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CITl""' OF SAN BERNARDI"'''' - REQI'~ST FOR COUNCIL ~N
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From: JAMES C. RICHARDSON Subject: Proposed expiration {f outside
Deputy City Administrator/Development custodial contracts and performance
Dept: of custodial services by Public
May 28, 1987 Buildings personnel.
Date:
Synopsis of Previous Council action:
10/6/86 Resolution #86-397 adopting award of contract to Aerial Service Corp.
for low bid price of $124,700.
11/1/86 Contract with Gibson Bros. for custodial service at main Library.
Contract with American Bldg. Maintenance for custodial service at
3 branch libraries.
5/26/87 Meeting of Ways and Means Committee
Recommended motion:
To allow the current custodial contracts to expire on June 30, 1987 and
authorize Public Buildings Division to perform custodial services for a one
year period, beginning July 1, 1987, at all City facilities and, further,
authorize the Personnel Department to recruit for additional staffing and
request a six month status report on City-performed services.
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Signature
Contact penon: Wayne Overstreet
Phone:
5244
citywide
Supporting data attached: yes
Ward:
FUNDING REQUIREMENTS:
Amount: $693,936
Source:
( ACCT.
(ACCT.
NO.)001-321-53115/17 budget accounts
DESCRIPTION) custodial services & supplies
Finance: j) a.- C? leA-
Council Notes:
75.0212
Agenda Item No.
S-J
en"OOF SAN BERNARDIO - REQu::AT FOR COUNCIL AQION
STAFF REPORT
Currently, the Public Buildings Division performs custodial
services for the City Hall/Parking structure and the Central
City Mall/Parking structure. Custodial Services for the
remaining City facilities are provided for by outside contra-
ctors. The Public Buildings Superintendent has received
numerous complaints regarding contract custodial services at
various public facilities. Attached are formal complaints
regarding contracted custodial services submitted for the
following facilities: Main and branch libraries, Central
stores, Recreation Centers, Police building and the Cultural
Center. Due to the frequency of the complaints and related
continuing concerns with health and sanitation, the problems
with the custodial contractors create a significant hardship
upon the user departments which also provide services to the
general public. Considerable time and effort has had to be
committed by user departments in monitoring custodial ser-
vices considered unsatisfactory.
Accordingly, the Public Buildings Superintendent has proposed
that the City perform all custodial services by "gearing-up"
staffing levels and let the current outside contracts lapse.
Attached is a report of May 8, 1987, by the Public Buildings
Superintendent detailing the financial justification for full
City maintained custodial services. The Ways and Means
Committee of the Common Council reviewed this report and
subject matter at their May 26th meeting and recommends to
the Mayor and Common Council that the city perform all
custodial services for one year staring July 1, 1987.
Further, the Committee recommends a six month report on
progress of fully maintained City custodial services to
include evaluation comments from user departments.
75-0264 s/.u /47
CITY OF SAN BEFCARDINCD-
MEMORANDOJI
To
Raymond Schweitzer, City Administrator
CITY ADMINISTRATOR'S OFFICE Date
Feldheym Library custodial service: Gibson Brothers
From
Steve Whitney
City Librarian
April 22, 1987
Subject
Approved
Date
You have requested an evaluation of the custodial services provided
under contract by Gibson Brothers for the Norman F. Feldheym Central
Library since November 1, 1986. On a scale of one to ten (ten being
be~t), I would have to rate their performance between a two and a
three.
On January 7, the Library's administrative staff conducted a "walking
tour" of the Feldheym Library to evaluate its state of cleanliness after
two months of service. A detailed list of specific concerns was drawn
up and shared with representatives of Gibson Brothers. Although "not
everything will be done in one day," we were promised action on all
the items so identified. One specific example would be window cleaning
scheduled by contract on a monthly basis. It had been performed once
during the first week in November. "That's not possible since we
sign a receipt and leave it with the Library each month as a sign the
Library acknowledges satisfaction with the job performed. But we'll
check on it." The next day, a window cleaning crew came through the
Library again. They have not returned again to date.
On April 6, a second "walking tour" was conducted with the intent of
identifying those items corrected, those yet to be addressed and any
new concerns that might have arisen. It proved to be a fruitless
exercise since no improvements whatsoever could be noted.
I cannot recommend continuing our contract with Gibson Brothers unless
significant changes are made in monitoring capabilities. Library staff
has neither the expertise nor available time to provide the detailed
checklists that would be required to get the job done right. While
a savings of 30% may have been realized by bidding the service out,
the Library is receiving only 20% of the attention and care it received
under City forces.
