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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 The question is, if this section of the Municipal Code was repealed, would the City still have to pay differential pay (premium/longevity)?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 If this code section is repealed, the past practices still are a matter of record, they still occurred, and past practices may not be changed unilaterally.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 by an attempt to ignore the very past practices the ordinance documents. .1dynes F. Penman y Attorney Z/0/� CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FY 1998-1999 GENERAL FUND ". ..,� BUDGETS ,, rMtDYR SSE`. .. 3E DG ES. ( ' i h ESTIMATEDaREt/ENUE♦, ... ... . . " u.r. «,.a. s. Property Taxes $ 7,110,000 $ 7,185,000 $ 6,923,600 $ (186,400) $ (261,400) Other Taxes 41,063,900 40,624,900 40,774,500 (289,400) 149,600 Licenses& Permits 5,171,600 5,140,300 4,982,000 (189,600) (158,300) Fines and Penalties 576,000 575,000 609,000 33,000 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 3,055,700 2,851,400 2,825,400 (230,300) (26,000) Total Estimated Revenues $ 72,556,400 $ 72,106,300 $ 72,027,500 $ (528,900) $ (78,800) Total Transfers In $ 6,835,400 $ 7,000,200 $ 7,186,200 $ 350,800 $ 186,000 TGQTAL.ESTIMATED FUNDS AVAILABLE $:79,391",800 $,,79,106,500,1;$2 79,213 J00 78'.100)1:$ ESTIMATED.EXPENDITURES--"'--,'',"", 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 492,200 422,100 422,100 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 $ 81,540,400 $ 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 $ (3,100,000) $ - $ - $ (3,100,000) $ - TOTAI»ESTIMATED.DEDUC710NS." ".. $ 81;829,900" $'82,678,800= 5!";.81,171;700" $ wl. 4,582003x� 1.,5Q7;`100 EXCESS 1,(DEFICIENCY) OF AVAILABLE OVEN DEDUCTIONS. $ (2,238,100) $ (3,572,300) "$" (1",958;Ob0) $ 280,100 1,614,300 BEGINNING FUND BALANCE 7.1-98 - $ 4,655,300_L$ 4,655,300 '$; .4,655,300 $-, -, ' � _ $ ', ENDING FUND BALANCE 8-30-99 $ 2,417,200 $ 1,083,000 '$ 2,697,300 $ 280,100" $" 1,614,300 BUDGETED RESERVE $ 2,417,200 $ 1,083,000 $ 2,500,000 $. 82,800 1 $ 1,417,000 BUDGET EXCESS/(DEFICIENCY)6/30199 1 $ $' $ 197,300 $ 197,3001 $ 197,300 'Budget column reflects all budget amendments and approved carryovers from FY 1997-98. / rf` 1 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 151100 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% CATV 19,800 - 40,000 12% LIBRARY 79,000 64,700 70,200 3% TOTAL* $ 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 ESTIMATE ADDITIONS TOTAL- _;.DEDUCTIONS IESTIMATED BALANCE FOR TC7TAL BALANCE FUND l TITLE � �..� � -99% REVENUES TRANSFER BUDGET EXPENSES TRANSFER .JDEDUGT 001 GENERAL;FUND* ; 197,300 74,699,900 1 7,292,800 82,190,000 81,157,400 1 3,186,400 84,343,800 (2,153,800) SPECIAL REVENUE FUNDS. " 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&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-AB 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 0 115,000 14,500 124 ANIMAL CONTROL 5,000 828,300 120,400 953,700 953,700 0 953,700 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&RD TAX 2,573,400 1,820,000 0 4,393,400 4,099,500 190,700 4,290,200 1 103,200 131 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)1 0 75,000 1 (393,000) 0 0 0 (393,000) 527 REFUSE (890,100)1 16,375,500 1 75,000 1 15,560,400 1 14,519,600 1 1,831,200 1 16,350,800 (790,400) TOTALSPECIAL'REVENUES° .4,010,800 25,907,300 3,233100 33;151,200 29,101-,200'1',:5,774'000' `34,875;200 .;.(1,724,000) CAPITAL'PROJECT:FUNDS. 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 0 871,300 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 1 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 76,000 0 76,000 0 76,000 76,000 0 248 STORM DRAIN CONSTR 2,648,900 445,000 0 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 1 189,000 1 100,000 1 01 289,000 1 0 200,000 200,000 1 �17,300 TOTAL:CAPITAL,PROJECTS 10 316,300 `:`21,214,7001500, ?31,582;500 :.29,964,200' '�01'i000 � �:2Q0 ;1;1 INTERNAL SERVICE FUNDS.._..._ . , 621 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 1 4,619,500 1 0 1 5,516,600 1 4,644,500 1 0 1 4,644,500 1 872,100 678 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 3,446,700 681,400 �::TiJTAi,II�ITERNAi'SERVICE (1;678,200) 1,6512,900. 0., , 14;$34;700. :(6430,000 1„1=16,000 1T546;OQ0 :`(2,711,300} "COTAL'ALL FUNDS..,.., 12;846,200 138,334,800' .10,577;400. 161;75$,400 156;652,$00' :10,577,400 167;230,200 :;(3,471,$00} *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 CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 1999-2000 GENERAL FUND PROJECTED r VACANCY FINAL PROJEC ED FY 99-0q FACTOR& ESTIMATED-NEVENUE _.....' 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 is 7,292,800 TOTAL;ESTIMATEDI FUNDS ►VAlLABLE $81,99Qtip1 .$. x,..8'1,992,?OD,3 ESTIMATED EXPENDITURES, :1! Mayor $ 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 TOTAL:ESTIMATED DEDUCTIONS $83,243;800= EXCESS(DEFICIENCY) AVAILABLE $ (1,251,100) $= $ (1,251,100) OVER DEDUGT�ONS . ESTIMATED BEGINNING FUND BALANCE $ ;2,697,300 $ - $ 2,697,300 ESTIMATED ENDING FUND BALANCE $ 1,446,200 1 $ Is 1,446;200' BUDGETED RESERVE *`` $ 3,600,000 1 $ $; 3,600,000: BUDGET EXCESS /(DEFICIENCY) 1 $ (2,153,800) $ - 1 $ (2,153,800) *Vacancy Factor for Library ($50,000); CATV($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 FISCAL YEARS 98-99 AND 99-00 USED TO AVAILABLE BUDGET FISCAL YEAR BAL BUDGET FOR NEXT YR RESERVE TOTAL ESTIMATE AT 6/30/99: 860,900 197,300 2,500,000 3,558,200 ESTIMATE AT 6130100: 600,000 - 1,100,000 1 1,700,000 5 CITY OF SAN BERNARDINO ANALYSIS OF FY 99- 00 VACANCY FACTOR 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 10,000 CITY CLERK 42,300 20,000 30,000 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 FINANCE 187,200 35,000 50,000 CIVIL SERVICE 23,100 5,000 10,000 DEVELOPMENT SVS 593,300 150,000 350,000 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 CATV 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 6 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$2,153,800 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 i /�� 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: The level of municipal services to the community will essentially remain at existing levels. There are no assumed reductions in staff(no layoffs). 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. ii 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 misc. 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. Budgeted Reserve 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: iii • 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 $77,000. 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 professional/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 %2 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 CAD/RMS 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 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. V11)41n—� Fred Wilson City Administrator Attachment r FY 1999-2000 BUDGET WORKSHOP June 9, 1999 Table of Contents Summary of Potential Budget Reductions....................................... l 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 s 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 COPs............................................79 O C) 0 0 0�o o f o 0 0 0 00 0 0 0 0 0 00 0 O o 0 0 0!o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 I o N o Ct O oD N co r m O m (fl O oo N o u M C) 0 0 O N r- — 00 CO Lo (D - ( V� M O M CO) N O> N M N M N M 1— N N cu N t O Y a c c O o U N Q) � U 7 =3 _ E C E 7 C m p O m ° n m m � C O A N m C !_' C C Q C c C O U m 0 O O Z n C N n w O Q E +: O d Y NC N U m U U CL `- U 0 +L. C a) _ (A N O (n � U a) C C C O C M fn a) a) a) C d 0 c a) i. 0 -0 C w w OU O L E C U a) N :O 0 C n m m � C O N N m U O a) n — V O O U O C C .�.. C C U a) m fn a) C -o Q- -0 "O a) .0 N L C Cc a) — -0 C U U O C m N O N ar o :_. _ C " Y O a- .2 a) Z >, - n umi ai umi umi umi U cn o o (0 n a� o p p �' N m a m m 0 m m m n CL 0 0 •- o. .. 3 �. ., c U c c- _ rn CL u' m N N O N N L O c C C m y 0 V m t U U a) U U U t m U m m U U X C C C C ` C C C ?