HomeMy WebLinkAboutSS6 - Cost of Service Study - Harbor FeesCITY OF NEWPORT BEACH
STUDY SESSION STAFF REPORT
Agenda Item No. SS6
October 26, 2010
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: Administrative Services Department
Tracy McCraner, Administrative Services Director
(949) 644 -3123 or TMcCranera_NewportBeachCA.gov
Administrative Services Department
Evelyn Tseng, Revenue Manager
(949) 644 -3153 or ETseng()_NewportBeachCA.gov
SUBJECT: COST OF SERVICES STUDY— HARBOR FEES
ISSUE:
Staff is seeking comments and direction from City Council for MGT of America, Inc.'s
( "MGT ") cost of services study for cost -of- services related harbor fees.
DISCUSSION:
Background:
The Newport Beach Municipal Code ( "NBMC ") Section 3.36.030(A) provides that cost
recovery percentages appropriate for each user service shall be 100 %. Currently, all
Harbor fees are recommended to be recovered at 100 %, except the Marine Preserve
Tour Program, where the recovery level would be at 15 %.
The City had not conducted a comprehensive cost -of- services study for the tidelands
since 1996. City staff suspected that fees charged for tidelands uses were outdated and
insufficient to cover the costs of City services to those tidelands. In 2006, the City
contracted with Maximus, Inc. ( "Maximus ") to provide the tidelands cost -of- services
analysis. Maximus completed its final report on July 11, 2007. This study was heavily
criticized and its findings were never adopted by the City.
In April 2010, City entered into an agreement with MGT for, among other things, a Harbor
Tidelands user fee analysis (Exhibit A). This analysis would investigate the cost to the
City to provide fee - related services and determine whether new fees may be applicable,
based on City's cost recovery policies. The study would also identify service areas where
Cost of Services Study — Harbor Resources
October 26, 2010
Page 2
fees might be adjusted and project revenues based on the recommended fees. MGT's
report is attached (Exhibit B).
MGT recommended that fees associated with three services be decreased:
Non - commercial Pier Transfer ($460 to $270);
Commercial Pier Transfer ($500 to $270);
Wait List — Live Aboard ($60 to $34).
Seven fees were recommended for increase:
1. RGP Dredging ($500 to $1,640);
2. Plan Check — new construction ($180 to $647);
3. Plan Check — maintenance ($42 to $162);
4. Marine Preserve Tour — ($36 to $69);
5. Live Aboard Permit ($190 to $295);
6. Marine Activities Permit — initial ($130 to $384); and
7. Marine Activities Permit — renewal ($130 to $192).
MGT recommended one new fee — Eelgrass Survey, at $566 per project. This is a
service the City previously provided without charge. However, approximately four (4)
years ago, the City requested that applicants hire eelgrass surveyors outside of the City.
The City may still perform this service, but at this recommended charge.
The non - commercial Pier Permit Transfer Late Application fee was eliminated. Fees
related to Commercial and Non - commercial Pier Permits (except for permit transfers)
were excluded from this study, because staff believes that these either require additional
legal review and /or should be based on the fair market value of the private use of public
property (instead of cost -of- service based).
Environmental Review:
This action is not subject to the California Environmental Quality Act ( "CEQA ") pursuant
to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable
indirect physical change in the environment) and 15060(c)(3) (the activity is not a
project as defined in Section 15378) of the CEQA Guidelines, California Code of
Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical
change to the environment, directly or indirectly.
Public Notice:
The agenda item has been noticed according to the Brown Act (72 hours in advance of
the meeting at which the City Council considers the item). The fees are not subject to
any taxing limitation or voter requirement since as recommended they do not exceed
Cost of Services Study — Harbor Resources
October 26, 2010
Page 3
the reasonable cost of providing the service and are not intended to be used for general
revenue purposes.
Fiscal Impact:
If fees are approved as recommended, the estimated increase to annual revenues is
approximately $64,000.
Prepared by:
Submitted by:
/�)W ,,, — z e� cjta� � te'�
velyn Tseng Tracy Mc r er
Revenue Manager Administr ive Services Director
Attachments: Exhibit A — Professional Services Agreement with MGT
Exhibit B — Cost of Services Findings — Harbor Resources, October 2010
PROFESSIONAL SERVICES AGREEMENT WITH
MGT OF AMERICA, INC.
FOR COST ALLOCATION PLAN AND USER FEE SERVICES
THIS AGREEMENT is made and entered into as of this 14th day of April, 2010, by and
between the CITY OF NEWPORT BEACH, a Municipal Corporation ( "City "), and MGT
OF AMERICA, INC. a Florida Corporation, regionally based in California, whose
address is 2001 P Street, Suite 200 Sacramento, California, 95811 ( "Consultant "), and
is made with reference to the following:
RECITALS
A. City is a municipal corporation duly organized and validly existing under the laws of
the State of California with the ,power to carry on its business as it is now being
conducted under the statutes of the State of California and the Charter of the City.
B. City is planning a six phase (during a period of six years) comprehensive review and
update of General Fund departmental user fee calculations, initial comprehensive
Harbor Tidelands user fee analysis and update of the citywide cost allocation plan.
City also wishes to create a detailed breakout of departmental user fee services
which directly links to City revenue codes (collectively, the "Project "). Cataloging
the user fee services along with the corresponding City Revenue Code will allow the
City to more efficiently update charge levels and create a better linkage between
user fee services and general plan revenue accounts.
C. Consultant, in 2006, had calculated the City's cost allocation plan. At that time,
Consultant was PRM, a company that has since been merged into MGT of America,
Inc. Because of Consultant's familiarity with City's organization, and the ensuing
cost savings, City desires to engage Consultant to complete the Project in
accordance to the schedule shown in Exhibit "A" and incorporated herein by
reference.
D. Consultant possesses the skill, experience, ability; background, certification and
knowledge to provide the services described in this Agreement.
E. The principal members of the Consultant for purposes of the Project, shall be Brad
Burgess, Erin Payton and Mike Adams.
F. City has solicited and received a proposal from Consultant, has reviewed the
previous experience and evaluated the expertise of Consultant, and desires to retain
Consultant to render professional services under the terms and conditions spt forth
in this Agreement.
NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as
follows:
The term of this Agreement shall commence on the above written date, and shall
terminate on the 13th day of April, 2016, unless terminated earlier as set forth
herein.
2. SERVICES TO BE PERFORMED
Consultant shall diligently perform all the services described in the Scope of
Services attached hereto as Exhibit "A" and incorporated herein by reference.
The City may elect to delete certain tasks from the Scope of Services at its sole
discretion.
3. TIME OF PERFORMANCE
Time is of the essence in the performance of services under this Agreement and
the services shall be performed to completion in a diligent and timely manner.
The failure by Consultant to perform the services in a diligent and timely manner
may result in termination of this Agreement by City.
Notwithstanding the foregoing, Consultant shall not be responsible for delays due
to causes beyond Consultant's reasonable control. However, in the case of any
such delay in the services to be provided for the Project, each party hereby
agrees to provide notice to the other party so that all delays can be addressed.
3.1 Consultant shall submit all requests for extensions of time for performance
in writing to the Project Administrator, as defined in Section 6, not later
than ten (10) calendar days after the start of the condition that purportedly
causes a delay. The Project Administrator shall review all such requests
and may grant reasonable time extensions for unforeseeable delays that
are beyond Consultant's control.
3.2 For all time periods not specifically set forth herein, Consultant shall
respond in the most expedient and appropriate manner under the
circumstances, by either telephone, fax, hand - delivery or mail.
