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d. Repair/Replacement/Installation Time <br /> This is the time actually spent replacing the item or repairing it. This <br /> included the travel time involved. <br /> e. Participant Interaction Time <br /> This is the time spent handling the parties involved in the incident. <br /> f. Accounting/BillinglO ice Time <br /> This is the time spent determining the charges and preparing a bill. It <br /> would include Finance Department time. <br /> g. Enforcement Time <br /> This is the time spent in court, including officer testimony, City Attorney <br /> time, and Finance staff s small claims court appearance. These charges <br /> would be tracked for claiming in court if the incident goes to court. <br /> 4. Staff labor rates. <br /> Each department involved in the claim should have a labor rate for the time it <br /> spends. The labor rate consists of the following items: <br /> • The direct annual salary of the individuals divided by their anticipated <br /> annual work hours ("hourly direct salary"). This can also be the average <br /> for a group of similar workers who might work on a claim -- i.e., a <br /> department-wide clerical rate or a division-wide electrician rate. Either <br /> of these approaches is equally valid. <br /> • The costs of the fringe benefits of the individual staff member divided by <br /> the anticipated number of hours to be worked that year. If you used a <br /> group rate above, you must use a group rate for this. If you used an <br /> individual rate above, it is permissible to use either an individual or group <br /> rate for fringe benefits. ("Direct Hourly Fringes.") If the time spent was <br /> overtime, these costs should not be added. <br /> • Most City staff have a supervisor whose job is to manage and direct their <br /> time, provide technical or professional expertise and advice, etc. This <br /> person would typically manage several people, and might also be a <br /> producer of products. (Example — a supervising accountant might spend <br /> half of his or her time supervising a function and half time performing <br /> advanced level accounting work.) The percentage of the supervisor's time <br /> which is management and supervision oriented should be divided by the <br /> number of personnel supervised, and the result would be a direct overhead <br /> to the staff.person. For example, if that supervising accountant managed <br /> City of Pleasanton <br /> Fee Policy Page 6 May 1992 <br />