HomeMy WebLinkAbout26- Administration CIT OF SAN BERNARDI[" 1 - REQUE''T FOR COUNCIL AC's^')N
From: James C. Richardson , Subject: Workshop - Expanded Code Enforcement
Deputy City Administrator - Development and Project Renaissance
Dept: Admi ni s trati on
Date: December 22, 1987 t '
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Synopsis of Previous Council action:
December 7, 1987 - The Mayor and Common Council held a workshop to discuss t'
Mayor's proposal for expanded (MAC) code enforcement and
Project Renaissance. i',-3 `-
November 19 , 1987 - Redevelopment Committee received and discussed a memoraMum
proposing a contract for code enforcement services in RDA
project areas .
July 10, 1987 - Mayor and Common Council held a planning session at which time
"Project Renaissance" was identified as a priority to improve
the quality of life through a coordinated effort of all
City departments .
Recommended motion:
Adopt Resolution
Signature
Contact person: lamps f Ri rharrisnn Depute City Phone:—2 274
Administrator - Development
Supporting data attached: Staff Report, Resolution a ad Ward:ri t w i r♦o
correspondence To be determined
FUNDING REQUIREMENTS: Amount: Source:
Finance:
Council Notes:
dP dip-4
A---f4� i+.— K1- r
CIT . OF SAN BERNARDH 3 - REouer FOR COUNCIL ACti )N
STAFF REPORT
On December 7, 1987, the Mayor and Common Council held a
workshop on three agenda items: the More Attractive
Community (MAC) Code Enforcement proposal, Project
Renaissance, and the RDA contract for code enforcement
services. There were concerns raised about the impact of
these programs upon the various City departments. I reviewed
the attached summary of impacts on City departments and
several department heads submitted separate written impact
statements (also attached) . Additionally, excerpts of the
three agenda items are attached for information. purposes
including the resolution on Project Renaissance. These items
were continued to the January 4 , 1988, workshop to further
discuss the subject matter. Some of the salient issues at
the 12/7/87 workshop were:
1. The timeliness for return of fines and charges
which related to the cost of new positions.
2 . The possible dispersal of homeless persons
resulting from a concentration of efforts for the
first target area of Project Renaissance.
3 . Identification of the past and current effort and
cost for the MAC program.
4 . The relationship of MAC and Project Renaissance to
current service levels.
5. The adequacy of current workload for building
inspection activities compared to the proposal to
expand code enforcement.
6. The operational impact of reassigning and
centralizing code enforcement activities.
Beyond the issues outlined and the information transmitted,
the basic policy question remains as to the timing and level
of expanded code enforcement. Absent clearly identified
direction and a program strategy, the Mayor and Common
Council may wish to delay expansion of MAC code enforcement
and Project Renaissance until the 1988-89 Budget. An obvious
alternative is to endorse the Mayor's MAC code enforcement
program and adopt the resolution for Project Renaissance.
Hopefully a consensus on policy direction can be obtained at
the January 4, 1988, workshop.
J C. RICHAR SON, `J
D uty City Administrator -
evelopment Services
n++,,.ti—+� /7l
IMPACT OF MAC CODE ENFORCEMENT AND PROJECT RENAISSANCE
UPON CITY DEPARTMENTS
Animal Control: Minimal, i.e. , no more impact than in
Delmann Heights; complaints can serve a preventive purpose.
Public Services: Financial support from Refuse Fund; weed
abatement procedures would be impacted but can be helped;
weed abatement could be reassigned as a second phase of
consolidation; enforcement should reduce widespread litter.
RDA: Contract administration; financial support; upgraded
service level for 11 project areas; current code enforcement
regarded as insufficient.
Police: Minimal impact as significant coordination occurs
for code enforcement now, i.e. , uniformed police officers
assist as required; long term benefit with improved image to
help with crime prevention.
Fire: Reassignment of Fire Inspector will impact inspection
activities; reduce clerical workload; plan check procedures
could benefit; "in-service" inspection would help mitigate
inspector loss; lessen burden of vehicle abatement; public
safety impact is regarded as an acceptable manageable risk.
City Clerk: Increased records and filings, i.e. , liens;
better coordination for C of O's; could increase business
license revenues.