Feel free to contact me for further information as required.
-a....
Steve Whitney, City Librarian
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CITY OF SAN BEFOAROINCD -
MEMORANOOVl
To
Ray Schweitzer, City Administrator
CITY ADMINISTRATOR'S OFFICE
From
Steve Whitney
City Librarian
April 22, 1987
Subject
Branch library custodial services: American
Building Maintenance Company
Date
Approved
Date
You have requested an evaluation of the custodial services provided
under contract by AMERICAN BUILDING MAINTENANCE COMPANY for three
of our branch libraries (Coddington, Rowe and Villasenor) since
November 1, 1986. On a scale of one to ten (ten being best), I
would have to rate their performance between a two and a three.
Specific and longstanding complaints about the quality of service
have been observed at the Rowe and Villasenor Libraries with parti-
cular concern about the cleanliness of the restrooms. They are
frequently filthy beyond the point of use, and then the ultimate
cure (i.e. a strongly scented detergent) is often worse than the
problem. One strong smell is simply covering up another. Public
complaints are frequent on this issue.
There seems to be a major communications gap between the field
supervisors and the home office. Complaints about the graffiti
and feces smeared around the restroom at the Villasenor Library,
for example, brought a sympathetic response from the field man
who then returned to the company and reported "everything is fine."
Finally there seems to be an inability or unwillingness on the
part of the company to observe the requirements of our security
alarm systems. (See attached memo.) Despite frequent cautions
on the part of Library staff, the custodians persist in leaving
our buildings without the alarms set or even worse unlocked.
I cannot recommend continuing our contract with AMERICAN BUILDING
MAINTENANCE COMPANY. Feel free to contact me for further information
as required.
.~~
Steve Whitney, City Librarian
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.fV OF SAN BeiNARDltRJ
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MEMORANrfdM
WAYNE OVERSTREET
To PUBLIC BUILDINGS SUPERINTENDENT
.>ubject CUSTODIAL SERVICES
From JOHN A. KRAMER
RECREATION SUPERINTENDENT
Date FEBRUARY 19, 1987
Approved
Date
Custodial services at recreation centers have improved during the recent
probation period, however the level of service is still unsatisfactory and
unacceptable. You will note that on the inspection reports, two sites did
not receive any service during periods of the probation.
Please advise if I can provide any additional information.
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Wayne Overstreet, Superinte~dent Public B~tidings
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From Loyd H. Corley, Central Stc
Date February 16, 1987
Approved
Date
,
Per the atta hed inspection report the following is submitted.
This office is still receiving unsatisfactory janitorial service at this time.
Some imporvement has been noticed in the past two (2) weeks, however we are
a long way from receiving the service we were accustomed to.
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Lo . Cor ey Y
Supervisor of Stores
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OF SAN BeRNARDI.~O - MEMORAN.QUM
WAYNE OVERSTREET, PUBLIC BLDGS. SUPERINTENDENT
From CAPT. D. THOMAS
Date POLICE DEPARTMENT
FE~RUARY 16 1987
CONTRACT JANITORIAL SERVICE AT POLICE 8LDG.
Date
Below is listed a short chronology of my observations and inspections of
the janitorial service at the Police ~uilding since the contractors were
given their 15 day notice.
They have changed thei r hours from evenings to mornings, this helps
some, at least they can be contacted and prOblems pointed out now.
2-2-87: Downstairs lounge filthy, trash can overflowing, strong smell
of garbage, floor filthy, sinks have not been cleaned since City Service
stopped, no towels in dispenser. I contacted downstairs janitor and had
to "order him to clean the lounge".
2-3-87: Downstairs lounge cleaned up. Upstairs lounge in nearly same
shape - filthy. I saw the Contractor rep. here for the first time.
2-4-87: Cursory vacuum in Admin. area..nothing moved..no cleaning
beh i nd doors etc.
2-5-87: Finally cleaned 2nd floor hallway floor. (Left black marks all
along floor. Sink - upstairs lounge - still not cleaned. Urinals and
stools turning black inside. All restrooms filthy.
2-6-87: No change in any of the above deficiencies. Janitor
told numerous times how to obtain entry to ladies restroom.
man walked right into occupied ladies rest room.
has been
Upstairs
2-9-87: Mens shower, restrooms, upstairs lounge and Admin. coffee room
sinks, all still filthy.
