New Search
result in City performed abatements and thus did not result in billing <br />invoices to any property owners. Whereas this method will not address any <br />expenditures associated with the program's overall administration, it will <br />account for all the time and materials spent on the day to day enforcement <br />operations within each management category. This methodology is supportive of <br />a billing structure based on a per abatement owner liability for program <br />operations costs above and beyond what was directly attributable to the <br />vegetation abatement on their particular property but not inclusive of the <br />programs internal administrative costs. <br />The last methodology used will be to determine a per abatement costs per <br />category that accounts for all expenditures, of any kind, that are annually <br />devoted to or associated with the vegetation program. This includes: all the <br />time and material expenditures, including notifications, postings, and <br />inspections for all vegetation violations whether they resulted in a City <br />performed abatement or not; overhead; training costs; and overall program <br />administration. This is the only methodology that will yield a per abatement <br />cost that is supportive of a billing structure based on the concept of per <br />abatement owner liability for total program cost recovery. <br />PROGRAM TIME ALLOCATION <br />Although the position of City Vegetation Manager is primarily dedicated to the <br />administration of the Vegetation Management Program, there is a significant <br />block of time during the winter months that is devoted to other duties and <br />projects. The first step of this analysis will be to calculate the actual <br />amount of position time devoted to the Vegetation Management Program. The <br />second step will then be to calculate what percent of program time is devoted <br />to each of the three property management categories. Only after an accurate <br />time analysis is complete will we be able to calculate the cost differential <br />between the program's main responsibility categories. <br />VEGETATION PROGRAM TIME AS A PERCENT OF TOTAL POSITION TIME <br />There are approximately 260 working days during a year (52 weeks @ 5 days per <br />week). Subtracting the 11 holidays this position is entitled to each year <br />leaves approximately 249 working days for the year. Based on data collected <br />over the 1987, 1988, and 1989 field seasons, an average of 75 days per year <br />are spent on activities other than vegetation management. It will be assumed <br />herein that any vacation time of this position shall be taken during the "off" <br />months and included as part of the 75 days spent on other activities. When <br />these 75 days are subtracted from the our previous total of 249, we are left <br />with 174 working days devoted per year to the Vegetation Management Program. <br />As this equates to approximately 70 % of this position's annual time, this <br />will be the proportion of the position's full time wages and fringe benefits <br />that will be allocated to the vegetation program in the categorical cost <br />breakdown tables used later in this analysis. <br />Vegetation Program <br />Cost Analysis 2 <br />