4. COMPENSATION TO CONSULTANT
City shall pay Consultant for the services on a lime and expense not -to- exceed
basis in accordance with the provisions of this Section and the Schedule of
Billing and Rates attached hereto as Exhibit "B" and incorporated herein by
reference. Consultant's compensation for all work performed in accordance with
this Agreement, including all reimbursable items, shall not exceed:
Forty Thousand Dollars ($40,000) during 2009 -10 (Year 1);
Fifteen Thousand Dollars ($15,000) during 2010 -11 Year 2);
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Twenty Thousand Dollars ($20,000) during 2011-12 (Year 3);
Twenty -Five Thousand Dollars ($25,000) during 2012 -13 (Year 4);
Fifteen Thousand Dollars ($15,000) during 2013 -14 (Year 5); and
Twenty Thousand Dollars ($20,000) during 2014 -15 (Year 6)
without prior written authorization from City. No billing rate changes shall be
made during the term of this Agreement without the prior written approval of City.
4.1 Consultant shall submit monthly invoices to City describing the work
performed the preceding month. Consultant's bills shall include the name
of the person who performed the work, a brief description of the services
performed and /or the specific task in the Scope of Services to which it
relates, the date the services were performed, the number of hours spent
on all work billed on an hourly basis, and a description of any
reimbursable expenditures. City shalt pay Consultant no later than thirty
(30) days after approval of the monthly invoice by City staff,
4.2 City shall reimburse Consultant only for those costs or expenses
specifically approved in this Agreement, or specifically approved in writing
in advance by City. Unless otherwise approved, such costs shall be
limited and include nothing more than the following costs incurred by
Consultant;
A. Approved reproduction charges.
B. Actual costs and /or other costs and/or payments specifically
authorized in advance in writing and incurred by Consultant in the
performance of this Agreement.
4.3 Consultant shall not receive any compensation for Extra Work performed
without the prior written authorization of Project Administrator. As used
herein, "Extra Work" means any work that is determined by City to be
necessary for the proper completion of the Project, but which is not
included within the Scope of Services and which the parties did not
reasonably anticipate would be necessary at the execution of this
Agreement. Compensation for any authorized Extra Work shall be paid in
accordance with the Schedule of Billing Rates as set forth in Exhibit "B°
5. PROJECT MANAGER
Consultant shall designate a Project Manager, who shall coordinate all phases of
the Project, This Project Manager shall be available to City at all reasonable
times during the Agreement term. Consultant has designated Erin Payton to be
its Project Manager. Consultant shall not remove or reassign the Project
Manager or any personnel listed above or assign any new or replacement
personnel to the Project without the prior written consent of City. City's approval
shall not be unreasonably withheld with respect to the removal or assignment of
Project Manager.
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Consultant, at the sole discretion of City, shall remove from the Project any of its
personnel assigned to the performance of services upon written request of City.
Consultant warrants that it will continuously furnish the necessary personnel to
complete the Project on a timely basis as contemplated by this Agreement.
6. ADMINISTRATION
This Agreement will be administered by the Administrative Services Department
The Revenue Division Manager shall be the Project Administrator and shall have
the authority to act for City under this Agreement. The Project Administrator or
her authorized representative shall represent City in all matters pertaining to the
services to be rendered pursuant to this Agreement.
CITY'S RESPONSIBILITIES
In order to assist Consultant in the execution of its responsibilities under this
Agreement, City agrees to, where applicable, provide access to, and upon
request of Consultant, one copy of all existing relevant information on file at City.
City will provide all such materials in a timely manner so as not to cause delays
in Consultant's work schedule.
8.1 All of the services shall be performed by Consultant or under Consultant's
supervision. Consultant represents that it possesses the professional and
technical personnel required to perform the services required by this
Agreement; and that it will perform all services in a manner commensurate
with community professional standards. All services shall be performed
by qualified and experienced personnel who are not employed by City. By
delivery of completed work, Consultant certifies that the work conforms to
the requirements of this Agreement and all applicable federal, state and
local laws and the professional standard of care.
8,2 Consultant represents and warrants to City that it has; shall obtain, and
shall keep in full force in effect during the term hereof, at its sole cost and
expense, all licenses, permits, qualifications, insurance and approvals of
whatsoever nature that is legally required of Consultant to practice its
profession. Consultant shall maintain a City of Newport Beach business
license during the term of this Agreement.
8.3- Consultant shall not be responsible for delay, nor shall Consultant be
responsible for damages or be in default or deemed to be in default by
reason of strikes, lockouts, accidents, or acts of God, or the failure of City
to furnish timely information or to approve or disapprove Consultant's work
promptly, or delay or faulty performance by 'City, contractors; or
governmental agencies.
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9. HOLD HARMLESS
To the fullest extent permitted by law, Consultant shall indemnify, defend and
hold harmless City, its City Council, boards and commissions, officers, agents,
volunteers, and employees (collectively, the "Indemnified Parties ") from and
against any and all claims (including, without limitation, claims for bodily injury,
death or damage to property), demands, obligations, damages, actions, causes
of action, suits, fosses, judgments, fines, penalties, liabilities, costs and expenses
(including, without limitation, attorney's fees, disbursements and court costs) of
every kind and nature whatsoever (individually, a Claim; collectively, "Claims"),
which may arise from or in any manner relate (directly or indirectly) to any breach
of the terms and conditions of this Agreement, any work performed or services
provided under this Agreement including, without limitation, defects in
workmanship or materials or Consultant's presence or activities conducted on
the Project (including the negligent and /or willful acts, errors and /or omissions of
Consultant, Its principals, officers, agents, employees, vendors, suppliers,
consultants, subcontractors, anyone employed directly or indirectly by any of
them or for whose acts they may be liable or any or all of them).
Notwithstanding the foregoing, nothing herein shall be construed to require
Consultant to indemnify the Indemnified Parties from any Claim arising from the
sole negligence or willful misconduct of the Indemnified Parties. Nothing in this
indemnity shall be construed as authorizing any award of attorney's fees in any
action on or to enforce the terms of this Agreement. This indemnity shall apply to
all claims and liability regardless of whether any insurance policies are
applicable; The policy limits do not act as a limitation upon the amount of
indemnification to be provided by the Consultant.
10. INDEPENDENT CONTRACTOR
It is understood that City retains Consultant on an independent contractor basis
and Consultant is not an agent or employee of City. The manner and means of
conducting the work are under the control of Consultant, except to the extent
they are limited by statute, rule or regulation and the expressed terms of this
Agreement: Nothing in this Agreement shall be deemed to constitute approval
for Consultant or any of Consultant's employees or agents, to be the agents or
employees of City. Consultant shall have the responsibility for and control over
the means of performing the work, provided that Consultant is in compliance with
the terms of this Agreement. Anything in this Agreement that may appear to give
City the right to direct Consultant as to the details of the performance or to
exercise a measure of control over Consultant shall mean only that Consultant
shall follow the desires of City with respect to the results of the services.
11. COOPERATION
Consultant agrees to work closely and cooperate fully with City's designated
Project Administrator and any other agencies that may have jurisdiction or
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interest in the work to be performed. City agrees to cooperate with the
Consultant on the Project.
12. CITY POLICY
Consultant shall discuss and review all matters relating to policy and Project
direction with City's Project Administrator in advance of all critical decision points
in order to ensure the Project proceeds in a manner consistent with City goals
and policies.
13. PROGRESS
Consultant is responsible for keeping the Project Administrator and /or her duly
authorized designee informed on a regular basis regarding the status and
progress of the Project, activities performed and planned. and any meetings that
have been scheduled or are desired.
14, INSURANCE
Without limiting Consultants indemnification of City, and prior to commencement
of work, Consultant shall obtain, provide and maintain at its own expense during
the term of this Agreement, a policy or policies of liability insurance of the type
and amounts described below and in a form satisfactory to City.