� U, U U m n N •> a m m ' N a) a) a) j > 'V 0 > > O F- O 0 U O w 7 w w w m +� CD Co U 0 d U 0 0) U 0 .N 0 f` a) a) 3 () a) a) C U N O Z N 0 N ° 0 m C N U) w a) v) uA to O m M w 0 0 0 0 0 0 W a) 0 a) O » Z » Z) U > 0Z) w UIi y U_ U O C a ct E o E Q � +r U Q a� Q — U U U N H O m N N o (co m m w aNi � C eyo c °_ � 0 c (D 0 '� ac) '� o � c U �c E m a� ° _ E m C7 L (D o n ,, o Z n U) '� �' m - � C� o (D a� o- a� a� m v O �► = c ioUUp ui m Q � i � .v :_ w m v, Qrn O — d •c 0 m o 0Q >,o a>i : mmSaa) cc7o � m � C Q. LL wI LL < L) L)E a w C) U � aU- � U- (DI t iia oc� (o o. 0 0 0 CD CC))0OO o 0 0 0 O O � OoOV_ er O oo O N O N 0 0 0 cO co cOo T- Co N LO It M N r r e- qt N WA N � � v (O r U N N (0 L U 0 w c o N � c U � f0 M U ` a � Q C �+ a. 7 N C N LL N � U � G ° a m E (D m c E E 0 L L Z c o �- o w o U c E 0 vi C y t0 C N -p U d O C C N cC0 a C N p d p W N U C O �. > Q N (0 O N O (co) E C O O 2 v CC 75 0 Q � O O 'y L V h y N Z C 0 4 * C) o o o ; 0 0 ._ a, �- > b 0 0 a a) o 0 0 Q � o::? r r >? N M N N O f— N LO o c :'•.•'•.:::4 0 0 N E u) `<'> CD 0 CD U U- N U c 00 >>: f` N U') o :>:'>:;:: LO O N N U \ o > .>000 o ::: Lovo c N :: M M EF? ` 69? 6R 69 O#E#EE O O O LL 0 0 O O g 'n M*::M0, N q q;T C y<,:::• E E ' O �`:•••:�;�;:; 0' ��``� O d9��6R Efl Efl i '000 C O LL O HOOD a) O; O COO O E tip:•: N cn c O L N >\ a) m O co 'O V �ti" � U C O- cn N Q N O N O Q O. `;� 5 LL f_L O O +_ Y w O b i C %U titi O N C LL O � N � :3- Q O N ` m — — N O p O ` '� N N O N R M �' •.+ Q U <w ; u C C O M rn a Z) Unw ;wwooco w w User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Animal Control 124 4758 Small Livestock Apprehension Fee 5120199 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 Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits(28.3%)Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost 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 19.92 0.2 3.98 Animal Shelter Office Specialist 13.03 3.69 16.72 4.01 20.73 0.4 8.29 Total Burdened Personnel Costs per Unit of Service: 25.94 Material & Rental Costs Description Cost Each Quantity Required Unit Cost Impound Card 0.07 1 0.07 Disposable Carrier 3.25 0.5 1.63 Total Other costs per Unit of Service: 1.70 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More (Less)than S.B. Total Service Direct Cost 27.64 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen.&Admin. San Bernardino $30.00 Rate @13.88% 3.84 San Bernardino County $52.00 per hour 22.00 58% Total Service Cost/Unit 31.48 Riverside $20.00 +trailer fee(if needed ($10.00) -150% Rialto Recommended Fee 30.00 Highland (SB County) $52.00 per hour 22.00 58% Recommended Fee Subsidy 1.48 Fontana (SB City) $10.00 ($20.00) -33% Current Fee Amount 10.00 Colton (SB City) $10.00 ($20.00) -300% Fee Increase(Decrease) ?o nn Redlands $10.00 ($20.00) -300% Moreno Valley 1$25.00 ($5.00) -120% User Fee Determination Cost Analysis Worksheet Department/Division Fund Account 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 Burdened Hours by Total Labor Position Labor Benefits(28.3%)Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 3.86 19.92 0.3 5.98 Animal Shelter Office Specialist 13.03 3.69 16.72 4.01 20.73 0.4 8.29 Registered Veterinary Technicia 14.32 4.05 18.37 4.41 22.78 0.25 5.70 Total Burdened Personnel Costs per Unit of Service: 19.96 Material & Rental Costs Description Cost Each Quantity Required 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 1 0.121 1 0.12 Disposal 1 0,741 1 0.74 Total Other costs per Unit of Service: 2.40 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More(Less)than S.B. Total Service Direct Cost 22.36 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen BAdmin. San Bernardino $25.00 Rate @13.88% 3.10 San Bernardino County $25.00 $0.00 100% Total Service Cost/Unit 25.47 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% Recommended Fee Subsidy 0.47 Fontana (SB City) $10.00 ($15.00) -40% Current Fee Amount 10.00 Colton (SB City) $10.00 ($15.00) -40% Fee Increase(Decrease) 15.00 Redlands $20.00 ($5.00) -80% Moreno Valley $15.00 ($10.00) -60% 5 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Animal Control 124 4763 1 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 Benefits(28.3 i) Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 3.86 19.92 1.1 21.91 Animal Shelter 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 0.1 2.28 Total Burdened Personnel Costs per Unit of Service: 30.41 Material & Rental Costs Description 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 0.25 4.7 1.18 Cash Receipt 0.12 1 0.12 Disinfectant 0.12 4.7 0.56 Kitty Litter 0.32 4.7 1.50 Total Other costs per Unit of Service: 1 5.08 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Description I Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More (Less)than S.B. Total Service Direct Cost 35.49 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen.&Admin. San Bernardino $40.00 Rate @13.88% 4.93 San Bernardino County $40.00 $0.00 100% Total ServiceCost/Unit 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 Amount 6.00 Colton (SB City) $6.00 ($34.00) 15% Fee Increase(Decrease) 34.00 Redlands $10.00 $10.00 25% Moreno Valley $10.00 $0.00 1 25% r^ V User Fee Determination Cost Analysis Worksheet Department/Division Fund Account 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 Fringe Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits(28.3%) Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost per Animal Shelter Attendant 12.52 3.54 16.06 3.86 19.92 1.1 21.91 Animal Shelter 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 0.1 2.28 Total Burdened Personnel Costs per Unit of Service: 30.41 Material & Rental Costs Description 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 0.121 1 0.12 Disinfectant 0.321 4.7 1.50 Total Other costs per Unit of Service: 6.87 Other Costs (Equipment,facility rental, part-time labor w/o benefits) Description I Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More(Less)than S.B. Total Service Direct Cost 37.28 Jurisdiction Fee per Unit Dollars Percentag City-Wide Gen.B Admin. San Bernardino $40.00 Rate @13.88% 5.17 San Bernardino County $40.00 $0.00 100% Total Service Cost/Unit 42.45 Riverside (City and County) $10.00 ($30.00) -25% Rialto (SB County) $40.00 $0.00 100% Recommended Fee 40.00 Highland (SB County) $40.00 $0.00 100% Recommended Fee Subsidy 2.45 Fontana (SB City) $10.00 ($30.00) -25% Current Fee Amount 10.00 Colton (SB City) $10.00 ($30.00) -25% Fee Increase(Decrease) 30.00 Redlands $20.00 ($20.00) -50% Moreno Valley $10.00 ($30.00) -25% o tv 0 0 � a 00 0 °o Q o LO U) a�i a N 0) - 'c r LO N �' O O E CO E a� o a� U U- N d'} (f} i U c N O Z LO N j O r U) O ti r- � U 0 En O O co 0 0 °) O U N c 6c? bF} -a l-) O O C - T N O E r- O U N Y L 6q 69. U °I 00 c >+ O O U � � U N <h co d = N O cu � N i L L Q) V O O N Q 1' L^- LL v > > m N Q cn a.., � :v — Cl) O � cn C O a) � L u) co 0 Ucn C N rn � Q Qa) < o6 W o User Fee Determination Cost Analysis Worksheet Department/Division Fund Account ser Fee Description Date City Clerk/Bus. Reg. 001 033 Admin. Fee for placing business registration liens 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 Cost/Hr. Position per Unit Cost per Bus. Reg. Coor. 18.56 4.44 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 Quantity Required Unit Cost Photocopies 0.15 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 0.451 0.45 Total Other costs per Unit of Service: 5.59 Other Costs (Equipment, facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit 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 City-Wde Gen.BAdmin. San Bernardino $ - n/a Rate @10% 6.37 San Bernardino County $ - n/a Total Service Cost/Unit 70.12 Riverside $ - n/a Rialto $ - n/a Recommended Fee 70.00 Highland $ - n/a Re-mended Fee Subsidy 0.12 Fontana $ - n/a Current Fee Amount 50.00 Colton $ - n/a Fee Increase(Decrease) 20.00 9 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date City Clerk/Administrative Div. 1001 1031 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 Straight Time Fringe Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost per Account Clerk III 14.32 4.05 18.37 1.84 20.21 0.50 10.10 Total Burdened Personnel Costs per Unit of