comments: Fee for renewal of a concealed weapons permit. State law limits this fee to a maximum of$25. Assembly Bill 2022, effective 1/1/99 amended Penal Code Sections 12050 through 12054. Initial and renewed concealed weapons permits will be valid for 2,3, or 4 years (dependent of type) instead of one year Personnel Costs Labor Rates Straight Time Fringe Total Direct Dept or Dw Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor CosVHr. Position per Unit Cost per Chief 58.56 24.9 83.46 8 346 91.81 0.1 9.18 Captain 48.59 20.66 69.25 6.925 7618 0.2 15.24 ID Tech III 21.24 5.08 26.32 2.632 28.95 0.5 1448 Rangemaster 15.13 4.28 1941. 1.941 21 35 0.5 1068 Total Burdened Personnel Costs per Unit of Service. 49.57 Material & Rental Costs Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service. 0 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Wackenhut security 14.001 0.25 150 Total Other costs per Unit of Service: 3.50 Comparisons to Proposed Fee More (Less) than S.B. Total Se Direct Cost 53.07 Jurisdiction Fee per Unit Dollars Percentage Cay-w,deGen agar,., San Bernardino 25.00 n/a n/a Rate Q1075% 5.70 San Bernardino County 2.00 (2100) -92.0% Total San"Coswne 5877 Riverside 25.00 0.00 0.0% Rialto 25.00 0.00 0.0% Recommended Fee 25.00 Highland 2.00 (23.00) -92.O 01 RemmmarvMaF«sum, 33.77 Fontana 25.00 0.00 0.0% C °ant FeeArnount 3.00 Colton Fee inaeass(Decrease) 22.00 57 User Fee Determination Cost Analysis Worksheet De artmenVDivision I Fundi Accountl User Fee Description Date IF'olice 1 001 21s Concealed weapons permit - initial fee s/zs/ss Description of service,demand,subsidy,and other comments: Fee for initial issuance of a concealed weapons permit. State law limits this fee to a maximum of$25. Assembly Bill 2022, effective 1/1/99 amended Penal Code Sections 12050 through 12054. Initial and renewed concealed weapons permits will be valid for 2,3,or 4 years(dependent of type)instead of one year. Personnel Costs Labor Rates Straight Time Fringe Tote!Direct Dept or Div. Total Burdened Hour by Tolle Labor Position Labor Benefits Labor Cost overMed Labor CosUHr. Position per Unit Cost per Chief 58.56 24.9 83.46 8.346 91.81 0.1 9.18 Captain 48.59 20.66 69.25 6.925 76.18 0.4 30.47 ID Tech III 21.24 5.08 26.32 2.632 28.95 0.75 21.71 Ran emaster 15.13 4.28 19.41 1.941 21.35 0.5 10.68 Total Burdened Personnel Costs per Unit of Serviol: 72.D4 Material&Rental Costs Descnpson Cosl Each Quantity Required Una Cost Total Other costs per Unit of Service Other Costs (Equipment,facility rental, part-time laborw/o benefits Descnpoon Cost EeM OuarNry,RlaYlyd U!a QOet W acken h u t secu r 14.00 0.5 7.00 Total Other costs per Unit of Servtoe 7.00 Comparisons to Proposed Fee More(Less)than S.B. Tobil wDieucon 79.04 Jurisdiction Fee per Unit Dollars Percentage cerveesca.lta San Bernardino 86.00 n/a n/a wlemloT 8.50 San Bernardino County 112.00 26.00 301% Toss swamcowva R754 Riverside 100.00 14.00 16.3% Riaho 75.00 11.00 -12.8% Recommended Fee 88 n0 Highland 112.00 26.00 30.2% Ramm,r.maFae 9aedr 1.54 Fontana 111.28 25.28 29.4% c,ee+FaeNro�n 3.00 Colton R3.nn �V Budget Reduction Worksheet DEPT: Telecommunications FUND: Cable TV Fund PROGRAM/SERVICE REDUCTION: Merge Telecommunications Division/Channel 3 operations with KVCR Channel 24 POTENTIAL COST SAVINGS: $50,000 IMPACTS ON SERVICES: The proposed merger of Channel 3 and PBS-affiliate KVCR will have a number of benefits for both the City and KVCR. This partnership will allow the City to preserve most services at a reduce cost, while KVCR will gain the resources of the Telecommunications Division's staff and facilities. Details of the arrangement are currently under discussion. As now proposed, Channel 3 will continue to provide live coverage of the City Council meetings and the Mayor's "Community Update" series. The remaining locally originated programs will be reviewed on a program by program basis. KVCR will assume the facilities and staff of the Telecommunications Division, with Channel 3 staff becoming employees of San Bernardino Valley College. KVCR will move its production equipment and production staff to the KCSB studio facility. Public Access training and playback will remain part of services offered on the channel, and KVCR will assume responsibility for all cable franchise-related issues (franchises, complaints, Cable Commission, etc.). Channel 3 will have the added value of programming from KVCR. Under the terms of the agreement, the City will pay KVCR an estimated $260,000 annually for five years. KVCR will receive all contract service income and other income generated by Channel 3 activities, except franchise revenue. This will generate an estimated savings of $50,000 annually to the General Fund. If the proposed merger is not successful, then a reduction of$50,000 will be made to the Telecommunications budget for FY 99/00. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: All current full-time Telecommunications Division employees would become employees of Valley College. 59 • T0'd -1C101 , w/ yaarr inns werrten Oierk andlieeOrdWVP i I I it I F d Wilson I ty AdmirristUaJor I I. I ty of San!B frnardino j 3. North i eet jS Bemardir�ou.iCA 92418 j , Dear Fred: . If the details currently being negotiated between KVCR-TV/FM and the city of San B�mardino:cah be resolved to the satisfaction,of the administration and Boar iof,Trustees o#the San BeMdrdino Community College District then KVCR will assume ranagement I of the City Cable Channel 3 as soon as reasonably possible. It is anticipated that nigotiations stoi ld be completed within three months. , S}ncerely, � I I i I Icl: Dr. Stev�atlt M. Bundy I 4 I Jack S}erman 3 q I � I 2 1 RECEIVEO al JUN 0 3 1999 I I K Fu 909/US-2116 1015. VOW kd.,SUn I&Mdfi,CA 9 7110 A Sn+w I Ma Sm Bvv d io C4nmhNp Wlep 0enkt ' T0'd B2'Tsvez c1 Wd 111 6344 i XeiA wcet:72 eeoT-20-90 Budget Reduction Worksheet DEPT: City Attorney's Office FUND: General Fund PROGRAM/SERVICE REDUCTION: Layoff one attorney and one legal secretary, thereby creating two vacant positions in the City Attorney's office. POTENTIAL COST SAVINGS: $92,805.00 IMPACTS ON SERVICES: Approximately seventy-five percent (75%) of the City Attorney's office budget is in personnel costs. In order to implement any meaningful budget cut (i.e. 5%), personnel would have to be impacted. Laying off one litigation attorney and one legal secretary will strain the resources of the City Attorney's office to continue to provide the same level of service, since the overwhelming number of cases being handled by the subject litigation attorney are remaining in house, with only a half dozen of them being sent to outside attorneys. Retention of the legal secretary's personnel costs being shifted to the line item involving outside attorneys' fees ($37,122.00) will asist in offsetting the costs associated with hiring outside attorneys for these limited number of cases, although no one can accurately project what the future costs will be on these cases as they proceed through discovery to trial. Despite our best oversight efforts, it is possible that the City Attorney's office will be back early next calendar year seeking additional funds should the cost of outside attomeys' fees exceed the budgeted amount. Positions affected? ®yes [-]no If yes, list positions and indicate if they are vacant: One (1) Deputy City Attorney III (currently filled) One (1) Legal Secretary I (currently filled) Budget Reduction Worksheet DEPT: Civil Service FUND: General Fund PROGRAM/SERVICE REDUCTION: Delete vacant Personnel Clerk I position POTENTIAL COST SAVINGS: $27,200 IMPACTS ON SERVICES: The Civil Service Department has four budgeted positions: One(1) Civil Service Board Chief Examiner One (1) Personnel Analyst One(1) Personnel Assistant/Civil Service One(1) Personnel Clerk I This reduction would delete the Personnel Clerk I position, which is currently vacant. Human Resources staff would work with Civil Service to assume some appropriate administrative and clerical duties, so that the impact on Civil Service operations is minimal. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: One (1) Personnel Clerk I (vacant) Budget Reduction Worksheet DEPT: Code Compliance/Public Services FUND: General Fund PROGRAM/SERVICE REDUCTION: Provide abatement services(board-ups, clean-ups, etc.) using Public Services Department crews in lieu of contract services POTENTIAL COST SAVINGS: $81,800 IMPACTS ON SERVICES: The Code Compliance Division contracts out abatement services to private contractors. These services include boarding of vacant properties, removal of debris, draining of abandoned swimming pools and other services as needed. It is proposed that a significant amount of these services be provided by Public Services through a pilot program in FY 99-00. By adding two (2) additional Maintenance Workers, Public Services can do the work and only charge the actual cost of the abatement with no mark up for profit. They will also be able to use work sentence people to assist with some of the projects at no cost. In addition to the regular abatement program, these resources can be used to assist with community clean-up programs. Savings from reduced contractual costs will be used to hire two new Maintenance Workers in Public Services. This will ensure that the service needs of Code Compliance can be met without negatively impacting Public Services current programs. The program change will provide a net savings of about $81,800 while at the same time enhancing our ability to correct violations. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: Add two (2) Maintenance Worker 11 positions in Public Services (0 3 Budget Reduction Worksheet DEPT: Development Services FUND: General Fund PROGRAM/SERVICE REDUCTION: Delete vacant Real Property Specialist position POTENTIAL COST SAVINGS: $28,700 IMPACTS ON SERVICES: The Real Property Section administers 36 Assessment Districts; acquires rights of way and easements as a condition of development and for public works projects; carries out procedures for street, alley, and easement vacations; handles street name changes and annexations; maintains an accurate inventory of City-owned real property; and provides information to other departments concerning rights of way. The section currently consists of the following budgeted positions: (1) Supervisor (2) Real Property Specialists (both currently vacant) (2) Inspectors Elimination of this position will have some impact on the section's ability to maintain accurate and updated records of rights of way. In turn, this will likely increase the time necessary to obtain rights of way or easements required for projects. Positions affected? ®yes ono If yes, list positions and indicate if they are vacant: One (1) Real Property Specialist (vacant) lD7 Budget Reduction Worksheet DEPT: Public Services FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate vacant Maintenance Worker II position in Tree Trimming Unit POTENTIAL COST SAVINGS: $36,300 IMPACTS ON SERVICES: The Tree Trimming Section currently contains the following budgeted positions: (1) Arborist (1) Tree Trimmer (1) Tree Trimmer II (1) Maintenance Worker II The proposed reduction will eliminate the Maintenance Worker II position, which is currently vacant. This will leave a crew of three (3), plus the Arborist. The City also has a $115,000 annual contract with a firm to do tree trimming citywide. This action will reduce the City's ability to respond to tree maintenance requests. There may also be some slowing of production during regular tree trimming, although it is not expected to have a measurable impact on the length of the tree trimming cycle. Some of the loss of productivity will be offset by the use of work sentence "volunteers" that are available on a daily basis. Positions affected? Eyes ❑no If yes, list positions and indicate if they are vacant: One (1)Maintenance Worker II (vacant) �J Budget Reduction Worksheet DEPT: Facilities Management FUND: General Fund PROGRAMISERVICE REDUCTION: Eliminate full-time Parking Control Checker and create Part-time Checker position POTENTIAL COST SAVINGS: $15,000 IMPACTS ON SERVICES: The Parking Control section has operated with four officers in the field for the past three years. In December, one checker retired and a vacancy was created. Staff has been monitoring the level of citations written for the past five months, and there has not been a significant change. Staff does note that the upcoming cinema opening may dramatically impact downtown parking, and recommends that a part-time checker position be created for evening hour enforcement. Staff currently does not project any changes in revenue. Positions affected? ®yes Ono If yes, list positions and indicate if they are vacant: One (1) Parking Control Checker (vacant) lO� Budget Reduction Worksheet DEPT: Facilities Management FUND: Telephone Support PROGRAM/SERVICE REDUCTION: Eliminate Typist Clerk II position (6`h Floor) POTENTIAL COST SAVINGS: $26,900 IMPACTS ON SERVICES: The Typist Clerk II was used as a switchboard operator on the 6th Floor, and has been reassigned to the office clerical pool in the Facilities office. Some duties previously held when located on the 6th Floor were shifted back to the City Administrator's Office staff. This position now does clerical work, covers the customer service counter, and covers the lobby during employee breaks. She is the primary back-up for the lobby receptionist. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: One (1) Typist Clerk II (filled) 61 Budget Reduction Worksheet DEPT: Finance Department FUND: General Fund PROGRAM/SERVICE REDUCTION: Reorganization of the Finance Department POTENTIAL COST SAVINGS: $31,600 IMPACTS ON SERVICES: The Finance Department does not anticipate any impact on services. The Finance Department proposes to reorganize the department for a net loss of one position. By re- arranging duties, utilizing existing technology, and upgrading an existing position, the Finance Department can provide existing levels of service. The proposed organization is as follows: Delete one Accountant II vacant 49,400 savings Delete one Account Clerk II vacant 27,100 savings Delete one Purchasing Clerk vacant 26, 600 savings Add one Accounting Technician (35,000 ) cost Add one Assistant Buyer (35,200 )cost Upgrade (1) Account Clerk I to an Account Clerk II (1,300 ) cost Net Savings 31,600 savings Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: Delete vacant Accountant II. Delete vacant Account Clerk II Delete vacant Purchasing Clerk (�g Budget Reduction Worksheet DEPT: General Government FUND: General Fund PROGRAM/SERVICE REDUCTION: Reduce civic/promotional/fine arts funding POTENTIAL COST SAVINGS: $50,000 IMPACTS ON SERVICES: The FY 1999-2000 budget includes $239,000 in General Government for fine arts and civic events. These funds are requested by local organizations for programs that improve the community, develop and enhance the cultural and aesthetic values of the City, and contribute to civic life. The amount budgeted for these programs has remained at approximately the same level since FY 1996-97. The Ways and Means Committee reviews these requests annually, and makes recommendations to the Mayor and Council. A reduction of$50,000 will have some impact on community-based organizations. If the reduction is approved, $189,000 would remain for allocation to these organizations. Positions affected? E]yes ®no If yes, list positions and indicate if they are vacant: l�' Budget Reduction Worksheet DEPT: Parks, Recreation, and Community Services FUND: General Fund PROGRAMISERVICE REDUCTION: Delete Special Olympics Coordinator position. POTENTIAL COST SAVINGS: $47,800 IMPACTS ON SERVICES: The Special Olympics Program coordinates Special Olympics events and training in the San Bernardino and adjoining areas. This program is intended to be partially, if not fully, self-sustaining. However, in most years, expenses exceed income. Elimination of this program would cause the California Special Olympics to reorganize in the San Bernardino area as a community based organization. This reorganization is currently under way,prompted by the departure of several area directors in other communities. It is anticipated that the program will continue under the direction of this new state structure. In the interim, the program could experience a set-back with reductions in programs and participants served. However, it is anticipated that the Special Olympics program will continue under the umbrella of the California Special Olympics program. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: (1) Special Olympics Coordinator This position wil become vacant 7/01/99. 070 Budget Reduction Worksheet DEPT: Police FUND: General Fund PROGRAM/SERVICE REDUCTION: Assign an existing police officer(P-1) to the SANCATT Task Force. POTENTIAL COST SAVINGS: 573,200 IMPACTS ON SERVICES: SANCATT is a multi-agency task force that investigates "chop shops" and large scale auto theft rings operating in the San Bernardino east valley area. The salary and benefits for the assigned P-I are fully reimbursable. Savings can be realized by reassigning one P-I from the Patrol Division to the SANCATT Task Force, rather than adding an additional officer. If approved, the Department will have one less police officer position available for patrol duties. Positions affected? yes Moo If yes, list positions and indicate if they are vacant: The Police Department will reallocate an existing P-1 position to the SANCATT Task Force and forego increasing the authorized Table of Organization by one additional P-1 position. Budget Reduction Worksheet DEPT: Fire Department FUND: Genera] Fund PROGRAM/SERVICE REDUCTION: Reduce Staffing on one of the fire engines from a four person crew to a three person crew. POTENTIAL COST SAVINGS: $200,000 IMPACTS ON SERVICES: The City currently has 11 engine companies. Five of these companies have 3-person crews, and six have 4-person crews. If one 4-person crew is reduced to a 3-person crew, this would leave five 4- person engine companies. The primary impact will occur at a structure fire relative to delayed suppression efforts and/or rescue operations. Specifically, Cal-OSHA requires that interior fire operations must be conducted by a mimimum of two firefighters. Before the two person crew can enter into a structure that is on fire, there must be two additional firefighters on the outside to perform rescue of the first two, if needed. Consequently, reducing a four person crew to a three person crew means that the crew must wait for a second arriving fire apparatus to begin interior operations. The only exception to this requirement is if there is a "known" rescue of someone inside the building. Standard procedure is to conduct a search of all structures involved in fire to assure that no one is trapped or overcome inside; obviously, this procedure will be delayed. In addition to the delay stated above, industry studies indicate that a four person crew is significantly more efficient at completing any given tactical evolution on the fireground. There will be an increase in time to deploy hose streams and ladders, complete rescues operations, etc. with a three person crew. Specifically, a three-person crew is approximately 58% as efficient when compared with a four-person crew. Delays at a structure fire relate directly to additional property loss and a potential life hazard increase. Studies have also shown an increase in injuries and correspondingly increased severity of injuries with a three-person crew vs. a four-person crew. A three person crew has an average injury rate that is 36% greater than a four person crew. Positions affected? ®yes Fjno If yes, list positions and indicate if they are vacant: (3) Firefighters - 1 is vacant - 2 are currently completing the process of separating from the City because of injuries. 172.. Budget Reduction Worksheet DEPT: Parks, Recreation and Community Services FUND: General PROGRAM/SERVICE REDUCTION: Privatize park maintenance at four parks. POTENTIAL COST SAVINGS: $53,500 IMPACTS ON SERVICES: There are currently three (3) classifications of Park Maintenance Workers: PMW I, H and III. The PMW I is the entry level. Experience with reduced resources and increased workloads has shown that operating with work crews is obsolete. Park Maintenance Workers must be able to work independently and make decisions at the journeyman level. A PMW I position can only operate under supervision or on a minimum of a 2-person crew. Therefore, in order to meet the demands of the workload, maintain high standards and stay within budget, the Department proposes the following: (1) Eliminate six PMW I positions, two of which are vacant; (2) Contract maintenance of 42 acres which are currently being maintained by City workers; (3) Create one additional Landscape Inspector position to assist in the management of the 223 acres currently under contract and the proposed 42 acres at Al Guhin Park, Harrison Canyon Park, Hudson park and Littlefield/Shultis Park; (4) Maintain two levels of Park Maintenance Workers. There will be no decline in maintenance at these park sites. This plan will allow the Department to meet all maintenance requirements, maintain high standards, maximize the utilization of more flexible workers and provide a more efficient operation. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: Delete six (6) Park Maintenance Worker I's (two (2) vacant; four(4) filled) Add one (1) Landscape Inspector 73 Budget Reduction Worksheet DEPT: Parks, Recreation, and Community Services FUND: General PROGRAM/SERVICE REDUCTION: Close Johnson Hall Community Center. POTENTIAL COST SAVINGS: $62,100 IMPACTS ON SERVICES: Johnson Hall is located at 9th Street and Wilson. This facility is located in a building owned by the County Housing Authority, and is adjacent to a federal housing project. The majority of clients served are low income. With 25,000 visitations annually, it is one of the lesser-attended community centers. It is also the only community center located in a facility that is not owned by the City or EDA. The next closest centers are the Ruben Campos Center at Nunez Park to the south, and the Delman Heights Center to the north. Additionally, approximately$18,000 in grant funds will be lost. These funds a provided by the County Housing Authority. (The grant funds are not included in the projected $69,800 savings.) Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: (1) Community Center Manager (filled) 6-12 Part-time staff 14 Budget Reduction Worksheet DEPT: Police and Fire Departments FUND: General Fund PROGRAM/SERVICE REDUCTION: Remove longevity pay from Charter Section 186 calculations POTENTIAL COST SAVINGS: $300,000 IMPACTS ON SERVICES: In August of 1997 the San Bernardino Professional Firefighters Association (SBPFA) took the position that longevity pay steps used by other cities that were among those that were surveyed, should be calculated into the base salary for comparison purposes. The Personnel Department took the position that longevity pay was a negotiated benefit and should be addressed outside the Charter Section 186 process. City Attorney Opinion 97-3 found that pursuant to San Bernardino Municipal Code Section 1.28.020, longevity pay constitutes monthly salary and was to be used for comparison purposes. As a result of this decision, longevity pay has been used in calculating base pay since 1997 for the Fire Safety employees and since 1998 for the Police Safety employees. An example of the impact that the inclusion of longevity pay has on the overall average is best illustrated by reviewing how longevity pay is granted in the one of the survey cities. The City of Torrance awards employees with 25 years of service a 34% pay increase. Under the 186 process this amount must be included in the calculations as "base pay". We recognize that the pay levels that are established each year by the 186 process fluctuate and are the result of numerous factors such as the economy and the cost of living. No one factor can be used to determine the results of the 186 salary surveys, but a review of the past calculations indicate that the inclusion of longevity pay increased the average pay raise for the City's safety employees by 1.5% - 2%. Since the criteria for calculating salaries for 186 are found in Section 1.28.020 of the Municipal Code, this part of the Code could be amended to remove longevity pay from the calculations. Charter Section 186 requires that the salaries for safety employees be set at the average of the salaries paid in the ten middle cities after all survey cities are ranked in descending order. If longevity pay had been excluded from the calculations, the result would have been a lower salary average for the ten middle cities. In addition to amending the SBMC, the City may be required to negotiate the changes in the 186 calculations with both the Fire and Police associations. Positions affected? ❑Yes ®no If yes, list positions and indicate if they are vacant: Budget Reduction Worksheet DEPT: All Departments FUND: General Fund PROGRAMISERVICE REDUCTION: Increase the vacancy factor POTENTIAL COST SAVINGS: $800,000 IMPACTS ON SERVICES: A vacancy factor of$1.7 million has been included in the FY 1999-2000 Preliminary Budget. This proposal would increase the vacancy factor by $800,000 to $2.5 million. In order to meet this goal of$2.5 million in expenditure savings (referred to as a "vacancy factor") departmental expenditures must be monitored closely and, if necessary departments may be required to keep positions vacant for longer periods of time. Departments may also have to delay or eliminate major purchases. Positions affected? ❑yes ®no If yes, list positions and indicate if they are vacant: NOTE: In order to meet the budgeted vacancy factor, positions may have to be kept vacant for specific periods of time. 1b Budget Reduction Worksheet DEPT: Liability Fund FUND: Liability Fund PROGRAMISERVICE REDUCTION: Increase Transfer from Liability Fund to General Fund POTENTIAL COST SAVINGS: $50,000 IMPACTS ON SERVICES: A transfer of$500,000 from the Liability Fund to the General Fund is included in the FY 1999-2000 Preliminary Budget (the same transfer amount included in the current FY 1998-99 Budget). This proposal would increase the total transfer to $550,000. The transfer is a refund to the General Fund of reserve excess in the Liability Fund. Although it appears that the anticipated balance in the Liability Fund will be sufficient for FY 1999-2000, the Mayor and Council should note that the possilbity exists that one large case could deplete the entire Liability Fund balance. Continued transfers from the Liability Fund to the General Fund in future years will also deplete the reserve in the Liability Fund and funding may not be available in future years to transfer to the General Fund. Positions affected? []yes ®no If yes, list positions and indicate if they are vacant: *71 Budget Reduction Worksheet DEPT: General Fund - Budgeted Reserve FUND: General Fund PROGRAM/SERVICE REDUCTION: Use a portion of General Fund Budgeted Reserve to balance the budget. POTENTIAL COST SAVINGS: $100,000 IMPACTS ON SERVICES: If this action is approved, the anticipated General Fund Budgeted Reserve will be reduced by $100,000. It is anticipated that there will be a $2.5 million budget reserve at the end of the current fiscal year(6/30/99). An additional $1.1 million has been included in the Preliminary Budget, for a total of$3.6 million expected to be in the budget reserve by 6/30/00. If the Council chooses to utilize $100,000 of the budget reserve, the anticipated budget reserve at 6/30/00 will be $3.5 million. Positions affected? Dyes ®no If yes, list positions and indicate if they are vacant: � V Budget Reduction Worksheet DEPT: Police Department FUND: General Fund PROGRAM/SERVICE REDUCTION: Refinance Police Station COPS POTENTIAL COST SAVINGS: $281,400 IMPACTS ON SERVICES: Estimated savings will be achieved by refinancing the COPs at a lower interest rate, extending the debt from the current 2020 to 2024, and make an interest-only payment in FY 1999-2000. Estimated savings beginning in FY 2000-01 will be approximately $38,000 annually. Positions affected? ❑yes ®no If yes, list positions and indicate if they are vacant: CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM ADMINISTRATOR'S OFFICE TO: The Honorable Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: BUDGET TRANSMITTAL FISCAL YEAR 1999-2000 PRELIMINARY BUDGET DATE: June 2, 1999 INTRODUCTION I am pleased to present to the Mayor and Common Council the Fiscal Year 1999-2000 Preliminary Budget. The final adopted budget will be the City's comprehensive plan for providing services to the community in the coming year. It will reflect the goals and priorities of the Mayor and Council, given the constraints of resources available. The preliminary budget document is a tool to assist the Mayor and Council in developing that comprehensive plan, making the policy decisions required to produce a balanced budget, and addressing the General Fund budget shortfall of 52,153,800 as reflected in this preliminary document. This budget transmittal summarizes the Preliminary FY 1999-2000 Budget (which includes the General Fund, Special Revenue Funds, Internal Service Funds, Capital Projects, and Grants.) The budget transmittal also serves as a guide to the budget document. The Preliminary Budget Document The budget document provides two important benchmarks to assist in prioritizing the City's responsibilities and goals. First, the document presents to you the cost of providing services to the community at current levels. Second, the document provides you with estimated funding resources available, given the current economic outlook, legal restrictions, and availability of state and federal funding sources. This year, we have developed a Preliminary Summary Budget document to assist you in balancing and approving a final budget. This document contains descriptive information regarding the various city departments and their divisions. It also includes summarized information regarding proposed departmental expenditures for FY 1999-2000. The document also outlines recent departmental accomplishments and lists proposed departmental goals for FY 1999-2000. Provided for you in the section entitled Budget Summaries is summarized information regarding revenues, expenditures, transfers, and staffing levels. New to the budget document is a section entitled Community Profile that outlines the history of the City of San Bernardino and provides information regarding the major activities and goals for the next year. Also new is the section entitled Budget Glossary. This section provides definitions of financial and governmental terms commonly used during the budget process. There are also the usual sections regarding grants, capital projects, debt service, and assessment districts. The line-item expenditure detail budget that is produced every year is also available if requested. GENERAL FUND OVERVIEW General Budget Assumptions The FY 1999-2000 Preliminary Budget was developed with the following general assumptions: 0 The level of municipal services to the community will essentially remain at existing levels. 