2- 10-87: Some overa 11 improvement shown, probably due to change in
working hours.
2-11-87: Areas such as front desk and door behind narcotics (girls)
office have never been vacuumed. All rest rooms , urinals and sinks are
filthy.----STILL NOT ACCEPTABLE.
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TIM ITIM ,_ECTEO /;~ I~J CORRECTIVE ACTION TAKEN
NO. IPUaLIC IUILDINGS UlE ONL VI
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COMMENTS:
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INTEROFFICE MEMORANDUM ~ ~
8705-210 ;"
TO: James C. Richardson, Deputy City Administrator
Development
FROM: Wayne Overstreet
SUBJECT: CUSTODIAL CONTRACT SERVICES
DATE:
May 8, 1987
(7068)
COPIES:
Director of Public Works/City Engineer
-------------------------------------------------------------
Reference your memo of April 27, 1987, same subject as above.
Attachment #1 is this departments cost estimates for the
custodial services of city facilities for inhouse
performance.
This cost estimate is based on fifteen years of experience
for performing only housekeeping maintenance and attendant
services at selected locations.
Our proposal and cost estimate does not require a permanent
assigned work force at anyone particular location, except
Central City Mall/City Hall, for heavy maintenance. Example,
all heavy maintenance, such as, floor scrubbing, waxing,
carpet shampooing, vacuuming, etc. would be provided during
off operational hours of the facility by a specialized crew
for performance of only those facilities and/or tasks.
One such crew would perform this heavy
Main Library, then proceed to the Main
Station, and then maybe to the Sr. Citizen
their 8 hour shift.
maintenance at the
Police Department
Center to complete
We believe such a heavy labor maintenance crew would be
headed up by one or two permanent custodians and be augmented
by a part-time work force. This approach would be the most
cost effective manner in which to perform this maintenance.
11e believe the attached estimate to be 98% accurate.
To perform the day time attendant duties, we propose that a
person be assigned no earlier than one or two hours after the
facility has been opened to the public and remain until
closing, except very select locations, such as, Central City
Mall and City Hall. This person would also be available for
minor service during this period of time. lye have estimated
the hours per day for such attendant services, depending upon
the operational needs and opinions of the using department.
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INTEROFFICE MEMORANDUM: 8705-210
CUSTODIAL CONTRACT SERVICES
May 8, 1987
Page 2
This approach, is the most cost effective and efficient
manner to provide vital services to our facilities, and
to prolong their life expectancy. It would not only provide
a 5% pay raise for our part-time employees, but establish a
benefit to those employees who have averaged over 1,800 hours
a year. Our organizational structure will establish an 8.4
to 1 supervisor to worker ratio, at less cost ($15,529).
This will require an organizational change in the custodial
maintenance division, and salary adjustments of the part-
time work force. Proposed organizational change is indicated
on attachment #2 and salary adjustments and fringe benefits
for the part-time work force is reflected on attachment #3,
Schedule of Services, attachment #4, Cost Analysis, attach-
ment #5, Departmental Accounts, attachment #6, Cost Break
Down, attachment #7.
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WA~RSTREET' Supt.
PU~CO~~ildings/parking
Control
WO:mal
File: Corrsp. I-B #.
Cust. 3 #4
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Public Buildings Super' ~ndent ..,::- '!.:,
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James C. Richardson
Deputy City Administrator
Development
+ SUBJECT Custodial
DATE 04
87
MESSAGE The City
the April 23, 1987 Memo-
randum from the Public Works Director/City Engineer regarding the
above Subject. Additional information has been requested as we
discussed last Friday. This information will include an update of
contract cost estimates compared with City cost to perform these
services. Please forward this information as soon as possible so
the
item can be scheduleIGNED for a
m~etin~ .~ -~_"r::'''-'__w.DoI-
future ways and Means Committee
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SIGNED
DATE
I\::,!"",FORM. 45472
S&lD PAl'S 1 AND 3 INT ACT .
'AIT 3 WIU II IUUINED WI1 H IEP"'.
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POL Y PAK ISO SETS) 4P472
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STEPS (from date of hire)
12345
HfreAt AfterJ mono After5 mono Afterg mono AfterT yr.
