HomeMy WebLinkAbout7.5 Agmt MCE Corp
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CITY OF DUBLIN
AGENDA STATEMEHT
City Council Meeting Date: June 1, 1993
SUBJECT:
Review of Services and New Agreement With MCE Corporation
for Public Works Maintenance Services (Budget and RateS)
Report by Public Works Director Lee Thompson
EXHIBITS ATTACHED:
1) ~proposed Schedule of Work for Fiscal Year 1993-94
2) ~preliminary proposed Adjustments to Rates
3) '/ MCE Self-Evaluation Dated February 18, 1993.
RECOMMENDATION: ~ ~Review services provided by MCE Corporation and provide
...~., direction on any desired revisions to a new agreement.
FINANCIAL STATEMENT:
See Description below.
DESCRIPTION:
since 1984.
MCE has provided maintenance services to the City of Dublin
Those services which are provided by MCE are as follows:
Bike Path Maintenance
Building Management and Maintenance
Curb, Gutter, and Sidewalk (emergency or temporary repair)
Drainage Maintenance
Guardrail Repair
Park Maintenance
Sign Installation, Repair & Maintenance
spill Cleanup
Storm Patrol/Cleanup
Street Landscaping Maintenance
Street Repair (emergency or temporary repair)
street Tree Maintenance
striping and Marking (emergency replacement)
Weed Abatement
The current three-year contract with MCE corporation for maintenance services
expires in June of 1993. As with previous years, MCE has submitted a budget
proposal for FY 1993-94. This proposal has been reviewed by staff in conjunction
with the budget process. This agenda statement will present a review of past
performance, cost effectiveness of contract arrangement, other potential options for
contracting, a discussion of scope of work for the upcoming year, and a recommended
structure for a new agreement.
Review of Services Provided
The City has contracted with MCE Corporation for maintenance and maintenance
management services since 1984. Prior to that time, Alameda county performed street
maintenance services for the City. MeE's initial scope of work included right-of-
way maintenance activities such as minor asphalt and concrete repair, striping and
marking, sign installation and repair, drainage maintenance, and activities
associated with median landscape maintenance. In 1988, the City assumed maintenance
of parks from DSRSD, and the park maintenance activities were added to MCE's scope
of work. In 1989, upon completion of the Civic Center, building management and
maintenance was also included in MCE's contract. At the same time, the major
portion of the striping and marking activities and street repair activities over
$5,000 were removed from the contract because of constraints set forth by the Public
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stan smalley, MOE
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Contract Code. These two activities are now being bid competitively on an annual
basis.
Shown below is a comparison of the MCE contract costs authorized by the City for
Fiscal Year 1992-93, with the estimated costs which will be incurred for FY 1992-93
by activity:
ESTIMATED OVER/ (UNDER)
ACTIVITY 92-93 BUDGET 92-93 EXPENSE BUDGET
SPILL CLEANUP $ 6,500 $ 5,000 $( 1,500)
STREET REPAIR 5,900 12,920 7,020
DRAINAGE MAINTENANCE 10,600 13,570 2,970
STORM PATROL 10,000 17,000 7,000
CURB, GUTTER, & SIDEWALK 3,900 500 3,400)
SIGN REPAIR/INSTALLATION 18,800 15,710 3,090)
NEIGHBORHOOD WATCH SIGNS 700 610 90)
STRIPING & MARKING 7,000 3,790 3,210)
GUARDRAIL REPAIR 1,300 0 1,300)
WEED ABATEMENT 8,000 6,340 1,660)
BIKE PATH MAINTENANCE 4,600 3,950 650)
STREET TREE MAINTENANCE 52,630 51,480 1,150)
STAGECOACH A.D. TREES 2,970 3,030 60
DOUGHERTY A.D. TREES 7,100 7,670 570
LANDSCAPE MAINTENANCE 170,800 158,000, 12,800)
STAGECOACH A.D. LANDSCAPE 39,200 39,200 0
DOUGHERTY A.D. LANDSCAPE 49,100 46,760 2,340)
PARK MAINTENANCE 430,420 422,735 7,685)
POOL MAINTENANCE 29,440 28,850 (590)
MAINTENANCE SUPERVISION 82,100 78,780 3,320)
BUILDING MANAGEMENT 73,800 81,500 7,700
TOTAL CONTRACT COST: $1,014,850 $ 997,395 $( 17,465)
As indicated above, it is anticipated that MCE will spend $17,465 less than was
budgeted for FY 1992-93. The street repair expenditures are over the amount
budgeted due to a large number of potholes resulting from heavy rains, a large
street failure on Dublin Boulevard adjacent to 1-680, and a thin overlay of the
eastbound bike lane on Dublin Boulevard just east of Silvergate Drive to repair
longitudinal cracks in the pavement. The estimated material cost for the above
repairs was $2,000 through April, 1993.