Legal: Increased coordination of legal activity, i.e. , BBC
cases; impact to be offset by new Investigator position.
Planning: Beneficial as zoning enforcement and follow-up on
C.U.P. 's is limited due to other priorities.
Community Development: Some impact on CDBG such as housing
rehab; Director to serve as Assistant Project Manager for
Project Renaissance.
Mayor' s Office: The MAC program would shift in emphasis to
one of coordination; more concentration on community
involvement and image enhancement; complaints should drop.
Administration: Through the Deputy City Administrator for
Development, overall operational management will be
centralized; increased activity with MAC and Project
Renaissance.
Council Office: The Project Renaissance identified as a high
priority and can now be implemented; MAC & Project
December 22, 1987
Impact of MAC Code Enfor,,ement and
Project Renaissance upon City Departments
December 4 , 1987
Page 2
Renaissance will enhance image of community and should cut
the number of complaints.
Personnel: Recruitment of staff for code enforcement
positions and new job descriptions; minimal impact.
Parks & Recreation: Minimal impact.
Water: None anticipated.
Public Works/Engineering: Construction specifications and
capitol improvements, otherwise minimal impact.
Building & Safety: The greatest impact will be on this
department; the centralization of code enforcement activities
will increase accountability through improved organization; a
new CODE ENFORCEMENT DIVISION would be created with
significant new resources to advance MAC and Project
Renaissance; an implementation plan will need to be
established with an emphasis on public relations effect of
wide scale and intensified enforcement activities; an
immediate and strong commitment to these programs will
greatly enhance the long term benefit to the department, the
City and the people.
Prepared by James C. Richardson, Deputy City Administrator -
Development Services, December 4 , 1987 . ,
December 22, 1987
`,ITY OF SAN BER► .ARDINO MEMORANDUM(.
JAMES C . RICHARDSON , Deputy City ROGER HARDGRAVE , Dir . of
To Administrator/Development From Public Works/City Engr .
Subject Public Works Responsibilities --MAC Date December 7 , 19^7
Code Enforcement/Project Renaissance File No . 6 . 50
Approved Date
The following statement is provided for the workshop with the
Mayor and Council , as requested by your memorandum of 11-30-87 .
The Public Works Department has the responsibility of ensuring
that all street construction and grading work are done in com-
pliance with City Codes . Also , to monitor public buildings to
verify that health and safety codes are being met .
Staffing for this responsibility is basically the Construction
Inspectors in the Engineering Division , and building maintenance
personnel in the Public Buildings Division . Construction In-
spectors oversee City public works projects and private develop-
ments to ensure they are constructed in accordance with approved
plans .
None of the Public Works Department personnel have citation
powers . This situation is due to the fact that these personnel
are not directly involved with correcting violations of City
codes . They could submit reports of possible violations that
they happen to observe , if desired .
Please advise if you wo like any further information .
ROGER G . HARDGRAVE
Director of Public Works/City Engineer
RGH : rs
IN PF�0 LSS
SAN BERNARDINO CITY FIRE DEPARTMENT
MEMORANDUM
TO: GERALD M. NEWCOMBE
FROM: MIKEL J. PARK
SUBJECT: DEPARTMENT RESPONSIBILITIES
DATE: 12/4/87
DEPARTMENT RESPONSIBILITIES
INSPECT ALL OCCUPANCIES IN THE CITY TO ENFORCE REQUIREMENTS OF:
UNIFORM FIRE CODE
UNIFORM BUILDING CODE
NATIONAL FIRE CODES
CALIFORNIA ADMINISTRATIVE CODES TITLE 19 , TITLE 24 AND TITLE 25
HEALTH AND SAFETY CODE
MUNICIPLE CODE
THIS INVOLVES MAKING APPROXIMATELY 141100 INSPECTIONS ANNUALY, OF THIS
THE ENGINE COMPANIES CONDUCT 4 , 700. THE REMAINING 9 , 400 ARE ASSIGNED
TO THE FIRE PREVENTION BUREAU'S FOUR INSPECTORS .
DEPARMENT STAFFING
THE FIRE PREVENTION BUREAU IS MADE UP OF:
FIRE MARSHAL - RESPONSIBLE FOR MANAGEMENT OF THE FIRE PREVENTION BUREAU
AND THE FIRE/ARSON DIVISION , ALSO THE E.R. C. AND D.R. C.
