HomeMy WebLinkAbout05/04/1992 B A K E R $ F I E L D
~ Kevin McDermott, Chair
Patricia J. DeMond
Ken Peterson
Staff: John W. Stinson
AGENDA
BUDGET AND FINANCE
May 4, 1992
12:00 p.m.
City Manager's Conference Room
1. City Physician (Maureen Cotner)
2. Airpark
3. City Auditor (Update)
4. Community Development Block Grant Application (Jake Wager)
- 12:30 Community Services of Bakersfield Unlimited
12:40 Ebony Counseling Center
- 12:50 YWCA
5. Hospital Bonds (Gregory Klimko)
6. Pu~blic Services Building (Gregory Klimko)
7. Set Next Meeting
MEMORANDUM
DATE: MAY 4, 1992
TO: J. DALE HAWLEY, CITY MANAGER
I., ....
FROM: MAUREEN COTNER, PERSONNEL MANAGERi~_i...>~-
SUBJECT: CITY PHYSICIAN SELECTION
Requests for Proposals were issued February 10, 1992, seeking
qualified physicians to provide medical services as the City's
Physician. The RFP's were directed to five providers, as follows:
Bakersfield Occupational Medical Group
Medi Center of Bakersfield
Niles Surgical & Medical Group
San Joaquin Industrial Medical Association
Southwest Urgent Care Center
Proposals were received from three providers, Bakersfield
Occupational Medical Group, San Joaquin Industrial Medical
Associates and Southwest Urgent Care Center.
Interviews were conducted with these three firms on April 20; the
interview panel was composed of Scott Manzer, Risk Manager, John
Stinson, Assistant to the City Manager, Martha Haslebacher,
Sanitation Supervisor, and myself. The panel had received and
reviewed copies of the proposals prior to the interviews. Also
reviewed was an analysis of the relative costs cited by each firm
for services provided (attachment "A"). The firms were asked a
series of prepared questions (attachment "B"). Following one hour
interviews, the panel ranked the firms as follows, based on the
content of the proposals and information from the interview:
San Joaquin Industrial Medical Associates: 93.0
Bakersfield Occupational Medical Group: 86.2
Southwest Urgent Care Center: 82.9
Average scores are shown, and reflect consideration given by the
panel for the predetermined set of selection criteria (Attachment
"C").
The panel agreed that all three firms merited further
consideration, and followed up with on-site visitation and
evaluation on April 27~ This evaluation was based on:
PAGE 2
APRIL 4, 1992
CITY PHYSICIAN SELECTION
capacity and cleanliness of the facility
supply inventory
staff professionalism
overall organization
type, sophistication and condition of medical equipment
laboratory, pharmacy and referral facilities
All three facilities were found acceptable,; the panel did not find
that adjustment to the ranking was warranted.
Staff recommends that San Joaquin Industrial Medicine Associates be
retained for a period of two years to provide medical services as
the City's Physician.
MC/kef
MEMO\DEPT\MANAGER\PHYS.RFP
'7
ATTACHMENT "A"
ANALYSIS OF CITY PHYSICIAN RFP
PHYSICAL EXAM FEE SCHEDULE
CHRISTIANSEN BOMG SOUTHWEST
cOMPLETE HISTORY AND PHYSICAL EXAM $35.00 $40.00 $50.00
EKG $25,00 $30.00 $40.00
AUDIOGRAM $15.00 $10.00 $15.00
PULMONARY FUNCTION TEST $25.00 $30.00 $35.00
LAB TESTS:
SERUM LEAD LEVEL $25,00 $30.00 $20.00
CHOLINESTERASE LEVEL $15.00 $20.00 $23.00
CBC WITH DIFFERENTIAL $8.00 $10,00 $11.00
BLOOD LIPID PROFILE ' $20.00 $25.00 $20.00
RP R $8.50 $8.00. $14.00
CHEMZYM PANEL $12.00 $20.00 $24.00
CHEM+CBC+RPR $16.00 $35,00 $49.00
CHEM+CBC WITH DIFFERENTIAL , $16.00 $,'35.00 $,35.00
BLOOD GLUCOSE $8.00 $8.00 $10.00
URINALYSIS $8.00 $7.50 $10.00.
TB SKIN TEST $5.00 $3.00 $13.00
TOTAL LAB TESTS $141.50 $201.50 $229.00
X RAYS:
CHEST - PA (SINGLE VIEW) $20.00 $25.00 $30.00
CHEST - PA & LATERAL $35.00 $40.00 $42.00
BACK - LUMBOSACRAL SPINE (2 VIEWS) $40.00 $40.00 $35.00
BACK - LUMBOSACRAL SPINE (3 VIEWS) $50.00 $55.00 $45.00
BACK - LUMBOSACRAL SPINE (4 VIEWS) $60,00 $65.00 $60.00
COMPLETE LUMBOSACRAL SPINE (5 VIEWS) $75.00 $75.00 $72.00
TOTAL X RAYS $280,00 $300.00 $284.00
URINE DRUG SCREEN $30.00 $35.00 $40.00
DOT (DRIVER) PHYSICAL EXAMINATION $35.00 $40.00 $40.00
CAR DIAC S'IR ESS TEST $200.00 $200.00 $195.00
TOTAL EXHIBIT A - PAGE 1 $786.50 $886.50 $828.00
OTHER FEES:
MEDICAL CONSULTATIONS FOR CIVIL SERVICE BOARDS $0,00 $0,00 $225,00
FITNESS FOR'DUTY AND CIVIL SERVICE RETIREMENT PHYSICALS $50,00 840,00 $100,00
$100,00 $75,00
FUNCTIONAL CAPACITY EVALUATION $375,00 $150,00 $600,00
HEPATITUS B INOCULATION FOR FIRE FIGHTERS $180,50 $210,00 $50,00
POST IMMUNIZATION FOR HEPATITUS B FOR FIRE FIGHTERS $12,50 $70,00 $50,00
HAZ MAT PHYSICALS FOR HAZ MAT TEAM ' $170,00 $45,00 $557,00 .
$622,00 :$622,00
MEDICAL/LEGAL WITNESS FESS (PER HOUR) $400,00 $100,00 $350.00
HAZ MAT PHYSICALS FOR HAZ MAT TEAM $672,00 $667,50 $709,00
ATTACHMENT "B"
CiTY OF BAKERSFIELD
CITY PHYSICIAN
Interview Questions
General Questio~ns:
Would you please explain the ownership of Your practice and any other interests in related medical
services? Also, could you explain which services you would provide in house and which firms you would
use for oUtside tests and medical services?
How many M.D.'s are on staff during a typical day? What is the probability that an injured employee will
be treated regularly by the same physician (Goal: continuity of care)
In regard to each physician listed as employees in the RFP, what percentage of each person's time is
allocated to your facility? What percentage to treatment of industrial medicine? What is each person's
length of experience in industrial medicine?
How do you intend to provide.24 hour service? Are Doctors on call and available? What about referrals
to emergency rooms?
Do you utilize Physician Assistants and if so, what is their role in yOur practice?
What iSthe average amount of time an employee should expect to wait to see an M.D. and is there a plan
to mitigate the waiting time? - for an industrial injury
- for a pre-employment physical
- for a return to work physical
What association or affiliation do you have with local hospitals? Do you have staff or courtesy privileges
What is your staff turnover rate? (include non-professional, clerical, staff)
Have you or members of your immediate staff or preferred referral M.D.'s testified as a plaintiff's witness
in cases in which the CitY or it's employees were defendants?