Overexpenditures in drainage related activities are primarily attributable to a
greater rainfall amount than in the past several years. These factors increased the
need for drainage maintenance, which includes lined ditches as well as catch basins,
and storm patrol. The catch basin cleaning expense is paid from the NPDES Storm
Water Fee Budget.
The projected overexpenditure in the Building Management line item is attributable
to several items of work that were not anticipated when the budget was developed.
These include a major plumbing repair at the Shannon Center, unanticipated work
related to the Police Facility Holding Cells required by State regulatory agencies,
and rOOf/deck leaks at the Civic Center. The increased cost in Building Management
is offset by a reduced cost in the Landscape Maintenance line item, as persons who
are primarily assigned to landscape maintenance were used to provide assistance in
Building Maintenance.
The 1992-93 budget approved last June for MCE's activities was $1,081,590.
Subsequently, due to shortfalls which occurred during the year, MCE was requested to
revise budgets on a number of General Fund activities. The revisions resulted in a
budget of $1,014,860, or a reduction $66,640. The cuts were made primarily in
landscape-related activities, as well as a delay in MCE labor rate adjustments.
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service Requests
One of the yardsticks by which MCE's performance can be measured is the occurrence
of requests for service from the public. These requests concern such items as
missing street name signs, drainage problems, potholes, and so forth. since the
City first contracted with MCE for maintenance services, the number of street
maintenance service requests has declined from a high of 156 requests in 1985-86 to
22 in 1991-92 (18 to date through May in 1992-93). (The number of service requests
has been adjusted so that those addressed by other contractors or departments are
not reflected in the above figures.) Staff attributes the decline in requests to
the fact that MCE takes a proactive approach to maintenance rather than waiting for
complaints. In addition, the level of service which the City has been able to
provide in recent years is quite high.
Cost Effectiveness of Contract Services
Staff has completed an analysis of the cost of MCE contract services as compared to
the City providing services with municipal employees. The methodology used was to
survey neighboring cities on the salaries paid for maintenance classifications. The
maximum average salary was assumed for comparing the cost anticipated by the City.
Staff added to the direct salary survey the current cost of City benefits.
It should be noted that Staff has not addressed the indirect costs of adding more
personnel to the City'S organization. This would have impacts on areas such as:
personnel, recruitment, training, payroll, liability insurance, and supervision.
MCE also provides extensive record-keeping management functions from the standpoint
of tracking inventories and costs. These functions would need to be assumed by City
staff if not provided by a contractor. It is estimated that this record keeping
would require the services of at least one full-time office person, not counting the
payroll and personnel administration functions. The current service level for Fiscal
Year 1993-94 includes a total of 13.75 full-time equivalent (FTE) MCE personnel.
These staffing levels only reflect field personnel and not MCE offsite
administration and management. An increase in City personnel of this magnitude
would obviously impact the City'S administrative overhead.
The analysis of salary and benefit costs based on the assumptions discussed above
results in the following conclusions:
SALARY/BENEFIT STAFFING COST COMPARISON
MCE Contract vs. Municipal Employees
MCE Proposed 1993-94
w/o salary Freeze
Adiustment
Estimated City Personnel
Salarv/Benefit Cost
Public Works Administration
and Building Maintenance
(2 positions)
$131,003
$153,594
Field Crews (2 Foreman
positions and 9.75 FTE
field personnel)
5444,325
5683,768
$575,328
$837,362
In addition to staffing costs, the current City corporation Yard would be inadequate
to support the full service provision of Public Works services maintenance services.
