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d. Repair/Replacement/Installation Time <br /> <br />This is the time actually spent replacing the item or repairing it. This <br />included the travel time involved. <br /> <br />e. Participant Interaction Time <br /> <br />This is the time spent handling the parties involved in the incident. <br /> <br />f. A~counting/Billing/O~ce 27me <br /> <br />This is the time spent de~g the charges and preparing a bill. It <br />would include Finance Depam~ent time. <br /> <br />g. Enforcement lime <br /> <br />This is the time spent in court, including officer testimony, City Attorney <br />time, and Finance staff's smail claims court appearance. These charges <br />would be tracked for claiming in court if the incident goes to court. <br /> <br />Staff labor rates. <br /> <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 /> <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 /> <br />The costs of the fringe benefits of the. individual staff member divided by <br />the anticipated number of hours to be worlmd 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 /> <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 supetvisor'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 /> <br />City of Pleasanton <br />Fa Policy <br /> <br />Pa~ 6 May 1992 <br /> <br /> <br />