Pre-employment:
As the City Physician what role should you have in the Hiring decision?
Howwould you assist the city in evaluating physical examinations or other special tests to make sure they
are appropriate or need to be changed? What process would you use? What time schedule for review?.
(how often)
What role do functional capacity tests have in relation to medical examinations regarding hiring and/or
returning an employee to work?
What is the criteria for rejection of applicant with a back problem? (must be familiar with case law)
When would it be appropriate to ask an applicant taking a pre-employment physical about any medication
which may affect a drug test? (pre-offer,)ost-offer, DOT?).Is there any conflict with this and the City's
Drug Free Workplace Policy?
Americans With Disabilities Act:
What is the ADA and what impact do you' feel it has on the City of Bakersfield?
What process would You utilize to determine'"di~'ect threat" regarding an employees ir~ability to return to
work? What proceedures would you reC'ommend be implemented to make a determination of "direct
threat"?
Would you have a problem including in the contract language requiring your compliance with the
Americans with Disabilities Act and language indemnifying the city in the event you failed to do so?
Worker's 'Compensation:
How much of your current practice deals,with industrial medicine?
I will describe an incident(s) where~an injury has occurred and ask if the injury would be covered under
worker's compensation.
What are the exceptions to the "going and coming rUle"?
Have you ever appeared before the Workers' Compensation Appeals Board? How many times?
What is your typical turnaround time on medical reports? (i.e. first reports of injurY, phySical examination
reports, workers' compensation reports/evaluations)
Following .the treatment phase, do you .perform disability evaluations?
(If a significant portion of their practice is dedicated to private patients) How would you reconcile conflicts
which might arise in determining if an industrial injurY has occurred, for. a private patient?
What do you feel the role of the City Physician is to advise city management staff regarding indUstrial
injuries?
Have you, or do you expect to consult with city staff on investigations, i.e., excessive force etc.? What
experience do you have in this area? (testimony as an "expert witness")
What types of injurY claims would you not be able to accommodate in your facility and how would you
handle them?
.We are surrounded today by various toxic substances, pUblic safety officers have an ever greater
exposure. What are your specific qualifications in this regard? ·
What is your philosphy regarding light duty return to Work programs?
Loss Control:
For the additional Risk Management Services listed in your proposal, how many hours of services do you
estimate to be required for a client like the city? (estimated average hours for comparison between
proposals
What is SB 1987 What do you see your role (if any) in assisting the City with compliance to this law?
ATTACHMENT "C"
CITY OF BAKERSFIELD
SELECTION GUIDELINES
CITY PHYSICIAN
APRIL 20, 1992
1. Ability to write timely, comprehensive, logical and concise
reports.
2. Availability.
3. Prior experience in toxic and. pesticide exposures, disability
evaluation, industrial and occupational injuries, and drug
testing.
4. References.
5. Professional' training or other exPerience that qualifies
physician to testify in areas of claims liability.
6. Professional training of other members of professional staff.
7. Experience in testifying in court. This.should include, but
not be limited to, the number of times physician has testified
in court and in what 'areas of expertise physician has been
certified by the Superior Codrt. In addition, experience in
testifying at Workers' CompenSation Appeals Board Hearing,
Administrative Hearings and at depositions.
8. Ability to'conduct physical examinations within a reasonable
time; provide medical reports within seven (7) days of the
examination and Workers' Compensations reports within two (2)
days of examinations.
9. Cost of services, inclluding sufficiency of detail.
10. Ability to start work upon contract approval
11. Professional Merit: The soundness of the program and
professionalism of the content will be evaluated by this
criteria. This is include such things as knowledge of the
types of medical.issues and the varied services the City
PhySiCian will perform. In addition, reasonableness of
staffing plans; soundness of approach and quality of the total
program offered will be considered.
MEMORANDUM
TO: HONORABLE MAYOR AND COUNCILMEMBERS
FROM: BAKERSFIELD AIRPARKADVISORY COMMITTEE (BAAC)
DATE: MARCH 26, 1992
SUBJECT: FUNDING FOR STRATEGIC/TQM PLANNING AND TRAINING FOR
BAKERSFIELD MUNICIPAL AIRPORT
At the regular meeting of February 25, 1992, the Bakersfield
Airpark Advisory Committee voted to request funding for
Strategic/Total Quality Management (TQM) Planning and Training for
~ey personnel involved with the management and 91anning of
Bakersfield Municipal Airport.
The request for funding is based on the need to chart the future
direction of the airport now that cons=ruction and rebuilding of
the airport is nearly complete. The BAAC is suggesting a dialogue
between City Council, the BAAC, City Management, personnel and
~ir~ort users, in order to come to a common understanding of the
needs and future uses of the air~ort as envisioned by those
involved with it. A program designed to concentrate on the "what"
and the "how" would allow for a balanced approach insuring the well
being and vitality of the airpor~ for the future.
The BAAC recommends a two-step approach to achieve tha~ goal,
namely a strategic planning approach to ascertain "what" the role
of =he airport is and a total quality management (TQM) approach to
establish "how" that role is executed.
If funding is approved, a suggested make-up of the group would
include several members of the City Council, the City Manager,
Public Works Director, Finance Director, Economic Development
Director, BAAC, Airport Marketing Committee, several members of the
airport users group and perhaps several key business and industry
leaders.
Required funding for one training seminar and follow-up are
estimated to cost approximately $7500 and the BAAC respectfully
requests that Council authorize staff to include this amount in the
1992-93 fiscal year budget.
Additional background information on Strategic and TQM planning is
attached for your review.
/n~To
Attach.
REPORT ON STRATEGIC & TOTAL QUALITY MANAGEMENT
in July of 1986, She City of Bakersfield embarked Upon a
strategic plannin~ process, followed by two updates in
February and August of 1987 -~spectively.
This effort was later abandoned for lack of continuity and
relevance to the daily operational requirements of the City.
The reasons appear rooted in the very nature of the strategic
piannin~ process. While strategic planning provides a
planning tool with respect to "what" the role of the City
should be relative to ever chaq~ing needs, it places little
or no value on "how" this must be achieved.
Strategic Plannin~ is..."to 'anticipate the future, envision
what the organization must become in order to effectively
cope with that future, and make plans for moving the
department from what it is to what it needs to become..."
(City of Bakersfield, Development Services Department,
Strategic Plan, 1986, pa~e 1)
As a planning process it does 3ust that, plan. However, a
plan or a process must also be executed if it is to succeed.
' The BAAC.therefore suggests that the Strategic Planning
process be modified to include Total Quality Management(TQM).
In a service oriented environment such as City government,
and in the case of this report, the Bakersfield Municipa1
Airport, TQM becomes the vehicle which allows the planning
and strategy to be properly executed. It provides the
continuity which is inherently lacking in the strategic
planning, process.
TQM can best be described as a strategy fo'r improving
performance at every level, reducing waste, increasing
· productivity and providing quality service. Its focus is on
the customer and quality service to the customer is the
number one priority.
With respect to the airport, customers may be pilots and
aircraft owners, developers, commercial tenants,.industrial
customers, residents near the airport and anyone who has
interaction with the airport.as a result of the airport's
existence. Thatj would also include those individuals
involi~ed.in the management of the facility so that
information flowing up or down or laterally is relevant,
precise and' consistent within the "TQM Team" framework.
By combining a planning process with a vehicle for maximizin~
the ~oals and objectives of the City with respect to the
airport, the future economic vitality and viability of the
-airport and the City's continued pro-active involvement in
it will be ensured.