FIRE/ ARSON INVESTIGATOR. . RESPONSIBILE FOR INVESTIGATION OF FIRES TO
DETERMINE THE CAUSE AND ORIGIN , PRESERVE EVIDENCE , AND ASSIST WITH
THE PROSECUTION .
ASSISTANT FIRE MARSHAL. .RESPONSIBILE FOR PLAN CHECK, TRAINING AND
ENGINE COMPANY INSPECTIONS .
PUBLIC EDUCATOR. .RESPONSIBLE FOR PUBLIC FIRE EDUCATION ,PROGRAMS AND
DEMONSTRATIONS. DEVELOPMENT AND APPLICATION OF PROGRAMS .
FIRE INSPECTORS (4) . .RESPONSIBLE FOR C OF O'S ,SCHOOLS ,PUBLIC ASSEMBLIES ,
HAZARDOUS OCCUPANCIES , COMPLAINT , STATE FIRE MARSHAL OCCUPANCIES , NEW
INSTALLATIONS , HOSPITALS AND VEHICLE ABATEMENT .
CLERK. . RESPONSIBILE FOR ALL TYPING ,FILING AND PHONES FOR THE BUREAU
AND FIRE/ARSON .
December 22, 1987
REVIEW OF
FIRE PREVENTION
STAFF WORK LOAD
TYPE OF COMPLETED TOTAL
INSPECTION INSPECTIONS MANDATED*
C OF 0 1446 1446
SCHOOLS 82 164
STATE FIRE MARSHAL 676 970
COMPLAINTS 1697 1697
HAZARDOUS 73 612
PUBLIC ASSEMBLIES 180 1287
VEHICLE ABATEMENT** 1860 1860
SPECIAL INSPECTIONS 400 750
FIRE PROTECTION 648 648
INSTALLATIONS
o
TOTAL 7062 9434
PLAN CHECK 674 (REQUIRES AN AVERAGE OF 1 . 25 HOURS PER PLAN)
OR 850 HOURS .
PUBLIC ED.PROGRAMS 37 COMPLETED , ESTIMATE 230 FOR NEXT YEAR,
NEW BUSINESSES 407 COMMERCIAL , 146 APARTMENT BLDGS. (4900 UNITS )
ADDED IN 1987
NOTE:
SPECIAL INSPECTIONS ARE , FIRE WORKS BOOTHS , CHRISTMAS TREES LOTS ,
ORANGE SHOW SET UP , NIGHT TIME PUBLIC ASSEMBLY AND HOLIDAY OVERSTOCK
INSPECTIONS .
*TOTAL MANDATED— SHOWS THE TOTAL OF INSPECTIONS REQUIRED ANNUALY. SOME
OCCUPANCIES REQUIRE MORE THAT ONE INSPECTION EACH YEAR.
" **VEHICLE ABATEMENT—IS AN ESTIMATE OF THE TOTAL NUMBER OF VEHICLES
-2-
December 22, 1987
FIRE PREVENTION STAFFING COMPARISON
i
CITY ASSESSED STAFF POPULATION STAFF PER CAPITA
VALUE
RIVERSIDE 4.48 BIL 11 198 , 000 18 , 000
RIALTO 1 .4 BIL 4 56 , 000 14 , 000
ONTARIO 2. 8 BIL 9 114 , 526 12 , 725
POMONA 2 . 79 BIL 9 113 , 000 12 , 555
VICTORVILLE 842 MIL 2 26 , 441 13 , 220
MONCLAIR 601 MIL 5 30 , 000 6 , 000
UPLAND 1 . 53 BIL 3 58 , 700 19 , 566
COLTON 625 MIL 2 32 , 000 1 , 600
LOMA LINDA 2 12 , 800 6 , 400
CREST FOREST 580 MIL 2 13 , 000 6 , 500
SAN BERNARDINO 2 . 2 BIL 7 140 , 851 20 , 121
AVERAGE 1 INSPECTOR PER 11 , 813 OF POPULATION
NOTE: SAN BERNARDINO CITY IS THE ONLY DEPARTMENT THAT DOES VEHICLE
ABATEMENT .