14.1 Certificates of Insurance. Consultant shalt provide certificates of
insurance with original endorsements to City as evidence of the insurance
coverage required herein. Insurance certificates must be approved by
City's Risk Manager prior to commencement of performance or issuance
of any permit. Current certification of insurance shall be kept on file with
City at all times during the term of this Agreement.
14.2 Si nc el tore. A person authorized by the insurer to bind coverage on its
behalf shall sign certification of all required policies.
14.3 Acceptable Insurers. All insurance policies shall be issued by an
insurance company currently authorized by the Insurance Commissioner
to transact business of insurance in the State of California, with an
assigned policyholders' Rating of A (or higher) and Financial Size
Category Class VII (or larger) in accordance with the latest edition of
Best's Key Rating Guide, unless otherwise approved by the City's Risk
Manager.
14.4 Coverage Requirements
A. Workers' Compensation Coverage. Consultant shall maintain
Workers' Compensation Insurance and Employer's Liability Insurance for
his or her employees in accordance with the laws of the State of
California. In addition, Consultant shall require each subcontractor to
similarly maintain Workers' Compensation Insurance and Employer's
Liability Insurance in accordance with the laws of the State of California for
all of the subcontractor's employees. Any notice of cancellation or non -
renewal of all Workers' Compensation policies must be received by City at
least thirty (30) calendar days (10 calendar days written notice of non-
payment of premium) prior to such change. The insurer shall agree to
waive all rights of subrogation against City, its officers, agents, employees
and volunteers for losses arising from work performed by Consultant for
City.
B. General Liability Coverage. Consultant shall maintain commercial
general liability insurance in an amount not less than one million dollars
($1,000,000) per occurrence for bodily injury, personal injury, and property
damage, including without limitation, contractual liability. If commercial
general liability insurance or other form with a general aggregate limit is
used, either the general aggregate limit shall apply separately to the work
to be performed under this Agreement, or the general aggregate limit shall
be at least twice the required occurrence limit.
C. Automobile Liability Coverage. Consultant shall maintain
automobile insurance covering bodily injury and property damage for all
activities of the Consultant arising out of or in connection with work to be
performed under this Agreement, including coverage for any owned, hired,
non -owned or rented vehicles, in an amount not less than one million
dollars ($1,000,000) combined single limit for each occurrence.
D. Professional Errors and Omissions Insurance. Consultant shall
maintain professional :errors and omissions insurance, which covers the
services to be performed in connection with this Agreement in the
minimum amount of one million dollars ($1;000,000).
14.5 Endorsements. Each general liability and automobile liability insurance
policy shall be endorsed with the following specific language:
A. The City, its elected or appointed officers, officials, employees,
agents and volunteers are to be covered as additional insureds with
respect to liability arising out of work performed by or on behalf of
the Consultant.
B, This policy shall be considered primary insurance as respects to
City, its elected or appointed officers, officials, employees, agents
and volunteers as respects to all claims, losses, or liability arising
directly or indirectly from the Consultant's operations or services .
provided to City. Any insurance maintained by City, including any
self- insured retention City may have, shall be considered excess
insurance only and not contributory with the insurance provided
hereunder.
C, This insurance shall act for each insured and additional insured as
though a - separate policy had been written for each, except with
respect to the limits of liability of the insuring company.
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p. The insurer waives all rights of subrogation against City, its elected
or appointed officers, officials, employees, agents and volunteers.
E. Any failure to comply with reporting provisions of the policies shall
not affect coverage provided to City, its elected or appointed
officers, officials, employees, agents or volunteers.
F. The insurance provided by this policy shall not be suspended,
voided, canceled, or reduced in coverage or in limits, by Either party
except after thirty (30) calendar days (10 calendar days written
notice of non- payment of premium) written notice has been
received by City.
14.6 7lmely Notice of Claims. Consultant shall give City prompt and timely
notice of claim made or suit instituted arising out of or resulting from
Consultant's performance under this Agreement.
14.7 Additional Insurance. Consultant shall also procure and maintain, at its
own cost and expense, any additional kinds of insurance, which in its own
judgment may be necessary for its proper protection and prosecution of
the work.
15. PROHIBITION AGAINST ASSIGNMENTS AND "TRANSFERS
Except as specifically authorized under this Agreement, the services to be
provided under this Agreement shall not be assigned, transferred contracted or
subcontracted out without the prior written approval of City. Any of the following
shall be construed as an assignment: The sale, assignment, transfer or other
disposition of any of the issued and outstanding capital stock of Consultant, or of
the interest of any general partner or joint venturer or syndicate member or
cotenant if Consultant is a partnership or joint - venture or syndicate or cotenancy,
which shall result in changing the control of Consultant. Control means fifty
percent (50 %) or more of the voting power, or twenty -five percent (25 %) or more
of the assets of the corporation, partnership or joint - venture.
16. SUBCONTRACTING
The parties recognize that a substantial inducement to City for entering Into this
Agreement is the professional reputation, experience and competence of
Consultant. Assignments of any or all rights, duties or obligations of the
Consultant under this Agreement will be permitted only with the express written
consent of City. Consultant shall not subcontract any portion of the work to be
performed under this Agreement without the prior written authorization of City.
17. OWNERSHIP OF DOCUMENTS
Each and every report, draft, map, record, plan, document and other writing
produced ( "Documents "), prepared or caused to be prepared by Consultant, its
officers, employees, agents and subcontractors, in the course of implementing
this Agreement, shall become the exclusive property of City, and City shall have
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the sole right to use such materials in its discretion without further compensation
to Consultant or any other party. Consultant shall, at Consultant's expense,
provide such Documents to City upon prior written request.
Documents, including drawings and specifications, prepared by Consultant
pursuant to this Agreement are not intended or represented to be suitable for
reuse by City or others on any other project. Any use of completed Documents
for other projects and any use of incomplete Documents without specific written
authorization from Consultant will be at City's sole risk and without liability to
Consultant. Further, any and all liability arising out of changes made to
Consultant's deliverables under this Agreement by City or persons other than
Consultant is waived against Consultant and City assumes full responsibility for
such changes unless City has given Consultant prior notice and has received
from Consultant written consent for such changes.
18. CONFIDENTIALITY
All Documents, including drafts, preliminary drawings or plans, notes and
communications that result from the services in this Agreement, shall be kept
confidential unless City authorizes in writing the release of information.
19. INTELLECTUAL PROPERTY INDEMNITY
The Consultant shall defend and indemnify City, its agents, officers,
representatives and employees against any and all liability, including costs, for
infringement of any United States' letters patent, trademark, or copyright
infringement, including costs, contained in Consultant`s drawings and
specifications provided under this Agreement.
20. RECORDS
Consultant shall keep records and invoices in connection with the work to be
performed under this Agreement, Consultant shall maintain complete and
accurate records with respect to the costs incurred under this Agreement and
any services, expenditures and disbursements charged to City, for a minimum
period of three (3) years, or for any longer period required by law, from the slate
of final payment to Consultant under this Agreement. All such records and
invoices shall be clearly identifiable. Consultant shall allow a representative of
City to examine, audit and make transcripts or copies of such records and
invoices during regular business hours. Consultant shall allow inspection of all
work, data, Documents, proceedings and activities related to the Agreement for
period of three (3) years from the date of final payment to Consultant under this
Agreement.
21. WITHHOLDINGS
City may withhold payment to Consultant of any disputed sums until satisfaction
of the dispute with respect to such payment. Such withholding shall not be
deemed to constitute a failure to pay according to the terms of this Agreement.
Consultant shall not discontinue work as a result of such withholding.. Consultant
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shall have an immediate right to appeal to the City Manager or his/her designee
with respect to such disputed sums. Consultant shall be entitled to receive
interest on any withheld sums at the rate of return that City earned on its
investments during the time period, from the date of withholding of any amounts
found to have been improperly withheld.