Custodial Aide
$3.50
$3.70
$3.90
$4.10
$4.30
PROPOSED PART-TIME CUSTODIAL AIDE SALARIES AND BENEFITS PER EMPLOYEE ON All AVERAGE
OF l,B62 HOURS PER YEAR
1ST YEAR, 465.5 HOURS PER QUARTER
465.5 X $3.50 pro hr...........$1,629.25
465.5 X $3.70 pro hr...........$1,722.35
465.5 X $3.90 pro hr...........$l,815.45
465.5 X $4.10 pro hr...........$1,908.55
Salary.............. .$7,075.60
State Unemployment .0025%......$
State Compo .0128%............$
Medicare.... .0145% ............$
18.00
91. 00
103.00
Total Salary plus benefits..$7,287.60 per employee, per first year
2ND YEAR, 1,862 HOURS
1,862 hours X $4.30 per hour...$ 8,006.60
Salary...............$ 8,006.60
40 hr. Vac. @ $4.30 pro hr.....$
40 hr. Sick. @ $4.30 pro hr....$
State Unemployment .0025%......$
State Compo .0128%.............$
Medicare. .0145%.............$
Hea 1 th & Li fe Ins.............. $
172.00
172.00
20.00
102.00
116.00
1,620.00
Total Salary plus benefits.$10,208.60 per employee, per second year
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CENTRAL CITY PLAZA SECTION
It is proposed that those facilities that require five-to-
seven days a week service, plus two shifts and are within
three to four blocks of each other, such as City Hall,
Central Citv Mall, Central Librarv, Police Decartment, Senior
Citizen Center and Downtown Parkinq Structure Crews,
supervised by one Senior Custodian assisted by one working
Lead Custodian, and nine Custodians, augmented by part-time
employees. As required, each of these facilities requires
attendant services. Total 6 facilities.
FIELD OPERATIONS SECTION
It is proposed that those facilities that require custodial
service two-to-five days a week be provided service by three
roving field crews, supervised by one Senior Custodian,
assisted by one working Lead Custodian, and three Custodians,
Augmented by part-time employees as required. To include
attendant service when required.
FACILITIES REQUIRING FIVE DAYS A WEEK SERVICES ARE AS
FOLLO~IS
1. Central Fire Station (Administrative Section)
2. Animal Shelter (Administrative Section)
3. Coddington Branch Library
4. Rowe Branch Library
5. Villasenor Branch Library
6. Park, Recreation & Community Services Center
7. Sierra Way Recreation Service Center
8. Sturges Auditorium
9. Nickolson Recreation Center
10.* Norton North West Recreation Center
11. Cultural Center
12.* Center for Disabled
13 Mill Recreation Center
14. Delmann Heights Recreation Center
15. Rudy Hernandez Recreation Center
NOTE: * FACILITIES REQUIRE ATTENDANT SERVICE
FACILITIES rEQUIRING THREE DAYS A WEEK SERVICE ARE AS
FOLLOWS
1. Six (6) Police Community Service Centers
2. Ruben Campos Recreation Center
3. Johnson Hall Recreation Center
4. Lytle Creek Recreation Center
5. Westside-Drop-In Community Service Center
6. Wests ide Postal Collection Center
7. SBETA
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FACILITIES REQUIRING TWO DAYS A WEEK SERVICE ARE AS FOLLOWS
1. Central Garage
2. Central Stores & Purchasing
Total 29 Facilities
This Section would also provide special events support
such as Memorial Day, Ground Breaking, Moving, etc.
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CONTRACT VS. CITY FORCES FINANCIAL ANALYSIS
NUMBER SALARY BENEFITS TOTAL
Custodial Supervisor (1) 26,448 7,315 33,763
Senior Custodians ( 2) 37,474 10,662 48,136
Lead Custodians ( 2) 35,668 10,308 45,976
Custodians (10) 169,810 49,860 219,670
SUB-TOTAL ...... .. (15) 269,400 78,145 347,545
Custodial Aids (32) 239,535 28,626 272,189
4.028
32,654
SUB-TOTAL ........ . (47) 508,935 110,799 619,734
SUPPLIES & EQUIPMENT ..........$
74,709
694,443
693,936
TOTAL ......................... $
DEPARTMENTAL CREDITS (Proposed)$
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CONTRACT VS. CITY FORCES FINANCIAL ANALYSIS
BUDGET
DEPARTMENTS F/Y 86-87
Animal Shelter Srvs. 3,706
City Treasurer-Postal
Collections 390
Purchasing/Central Stores 3,016
Fire-Administration 2,966
Library (Main & Branches) 91,857
Park, Recreation and Comm.