-3-
December 22, 1987
CITY OF SAN BEI _.+IARDINO - MEMORANDUN. .
To James Richardson,Deputy City Administrator From D.L.Biggs , Director
Development Services Animal Control
Subject Project Renaissance Date Dec. 4, 1987
Approved Date
In reviewing the past workload of the area to be included in Project
Renaissance, it does not appear that an overwhelming animal problem
exists , compared to other areas of the City. It seems that most of
the calls this Department responds to are on abandoned dogs left by
transient tenants .
Although we do not feel it is necessary to assign an officer to the
area at this time, staff will be available to respond to any complaint
received.
Deborah L. Biggg
Director of Animal Control
CITY ON THE--M;OVZ
December 22, 1987
t00%
CITY OF SAN BERNARDINO - MEMORANDUM
Donald J. Burnett
To James C. Richardson, Deputy City Administrator From Chief of Police
Subject MAC Code Enforcement/Project Renaissance Date December 7, 1987
Approved Date
The Police Department participates in the identification and resolve of
code enforcement problems/violations on a daily basis. The concept of
community-oriented policing dictates the involvement of the police in this y
area in response to its holistic approach to crime reduction.
I
We initiate warnings to persons in violation of various Municipal Codes
such as yard sales, inoperable vehicles on private property, and Health and
Safety Code violations. This information, in many cases, is transmitted to
the various departments who have authority over compliance.
Further, we participate in the Developmental and Environmental Review
Committees in an effort to identify potential crime problems related to
design and engineering. We provide security requirements to developers,
and we have proposed a building security ordinance which would involve a
code enforcement officer insuring that the security provisions adopted are
complied with.
Our most intensive code enforcement effort is in the area of abandoned
vehicles on city streets, Title 10 of the Municipal Code. During the first
11 months of this year, we have tagged 5,340 vehicles and towed 660. In
this regard, we have expended one-person year just on this activity.
Donald J. Burnett
Chief of Police
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T C11 OF SAN BERNARDI"O - REQUFIT FOR COUNCIL AC-40N
From: Mayor Evlyn Wilcox Subject: More Attractive Community Code
Enforcement Program
Dept: Mayor's Office
Date: November 23, 1987
Synopsis of Previous Council action:
12-9-36 Resolution No. 86-496 provided additional staffing to the department
of Building & Safety for code enforcement.
10-5-87 Mayor & Common Council approval of Resolution converting an inspector
position to code compliance officer for additional code enforcement
activities.
Recommended motion:
That the !layor and Common Council approve the More Attractive Community code enforce-
ment program, and authorize the staffing, operating expenses and equipment outlay
as proposed.
cc: glenda Saul , Executive Director, RDA
'4anuel P. Moreno, Jr. , Public Services Director
Gerald Newcombe, Fire Chief
Dean Pagel , Building Inspection Supervisor
S gnature
Contact person: James C . Richardson, Deputy City Admin. - Phone: 384-5274
eve opmen ervices
Supporting date attached:
Staff Report ward: Ci ty-14i de
FUNDING REQUIREMENTS: Amount: 157 ,750
Source: (ACCT NO.) 001-183-5-2, 2',/5843
(ACCT. DESCRIPTION)personal Services : Materials , Services
and Supplies-._ anti F Finance: �^
Funds: General $45,200: Refuse $60,960; RDA X51,590
Council Notes:
Dprpmhar 99 19127
BACKGROUND
In identifying requirements for "Project Renaissance, " Mayor
Wilcox asked that the relationship to the More Attractive
Community (M.A.C. ) team and routine code enforcement
activities be addressed. The Mayor had stressed for the
Renaissance Program to be successful without impacting
existing code enforcement efforts, an expanded code
enforcement program would be necessary. Additionally,
Councilman Maudsley has asked about additional personnel for
building inspection and code enforcement. Herein outlined is
a proposal that has been reviewed by the Mayor with the
various departments involved which will significantly expand
code enforcement activities. For many years, there was only
one code enforcement position but that has been increased to
three positions in the past year.