22. ERRORS AND OMISSIONS
In the event of errors or omissions that are due to the negligence or professional
inexperience of Consultant which result in expense to City greater than what
would have resulted if there were not errors or omissions in the work
accomplished by Consultant, the additional design, construction and /or
restoration expense shall be borne by Consultant Nothing in this paragraph is
intended to limit City's rights under the law or any other sections of this
Agreement.
23, CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS
City reserves the right to employ other Consultants in connection with the
Project.
24. CONFLICTS OF INTEREST
The Consultant or its employees may be subject to the provisions of the
California Political Reform Act of 1974 (the "Act "), which ('1) requires such
persons to disclose any financial interest that may foreseeably be materially
affected by the work performed under this Agreement, and (2) prohibits such
persons from making, or participating in making, decisions that will foreseeably
financially affect such interest.
If subject to the Act, Consultant shall conform to all requirements of the Act.
Failure to do so constitutes a material breach and is grounds for immediate
termination of this Agreement by City: Consultant shall indemnify and hold
harmless City for any and all claims for damages resulting from Consultant's
violation of this Section.
25. NOTICES
All notices, demands, requests or approvals to be given under the terms of this
Agreement shall be given in writing, and conclusively shall be deemed served
when delivered personally, or on the third business day after the deposit thereof
in the united States mail, postage prepaid, first -class mail, addressed as
hereinafter provided. All notices, demands, requests or approvals from
Consultant to City shall be addressed to City at:
Attn: Revenue Division Manager
Administrative Services Department
City of Newport Beach
3300 Newport Boulevard
Newport Beach, CA, 92663
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Phone: 949 -644 -3144
All notices, demands, requests or approvals from CITY to Consultant shall be
addressed to Consultant at:
Attention: Brad Burgess
2001 P Street, Suite 200
Sacramento, CA 95811
Phone: 916.595.2646
Fax: 916.914.2372
26. TERMINATION
In the event that either party falls or refuses to perform any of the provisions of
this Agreement at the time and in the manner required, that party shall be
deemed in default in the performance of this Agreement. If such default is not
cured within a period of five (5) calendar days, or if more than five (5) calendar
days are reasonably required to cure the default and the defaulting party fails to
give adequate assurance of due performance within five (5) calendar days after
receipt of written notice of default, specifying the nature of such default and the
steps necessary to cure such default, and thereafter diligently take steps to cure
the default, the non - defaulting party may terminate the Agreement forthwith by
giving to the defaulting party written notice thereof.
Notwithstanding the above provisions, City shall have the right, at its sole
discretion and without cause, of terminating this Agreement at any time by giving
ten (10) calendar days prior written notice to Consultant. In the event of
termination under this Section, City shall pay Consultant for services satisfactorily
performed and costs incurred up to the effective date of termination for which
Consultant has not been previously paid. On the effective date of termination,
Consultant shall deliver to City all reports, Documents and other information
developed or accumulated in the performance of this Agreement, whether in draft
or final form.
27. COMPLIANCE WITH ALL LAWS
Consultant shall at its own cost and expense comply with all statutes,
ordinances, regulations and requirements of all governmental entities, including
federal, state, county or municipal, whether now in force or hereinafter enacted.
In addition, all work prepared by Consultant shall conform to applicable City,
county, state and federal laws, rules, regulations and permit requirements and be
subject to approval of the Project Administrator and City.
28. WAIVER
A waiver by either party of any breach, of any term, covenant or condition
contained herein shall not be deemed to be a waiver of any subsequent breach
of the same or any other term, covenant or condition contained herein, whether
of the same or a different character.
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29. INTEGRATED CONTRACT
This Agreement represents the full and complete understanding of every kind or
nature whatsoever between the parties hereto, and all preliminary negotiations
and agreements of whatsoever kind or nature are merged herein. No verbal
agreement or implied covenant shall be held to vary the provisions herein.
30. CONFLICTS OR INCONSISTENCIES
In the event there are any conflicts or inconsistencies between this Agreement
and the Scope of Services or any other attachments attached hereto, the terms
of this Agreement shall govern,
31. INTERPRETATION
The terms of this Agreement shall be construed in accordance with the meaning
of the language used and shall not be construed for or against either party by
reason of the authorship of the Agreement or any other rule of construction which
alight otherwise apply.
32. AMENDMENTS
This Agreement may be modified or amended only by a written document
executed by both Consultant and City and approved as to form by the City
Attorney.
33. SEVERABILITY
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise
unenforceable by a court of competent jurisdiction, the remaining provisions of
this Agreement shall continue in full force and effect.
34. CONTROLLING LAW AND VENUE
The laws of the State of California shall govern this Agreement and all matters
relating to it and any action brought relating to this Agreement shall be
adjudicated In a court of competent jurisdiction in the County of Orange..
35. EQUAL OPPORTUNITY EMPLOYMENT
Consultant represents that it is an equal opportunity employer and it shall not
discriminate against any subcontractor, employee or applicant for employment
because of race, religion, color, national origin, handicap, ancestry, sex or age.
36. NO ATTORNEYS' FEES
In the event of a legal dispute under the terms of this Agreement, the prevailing
party shall not be entitled to attorneys' fees.
12
IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on
the day and year first written above.
APPROVED AS TO FORM:
OFFICE OF TIE CITY ATTORNEY:
F
Leonie Mulvihill, N /4I�o
Acting City Attorney
ATTEST:
By t .
Leilani Brown,
City Clerk
CITY OF NEWPORT BEACH,
A Municipal Corporation
By: ✓�
Keith Curry
Mayor
CONSULTANT:
Print Name: 3, &PJ.± -_,s
By: ilk,
(Financial -Officer)
Title: CFO
Print Name: MICHELLE JUAREZ
Attachments: Exhibit' "A" – Scope of Services
Exhibit "B" – Schedule of Billing Rates
13
Exhibit "A"
Scope of Services
Project Organization
The project shall be divided into the following six phases:
Year 1 (FY 2009-10):
Update citywide cost allocation plan
Perform initial comprehensive Harbor Tidelands user fee study
Update Police user fee study
Catalog user fee services for all user fee departments listed in project years 1, 2 and 3 along
with developing a linkage from each service name to the corresponding City revenue code,
* Year (FY 2010-11):
Update Administrative Services, Library, Recreation & Senior Services and Utilities user fee
studies,
• Year (FY 2011 -12):
Update Building, Fire and Code Enforcement, Planning, Public Works user fee studies.
• Year 4 (FY 2012 -13):
Update citywide cost allocation plan, Harbor Tidelands and Police user fee studies.
• Year 5 (FY 2013 -14):
Update Administrative Services, Library, Recreation & Senior Services and Utilities user fee
studies.
• Year G (FY 2014 -15):
Update Building, Fire and Code Enforcement, Planning, Public Works user fee studies.
Detailed Project Description: User fee Updates
For the fee study departments described above, the areas of update /analysis will
include:
• The addition of any new fee services.
• Review /revise all time estimates included in the previous study and capture new time
estimates for new services. Note — the initial Harbor Tidelands study will be conducted with
all new time information; which will be gathered on site from City staff. Update annual
volume and revenue statistics for all fee services.
• Update all staffing and expenditure information.
Update all cross - department support calculations.
Provide revenue forecasting based on recommended fee levels. .
• Update department overhead rates.
• Prepare for Council approval the annual citywide service fee schedule reflecting the results
of the year's user fee update and cost allocation plan (if applicable), and the changes to the
14
Consumer Price Index from the previously adopted service fee schedule. The staff report
for the Council presentation will be created by City staff.
Following Council adoption of the service fee schedule, for each department - create
individual comprehensive user fee service and copy & duplication charges catalogs. The
user fee catalog will be created in a manner that creates a better linkage between individual
departmental user fee levels and the corresponding departmental general fund revenue by
tying service fees and transaction counts to general fund revenue accounts. This catalog
will allow enhanced revenue forecasting and budgeting by incorporating staffing changes
and volume statistics.