Service: 10.10 Material &Rental Costs Description Cost Each Quantity Required Unit Cost Letterhead 0.05 1 0.05 Envelope 0.05 1 0.05 Postage 0.33 1 0.33 Total Other costs per Unit of Service: 0.43 Other Costs(Equipment,facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More(Less)than S.B. Total service Direct Cost 10.53 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen&Admin. San Bernardino $ - n/a Rate @10% 1.05 San Bernardino County $ - n/a Total Service Cost/Unit 11.59 Riverside $ - n/a Rialto $ - n/a Recommended Fee 11.00 Highland $ - n/a Recommended Fee Subsidy 0.59 Fontana $ - n/a Current Fee Amount 0.00 Colton $ - n/a Fee Increase(Decrease) 11.00 c N O O > O 0 O O Q O O 6F} N -0 LO O E u) E a) = O a) 0 LL_ bF} 6F} U C LO LO Z O o rn U O LO o o a) ti U O C1 fA Ef} a) a) LO O 700 L.L. d' O CD E E U a � � c o > U (D a) a) c I I C N a) O ca L U V _ _ Q = O O cn O N � N LL c O N O C C Z _N =3 Z O Q O >. O >+ N U 0 N � � j cA E CL U- m -p O _m -O =3 E N _ L O N C O N rn tom/) i/ User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Code Compliance 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 Fringe Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor Cost/Hr. Position per Unit Cost per Code Officer II 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 14.391 1.44 15.82 0.5 7.91 Total Burdened Personnel Costs per Unit of Service: 73.86 Material & Rental Costs Description 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 Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More (Less)than S.B. Total Service Direct Cost 85.86 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen.BAdmin. San Bernardino $94 n/a n/a Rate @ 10.46% 8.98 San Bernardino County $150 $56 60% Total Service Cost/Unit 94.85 Riverside 0 (94) -100% Rialto $20, plus cost of inspection Recommended Fee 94.00 Highland $18, plus cost of inspection Recommended Fee Subsidy 0.85 Fontana $12, plus cost of inspection Current Fee Amount 0.00 Colton 1$12, plus $25 for inspection Fee Increase(Decrease) 94.00 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Code Compliance 071 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 Fringe Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor Cost/Hr. Position 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 Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Other Costs (Equipment,facility rental, part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Comparisons to Proposed Fee More(Less)than S.B. Total Service Direct Cost 6.75 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen.&Admin. San Bernardino 0 Rate @10.46% 0.71 San Bernardino County 0 Total Service Cost/Unit 7.45 Riverside 0 Rialto 0 Recommended Fee 7.45 Highland 0 Recommended Fee Subsidy 0 Fontana 0 Current Fee Amount 0 Colton 0 Fee Increase(Decrease) 7.45 �3 ca a) Q mi:0 O O C M O \\ O N > CV \�\ 00 O \ 4) N Q Xx v\:4T•V a) W \, Q) -0 U) E a) O a) U LL h,•:•:w ^<.\ a) fn\ to v) U C a)�k O a) cu (n O >\% > > ` \ U o H mow; U) tn En a) a) O O 4\ a) > > > •:` W a) `\ Q) W C Og\ C O C O U L\ \ O L O L O C Lo D Lo O C a) :tip � a) C a) E (D U O +�.::z O +� O +�cu tn ^L m L L r O �W O CO O AW, \:.. CD > _ L a) y \ N d (D a)'NOM: C V > > C (Q L \;M\ O ;`\ cC o c� CL 'a ^v ��� i. mg, L \Rgg O O m N.%, LL V u, a� ca a) m cu a) u, ca m a)>::>:::w a) m 'cn 'B O 0 o <:?: o N cn t O C 0 Q. LL U #>::: U U L E U U cu ++ E L Nr N a N O a) Q O O DJ C Q- Q r C Q .II ++ rn L cn L in `w(6 N O T M (n O N ti LL .� ::� .� in cn .� U Cl) W cfl 00 a CITY OF SAN BERNARDINO FIRE DEPARTMENT 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 157 $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 1 st year - $ 52,286 • 1998 Revenue - 48,675 • Net new Revenue 1St 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 i /6 y 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$2251 DISPATCH BUDGET (205) $ 427,545 NUMBER OF EMPLOYEES 160 = $ 2,672 PER EMPLOYEE DISPATCH OVERHEAD 3 EMPLOYEES $ 2,672 X 3 = 8,016 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 + $ 30,267 X 10.69% _ $ 41,434 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 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- Club s/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 I 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 f QDO 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 Z� • Potential Revenue $121,000 • Cost of new person 1"year -$64,140 • 1998 Revenue -$48,990 • New Revenue 1St year $7,870 0 Potential Revenue $121,000 • Cost of new person on-going -$64,900 • 1998 Revenue -$48,990 • New Revenue on-going $7,110 2`� r 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 4c 274.75 UNDERGROUND STORAGE TANK SERVICE STATION `f 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 11 0 253.62 MISC. TRACT/SUBDIVISION 0 211.35 LOT LINE/VARIANCE/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 r 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) $427,545 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 27 "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. 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 72.65 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 72 .25/80.45 1, 801. 00-1, 900. 00 32.25/40.85 43.00 0.50 75.75/84 .35 1, 901. 00-2 , 000.00 33 .75/42.75 45.00 0.50 79.25/88.25 2 , 001. 00_3 , 000. 00 470.20/ 63 .00 0.50/0.84 110.75/123.69 3 , 001. 00-4 , 000- 00 /59.85 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 0.90/1.89 189.90/212.49 8 , 001. 00_9 , 000. 00 81. 00/102. 60 111.15 117 . 00 1. 00/2. 10 205.75/230.25 9 , 001. 00-10, 000- 00 / 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. 00 128.25//162 15, 001. 00 16, 000.00 .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, 000.00 162. 00/205.20 225. 00 2 .20/4 .62 395.95/443.37 21, 001. 00-22 , 000. 00 168.75/2 Zg "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BIIILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BIIILDING FEES FOR RESIDENTIAL is COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2 . BLDG 3. SMA TOTAL RES/COMM PRMT RES/COMM 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 .50/496.70 193 . 50/245. 10 258. 00 2 . 60/5.46 454 . 10/508.56 25 , 001. 00-26, 000. 00 26, 001. 00-27 , 000. 00 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 3 .40/7 . 14 546.78/612.62 33 , 001. 00-34 , 000. 00 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. 00 262. /332 39 , 001. 00-40, 000. 00 2 13/ . 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/ .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. 00 317. /402 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 5.50/11.56 770.25/863.71 331. 13/419.43 441.50 5. 60/11.77 778 .23/872.70 55, 001. 00-56, 000. 00 446. 00 5.70/11- 98 56, 001. 00-57 , 000. 00 334 .50/4427.98 450.50 5. 80/12 . 19 794 . 18/890. 67 57 , 001. 00-58 , 000. 00 337 .88/ Z� "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. SMA 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 . 07 865.95/971.52 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 vv "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. gESMA TOTAL OMM RES/COMM PRMT ----------------------------------------- 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 98 , 001. 00-99 , 000. 00 476.25/603 .25 635. 00 9. 90/20.79 1121. 15/1259. 04 99 , 001. 00-100, 000. 00 479 .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 1191.35/1335.38 110 , 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 11 ► 526.88/667.38 702.50 11. 80/24 .78 1241. 18/1394 . 66 117 ,7001. 00-118 , 000. 00 118 , 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 , 0 000. 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- 00 000. 00 555.75/703 .95 741. 00 744 .50 13 . 00/27 . 030 13015. 88/1479 . 08 129 „ 01. 00-130, / "CURRENT FEES" CITY OF SAN BERNARDINO PLANNING AND BUILDING SERVICES SCHEDULE OF FEES A. PLAN CHECK FEES AND BUILDING FEES FOR RESIDENTIAL is COMMERCIAL CONSTRUCTION TOTAL VALUATION 1. PLAN CHECK 2. BLDG 3. SMA 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. 3Z M:��'. O O O 0 O C CD O a 10 CD CD > >': cn O d N N co O LO r 0 00 N N O E co E O O O i LL 07 603 69 69 :•.:. 603 69. 69 603 603 69 .� U C 00 co 0 O N O I` 0 N ?