Outside Facilitators Maximize necessm;y to move the organization toward the
the Stratego planning Process future envisioned. ·
You may be feeling pressure to develop a strategic The role of the outside facilitator
plan for your firm but are riot sure how to begin or in the participatory, process
even what a strategic plan really is. Between ctierit. Adequate preparation is essential to a Successful
service demands, pressing personnel issues, and strategic planning meeting.. Often, however, firm
bottom-line concerns, you may not have the time to professionals are too busy with client service to
consider how to develop such a plan. adequately focus on obtaining agenda input, pre-
The. following comments define strategic plan- paring information packages, and arranging the
ning and the resulting benefits, discuss the impor- meeting facilities. It is best that an outside facili-
tance of the planning process, and, more critically, tarot, with input from the managing partner, guide
emphasize why the use of an outside facilitator is an and arrange the planning function.
essential firs_.', step to the successful completion of a ,,
plan for your firm's future.
Strategic planning decreed. Strategic planning is ~oUtside £acilitator can
the process of envisioning the/uture so az to appro-
priately position an organization in the market- provide perspective and
place, thus maximizing opportunities for g-rowth, chaIIenge traditions.
profits, and, ultimately, survival. S trategic planning ~
typically has a three-to-five-year time horizon. The
plan, once developed, however, must be revisited at
least annually to reassess opportunities and threats An outside facilitator provides an independent
in a rapidly changing environment, analysis of the rinancial data in terms of historical
BeneFits o£ strategic planning. Studies show that tren~ and in comparison with the performance of
organizations that set goals, strategies,, and dead- similar-size rims, thus setting the stage for discus-
lines consistently outperform those entities that do sion. The facilitator can also objectively analyze the
not. Strategic planning etemenis of fee structure and rirm profitability.
[] Establishes direction by focusing on oppor-' De=ending on their leadership styles, managing
tunities rather than reacting to crises, partr~ers in the role of discussion leader may, know-
~ Focuses action so that energy is expendedlon inztv or unknowingly, impose their views on the
those .activities leading to the attainment of ou~ome, or refrain altogether from participating in
goals set. open discussion. The use of an outside facilitator, on
f~ Increases motivation by giving people ihe the other-hand, allows all firm participants to
opportunity: to succeed in areas of importance express their views freely.
to the organization. A facilitator's objectivity is the opposite of a
[] Improves communication through the devet0p- stakeholder's partiality to established procedures
ment and implementation of the pian. and =hilosophies. An outsider can challenge tradi-
[2] Fosters creativity as the Planning process trig- tions' in a nont~Ua'eatening manner du~ to oresumed
gets new ideas. , ignorance of ' the way things are done around here."
The participative process? Although there are Sev- This opens the door to different approaches.
erat ways to engage in strategic planning, par- People in an organization are often too harsh on
ticipative planning is the optimum method due to themselves when considering the .entity's internal
its emphasis on the process. The participative p, ro- strengths and weaknesses, or alternatively, they are
cess requires the commitment by all 'stakeholders' sometimes too. content with the status quo. An out-
(that is, the owners and members of the senior man- side facilitator can provide perspective in identify-
agement team) to a two-to-three-day, off-site, unin- lng strengths and weaknesses, question beliefs, and
terrupted, planning session. Significant pre-session encourage discussion.
data gathering and ptanning are required to max- In addition, an outside facilitator can encourage
imize the value o£ the discussions. ' junior firm members to participate and can diplo-
The value of the participative process is thatl all matically curtail repetitious discussion by senior
viewpoints are discussed. This discussion even- membem so that all views are heard. This keeps the
tually results in a consensus of the future of the process on track and eventually promotes sufficient
organization. The participation Of all stakeholders resolution of the issues. A member of the rirm lead-
ensures credibility of the plan and commitment to lng the discussion might have more di~culty with
the implementation of the goals and strategies this process.
Practicing CPA, October 1991
The point to keep in mind is that strategic plan-
· ning is a process rather than a destination. Par-
ticipation in consensus-building results in commit-
ment, not only to a vision of the future but also to the
goals and strategies.necess, ary to move that vision
toward reality. The benefit of using an outside facili-
tator is that he or she can assist you in beginning the
process, and then ensure that the process continues
to move forward to successful completion of a stra-
t'egic plan for your firm. []
--by Louis $. Barbieh, CPA, Barbich. £ongcrier,
HooFer & King, 333 P,?lmer Dr/ye, Suite 200, P.O. Box
11171, Bakersfield, California 93389, tel. (805)
397-1171, and: Sheryl L. Barbich. Barbich Associates,
5555 California Avenue, Suite 302, Bakersfield, Cal-
ifornia 93389, tel. (805) 327-8634
' Do .o
Circular Letter Date: Z~.].10,1~
· Reference No.:
California Public Employee~' Reflr~ent Sy~em
P.O. ~x ~ Circular
~cmmento. CA 94~ ~er No.: 310-~69
(916) ~~ Distribution:
Tel~ommuni~fions Device for
the Deaf~o VOice (916) ~4n Special:
TO: ...READ OF ALL CONTRACTING AGENCIES AND SCHOOL EMPLOYERS
SUBJECT': INFLATED RETIREMENT BENEFITS
Recently, PERShas become aware that many contracting agencies have
been entering into labor agreements with individuals and groups,
that provide inflated pension benefits for employees~ whose
retirements are imminent.. The most prevalent method of inflating.
benefits is' to increase ~he compensation reported to PERS in the
final year(s) before retirement. In most instances, the increased
compensation reported to PERS is not in compliance with the Public
Employees' Retirement Law (PERL). In some cases, this has occurred
because of a .misunderstanding. of law; 'in other cases, there is
evidence of possible criminal fraud and collusion.
The PERL does not restrict the employer from agreeing to' provide
the employee with any form of compensation. It does, however,
define what is ,'repOrtable" compensation for the purpose of
calculating PERS benefits, and it is this latter issue that this
letter addresses.
COMPENSATION REPORTABLE TO PERS
.Government Code (G.C.) section 20022 of the PERL defines what is
and is not regarded as "compensation" reportable to PERS for
retirement Purposes. This section.has been amended numerous times
over the past several years,.primarily for clarification purposes.
Today, this section enumerates several forms of reportable/non-
reportable compensation. The legislature, realizing that it was
impossibleto include every form of compensation in the law, gave
the PERS BOard express authority to determine what compensation is
to be included or excluded in the calculation of retirement
benefits. [Goverrument Code Sections 20022(a)(12) and
2ooz (b) 3.
PERS--ADM---69 (Re~. 8/86)
· 'NFL~TED RET~rREHENT BENEFITS PA~E ~
ZNCLUDABLE,COMPENSATION
In determining what is and is not rePo~cable~ PERSwill look beyond
~he name of a par~icular form of compensation and apply the law
accordingly. Tho fundamental intent of 20022(a) is to include.,as
reportable oompensation: 0
· any payment for services rendered during a normal work schedule
(base pay) including any deductions such as deferred
compensation deductions, health care premiums, etc.
EXCLUDABLE COMPENSATION
The fundamental intent of 20022(b) is to exclude from repoz~able
compensation=
· any payment which is in excess of compensation earned during
normal work schedule (such as overtime,
· any employer payments towards benefits such as (health care,
dental care,
· any additional payments directly connected to termination
and/or retirement~
· any payments in lieu of benefits (such as cafeteria plans)~
TYPES OF COMPENSATION MOST'FREQUENTLY REPORTED IN ERROR
The items of compensation =ha= appear to be erroneously reported
the most frequently are:
· payments resulting from the conversion of a benefit to salary.
