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HomeMy WebLinkAbout06 - Harbor FeesCal CITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 6 November 9, 2010 HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Administrative Services Department Tracy McCraner, Administrative Services Director (949) 644 -3123 or TMcCranerC@_NewportBeachCA.gov Administrative Services Department Evelyn Tseng, Revenue Manager (949) 644 -3153 or ETsengC&NewportBeachCA.gov SUBJECT: APPROVAL OF COST -OF- SERVICES RELATED HARBOR FEES ISSUE: Revise cost -of- services related Harbor fees as recommended in the cost of services study conducted by MGT of America, Inc. ( "MGT'). RECOMMENDATION: Approve the attached cost -of- services related harbor fees for inclusion in the next fee schedule. 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 City staff suspected that fees charged for tidelands uses were outdated and insufficient to cover the costs of City services to those tidelands.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. Cost of Services Study— Harbor Resources November 9, 2010 Page 2 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 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: 1. Non - commercial Pier Transfer ($460 to $270); 2. Commercial Pier Transfer ($500 to $270); 3. 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). City staff bought the study to City Council during Study Session on October 26, 2010, for questions, comments and recommendations. City Council did not have any issues with the cost -of- services study methodology or findings at that time. If Council approves the attached cost -of- services harbor fees, they will be included in the fee schedule, which will be taken to City Council on December 7, 2010, for approval. 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 Cost of Services Study — Harbor Resources November 9, 2010 Page 3 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 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: EvelyiyTseng \ Tracy Mc r ner Revenue Manager -J AdministraWve Services Director Attachments: Exhibit A — Professional Services Agreement with MGT Exhibit 6 — Cost of Services Findings — Harbor Resources, October 2010 EXHIBIT A 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 set fnrth 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 time 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); 2 Twenty Thousand Dollars ($20,000) during 2011 -12 (Year 3); Twenty -Five Thousand Dollars ($25,000) during 2012 -13 (Year 4); j 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 shall 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. 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. r 101k IV" :3 *11#11 69131 Ilk 91--M 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. STANDARD OF CARE 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. 0 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, losses, 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 F1 12 13. 14. interest in the work to be performed Consultant on the Project. CITY POLICY City agrees to cooperate with the 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. 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. INSURANCE Without limiting Consultant's 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 shall 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 Signature. 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 2 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: X 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. 7 D. 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 Timely 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 E 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 date 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 a 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 22. 23. 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. 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 bome by Consultant. Nothing in this paragraph is intended to limit City's rights under the law or any other sections of this Agreement. 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 Consultant shall indemnify and hold damages resulting from Consultant's termination of this Agreement by City.. harmless City for any and all claims fo r 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 10 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 fails 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. 11 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 might 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 THE CITY ATTORNEY: By > d L��IEv�" Lennie Mulvihill Acting City Attorney YJc lea ATTEST: �p r By: `�` �• VYV� Leilani Brown, City Clerk CITY OF NEWPORT BEACH, A Municiipp %al Corporation By: Keith Curry Mayor K611T MWIF -I MIA (Corporate Officer) Title: fir. iCo-ire -- Print Name: By: //�l il�'(%i (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 2 (FY 2010 -11): Update Administrative Services, Library, Recreation & Senior Services and Utilities user fee studies. • Year 3 (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 6 (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 CPI (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 • 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 listed 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 cost 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 1st user fee draft for all departments 40% upon receipt of 2nd 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 will be billed as follows: 50% upon receipt of 1st 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 16 Year 4: Update Police user fee study - $2,500.00 Update Harbor Tidelands user fee study - $10,000.00 Update citywide cost allocation plan - $12,500.00 Total - $25,000.00 Year 4 will be billed as follows: 50% after all initial department meetingslinterviews are conducted 30% upon receipt of 1s4 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 - $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 5 phase will be billed as follows: 50% upon receipt of 1st 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: 50% upon receipt of Is' 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 rate(s).. 