NEED
During my acting directorship for the Building & Safety
Department, it has become obvious that greater supervision is
needed regardless of the number of code enforcement
personnel . Currently, the Building Inspection Supervisor
provides supervision of code enforcement as assisted by the
Senior General Building Inspector. The backlog of complaints
has been significant and no systematic code enforcement work
is occurring. This backlog is dramatic when one tours the
City of San Bernardino and sees a significant number of
houses and structures that are deteriorating, vacant lots too
numerous to count with junk and debris present, hundreds of
abandoned/inoperative vehicles. These general . conditions
cannot effectively be dealt with by only three positions. The
Mayor and Common Council want, and the people, deserve a more
attractive community (MAC) that can occur with a concentrated
effort and the increased staffing of a separately identified
Code Enforcement Division. There have been general concerns
raised about the need for increased code enforcement by the
General Plan Citizen Advisory Committee and the Board of
Building Commissioners. Finally, a previous; staff study for
combined code enforcement by Mr. Schweitzer rakes obvious the
need for greater interdepartmental coordination and
centralization of staff efforts.
PROPOSAL
Since there appears to be significant support and interest
for expanding code enforcement, a comprehensive proposal has
been developed accordingly. Financial support from other
funds and sources is necessary due to limitations on the
General Fund. while fines can support some additional
staffing, it is not recommended to go beyond that which is
herein outlined. This expanded enforcement proposal would
call for the establishment of a separate "Code Enforcement
November 23, 1987
December 22, 1987
Request for Council Act n - Staff Rep t
Expanded Code Enforcement Program
November 5, 1987
Page 2
Division" within the Building and Safety Department. The
details of this proposal are outlined in the attached charts
describing each program element, staffing, costs and the
funding source. The following is a summary of the proposal
for expanded code enforcement:
1987-88
Program Elements Staffing Cost
1. Code Enforcement Supervision +1. 0 $ 16, 720
2 . Contract w/Redevelopment Agency +2 . 5 51, 590
3 . Contract w/Refuse Fund +2 . 5 60,960
4 . Transfer/Expand Vehicle Abatement +2 . 0 28, 480
Subtotal - MAC Program +8 . 0 $157 , 750
5. Current Code Enforcement Section 3 . 0 126, 180
TOTAL Code Enforcement Division 11. 0 $283 , 930
The projected revenues from fines and fees for these code
enforcement activities are outlined below:
Program Elements 1987-88 1988-89
1. Code Enforcement Supervision $ 23 , 820 $ 47 , 440
2 . Contract with RDA 10, 000 15, 000
3 . Contract with Refuse Fund 48 , 750 92 , 500
4 . Transfer/Expand Vehicle
Abatement 32 , 60 60, 000
MAC Program Revenues $115, 200 $214 , 940
A comparison of the new costs and revenues, as proposed, are
outlined as follows by year:
1987-82 1988-89
MAC Program Costs $157 , 750 $237 , 170
MAC Program Revenues $115 , 200 $214, 940
Revenues as % of Costs 73% 90. 6%
The combined second year (1988-89) cost would be $359 , 760 as
compared with $283 , 930 in 1987-88 and would provide full-year
costs for staffing while discontinuing certain equipment
outlay expenses. The staffing additions would include six
positions which are tied to contracts or funding levels and
November 23, 1987
December 22, 1987
Request for council Action - -,Lair xeporz
Expanded Code Enforcemei Program
November 5, 1987
Page 3
could be discontinued if necessary.
RECOMMENDATION
I would recommend the endorsement of this proposal for
expanded code enforcement as presented. The proposal, as
presented, will help centralize code enforcement and
demonstrate the commitment of the Common Council to a City
that is proud and seeks to improve itself. This proposal is
closely related to Project Renaissance and routine code
compliance responsibilities and an expanded MAC Code
Enforcement Program will eventually lead to a greatly
enhanced image through stronger enforcement of community
standards.