For example, if an employer provides medical insurance and
contributes in par~ or in whole for the premium, such premium
cannot be reported as compensation for the member. If a member
elects not to have the benefit, then any additional
compensation, that may result cannot be reported as compensation
to PERS. For example, if a flexible benefitplan provides that
the employee may choose between fully-paid medical coverage of
$400 per month or waive the insurance and take the $400 in.
additional compensation, such compensation cannot be reported.
to PERS. This 'prohibition is stated in. G.C. section
20022(b)(1) and (14) and by Board interpretation (See
Attachment).
INFLATED RETIREMENT BENEFITS PAGE 3
· emslove~ p'a~nents of member contributions which are credited to
the member,s account. . These payments cannot be paid by ~he
employer and then included, in ~he compensation reported to
PERS. Such action is in violation of G.C. Section 20022(b)(6).
· payments for unused sick leave, vacation, -annual leave,
compensating time off,! management leave, or any other leave
program. Government .Code section. 20022(b)(7) and Board
interpretation (Attachment) prohibit such conversions in either
lump sum or ~hrough periodic payments.
· ~ final settlement pay. This highly misused 'item is clearly
defined in G.C~ section 20022(b) as "any pay in excess of
salary granted or awarded in connection with a separation from
· ~L~_~Lt~L~, including severance pay, bonuses, retroactive
adjustments to. salary,~ payment of~ the value of retroactive
adjustment to benefits, and any other grant or award ~hat the
board may determine..."
· special compensation for performing additiOnal services outside
regular duties. This includes standby pay, call-back pay,
automobile allowance, and bonuses for'services outside normal
dut'ies [G.C. Section 20022(b)(10)]. ~
EFFECT OF ERRONEOUS REPORTING
A public agency which contracts with PERS for retirement benefits
must comply with the prowls.ions of the PERL (G.C. section 20493).
The PERL supersedes all other law, city or county/district
ordinances, resolutions, agreements, memoranda of understanding,
policies, etc., regarding retirement issues. Failure to comply
with the PERL and the Board's interpretation of the PERL could
result in the termination o:f your PERS contract.
PERS actuaries estimate that for each one dollar increase in
monthly benefits in excess of the actuarial assumptions, taxpayers
will pay as much as one hUndred fifty dollars ($150.00) to fund
that extra benefit. For example, if an employer/employee
arrangement provides $200 per month in- excess of the actuarial-
assumptions, the unfunded amount would be $30,000..~In one case,
reviewed by PERS, the unfunded liability was projected by the
actuaries to be nearly $'650,000. In another instance, t_he
estimated, unfunded liability was nearly $1,000,00.0.
I~PL~T~D ;.BTZ]~.J~' BBb'BPZT8
e Pub~ic'EmplOyees, Retirement System was established to provide
sability, retirement and death benefits to its members in an
actuariall¥ sound manner. Fur~cher, federal law re ares
members be treated without discrim;--~: ..... qu' all
are made that ~,,a~un. when special agreements
provide increased benefits'for an individual or a
Selected group, it is contrary to ~he very principleson which this
Sys=em was es=ablished and which protec= it from the loss of tax
~alif~cat~on~
HOW ~ OBTAIN A RULING PROM
As.pa~ of our increasing sc~!ny
our field audits ~o ensure c--~i .... ~==, ~.are Increasing
es=ablished a new unit ~o Prov~'~%'~L~ o ~. a~dition, we have
- g n =ne repo~abili~
c~mpensa=~on. If ~ou'are unsure of the r----~-~-,~.- - ~ of
o~. compensatLon, or have ~ emplover/em~- ......... Y rem
enn~ces retirement benefits ~,. ~_~j_~*~x-~_ a~re~ent tha~
reported to PERS Xn the ~L~al yearCs).
......... m~ease include
· your
re~es= any. documen=a=ion =ha= clearly defines ~he item of
compensation or issues that are of concern. This doc~en~a=ion
should include~ bu~ no= be limi=ed ~o,.memoranda of understanding,
board resolu=ions and minu=es, examples of how and when ~he~fo~of
compensation is paid, e=c. PERS Will
=espond to your in~i~
wri=ing. We-will only respond to written re~es~s, and will no= be
bound by any oral co~unica~ion of any sot=.
Dale ~M. ~anson'
Chief Executive 'Office
BH: bo=
At~:achment
REP~OMP2. DOC
'~',~t~IPt-OYEES' RETIREMENT SYSTEM
aox 1953 (1416 - 9tll Street)
~ramento, CA 95809
Date:
ele~none: (916) 445-6476 (445-8155 - TDD .for Hearing Impaired) July 27, 1984
CIRCULAR
BOARD J.~ERS, t.~NAGEHENT STAFF, iSTATE AGENCIES, LETTER
PUBLIC AGENCIES, STATE CO~.n~GES AND [~I%T.3~ITIES, NUMBER:
100-04 3
COUNTY SUPE~/NTE~D~ OF SCHOOL~:
I, II, IV, VI, X & XII
CAFETERIA $~'"ZLE, BENEFIT PLANS
The PERS Board of Aclministratiom, at its ~y 15 Meeting in Sacramento,
approved a staff reco~endation that" ,cafeteria, s~yle benefit plans are
no= to be considered compensation for retirement purposes". The ~oard
further delegated to the PERS Executive Officer or his designee the authority
toma~e ~ch determinations consistent with thi: general policy~
Cafeteria style plans, or other forms of "Management Benefi't Plans",
"Elective Benefit Plans"i "Flexible Spending Accounts", etc. usually gave
-employees an "allowance" which could be used to select various benefits which
may include: health insurance, dental insurance, life insurance, paid
professional organization membership, membership fees for a structured
physical Program, eye care, an allowance .to cover job related expenses, cash
payment for any unused amount, or a number of other forms of benefits.
It is important to note, however, that when any portion of a "cafeteria"
plan~includes forms of compensation defined specifically as compensation
under the Retirement Law (Government Code Section 20022(a) ), that particular
portion must.be reported. As an example; if a plan includes a number of the '
benefi= options shown above plus the payment of a uniform allowance as an
option, the amount paid as a uniform allowance would be reportable to P~RS
but the remainder of the plan would not.
If any agency is unclear regarding the repot[ability of any plan they
may have, a determination request should be directed to Bob Walton, Chief,
Accoun:ing Division at the address shown above or call (916) 445-6476.
ACCOUNTING DIVISION
ADMINISTRATIVE REPORT
~eeting Date:
April 22, 1992
Agenda Section:
Consent Calendar
Agenda Item:
TO: Honorable Mayor. and councilmembers
FROM: Economic/Community Development ADDroved
DATE: Apri! 14, 1'992 Department Head
City Manager _
SUBJECT: Communication from Jake Wager,.Economic Development
Director concerning the 1992-93 Community Development
Block Grant Application.
RECOMMENDATION:
Receive and refer to Budge~ and Finance Committee.
BACKGROUND:
Annually the City must submit an application for Community
Development Block Grant (CDBG) Entitlement funds. The
application (a Federal submission with certification) must
be approved by the CityCouncil before it is submitted
to the U. S. Department of Housing and Urban Development
(HUD) for final approval and funding. These funds are
to be used for proj. ects that will benefit the low and
moderate income population of the City,of Bakersfield.
Attached is a description of the funding categories,
fiscal year and timeline.