0 There are no assumed reductions in staff(no layoffs). 0 It is anticipated that there will be a $2.5 million budget reserve at 6/30/99: $2,500,000 An additional $1.1 million will go into the budgeted reserve in FY 1999-00: $1,100,000 This will bring the total budgeted reserve to $3.6 million by 6/30/00: $3,600,000 It has not been assumed that the budgeted reserve will be used to balance the budget. The Mayor and Council have the option to use part of the existing $2.5 million budgeted reserve, or to reduce the $1.1 million contribution to the reserve next fiscal year in order to balance the budget. The additional $197,300 in FY 1998-99 expenditure savings anticipated to be achieved above the $2.5 million needed for the budgeted reserve will be used to balance the FY 1999-2000 budget. The General Fund Deficit The updated FY 1999-2000 deficit is now projected to be $2,153,800. The above assumptions, combined with the following issues discussed during the mid-year budget review process have contributed to this deficit: Use of a number of"one-time, non-recurring" measures that were used to balance the FY 1998-99 budget but are not available for FY 1999-2000 are: • use of proceeds from the sale of 800Mhz equipment $450,000 • transfer of Assessment District 994 balance to General Fund $174,100 • use of entire FY 1998-99 non-reserved General Fund balance $1,882,100 $600,000 of FY 1999-2000 costs funded by EDA in past years shifted to the City. (During the FY 1998-99 budget process the City assumed $660,000 in costs from EDA for operating CATV and for Carousel Mall maintenance. The total annual recurring costs shifted from EDA to the City will now total $1,260,000.) First-time transfer of$200,000 from the General Fund to the Stadium to offset the Stadium Fund deficit. During the Mid-Year process, the projected budget shortfall for FY 1999-2000 was $4,157,900. This amount has been reduced due to the adjustments listed below: Mid-Year Deficit Projection ($4,157,900) • Unanticipated non-reserved beginning fund balance $ 197,300 • Increased Motor Vehicle In-Lieu (VLF) revenues 700,000 • Revenue from renewal of contract with County for fire service to County islands 100,000 • Reduction in transfer to Library Fund from General Fund 100,000 • Eliminate assumption that City will pay EDA share of Police COP 325,000 • Reduce budget for anticipated employee salary & benefit MOU adjustments 200,000 • Transfer from Utility Fund to General Fund 300,000 • Transfer from MIS Fund balance to General Fund 300,000 • Audit and close mist. trust accounts and transfer balances to General Fund 339,200 • Increased transfer from Traffic Safety Fund 150,000 • Police Department over estimated bottom-line (567,100) • Miscellaneous net adjustments to revenues, expenditures, and transfers (140.300) Revised Deficit Projection ($2,153,800) The changes to revenues, expenditures, and transfers are discussed in greater detail later in this transmittal in their respective sections. Budeeted Resery e As noted above, a contribution of$1,100,000 to the budgeted reserve has been factored into the FY 1999-2000 budget projections. This budgeted contribution of$1,100,000 combined with the $2,500,000 expected to be reached at the end of FY 1998-99 will bring the total budgeted reserve to $3,600,000 by 6/30/00. An important element to meeting the budgeted reserve contribution of $1,100,000 will be meeting the estimated vacancy (expenditure savings) factor of $1,700,000. Essentially, this means that based on prior year's history, the City is assuming that there will be $1,700,000 in salary and expenditure savings from all General Fund Departments at the end of FY 1999-2000. $1.1 million of the expected $1.7 million in vacancy savings is to be used to meet the FY 1999- 2000 budgeted reserve contribution of$1.1 million. As in past years, a portion of the vacancy factor ($600,000) will be utilized to balance the budget. In order to meet this goal of $1,700,000 in expenditure savings, departmental expenditures must be monitored closely and, if necessary, departments may be required to keep positions vacant for specific amounts of time. General Fund Revenues Total budgeted General Fund revenues for FY 1999-2000 are projected to be $74,699,900, which is approximately 4% higher than actual revenues estimated to be received for FY 1998-99. This increase is due in part to the $339,200 in one-time transfers from various trust accounts mentioned earlier (Finance audited a number of miscellaneous trust accounts that have not been active and, based on the results of the audit, determined they could be closed out or reduced). Growth is expected in most revenue categories, most significantly: In • Sales tax is expected to continue its strong recovery. It has grown steadily over the past year and is expected to increase by approximately 4% ($934,700) over projected FY 1998-99 amounts to $22,500,000. This increase is based on the assumptions that new businesses in the City will generate revenue and existing businesses will continue to have growth. • Vehicle in Lieu Fees (VLF) are estimated to grow by 2% over projected FY 1998-99 amounts to $8,400,000. This revenue has consistently grown over the last few years and does not appear to have been impacted by the recent State legislation reducing vehicle registration fees. • Utility User Tax revenue is projected to increase by 4% ($619,000) from estimated FY 1998- 99 levels to $15,000,000. NOTE: This increase is based on the assumption that the recently initiated audit of utility company billing records will result in increased revenue. This projection will not be met if the audits are not successful. • Property Taxes are conservatively projected to increase by 1% over the current year's estimated amounts to $6,993,600. Fiscal Year 1998-99 property taxes are expected to come in $116,400 less than original budget projections. • Business Registration revenue is estimated to increase 3% over estimated FY1998-1999 amounts based on current year's growth. • Fire Contract - The City's contract with the County for the provision of fire services to County islands was renewed, increasing this revenue by $100,000 for a total amount of $200,000. • Passport Fees — the City Clerk's newly established passport program is expected to double revenues over the current year's estimate of$45,000 to $90,000 for FY 1999-2000. General Fund Expenditures In general, most departments were held to the same budgeted expenditure levels as the current year with adjustments for increases in internal service charges, personnel increases due to MOU increases, and other miscellaneous adjustments. During the budget preparation process, the City Administrator and Finance Director held budget hearings with departments. Based on those hearings, some departmental budgets were adjusted as noted below. • General Government - $1,677,400 has been budgeted in General Government in anticipation of FY 1999-2000 Charter 186 raises and potential MOU increases for other bargaining units. • City Clerk's Office- $200,000 has been included in this budget in anticipation of the upcoming elections. • Police Department-- The Police Department's budget is $567,100 over their target bottom- line figure. This overage can be attributed mainly to increased lease-payments for patrol vehicles, increased personnel costs, and a redirection of grant funds previously used to offset iv