< N Cfl co O LO (/J O co 0M ?z'< CD M h 00 LO O co O `` 69 64 603 60. 69 603 603 603 69 (U 0 00 00 ?<^ O LO CD O 0 00 M O LO O O O0 LO M 6+9 69 603 's?69 603 w ` 64 603 603 69 h.h, N U O O O `#<? O O O O O L D LlI O O O 0 -O ` CO O O 0 E c co Cfl �' O ti 00 LO O co < h E ."` LO 0 C14 Q U h � 64 603 69 603 � 603 603 603 603 h h. aa) (D CD o <{ O Lo � C) C) O 0. Li O O O '`'' O ` O O O 6g � ` i N M M N ":> tip 00 M N O O nc� 64 603 603 603 (79- 69. 603 64 L � a) cn ;' LL N C O 0 o � m c U O cn U m CU �_ U E LL cn :w a U >.3 0 0 4) LL mom° � � rML 0 O fn LL .0 o ` _ O N N °'N O 0 O O O N X33 Al co c 0 0 ooi o CD 0 0, OI o O o, 0;1 0 N 00 O r O 00 64 641 oo, EA O N O o M O T 60- 6c}! (;4 61). 69 69 69 69 63 64 E!4 d9 c i,- O CO O N LO CO T I` O r- � (D N T O) O O T- 0) CO 0) 00 00 00 !1-- M T T i I K? 69 ft?1, bi} 69 69 6a 6c+ 619-161? EA EA C O O O 0) o o CO T LO N O O Q O O LO 00 O o CO T (O I- O O V r r O LO O to N LM V V � L T pI E9 EA 6F} 69 6t}'6z} EA tf? 69 69 6F} tf? O o O O O o CO T LO N o O i W O O O M 0 O 00 0 1 O V O O IV (O T o O 104 T O O Ln T N O CO (0 00 co CO I- N I � � T � I I Y o 0 0' o 0 of o 0 00 = o > L -LL Cl f o i LO LO O o 0 o LO O O y (a a L6 ! L6! 0 0 o ai 00 LO CV M > o ` CA L3) LO N co M m N T LO N � C N (C - LL M _, Cif_ ;a _ T LL 1 a) co 0' >' v ca O W E W C ca c �, s : E C7 0 — c w E °o E m c N U' U N ?'I O p -� Q d � c -a c E -v rn -a n: ELI a� o `� rn ca a) -0 . a� E (D — o a� m Ln I L- c • o c Lr- c t a� �' �a - 4= E p c - - L- 1 to Ln ` o r m a) o o a) u Ln o a) E 5 � sZ n. m `. � .,,z � =imcn Y Q ,� � I� cn m � co w 34 - User Fee Determination Cost Analysis Worksheet ........... ....... ...... wt. .......... . ......... Parks & Recreation 001 383 Modeling class for Youth & Teens 6/10/98 ............. ........ .... oar" ..... ................ .......... Class of cost to include registration, administration, instruction and maintenance for six one hour(to 1.5 hours) classes. Personnel Costs Labor Rates* Straight Fringe Total Direct Dept.or Div. Total Burdened al Labor Cost Crtpeiz4k' :. ot P er Unit A: H.N :�.i Time Labor Benefits Labor Cost Overhead Labor CosVHr. ism" 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 11 $11.13 $3.14 _$14.27 $1.43 $15.70 0.10 $1.57 ITYPist Clerk 11 $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 ............ 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 w/o benefits) $000 ............ A Total Other Costs Per Unit of Service: $0.00 Total Service Direct Costs $217.80 City-Wide Gen.&Administrative Rate @10.14% $22.09 Total Program Cost $239.89 Cost/Participant $39.98 Recommended Fee/Participant $38.00 .......... 228.00 Subsidy $1.98 ................ -A $35.00 Fee Increase/(Decrease) $3.00 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 4357 User Fee Determination Cost Analysis Worksheet »> Parks & Recreation 001 ::eledi Dance Class 6/10/98 :<::>:::>:>:: ;��c►:��f;���:r� �r;de ��i��s�€bs>Ed�t�;�n�d�# .:. ,.. Class of cost to include registration, administration, instruction and maintenance for six one hour classes. Personnel Costs Labor Rates* Straight h t Fringe Tot al Direct Dept.t or Div. Total Burdened Total Labor Cost %' x#atD. t/Hr. er Unit Labor Cos Time Labor Benefits Labor Cost Overhead L ( .€:#::t'� P!tp$Ci ;. P 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 ITypist 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 »: Unit Cost ...;:.;::�;::�;:�::.;;::b:�;':�;:�;:�;;;;;;;i::;::L:�;::'S<;;;:�i:�;:�;:�;:L:::•::�:::::�;:;;;;:�:::::�:;;:�;:�i:i:::::�::�:�i:�;:d;:;:•:::;>:>;:;•i:;•:i;is�i:�;: r::�:;�:�:>.�;:�;:Giii:�:�;::�;:,:�;:�;:;ti;:;...:;;;.;,..;;;;;��:<;:�;:�;;:�;;::;:��:::;:<.,:�:::��:.:::..�� ...................... 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 w/o benefits) ...:.:..::::.:..:::.;:.;:.;;;:.;:.::.;;;;;:.::.;:.;::.;:.;>:a;:.;;:.;:.>::.<z:::»::»::>::;::>::>:::::>: ::>::>::»><:>::>::>::>::>::»:<::::::>c:::::<:>::>::>::»>:<:::>::>::>::>::>::»z:>:<:>::>::>::>::>::>:<::=:>:::z:»::.::;:::.;:;:.:..:>::»::>:«:>: Cost Unit $0.00 Total Other Costs Per Unit of Service: $0.00 Total Service Direct Costs $225.60 City-Wide Gen.&Administrative Rate @10.14% $22.88 Total Program Cost $248.48 6.00 Cost/Participant $41.41 Recommended Fee/Participant $40.00 . :::.. 'cam,....... .:...:::... $ X. 240.00 Total Program Subsidy $1.41 Fe< $30.00 Cire . u A .: ; Fee Increase/(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 Analysis. 36 User Fee Determination Cost Analysis Worksheet ................ ... ............ .. .......... . ................. ... . ... ......... . ... ... ........ ... ... ......... .... ................... u.i. F ... . . ........... ....... . .................... Parks & Recreation 001 383 Youth Tap and Ballet Class 6/10/98 Class of cost to include registration, administration, instruction and maintenance for six one hour classes. Personnel Costs Labor Rates• -------------- ........................ ................ ................ Total Labor Cost Straight Fringe Total Direct Dept.or Div. Total Burdened per Unit WMINIM-5 Time Labor Benefits Labor Cost Overhead Labor CuosJHr. X 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 11 $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 ITypist Clerk 11 $12..27 $2.85 $12.92 $1.29 $14.21 0.20 $2.841 $0.00 $0.00 $0.00 $0.00 $69.601 Material&Rental Costs Unit Cost Contract Instructor $150.00 1.00 $150.00 $0.00 $0.00 1 1 1 1 $0.00 1 Total Other costs per Unit of Service] $150.00 Other Costs(Equipment,facility rental, part-time labor w/o benefits) ........... Unit Cost _w $0.00 Total Other Costs Per Unit of Service-.1 $0.00 Total Service Direct Cosft $219.60 City-Wide Gen.&Administrative Rate @10.14% $22.27 Total Program Cost $241.87 n;=mnnzzw'-nwa -* 800 ow Cost/Participant $30.23 Recommended Fee/Participant $30.00 $240-00 Total Program Subsidy $0.23 0 Fee Increase/(Decrease) $5.00 Note:Rate are per the City of San Bernardino Cost AlIllocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. User Fee Determination Cost Analysis Worksheet Acrut.;;;: .,::,..:..;>;:;:::,. #sarl~ esc.. .... ...... ... Parks & Recreation 001 383 Family Swim Pass 6/10/98 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 ht Frin a Total Direct Dept.or Div. Total B urdened :»''s:<?:«:>:> :«:«:>:>::<>:«<%?i:<':<:::>::>:<:>Total Labor Cost 9 9 per Unit r. osUH ;;Eirit�... �)Jlf�::>?�><>. Labor C #� k�45(t. Overhead La HOW r Benefits Labor Cost Overh Y................P�'.................... Time Labo 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 .....::::<... ;:;•;:;;;:.: 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) :::::..:..:::::::...................:::::::.:::..::......................:.::.::::::,:,:::.::::,.:.......................::::::::: tr Unit Cost DOW Part-time staff 11), various titles $78.29 2.50 $195.73 Total Other Costs Per Unit of Service: $195.73 Total Service Direct Costs $240.58 City-Wide Gen.&Administrative Rate @10.14% $24.40 Total Program Cost Per Session $264.98 >'< $�o 194.00 t/6'ftidipan Fier. Season $68.29 Recommended Fee $60.00 1 800.00 " Total Program Subsidy $8.29 $50.00 Fee Increase/(Decrease) $10.00 'Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. Al User Fee Determination Cost Analysis Worksheet .............................................................................................................................................................. .............................. Parks & Recreation 001 383 Recreational Swim Fee - Other Pools 6/10/98 eptrrcres € y► Fee includes labor, chemicals and administrative costs. This provides a 3.5 hour recreational swim at all pools except Perris Hill. Personnel Costs Labor Rates' I Labor Cost Strai 9 ht Fringe Total Direct Dept.or Di v. Total Burden e d Tota +''t!`3<?` ???> per Unit i?..? ....... ::<::>:>. ::::::::::::::•:.;•;;;;;.;:.;:.;:.;:;.: a Labor Benefits Labor Cost Overhead Labor Cost/Hr. }!(of tE�:�jC:£!'vs�?itE:)!