MEMORANDUM
April 13, 1992
TO: D~r,R HAWLEY, CITY MANAGER
FROM: JAKE WAGER, ECONOMIC DEVELOPMENT DIRECTOR
SUBJECT: TIMELINE AND BUDGET FOR FY 1992-93 CDBG APPLICATI(~
The Fiscal Year '1992-93 CDBG .entitlement is $1,483,000. In
addition, approximately $178,300 in program income will .be
generated ~for next year. The total amount of CDBG funds
anticipated for next fiscal year is $1,662,300.
The CDBG application will reflect, funding for the following
categories: Administration, housing rehabilitation,.neighborhood,
revitalization, and capital improvement projects. Specific
projects to be funded will be recommended by staff at a later date
with review and Comment by the Budget and Finance Committee. The
deadline for HUD of next-year's application is May 30, 1991.
The tentative timeframe for processing the application which
requires review~ comment and action by the City Council is outlined
as follows:
Date Action
4-22-92 Referral to Budget and Finance Committee.
5-04-92 Budget and Finance Reviews/Approves
Application.
5-05-92 Publish CDBG Proposed Statement 'of
Objectives for FY1991-92-(Application) in
Newspapers (10 day minimum citizen comment
period).
5-20-92 City council approved Application.
5-21-92 Make copies available for public and
submit to HUD.
CITY OF BAKERSFIELD
SUMMARY
1991 CDB~APPLICATION
PROJECTED USE OF FUNDS
(FINAL STATEMENT)
Fund 116
ENTITLEMENT $1,483,000
PROGRAM INCOME 179~'300
TOTAL FUNDS FOR 92-93 $1~662r300
ADMINISTRATION 651
Administration & Planning $332r460
HOUSING REHABILITATION-652
Direct Delivery Cost $193,536
Housing Rehabilitation Loans $317,835
Direct ~ousing
Grants for Handicap Accessibility $ 31,574
Home Paint Program $ 5,000
1st Time Home Buyers Mortgage Assistance Program - $100r000
Sub-Program Total $647,945
NEIGHBORHOOD R~;ITALIZATION 653
Direct Delivery Cost $178,843
Neighborhood Improvement program (Phase I~II) $ 50,000
Incentives to-property owners to revitalize
portions of neighborhoods within various City
census tracts that are predominantly low to
moderate income. ~
Fair Housing $ 70,000
Continuation and promotion of fair housing
and services within the. City of Bakersfield.
Commercial Facade Grant Program $ 15,000
Grants given to businesses along targeted
commercial corridors< to renovate their "store
fronts"'
Housing Development Assistance Program $ 58,851~
Funds to assist eligible private and non-profit
developers for acquisition, construction, or
rehabilitation of permanent or transitional
housing for qualified residents.
Economic Incentive Area Program $ 12,000
Expansion of job training marketing and ~
management of the Incentive Program Area (southeast
metro Bakersfield) in conjunction with the County
of Kern.
Graffiti Removal Program $ 45,000
Removal of graffiti within City CDBG targeted areas.
Sub-Program Total $429'f695
CAP~ITAL IMPROVEMENT PROGRAMS (CIP/ 765
Castro Lane Curb and Gutter Project $ 13,200
Infill curb and gutter between Lum Avenue and Valley
Plaza and from the Wilson Road intersection to 160'
to the north on Castro Lane.
Architectural Barrier RemoVal Program $ 86,500
Removal of.architectural barriers within various
portions of the City for handicap accessibility.
Union Avenue Landscape Median 'Project $ 37,500
Installation of approximately 23,068 sq. ft. of
landscaping in the street medians of Union Avenue
from 20th Street to Brundage Lane for a total
e~timated cost of $75,000 (non-city funds are 50%'
of the total cost -$37,500).
Bakersfield Homeless Shelter Roof Replacement $ 15,000
Removal and replacement of existing roof panels
for the men's sleeping area to rectif~ an existing
roof leak. Reconstruction to include new insulation,
steel fabrication, and re-routing of electrical conduit.
Bakersfield Sr.'Citizen Center Improvement $ 100,000
Construction of a storage/classroom building at
530 6th Street. This~is the second component of the
Phase III Improvement Project. The first component
consisted of off-site infrastructure improvements
including some on-site preparations.
· Sub-Program Total ~ 252f200
Total Ail PrOgrams $1,662,300
Note: Except for the Union Avenue Landscape Median Project, CIP Projects
have direct delivery costs included in their budgets.
uS, 0!/?2
(Formerly Community ~Alcohol & Drug Counseling Center)
1313 CMifornia Avenue · Bakersfield, CA 93304
(805) 324-4756 '
Irma Carson
Director
April 23, 1992
To: The. Honorable Councilman McDermott,
City Council Person, Chair of the
Budget ~nd Finance Committee
Re: Community Development Block Grant Application 1992-93
Dear Sir,
.On behalf of the Board of Director of Ebony Counseling Center, We
are requesting during your~review of CDBG Grant Applications that
Ebony Counseling Center Phase' Ii Grant be given serious
consideration based on the critical need, of services to .be
provided.
We Would appreciate an opportunityto come before your committee to
share our concerns.
IRMA CARSON
Executive Director ~
IC/cag r~ ~o
REC'D & PLACED ON FILE
AT COUNCIl. MEETING OF
· Bakersfield
1130 1 7th Slreel
Bakersfield, CA 93301
805-323-6072
April '21, 1992
Dal-e Hawley, City Manager
City of Bakersfield
1501Truxtun Ave.
Bakersfield, CA 93301
Dear Mr. Hawley:
In a meeting today at the Bakersfield YWCA, at issue was our
application for COMMUNITY.DEVELOPMENT BLOCK GRANT (CDBG)
Assistance filed last November requesting $179,000.00 fop the
(1) replacement of a badly compromised roof, (2) replacement
of mechanicals on the roof (installed 1968), and renovation
.and handicap accessibility modification of two restrooms
currently closed and one in danger of being closed due to
water damage. The meeting and subsequent tour of our
facility, demonstrated the immediacy and importance of our
need for this assistance.
Representing the city of Bakersfield in this meeting was Jake
Wager, Director of Economic and Community Development and
George Gonzales, Community Development Coordinator. Also
present at this meeting were Linda Phillips, President, YWCA;
Rabbi Steven Peskind, Chair, Youth & Recreation Allocations
Committee, United Way; Conni Brunni, Bakersfield City
Council, Randi Battaglia, Associate Director, United Way, and
myself, Trish Sanderson, Executive Director, YWCA.
Mr. Wager advised us that his department has concluded that
the project may qualify for CDBG funds (under criteria other
than the Iow-moderate national objective) from a possible
$83,000. in fiscal year 1991-92 Project Savings funds. Since
this amount would only.fund one of the three components of
our request, the roof replacement is the YWCA's main
priority. Without it, dangerous water damage will continue
unchecked.
Further, given the urgency of our need, if other funds become~
available from 1992-93:Project Savings and/or project fall-
out, the YWCA would ask to be cbnsidered for those monies
at that time.
A Un,ted WaY Agency
YVV~___=A ,,
Bakersfield
1130 17th Street
Bakersfield, CA 93301
8O5-323-6072
On behalf of the YWCA Board of Directors, Staff, Members and
the 65,000 citizens who used our community service facility
last year, let me thank the Community Development Staff for
cooperation in addressing our crisis. Our appreciation also
to the City Council for considering our immediate need.
The YWCA provides over 500 programs and services for the
community yearly; it would be criminal if a decaying roof
and serious water damage brought our 45 years of service in
Bakersfield to an end.
A partial list of community leaders who support the YWCA is
attached.
f Sincerely,
E~ecut ire D'i. rect or
Un]ted Way Agency
Bakersfield
April 21, 1992 113017thStreel
Bakersfield, CA 93301
The f°llowin§ community leaders support Community 80~323~072
Block Grant funds for the Y.W.C.A.. of Bakersfield
for new roof/restroom renovations/handicap accessibility:
(1) Ray Dezember, Board of Directors, Wells Fargo Bank
The Bakersfield Californian
861-4713
<2) Rollie Moore, United Way Allocations Committee
834~ 1928
<3) Roy Ashburn, Supervisor, .Kern County
861-2171
(4) Conni..rBrunni, Bakersfield City Council
324-8156~
(5) Rabbi Ste~en Peskind, Chair, Youth/Recreational Services
United Way Allocations
322-7607
(6) Helen Frankel, Coroner, Kern County
861-2606
(7) C. Larry Cart, PreSident, Memorial Hospital
327-1792
(8) Jerry Beggs, Director, United Way of Kern County
' & Randi Battaglia, Associate Director, United Way ,
' 325-9423
(9) Carola Rupert Enriquez, Director, Kern County Museum
861-213.0
(10) Arnold Johansen, President & CEO, HM Holloway, Inc.
399-6114
(11) Rosanna Westmoreland, Area Director of Public Affairs,
Kaiser Permanent e
334-2039
(12) Dr. Dennis Guseman, Professor of Marketing, CSUB
664-2316
(13) Jim Kruse, Community Relations, Kernvew Memorial Center
327-7621 Ext. '275
(14) Bernard J. Herman, President, Mercy Hospital
A Un~ted Way Agency
Bakemfleld ................
May 4,. 1992 ?
BakersfieM. CA 93~1
~323-6072
MEMO:
TO: Bakersfield City Council,
Budget and Finance Committee
FROM:YWCA of Bakersfield Board of Directors and
Trish Sanderson, YWCA Executive Director
RE: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Application
The YWCA of Bakersfield has served the community since its
local charter in 1946. ~In 1968, a two story building was
constructed on the current downtown site of 1130 17th St.
In 1988, an Advisory Board and Strategic Planning committee,
both comprised of community leaders. At that time, one of
the major problems facing the YWCA was a badly compromised
roof upon which attempts to repair by patching had been
unsuccessful.
The YWCA is a United Way agency, receiving around one-third
of its annual budget from the United Way organization, those
funds designated for program and operating expenses (not
capital improvement or repair). In its forty-six years of
operation, the YWCA has always generated the other two-thirds
of its budget and necessary monies for capital improvements,
such as'the completed sidewalk project in 1976, without
government assistance.
However, the extent or'the damage to the roof and now to
the interior, especially three restrooms, two of which are
closed due to-dangerous Water damage, plus the replacement of
the mechanicals on the roof, made it C~ear that to effect
repairs and comply with handicap accessibility mandates, CDBG
funds needed to be sought. ·
In 1990, the P~ocess of compiling the 200+ page application
that was filed in November 1991 began. After meeting with
the Community Development Department several times, the YWCA
began the painstaking task of acquiring statistical data on
our users and securing-contractors quotes for the work.
Eventually, we had the-building check for asbestos (none was
found) and secured architects of record for the final
specifications that went into our application. At one
Community Development Meeting, George Gonzales held the YWCA
up as an exampl.e of doing ali the necessary groundwork for'
this type of application.'
Age~
Bakersfield
1130 17th Streel
~ BakersfieM. ~ 93301
~323-.6072
In 1991, some sixty-five thousand people used our facility
for classes, meetings, seminars, health checks, social
gatherings, etc. We provide programs'which meet the most
important assessed needs of this .communit¥...child cape,
youth at risk, disabled op handicapped services, services for
seniors, and programs for low to moderate income. We also
provides pro§rams of general interest and recreation to the
community, using program fees and revenues to support
programs to the at need population.
The YWCA is a center of activity and community service in the
heart of downtown. We work with other nonprofit agencies to
provide needed services that government cannot because, of
shrinking budgets and understaffed departments. Two programs
that are currently in development time:
RESOURCE ASSISTANCE CENTER for Individuals and Families
"Your First Call For Help". With a target opening date
of January 1992, this center will handle incoming
inquiries for all needed services, and will 'refer those
in crisis to.the 358 helping agencies in Kern County.
In addition to screening calls and referring clients to
those agencies~ important statistical data will be
generated which will'aid city, county, state and federal
agencies in making funding allocations based on
established service needs. United Way stands firmly
behind this p~oject, as they are currently handling
between one and two: thousand of these types of calls
per month. Furtherl, an Advisory Panel of seventy-five
community leaders is working on this project to make it
a reality.
CREATIVE VISITATION. is a program in which the. YWCA will
provide trained personnel to..provide court ordered
supervision between parents and children separated by'
court order. Additionally, the YWCA will provide a safe
and neutral, supervised location for site exchange fop
parents exercising visitation rights who cannot interact
with the other parent. There is at current no mechanism
in place for this type of program in city or county.
The YWCA provides over 588 programs and services for the
community yearly. If the repairs to the building 'are not
effected soon, the organization, s ability to continue will be
seriously in question. We need the help of the city council
and the financial', assistance that could be provided through
these CDBG funds.
AU~t~y ' '
Ag~y
MEMORANDUM
MAY 4, 1992
TO: J. DALE HAWLEY, CITY MANAGER
FROM: GREGORY J. KLIMKO, FINANCE DIRECTOR
SUBJECT: INDUSTRIAL DEVELOPMENT BOND FEES
The following is my recollection.of the events which transpired
· concerning the issuance of Industrial Development Bonds and
Fees as they relate to Memorial Hospital.
In 1983 the hospital originally requested the City's assistance
in the issuance of $20,000,000. An amendment to the Municipal
Code Section .3.60 was enacted by Ordinance No. 2871 in
September 1983 to accommodate this request. The City Attorney,
Richard Oberholzer, negotiated a fee of .4% (4/10 of 1%)
$80,000 to accommodate the issuance. Government Code allowed
either an annual fee or a'one time fee up front. Subsequently,
the hospital increased the issue to $25,000,000 and the fee was
increased to $100,000. Later the hospital requested the issue
be increased to $35,000,000. I became involved at this point
and renegotiated the total.fee to $125,000 (.357%) due to the~
issue size. The bonds were dated December 1984 and were issued
in early 1985 with a variable interest rate.
Subsequently in 1989, the hospital remarketed the prior issue
(converted from a variable to a fixed interest rate) and
requested the issuance of an additional $20,000,000. The new
bonds were issued in June 1989 and the City.received an $80,000
fee (J4%). Therefore, the City has sponsored a total of
$55,000,000 Memorial Hospital Bond to date.
krc
MGJK .,45
C, Larry Cam President
Boar¢l of DireCtors:
Gordon K. Foster. Chairman
Joel D. MocK. M.[~, Vice Chairman
Edward H. Shuler. Secretary-Treasurer
.~, Bakersfield Memorial Hospital Charles S, Asl~more, M.D.
Rodger L Bick, M.D
ACCI~DIIED BY THE JOINT COMMISSION ON ACCI~DITATION OF HI~ALTI.tC. ARE ORGANIZATIONS John M. Brock. Jr.