The existing facility is a 800 square foot prefabricated metal building on an
approximately 2,500 square foot lot, and the site would not accommodate further
expansion.
Obviously, the development of a budget to purchase and develop a full-service
corporation yard would require significant study. The cost would be impacted by
land values as well as site preparation to accommodate the facility with surrounding
land uses. For purposes of comparison, staff looked at the total Capital Project
cost estimated by the City of San Ramon in developing their service Center. The
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total cost including site acquisition and preparation was estimated at $4,780,000.
This is viewed only as a benchmark since the City of Dublin's needs may not exactly
match the project undertaken by San Ramon. For example, San Ramon included
warehouse space for central supplies inventory. If a straight line cost is taken
over 20 years, this cost would amount to $239,000 per year. This is a very
conservative estimate, since it does not include financing or other carrying costs.
Since the city of San Ramon provides services similar to those which the City of
Dublin would anticipate providing (i.e., excludes water or sewer utilities), staff
has also reviewed San Ramon's Service Center operating costs as a benchmark. The
City of San Ramon's operating cost for its Service Center includes 2 FTE personnel.
In addition, they annually appropriate monies to an equipment/fleet replacement
fund. In Fiscal Year 1992-93, San Ramon's Service Center budget, including facility
maintenance, was $443,097. Approximately 20% of this budget was personnel services,
and the remainder related to: contract services, materials and supplies, and
equipment replacement. The Staff analysis has not attempted to calculate the
initial capital outlay required for purchase of vehicles and equipment. The initial
amount required would be significant in addition to annual costs of funding a
replacement reserve.
The following summary provides a total comparison estimate of City-provided Public
Works Maintenance Services versus the proposed MCE contract. These cost estimates
are based upon the assumptions explained in earlier paragraphs.
COMPARISON OF ESTIMATED COST OF CITY
PUBLIC WORKS MAINTENANCE DIVISION VS. MCE CONTRACT
Estimated Citv Operation
SalarieS/Benefits
1/20 Capital Expense for corp Yard
Facility Operating cost/Equip. Replacement
$ 837,362
239,000
443,097
TOTAL ESTIMATED CITY OPERATION:
$1,519,459
1993-94 Estimated Total MCE Contract:
$ 995,500
Annual amount of savings with contract:
S 523,959
As previously noted, Staff believes that the calculation of the savings is
conservative, as certain costs have not been addressed, including: administrative
overhead, capital facility financing costs, and initial purchase of vehicles and
equipment. In the current economic climate, the contract arrangement with MCE
appears to remain a very cost-effective alternative to providing these services.
The contract also provides flexibility to allow for changes in service levels
without affecting City employees or having a large capital fleet and equipment base
to maintain.
Other Options for street, Park, and Buildinq Maintenance Services
Staff receives inquiries from time to time from other contractors who are interested
in being placed on a bid list or RFP list for maintenance services. To date, these
have been primarily landscape contractors interested in park and street landscape
maintenance and typically not experienced in, or prepared to take on, either street
maintenance (pothole patching, sign maintenance, drainage maintenance, etc.), or
building maintenance.
While it is theoretically possible to split the services into separate contracts
(one for street landscape and park maintenance, one for all of the facets of street
maintenance, and one for building management and maintenance), additional staff time
would be needed for administering three large, diverse contracts. Given the current
City staffing, this does not appear to be a viable alternative.
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MCE does have contracts with other agencies; however, these are primarily management
contracts and do not include providing the labor itself. The contract with the City
of Lathrop is similar to Dublin's in that street, park, and some limited building
maintenance services are provided. Staff contacted the City of Lathrop and was
advised that Lathrop had found no other contractors able to provide the full scope
of services needed.
Staff was contacted by one contractor who expressed an interest in providing all
three facets of service. This contractor had extensive experience in landscaping
and reported capability of providing street maintenance services but explained that
someone would need to be hired for building maintenance/management. This contractor
additionally had no references for providing these services to other jurisdictions.