J ES C. RICH RDSON,
eputy City Administrator -
Development Services
mtb
Attachments (5)
November 23, 1987
December 22, 1937
1. Code Enforcement Supervision
a. Program Description:
Reclassify an existing General Building Inspector
position to a supervisor for the "Code Enforcement
Division. " A fully staffed division will demand a mid-
management position for scheduling, monitoring and
controlling the workload.
b. Staffing:
Convert an Inspector position to Code
Enforcement Supervisor +1. 0
C. Costs:
(Personal Services) Reclassify posi-
tion from Range 1103 to Range 2141
with an increase of $807/month
plus 30% fringes for 6 months $ 6, 300
(Materials, Services & Supplies)
Postage, printing, copying, advertis-
ing, office, training and special supplies
at $150/month for 6 months 900
Garage Charges $120/month for 6
months 720
(Equipment Outlay) Used mid-sized
sedan 8 , 000
Desk, chair and file cabinet 800
First Year Costs $16, 720
Second Year Costs $18 , 490
d. Funding Source:
Administration and overhead c;;arges of 100 for
supervision are estimated at $4 , L40 for RDA and $4 , 680
for Refuse Fund ( first year x3 , 820 ; _ Second year
$17 , 440) . Additionally adminis-rati.ve charges for
board-ups are estimated at $200 each with 75 to 150 per
year. Program revenues projected at $23 , 830 for
months and $47 , 440 annually.
November 23, 1987
December 22, 1987
2. Contract with Redei opment Agency IDA)
a. Program Description:
Establish a contract or memorandum of understanding
(M.O.U. ) between the RDA and the City for expanded code
enforcement services. Field and support personnel
(+2.5 FTE) , equipment and supplies would be added for
sign abatement, zoning enforcement and general property
maintenance in the 12 RDA project areas program to
begin January 1, 1988, with staff on a year-to-year
contract, rather than being "regular" City employees.
b. Staffing:
Add Code Compliance Officer +1. 0
Add Abatement Technician +1.0
Clerical Support/half-time +0. 5
C. Cost:
(Personal Services) Code Compliance
Officer, Range 1103 at $2 , 028/month
plus 25% fringes for 6 months $15, 210
General Abatement Technician, Range
1083 at $1584/month plus 25% fringes
for 6 months 11, 880
Typist Clerk I (half-time) , Range
1049 at $1, 041/month plus 25% fringes
for 6 months 3 , 900
(Materials, Services & Supplies)
Rental of 2 vehicles at $250/month
and operating expense of $120/month
for 6 months 4 , 440
Postage, printing, copying, training,
office and special supplies at $170/month
for 6 months 1, 020
Emergency Abatement (signs, etc. ) 5, 000
Program administration/overhead 10% 4 , 140
(Equipment Outlay)
2 desks, 2 chairs, 2 files, typewriter,
2 recorders and transcriber 4 , 000
Radio Equipment 2 , 000
First Year Cost $51, 590
Second Year Cost $84 , 280
d. Funding Source:
M.O.U. between RDA and Building &
Safety Department funded annually by
RDA and charged back to project areas.
Also, fees of sign abatements are
estimated at $50 each for 200 signs and
emergency abatements for program revenues
$10, 000 in 6 months adn $15, 000 annually.
November 23, 1987
December 22, 1987
3. Contract with Refu:. _ Fund
a. Program Description:
Establish a contract or memorandum of understanding
(M.O.U. ) between the Public Services Department for
expanded code enforcement services. Field and support
personnel (+2 .5 FTE) , equipment and supplies would be
added for Project Renaissance, litter control, property
maintenance and general abatement activities. This
program would begin January 1, 1988, with staff on a
year-to-year contract rather than being "regular" City
employees.
b. Staffing:
Add Code Compliance Officer +1. 0
Add Abatement Technician +1. 0
Clerical Support/half-time +0. 5
C. Cost:
(Personal Services) Code Compliance
Officer, Range 1103 at $2 , 028/month
plus 25% fringes for 6 months $15,210
General Abatement Technician, Range
1083 at $1584/month plus 25% fringes
for 6 months 11, 880
Typist Clerk I (half-time) , Range
1049 at $1, 041/month plus 25% fringes
for 6 months 3 , 900
(Materials, Services and Supplies)
Rental of 2 vehicles at $250/month
and operating expenses of $120/month
for 6 months 4 , 440
Postage, printing, copying, advertising,
training, office and special supplies at
$225/month for 6 months 1, 350
Emergency Abatements (litter,
nuisances) 5, 000
Special Projects (youth/community
groups) . 5, 000
Program administration/overhead 100�; 4 , 680
(Equipment Outlay) Desk, chair, file,
2-mini recorders and micro computer 7, 500
Radio Eqipment 2 , 000
First Year Cost $60, 960
Second Year Cost $90, 110
d. Funding Source:
Fees from abatement charges to property owners. Also
chargL-s to refuse Fund for litter control (500
parcels at $50 each) . Administrative fees for property
and more involved clean-ups for approximately 500
parcels annually at $125 each. Program revenues would
be $48 , 750 in 6 months and $92 , 500 annually including
emergency abatement charges.