C Larry Cart
Mailing Address: RO. Box 1888 / Bakersfield, CA 93303-1888 Stephen D Hetper, M.D
. · George E Martin
420 34th Street / Telephone (805) 327-1792 Thomas w. Smith
March 30, 1992
Mr.'Kevin McDermott, Chairman
Budget & Finance Committee
City of Bakersfield
1501 Truxtun Avenue
Bakersfield, CA 93301
Dear Councilman McDermott:
Bakersfield Memorial Hospital used the City of Bakersfield as an
issuer for Hospital Revenue Bonds in 1984 and 1989. The fee
assessed in 1984 was $140,000, or 4/10 of 1% of.the $35,000,000
issued. The City was selected at that time because our only other
alternative was the California Health Facilities Financing
Authority and it was the desire of our Board of Directors to work
locally to the greatest extent possible.
In 1989 the Hospital again used the City because a portion of that
transaction involved the conversion of the 1984 City of Bakersfield
IsSue along with a $20,000,000 new money issue. This transaction
was combined and sold under a single prospectus. A fee of $80,000
waspaid for the new money issue.
The Hospital is currently planning on issuing an additional
$25,000,000 in Series 1992 Hospital Revenue Bonds. We would like
to issue parity bonds under our existing Master Indenture which
names the City of Bakersfield as the,issuer. We however now have
available not only the State Authority, but also Joint Powers
Authorities established by CSAC and ABAG.· All of the options levy
considerably lower issuance fees than what is described as the City
of Bakersfield fee.
I have two problems with the City's proposed fee: (1) it is not
competitive and, more importantly, (2) it is not, consistent with
the amount of work required of City staff.
The City recently issued bonds for Congrecare and San Joaquin
Convalescent Hospital. Both of these issues were considerably
smaller, e.g., under $10,000,000, and thus generated much smaller
fees. The amount of City Staff time expended was more than likely
identical with.much larger issues.
Mr. Kevin McDermott
March 30, 1992
page Two
Given that the City fees~ (for health facility issuers) are not
competitive, it seems it would behoove the City to establish a fee
schedule policy which declined as the amount of outstanding bonds
for a single issuer increased.
It seems that the following schedule' would provide the opportunity
for the City to more equitably recover its costs as well as result
in additional City fees~ which will otherwise be spent in other
jurisdictions:
Outstandinq Bonds
5/10% " 10,000,000
4/10% 20,000,000
3/10% 30,000,000
2/10% 50,000,000 and over
Please call if you need additional information.
Sincerely,
Paul A. Jerdin
Senior Vice President
Financial serVices
SW
COUNCILMEMBER - SIXTH WARD ~'--- ~
__~-~.
April 2, 1992
Mr. Paul A. Jerdin
Senior Vice President
Financial Services
Bakersfield Memorial Hospital ·
P.O. Box 1888
Bakersfield, CA 93303-1888
Dear Mr. Jerdin:
Thank you for your letter regarding the issuance of ~Hospital Revenue Bonds. I have
requested that this matter be referred to the Budget and Finance Committee of the Council
for further review and discussion.
City staff will keep you informed as to any actions which may be considered by the
committee and ultimately the City COuncil. If you have any queStions, please contact John
W. Stinson, Assistant to the Ci~ Manager, at 326~3751.
Sincerely,
Kevin McDermott
Budget and Finance Committee Chair
KM:jp
1501 TRUXTUN AVENUE · BAKERSFIELD, CALIFORNIA 93301 · {805) 326.3767.
C, Larry Cart. President
Board of. Directors:
Gordon K. Foster, Chairman
Joel D. Mack, M.D., Vice Chairman
Edward H. Shuler, Secretary-Treasurer
Bakersfield Memorial HOspital Charles S. Ashmore. M.D.
Rodger L. Bick, M.D
ACCREDITED BY THE JOINT COMMISSION ON ACCREDITATION OF HEALTHCARE ORGANIZATIONS John M. Brock, Jr.
C Larry Carr
Mailing Address: P.O. Box 1888 / Bakersfield, CA 93303-1888 Stephen D. Helper, M.D
· '. · ~. George E Martin
420 34th Street / Telephone (805) 327-1792. Thomas W. Smith
~April 7, 1992
Kevin McDermott, Chairman
Budget and Finance Committee v
City of Bakersfield
1501 Truxtun Avenue
Bakersfield, CA 93301
Dear Councilman McDermott:
I have attached a listing ,.of what I understand the fees t° be for
bond issuing agencies other than the City ~of Bakersfield. It is
important to understand that bond issues are frequently redeemed
prior to maturity because of changes in interest rates. Therefore,
the continuing annual fees associated with the competing agencies
ought .to be discounted by some factor.
If you .need any additional informatiOn, I Would be happy to either
obtain it for you or tell you what I know about it.
Sincerely,
Paul A. Jerdin
Senior Vice President
Financial Services
Enclosure
BOND~ ISSUES
COMPARATIVE FEES
ISsuer Initial Fees
CHFFA $500 plus 1/20 of 1% of par
ABAG 1/20 of 1% of par
CSAC $32,500 plus 1/10 of 1% of
par amount exceeding
$15,000,000
City of Bakersfield 4/10 of 1% of par
With'the excePtion of the City of Bakersfield, the other agencies
issue bonds for a living and do quite well on the fees assessed.
Kevin McDermott, Chair
PatriCia $. DeMond
Ken Peterson
Staff: John W. Stinson
AGENDA
BUDGET AND FINANCE
Monday, March 2, 1992
12:00 p.m.
City Manager's ConferefiCe Room
1. CitY Acquisition of CDDA Property (Parking Lots)
2. Incentive Area Office
[qo do-.~I ~ ~ $-~/-~z e_o,,.,~e-~
3. Fire Disability and Retirement Actuary
4. Marks-Roos JPA Formation
5. 1991-92 Audit Contract
6. Fee Ordinance Update
7. ~bulance Rat~ (Dra~ Report)
8. Set Ne~ Meeting
March 2, 1992
Dale Hawley '
City Manager ~ ~
'1501Truxtun Avenue
Bakersfield, CA 93301
Dear Mr. Hawley:
The Board of the Firemen's Disability and Retirement Fund is not satisfied with
the recommendation of the Budget and Finance Committee that the members be
afforded an increase in benefits from 2% to 3%.
'With the Actuarial Accrued Liability being $2,886,760.00, and the Valuation Assets
being $3,276,237.00, an excess balance of $389,477.00 exists in the Firemen"s
Disability and Retirement Fund,
With this in mind, it would appear that it would be more appropriate that the
members be afforded a larger increase, whether in a Cost of Living Adjustment or
Cost of Benefits, or a combination of both. ~
Thank you for your Consideration.
Sincerely,'
Robert S. Paddock ,,
Board of Trustees
Firemen's Disability and Retirement Fund
5:COLA
February 28, 1992
Honorable Mayor and Members of the City Council
City of Bakersfield
1501 Truxtun Avenue
Bakersfield, CA 93301
Dear Honorable Mayor and Members of the City Council,
In previous action' the City Council had graciously consented to a 90 day extension of the lease
for the Incentive Area Office. Your request to the Community Advisory Council was to examine.
the benefits of retaining that office and to also examine possible alternate uses of the funds now
committed to the Incentive Area office lease.
Due to'pressing business requirements, the Chairman of our Outreach & Promotion Committee
has not been able to devote the time necessary for a through examination of this issue. We
would like to apologize to the City Council for our inability to address the matter within the
original time frame provided to us. We are now requesting your indulgence in considering an
additional 90 day extension commencing April 1, 1992 and concluding on June 30, 1992. Please
be assured we will give this matter our most serious attention.
