|6-A – 6-E
DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT: ELIMINATE BACKLOG OF VACANT BUILDINGS NEEDING BOARDING AND CLEANING
The city currently has an estimated 3,500 unprocessed work orders for cleaning, boarding and property maintenance of vacant buildings. With current staffing levels in HCD (Property Management) and the performance of the six current non-profit contractors, the backlog of un-boarded vacant buildings is increasing.
– Review and revise written standards of performance to high level of detail (e.g., use screws rather than nails to discourage removal of boards, plywood thickness, etc.).
– Establish standard price(s) for successful completion of cleaning/boarding of each type of building based on written performance standards. Establish and budget performance premiums for quantity and timeliness, and offset HCD funding to subcontractor from other sources (e.g., job training grants). Seek additional, non-federal sources of funding for paying contractors.
– To increase the competitiveness and performance of contractors, re-bid the cleaning and boarding contract after re-writing the RFP to emphasize performance as well as cost minimization. Each contractor should also demonstrate good working relations with the assigned neighborhoods and have a written plan for community involvement.
– Negotiate volume purchase of materials for boarding (e.g., plywood, tools) using city purchasing power or seek donations from lumber yards in exchange for advertising on boarded building openings.
– Maintain existing HCD Property Management staff (currently responsible for boarding) to monitor work performed by contractors and to conduct emergency boarding as necessary. (As the quality and capacity of contractor work improves over time, they can perform emergency boarding, thereby allowing a further reduction in headquarters staff.)
– Assign a DPW truck and crew to each cleaning/boarding crew to increase productivity by eliminating the staging of trash in yard or alley. (For maximum efficiency, DPW would contract the hauling function to the same nonprofit contracted by HCD to perform the cleaning/boarding function.)
– Recycle materials to be discarded. (See Recommendation 7-F on recycling and demolition.)
Estimated Annual Impact:
$612 (estimated job cost) – $408 (current blended subcontracted cost) = $204
Total Costs $1,774,800
2)Reduce cost of criminal activity in these buildings.
3)Reduce cost of police responses to criminal activity in vacant buildings.(8)
(Anecdotal: 5% of police time devoted to responding to calls regarding
Average salary per police officer: $41,030/yr
$41,030 + $14,360 + $13,000 = $68,390
Current average salaries of firefighters: $39,500/yr
Average no. of persons per call: 4
Average cost per response: $273.46 + $22.53 = $295.99
[NOTE: This figure does not represent actual cost savings
(fully loaded labor costs of personnel resources that can be allocated more strategically)
(8) Information on police time spent responding to calls regarding vacant buildings, salaries, and annual police cruiser costs (including amortization rate) obtained directly from the Baltimore Police Department.