Services (Admin.) 4,503
Recreation (383) 60,000
C.I.D. (384) 18,087
Wests ide Drop-In (385) 1,361
Senior Citizens Center
(387) 35,988
Sturges Auditorium (389) 10,575
Police COP 55,282
Central Garage 2,956
City Hall/Parking
Structure 129,071
Central City Mall/Park-
ing 205,324
SBETA 5,038
SUB-TOTAL....... 647,034
CONTRACT MONITORING...... 29,712
TOTAL...... 676,746
PROPOSED
CONTRACT
FlY 87-88
1,200
390
1,575
1,386
74,676
4,503
91,730
16,632
756
20,097
11,709
46,374
1,628
136,553
250,498
3,132
679,753
29,712
709,465
12
REVISED
F/Y 87-88 DIFF.
2 , 6 86 + 1, 4 86
476 + 86
3,017 + 1,442
7,641 + 6,255
69,806 - 4,870
9,071 + 4,568
94,346 + 2,616
9,798 - 6,834
3,325 + 2,569
21,570 + 1,473
11,881 + 172
44,994 - 1,380
3,486 + 1,858
136,553 N/C
250,498 N/C
7,874 +4,742
693,936 + 14,183
N/C
693,936 - 15,529
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DEPARTMENTAL ACCOUNTS
l. Police Dept. Acct. No. 001-2ll-53ll5 44,994
2. Purchasing Acct. No. 001-122-53llS 3,017
3 . Garage Acct. No. 001-3ll-53ll5 3,486
4. Wests ide Postal
Collection Cntr. Acct. No. 001-042-53ll5 476
S. Libraries Acct. No. 105-471-53ll5 69,806
6. Fire Dept. Acct. No. 001-201-53ll5 7,641
7. Animal Control Acct. No. 124-233-53ll5 2,686
8. City Hall/5 Level Acct. No. 001-322-53115 136,553
9. Central City Mall Acct. No. 001-323-53ll5 250,498
10. SBETA Office Acct. No. 001-596-53ll5 7,874
ll. Park & Business
Improvement Fund Acct. No. 109-3S1-53ll5 16,914
PARK RECREATION & COmmNITY SERVICE
1. Administrative Office Acct. No. 001-381-53ll5 9,071
2. Recreation Acct. No. 001-383-53llS 94,346
3. C. I.D. Acct. No. 001-384-53ll5 9,798
4. Drop-In-Center Acct. No. 001-385-53ll5 3,325
5. Senior Citizen Acct. No. 001-387-53ll5 21,570
6. Sturges Acct. No. 001-389-S3ll5 11,881
TOTAL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 693,936
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COST BREAK DOWN
TOTAL
COST
17%
OVERHEAD
COST
SUPPLIES
EQUIPMENT
COST
LABOR
COST
Purchasing 3,017 438 790 1,789
Garage 3,486 438 1,259 1,789
Police Dept.
Sub-Stations 6 , 5 89 957 1,607 4,025
Drop-In-Center 3,325 483 1,500 1,342
Johnson Hall 5,166 750 1,500 2,916
Lytle Creek 4,109 597 1,500 2,012
Ruben Campos 6,343 921 1,500 3,922
Westside Postal
Collection Cntr. 476 69 72 335
SBETA 7,874 1,144 1,500 5,230
Fire Dept. 7,641 1,110 1,500 5,031
Animal Shelte r 2,686 390 60 2,236
Coddington Library 6,333 920 1,500 3,913
Rowe Library 7,641 1,110 1,500 5,031
Villasenor Library 13,049 1,896 2,436 8,717
Park & Recreation
Administrative 9,071 1,398 1,272 6,481
Sierra Way Rec.
Center 10,798 1,569 2,748 6,481
Sturges 11,881 1,726 3,000 7,155
Nicholson 10, 840 1,575 2,784 6,481
Cultural Center 8,943 1,299 2,784 4,860
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Mill Center 10,906 1,585 2,784 6,537
Hernandez Cntr. 15,030 2,184 2,784 10,062
Delrnann Heights 15,030 2,184 2,784 10,062
Senior Citizen 21,570 3,134 2,784 15,652
C.l.D. 9,798 1,424 2,784 5,590
Norton North 7,181 1,043 2,784 3,354
Main Library 42,783 6,216 3,928 32,639
Main Police Dpt. 38,405 5,580 4,658 28,167
City Hall 136,553 18,242 11,002 107,309
Mall 250,498 36,397 7,605 206,496
Parking District 16,914 2,474 2,600 11,840
TOTAL. . . . . 693,936 99,173 77,309 517,454
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