Any department not included in that year's detailed analysis will have their user fees
updated by the local GPI (i.e. the Planning fees will be updated by the CPI factor in years 1
and 2; the Police fees will be updated by the CPI factor in years 2 and 3).These updates will
be applied and forecasted revenue information will be provided for each department.
Detailed Project Description: Cost Allocation Plan
For the cost allocation plan„ the areas of update /analysis will include:
• Review /update of all central service departments (add /remove any divisions)
• Update cost plan structure /receiving departments to reflect the current city budget structure
Update all functional areas within allocating departments
Update all staff time analyses within functional areas
p Update all allocation basis used to allocate functional costs
Update expenditure data to reflect current budget (or previous year actuals)
• Compare allocations to prior cost plan results
15
Exhibit "B"
Schedule of Billing and Rates
Year 1:
Update citywide cost allocation plan - $12,500.00
Update Police user fee study - $2,500.00
Perform initial comprehensive Harbor Tidelands user fee study - $25,000.00
Catalog user fee services for all user fee departments fisted in project years 1, 2 and 3 along
with developing a linkage from each service name to the corresponding City revenue code —
included
Total - $40,000.00
Year 1 will be billed as follows:
50% after all initial department meetings /interviews are conducted
30% upon receipt of first draft of cast allocation plan, Police and Harbor
Tidelands fee study
20% upon receipt of final cost allocation plan, Police and Harbor Tidelands fee
study and departmental fee service catalog
Year 2:
Update Administrative Services user fee study - $3,500.00
Update Library user fee study - $2,500,00
Update Recreation & Senior Services user fee study - $4,500.00
Update Utilities user fee study- $4,500.00
Total - $15,000.00
Year 2 will be billed as follows:
50 % upon receipt of 151 user fee draft for all departments
40% upon receipt of 2 "d user fee draft for all departments
10% upon receipt of final report and presentation
Year 3:
Update of Building user fee study - $4,500.00
Update of Code Enforcement user fee study - $2,000.00
Update of Fire user fee study - $4,500,00
Update of Planning user fee study - $4,500.00
Update of Public Works user fee study - $4,500.00
Total $20,000:00
Year 3 wfl1 be billed as follows:
50 % upon receipt of 1s` user fee draft for all departments
40% upon receipt of 2nd user fee draft for all departments
10 % upon receipt of final report, presentations and departmental fee service
catalog
Year 4:
Update Police user fee study - $2,500.00
Update Harbor Tidelands user fee study $30,000.00
Update citywide cost allocation plan - $12,500.00
Total - $25,000.00
Year 4 will be billed as follows:
50% after all initial department meetings /interviews are conducted
30% upon receipt of 1," draft of cost allocation plan and Police and Harbor
Tidelands fee study
20% upon receipt of final cost allocation plan and Police and Harbor Tidelands
fee study
Year 5:
Update Administrative Services user fee study - $5,500.00
Update Library user fee study - $2,500.00
Update Recreation & Senior Services user fee study - $4,500.00
Update Utilities user fee study - $4,500.00
Total - $15,000.00
Years ,phase will be billed as follows
50% upon receipt of 1g` user fee draft for all departments
40% upon receipt of 2nd user fee draft for all departments
10% upon receipt of final report, presentation and departmental fee service
catalog
Year 6:
Update of Building user fee study - $4;500,00
Update of Code Enforcement user fee study - $2,000.00
Update of Fire user fee study - $4,500:00
Update of Planning user fee study - $4,500,00
Update of Public Works- user fee study - $4;500.00
Total - $20,000;00
Year 6 will be billed as follows
30% upon receipt of 1s` user fee draft for all departments
• 40 % upon receipt of 2 °d user fee draft for all departments
® 10% upon receipt of final report, presentation and departmental fee service
catalog
17
Hourly Billing Rates
For any services outside or in addition to the Scope of Services ( ".Extra Work) described in
Exhibit A', City shall pay the Consultant for the services on a time and expense basis in 1110
hour increments at the following rates)..
Senior Partner: $250
Senior Associate: $185
Associate: $165
Senior Consultant: $155
Production Coordinator: $85
Project related expenses (mileage; air travel, car rental, lodging, meals while on site,
duplication) shall be billed at cost
M
City of Newport Beach
Cost of Services Study Findings — Harbor Resources
October, 2010
MGT
OF AMERICA, INC.
2001 P Street, Suite 200
Sacramento, CA 95811
P: (916) 443 -3411 f: (916) 443 -1766
w .mgtamer.com
w .mgtofamerica.com
EXECUTIVE SUMMARY
Introduction
MGT of America (MGT) is pleased to present the City of Newport Beach (City) with this summary of findings for the Harbor Resources cost of
services study.
The City is interested in accurately reporting the true cost of providing various fee - related services, and exploring the possibilities of modifying
current fees to better reflect the increasing cost of providing services over time. In April 2010, the City contracted with MGT to perform this cost
analysis using the budgeted 2010-2011 fiscal year budget, staffing and operational information. Additionally, all information was provided through
the period ending September 2010. Fees should be reviewed on a regular basis and adjusted in accordance with established City policies on user fee
cost recovery.
This reporc is the culmination of the past six months of work between MGT and City management and staff. MGT would like to take this
opportunity to acknowledge all management and staff who participated on this project for their efforts and coordination. Their responsiveness and
continued interest in the outcome of this study contributed greatly to the success of this study.
Study Scope and Objectives
The study was performed under the general direction of the Revenue Manager with the participation of representatives from Harbor Resources.
The primary goals of the study were to:
•: Define what it costs the city to provide various fee - related services.
❖ Determine whether there are any opportunities to implement new fees, based on city cost recovery policies.
Z• Identify service areas where the City might adjust fees based on the full cost of services and other economic or policy considerations.
Develop revenue projections based on recommended increases (or decreases) to fees.
The information summarized in this report addresses each of these issues and provides the City with the tools necessary to make informed
decisions about any proposed fee adjustments and the resulting impact on general fund revenues.
The next section is a discussion about economic and policy considerations which may help facilitate the discussion on what cost recovery levels are
appropriate for Newport Beach. To assist in that discussion, MGT offers the following comments relative to what we have seen in other agencies:
:• Development - related fees (plan check) generally should have high cost recovery levels (at or close to 100 %). Exceptions may be made for
services such as appeal fees, or those provided exclusively to residential applicants.
Recreation and other community services fees (Tidepool Exploration) generally have very moderate cost recovery levels. Many programs
continue to be provided free of charge, regardless of cost.
No fee should be set higher than 100% cost recovery, without disclosure about the reasons why (e.g. a fine or penalty element, or the
acknowledgement of one activity subsidizing another).
If the proposed fee increase is significant, many agencies will opt to phase in the increase over a period of three to five years.
:• Comprehensive reviews should be undertaken every three to five years, with minor cost of living adjustments made on an annual basis.
Economic & Policy Considerations
Calculating the true cost of providing city services is a critical step in the process of establishing user fees and corresponding cost recovery levels.
Although it is an important factor, other factors must also be given consideration. City decision - makers must also consider the effects that
establishing fees for services will have on the individuals purchasing those services, as well as the community as a whole. The following economic
and policy issues help illustrate these considerations.
It It may be a desired policy to establish fees at a level that permits lower income groups to use services that they might not otherwise be able
to afford.
❖ A consideration of community-wide benefit versus individual benefit might be of concern for certain services.
❖ In conjunction with the second point above, the issue of who is the service recipient versus the service driver should also be considered.
For example, code enforcement activities benefit the community as a whole, but the service is driven by the individual or business owner
that violates city code.