$�:E :::..P Tim Sr. Rec. Su ervisor $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 :..:::.:..::.:::,:::.......::::::::::::::::::::::::::::::::::::::::::::::::::::.::::::::::::::...:.:::::::::.:::::::.::::::::::::::::::.::::::::::::.G .i..)war;A..:........Cam. ....... ...erg.......................... it 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) MAI M. ::>:::: Unit C ost Part-time staff (5), various titles $35.31 3.50 $123.59 Total Other Costs Per Unit of Service: $123.59 Total Service Direct Costs $157.84 City-Wide Gen.&Administrative Rate @10.14% $16.01 Total Program Cost $173.85 51.00 M... Cost/Participant $3.41 $1 youth, Recommended Fee/Participant $2.50 adult Total Program Subsidy .91 - 1.41 h' 2 .50 youth-Y .i:adult i Curef ;:: tlEtf : Fee Increase/Decrease $0.50 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 31 User Fee Determination Cost Analysis Worksheet ::>::>::::.;:.:.;::::>: »>;:.>:::><:»;:>;::;:. . .: . . Date ,:::.;;::.;:::::.::::::.:.:;:. sefs:: :; esr±€E.tick.;::::::;:::..........:.' Parks & Recreation 001 Fiscalini Field - Club House Rental 6/16/98 ..... <�`' rte d�A n�;;:ntl f��c::�:.::::.::::::.:.:::::.:.. 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' Burdened Total Labor Cost nn a Total Drect Dept.or Div. Total S trai h t F 9 Mi . . ... ..:.::::::::::::::::.::::::::::.. 9 ' e:' er Unit ::::::::,:.::>:>:>:> »:.::::.:.:tea....:�:z<>::>:>::>:«<:::>::<>:<:::: Benefits Labor Cost Overhead Labor CosUHr. �fytt tS1?��'CpC . P Time Labor ntendent 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 1 0.30 $8.44 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 Maint. Plumbing II $13.06 $3.69 $16.75 $1.68 $18.43 0.10 $1.84 Park Maint. Wrkr 111 $14.94 $4.22 $19.16 $1.92 $21.08 0.10 $2.11 $21.01 Material& Rental Costs ::...;;,::..;:.;;:.«:>::>::»::....;:.;;:<.: »>::>::>::» cost <..: .>�.k (c�3f:>::>> :>::>::>::>::»»::>:::<:Unit Carp et Cleaning Machine $3.14 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 w/o benefits) ::::......................::::::::.........................::::::::::::::::::::::........................:::::::::::::::.:.........................:.::.:. ::::: . R Er0 Unit Cos Contract Custodial Maintenance (weekly) $10.71 1.00 $10.71 Facilities/utilities $43.33 1.00 $43.33 Total Other Costs Per Unit of Service: $54.04 Total Service Direct Costs $80.44 City-Wide Gen.&Administrative Rate @10.14% $8.16 Total Service Cost/Unit $88.60 l Recommended Fee $88.60 Recommended Fee Subsidy $0.00 Current Fee Amount $0.00 Fee Increase/(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. w User Fee Determination Cost Analysis Worksheet 000 ri Func# fxotnt LSKE?Ft `. es£f'.€ia :<: «»»>: `»:<<> Parks & Recreation 001 383 Wading Pool Rental 6/10/98 = ails Rental of wading pool cost includes administrative fees, staffing, and chemicals. Personnel Costs Labor Rates* or iv. Total Burdened Total Labor Cost I Direct Dept. D >:>Straight Fringe Tota D P :><> >»««< '> #: 9 9 Cos Hr. er Unit Cos Overhead Labor Cost /Hr. Labor t ;;: Time Labor Benefit P 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 $0.00 $0.00 $0.00 $0.00 $0.00 $39.11 Material& Rental Costs ;::»»:: :;<> . ;;:;:;.; : :i »» .....; U ni t 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) Unit Cost baser: tiaa ::.:::::::::..::.::::::::::::.::.::.:::::::::::::::::.:::::::::::::::..:;:::,<,.;;;:.;:.:.;;;;:.;;:.;;:.;::.»:.>:.;:::<;.;;;;:.;:««;.;;::...:............................. ........... .....:................................... Lifeguard $7.02 1.00 $7.02 $0.00 Total Other Costs Per Unit of Service: $7.02 Total Service Direct Costs $47.50 City-Wide Gen.&Administrative Rate @10.14% $4.82 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. W User Fee Determination Cost Analysis Worksheet _ .. ............................_ 0. ............_ ......... ............................. Parks & Recreation 001 383 Pool Rental 6/18/98 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* «::::::::::::::::::::::::::::::::::::::::::>::.::>. Fringe e Total Direct t Dept.or Div. Total Burdened ........... . :..........T o al La bor Cost :::: : Straight <:................. : »?;<:««:: :<;» : Cost/Hr. R. ; p er Unit Time Labor Cost Overhead Labor #? . ..i........... 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 $0.00 $0.00 $0.00 $0.00 1 $0.00 $39.11 Material& Rental Costs be. ..............................::....:::::::::::::::::.::.:::.�.::�::::::.::::::::::::::•:::::.::.:::::::.:,:.:::::.;.;:.;:.;:.;:.;;:•;;:•:;;::;::;:.;:.;:.;:.;:_>: ;::;;:.;:.Q#tattt� ;:E.>;':: tFecfi<::«<:<:«<:�::«:>:.... 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) Unit Cost Miscellaneous staff $39.54 1.00 $39.54 $0.00 Total Other Costs Per Unit of Service: $39.54 Total Service Direct Costs $92.61 City-Wide Gen.&Administrative Rate @10.14% $9.39 Total Service Cost/Unit $102.00 Recommended Fee $100.00 Recommended Fee Subsidy $2.00 Current Fee Amount $25.00 Fee Increase/(Decrease) $75.00 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. User Fee Determination Cost Analysis Worksheet . .. Ue � .00 fW vW . . ........ Parks & Recreation 001 383 Perris Hill Swim Center - Rental 6/18/98 :>:''< o �3@,ai1'i>I'lI<fE11: k4GlQidy:<' tEtrIffL ? Il1 E'>::::::::....:.:..::......:::::::.::::::..:... Rental cost for one hour for Perris Hill Swim Center. includes main pool, water slide, wading pool, rain forest pool, bathhouse, locker bags, and arcade. Costs incurred are for utilities, staff, chemicals, maintenance, and administrative costs. Personnel Costs Labor Rates' Straight ht Fringe Total D i re c t Dept. or Div. Total Burdened Total Labor Cost `:: per Unit Benefits Labor Cost Overhead Labor Cost/Hr. }{Fzt#t3: . QS(k#►lstE'$i:: :<::: p FRE ::: Time Labor B �?tion Superintendent erintendent $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 $0.00 $0.00 $0.00 $0.00 $0.00 $39.11 Material 8r Rental Costs Cost Unit o ...o:::;;:;;>•o>:;.:.:�;:�::�;:::;::;:2:::i:;`;:i:;::::Y;:i:::is�:;;�:::;<;::;:::is�;::;:�;:;�;;:�:<�::::::::::;:�;:;;;;;;�i::;}:::isY:isisiS`ii�:i::�:::is2:is�;:;�':;�:iiiiii::i::ii::�i:Y:�iii:ii>iii�::;;:�;: ;::;::�:;;::<:�::�;:%;:iii;�;:::::ao�::;:; ;:;::::::::...................... .........:.:.:::.::.::.:::::...::.:.:::::::::::::.�:::::.:::::::::•::.�:::::::::::::::..:::::.:.�::.:.;:.;:.;;;:•;::•;:•:::;:.;:.:<•;:.;:.;:•;;:•:>:•:•;:::::;:.:.... .: ;:.;:.::.;<:_Qs�artt ;:E>`. trec#::>>:;:;::::z:>::::>::::>::>:::<.... 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) [3es;s;;r;::.:t::t.;o::;t:t;r:i.:i;i::.:::::::•::i..s::::::::::::::::::.:::::::::::::.::,.:::.;:.;:.;G:.>;::..;.:.:..;.;.;.;.:.;.;.;.:.;.;.:?.<:..;.:..;.:..;.::;.:;%.:..:::.:::::::::::::::::::::.;:::;:;:::::::::::::::::::::::::::i::s::::i::i::::::::::::::.:::.i::::::::::::.:::::::::::::::::::::. .>?:?::Y`:........ :::::::c: ....................... :>::<:.:.......:..:.... . Uni t Cost ::::::......... r >:<::s::> . Miscellaneous staff $70.02 1.00 $70.02 $0.00 Total Other Costs Per Unit of Service: $70.02 Total Service Direct Costs $123.09 City-Wide Gen.&Administrative Rate @10.14% $12.48 Total Service Cost/Unit $135.57 Recommended Fee $135.00 Recommended Fee Subsidy $0.57 Current Fee Amount $92.00 Fee Increase/(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 ,XX DO a�tt oov..Q s n::>:>:: ::. user F lest [ titer a Parks & Recreation 001 383 Ballfield Reservation (without lights) 6/10/98 Rental Cost for the use of a ballfield for a two hour block. Personnel Costs Labor Rates* .......................................................:::::.:::::._::::. Burdened :>:z::s:;:;:;:<;:»»::;;:>::;;:: >;;;:;;;::;;::;:;»;;;:;:Total Labor Cost Frin a Total Direct Dept.or Div. Total Burd Str ai ht P 9 Fringe Unit r ost/H . ........................... :: >:>: .t........::::::: ::::•::::::::::.:::::::.Time Labor Benefits Labor Cost Overhead fat Recreation Su erintendent $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 o> ;:�:<n:»::>;:<:c::;;;;::;::o:o: r:::n: o:;;>:o::o;;: r:;:::::a::•:::>:;:;:;•>;:•;:•;:::::: :::::; ;>:; ;..;:;.; >;:::::•::::;:;;:>;::;::;::;::;:; 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) Unit Co st $0.00 $0.00 Total Other Costs Per Unit of Service: $0.00 Total Service Direct Costs $17.77 City-Wide Gen.8 Administrative Rate @10.14% $1.80 Total Service Cost/Unit $19.57 Recommended Fee $19.00 Recommended Fee Subsidy $0.57 Current Fee Amount $5.00 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. 