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. 10 EXHIBIT B 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 .mgtomer.com www.mgtofarnerica.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 report 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. •S 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: E• 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 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 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 FLOW CHART Who =:Ty#peof Tax vs. Fees Example BenefitS Policy Services 100 % taxes Mostly taxes & some fees Mostly fees & some taxes 100 % fees Poli=patrolservices Code enforcement services (- Youth sports De ry 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 staff 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 off 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: 201012011 Position Harbor Resources Manager Harbor Resources Supv Harbor Resources Tech II Marine Protect& Educ Supv Tidepool Ranger- Pfr 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& Internal Dept 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 Current Recommendations Per Unit Annual Per Unit Annual Service Name Fee Description Annual Volume Current Fee ..Current Recovery 'Y Full Cost Annual Cost Annual Revenue Annual Subsidy Recovery Level Fee @r Policy Level Annual Revenue Increased Revenue Recommended Subsidy 1 RGP Dredging Flat 25 $500 30 .;$1,640 $41,000 $12,500 $28,500 100% $1;640 $41,000 $28,500 $126,198 2 Plan Check - new construction Flat 30 $180 28-j $647 $19,407 $5,400 $14,007 100% '$647 $19,407 $14,007 3 Plan Check - mintenance Flat 60 $42 -. 26% , .$162 $9,704 $2,508 $7,196 100% .$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 Noncorrrrercial Pier Transfer Flat 40 $460 171% $270 $10,780 $18,400 $7,620 100% -$270 $10,780 $7,620 6 Commercial Pier Transfer Flat 1 5 $500 186% $1,348 $2,500 $1,152 100% $270 $1,348 $1,152 7 Wad List - BYB Flat 100 $34 100% $34 $3,401 $3,410 $9 .100% "$34 $3,401 $9 8 Wart List - Live Aboard Flat $60 '. 176% $34 100% ,$34 9 Live Aboard Pemtit Flat 22 $190 64% $295 $6,482 $4,180 $2,302 100% $295 $6,482 $2,302 10 Eel grass Survey New fee 15 1 ( $566 $8,496 $8,496 100% $566 $8,496 $8,496 11 Marine Activities Perrrmt - initial Flat 5 $130 34 °k $384 $1,919 $650 $1,269 100% $384 $1,919 $1,269 12 Marine Activities Permit - renewal Flat 15 1 $130 68% ''.$192 $2,878 $1,950 $928 100% $192 $2,878 $928 13 A al Hearin Hourly .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% fi % 102% 94% The following pages are from the citywide cost allocation plan. These pages display the allocating departments, their functional areas and the basis of allocation. H TABLE OF CONTENTS BASIS SUMMARYSCHEDULE Building Use 1 DEPARTMENT COSTS 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 Depreciation /Replacement Costs 1 General Services Depreciaiton /Replacement Costs 1 Central Library Depreciation /Replacement Costs 1 Parks & Community Centers Depreciation /Replacement 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 DEPARTMENTCOSTS 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 DEPARTMENTCOSTS 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 per division 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 SERVICE ANALYSIS 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 # of full time equivalent (FTE) positions per division. Police and Fire weighted at 50 %. 5 ALLOCATION SUMMARY 010 -0410 Personnel 6 PERSONNEL SERVICE ANALYSIS 6 DEPARTMENT COSTS 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 LEI 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 010 -0620 Fiscal Services 10 PERSONNEL SERVICE ANALYSIS 10 DEPARTMENT COSTS 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 DEPARTMENTCOSTS 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 DEPARTMENT COSTS 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 Adminstration # 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 & 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 & Analysis Total operating expenditures, excluding capital outlay, debt service, transfers 13 ALLOCATION SUMMARY 010 -1810 Police Chief 14 DEPARTMENT COSTS 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 DEPARTMENTCOSTS 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 DEPARTMENT COSTS 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 DEPARTMENT COSTS 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 allocaiton 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 DEPARTMENTCOSTS 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 DEPARTMENTCOSTS 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 DEPARTMENT COSTS 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 DEPARTMENT COSTS 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