Elasticity of demand is a factor in pricing certain city services; increasing the price of some services results in a reduction of demand for
those services, and vice versa.
❖ Public sector agencies have a monopoly on providing certain services within its boundaries, such as development - related services. However,
other services, such as recreation classes, may be provided by neighboring communities or the private sector, and therefore demand for
these services can be highly dependent on what else may be available at lower prices.
The following flow chart helps illustrate the economic and policy considerations listed above.
DECISION- MAKING FLOWCHART
Who
Type of
'Taxvs,. Fees
Example
Benefits
Service
icm,
Services
100% taxes Police patrol services
Mostly taxes Code enforcement
& some fees services
Mostly fees Youth sports
& some taxes
100% fees development services
Methodology
A cost of service study analyzes two components of costs: the direct costs associated with providing each fee - for - service activity, and the indirect
costs that support these activities. A brief discussion of each of these components follows.
Direct Costs. The direct costs associated with fee - for - service activities were analyzed in great detail in this study. MGT worked with Harbor
Resources staff to develop the analysis that is summarized in this report. The fiscal year 2010-2011 budget was used to identify direct costs.
The first step in the process was to identify staff time spent directly on each of the user fee activities. Each staff person involved in the user fee
services identified time spent to complete each task associated with all user fee services. Annual volume statistics were also gathered in order to
develop total annual workload information. Salary and benefit dollars were assigned to the time estimates to come up with the direct §tall costs.
Indirect Costs. A proportionate share of other operating expenses and internal department administrative costs were layered onto the direct
costs as a departmental overhead. Citywide overhead costs coming from the cost allocation plan were also added in as indirect overhead. These
two items were components of the indirect costs: 1) departmental overhead, and 2) citywide overhead. The cost of each activity is then compared
to the fee currently charged, and the extent of the cost recovery is identified.
Cost Allocation Plan. Many of the costs that support all city programs and services are budgeted in centralized activities such as 1)
Administrative Services, which provides payroll, budgeting, accounting and information systems support, 2) General Services, which provides building
maintenance and custodial services, and 3) City Manager, which provides public information and general government support services. The costs of
these activities and other centralized services are considered indirect overhead that support fee - for - service activities, as well as other programs and
functions within the city.
As part of this study, MGT developed an indirect cost allocation plan that identifies and distributes these indirect costs to all operating programs and
functions within the City's organizational structure. The cost allocation plan takes a detailed approach to analyzing indirect costs. MGT interviewed
staff and analyzed data within each central activity to determine:
I. What indirect support functions are provided (e.g. payroll, legal services, building maintenance, etc).
2. How to allocate centrally budgeted personnel and other operating expenses into these functions.
3. Which departments receive benefit from these services (e.g. payroll services benefit all departments that have budgeted staff, City Hall
maintenance benefits all departments that are housed within City Hall).
4. How to identify the best method of allocating these costs to the users (e.g. accounts payable services are allocated based on the number
of transactions by department).
The end result of this analysis is the allocation of all indirect costs to all operating departments and programs. The indirect costs are then added to
the direct costs to determine the full cost of all Harbor Resources operations — whether fee - related or not. This accounting exercise is important in
that it can result in an increase in general fund revenues for reimbursement of support for user fee services and state or federally funded programs.
The cost allocation table of contents is included at the end of this report in the Summary Charts section. The table of contents displays the
allocating departments, functional areas within the allocating departments and the basis of allocation utilized.
Study Findings
While the purpose of this study is to identify the cost of fee - related activities, one of the outcomes of the analysis is to provide a complete picture of
the full cost of all services offered. It is necessary to identify oil costs, whether fee - related or not, so that there is a fair distribution of all
departmental overhead costs (discussed in a previous section of this report) across all activities, thereby ensuring a definitive relationship between
the cost of the service and the fee that is charged. No service should be burdened with costs that cannot be directly or indirectly linked to that
service. Therefore, the first task in this study is to separate the fee - for - service activities from the non -fee activities. Some non -fee related activities
are appropriately funded by general fund monies (or other special revenue or impact fee sources). The costs of these other services are identified
and set aside from the user fee services.
The study's primary objective is to provide the City's decision - makers with basic data needed for setting fees. This report details the full cost of
services, and presents proposed fees and projected revenues based on recommended user fee cost recovery levels. Recommendations were based
upon careful consideration of the results of the cost analysis and historical cost recovery levels.
Summary Charts
The subsequent pages display the fully burdened productive hourly rate calculations, summary of user fee services and the citywide cost allocation
plan table of contents. As discussed in a previous section, the hourly rates do include support costs from other Newport Beach departments;
however Harbor /Beach/Tidelands support costs for activities such as Lifeguard, Police patrol, Fire response and refuse collection were not included
into the hourly rates and user fee calculations.
In order to provide RGP Dredging, Plan Check - New Construction and Plan Check— Maintenance services, Newport Beach must obtain a Regional
General Permit ($580,000 for 10 years) from the Army Corps of Engineers and the Coastal Commission. A portion of the average yearly cost
($50,000 of the $58,000) was allocated to and included in the calculation of the three previously mentioned services.
Agency.
City of Newport Beach
Department:
City Manager - Harbor Resources
Fiscal Year:
2010/2011
Position
Harbor Resources Manager
Harbor Resources Supv
Harbor Resources Tech II
Marine Protect & Educ Supv
Tidepool Ranger- P/r
Notes:
Hourly personnel rate is calculated by dividing annual salary & benefits by 2.080 hours.
Internal admin /indirect rate of 74.6% is applied to hourly personnel rate.
External admin /indirect rate of 102.1% is applied to hourly personnel rate.
Salary&
t
Internal Deptl
1;11
Citywide
Benefits
Admin
Support
Total
$
79.69
$
59.42
$
81.32
$
220.43
$
56.14
$
41.87
$
57.29
$
155.30
$
46.24
$
34.48
$
47.19
$
127.91
$
43.24
$
32.24
$
44.13
$
119.61
$
16.10
$
12.00
$
16.43
$
44.52
Notes:
Hourly personnel rate is calculated by dividing annual salary & benefits by 2.080 hours.
Internal admin /indirect rate of 74.6% is applied to hourly personnel rate.
External admin /indirect rate of 102.1% is applied to hourly personnel rate.
City of Newport Beach
City Manager - Harbor Resources
2010/2011
Total User Fees
"Cufrent
$62,328
R dommendations'-
Per Un/1 Annual
'Per
'Unit Annual
Service Name
Fee
Descriptan
Annual
Volume
Current
Fee
- current
Recovery%
Full Cosh,
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level,
Fee ea
Porrcy Level'.
Annual
Revenue
Increased
Revenue
Recommended
Subsidy
1 RGP Dredging
Fla[
25
$560
30%
$1,640
$41,000
$12,500
$28,500
100°%
$1,640'
$41,000
$28,500
$1,819,775
2 Plan Check- new construction
Flat
30
$180
? 28%
- $647
$19,407
$5,400
$14,007
100%
$6471
$14,007
3 Plan Check - mintenance
Flat
60
$42
26%
- $162
$9,704
$2,508
$7,196
1007oo
' $162.
$9,704
$7,196
4 Marine Preserves Tour
Flat
300
$36
'. 8%
'. $462
$138,550
$10,830
$127,720
15%
'$69'.
$20,783
$9,953
$117,768
5 Nomcomremial Pier Transfer
Flat
40
$460
= 171 %'
$270
$10,780
$18,400
$7,620
100 °%°
$2701
$10,780
$7,620
6 Commercial Pier Transfer
Flat
5
$500
? 186 %
- $270
$1,348
$2,500
$1,152
1004
$270'.