Mnvomhor 91 1487 December 22. 1987
4. Transfer/Expand Ve' :le Abatement
a. Program Description:
Transfer the abatement of inoperative vehicles from the
Fire Department to the Building & Safety Department and
add a position to provide for expanded vehicle
abatement activities. The additional position would be
on a year-to-year contract rather than "regular" City
employees.
b. Staffing
Transfer Fire Prevention Inspector
and reclassify as Code Compliance
Officer +1. 0
Add Vehicle Abatement Technician +1. 0
C. Costs:
(Personal Services) Reclassify "Fire"
position from Range 1103 to "Code"
position, Range 1111 with an increase
of $211/month plus 15% fringes for
6 months $ 1, 460
Vehicle Abatement Technician,
Range 1083 at $1, 584/month plus
25% fringes for 6 months 11, 880
(Materials, Services & Supplies)
Rental of 2 vehicle at $250/month
and operating expenses of $120/month
for 6 months 4 , 440
Postage, printing, training, copying and office
supplies $200/month for 6 months 1, 200
Emergency abatement (dismanteling
cars) 5, 000
(Equipment Outlay) 2 desks, 2 chairs and
2 files 2 , 500
Radio Equipment 2 , 000
First Year Costs $28 , 480
Second Year Costs $44 , 290
d. Funding Source:
Administrative fees of $100 for removal of vehicles an:l
the pass-through fees of $25 for dismantler;
based on abatement of 220 vehicles in 6 months. Program
revenues would be $32 , 630 for 6 months and $60 , 000
annually including emergency abatement charges.
November 23, 1987
December 22, 1987
5. Current Code Enforr-ement Section
a. Program Description:
The Building and Safety Department currently utilizes
three positions in general code enforcement activities
throughout the City of San Bernardino. There is a
backlog of routine complaints, while emergency
abatement actions are quick in response. More
difficult cases involving demolition are slowed by
complexity and limitations of staff time and budget
resources. Current functions include M.A.C. , Mobile
Home Parks and general/Council complaints.
b. Staffing:
Currently there are three code compliance3 . 0
representatives assigned to code enforce-
ment and general supervision by a Senior
Building Inspector, the Building Inspector
Supervisor and the Building & Safety Director.
C. Cost:
(Personal Services) Three (3) Code
Compliance Representatives classified in
Range 1111 plus 25% fringe benefits $105, 250
(Materials, Services & Supplies)
Garage Charges $1440/yr. , for 3 cars 4 , 320
Postage, printing, copying, advertising,
office and special supplies $200/mo. 2 , 400
Data Processing Charges - In House 1/3
of total 4 , 460
Telephone charges 1/6 of total 900
(Equipment Outlay) Pick-up (replacem 8 , 850
Estimated 1987-88 Budget $126, 180
Projected 1988-89 "Base Budget"$122 , 590
d. Funding Source:
General Fund solely, although some fines and fees help
offset expenses to a minor extent.
November 23, 1987
December 22, 1987
EXHIBIT "A"
1 RESOLUTION NUMBER
2
RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING AND
3 DIRECTING THE IMPLEMENTATION OF A PLAN OF ACTION FOR PROJECT
RENAISSANCE, SETTING FORTH CERTAIN ACTIONS TO BE TAKEN BY CITY,
4 ASSIGNING CERTAIN RESPONSIBILITIES, AND ESTABLISHING REPORTING
REQUIREMENTS OF THE PROJECT MANAGER AND ASSISTANT PROJECT
5 MANAGER.
6 SECTION 1. Recitals
7 a. The Mayor and Common Council of the City of San
8 Bernardino on July 10, 1987 conducted a workshop at California
9 State University, San Bernardino, and identified -specific goals
10 relating to the beautification and revitalization of certain
11 inner City areas and the enhancement of, the ov:irall City
12 As a result of the More Attractive Community Team's successful
13 coordinated effort to "clean up and Crime-down" certain
14 commercial and resiential areas of the City, the Mayor and Common
15 Council recognized a comprehensive approach was necesary, and
16 then established Project Renaissance.