dispatch salaries. The Police Department, in an effort to reduce their budget, agreed to transfer $47,700 of expenditures previously budgeted in the General Fund to the Asset Forfeiture Fund. The Police Department also reduced their contract with Wackenhut for dispatch service desk services by S77,000. They have added three full-time dispatch positions for a cost of $102,300 that will be charged to the FY 99 Local Law Enforcement Block Grant (LLEBG). • Fire Department - CDBG funding for the lease-purchase of Fire apparatus and ancillary equipment was recently awarded to the Fire Department. The annual lease payment is budgeted in the Fire Department's expenditure budget, and the reimbursement from EDA is reflected in the General Fund revenues. No additional funding for replacement of other various fire apparatus/equipment is included in this budget. • Code Compliance — Demolition/Neighborhood Revitalization budget was increased from current year's original budget by approximately $213,000 due to increased CDBG funding. Additionally, the following departments, based upon the discussions at their budget hearings with the Finance Department and City Administrator's Office, reduced their expenditure budgets below their target bottom-line amounts: • City Clerk- This budget was reduced $800 due to a reduction in capital expenditures • City Administrator- A savings of$9,200 was achieved due to a reduction in part-time salaries and pro fessional/contractual services. • Civil Service- A reduction in maintenance and operations accounts reduced this budget by $2,000. • Human Resources-Savings of $41,100 was achieved by transferring %z of the Human Resource Director's salary expense to the Liability and Workers Compensation funds, both of which are managed by the Human Resources Director. • Development Services-By proposing to charge more staff time to construction projects, and reducing various maintenance and operation costs, a budget reduction of $108,000 was achieved. • Fire—a savings of$1,000 was achieved by reducing maintenance and operation costs. • Public Services — a budget reduction of $26,900 was achieved by a reduction of various maintenance and operations, contractual, and capital line items. • Parks & Recreation- a savings of $11,800 was achieved through a reduction in various maintenance and operation costs. General Fund Transfers — Transfers into and out of the General Fund generally remained at similar levels to FY 1998-99 with the following exceptions. A transfer of $200,000 from the General Fund to the Stadium Fund has been budgeted to offset the Stadium Fund's projected deficit at 7/1/99 of $784,200. This is the first time a transfer to the Stadium has been budgeted in the General Fund. The General Fund transfer to the Library Fund was reduced by $100,000 without decreasing the Library's FY 1999-2000 expenditure budget. V A one-time, non-recurring transfer of$300,000 from the Utility Fund to the General Fund has been budgeted. This transfer will essentially eliminate the reserve in the Utility Fund. A one-time, non-recurring transfer of$300,000 from the MIS Fund to the General Fund has been budgeted. The MIS Fund will still retain a fund balance for replacement computers. The transfer to the General Fund from the Traffic Safety Fund has been increased by $150,000. Revenues in the Traffic Safety Fund have increased due to state legislation enacted last July that redirected a greater percentage of traffic citation revenues from the state to cities. OTHER FUNDS OVERVIEW Other funds include special revenue funds such as Refuse, Library, Animal Control, Stadium, Asset Forfeiture and Transportation. It also includes internal service funds such as Fleet, Management Information Systems (MIS) and Worker's Compensation. Similar to General Fund departments, expenditure levels for departments in other funds were held to relatively the same budgeted levels as the current year. Some key points the Mayor and Council should note about other funds include: • Fleet Services — Included in the Fleet Services budget is $50,000 for an efficiency study of the Fleet Division's operations. Request for Proposals to find qualified consultants have been solicited with completion of the study anticipated to be in September. • M.I.S. An additional Programmer position dedicated to public safety issues has been included in the M.I.S. budget. The cost of this Programmer will be offset with funding from the Police Department's FY 1999-2000 Citizens Option for Public Safety Grant. Two positions in M.I.S were already offset with grant funds, so the total number of positions paid for with grant funds is three: two programmers and one (1) operator. Additionally, the cost of another programmer position was offset with a transfer from the Police Evidence Impound Trust account. New funding will have to be identified for this position in FY 2000-2001. These positions are essential to the upgrade, support and maintenance of the CADlRMS system. • Emergency Medical Services Fund (EMS) - This fund will receive a transfer of$75,000 from the General Fund. The initial start-up of the EMS transport program was funded by a loan backed by the General Fund. Since the EMS Fund is unable to repay its loan, the General Fund is obligated to repay the loan. • Refuse Fund—Although the Refuse Fund has an existing deficit of$890,100, it is anticipated that this deficit will be reduced further now that a full year of revenue from the rate increase will be available. The deficit will be reduced by approximately $600,000 in FY 2000-2001 because a number of leases will be paid in full in FY 1999-2000, reducing the amount needed to budget for lease payments. vi • Baseball Stadium Fund — Expenditures are expected to exceed revenues by approximately $158,000 in FY 1999-2000. A transfer of$200,000 from the General Fund has been included the budget, however the ending Stadium Fund balance at the end of FY 1999-2000 is expected to show a deficit of $743,100. • Liability Fund — Estimated Liability expenditures have been reduced due to a decrease in anticipated claims to be paid and to a reduction in insurance premiums. • Library Fund — The Library's expenditure budget is approximately $41,300 higher than the current year's budgeted amount. This is due mainly to an increase in funding from the State and the Library's anticipation of additional revenues from increased fees. • Print Shop - The Print Shop has budgeted an annual lease-payment of $40,000 for the replacement and upgrade of equipment. The equipment (copier and printing press) has exceeded its economic life and it is no longer cost effective to continue to pay maintenance and repair costs. Recently, the position of Composer/Bindery Clerk became vacant. This vacant position will be deleted. With widespread use of computers, most departments are able to do their own graphics and layout. As part of the City's overall strategy for streamlining functions between EDA and the City, the City will utilize the services of EDA's graphics and design position when needed. The savings from the deleted position will offset the cost of the annual lease-payment. CAPITAL PROJECTS The City has a number of new capital projects proposed for FY 1999-2000. The total estimated costs for each project are documented in the City's five-year Capital Improvement Program. Also included in the Capital Projects section of the preliminary budget document are projects expected to be continued into FY 1999-2000 from the current fiscal year. Listed below are some key projects and their estimated budgets for FY 1999-00 only: ■ $1,100,000 is budgeted for rehabilitation of city streets. Fifty percent (50%) of the funding for this project comes from the per gallon Gas Tax