$1,348
41,152
7 Waft List - BYB
Flat
100
IN
:. 100 %
- .$34
$3,401
$3,410
$9
100 °%
$34'.
$3,401
$9
8 Waft List - Live Aboard
Flat
1
176%
$34
100%
$34'.
9 Live Aboard Pemit
Flat
22
' $190
t' 64%
".' $295
$6,482
$4,180
$2,302
100 °%
$295'.
$6,482
$2,302
10 Eelgrass Survey
New fee
15
- $566
$8,496
1
$8 496
100%
$566
$8,496
$8,496
11 Marne Activities Permit - initial
Flat
5
$130
34%
$384
$1,919
$650
$1,269
100%
$384
$1,919
$1,269
12 Marine Activities Permit - renewal
Fla[
15
$130.
68%
- $192
$2,878
$1,950
$928
100/
$192
$2,878
$928
13 Appeal Hearn
Hou
100%
Total User Fees
$243,966
$62,328
$181,638
$126,198
$63,870
$117,768
%of Full Cost
26%
74%
52%
102%
48%
Total Other Services
$1,702,007
$1,702,007
$1,702,007
%of Full Cost
Department Totals
$1,945,973
$62,328
$1,883,645
$126,198
$63,870
$1,819,775
%of Full Cost
3%
97%
6%
102%
94%
The following pages are from the citywide cast allocation plan. These pages display the allocating departments, their functional areas and the basis of
allocation.
F
TABLE OF CONTENTS BASIS
SUMMARYSCHEDULE
Building Use
1
DEPARTMENTCOSTS
1
INCOMING COSTS
1
City Hall replacement costs
# of full time equivalent (FTE) positions per division at City Hall
1
Police Station
Depreciation /Replacement Costs
1
Fire Stations
DepreciationlReplacement Costs
1
General Services
Depreciaiton /Replacement Costs
1
Central Library
Depreciation/Replacement Costs
1
Parks & Community Centers
DepreciationlReplacement Costs
1
Fire - Lifeguards
Depreciation/Replacement Costs
1
OASIS - Sr Center
Depreciation /Replacement Costs
1
Balboa Library
Depreciation/Replacement Costs
1
CDM Library
Depreciation /Replacement Costs
1
West Newport Comm Center
Depreciation /Replacement Costs
1
Jr. Life Guards
Depreciation /Replacement Costs
1
Balboa Yacht Basin
Depreciation /Replacement Costs
1
Sailing /Aquatic Center
Depreciation /Replacement Costs
1
ALLOCATION SUMMARY
010 -0110 City Council
2 DEPARTMENTCOSTS
2 INCOMING COSTS
2 Department Support -A Agenda items per dept
2 Department Support - B Total operating expenditures, excluding capital outlay, debt service, transfers
2 Department Support - C # of full time equivalent (FTE) positions per division
2 ALLOCATION SUMMARY
010 -0210 City Clerk
3
PERSONNEL SERVICE ANALYSIS
3
DEPARTMENT COSTS
3
INCOMING COSTS
3
Council Support
Agenda items per dept
3
Contracts
# of contracts per department
3
Economic Interest
# of filings by department
3
Claims
# of claims per department
3
ALLOCATION SUMMARY
010 -0310 City Manager
4 PERSONNEL SERVICE ANALYSIS
4 DEPARTMENT COSTS
4 INCOMING COSTS
4
City Council
Direct allocation to City Council
4
City Attorney
Direct allocation to City Attorney
4
City Clerk
Direct allocation to City Clerk
4
PIO
Direct allocation to PIO
4
Tidelands
Direct allocation to Harbor Tidelands
4
Parking
Direct allocation to Parking
4
Admin Svcs
Direct allocation to Admin Services administration division
4
Police
Direct allocation to Police administration
4
Fire
Direct allocation to Fire administration
4
Planning
Direct allocation to Planning divisions based on FTE per division
4
Building
Direct allocation to Building divisions based on FTE perdivision
4
General Services
Direct allocation to General Services administration
4
Public Works
Direct allocation to Public Works administration
4
Utilities
Direct allocation to Utilities divisions based on FTE per division
4
Library
Direct allocation to Library administration
4
Rec & Sr Services
Direct allocation to Recreation &Sr Services administration
4
HR - Personnel
Direct allocation to Personnel
4
HR - Risk Mgmt
Direct allocation to Risk Mgmt
4
ALLOCATION SUMMARY
010 -0320 City Manager- PIO
5
PERSONNEL SERVICEANALYSIS
5
DEPARTMENT COSTS
5
INCOMING COSTS
Total operating expenditures, excluding capital outlay, debt service, transfers. Police and Fire weighted at
5
City Support A
50 %.
5
City Support B
If of full time equivalent (FTE) positions per division. Police and Fire weighted at 50 %.
5
ALLOCATION SUMMARY
010 -0410 Personnel
6
PERSONNEL SERVICEANALYSIS
6
DEPARTMENTCOSTS
6
INCOMING COSTS
6
Recruiting
# of full time equivalent (FTE) positions per division
6
Employee Relations
# of full time equivalent (FTE) positions per division
6
General Employee Support
# of full time equivalent (FTE) positions per division
6
Training
# of full time equivalent (FTE) positions per division
6
Classification
# of full time equivalent (FTE) positions per division
6
Salary MOU Admin
# of full time equivalent (FTE) positions per division
6
Labor Relations
# of full time equivalent (FTE) positions per division
6
Civil Service Board
# of full time equivalent (FTE) positions per division
10
6 ALLOCATION SUMMARY
010 -0420 Risk Management
7
PERSONNEL SERVICE ANALYSIS
7
DEPARTMENTCOSTS
7
INCOMING COSTS
7
Benefits
Total actual benefit expenditures
7
Workers Comp Claims
Workers Comp charges per division
7
General Liability Claims
Total operating expenditures, excluding capital outlay, debt service, transfers
7
General Employee Support
# of full time equivalent (FTE) positions per division
7
Risk Mgmt Administration
# of full time equivalent (FTE) positions per division
7
Safety
# of full time equivalent (FTE) positions per division
7
Employee Relations
# of full time equivalent (FTE) positions per division
7
ALLOCATION SUMMARY
Direct allocation to Admin Services administration division
010 -0510 City Attorney
8
PERSONNEL SERVICE ANALYSIS
8
DEPARTMENTCOSTS
8
INCOMING COSTS
8
City Council
Direct allocation to City Council
8
City Clerk
Direct allocation to City Clerk
8
Human Resources
Direct allocation to HR divisions based on FTE per division
8
PIO
Direct allocation to PIO
8
Tidelands
Direct allocation to Harbor Tidelands
8
City Manager
Direct allocation to City Manager
8
Code Ent
Direct allocation to Code Enforcement
8
Admin Svcs
Direct allocation to Admin Services administration division
8
Police
Direct allocation to Police administration
8
Fire
Direct allocation to Fire administration
8
Planning
Direct allocation to Planning divisions based on FTE per division
8
Building
Direct allocation to Building divisions based on FTE per division
8
General Services
Direct allocation to General Services administration
8
Public Works
Direct allocation to Public Works administration
8
Utilities
Direct allocation to Utilities divisions based on FTE per division
8
Library
Direct allocation to Library administration
8
Rec & Sr Svcs
Direct allocation to Recreation &Sr Services administration
8
ALLOCATION SUMMARY
010 -0611 Finance & Treasury
9 PERSONNEL SERVICE ANALYSIS
9 DEPARTMENT COSTS
9 INCOMING COSTS
9 Support to Admn Svcs divisions Support per division
9 ALLOCATION SUMMARY
11
010 -0620 Fiscal Services
10
PERSONNEL SERVICE ANALYSIS
10
DEPARTMENTCOSTS
10
INCOMING COSTS
10
Cashiering
Receipts per department
10
A/P
A/P transactions per division
10
Purchasing
P.O. transactions per division
10
Warehouse
Warehouse requistions per division
10
Print Shop
Print charges per division
10
Mail Room
Postage charges per division
10
Copiers
# of copies per division
10
ALLOCATION SUMMARY
# of email accounts per division, not including Police, Fire & Library
010 -0630 Information Technology
11
PERSONNEL SERVICE ANALYSIS
11
DEPARTMENT COSTS
11
INCOMING COSTS
11
Help Desk
# of full time equivalent (FTE) positions per division
11
Network Infrastructure /Security
# of full time equivalent (FTE) positions per division
11
Email
# of email accounts per division
11
Phones
# of phones (land and cell) per division, weighted for Fire and Police
11
Traffic Signals
Direct allocation to Public Works
11
Application Support
Support per division
11
GIS Support
Support per division
11
Software Lic & PC replacement
# of email accounts per division, not including Police, Fire & Library
11
ALLOCATION SUMMARY
Total operating expenditures, excluding capital outlay, debt service, transfers
010 -0640 Revenue
12
PERSONNEL SERVICE ANALYSIS
12
DEPARTMENT COSTS
12
INCOMING COSTS
12
Customer Service
Receipts per department
12
Monthly Billings.