1 User Fee Determination Cost Analysis Worksheet pop a�tt ani/I r1 Fns. ;. Asx t n2 :; i J sf F : ?estxi aia ?««>[«....... ate .:: Parks & Recreation 001 383 Tennis Court rental (no lights) 6/10/98 <:«...::aid> I)I�. »>:: Rental cost incurred for outdoor tennis courts, for tournament use. Costs include court maintenance and administrative staff. Personnel Costs Labor Rates* i Total Burdened Total Labor Cost Straight Fringe Total Direct Dept.or Div.9 9 P o &#t#t3 ;;Time Labor Benefits Labor Cost Overhead Labor Cost/Hr. 1{f?�t .;:#Y4SM: I::{ttR::::::<:::>: 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 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 0.10 $2.81 Park Maint. Wrkr. III 1 $13.06 $3.69 $16.75 $1.68 $18.43 1 1.15 $21.19 $41.77 Material& Rental Costs »' Unit Cost ; ::z:>::>::>::>:;:i::>:::>ii::::i::::>::>::>::>::>::>» :: >::>:::: : :: >:....:.....> $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) >: Unit Cost :>:G ?::::;:::; ::;: G: i::??:�': :%# ?: :> :3: G: is ? >: ::>;:`•::::.`..;:;.,:....>::a�`::L:i:i:;":<;>:<.;::.;:.;........:. ...........:.......... osY: Gh:.;:.;:.;:.;:.:; scant Et:.,::,ii l it>:<z::z:::<......:::::..... :.;:;:,.;:,,;:::::.;:;:;::;:.;:.::.;::.;:.:;.:;.:::::<;:;.;:<.::.;:.;:.;:.;::.;;;:.;;:;;•::..........:<.;:.;:.;::;::<:.;:.<::;::......;«<::;;:>::s::>::>::>::>::>:.....>::;::::............................. ........... ......................................... L)escl tRt.......................................................................................................... ... $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 CostfUnit $46.00 Recommended Fee $20.00 Recommended Fee Subsidy $26.00 Current Fee Amount $5.00 Fee Increase/(Decrease) $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 Parks & Recreation 001 383 Norton Gym Rental - 1 st hour 6/15/98 a. 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 perUnit Time Labor Benefits Labor C lRecre.ati.o.n.S.uperinte.n.d ent $29.00 $9.23 $38.23 $3.82 $42.05 0.10 $4.21 Recreation Program Coord. $11.24 $3.18 $14.42 $1.44 $15.86 2.00 $31.72 Material& Rental Costs Unit Cost Total Other costs per Unit of Service: $0.00 Other Costs (Equipment,facility rental, part4ime labor w/o benefits) 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 0 Total Service Direct Costs City-Wide Gen.uAdministrative � Rate @10.1*m Total Service coxmUnn $11478 Recommended Fee— Recommended Fee Subsidy Current Fee Amount 90.50_ pee/ncre",e/(oe:mme) 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 a# r Fes.... _... . ......_. _. ? Parks & Recreation 001 383 Hernandez Gym Rental 6/16/98 > }e�scn is �i;c�� r��eF���a�sd��r���>€d . andh�: . . Rental cost for gymnasium. Costs incurred: utilities, maintenance, custodial services, staffing and administrative fees. Personnel Costs Labor Rates* > Total Labor Cost straight 9 Dept. T r per Unit >: t38#t#3 abor Cos ««<::>.z«<:»:»:»:>:::::::•::::::::::::.::.:::•:::::::::.::::::•::.Time Labor Benefits Labor Cost Overhead ;.:.;rS 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 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 1 $14.21 0.20 $2.84 $0.00 $0.00 $0.00 1 $0.00 $29.95 Material& Rental Costs Unit Cost $0.00 $0.00 $0.00 $0.00 Total Other costs per Unit of Service: Other Costs (Equipment,facility rental, part-time labor w/o benefits) i Cost Unit ::::;:;;;:?2:;:::::Y:::%""";Y::2:;:2::;:::>;:F.:2:?*::::>: :;:i:::::";::;......::;:; :; : :` ;:;:;:;:: ::::.::.....:::: ::::: :::::.:::.CASY h.::::::::::0ltanE.. .... :.:::::::::::::::::::.::::::::::::::::::::::::.:.................................................................. .. 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 $0.00 Total Other Costs Per Unit of Service: $57.57 Total Service Direct Costs $87.52 City-Wide Gen.&Administrative Rate @10.14% $8.87 Total Service Cost/Unit $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 date of this User Fee Analysis. q1 User Fee Determination Cost Analysis Worksheet Fee best i aia :< :>:::>::...... .. a a Parks & Recreation 001 383 Ballfield Concession Stand rental 6/10/98 ........... ' r <a > ndy> r>Eya> dhrcx> rte 1 :::::::::::::::::::::::.........►....... ............. Rental Cost per hour for concession stand. Personnel Costs Labor Rates` ..................................................:.::::::. Burdened :: ::';: i: :::`;:;`::: :::: ::Total Labor Cost Str ai ht Fringe a Total Direct Dept.or Div. Total B 9 9 er Unit Hr. z:>: !26# «<s < >:> > :> abor Benefits Labor Cost Overhead Labor Cosy kldyls:........satta]r. .r.:: <:< P ......;: Time L .......... ................R....................... 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 Recreation Program Coord. $11.24 $3.18 $14.42 $1.44 $15.86 0.20 $3.17 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 $42.28 Material & Rental Costs :::::: :.:::::::::::::::::::.:::::::•:.::::::::::::::•::::::.:•.::•:::>:.; ;::...::;:;;;;::: :<;:>:> :<;>:;:>:>:»> Un it 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) Unit Cost Custodial/Rec. Leaders $6.74 1 2.00 $13.48 $0.00 Total Other Costs Per Unit of Service: $13.48 Total Service Direct Costs $55.76 City-Wide Gen.&Administrative Rate @10.14% $5.65 Total Service CostfUnit $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. 1 User Fee Determination Cost Analysis Worksheet .. ......... ......... . ......... ......... ... .......... ..... A.0 Did"" Parks & Recreation 001 383 Kitchen Rental 6/18/98 A .. . WkP-04W M. 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* .................... ........... pt.or Div. Total ............. Straight Fringe Total Direct De Burdened Total Labor Cost ................. ........... per Unit Labor C ......DA Overhead 0 ......... Time Labor Benefits Labor Cost st/Hr. ....... ..... .............. .............. 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 0.50 $15.25 Account Clerk 11 $11.13 $3.14 $14.27 $1.43 $15.70 0.10 $1.57 Typist Clerk 11 $10.07 $2.85 $12.92 $1.29 $14.21 0.20 $2.84 Center Manager 11 $17.87 $4.28 $22.15 1 $2.22 1 $24.37 0.50 $12.18 $0.00 $0.00 $0.00 $0.00 $36.05 Material& Rental Costs .. .... .. . . o............ . . .. U n it C st . .....Deg .. . . $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) ...... 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 City-Wide Gen.&Administrative Rate @10.14% $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. /10 Y7 User Fee Determination Cost Analysis Worksheet Ae.ccUrN«<:::><::?:'. . . :, Parks & Recreation 001 383 Assembly Room Rental 6/16/98 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' :: otal Burdened D uect De v. Total Labor Cost Fn n e >:�?.::..::: Labor Benefits Labor Cost Overhead Labor Cos t/Hr. Ftoli #StiSdfiG3i per Unit Time L ::::�!� P 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 Mgr 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 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) rtttan::..:::::..::::::...................................:.:..::.:...::.::.:..::.::.::.:..:.::.:....... :: ::•. :: »:•;;:.;:.;:.;:.;:;:;:::.;:;:;:;:::•;:::;:•>:::»::::.;:::.;::...h..o.st GEf:::..:<.:.::.>:<.:Q...t..a..f.i.t. ?i.f.e..c.F......<.:.»..:.<.:.>.:«..:.:.>.«..:.<......::. ;. Unit Cost : : : ; ;; ; . »<R ....:: « : ::::::ec ...: 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 Cost/Unit $86.88 Recommended Fee $86.88 Recommended Fee Subsidy $0.00 Current Fee Amount $38.00 Fee Increase/(Decrease) $48.88 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. User Fee Determination Cost Analysis Worksheet ;:. ` :` a Parks & Recreation 001 383 Large Room Rental 6/10/98 es p cry f t }d ma di.: b$ �t� t o..leer c r t ... 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* or iv. Total Burdened 3:.Total Labor Cost Fringe Total Direct Dept.t. D >: Straight P 9 9 ....... Benefits Labor Cost Overhead Lab Hr. Firiirs. per Unit Time Labor Y::::.::::::::::. ::::::::::::..:::::. P Recreation Su erintendent $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 $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 $0.00 $0.00 $63.47 Material& Rental Costs : ;:;::::� ::........:.....:::.::. :;::::: ... :.............. ;:::: Unit Cost: :. U $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) .......... ............................................................ i Unit Cost Senior Recreation Leader $6.74 1.00 $6.74 Utilities/facilities $4.33 1.00 $4.33 Total Other Costs Per Unit of Service: $11.07 Total Service Direct Costs $74.55 City-Wide Gen.&Administrative Rate @10.14% $7.56 Total Service Cost/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. 61 User Fee Determination Cost Analysis Worksheet €3e . rtsi3t/ u ...:........::::::::... Funs€ :.::.:::.: A ::edium: #& F ;De € a€tom ate Parks & Recreation 001 Room Rental 6/16/98 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` Strai 9 ht Fringe a Total Direct Dept.t.or Div. Total Burdened Total Labor Cost Labor Cost Overhead Labor Cost/Hr. Nfotics: :#y+isaYior `at::I#tt :> >`>. per Unit Time Labor Benefits LY E? P 0 lRecreation Su 0 erintendent $29.00 $9.23 $38.23 $3.82 $42.05 .1 $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 Mgr II $17.87 $4.28 $22.15 $2.22 $24.37 1.00 $24.37 $0.00 $0.00 $0.00 1 $0.00 $63.47 Material& Rental Costs ........... :..: .: :;....:..: ::::: .. .. f:.>:::::>.:i: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 w/o benefits) os ::.::::::::•:::•::::.::::.;:.;::;:.;;:.::;;;;;:•;;:•:;::;;;:;:.;:.;:.;:.;:<;•;:;•»:>: :.;:.;:.;:;:.;:.;:.;:.;:<:;•;:;;•;:;•::;:>:.;:.;;:.;:•;:•;;:.;:.;::;<>:;s•::tosY: cEi:<:>:«<::::Qi3if' F "'sec :»:«<:<:.... Unit C t Senior Recreation Leader $6.74 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 Cost/Unit $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. ►1 User Fee Determination Cost Analysis Worksheet Parks & Recreation 001 383 Small Room Rental 6/16/98 t : ? n ..r ?ccFra>e d ' b >Ed gi 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' Tot al Direct Dept.or Div. Total Burdened Total Labor Cost >:. Straight h t Fringe P 9 e>E '>' >::>:.. per Unit ''. ?asatorc :::::::::::....................................................... � Overhead Labor Cost/Hr. i3cti[s:.. .. P Time Labor Benefits Labor Cost .:........................................................................ lRecreation 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 T ist 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 :...:::::::.:........................:.::.:.:::::::::::::::::........................:::::•::::::::.::•:.......................,:.:::::::::::.:.:•::::::::::. : ;>;;:;:;:; ;. ft8t�:::<:::«�>:>.::>::>:z:»::;:;:;Unit Cost t�ef ....... ...... ..... ..... $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) Unit Cost Tim 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.&Administrative Rate @10.14% $7.34 Total Service Cost/Unit $79.72 Recommended Fee $79.72 Recommended Fee Subsidy $0.00 Current Fee Amount $29.00 Fee Increaset(Decrease) $50.72 Note:Rate are per the City of San Bernardino Cost Allocation Plan(CAP)in effect at the preparation date of this User Fee Analysis. 463 User Fee Determination Cost Analysis Worksheet U. I✓uc# Parks & Recreation 001 383 Ballfield/Tennis Court Lighting - 1st Hour 6/22/98 dy. Rental Cost per hour for ballfield including costs incurred from utilities, maintenance, custodial services, and administrative costs. Personnel Costs Labor Rates' Total Burdened :::<>:»:;;:.;;:<»::;:;;;>:;•:;•;;:;«>::•;:;;::::;;:•;:•;:Total Labor Cost Total Direct De t.or Div. ::::•• •:•...•:>::•:>:::::::::•.:>:::::%%%:r• Straight Fringe P 9 9 Unit Hr. er U it ................................... < <«�:::>::>�:�#�.a ?tt<:» :'s > <«:�»>�> Time Labor Benefits Labor Cost Overhead Labor :5;..�......................................... 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 1 $0.00 $17.77 Material& Rental Costs s»:>.:::>::>:: Unit Cost ........... (Fell:2i>f::::;:iS>i::;:::::>::::; CasC: acE1 .................................. SGf ............................... $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) :.;: <va::•::.>::::`::«:::<;:<: �:«<'`< iC .......... ....... Utilities $10.00 1.00 00 00 Total Other Costs Per Unit of Service: 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 Increase/(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 Analysis. 5q User Fee Determination Cost Analysis Worksheet Department/Division I Fundl Account ser Fee Description Date Parks and Recreation 1 11 383 Youth Sports Ballfield Lighting 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. 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 Cost/Hr Position per Unit Cost per Total Burdened Personnel Costs per Unit of Service: 0.00 Material & Rental Costs Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Other Costs (Equipment, facilit rental, art-time labor w/o benefits Description Cost Each I Quantity Required Unit Cost Utilities $ 10.00 $ 10.00 Total Other costs per Unit of Service: $ 10.00 Comparisons to Proposed Fee More(Less)than S. Total Service Direct cost 10.00 Jurisdiction Fee per Unit Dollars Percenta City-Vide Gen,B Admin. San Bernardino $ - n/a Rate Q10.14% 1.01 San Bernardino Count $ - n/a Total ServiceCost/Unit 11.01 Riverside $ - n/a Rialto $ - n/a Recommended Fee 5.00 Highland $ - n/a Recommended Fee Subsidy 6.01 Fontana $ - n/a Current Fee Amount 0.00 Colton $ - n/a Fee Increase(Decrease) 5 00 660 O O O O > O N O Q O r 69 _0 ti - 'U ti LO C CY E fn M E a) O O O LL 69 64 > Z) LO L^` \ MM A W 00 1 0 O LO O U O 6F} 69- °U,' O O cu O O N c15 "= N 00 E a) 69- 69. c cn a� r- _0 LLI O O f° N L6 CD m 3 � � N oo d U o = �O N d o a 69 69 a) .0 o � � s N N O O >, LL O O = a) N c M O 0 o CD L -p rn a�i j Ol 69- 69 Q L � � 3 cL LL o `U En N N CD (� C (6 C N m v) 0 N O N O `�- :, a) O L C N C m c� > °' L O O O O "= N � rn a � U W 3 7�0 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Police 001 219 Concealed weapons permit - renewal fee 5/25/99 Description of service, demand, subsidy, and other comments: E ewal of a concealed weapons permit. State law limits this fee to a maximum of$25. Assembly Bill 2022, 1/99 amended Penal Code Sections 12050 through 12054. Initial and renewed concealed weapons 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 Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor Cost/Hr. 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 0.2 15.24 it ID Tech 111 21.24 5.08 26.32 2.632 28.95 0.5 14.48 Rangemaster 15.13 4.28 19.41 1.941 21.35 0.5 10.68 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 14.00 0.25 3.50 Total Other costs per Unit of Service: 3.50 Comparisons to Proposed Fee More (Less)than S.B. Total Service Direct Cost 53.07 Jurisdiction Fee per Unit Dollars Percentage City-Wide Gen.&Admin. San Bernardino 25.00 n/a n/a Rate @10.75% 5.70 San Bernardino County 2.00 (23.00) -92.0% Total Service Cost/Unit 58.77 Riverside 25.00 0.00 0.0% Rialto 25.00 0.00 0.0% Recommended Fee 25.00 Highland 2.00 (23.00) -92.0% Recommended Fee Subsidy 33.77 Fontana 25.00 0.00 0.0% Current Fee Amount 3.00 Colton I I Fee Increase(Decrease) 22.00 467 User Fee Determination Cost Analysis Worksheet Department/Division Fund Account User Fee Description Date Police 001 219 Concealed weapons permit - initial fee 5/25/99 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 Total Direct Dept.or Div. Total Burdened Hours by Total Labor Position Labor Benefits Labor Cost Overhead Labor Cost/Hr. 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 1.9411 21.35 0.5 10.68 Total Burdened Personnel Costs per Unit of Service:1 72.04 Material&Rental Costs Description Cost Each Quantity Required Unit Cost Total Other costs per Unit of Service: Other Costs Equipment,facilit r rental,part-time labor w/o benefits) Description Cost Each Quantity Required Unit Cost Wackenhut security 14.00 0.5 7.00 Total Other costs per Unit of Service: 7.00 Comparisons to Proposed Fee More(Less)than S.B. Total Semce Direc[Cost 79.04 Jurisdiction Fee per Unit Dollars Percentage City-Wde Gen&Admin San Bernardino 86.00 n/a n/a Rate C10.75% 8.50 San Bernardino County 112.00 26.00 30.2% Total Service CosWrit 87.54 Riverside 100.00 14.00 16.3% Rialto 75.00 11.00 -12.8% Recommended Fee 86.00 Highland 112.00 26.00 30.2% Remnwrentled Fee Subsidy 1.54 Fontana 111.28 25.28 1 29.4% current Fee Am unt 3.00 Colton Fee Inaex;e(Decrease) 83.00 JW 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. 