levied by the State of California and allocated back to cities based on population. The source of the remaining 50% is from the San Bernardino County voter approved (Measure I) %2 cent sales tax, designated for the use of relieving traffic congestion. ■ Additional Measure I funding has also been budgeted specifically for rehabilitation of pavement in the following areas: from Route 259 to Waterman. ($292,500); and, Palm/Baseline to 20'"($100,000). ■ $700,000 is proposed in new storm drain construction projects. This is in addition to $2,224,200 in projects continuing from the current fiscal year. Storm drain construction funds are received from developers to expand or improve the City's storm drain system. vii • An additional $3,500 was budgeted in the Park Extension Fund. During earlier budget workshops, Councilmembers indicated they would like to see funds budgeted for Councilmembers to use at their discretion toward the improvement of parks within their respective wards. $500 for each of the seven council wards has been included in the budget, for a total of$3,500. The transfer from the General Fund to the Park Extension Fund will also be increased by $3,500. • $11,700,000 has been budgeted for the Mt. Vernon Bridge replacement project. 85% of the funding will be derived from federal Highway Bridge Replacement and Rehabilitation (HBRR) funds and 7.8% of the funding is to come from state Seismic Retrofit monies. The remainder of the project will be paid with Measure I funding. GRANT FUNDING City departments have done an excellent job in securing over $7.8 million in grant funding for FY 1999-2000 (not including the totally grant-funded SBETA-San Bernardino City Employment and Training Agency.) The Mayor and Council should note that there is a competitive aspect to many of these grants and the City is often in competition with other agencies for the same grant dollars. Highlights of grant funding include: • Parks and Recreation has secured $1.2 million in grant funding for such programs as: the Retired Senior Volunteer Program (RSVP); Senior Companion Program; Senior Nutrition Program; Summer Lunch Program; the Head-Start Non-Food Program; Teen Challenge/JUMP; Heart Smart; and FEMA grants. • The Police Department is expected to receive approximately $5.5 million in grant funding through various federal grants. The Distressed Neighborhoods Grant will provide approximately $1.47 million to cover the cost of eight officers who will concentrate on intensifying police involvement in areas that have been defined as distressed (areas with a high crime rate, high unemployment rate, and high level of residents receiving public assistance). $1.38 million is estimated to be remaining in the federal Universal Hiring Program Grant to cover the cost of twenty-two (22) officers for approximately ten (10) months in FY 1999- 2000. Additional funding will have to be identified for these positions in FY 2000-2001. Two (2) M.I.S. Programmers and one (1) M.I.S. Operator are also funded through Police Department grants and are dedicated primarily to safety related issues, such as support of the CAD/RMS system. • Public Services is expected to receive $137,357 in grants relating to: disposal of used oil; household hazardous waste disposal; and waste tire enforcement. • The Library has secured approximately $91,000 for programs related to family literacy programs and adult basic education. viii CONCLUSION The City of San Bernardino's elected officials, employees, and citizens face many challenges in adopting a balanced budget for FY 1999-2000. This preliminary budget document has been designed to assist the Mayor and Council in facing these challenges. Although careful preparation has gone into this document, it must be considered a preliminary, flexible document. The annual budget, while a financial plan for the City, must be dynamic enough to accommodate the unanticipated. On a final note, I would like to thank Barbara Pachon - Finance Director, Rita West - Budget Officer, and all of the Finance Department staff for their efforts in designing and implementing a new budget format. FRED WILSON City Administrator ix CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM TO: Mayor and Common Council FROM: James F. Penman City Attorney RE: REPEAL OF ORDINANCE SECTION 1.28.020 DEFINING PHASE: MONTHLY SALARIES DATE: June 9, 1999 A question has recently been raised relative to City Attorney Opinion 96-10, issued on September 4, 1996 Re: Charter Section 186: Definition of "Salary." The opinion in question points out that the San Bernardino Municipal Code section 1 .28.020 described the Administrative and Legislative "past practice" of interpreting Charter Section 186 Second, Article X (since 1976 amendment) interpreting the phrase "... the monthly salaries...". The question is, if this section of the Municipal Code was repealed, would the City still have to pay differential pay (premium/longevity)? The answer is clearly "yes." Section 1.28.020 merely codifies our past practices. If this code section is repealed, the past practices still are a matter of record, they still occurred, and past practices may not be changed unilaterally. That is considered an unfair labor practice. (California State Employees Assn. vs. Public Employment Relations Board 51 Cal.App. 4th 923 (1996)). Since "the duty to bargain requires the public agency to refrain from making unilateral changes in employees' wages and working conditions until the employer and employee association have bargained to impasse; "this duty continues in effect after the expiration of any employer-employee agreement." Santa Clara County Counsel Attorneys Association v. Woodside (1994) 7 Cal. 4th 525, 536-537, emphasis added.) A court might consider repeal of this section as evidence of bad faith on the part of the City if it was followed attempt to ignore the very past practices the ordinance documents. a es F. Penman y Attorney &x C-/9/99 14l /6-99 c CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FY 1998.1999 GENERAL FUND Property Taxes $ 7,110,000 $ 7,185,000 $ 6,923,600 $ (1T33,000 (261,400) Other Taxes 41,063,900 40,624,900 40,774,500 (2149,600 Licenses& Permits 5,171,600 5,140,300 4,982,000 (1 (158,300) Fines and Penalties 576,000 575,000 609,000 34,000 Use of Money& Property 1,287,000 1,612,000 1,250,700 (36,300) (361,300) Intergovernmental 11,504,500 11,427,400 11,893,700 389,200 466,300 Charges for Services 2,787,700 2,690,300 2,768,600 (19,100) 78,300 Miscellaneous 1 3,055,700 1 2,851,400 1 2,825,400 1 (230,300) (26,000) Total Estimated Revenues $ 72,556,400 1 $ 72,106,300 1 $ 72,027,500 1 $ (528,900) $ (78,800) Total Transfers In $ 6,835,400 1 $ 7,000,2001 $ 7,186,200 1 $ 350,800 1 $ 186,000 Mayor $ 586,700 $ 561,100 $ 517,000 $ 69,700 $ 44,100 Common Council 363,300 356,200 350,000 13,300 6,200 City Clerk 860,300 838,800 818,000 42,300 20,800 City Treasurer 19,300 19,300 18,500 800 800 City Attorney 1,863,000 1,788,300 1,825,000 38,000 (36,700) Code Compliance 2,919,700 2,709,800 2,628,900 290,800 80,900 General Government 1,736,700 2.088,300 1,660,000 76,700 428,300 City Administrator 492,200 422,100 1 422,100 70,100 Human Resources 366,100 345,100 345,100 21,000 Finance 1,212,200 1,069,200 1,025,000 187,200 44,200 Civil Service 291,000 283,100 267,900 23,100 15,200 Development Services 6,453,300 6,097,900 5,860,000 593,300 237,900 Fire 17,401,100 17,668,200 17,700,000 (298,900) (31,800) Police 36,442,400 35,308,300 34,858,300 1,584,100 450,000 Facilities Management 3,060,100 2,868,100 2,827,900 232,200 40,200 Parks, Recreation, & Comm Service 4,821,600 4.616,600 4,500,000 321,600 116,600 Public Services 2,651,400 2,467,900 2,417,900 233,500 50,000 Total Estimated Expenditures $ 81,640,400 $ 79,508,300 $ 78,041,600 $ 3,498,800 $ 1,466,700 Total Transfers Out $ 3,189,500 $ 3,170,500 $ 3,130,100 $ 59,400 $ 40,400 Total Estimated Vacancy Factor S (3,100,000) $ - $ - $ (3,100,000) $ - T�gJ/)gES�LtktEqAE1W,/MONS T629,90(9 [82;6 . ICIENeWIM BEGIN�lINI ,[$Cf - ;¢6r,AM I;W4',65S;3 ENDIN.G�F,UNq,'A.C!(NC t$ 2,417;200 :$tW1;083,00% ;S 300 0, w BUDGETECLRESERY $=`2,417,200 $ 1,083,00 ; 2500, 82;80 Goal BUUGET4EXCESSf(DEEICIENCY)6/30/991 $ : ?'„ S� 'L1 , O(Q 19T�3 q 00! 'Budget column reflects all budget amendments and approved carryovers from FY 1997-98. L CITY OF SAN BERNARDINO ANALYSIS OF FY 98-99 VACANCY FACTOR ORIGINAL MIDYEAR REVISED % OF DEPARTMENT GOAL ESTIMATE ESTIMATE BUD MAYOR $ 25,000 $ 25,600 $ 69,700 12% COUNCIL 7,000 7,100 13,300 4% CITY CLERK 35,000 21,500 42,300 5% CITY TREASURER - - 800 4% CITY ATTORNEY 125,000 74,700 38,000 2% CODE COMPLIANCE 200,000 209,900 290,800 10% GENERAL GOV - (351,600) 76,700 4% CITY ADMIN 46,200 70,100 70,100 14% HUMAN RESOURCES 15,100 21,000 21,000 6% FINANCE 85,000 143,000 187,200 15% CIVIL SERVICE 9,200 7,900 23,100 8% DEVELOPMENT SVS 532,800 355,400 593,300 9% FIRE 200,000 (267,100) (298,900) -2% POLICE 1,084,700 1,134,100 1,584,100 4% FACILITIES 135,000 192,000 232,200 8% PARKS & REC 175,000 205,000 321,600 7% PUBLIC SERVICES 300,000 183,500 233,500 9% ANIMAL CONTROL 26,200 27,800 (50,800) -52% CAN 19,800 - 40,000 12% LIBRARY 79,000 64,700 70,200 3% 1TOTAL* $ 3,100,000 $ 2,124,600 $ 3,558,200 4% 'Distribution of Vac Factor. Vacancy Factor to Reserve 2,500,000 1,083,000 2,500,000 Vacancy Factor Bal Budget 600,000 1,041,600 860,900 Vacancy Factor Excess - 197,300 Total 3,100,000 2,124,600 3,558,200 2 CITY OF SAN BERNARDINO SUMMARY OF REVENUES, EXPENDITURES, AND TRANSFERS FISCAL YEAR 1999 -2000 ON 1 E - E? REVENUES? O FER AP DG E,NSES TRAN$EEIi 001ZAWE 197,300 1 74,699,900 1 7,292,800 1 82,190,000 1 81,157,400 1 3,186,4001 84,343,800 1 (2,153,800) SP.Ei3 105 LIBRARY 58,100 315,000 2,352,600 2,725,700 2,725.700 0 2,725,700 0 106 CEMETERY (252,000) 191,000 0 (61,000) 210,000 0 210,000 (271,000 107 CAN 0 90,000 311,900 401,900 401,900 0 401,900 0 108 ASSET FORFEITURE 233,200 35,100 0 268,300 266,900 0 266,900 1.400 109 PARKING 8 BUSINESS IMPR 34,000 131,000 0 165,000 31,700 98,200 129,900 35,100 110 PARKING DISTRICT 19,700 218,200 98,200 336.100 269,500 66,600 336,100 0 111 AIR QUALITY-AS 2766 184,000 190,000 0 374,000 106,500 187,200 293,700 80,300 122 ARTICLE 8-LTF 14,500 115,000 0 129,500 115,000 0 115,0001 14,500 124 ANIMAL CONTROL 5.000 828,300 120,400 953,700 953,700 0 953.7001 0 126 SPECIAL GAS TAX 626,100 3,433,000 0 4,059,100 1,364,000 2,690,100 4,054,100 5,000 128 TRAFFIC SAFETY 0 600,000 0 600,000 0 600.000 600,000 0 129 1!2 CENT SALES 8 RD TAX 2.573,400 1,820,000 0 4,393,400 4,099,500 190,700 4,290,200 103,200 131 SB 300 FUND 225,500 0 0 225,500 198.300 10,000 208,300 17,200 132 SEWER LINE MAINT 2,431,600 1,380,000 0 3,811,600 3,494,800 100,000 3,594,800 216,800 133 BASEBALL STADIUM 784,200) 185,200 200,000 399,000) 344,100 0 344,100 (743,100 501 EMS (468,000 0 75,000 (393.000) 0 0 0 393,000 527 REFUSE 1 (890.100)1 16,375,500 1 75,000 1 15,560,400 1 14,519,600 1 1,831,200 16,350,800 (790,400) I4F8L�S CA 241 PUBLIC PARK EXTENSION 59,500 0 51,500 111,000 90,000 0 90,000 21,000 242 STREET CONSTRUCTION 799,700 19,812,000 0 20,611,700 20.086,400 0 20,086,400 525,300 243 PARK CONSTRUCTION 785,900 166,000 0 951,900 871,300 0 671,300 80,600 244 CEMETERY CONSTR 14,200 4,000 0 18,200 3,000 0 3,000 15,200 245 SEWER LINE CONSTR 4,577,600 362,000 0 4,939,600 4,668,900 100,000 4,768,900 170,700 246 INDIAN BINGO 399,800 12,000 0 411,800 389,900 0 389,900 21,900 247 CULTURAL DEVELOPMENT 0 75,000 0 76,000 0 76,000 76,000 0 246 STORM DRAIN CONSTR 2,648,900 445,000 01 3,093,900 2,924,200 100,000 3,024.200 69,700 250 TRAFFIC SYSTEM CONSTR 841,700 237,700 0 1,079,400 930,500 25,000 955,500 123,900 257 CITY WIDE AD 994 189,000 100,000 0 1 289,0001 01 200.0001 200,000 89,000 INTERNALIWERYIQ 521 CENTRAL SERVICES FUND 49,300 261,700 0 311,000 261,700 0 261,700 49,300 629 LIABILITY INSURANCE 2,249,400 2,149,000 0 4,398,400 2,034,000 500,000 2,534,000 1,864,400 630 TELEPHONE SUPPORT (102,000) 772.400 0 670,400 746,400 16,000 762,400 92,000 631 UTILITY FUND 359,800 3,203,100 0 3,562,900 3,203,100 300,000 3,503,100 59,800 635 FLEET SERVICES 897,100 4,619,500 0 5,516,600 4,644,500 0 4,644,500 872,100 678 WORKER'S COMP 6,120,700 2,368,000 0 3,752,700 2,393.600 0 2,393,600 (6,146,300 679 MANAGMT INFO SYSTEM 988,900 3,139,200 0 4,128,100 3,146,700 300,000 3,448,700 681,400 'Figures on this report for the General Fund do NOT include the budget reserve. The General Fund budget reserve is included on the following report 3 CITYOFSAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 1999-2000 GENERALFUND Ming Property Taxes $ 6,993,600 0 $ 6,993,600 Other Taxes 42,441,500 0 42,441,500 Licenses&Permits 5,192,300 0 5,192,300 Fines and Penalties 612,000 0 612,000 Use of Money&Property 1,296,500 0 1,296,500 Intergovernmental 11,963,000 0 11,963,000 Charges for Services 2,988,500 0 2,988,500 Miscellaneous 3,212,500 0 3,212,500 Total Estimated Revenues $74,699,900 0 $ 74,699,900 Total Transfers In $ 7,292,800 0 $ 7,292,800 Mayor S 644.500 $ (15,000) $ 629,500 Common Council 356,200 (5,000) 351,200 City Clerk 956,600 (20,000) 936,600 City Treasurer 18,200 0 18,200 City Attorney 1,856,100 (50,000) 1,806,100 Code Compliance 2,964,700 (75,000) 2,889,700 General Government 3,477,500 0 3,477,500 City Administrator 493,000 (15,000) 478,000 Civil Service 287,600 (5,000) 282,600 Human Resource 324,000 (5,000) 319,000 Finance 1,187,200 (35,000) 1,152,200 Development Services 6,337,300 (150,000) 6,187,300 Fire 17,170,500 0 17,170,500 Police 35,513,300 (975,000) 34,538,300 Facilities Management 3,082,700 (100,000) 2,982,700 Parks, Recreation, &Comm Service 4,730,900 (100,000) 4,630,900 Public Services 2,357,100 (75,000) 2,282,100 Total Estimated Expenditures $81,757,400 $ (1,625,000) $ 80,132,400 Total Estimated Vacancy Factor $ (1,700,000) $ 1,700,000 $ Total Transfers Out• $ 3,186,400 $ (75,000) $ 3,111,400 es� OWN, H IF BU�GEIEE$ 3BOg,000 BU,DGEIIEXfES iyi�l2'7578QD) 'Vacancy Factor for Library ($50,000); CAN($10,000);Animal Control ($15,000). "The budget reserve is made up of$2,500,000 from FY 98-99 and an estimated$1,100,000 from FY 99-00. The$3,600,000 budget reserve is approximately 4.3% of the General Fund. 4 CITY OF SAN BERNARDINO ANALYSIS OF YEAR END BALANCES t FISCAL YEARS 98-99 AND 99-00 USED TO AVAILABLE BUDGET FISCAL YEAR BAL BUDGET FOR NEXT YR RESERVE TOTAL ESTIMATE AT 6130199: 860,900 197,300 2,500,000 3,558,200 ESTIMATE AT 6130100: 600,000 - 1,100,000 1,700,000 5 CRY OF SAN BERNARDINO a 3:g ANALYSIS OF FY 99- 00 VACANCY FACTOR i FY 98-99 FY 99-00 FY 99-00., DEPARTMENT REV EST PREL BUD REV BUD ' MAYOR $ 69,700 $ 15,000 $ 30,000 COUNCIL 13,300 5,000 10000 » CITY CLERK 42,300 20,000 30,000rx Y'~ ' CITY TREASURER 800 - =' • CITY ATTORNEY 38,000 50,000 50,000 CODE COMPLIANCE 290,800 75,000 185,000 GENERAL GOV 76,700 - - CITY ADMIN 70,100 15,000 30,000 HUMAN RESOURCES 21,000 5,000 10,000 ,i y`� FINANCE 187,200 35,000 50,000 CIVIL SERVICE 23,100 5,000 10,000 DEVELOPMENT SVS 593,300 150,000 3501?000 ?'"r. FIRE (298,900) - - POLICE 1,584,100 975,000 1,180,000 FACILITIES 232,200 100,000 180,000 PARKS & REC 321,600 100,000 190,000 PUBLIC SERVICES 233,500 75,000 100,000 ANIMAL CONTROL (50,800) 15,000 15,000 CAN 40,000 10,000 20,000 LIBRARY 70,200 50,000 60,000 TOTAL' $ 3,558,200 $ 1,700,000 $ 2,500,000 'Distribution of Vac Factor. Vacancy Factor to Reserve 2,500,000 1,100,000 1,100,000 Vacancy Factor Bal Budget 860,900 600,000 1,400,000 Vacancy Factor Excess 197,300 Total 3,558,200 1,700,000 2,500,000 y. 4 4'