# of billings per department
12
Other Billings
#of billings per department
12
Parking Lots
Direct allocation to Parking Ops
12
Audits
Total operating expenditures, excluding capital outlay, debt service, transfers
12
Contract Mgmt
# of contracts per department
12
Parking Meters
Direct allocation to Parking Ops
12
Adjudication
# of citations per department
12
Special Projects
Total operating expenditures, excluding capital outlay, debt service, transfers
12
Tax Administration
Total operating expenditures, excluding capital outlay, debt service, transfers
12
ALLOCATION SUMMARY
12
010 -0650 Accounting
13
PERSONNEL SERVICE ANALYSIS
13
DEPARTMENTCOSTS
13
INCOMING COSTS
# of full time equivalent (FTE) positions per division (PD Only)
13
CAFR / Audit
Total operating expenditures, excluding capital outlay, debt service, transfers
13
Payroll
# of payroll checks per division, weighted for internal Police payroll functions
13
Grant Administration
#of grants
13
GL/Bank Reconciliation
Total operating expenditures, excluding capital outlay, debt service, transfers
13
Debt Admin
Total operating expenditures, excluding capital outlay, debt service, transfers
13
Budget Prep 8 Admin
Total operating expenditures, excluding capital outlay, debt service, transfers
13
Compliance Filings
Total operating expenditures, excluding capital outlay, debt service, transfers
13
Costing, Research 8 Analysis
Total operating expenditures, excluding capital outlay, debt service, transfers
13
ALLOCATION SUMMARY
010 -1810 Police Chief
14
DEPARTMENTCOSTS
14
INCOMING COSTS
14
PD Support A
# of full time equivalent (FTE) positions per division (PD Only)
14
PD Support B
Total actual expenditures, excluding capital outlay, debt service, transfers, (PD only)
14
ALLOCATION SUMMARY
010 -1820
PD- Support Services
15
DEPARTMENT COSTS
15
INCOMING COSTS
15
Police Dept Support A
# of full time equivalent (FTE) positions per division (PD Only)
15
Police Dept Support B
Total actual expenditures, excluding capital outlay, debt service, transfers, (PD only)
15
ALLOCATION SUMMARY
010 -1860 PD -Fleet Maint
16 DEPARTMENT COSTS
16 INCOMING COSTS
16 Fleet Support A Total actual expenditures, excluding capital outlay, debt service, transfers, (PD only)
16 Fleet Suport B # of full time equivalent (FTE) positions per division (PD Only)
16 ALLOCATION SUMMARY
010.2310 Fire - Admin
17 DEPARTMENTCOSTS
17 INCOMING COSTS
17 Fire Support A # of full time equivalent (FTE) positions per division (Fire Only)
17 Fire Support B Total actual expenditures, excluding capital outlay, debt service, transfers (Fire Only)
17 ALLOCATION SUMMARY
010 -2351 Training -Fire
18 DEPARTMENTCOSTS
13
18 INCOMING COSTS
18 Fire Dept Support A # of full time equivalent (FTE) positions per division (Fire Only)
18 Fire Deprt Support B Total actual expenditures, excluding capital outlay, debt service, transfers (Fire Only)
18 ALLOCATION SUMMARY
010 -3110 GS -Admin
Library Support A
19
PERSONNEL SERVICE ANALYSIS
Library Support B
19
DEPARTMENT COSTS
ALLOCATION SUMMARY
19
INCOMING COSTS
19
Field Maintenance
Direct allocaiton to Field Maintenance
19
Operations
Direct allocation to Operations
19
Refuse
Direct allocation to Refuse
19
Parks
Direct allocation to Parks
19
Street Trees
Direct allocation to Street Trees
19
ALLOCATION SUMMARY
23
010 -3140 GS- Operations Support
Library Support A
20
PERSONNEL SERVICE ANALYSIS
Library Support B
20
DEPARTMENT COSTS
ALLOCATION SUMMARY
20
INCOMING COSTS
20
Beach Maint
Direct allocation to Harbor / Tidelands
20
City Hall Maintenance
# of full time equivalent (FTE) positions per division at City Hall
20
Pier Maint
Direct allocation to Harbor I Tidelands
20
ALLOCATION SUMMARY
Total actual expenditures, excluding capital outlay, debt service, transfers (Library Only)
010 -4010 Library- Support Services
21 DEPARTMENT COSTS
21 INCOMING COSTS
21
Library Support A
# of full time equivalent (FTE) positions per division (Library Only)
21
Library Support B
Total actual expenditures, excluding capital outlay, debt service, transfers (Library Only)
21
ALLOCATION SUMMARY
010.4015 Library- Technical Processing
22
DEPARTMENTCOSTS
22
INCOMING COSTS
22
Library Tech Suport A
# of full time equivalent (FTE) positions per division (Library Only)
22
Library Tech Support B
Total actual expenditures, excluding capital outlay, debt service, transfers (Library Only)
22
ALLOCATION SUMMARY
010 -4017 Library- Systems Services
23
DEPARTMENT COSTS
23
INCOMING COSTS
23
Library Div Support A
# of full time equivalent (FTE) positions per division (Library Only)
23
Library Div Support B
Total actual expenditures, excluding capital outlay, debt service, transfers (Library Only)
14
23 ALLOCATION SUMMARY
010 -4510 Rec -Rec & Sr Svcs Admin
24 DEPARTMENT COSTS
24 INCOMING COSTS
24 Rec Support A
24 Rec Support B
24 Rec Support C
24 ALLOCATION SUMMARY
010 -4310 Rec - Support Services
25
DEPARTMENTCOSTS
25
INCOMING COSTS
25
Recreation Support A
25
Recreation Support B
25
Recreation Support C
25
ALLOCATION SUMMARY
010 -5050 PW -Admin
26 PERSONNEL SERVICE ANALYSIS
26 DEPARTMENTCOSTS
26 INCOMING COSTS
26 CIP & Engineering
26 Trans Devt
26 Utilities - Water
26 Utilities -Wastewater
26 Emergency Radio
26 ALLOCATION SUMMARY
Salary dollars per Rec & Sr. Services division. Contract staff weighted at 50%
Total actual expenditures, excluding capital outlay, debt service, transfers
Revenue per division
Salary dollars per Rec & Sr. Services division. Contract staff weighted at 50%
Total actual expenditures, excluding capital outlay, debt service, transfers
Revenue per division
Direct allocation to Engineering
Direct allocation to Trans
Direct allocation to Water
Direct allocation to Wastewater
FTE's per PW, Util and Gen Svcs Divisions
15