MCE Corporation does have years of experience and established practices, plus an
extensive computer records system (which is not transferable according to the terms
of the contract). This constitutes a benefit which another contractor would not be
able to provide without a lengthy, extensive training and mobilization process.
ProDOsed services for Fiscal Year 1993-94
The proposed schedule of work for FY 1993-94 is shown in Exhibit 1. The scheduled
work represents the proposed current service level budget. As indicated in the
Schedule of Work, the estimated contract costs for maintenance services provided by
MCE for Fiscal Year 1993-94 total $995,500. This represents a reduction from the
estimated FY 1992-93 maintenance costs of $997,395 of $1,895. Service levels, by
and large, are primarily the same in 1993-94 as in the prior year; the cost
reduction is primarily attributable to the subcontract mowing noted in Item 3 below
offsetting the wage increase noted in Item 1. MCE will be assuming maintenance for
a somewhat larger inventory due to the final acceptance of the Dublin Boulevard
Extension improvements together with its landscaping, the North Avenue bike path,
and the Topaz Circle landscaping.
The final scope of work will depend upon adjustments made by the City Council in
considering adoption of a budget for Fiscal Year 1993-94. Staff proposes to bring
back to the City Council an agreement with a scope of work which reflects the
adopted budget. This will be presented at a future City eouncil meeting.
The following are example of factors which are impacting the operational cost of
services provided, when comparing the current service level budgets:
1) A 3% direct wage increase for MCE employees who work permanently in Dublin. A
1% to 3% rate increase is proposed for other MCE crews who may be called in for
specific pavement repair or other incidental work. The total cost of this
incidental work amounts to less than $10,000.
2) Minor adjustments have been made to equipment rates for the outside MCE crews
in order to reflect changes indicated by MCE's equipment management system; however,
no increase is proposed for equipment that is used exclusively in Dublin.
3) MCE subcontracts certain portions of their work such as chemical weed and
insect/fungus control, fertilization, and some tree trimming and pruning. For 1993-
94, MCE has combined several subcontracts (mowing, edging, turf care, weed
control/fertilizing in bedding areas) into a single subcontract package. This
packaging will result in approximately $62,200 in savings per year. Subcontracts
are competitively bid by MCE.
The appropriation for the operation of the Heritage center included in the proposed
Fiscal Year 1993-94 Budget has not been shown in the proposed Scope of Work and will
be addressed as "Additional Work" on an as-needed basis once ownership and other
project tasks are complete. Under the agreement, the City may at any time revise
the Schedule of Work identified in Exhibit 1. In the event that, due to the State
Budget crisis, the City finds it necessary to adjust service levels, the Scope of
Work can be reevaluated. This will be explicitly addressed in the Proposed
Agreement.
Staffinq
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The proposed Current Service Level for FY 1993-94 reflects a reduction of Dublin MCE
staff by 1.25 persons to a grand total of 13.75 persons. As part of the 1993-94
budget, MCE has proposed, in addition to the Current Service Level staffing, an
additional 20-hour part-time position in Building Maintenance to provide needed
preventive maintenance activities on various building systems (HVAC, electrical,
security, etc.). Staff feels that this additional expenditure for preventive
maintenance work will forestall major future expenses in equipment overhaul or
replacement. It is also being proposed in a very cost-effective manner with part-
time personnel.
Prooosed Ra~es for Fiscal Year 1993-94
Exhibit 2 shows a comparison of rates under the current agreement and under the
1993-94 Current Service Level budget scenario. One of the recommended cost
reduction items in the proposed 1993-94 city budget is a salary freeze for City
employees.
The management of MCE corporation have committed to Staff that if the city Council
adopts a salary freeze, they would impose the same condition on all rates charged
for Dublin crews. The majority of the work performed by MCE in Dublin is completed
by crews regularly assigned to this contract. The estimated savings to the city is
$14,600. Following the City Council action on the 1993-94 budget, Staff will work
with MCE to prepare a 1993-94 MCE rate schedule in accordance with eity council
policy.
Performanee
MCE corporation has provided a self-evaluation (Exhibit 3) which addresses their
performance in terms of response to Service Requests (see Page 3), cost savings, and
their performance-based work program. Staff agrees that MCE has provided a high
level of service. MCE's corporate office keeps extensive computer records which are
of great benefit during the budget process from the standpoint of providing complete
unit cost information. MCE also has complete inventory information for the City'S
street, park, and building systems.
During 1992-93, MCE's office staff spent many hours studying options and preparing
work schedules which would save money without jeopardizing the City's investment in
streets and parks. This work was all performed under the standard overhead
percentage at no extra cost to the City.
At the time the self-evaluation was prepared, MCE employees had received a total of
three customer Service Awards of Excellence. That number has now increased to four
awards over the last two years. MCE's staff has participated in the Customer
Service Committee since its inception.
MCE has been consistently responsive to the city'S requests for both service and
information, taking a proactive approach to problem-solving. MCE consults with
Engineering staff in the preparation of landscape plans for Capital Improvement
projects. The Maintenance Superintendent also regularly attends Traffic Safety
Committee meetings.
Recommenda~ion
Staff recommends that the City Council review the performance of work by MCE and
provide additional input and comments. The City council should also provide Staff
with direction on any issues or concerns which need to be addressed in a new
agreement.
Staff anticipates that the new agreement which will be presented at a subsequent
meeting will follow the format of the City Standard Agreement. It is anticipated to
be a three-year agreement with provision to review and revise rates on an annual
basis. Consistent with previous agreements, the contract could be terminated upon
90 days' notice.
The new agreement will contain a 1993-94 authorized Scope of Work which will be
consistent with the city Council adopted Fiscal Year 1993-94 budget.
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ATTACHMENT 1 - SCHEDULE OF WORK
CITY OF DUBLIN
PRELlMI~CITY BUDGET
, FIS6ACYEAR 1993-94
NO'i.., "'\~ \\~;;t\~ 'botC..~~ MAY 13,1993
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The following breakdown identifies tasks which are anticipated to be conducted as part of
the Annual Public Works Maintenance Agreement for the Fiscal Year' 993-94. Annual
estimated costs include management fees as provided in Section C. Contractor shall
schedule work to adhere to these expenditure levels as provided for in this Agreement.
ACTIVITY/SUB- ACTIVITY
SPILL CLEAN UP
STREET MAINTENANCE
1993- 94
ESTIMATED ANNUAL
EXPENDITURE
$
6,500
. Street Repair
. Drainage Maintenance
. Storm Patrol/Clean Up
. Curb & Gutter/Sidewalks
. Sign Repair/Maintenance
. Striping/Marking
. Guardrail Repair
. Weed Abatement
. Bike Path Maintenance
Activity Total
7,100
13,900
11,500
1,000
20,800
11,800
1,300
8,700
5,300
$ 81,400
$ 86,000
MAINTENANCE SUPERVISION
STREET TREE MAINTENANCE
Activity Total
$
$
40,600
4,800
5,800
1,300
5,300
3AOO
8,000
69,200
. In-House Tree Maintenance
. Contract Tree Pruning
. Contract Tree Trimming