61 i i W/ 81t YOUr hor/zOnM m Warren Diie�tc and Ge�erol Naroger ; i '• I F ed Wilson t i i C ty Administiraior ty of San 1B ernardino i 300 North B Sltreet ! f jS tin Bernardio,;CA 92418 f blear Fred: If`the details c�rrentiv being negotiated between KVCR-TV/FM and the 6tylof San B mardino ca' be resolved to the satisfaction,of the administration and Board;Iofl Trustees 10 the San I3et iardino Community College District then KVCR will assuine ianagetrent i O the City Cale Channel 3 as soon as reasonably possible. It is anticipated Ihat these ggotiation##ould be completed within three months. �SIncerely, 1 �c : Dr.Steve Bundy i i Jack IS ce man 3 4 I RECEIVED JUN 0 3 1999 Oj v i I 1 ` KVCR 24-FM 91.9-161:j909/8884511 ex?1611 Fax 909/895.2116 701 i.M Vetnon Ave,,San 6ema6np,CA 92410 ' A Service�'1 V4 Son 8nudieoCkmunit College 0isrid I �o To'd 3'-tS1?9 01 ll�:'�il 637`i Z6=1 tJdU-t7:'-c 55 1-emu-4G Budget Reduction Worksheet DEPT: City Attorney's Office FUND: General Fund PROGRAMISERVICE 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 attorneys' 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) tO' 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? Eyes ❑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 II positions in Public Services (03 Budget Reduction Worksheet DEPT: Development Services FUND: General Fund PROGRAMISERVICE 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 ❑no If yes, list positions and indicate if they are vacant: One (1)Real Property Specialist(vacant) Budget Reduction Worksheet DEPT: Public Services FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate vacant Maintenance Worker Il 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? ®yes ❑no If yes, list positions and indicate if they are vacant: One (1) Maintenance Worker II (vacant) Budget Reduction Worksheet DEPT: Facilities Management FUND: General Fund PROGRAM/SERVICE 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 ❑no If yes, list positions and indicate if they are vacant: One (1)Parking Control Checker (vacant) l�� Budget Reduction Worksheet DEPT: Facilities Management FUND: Telephone Support PROGRAM/SERVICE REDUCTION: Eliminate Typist Clerk II position(6th 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? Myes F-]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 I1 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 11 (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 1I. Delete vacant Account Clerk II Delete vacant Purchasing Clerk 415 Buduet 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? ❑yes ®no If yes, list positions and indicate if they are vacant: t0' Budget Reduction Worksheet DEPT: Parks, Recreation, and Community Services FUND: General Fund PROGRAM/SERVICE 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. �V 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: $73,200 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-1 are fully reimbursable. Savings can be realized by reassigning one P-1 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 ®no 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: General 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 ❑no If yes, list positions and indicate if they are vacant: (3) Firefighters - I is vacant - 2 are currently completing the process of separating from the City because of injuries. 12 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, II 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 �3 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? Eyes ❑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: -167 Budget Reduction Worksheet DEPT: All Departments FUND: General Fund PROGRAM/SERVICE 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. 10 Budget Reduction Worksheet DEPT: Liability Fund FUND: Liability Fund PROGRAM/SERVICE 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: 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? ❑yes ®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: Budget Reduction Worksheet DEPT: Telecommunications IFUND: 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$50,000 will be made to the Telecommunications budget for FY 99/00. Positions affected? ®yes ❑no If yes, list positions and indicate if they are vacant: All current full-time Telecommunications Division employees would become employees of Valley College. 159 TB'd 7�JiOi I i wAten yorrr l ior/zvnm �II Lehr Warren Dije(fci and General Manoger ; i I (Fred Wilson ( ! 1 ty Admimstr+r t ty of San$�rtlardino 390 North E Sltreet j S�n Bernardinlo,iCA 9241$ l 1 ar Fred: If the details currently being negotiated between KVCR-;"V/FM and the 6tylof San I Bernardino can be resolved to the satisfaction,of the administration and Board of Trustees o the San Bernardino Community College District then KVCR will assume`mnagernent l o the City Cale Channel 3 as soon as reasonably possible. It is anticipated at these i n+ gotiations,Aould be completed within three months. l Sincerely, f l ( l � � (c : Dr.Ste�a> _1 . Bundy , Jack*hnan 3 l ( � } RECEIVED { I JUN 0 3 1999 1 ± v l 0j 6 a. I 1 t 1 i f l I i KYq 24-FM 91.9•ITA40-9/888-6511 ex?1611 Fax 909/895.2116 101$.�U,Vetnon Me„San Berndrdin�;CA 9?910 A Ser ire�f&Son Bencrdiaa C*1 nm6ir (ollege%t ict T©'d 80TSb8_ 0i 6ldrrtl d30,4 Odd WJCt-:2:? SeoT-ZO-•9O 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 attorneys' 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 PROGRAMISERVICE 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? Myes ❑no If yes, list positions and indicate if they are vacant: One (1) Personnel Clerk I (vacant) (�Z 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 II positions in Public Services 63 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 ❑no If yes, list positions and indicate if they are vacant: One (1) Real Property Specialist (vacant) 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? ®yes ❑no If yes, list positions and indicate if they are vacant: One (1) Maintenance Worker II (vacant) Budget Reduction Worksheet DEPT: Facilities Management FUND: General Fund PROGRAM/SERVICE 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 ❑no If yes, list positions and indicate if they are vacant: One (1) Parking Control Checker (vacant) l�� Budget Reduction Worksheet DEPT: Facilities Management FUND: Telephone Support PROGRAM/SERVICE REDUCTION: Eliminate Typist Clerk II position(6th 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? Eyes ❑no If yes, list positions and indicate if they are vacant: Delete vacant Accountant II. Delete vacant Account Clerk II Delete vacant Purchasing Clerk 41 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? ❑yes ®no If yes, list positions and indicate if they are vacant: to� Budget Reduction Worksheet DEPT: Parks, Recreation, and Community Services FUND: General Fun-d—] PROGRAM/SERVICE 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. *7a 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: $73,200 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-1 are fully reimbursable. Savings can be realized by reassigning one P-1 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? Dyes ®no 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: Gener�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 I I 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 ❑no 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. 12 Budget Reduction Worksheet DEPT: Parks, Recreation and Community Services FUND: General PROGRAMISERVICE 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, II 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 PROGRAMISERVICE 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? Eyes ❑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 PROGRAMISERVICE 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 PROGRAM/SERVICE 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. 10 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: 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? E]yes Eno If yes, list positions and indicate if they are vacant: �V Budget Reduction Worksheet EPT: 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: