HomeMy WebLinkAbout01-Budget Discussions
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INTEROFFICE
B ERN A ~:,pc:r Ii;O
MEMORANDUM
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TO:
SHAUNA EDWINS, City Administrator
FROM:
ROGER G. HARDGRAVE, Director of Public Works/
City Engineer
SUBJECT:
Development Fees
DATE:
October 17, 1990
COPIES:
Andy Green; File 6.50; Reading File
--------------------------------------~------------------------
An analysis has been done, in response to your request, of the
costs that are incurred by the Department of Public Works in
processing and checking plans for developments. A tabulation
of Personal Services costs is attached as Appendix I.
The total annual costs for services in connection with new de-
velopments is $616,271. Appendix II is attached to show how
this figure was determined.
Current plan checking and permit fee rates, and projected
revenues in the 1990/91 Budget, are shown on Appendix III. The
total projected revenue for the 1990/91 Fiscal Year is
$367,500. This represents a recovery rate of about 60%.
Recommended adjustments in the rates are also shown on Appendix
III. These adjustments consist of increasing the plan checking
fee for on-site improvements from 0.25% to 1%, and the permit
fee rate for on-site improvements from 0.3% to 1%. No change
is recommended in the rates for off-site or grading
improvements.
The recommended adjustments will increase the projected revenue
from $367,500 to $574,000, which will result in additional
revenue of $206,500. This will represent a recovery rate of
about 93%.
Previous information indicated that our fees were substantially
below those of other agencies in this area. Follow up
telephone calls have revealed that these agencies use a
different method of determining fees. Based upon this new
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SHAUNA EDWINS
Development Fees
October 17, 1990
Page - 2 -
information, it appears that our fees are generally in line
with surrounding agencies.
Please advise if you have
additional informatio~.
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any questions or would like
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ROGER G. HARDGRAVE
Director of Public Works/City Engineer
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Attach
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10-17-90
COST FOR DEVELOPMERT ACTIVITIES - (1989/90)
DEPARTMENT OF PUBLIC WOIUtS
Direct Depart-
Labor & mental Ad- City Gen-
Work Fringe min. Over- era 1 Over-
Order Description Benefits head (33%1 head (13%1 Total
1251 Off-site $ 104,385 $ 34,447 $ 13,570 $ 152,402
Permit
1252 Grading 33,083 10,917 4r301 48,301
Permit
1254 ERC COIlllll. 17r833 5,885 2,318 26,036
1255 Filing Final 14,932 4r928 1,941 21,801
Subdiv. Maps
1256 Off-Site Plan 57,129 18,853 7r427 83,409
Checking
1257 Checking 2,511 829 326 3,666
Cert. of
Compliance
1258 Subdivision 34,317 11,325 4r461 50,103
Plan Cking
1259 DRC COIlllll. 15,471 5,105 2,011 22,587
Sub-Totals $279,661 $92,289 $36,355 $408,305
Vacant C.E. II 48,956 16,156 6,364 71,476
TOTAL COST FOR PERSONAL SERVICES $479,781
APPENDIX I
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SUMMARY OF COSTS FOR DEVELOPMENT ACTIVITIES
Personal Services
Direct Labor Costs plus Fringe Benefits & Overhead
Materials, Services & Supplies -
Proportional Cost of Budget Amounts
Sub-Total
Adjustment for Inflation from 89/90 to 90/91 (6%)
TOTAL COST FOR DEVELOPMENT ACTIVITIES
APPENDIX II
$ 479,781
$ 101,607
$ 581,388
34,883
$ 616,271
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city of San Bernardino
INTEROFFICE MEMORANDUM
9010-710
TO: SHAUNA EDWINS, CITY ADMINISTRATOR
FROM:
ANNIE F. RAMOS, DIRECTOR OF PARKS, RECREATION AND
COMMUNITY SERVICES
SUBJECT: COMMUNITY IMPACT OF FACILITIES
DATE: October 17, 1990
COPIES: MAYOR W.R. HOLCOMB
-------------------------------------------------------------
Following is a summary of the impact associated with possible
reduction of service or closures of certain facilities.
BOYS CLUB
Funding of $26,141 provides custodial supplies ($2,967) and
building maintenance ($23,174) to the Boys Club Facility.
Elimination of these funds would impact the Boys Club in that
the Boys Club would have to provide the funds for the custo-
dial supplies and building maintenance services which the
City now provides.
However, the Boys Club, as a non-profit corporation, has the
ability to fund raise in order to supplant these funds. If
the Boys Club should run into difficulties in fund raising
these funds, the impact could result in a gradual deteriorat-
ion of the facility and a low standard of basic custodial
maintenance of the facility.
The Facilities
repairs to the
time.
Management Department recently
facility that should be adequate
completed
for some
In addition, it should be noted that no portion of these
funds are used for any direct program service and therefore
would have little or no affect on immediate program services.
CULTURAL CENTER
The Cultural Center is principally an office location serving
as a major hub for recreation services. The center houses
six division staff: Sports Supervisor, Playgrounds
Supervisor, Aquatics Supervisor (6 months), Special Olympics
Area Coordinator, the Divisions Typist Clerk III and the
Center Manager. This location also houses the divisions
entire recreation supplies inventory and serves as the
principal site for class and program registrations. The
City's victim Assistance program and a Police Community
Service Center are also located at the Cultural Center.
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INTEROFFICE MEMORANDUM: 9010-710
COMMUNITY IMPACT OF FACILITIES
October 16, 1990
Page 2
Closure of this site would result in the elimination of the
Center Manager position. In addition, closure of this site
would have a significant impact in that there is inadequate
space elsewhere to house the other staff or services. To
relocate the remaining staff would require modification of
other facilities to provide the required office space. Costs
associated with such modifications are unknown depending on
the specific locations to be considered.
If it is desireable to retain the City's victim Assistance
Program located at the Cultural Center, the Special Olympics
Coordinator could also remain at that facility as they occupy
the same wing of the facility.
It should be pointed out that the Cultural Center is a
misnomer in that the name of the building implies a cultural
site. The fact is that the purpose of this facility through
the years has been to house office space for the Recreation
Division and serve as the hub and support for all the field
recreation operations.
Closure of the facility would result in the decentralization
of core operations of the Recreation Division and a certain
loss in the control level of these operations.
In addition, the Cultural Center serves as a principal room
rental site for the public and generates rental revenues in
the amount of $6,920. These revenues would be lost as well
as the availability of room rentals for various organizations
and general public use if this site is closed.
As most of the recreation class and program registrations
occur at the Cultural Center, relocation of this activity to
another site would significantly impact the operations at any
one of the other facilities.
ADULT SPORTS
Adult sports users currently pay $4 per hour for use of
ballfield lights. Teams desiring practice pay this rate as
their rental fee. Teams participating in city sponsored
leagues currently pay $280 per season; $30 of this fee is to
cover energy usage costs. In 1989/90 total revenues generated
by adult usage was $9,680 (park energy fee).
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INTEROFFICE MEMORANDUM: 9010-710
COMMUNITY IMPACT OF FACILITIES
October 16, 1990
Page 3
Fees for energy use need to be increased. To generate
$25,000 fees would have to be increased to approximately $10
per hour. Such a rate is not inconsistent with rates charged
in neighboring cities. An anticipated consequence would be a
reduction in registrations and reservations which would
reduce revenues below the projected $25,000 but also reduce
electrical usage costs. Hourly light fees in other cities
are: Grand Terrace, $9.00; Fontana, $8.50; Rancho Cucamonga,
$11.00; Redlands, $8.00; Moreno Valley, $12.00; Corona,
$11.00; Riverside, $5.00.
HERNANDEZ CENTER
Closure of this center would have a significant impact.
First it would result in the elimination of a Center Manager
position as well as 8 part time positions. Annual attendance
at this site is 49,503. Programming provided at this site
includes the following:
Senior Nutrition a satellite program is provided and
services an average of 22 seniors daily.
W.I.C. (Women, infants and Children wellness program)-
This program meets weekly from 9:00 a.m. to 4:00 p.m.
each Friday throughout the year. Attendance per session
is 350.