. Contract Tree Removal
. Contract Tree Fungus Spraying
. Stagecoach Assessment District
. Dougherty Assessment District
$
NEIGHBORHOOD WATCH SIGNS
600
PAGE 1 C
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CITY OF DUBLIN
APRILr' 1993 ~ I
CUfft..t\,"i: \ct,~ <\3. Me~ \IS. ~ro('o 1'13 q"l
(No A-,}.~I)S.T~ ~o('" ~ R~2~"g~Q'1'~-94 PERCENT
LABOR RATES RATES RATES CHANGE CHANGE
DUBLIN CREW
MAINTENANCE SUPERINTENDENT $ 34.10 HR $ 35.10HR $ 1.00 HR 2.9%
LANDSCAPE FOREMAN 23.90 HR 24.60 HR 0.70 HR 2.9%
LANDSCAPE LABORER I 20.20 HR 20.80 HR 0.60 HR 3.0%
LANDSCAPE LABORER II 17.10 HR 17.60 HR 0.50 HR 2.9%
LANDSCAPE LABORER III 13.70 HR 14.10 HR 0.40 HR 2.9%
DUBLIN EQUIPMENT RATES
PICKUP W/R & HT $ 5.00 HR $ 5.00 HR N/C
FLATBED W/R & HT 6.00 HR 6.00 HR N/C
MOWER (21") 2.00 H R 2.00 HR N/C
MOWER (36") 3.00 HR 3.00 HR N/C
MOWER (72") 9.50 HR 9.50 HR N/C
CHAIN SAW 4.00 HR 4.00 HR N/C
BRUSH CUTTER 3.50 HR 3,50 HR N/C
POWER BLOWER 1.50 HR 1.50 HR N/C
POWER EDGER 1.50 HR 1.50 H R N/C
POWER HEDGE TRIMMER 2.50 HR 2.50 HR N/C
POWER VACUUM (30") 2.50 HR 2.50 HR N/G
TRAILER LARGE (18') 2.50 HR 2.50 HR N/C
TRAILER SMALL (8') 1.80 HR 1.80 HR N/C
POWER WASHER 9.00 H R 9.00 HR N/C
,ELECTRIC WELDER 5.00 HR 5,00 HR N/C
PORT ABLE GENERATOR 4.00 HR 4.00 HR N/C
WATER TRAILER 7.00 HR 7.00 HR N/C
MCE CREW
SUPERINTENDENT $ 51.80 HR $ 53.40 HR $ 1.60 HR 3.1%
LOADER/BACKHOE OPERATOR 60.80 HR 52.40 HR 1.60 HR 3~
ASPHALT PAVER OPERATOR 49.10HR 50.50 HR 1.40 HR 2.9%
ROLLER OPERATOR 49.10HR 50.50 HR 1.40 HR 2.9%
TRUCK DRIVER 8-12 C.Y. 42.10 HR 42.90 HR 0.80 HR 1.9%
TRUCK DRIVER 4-5 C.Y. 41.50 HR 42.20 HR 0.70 HR 1.7%
TRUCK DRIVER 3 C.T. TRANSIT 41 A5 H R 42.30 HR 0.85 HR 2.1%
CEMENT FINISHER 40.45 HR 41.10HR 0.65 HR 1.6%
LABOR FOREMAN 38.05 HR 38.15 HR 0.10 HR 0.3%
LABORER I 37.00 HR 37.00 HR N/C
LABORER II 36.75 HR 36.80 HR 0.05 HR 0.1%
LABORER III 36.60 HR 36.65 HR 0.05 HR 0.1%
PAGE 1 OF 2 :';' .~, .,: i" '~. "..- d: -"\'.;;1
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e T ABLE III e
CITY OF DUBLIN
APRIL 15, 1993
(CONTINUED...)
1992-93 1993-94 PERCENT
LABOR RATES RATES RATES CHANGE CHANGE
MCE EQUIPMENT RATES
ASPHALT PAVER $ 37.50 HR $ 37.50 HR N/C
LARGE ASPHALT PAVER 43.75 HR 43.75 HR N/C
BACKHOE 35.00 HR 37.50 HR $ 2.50 7.1%
LOADER 33.00 HR 32.50 HR -0.50 -1.5%
ROLLER-VIBRATORY 3-5 TON 20.00 HR 22.50 HR 2.50 12.5%
ROLLER-VIBRATORY 1-3 TON 15.75 HR 20.00 HR 4.25 27.0%
DUMP TRUCK 8-12 C.Y. 26.25 HR 27.50 HR 1.25 4.8%
DUMP TRUCK4-6 C.Y. 23.75 HR 25,00 HR 1.25 5.3%
TRANSIT TRUCK 3 C.Y. 23.75 HR 25.00 HR 1.25 5.3%
SAW TRUCK 13.50 HR 13.75 HR 0.25 1.9%
PICKUP CREW CAB 9.00 HR 9.00 HR N/C
PICKUP 7.50 HR 8.50 HR 1.00 13.3%
CONCRETE SAW-SELF PROP. 13.50 HR 15,00 HR 1.50 11.1%
CONCRETE SAW-SMALL 8.00 HR 5.00 HR -3.00 -37.5%
AIR COMPRESSOR 13.25 HR 15.00 HR 1.75 13,2%
BITUMAL POT 7.00 HR 8.50 HR 1.50 21.4%
VIBRA PLATE 7.00 H R 7.00 HR N/C
WACKER 7.00 HR 7.00 HR N/C
POWER BERM MACHINE 13.75 HR 15.00 HR 1.25 9,1%
UNIT PRICES
CHEMICAL WEED CONTROL RO.W. 165.00 173,00 8.00 4,."10
TREE TRIMMING UNDER 30' 41.90 41.90 N/C
TREE TRIMMING OVER 30' 77.00 77.00 N/C
FERTILIZE TURF 1 22.54 129.00 6.46 5.3%
AERATION TURF 141 .07 148.00 6.93 4.9%
PRUNE PARK TREES OVER 20' 54.40 54.40 N/C
FUNGUS SPRAYING - TREES 4.57 4.83 0.26 5.7%
(50 TREE MININUM)
PRUNE CITY STREET & MEDIAN TREES 18.70 18.70 N/C
PAGE 2 OF 2
TABLE392:MCE:C:WK1 :2/18/93:SPS