17 Recognizing a comprehensive approach was necessary base on
18 the More Attractive Community Team' s successful coordinated
19 efforts to "clean-up and crime-down" certain commercial and
20 residential areas of the City, the Mayor and Common Council
21 established Project Renaissance, a City-wide program which will
22 have various target areas as selected by action of the Mayor and
23 Common Council.
24 b. The Mayor and Common Council established the first
25 Project Renaissance target area as that area generally bounded by
26 5th Street on the South, 9th Street on the North, "E" Street on
27 the East and Interstate 215 on the West, and requested an
28 assessment of resources necessary to accomplish certain goals and
No ,ember 23, 1987 December 22, 1987
I objectives.
2 C. A three (3) part Plan of Action has been developed
3 which includes organization and support, clean-up and
4 beautification, and public and community facilities as major
5 components of said Plan, and requires quarterly reports to be
6 submitted to the Mayor and Common Council by the Project Manager
7 and Assistant Project Manager. A copy of said Plan is attached
8 hereto as Exhibit 11111 .
9 SECTION 2 . Implementation
10 The Mayor and Common Council hereby approves the Plan of
11 Action for Project Renaissance, with said Plan to be implemented
12 in that general area described under Section l(b) herein. The
13 Project Manager and Assistant Project Manager of the City of San
14 Bernardino are hereby authorized and directed to proceed with the
15 implementation of the Project Renaissance Plan of Action as
16 described hereinabove.
17 I HEREBY CERTIFY that the foregoing resolution was duly
18 adopted by the Mayor and Common Council of the City of San
19 Bernardino at a meeting thereof, held on the
20 day of 1987 by the following
21 vote, to wit:
22 AYES: Councilpersons
23
24
NAYES: -
25
ABSENT: _— -- --- - - -
26
27 City Clerk
28
November 23, 1937
December 22, 1987
1 The foregoing is hereby approved this _ day of
2 1987.
3
4 Mayor of the City of San
Bernardino
5 Approved as to form
and legal content:
6
7 f -�-
i(L /
City Attorney
8
9 KJH/lab
0572
10
11
12
13
14
15
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18
19 j
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22 I
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December 22, 1937
I
Exhibit 1
PROJECT APPROACH
Project Renaissance, once officially endorsed by the Mayor
and Common Council, would be pursued on a "phased" approach
as will now be outlined.
Phase I: "Organization and Support"
a. Time frame - 90 days ending February 15,
1988
b. Task - To organize City staff to establish
internal goals and objects throughout the
project.
C. Task - To gain the support of. residents,
tenants and landlords for the first target
area.
d. Comment - Once there is staff organization
and neighborhood support established,
coordination of these efforts will continue
throughout the life of the project.
Phase II : "Clean-up and Beautification"
a. Time frame - 150 days (from 2/15/88 to
7/13/88)
b. Task - To schedule an initial neighborhood
clean-up campaign.
C. Task - To coordinate the City' s efforts
toward voluntary compliance with code and
property maintenance standards to beautify
the first target area.
d. Task - To coordinate enforcement efforts to
control "undesirable elements" to achieve a
"crime down" in the area.
e. Comment: Continue organization and support
of City staff, therefore, neighborhood
residents can achieve a visable turn
around.
Phase III : "Public and Community Improvements"
a. Time frame - 270 days (7/14/88 to 4/9/89)
b. Task - To design and construct City capital
improvements in the area.
C. Task - To identify and complete a community
project that identifies the first target
area and creates a sense of pride among
residents.
d. Task - To establish a self sustaining
program that regularly communicates,
neighborhood concerns to the City and
routinely schedules activities to continue
beautification efforts.
e. Comment: Assuming the successful
completion of all three phases, "Project
Renaissance" will create a More Attractive
Community" in target area one, which should
become a model for the next selected target
area.
November 23, 1987
December 22, 1987