Summer Lunch - This program provides a nutritious lunch meal
to children ages 1-18 from July through August.
Attendance is 50 children daily.
Food Distribution - Monthly distribution provided by the
county averages 900 recipients per month.
Fee Based Programs - Hernandez Center is the only gymnasium
open for public use in the city. In addition, the Gym
houses the city's adult volleyball and basketball
programs which are self sustaining.
Youth Programs - As the city's only gymnasium this site also
houses the city's girlrs volleyball and youth basketball
programs. Girls volleyball will have approximately 150
registered participants, youth basketball (co-ed) will
have registered approximately 500 youth. Additionally,
the center is frequented by approximately 100 youngsters
daily for the recreational services.
Swimming Pool - Between the summer months of June-September,
4r217 participants utilize the swimming pool. The pool
will require year-round utilities regardless of the
desposition of the center.
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INTEROFFICE MEMORANDUM: 9010-710
COMMUNITY IMPACT OF FACILITIES
October 16, 1990
Page 4
MILL COMMUNITY CENTER
Annual attendance at Mill Center is 42,570. Closure of this
facility would result in the elimination of a Center Manager
position and 5 part time positions. Program services
affected would be as follows:
County Head Start County leases 17,204 sq. ft. or 68.5
percent of this facility and pays the city $42,996 to
cover maintenancer custodial and utilities. One hundred
and twenty five children are registered in the Head
Start program accounting for an annual attendance of
approximately 23,000.
Recreational Services - the city operates the remaining 7,929
sq. ft. for recreational services, attendance in these
programs is approximately 19,500 annually. utility,
custodial and maintenance costs for this facility is
$19,817. Staff costs are $60,513 and material services
and supplies are $7,565. Recreational Services include
W.I.C., tiny tots, youth sports, arts and crafts,
special events and others.
C.I.D.
The Center for Individuals with Disabilities is owned and
operated through a joint powers authority with the city as
the lead agency. The J.P.A. agreement requires the city to
provide the C.I.D. manager. The county provides a reception-
ist and the school district provides grounds maintenance and
maintenance of the swimming pool.
Closure of this facility would have a significant impact both
in terms of the public as well as the political and legal
ramifications of the J.P.A. This facility is the only
facility that provides service to the disabled. Cost per
unit served tends to run higher for this location because of
the special needs of the patrons who are served. Annual
attendance at this facility is 38,718.
In additionr closure would result in the elimination of the
C.I.D. Manager position and 12 part time positions.
Closure of this facility would require 60 days notice to the
J.P.A. to cancel agreements. Termination of recreational
services would not necessarily result in the closing of the
facility in that the school district or county mental
health may elect to continue to utilize it for services. The
extent of complications associated with the discontinuance of
recreational services is essentially unknown.
o
INTEROFFICE MEMORANDUM: 9010-710
COMMUNITY IMPACT OF FACILITIES
October 16, 1990
Page 5
WESTS I DE DROP-IN CENTER
The Wests ide Drop-In Center (WSDIC) is a Service Center
established to provide assistance to disadvantaged citizens.
While these services are open to all residents of San Bernar-
dino, the majority of the center's clients are from the
City's west side community and the services are vital to
those who receive them. The WSDIC and the contracted
services of the Ramona Drop-In Center are the only two
programs of direct human services which are currently being
sponsored by the City.
The WSDIC averages over 400 individual and personal contacts
for services each month. These services are, in the
majority, for families and thus are impacting approximately
20,000 people. These individual family members are being
helped with food, clothing, shelter, utility bills, house
payments, rent payments, medical/health screening and refer-
ral, employment counseling and job referral, and many other
information and referral services. In addition, the Center
staff has provided advocacy assistance in landlord disputes,
medicare/medical claims, and with problems at the client's
job. The Center staff writes letters and assists in comple-
ting forms for such things as child support applications,
welfare applications, Food Stamps, accident insurance claimsr
income tax assistancer DMV forms, disability claims, job
applications, resumes, utility assistance, emergency food and
housing applications, social security, work sentence job
forms and any other type of assistance need that arises. The
Center processed more than 20,000 forms during the past year.
One of the most beneficial human services currently being
performed through WSDIC is the administration of a federal
grant which provides funding to assist with emergency food
and shelter for needy individuals. The City has administered
the FEMA grant since 1984, expending more than
$100,000 and meeting the emergency needs of 6,000 to 8,000
people during that period. The City has applied for another
$20,000 FEMA grant to be administered during 1990-91 and it
is anticipated that 800 to 1,000 persons will receive
assistance through the program.
The WSDIC has been chosen to act as a clearing house during
the 1990 holiday season for assisting all city and county
agencies in determining which families to assist with food
baskets at Thanksgiving and Christmas time. The WSDIC, with
the assistance of the FEMA program and local merchants, will
hand out approximately 150 baskets of food during the
Christmas season.
.
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INTEROFFICE MEMORANDUM: 9010-710
COMMUNITY IMPACT OF FACILITIES
October 16, 1990
Page 6
Approximately 20,000 persons receive the various services and
assistance offered through the WSDIC either directly or
indirectly. The services provided to these individuals which
include everything from providing food and shelter to comple-
ting approximately 20,000 forms and letters equals more than
40,000 units of service by the staff of the Westside Drop-In
Center
Closure would result in the termination of three (3) full
time positions and elimination of all the social services now
provided through that site.
~?~~
ANNIE F. RAMOS, DIRECTOR
Parks, Recreation & Community Services
AFR:JAK:j
"City of San Bernardino I
~NTEROFFICE MEMORANDUM ,
9010-902
TO: Shauna Edwins, City Administrator
FROM: Fred A. Wilson, Assistant City Administrator
SUBJECT: Take Home Use of City Vehicles
DATE: October 9, 1990
COPIES: Lorraine Velarde, Andrew Green, Roger Hardgrave
-------------------------------------------------------------
The attached report details recommendations relative to
discontinuing take home usage of city vehicles which are
currently assigned to various city Departments. The intent
behind rev' ing the current practice of permitting employees
to take e City vehicles on a regular basis was to control
costs a ell as to limit the extent of liability exposure to
the
The process which was followed in developing this report
involved the establishment ofa review committee consisting
of Andy Green, Roger Hardgrave, Lorraine Velarde and myself.
This committee met with all Department Heads and evaluated
the criteria under which vehicles were permitted to be taken
home. In order to be consistent in evaluating all
departments, two evaluation criteria were used. The first
criteria was frequency of after hours callouts. If more than
4 callouts were made on an average monthly basis a yes
response was noted. The second criteria was need for
immediate response. If the individual assigned a vehicle had
a need to immediately response, a yes response was again
noted. The recommendations to discontinue take home vehicle
usage were made based on consideration of both these
categories. Any special notations/issues which were brought
up are noted in the right column.
Ninety-eight City vehicles are currently taken home on a
regular basis. It is recommended that take home usage for
forty-one of these vehicles be discontinued as noted on the
attachment. The approximately annual savings to the City in
maintenance and operation costs are estimated at $50,000.
Take home usage is recommended to be discontinued immediately
with the exception of those employees which were permitted
take home usage at the time of employment with the City. The
vehicles assigned to these employees for take home purposes
are recommended to be to discontinued effective January 1991.
Any requests which may arise relative to re~eiving. auto
allowances in-lieu of being assigned, a veh~cle w~ll b~
addressed individually by the city Admin~strator.
. .
INTEROFFICE MEMO~UM: 9010-902
Take Home Use Of-~y Vehicles
October 9, 1990
Page 2
Mileage reports for the
discontinued to be taken home
vehicles incurring low mileages
of the fiscal year.
vehicles recommended to be
will be monitored and those
may be disposed of at the end
Although a number of Police Department K-9 units and
motorcycles were not recommended to be discontinued for take
home usage purposes, it is recommended that as future officer
selections are made for these units strong consideration be
assigning officers which reside in the City limits.
D It.. WILSON,
Assistant City Administrator
FAW/sh
Attachment
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