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II MCE CORPORATION
Maintenance - Construction - Engineering
MCE CORPORATION SELF-EVALUATION
FEBRUARY 18, 1993
QUALITY OF SERVICES
MCE believes it has provided a high level of service to the city
of Dublin and in a responsive manner. No Service Request Summary
was prepared for the 1991-92 fiscal year. However, previous
summaries show that total service requests per year have dropped
from 181 in fiscal year 1985-86 to 20 in fiscal year 1990-91. At
the same time the evaluation of how the service requests are
handled has risen from 4.20 to 4.56 over the same time frame.
Another indicator that MCE has provided good service to the
citizens of Dublin is the fact that three MCE employees have won
the Employee of the Month Award for customer service since the
award was initiated in 1991.
EXPENDITURES
MCE has consistently underspent the approved budget over the last
two years. In 1990-91, MCE underexpended the approved budget by
12% and in 1991-92, the amount of underexpenditure was 5%. We
are constantly looking for ways to reduce the cost of maintenance
to the city of Dublin. We are subcontracting out work when we
can obtain unit price commitments that can perform work at a
lower unit cost than in-house work forces. During the 1992-93
fiscal year we are trying a new concept of contracting weed
abatement in bedding areas at a projected savings to the city of
$ 56,000.
PERFORMANCE-BASED WORK PROGRAM AND BUDGET
MCE ' s continued use of the performance-based work program and
budget with the resulting management reports allowing us the
capability to track costs and compare unit costs as discussed in
the previous paragraph. The system is used to update prior
year's planning values in order to more accurately budget for the
following year. Inventory items are updated to reflect
construction changes to the street and park systems.
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MCE CORPORATION SELF-EVALUATION
FEBRUARY 18, 1993
(CONTINUED. . . )
As additional parks, streets, assessment districts and renovation
projects are proposed for the city, annual maintenance costs can
be projected based on the types and quantity of physical features
that are being proposed for the facility.
The performance-base~work program and budget was a valuable tool
this year in identifying specific levels of service to be reduced
to assist the City of Dublin in reducing their budget to absorb
state funding cuts. MCE identified almost 30% of its approved
1992-93 fiscal year budget for reduction. Level of service
reductions by specific activities with a description of the
effects of such reductions on the facilities was prepared. MCE
voluntarily froze wage increases for half the fiscal year to
assist with the budget cuts.
SHIFT WORK
MCE continues to provide a late shift worker that performs
certain preplanned maintenance work as well as assisting in
meeting, room preparation at the Civic Center. This late shift
worker also secures city buildings at night after the meetings
conclude.
MCE has continued a weekend shift worker even after the
termination this year of the Work Alternative Program. The
weekend person provides restroom maintenance in the parks and
performs other preplanned maintenance work in the parks and
streets.
SELFEVAL.218:C:SPS
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