Your patience and consideration in this matter is appreciated.
Sincerely,
Pete Parra
Chairman
Community Advisory Council
dlt:cac
InceArea. lse
.... M E M O R A'N D U M :,.- :,!~<i FEB 3 ''~ 1992
TO. .JOHN STINSON, ASSISTANT TO CI .T~.. ~GER · :,:~:?:-.::;?..,:-,.: ....
FROM: 6REGORY J. KLIMKO, FINANCE'DIRECTO~::iS¢.~;.i''
In 1991 a Marks'-Roos Bond Pool workshop presentatt0n¢:b~fO~,~the:,.:':.: .:.-'.
City Council.' provided a basic outline" and.~:~!the:¢?advan~agess~of:'~:,,:::?',?"
financing, .' a ' Joint pOwers Authority . (JPA)'Si}!:w0uld:i:n~{}t°'~be:~:AI':I:I'-', ::.--.'
and
the':.
· ,. One~ .would.'..'be.--the ·.Clt¥ ·
District: Development: Agency' (CDDA) .
COrporat, ton~ {PFC)-:~. which has
' Constructton.~:'and, :.?equipment '
'~. Certificates of. Parti.¢ipation {Cop's') ~.~.
P a ,; th : - -
' ":< le se::: c ts'.:on .the March 2
Committee.
· . .' '"~ ~ .... ' '..u~,:-~. ' ..... ~ (
.-.: ,,.~ , .~,.- . ¢~ ~.....
. )..~ ~;" .~:: :._:, . ,:".. ~ .. '~ ,..: ... -7~ : .:'.: .' , .... .' .
BROWN, WAITS & ARMSTRONG
An~l M. Wai~, CPA Accountancy Corporation
Burton H. Ar~g. CPA
Jer~ ~1. CPA
a~n P. R~. CPA Ce~lfled ~llc Acc°un~n~
nmr~J. Pau~.CPA 4100 Truxtun Avenue, Suite 200 Bakersfield, California 93309
Lynn R. Kr~t~, O~A (805) 324-4971
L~ ~. ~, CPA
FAX: (805) 324-4997
~[~¢OL OLP~- Febma~ 17, 1992
Honorable City Cou~ncii
City of Bakersfield
c/o Mr. Gil Rojas, Assistant Finance Director
1501 Truxtun Avenue
Bakersfield,' CA 93301
Gentlemen:
Proposition 111 (Section 1.5 of Article XIIIB) requires that the annual appropriatiofis limit
calculation be reviewed as part of the annual financial audit. We are therefore, proposing
our services for the following agreed-upon procedures.
· We will review the computation of the Article XIIIB apPropriation limit, as prepared
by the City's internal auditor from the worksheets contained in the League of
California Cities "Uniform Guidelines" issued March, 1991.
· We will perform'the review procedures recommended in the League of-California
Cities "Uniform Guidelines".
· We will issue an "agreed-upon procedures" report to the City. An agreed-uPon
procedures engagement is substantially less in scope than an audit, the objective of
which is the expression of an opinion regarding the statements taken as a whole.
Accordingly, we will not express such an opinion. The review will be made for the
purpose of expressing limited assurance that nothing came to our attention .that
caused us to believe that the .appropriations limit was not computed in accordance
with Article XIIIB of th9 California Constitution.
Our fee for these agreed-upon procedures is estimated to be $500.
If you agree with the foregoing, please indicate your acceptance by signing below and
returning a copy of this agreement to us. If you have any questions regarding this proposal,
please contact Burt Armstrong.
MEMBER of The American Institute'of Certified Public Accountants and Th® California .S~x:iety of Certified Public Accountantl
City of Bakersfield
Page Two _.
February 17' 1992
Thank You for considering the services of Brown, Waits and Armstrong.
Very truly yours,
BROWN, WAITS & ARMSTRONG
ACCOUNTANCY CORPORATION
By: Burton H. st
BHA:tld
BROWN, WAITS & ] RMSTRONG ~ACC~NTANCY
~ ~- ~. ~ Accountancy Corporation
Bu~ H. ArC.g, CPA r
~n p. n~. C~A Ce~lfled ~ilc Accoun~n~
A~r~ & PauM~. CPA 4 I00 Truxtun Avenue, Suite 200 Bakersfield, California 93309
Lynn R. Kr~. CPA (805) 324-4971
L~E. E~t. CPA FAX: (805) 324-4997
February 17, 1992
To the Honorable Mayor and
Members of the City'Council
City of Bakersfield, California
We appreciate the opportunity of providing audit services to the City of Bakersfield, Central
District Development Agency and other component units of the City for the fiscal year
ended June 30, 1991.
The audit was performed so we cOuld issue a "comprehensive" opinion on the fairness of the
combined and combining statements. To accomplish this task each fund was examined to
insure that they were- free of material misstatement. This approach, which was requested
by the Council, is more detailed than an "in relation to" type of statement.
Assuming you found our services to be workmanlike and professional, we are taking this
opportunity to propose audit services for the ensuing year ending June 30, 1992.
These estimates assume that your Finance Department will be able to provide us with the
audit support commensurate with efforts of this past year. The fees include our annual
increase in our standard billing rates. The 1992 proposed increase of $6,560 is in line with
the 1991 increase Of $5,390 especially in light of increased federal single, audit act
requirements.
Financial Statements Full Scope
City of Bakersfield -
Comprehensive Amaual Financial Report
and Management Letter $35,000
Bakersfield Redevelopment Agency -
Annual Financial Report 4,400
MEMBER of The American Institute of C~rtifled Public Accountants and The Caltfomla Society of Certified Public Accountant~
City of Bakersfield
Page Two
· February 17, 1992
Southeast Bakersfield Wastewater
Treatment Facilities Consolidated
Corporation - Annual Financial Report 1,700
Public Facilities Corp6ration -
Annual Financial Report 1,600
Compliance Reports
Single Audit 4,000
Redevelopment Agency 1,750
Wastewater Management Plan 1,500
Out-of-Pocket Expenses -
Total .Maximum Fee $49.950
We look forward to your ~irection regarding the audit scope for the fiscal year ending June
30, 1992. Please indicate your acceptance by signing below and returning this letter to us.
A duplicate copy is enclosed for your records. If you have any questions, please contact me.
Very truly yours,
BROwN, WAITS & ARMSTRONG
ACCOUNTANCY CORPORATION
· By: Burton H. Armstrong
BHA:tld
Enclosure
.Audit Scope
Approved By ° Date
CITY OF BAKERSFIELD
AUDIT FEE SUMMARY
1989-90 TO' 1991-92
Proposed
Financial Statement 1991-92 1990-91 1989-90
City - Comprehensive Annual
Financial Report $35,000 $30,000 $28,700
Redevelopment - Annual
Financial Report 4,400 4,200 4,000
Southeast Bakersfield Wastewater
Treat Facilities Consolidation
Corporation-Annual Financial Report 1,700 1,600 1,500
Public Facilities Corporation -
Annual Financial Report ~ 1,600 1,500 1,200'
Compliance Reports
Single Audit 4,000 3,090 3,000
Redevelopment Agency 1,750 1,500 1,200
Wastewater Management Plan 1,500 1,500 1,000
Transportation Development Act N/A N/A 1,500
Subtotal 49,950 43,390 42,100
Appropriation limit 500 500 N/A
Total $50~450 $43~890 $'42~ 100
krc
GR.8